Metropolitan Transportation Authority 2019 Annual Report to the Governor

Pursuant to New York State Public Authorities Law §2800

MTA 2019 ANNUAL REPORT NARRATIVE

Pursuant to New York Public Authorities Law Sections 2800 (1)(a)(1), (6), (11), (13), and (17)

Section 1—Operations and Performance

Performance 1

NYC Transit (Subways and Buses) Long Island Rail Road ▪ Metro-North Railroad ▪ MTA Bus Company ▪ Bridges and Tunnels

Section 2—Accomplishments and Initiatives

Customer Service Initiatives 17

Interagency ▪ NYC Transit (Subways) ▪ MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) ▪ Long Island Rail Road ▪ Metro-North Railroad ▪ Bridges and Tunnels

Operations/Technology Initiatives 27

Interagency ▪ NYC Transit (Subways) ▪ MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) ▪ Long Island Rail Road ▪ Metro-North Railroad ▪ Bridges and Tunnels

Sustainability/Transit-Oriented Development (TOD) Initiatives 35

Interagency ▪ NYC Transit (Subways) ▪ MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) ▪ Long Island Rail Road ▪ Metro-North Railroad ▪ Bridges and Tunnels

Safety/Security Initiatives 42

Interagency: MTA Police Department ▪ NYC Transit (Subways) ▪ MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) ▪ Long Island Rail Road ▪ Metro-North Railroad ▪ Bridges and Tunnels

Cost-Cutting/Revenue Initiatives 54

Interagency ▪ NYC Transit (Subways) ▪ MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) ▪ Long Island Rail Road ▪ Metro-North Railroad ▪ Bridges and Tunnels

Section 3—Capital Projects Commitments/Completions

The MTA Capital Programs 60

Capital Program Progress 61

Funding Received Through December 31, 2019 ▪ Capital Program Progress, 1982-2019 ▪ Capital Program Progress, 2019

New York City Transit (Subways) 63

Major 2019 Commitments ▪ Major 2019 Completions

MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company) 69

Major 2019 Commitments ▪ Major 2019 Completions

Long Island Rail Road 71

Major 2019 Commitments ▪ Major 2019 Completions

Metro-North Railroad 78

Major 2019 Commitments ▪ Major 2019 Completions

MTA Bridges and Tunnels 82

Major 2019 Commitments ▪ Major 2019 Completions

MTA Construction & Development 85

Fulton Center ▪ Second Avenue Subway ▪7 Line Extension ▪ East Side Access

Section 4—Description of the MTA and the MTA Board Structure

Description of the MTA and the MTA Board Structure 88

Numbers of Employees ▪ Basic Organizational Structure of MTA Operations ▪ Governance of the MTA ▪ Board Members and Committee Assignments ▪ Board Members’ Attendance

Section 5—Material Pending Litigation Report

Material Pending Litigation Report 97

General Note ▪ The MTA ▪ Transit System ▪ Commuter System ▪ MTA Bridges and

Tunnels ▪ MTA Bus ▪ MTA Long Island Bus

Accompanying 2019 Documents

96 The Following Reports and/or Documents Are Attached

Financial Reports ▪ All- Agency and Board Codes of Ethics ▪ Asset and Service Report

2019 ▪ Compensation Schedule and Biographical Information Reports ▪Bond Rating Reports ▪ Consolidated Financial Statements ▪ Governance Principles and By-Laws ▪ Grant Report 2019 ▪ MTA Legislation ▪ Mission Statement and Measurement Report ▪ Management Assessment of the Effectiveness of Internal Controls ▪ Real and Personal Property Reports with Guidelines ▪ Board Self- Assessment Report

2019 ANNUAL REPORT—SECTION 1

Operations and Performance

Performance

This section of the Metropolitan Transportation Authority (MTA) Annual Report to the Governor, pursuant to PAL §2800, summarizes ridership and other performance data for the 12-month period ending December 31, 2019. (See also the “2019 Mission Statement, Measurement, and Performance Indicator Report,” PAL §1269-f and §2824-a.)

Total ridership on the subways, buses, and railroads of the MTA was 2.56 billion rides in 2019. This is roughly the same as the previous year, stabilizing a three-year decline in transit ridership. Subway volume rose by 17 million rides, up about 1 percent, while combined bus volume continued to fall, albeit at a slower rate of decline, by about 13 million riders or 2 percent. Paratransit rides jumped by 1 million rides or just over 10 percent. Meanwhile, LIRR hit yet another record high of 91.1 million rides in 2019, while Metro-North declined slightly to 87.2 million rides.

To place these data in historical context, total MTA volume has declined by about 5.8 percent from its peak of 2.72 billion rides in 2015—which was, in turn, the highest ridership since the 1940s. Final 2019 estimates put the MTA’s total farebox revenue for the year at around $6.3 billion. MTA Bridges and Tunnels, now in its second year of cashless tolling, hit another record high of 329.4 million paid crossings, generating $1.13 billion in funding support for transit.

A Watershed Year for the MTA Responding to several years of well-publicized fiscal and performance challenges, the MTA undertook a slate of unprecedented initiatives in 2019. Crucially, the NYCT Subway Action Plan (SAP) and Save Safe Seconds campaign continued to rack up steady performance gains in 2019, winning back riders and the confidence of the MTA’s partners and stakeholders. For the first time in six years, the average weekday on-time performance (OTP) for subways exceeded 80 percent,

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a 20 percent leap over the prior year. The number of weekday delays fell 40 percent year over year, and the number of major incidents per month dropped by nearly a third. In a further boost to subway performance, the MTA completed the installation of Communications Based Train Control (CBTC) signaling on the 7 Line, pushing up weekday OTP to as high as 92 percent. Work has begun on resignaling the A/C/E lines, which are saddled with some of the oldest signals in the subway system.

The railroads too chalked up big performance gains, with OTP at LIRR up 2 percent in 2019 to a three-year high of 92.4 percent. The railroad had 44 percent fewer cancellations, 29 percent fewer delayed trains, and a 4.3 percent improvement in mean distance between failures (MDBF). Metro- North boosted OTP by 4.3 percent to 94.4 percent, while also recording 55 percent fewer cancellations, 41 percent fewer delayed trains, and a 64 percent rise in MDBF. This improved performance came even as both railroads advanced their federally mandated Positive Train Control (PTC) programs. Both met their 2019 requirements and are on schedule to achieve PTC implementation by their December 2020 deadlines.

Modernization Efforts Launched Several historic initiatives are now building on this steady turnaround, aiming to position the MTA for the 21st century. The most visible of these is the highly successful launch of the OMNY contactless fare payment system, the first new fare payments system since the MetroCard began replacing tokens in 1993. By the end of 2019, OMNY readers had logged over 5 million “taps,” far exceeding initial projections. Installations approached 150 stations and numerous buses in 2019 and are continuing on schedule. The OMNY contactless payments system will encompass the entire MTA transit and rail network by 2023 with technology leapfrogging most older contactless transit fare systems.

In another revenue-related breakthrough, the MTA achieved a major victory in 2019 with legislative approval of Central Business District Tolling (CBDT), which authorizes the imposition of tolls on vehicles entering or remaining in New York City’s Central Business District (CBD), defined as Manhattan below and inclusive of 60th Street. The district excludes the FDR Drive and the West

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Side Highway, as well as the Battery Park Underpass and any surface roadway portion of the Hugh L. Carey Tunnel connecting to West Street. The first of its kind in North America, the CBDT plan intends to reduce congestion and provide a $15 billion dedicated revenue stream for mass transit. It is also expected to help improve air quality, reduce surface transit delays, and increase mobility in one of the nation’s most congested urban centers. Under the management of MTA Bridges and Tunnels, a system provider and operator has been approved, and CBDT program design is underway.

Restructuring and Capital Investment The two most significant MTA initiatives launched in 2019 are the historic MTA Transformation Plan and the Board-approved 2020-2024 Capital Program. The Transformation Plan entails a comprehensive reorganization of the MTA, as authorized by the New York State Assembly and the MTA Board. It is the first top-to-bottom restructuring of the authority since its formation in 1967. Designed to eliminate systemwide shortcomings and redundancies, the plan is being managed by the newly staffed Transformation Management Office (TMO), which reports directly to the Board. Its mission is to centralize, streamline, and modernize nonoperational functions, supporting improved transportation operations and, ultimately, the delivery of more value to customers.

A big step in this transformation came with the 2019 establishment of the MTA Construction & Development (MTA C&D), which is assuming and expanding on the responsibilities of the former MTA Capital Construction. By placing most MTA contracts and projects under a specialized team, MTA C&D provides critical support to the transportation agencies, while delivering construction projects faster, better, and more cost efficiently than ever before. This focused oversight is especially advantageous in light of the MTA’s unprecedented 2020-2024 Capital Program, which was approved by the MTA Board in September 2019 and by the Capital Program Review Board (CPRB) on January 1, 2020.

At $54.7 billion, the 2020-2024 Capital Program represents the largest capital investment in MTA history, around 70 percent more than the previous five-year capital plan. Along with such megaprojects as the Second Avenue Subway Phase II, LIRR Expansion, and Metro-North’s Penn

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Station Access, the program funds a far-reaching modernization of the entire MTA network. It includes the purchase of 1,900 subway cars, 2,400 buses, and 160 railcars; over $7.1 billion for signal modernization; over $9.2 billion for station upgrades, including new elevators for ADA accessibility at 70 subway stations; and much more.

While these integrated efforts mark a dramatic turn for the MTA in 2019, large challenges remain. The confidence demonstrated by MTA partners and stakeholders must still be matched by full funding of the 2020-2024 Capital Program. The confidence of customers and the general public must be earned continuously through performance improvements, transparency, and outreach. The MTA Transformation Plan must achieve its restructuring goals and related savings within the roughly 36-month window allotted it. Above all, the 2020-2024 Capital Program must deliver a superior public transportation system worthy of its investment, its customers, and the global economic hub it serves.*

The balance of Section 1, below, reports the 2019 performance measurements for each of the MTA agencies providing subway, bus, paratransit, commuter rail, and bridge-and-tunnel crossing services. As part of its public transparency mission, the MTA regularly updates these data on the Performance Dashboards on the MTA website at www.mta.info. Because MTA performance indicators are regularly updated, some of the data reported here may be subject to later adjustment and reconciliation.

*Note: On March 7, 2020, three weeks prior to this report’s April 1, 2020, deadline, Gov. Andrew Cuomo declared a state of emergency in New York as a result of the coronavirus, COVID-19, pandemic. On March 17, 2020, the MTA Chairman and CEO sent a letter to the New York congressional delegation urgently requesting more than $4 billion in federal aid to respond to the pandemic and related revenue losses. That amount was secured for the MTA by the CARES Act. On April 16, the MTA requested an additional $3.9 billion in federal aid. At that time, MTA reported the following declines in ridership: NYTC Subway down 93 percent; Metro-North down 95 percent; LIRR down 97 percent; and Bridges and Tunnels down 62 percent. While the MTA continues, at present, to provide essential daytime service across its travel region, the trends, projections, and stated goals in this report will be significantly impacted by these unprecedented exigencies.

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New York City Transit—2019 Performance

NYCT Subways Subway ridership ticked up slightly in 2019 by 1 percent over the prior year, stabilizing a three-year decline. The agency did not set ridership targets for 2019. Other metrics showed significant improvement over the year, making good on the aims of the Subway Action Plan (SAP) and the Save Safe Seconds campaign. The latter program identified and recalibrated 344 outmoded speed- regulating track signals, safely increasing speeds for today’s trains and operations. At the end of 2019, a specially designated committee presented an analysis and recommendations for further safe-speed adjustments across the system.

After an unprecedented inspection of signals along the entire subway right-of-way, crews repaired and rebuilt over 2000 signal components. Signal-related delays dropped by nearly 30 percent from 2017 to 2019. Water damage to signals was extensively mitigated, as NYCT crews sealed over 8,200 leaks across the system, cleared drain lines, and cleaned debris from over 40,000 street grates. This improved water management protects the entire system from downpours and water main breaks, preserving infrastructure and drastically reducing storm-related impacts on service delivery.

Subway weekday on-time performance (OTP) jumped 20 percent in 2019, topping 80 percent for the first time in six years. Weekday delays fell 40 percent year over year, and major incidents dropped by nearly a third. One major contributor was the agency’s “Vak-Trak” vacuuming operations, which cleaned over 3,000 track miles in 2019 alone, cutting track fires by 44 percent over a two-year period. In another key indicator, a year-over-year increase of 13.5 percent in MDBF to 134,947 miles in December 2019. The average for the year was 127,743 miles, the best in nearly four years. The improvement follows an accelerated scheduled maintenance system (SMS) and expedited inspections of the most frequently failing car mechanisms, such as power converters and doors.

The agency’s new customer-focused metrics also captured a number of fine-grained performance boosts, including a 7.7 percent decrease in “additional platform wait time” and a 20 percent drop in “additional train time,” which measures the customers time spent on a train as opposed to the scheduled time.

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These and other 2019 performance gains, along with newly implemented operational procedures, are detailed in the SAP After-Action Report, summarized and linked in full at this January 23, 2020, Press Release. As the report concludes: “Following the state and the city’s initial investment of $836 million to implement SAP, the MTA will invest more than $300 million per year to NYC Transit’s operating budget to support SAP initiatives and to ensure that its success and progress are sustained.”

NYCT Buses and Access-a-Ride Note that MTA’s bus operations include both NYCT Bus and MTA Bus Company, which is covered on page 14 of this section. In some instances, performance data is combined for both operations. For bus operations generally, 2019 was an important turning point. The MTA has worked extensively with the New York City Department of Transportation (NYC DOT) and NYPD to unleash the potential of city buses. Efforts include better traffic enforcement, improved bus lanes, and other prioritizing of transit in the traffic mix. Mounting evidence shows that such measures improve bus speeds and service, drawing customers back to this mode of transportation. The agency’s expanding adoption of all-electric, zero-emissions buses is a further sign of a promising future for buses.

While NYCT bus ridership slipped by 2.8 percent to 557 million riders in 2019, the numbers also show a slowing in the rate of ridership decline. In 2019, buses saw improvements in all key customer-focused metrics over the prior year, along with a 15.9-percent jump in MDBF above goal. The agency’s most impactful initiative is the bus network redesign, the first top-to-bottom rethinking of city bus routes in about half a century. The redesign is advancing on a borough-by- borough schedule, analyzing service against changing demographics, current needs, and future demands. In 2019, the agency finalized the Bronx Plan, launched network redesign in Brooklyn, and released the draft plan for Queens. Staten Island express service, the first fully implemented redesign, continues to improve and outperform the old X network after more than a year in operation.

The MTA Access-a-Ride (AAR) system, which is run by NYCT Buses, updated its public dashboard in 2019 to provide more transparency and customer-facing metrics. One highlight includes the

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announcement of a new “customer experience” metric capturing the number of customer trips that successfully met key service performance standards. Other updates include: historic trends for “ride time” and “average trip duration,” more granular goals for on-time performance (OTP), and a revision to the “appointment OTP” metric to be less that 1 minute after and no more than 30 minutes earlier than scheduled. The revised format includes changes recommended by the MTA Inspector General.

Performance Key At or above target New York City Transit Below target by less than 5% Below target by 5% or more

Change from 2019 Target 2019 Actual Target

NYCT Subway Service Indicators

Weekday Major Incidents – Subways (monthly average) n/a 45.5 n/a

Weekday Service Delivered – Subways n/a 96.6% n/a

Weekday Terminal On-Time Performance – Subways 71% 80.3% +9.3

Weekday Terminal Delays – Subways (monthly average) 51,612 34,302 -33.5% Customer Journey Time Perf. (% within 5 min. of scheduled) 80% 83.6 n/a Additional Platform Time (average beyond scheduled) n/a 0:01:11 n/a

Additional Train Time (average beyond scheduled) n/a 0:00:54 n/a

Mean Distance Between Failures – Subways (miles) n/a 127,743 n/a

Weekday Wait Assessment – Subways n/a 74.9% n/a

Elevator Availability – Subways 96.5% 96.3% -0.2%

Escalator Availability – Subways 96.5% 89.4% -7.1%

Total Ridership – Subways n/a 1,697,787,000 n/a

Weekday On-Time Performance – SIR 3 n/a 95.6% n/a

Mean Distance Between Failures – SIR (miles) n/a 77,187 n/a Notes: Several new service indicators were added as part of the Subway Action Plan, and 2019 targets were not determined for all metrics.. NYCT Subways operates SIR, but does not include SIR in ridership totals.

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Performance Key At or above target New York City Transit, cont. Below target by less than 5% Below target by 5% or more

2019 2019 Change from Target Actual Target

NYCT Bus Service Indicators 4 Percent of Completed Trips – NYCT Bus 99.4% 99.3% -0.1%

Customer Journey Time Perf. (% within 5 min. of scheduled) n/a 72.3% n/a

Additional Bus Stop Time (average beyond scheduled) n/a 0:01:44 n/a

Additional Travel Time (average beyond scheduled) n/a 0:00:47 n/a

Bus Customer Wheelchair Lift Usage – NYCT Bus 1,436,139 1,412,076 -1.7%

Service Delivered NYCT & MTA Bus (% scheduled buses, peak) 97.5% 97.3% -0.2%

Bus Speeds NYCT & MTA Bus (average route speed, end-to-end) n/a 8.0 mph n/a

Total Ridership – NYCT Bus 554,847,986 556,950,541 +0.4%

Mean Distance Between Failures – NYCT Bus (miles) 6,876 7,967 +15.9%

Wait Assessment – NYCT & MTA Bus 78% 77.8% -0.3% NYCT Paratransit Service Indicators Total Paratransit Ridership – NYCT Bus n/a 10,893,983 n/a AAR On-Time-Performance: 30 min: 94% 30 min: 96% 30 min: 2.1% Pick up (30 min.) / Drop off (15 min.) 15 min: 85% 15 min: 86% 15 min: 1.2%

AAR Appointment OTP Trips -30 Min Early to <1 Min Late n/a 40% n/a

AAR Provider No-Shows (per 1,000 trips) 3.00 1.44 -52% AAR Ride Time Actual Trip Duration vs. Planned Trip Duration n/a 80% n/a AAR Customer Experience – Frequent Rider Experience n/a 72% n/a AAR Call Center (% of calls answered) 95% 96% 1.1% AAR Passenger Complaints (per 1000 trips) Transp. Related 3.0 2.9 -3.3% AAR Registrants n/a 161,526 n/a

NYCT Safety Indicators

Customer Injury Rate – Subways (per million customers) 2.72 2.92 +7.4% Customer Accident Injury Rate – NYCT Bus 1.14 1.64 + 43.9% (per million customers) Collisions with Injury Rate – NYCT Bus (per million vehicle miles) 6.46 6.39 -1.1% Employee Lost Time and Restricted-Duty Rate NYCT Subways 5.71 5.76 +0.9% (per 100 employees) Employee Lost Time and Restricted-Duty Rate NYCT Bus 5.41 5.78 +6.8% (per 100 employees) Note: New NYCT Bus and Paratransit service indicators were introduced in 2018. Some targets and totals are not available for 2019.

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Long Island Rail Road—2019 Performance

LIRR hit a new ridership record of 91.1 million passengers in 2019, up 1.5 percent from the previous year and 1.3 percent above the agency’s 2019 target. These are the railroad’s highest ridership levels since the postwar peak of 91.8 million passengers in 1949. LIRR remains the busiest commuter railroad in North America. A strong local economy and steady growth in non-commutation travel, including trips to entertainment and sports venues, contributed to the high passenger volume.

LIRR’s On-Time Performance (OTP) for 2019 was 92.4 percent. Though slightly below target, this an increase of 2.0 percent from the previous year and marked LIRR’s best performance in three years. The increase in OTP was due to favorable weather, progress made on a variety of capital projects, and continued implementation of the LIRR Forward plan to identify and combat the root causes of train delays. The agency’s 2019 Mean Distance Between Failures (MDBF) also increased by 0.3 percent to 185,829 miles from 185,217 in 2018, a shade above target. The railroad continues to optimize fleet performance through its Reliability Centered Maintenance (RCM) program, Enterprise Asset Management (EAM) implementation, acquisition of the new M-9 fleet, and other performance initiatives. These performance improvements occurred at the same time that LIRR was undertaking extensive state-of-good-repair work and the largest system expansion in over 100 years.

LIRR’s Main Line Expansion Project, which is adding 9.8 miles of third track between Floral Park and Hicksville, continued to progress during 2019. Managed by MTA Construction & Development (MTA C&D), this major initiative will reduce congestion and delays; enable bi-directional peak-hour service; eliminate seven grade crossings; and generate many other structural, environmental, and service improvements. In addition, the year brought significant progress in the East Side Access (ESA) project, also managed by MTA C&D, with a revenue service date slated for 2022. Together, the ESA and LIRR expansion projects will completely revamp regional transportation, with positive economic impacts across the area.

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Long Island Rail Road Performance Key At or above target Below target by less than 5% Below target by 5% or more

2019 Target 2019 Actual Change from Target

Service Indicators

On-Time Performance 94.0% 92.4% -1.6%

Elevator Availability 98.0% 98.8% +0.8%

Escalator Availability 97.0% 96.7% -0.03%

Total Ridership 89,925,000 91,086,292 +1.3%

Mean Distance Between Failures (miles) 185,000 185,829 +0.4%

Safety Indicators

FRA-Reportable Customer Injury Rate (per million) 3.28 2.34 -28.6%

FRA-Reportable Employee Lost-Time Case Rate (per 200,000 worker hours) 3.04 3.22 +5.9%

Note: MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2019 “Mission Statements” PAL §1269-f report and earlier documents.

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Metro-North—2019 Performance

Total Metro-North ridership in 2019 was approximately 87.2 million rides, 85,883 rides higher than in the previous year, though slightly below the 2019 year-end forecast.

East of Hudson ridership in 2019 was approximately 85.0 million, up 0.1 percent or 69,667 rides higher than in 2018. Ridership for the year on the Harlem Line was 27.37 million, down 0.3 percent from the previous year. Ridership rose on the Hudson line by 217,771 rides, or 1.3 percent, to a new high in 2019. The New Haven Line saw a slight decrease to 40.23 million rides in 2019 from 40.29 million rides the previous year.

A contributing factor to the New Haven Line decrease was ten days of reduced service to accommodate the Connecticut Department of Transportation (CTDOT) Atlantic Street Bridge replacement. Other factors in ridership declines included Positive Train Control (PTC) installations on the Danbury Line and infrastructure improvements on the Harlem Line. West of Hudson ridership was approximately 1.64 million, which was 0.1 percent below the previous year. Combined ridership on Metro-North’s three connecting services was about 598,416, up by 18,149 rides or 3.1 percent. Ridership increased by 1.6 percent on the Hudson Rail Link, by 5.6 percent on the Haverstraw-Ossining Ferry, and by 8.2 percent on the Newburgh-Beacon Ferry.

Metro-North’s systemwide On-Time Performance (OTP) for 2019 was above goal at 94.4 percent. The Hudson Line performed at 95.0 percent OTP, the Harlem Line at 95.3 percent, and the New Haven Line at 93.4 percent. The Hudson and New Haven lines ran with modified operating schedules to accommodate major infrastructure work.

Mean Distance Between Failures (MDBF) improved in 2019, largely due to the warranty correction of new PTC equipment, which had generated equipment failures the prior year. MDBF was 238,464 miles in 2019, about 45 percent above goal. Completion of PTC equipment installations also improved car availability in 2019, resulting in a 99.4 percent “consist compliance rate,” which is the percentage of cars required for daily service and customer seating. West-of-Hudson OTP for 2019 was 89.8 percent, 3.2 percent below target. This was driven by less reliable service on the Port Jervis Line due to PTC implementations.

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Performance Key Metro-North Railroad At or above target Below target by less than 5% Below target by 5% or more

Change from 2019 Target 2019 Actual Target

Service Indicators

On-Time Performance (East of Hudson) 93.0% 94.4% +1.4%

On-Time Performance (West of Hudson) 93.0% 89.8% -3.2%

Elevator Availability 98.0% 99.4% +1.4%

Escalator Availability 97.0% 91.5% -5.5 Total Ridership (includes connecting services) 88,552,197* 87,218,786 -1.5%

Mean Distance Between Failures (miles) 165,000 238,464 +45% Safety Indicators

FRA Reportable Customer Injury Rate (per million) 1.75 0.95 -46% FRA Reportable Employee Lost-Time Case Rate (per 200,000 worker hours) 2.65 1.95 -26% Note: MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2019 PAL §1269-f report and earlier documents. Data in many instances is preliminary and subject to adjustment. *From 2019 Budget.

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MTA Bus Company—2019 Performance

MTA Bus ridership was 120.4 million in 2019, a 0.8 percent decrease from the previous year and 0.3 percent above target. The bus fleet’s mean distance between failures (MDBF) was 7,117 miles in 2019, a slight increase of 0.8 percent from target. An over-age fleet continues to pose challenges.

The agency took delivery of 39 of 53 new articulated buses from New Flyer in 2019 and completed the order in first quarter of 2020. These buses are being used for SBS routes and for more articulated bus service in Queens. In addition, 257 Prevost over-the-road coach buses are expected between 2020 and 2022, while 25 standard diesel buses are expected in 2022. The “percentage of trips completed,” which depends on both vehicle and operator availability, remained fairly flat at 0.5 percent below target.

Safety remains a primary focus. The agency’s “collisions with injury” rate decreased from 6.61 to 5.56 per million vehicle miles, about 16 percent better than target. Meanwhile, the “customer accident injury rate” rose about 14 percent from 1.06 to 1.21. This increase was driven largely by several MTA Bus collisions with multiple injuries. MTA Bus continued to incorporate relevant accident findings into its safety and training initiatives. These initiatives focus on basic operating procedures in bus stop areas, including scanning mirrors, observing all sides of the bus, pulling in and out of bus stops properly, and positioning the bus correctly in the bus stop.

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Performance Key At or above target Below target by less than 5%

MTA Bus Company Below target by 5% or more

2019 Target 2019 Actual Change from Target Service Indicators % of Completed Trips 99.4% 98.9% -0.5%

Bus Customer Wheelchair Lift Usage 85,059 97,207 14.3%

Total Ridership 120,052,575 120,426,633 0.3%

Mean Distance Between Failures (miles) 7,062 7,117 0.8%

Safety Indicators

Customer Accident Injury Rate 1.06 1.21 14.2% (per million) Collisions with Injury Rate 6.61 5.56 -15.9 (per million miles) Employee Lost-Time Rate 6.67 6.05 -9.3% (per 100 employees)

Note: New performance indicators introduced in 2018 combine some metrics for MTA Bus and NYCT Bus. For combined metrics, see NYCT performance indicators on pages 7 and 8. MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2019 PAL §1269-f report and earlier documents.

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Bridges and Tunnels—2019 Performance

Bridges and Tunnels continued its record-setting pace in 2019 as overall traffic on the agency’s crossings reached an all-time high of 329.4 million vehicles, well above target and 2.2 percent above last year’s record traffic. Meanwhile, the percentage of E-ZPass transactions was consistently high at approximately 95 percent throughout the year.

The uninterrupted traffic flow under cashless tolling continued to yield sustained improvements in travel times for drivers across the agency’s tolling areas. Reduced congestion in the cashless-tolling environment has benefited stakeholders throughout the travel region, leading to overall improvements in safety at crossings and a reduction in motorists’ idling time, thereby saving energy and reducing carbon emissions.

Partly as a result of the year’s record traffic volumes, Bridges and Tunnels was able to provide a record high of approximately $1.139 billion in total support to MTA transit operations in 2019. In addition to this favorable revenue flow, the agency’s operating expenses declined by $70 million, or 12 percent against the 2019 Adopted Budget, due to cost containment and reduction initiatives undertaken throughout the year. This also contributed to the year’s record total support to MTA transit operations.

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Performance Key

Bridges and Tunnels At or above target Below target by less than 5% Below target by 5% or more

2019 2019 Change

from Target Target Actual Service Indicators

Paid Tolled Traffic 322,398,559 329,397,447 +2.2%

Safety Indicators

Collisions with Injury Rate (per million vehicles) * 0.95 0.87 -8.4% Employee Lost-Time Injury Rate (per 200,000 work hours) 7.39 6.0 -18.8%

Note: MTA Bridges and Tunnels performance data are subject to final audit. Some data may have been updated after the 2019 “Mission Statement” report and earlier documents. *See Section II, Safety/Security Initiatives for more details.

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2019 ANNUAL REPORT—SECTION 2

Accomplishments and Initiatives

Customer Service Initiatives

Interagency—Customer Service Initiatives

Continued to refine MYmta, the MTA’s all-in-one mobile-responsive app for both iOS and Android devices, along with the newly designed MTA public website. The new app and website combine all-agency trip planning with at-a-glance service status. MYmta has already logged more than 1.8 million downloads at the time of this report and is being regularly upgraded and adapted based on thousands of suggestions via customer feedback.

Helped to launch a pilot of OMNY, the MTA’s new contactless fare payment system, in May 2019 and accelerated activation of the OMNY system on select subway lines and Staten Island buses by year-end.

Secured more than $31 million in in-system advertising media commitments from seven OMNY marketing partners from the financial services/payments sector.

Developed and implemented several customer-focused marketing campaigns supporting MTA initiatives to improve the customer’s riding experience. These included: OMNY contactless payments; anti-fare-evasion messaging; MTA’s homeless outreach campaign; Small Business Development Program; MTA Police Department recruitment; and several campaigns placed on behalf of the Office of the Governor, including for human rights, anti-discrimination, minimum wage, and anti-hate messaging.

Coordinated with Port Authority of NY/NJ to refresh customers wayfinding signage at JFK Airport to better promote travel options available to NYC visitors.

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Supported communications and event planning efforts for APTA Annual Conference, hosted by MTA in New York City.

Developed launch communications campaign for LIRR’s discounted Atlantic Ticket pilot program.

Continued a NYCT outreach program aimed at customers and local merchants impacted by the L Train tunnel reconstruction. The ongoing efforts include public open houses with MTA executives and a dedicated a web newsletter to answer questions and update those affected by the project.

Continued an in-system advertising campaign for MTA Real Estate to promote leasing opportunities at subway and commuter rail stations, designed to generate increased awareness, interest, and lease revenue.

Conducted project naming research among potential customers for the proposed direct Metro-North train service to/from Penn Station and Manhattan’s west side to the East Bronx and Connecticut.

Continued to expand the MTA Licensing Program globally through sublicense agreements in Belgium, France, Japan and China. The program secures MTA intellectual properties and generates annual revenue through licensing of popular MTA icons, graphics, images, and more.

Delivered 24/7 MTA news and information to customers, news organizations, and the general public through a variety of media, including the MTA website; press briefings; press releases; press conferences; and real-time feeds to social media, including Twitter, Tumblr, Flickr, Instagram, and Facebook. As of 2019, the MTA’s YouTube Channel archived more than 1,600 service videos on MTA agency initiatives, campaigns and projects.

Continued to administer projects for MTA Arts & Design’s acclaimed program of commissioned artworks, with 79 art projects currently in planning or fabrication. In 2019, Arts & Design installed several new “Percent for Art” projects at NYCT subway stations in four boroughs and at several LIRR and Metro-North stations. Also in 2019, Arts & Design convened eight artist selection panels to commission permanent artworks for stations throughout the system.

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Received prestigious national-international arts awards in 2019, including the American Institute of Architects (AIA) New York State Excelsior Award in Public Art category; three “Year in Review” awards from Public Art Network/Americans for the Arts; inclusion in the Society of Illustrators and American Illustrator annual exhibitions and publications; and APEX Award for Digital Art Program.

Presented over 7,500 performances in 2019 through Arts & Design’s popular “Music Under New York” program; selected 33 new performers to join the program; and presented a new series of poems and artwork through the “Poetry in Motion” program.

Presented two major new digital artworks, “Fulton Flow” by Ezra Wube and “SET PIECES” by Rashaad Newsome, through the 52-channel, integrated digital display network extending throughout the Fulton Center Complex.

Performed extensive public outreach through hosting groups, moderating panels, and conducting tours, including: Municipal Art Society Tours; Open House New York; APTA 2019 TRANSform conference; Americans for the Arts - Public Art Council; The Armory Show VIP Tours; and many local college architecture and art student groups/classes.

NYC Transit (Subways)—Customer Service Initiatives

Inaugurated the successful bus and subway roll-out of OMNY, the MTA’s new contactless fare payment system. By the end of 2019, the new system had registered over 5 million taps, far exceeding expectations. By the end of January 2020, the system was operational at nearly 150 subways stations, as well as one numerous bus routes.

Upgraded NYCT customer communications on many levels. Initiatives included adding 50 new dedicated announcers to better inform customers about service status and delays; placing specially trained customer representatives at high traffic stations; retraining staff for improved customer communications; and accelerated final installation of countdown clocks.

Improved onboard “diversion” messaging by aligning messages with the agency’s newly developed “blue book” for customer communication and by streamlining the development of onboard messages to improve, timeliness, accuracy, and efficiency.

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Increased NYCT social media activity by 77 percent, providing more than 15,000 social media responses in December 2019 alone. As a result of these and the above efforts, customer survey ratings of NYCT communications rose by 5.2 percent between mid-2018 and mid-2019.

Developed special customer outreach, support, and messaging programs to address the service changes and inconveniences of longterm construction projects—in particular, the L Line and 42nd Street Shuttle projects. These programs included public information sessions, on-site customer support, e-newsletters, coordinated signage, and more.

Created an “accessible station lab” at Brooklyn’s Jay Street-Metrotech Station. The “lab” enabled customers to try out and rate a selection of pilot projects to improve station navigation and accessibility, including state-of-the-art wayfinding systems, smartphone apps, and more. NYCT also upgraded platforms to ADA compliance at 20 subway stations and installed LiftNet at 33 locations to display real-time elevator/escalator status.

Undertook a number of highly visible system cleaning initiatives. These included deep cleaning 106 subway stations; internal-external cleaning of 3,036 subway cars; upgrading all eight facility car washes; creating a new Mobile Wash schedule for 2020; and launching three newly acquired vacuum trains, which cleaned over 3,600 miles of track. Note: Prior to this report’s April 1, 2020, deadline, NYCT responded to the Covid-19 pandemic by disinfecting stations twice daily and cars at least once every 72 hours.

Improved performance across all NYCT customer-focused metrics in 2019. These included 19.7-percent improvement in “weekday OTP”; a 40.6-percent improvement in “monthly weekday delays”; a 1.9-percent rise in “weekday service delivered;” a 9.0- percent improvement in “additional platform time;” and a 31.6-percent improvement in “additional train time.”

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MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Customer Service Initiatives

Continued to advance the Bus Network Redesign, the first comprehensive upgrade of city bus route in over 50 years. The Bronx plan was finalized, with implementation targeted for Fall 2020. A draft plan was released for Queens and continues to solicit vital customer input through public workshops and outreach events. Bus network redesign was also launched in Brooklyn. A year after implementation, the redesigned Staten Island Express service network continues to sustain the improved performance.

Worked with NYCDOT to launch the “transit and truck priority” project on 14th Street. The project turns this crosstown corridor into a dedicated busway with restricted automobile traffic for faster, more reliable Select Bus Services (SBS) runs.

Introduced the Automated Bus Lane Enforcement (ABLE) system on the M15 SBS, later expanding it to the B44 and M14 SBS routes. The system captures real-time bus lane violations using bus-mounted cameras, with ticketing starting at $50 up to $250 for violations. By the end of 2019, the new system had captured nearly 8,000 violations along the three routes.

Received four of 15 New Flyer all-electric articulated buses, the first MTA-owned all electric 60-foot buses in the fleet. Also, installed 16 depot chargers at Michael J, Quill Depot to support the electric fleet. The new buses, equipped with USB chargers, Wi-Fi, camera systems, and other customer amenities, represent a milestone in NYCT’s goal of achieving a zero-emissions bus fleet by 2040.

Undertook a number of projects with NYCDOT to improve bus speeds and reliability throughout the city, including 10.1 miles of new bus lanes; upgrades to 5.6 miles of existing bus lanes; bus-only signals and queue jumps at certain intersections; new lane separators and traffic light controls; real-time arrival displays at 60 bus stops; and much more.

Stepped up bus lane enforcement in cooperation with NYPD, focusing on 12 priority corridors selected by the MTA. The MTA and NYPD conducted over 500 joint enforcement blitzes, including one on the express bus approach to the Hugh L. Carey Tunnel that have

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improved bus speeds by some 30 percent on a sustained basis.

Launched a number of route improvements, including increased off-peak service on the S93; two new Staten Island express bus routes, the SIM11 and the SIM33c; a SBS on the M14A/D routes; and new ADA accessibility at 28 bus stops.

Access-a-Ride (AAR) Initiatives

Released an updated AAR Performance Dashboard to provide increased transparency and focus on customer-facing metrics. One highlight includes a new customer experience metric capturing the number of customer trips that successfully met key service performance standards. Other updates include: historic trends for ride time and average trip duration, more granular goals for on-time performance (OTP), and a revision to appointment OTP.

Began the rollout of 700 new lift-equipped vans for primary carrier service to replace vehicles that have exceeded their useful life. The new vans are quieter and have higher ceiling clearance, bright LED lighting, digital thermostat controls, and a narrow body design for easier maneuverability.

Adopted a new rule in collaboration with NYCDOT that allows primary carrier AAR vehicles to travel in dedicated bus lanes for improved speeds and reliability.

Introduced the Enhanced Broker Service to customers providing greater flexibility and reliability in all five boroughs. This service, which makes taxis and for-hire vehicles (or FHVs) an integral part of our program, can deliver high-volume trips at lower costs than the Primary Carrier service. Customer benefits include on-line reservations, broker vehicle tracking, wheelchair accessible vehicles, and door-to-door assisted service when required by specially trained operators.

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Long Island Rail Road—Customer Service Initiatives

Launched the South Fork Commuter Connection (SFCC) in March 2019. A coordinated rail and bus system, the SFCC operates year-round, Mondays through Fridays, providing peak- hour commuters with more public transportation options. It offers local train stops in Speonk, Westhampton, Hampton Bays, Southampton, Bridgehampton, East Hampton, Amagansett, and Montauk, aimed at customers travelling eastbound in the morning and westbound in the afternoon. Select trains connect with last-mile shuttle bus service to nearby workplaces.

Supported the expanded use of the railroad’s popular LIRR Care Program, which provides personalized attention for customers requiring special assistance when boarding or exiting LIRR trains. Also, launched Help Point electronic platform kiosks, enabling customers needing assistance to alert crews on incoming trains.

Introduced special LIRR ticket deals in 2019, including Summer Saturdays, which allows monthly ticket holders to travel anywhere in the LIRR system with up to four friends or family members for just $1 per person. Plus, LIRR Loyalty discounts, which give monthly ticketholders special deals from merchants throughout the railroad’s service region.

Unveiled “lactation pods” at Penn Station and Atlantic Terminal for on-the-go moms with infants. The pods provide a private, enclosed room with comfortable benches, a fold-down table, an electrical outlet for plugging in a breast pump, and a door that can be locked for privacy.

Released myLIRR.org, a smartphone app that allows customers to locate approaching trains on a map, refreshed every 3 to 5 seconds.

Completed the rehabilitation of the Nostrand Avenue Station, which included: replacement of station platforms, railings, canopy, overpasses, and platform stairs, along with the installation of new elevators, station lighting, electrical and communication systems, CCTV security cameras, and signage.

Completed enhancements at a number of LIRR stations, which included new signage, digital information screens, bike racks, Wi-Fi, USB charging ports, and more. Work was completed at the Deer Park, Brentwood, Merrick, Stony Brook, Syosset, East Hampton, Bellmore,

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Farmingdale, Stewart Manor, and Northport stations. Plus, additional project work at the Great Neck, Bayside, Northport, Valley Stream, Ronkonkoma, and Baldwin stations.

Completed a major historical restoration of Port Jefferson Station, designed by Stanford White and originally constructed in 1903. Work included architectural rehabilitation with improved ADA accessibility, a new waiting room with terrazzo flooring, new restrooms, wall and ceiling finishes, HVAC upgrades, electronic customer amenities, and more. The project was part of LIRR’s effort to modernize its system with new customer-facing features, while also preserving and restoring the railroad’s historically significant properties.

Metro-North—Customer Service Initiatives

Completed the first full year of the railroad’s Way Ahead plan, a roadmap to enhance safety, service, infrastructure, and communications, transforming customers’ day-to-day commuting experience. Key accomplishments in 2019 included major progress on PTC implementation; a new SMARTRACK Program to prioritize track access and accelerate right-of-way work; and the various customer-facing initiatives listed below.

Continued successful expansion of the customer base for MTA eTix®, the railroad’s mobile ticketing app. Preliminary 2019 data suggests MTA eTix® now accounts for about 37 percent of East of Hudson ticket sales. Also began converting Mail&Ride MTA eTix® customers in November 2019, with 1,600 of total Mail&Ride monthly ticket regular sales out of 21,303 converted by the end of the year.

Carried out a number of station enhancement projects, including the first full year of work at White Plains Station; enhancements at Crestwood, Riverdale, Port Chester, and Harlem-125th Street stations; replacement of 36 station recycling centers; bird-proofing at Mount Vernon West and Nanuet stations; new ADA platform access, new lighting, and other improvements at Nanuet Station; repaved parking lots at Spring Valley and Middletown stations; and other station upgrades.

Financed improvements to the Newburgh Ferry parking lot, followed by public promotions of the Newburgh-Beacon ferry service that succeeded in increased customer volume.

Implemented a Station Ambassadors Program at the most frequently traveled East of

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Hudson stations, including the Harlem-125th Street, Fordham, New Rochelle, Croton- Harmon, Stamford, and White Plains stations. The program both enhances the customer experience and enables the railroad to increase customer interactions and direct feedback.

Advanced a number of customer-messaging technologies in 2019. These included a completion of a three-year, cross-departmental effort to replace the “big boards” at Grand Central Terminal, along with partial replacement of the “gate boards,” and audio- visual announcement system. Also, continued installation of Outfront Media Displays at Grand Central and outlying stations, along with field tests of Outfront displays installed on several M8 and M7 cars with the aim of eventually equipping the entire fleet.

Installed new cellular LCD information and advertising kiosks at two Hudson Line stations and 6 Harlem Line stations in 2019, bringing the total number of stations with kiosks to 64. Also, converted additional legacy ADA electronic signs to real-time train information at another 49 stations.

Opened a publicly accessible “lactation room” at Grand Central Terminal for moms on the go. The ADA accessible room features climate control, an easy chair, a table, an electrical outlet for breast pumps, a lockable door for privacy, a phone with a direct line to the Station Master’s Office, and external security cameras.

Held 14 “Connect with Us” public forums at 12 Metro-North stations, enabling customers to meet informally with the railroad’s senior executives, ask questions, provide feedback, and offer suggestions.

Continued the railroad’s program of multimedia customer communications, including Title VI Language Access Plan (LAP) communications in English, Spanish, Portuguese, Italian, Chinese, and Yiddish.

Supported the Connecticut DOT’s replacement of the Atlantic Street Bridge in Stamford, CT, utilizing multimedia customer outreach and a special New Haven Line schedule during the nine-day replacement operation.

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Bridges and Tunnels—Customer Service Initiatives

Maintained a consistently high level of E-ZPass usage at approximately 95 percent throughout the year. The agency continued its communications initiatives to educate customers about cashless tolling, payment options, and ways to avoid violations.

Provided cash replenishments for the MTA Reload Card totaling $3.4 million in 2019, a decrease of 11 percent from the previous year. The agency increased the number of E-ZPass Pay Per Trip accounts to 209,240 and exchanged 344,318 expired E-ZPass tags to ensure a high rate of scanning performance.

Launched the MTA Bridges and Tunnels Office of the Toll Payer Advocate in December 2019. The office’s primary function is to assist customers who are dissatisfied with the resolution of their issues through the Customer Service Center, while recommending administrative, systemic, and customer-service reforms to the MTA Bridges and Tunnels president as necessary.

Completed several customer-facing reconstruction projects in 2019, including the Harlem River Lift Span mechanical and electrical upgrades (completed several months ahead of schedule) and a deck rehabilitation project at the Robert F. Kennedy Bridge. The agency also commenced construction of a new direct connector ramp from the Harlem River Lift Span to the north-bound Harlem River Drive at the Robert F. Kennedy Bridge. In addition, Bridges and Tunnels continued work on the reconstruction of the south approach and former toll plaza areas of both the upper and lower levels of the Henry Hudson Bridge.

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Operations/Technology Initiatives

Interagency—Operations/Technology Initiatives

Inaugurated the roll-out of OMNY, the MTA’s new contactless fare payment system. By the end of 2019, the new system had registered over 5 million taps, far exceeding expectations. By the end of January 2020, the system was operational at nearly 150 subways stations, as well as one numerous bus routes.

Carried out installation of Kronos biometric timekeepers across the MTA agencies. The Kronos system enables a biometric authentication of employee card swipes without fingerprint storage or privacy infringements. It provides secure, uniform, state-of-the-art recordkeeping for the MTA workforce, while improving transparency and public reporting.

Created an in-house team to support continue development on MYmta and new.mta.info. The team has continued to add functionality based on customer feedback, including new page and content types. The app has ~250,000 active users, and the website logs ~1.5 million visits per month. The team continues to sunset parts of the old website and improve the new one, with the goal of ultimately moving off the old website completely in 2020.

Created a new API gateway, api.mta.info, so internal and external consumers can access our real-time transit information in a more modern and stable platform. Already major consumers like Google and Apple are reporting better and more reliable data.

Updated the FOIL request portal, making it easier to submit requests. Also enabled back and forth communication via the portal, so it’s easier for MTA staff to help requestors refine their requests.

Created a dedicated portal for requesting copies of Police Reports. This was a recommendation from the advocacy community and is a step forward in our transparency efforts. It helps our FOIL team focus on FOIL requests, while helping customer requests more quickly get routed to the team that can help.

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Launched a new generation of digital information screens. This includes continued screen installation, as well as the development and launch of pilot real-time digital templates inside stations. These templates show arrival information, service status information, and elevator and escalator information.

NYC Transit (Subways)—Operations/Technology Initiatives

Evaluated and recalibrated 344 signals to expedite the movement of subway trains under the agency’s “Save Safe Seconds” campaign. The initiative aims to identify outmoded signals and safely increase speeds appropriate for current trains and operations. NYCT also completed an unprecedented full-system inspection of signaling across the entire right-of- way, repairing and rebuilding over 2,000 signal components.

Completed the implementation of communications-based train control (CBTC) on the No.7 Flushing Line, improving service regularity and contributing to significant improvements in OTP, now among the highest in the system.

Initiated and completed the R211 Open Gangway Taskforce report, which provides technical specifications, guidelines, and standards required for the installation and operation of the new R211 train car class.

Constructed two new tracks in Jamaica Yard for work train staging in support of the Subway Action and Fast Forward Plans; constructed one new track and extended another track in Linden Yard to support the Canarsie Under River Tube Rehabilitation Project.

Completed a number of major Enterprise Asset Management (EAM) projects, including system rollout for tracking stations defects and work orders at all 472 stations; training of over 3,000 employees in the use of the EAM system for documentation; deployment of over 3,000 mobile devices to support inspections and maintenance; and development of a GIS application to support mapping of entire NYCT 2020-2024 Capital Program.

Carried out major subway track initiatives, including the grinding of over 180 miles of track and installation of over 79,000 feet of continuous welded rail (CWR), exceeding the annual goal by 66 percent.

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Completed delivery of R179 fleet (318 cars), with 288 cars placed into revenue service. Also, improved MDBF to an average 127,743 miles, the highest since February 2016, and 217,311 MDBF for new technology cars, the highest since June 2013.

Completed a number of other operational-technology initiatives, including installation of a web-based location system for all no-revenue vehicles; PSLAN infrastructure installation, with all 472 passenger stations now PSLAN ready; revised the escalator maintenance plan to create more focused procedures and more frequent visits; improved 37 employee facilities; resolved over 30,000 station defects; and rehabilitated the Coney Island Yard wash facility.

MTA Bus Operations (NYCT Department of Buses, Paratransit, MTA Bus Company)—Operations/Technology Initiatives

Expanded the Intelligent Vehicle Network (IVN) project, which uses onboard computers with wireless links to depots to monitor bus components, identify potential failures, and provide information used in accident investigations. The IVN system has now been installed on 4,861 buses in 28 depots.

Activated Transit Signal Priority (TSP), in collaboration with NYCDOT, on additional bus routes—the M1, the Q52/Q53 SBS, and the BX6 SBS, bringing the total TSP activation to 17 routes with 918 intersections. Also, expanded TSP on the M15 route by 110 intersections. The TSP technology enables buses to hold a green light or shorten a red light, improving travel times by about 5 percent. All new buses are delivered TSP-ready, and the agency continues to work with NYCDOT on an aggressive roll-out of additional TSP routes throughout the city.

Retrofitted an additional 836 buses with digital information screens, offering audio-visual information on routes, next stops, service advisories, transfers, and more. By the end of 2019, digital information screens were installed on 2,700 buses systemwide. In addition to customer information, the screens have the potential to generate new revenue through geo-specific advertising.

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Completed delivery of five new bus contracts, totaling 918 vehicles. These buses are equipped with the latest safety and customer service technologies, including digital information screens, pedestrian turn warnings, automatic passenger counters, advanced camera systems, and more. (See also Capital Projects, 2019 Completions)

Began the work in 2019 on a new bus scheduling, dispatching, and “Automatic Vehicle Location Monitoring” (AVLM) system, which is currently in the development stage.

Long Island Rail Road—Operations/Technology Initiatives

Advanced LIRR’s investment in the Enterprise Asset Management (EAM) initiative. EAM provides the combined planning, training, and technology to optimally manage the railroad’s equipment and infrastructure. The program, which encompasses a number of projects, gives management more accurate, useful, timely information on the costs, condition, performance, location, and reliability of LIRR’s assets. EAM initiatives in 2019 include the development of new way to measure the condition of LIRR infrastructure assets and the continued the digitization of physical assets, inspections, and work management.

Continued implementation of the federally mandated Positive Train Control (PTC) system. LIRR met the statutory requirements for PTC compliance by the end of 2019, thus qualifying for the Alternative Schedule, with an extension for full implementation to Dec. 31, 2020. Progress to date includes: (a) Entered Revenue Service Demonstration / Extended Revenue Service Demonstration (RSD/ERSD) on Port Washington, Babylon to Patchogue, Hempstead, Far Rockaway, West Hempstead, Oyster Bay, Long Beach, Port Jefferson, and Central Branch segments; (b) Undertook ERSD on the Montauk 1BW segment; (c) Completed the required Federal Railroad Administration (FRA) runs on pilot line L1 between Babylon to Patchogue; (d) Received FRA approval to go into ERSD on all LIRR territories. LIRR has submitted its Safety Plan to the FRA for approval and remains on target to implement PTC across all its territories by the Dec. 31, 2020, deadline.

Completed the 2019 LIRR Annual Track Program, which included: replacing 16,606 mechanized ties on the Montauk Branch; installing 38,576 concrete ties on the Main Line; installing 154,464 feet of Continuous Welded Rail (CWR) on the Main Line; replacing nine

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switches on the Port Jefferson, Main Line, and Atlantic branches; renewing 12 grade crossings on the Montauk Branch and Main Line; completing 1,447 field welds; undertaking 58 miles of track surfacing; and performing surfacing on 55 switches.

Piloted a new mobile option for LIRR’s Mail&Ride customers, enabling them to receive their monthly tickets via mail or on mobile devices. By the end of 2019, LIRR’s eTix, which is the mobile ticketing option, represented over 37 percent of all LIRR tickets sold throughout the year.

Tested and successfully implemented the industry’s first laser-equipped train for cleaning rails of greasy leaf residue during autumn, a seasonal safety and operational problem for many railroads.

Advanced the LIRR Forward plan, a package of targeted initiatives designed to improve operational efficiency; harden the railroad’s infrastructure; and proactively address the root causes of systemic problems. Progress under the LIRR Forward plan in 2019 includes: (a) Replaced 3,229 M7 threshold plates, 4,259 feet of rail in East New York, 30 switch insulations; 138 poles, and 8,000 feet of overhead cable; (b) Upgraded 188 track circuits, welded 1,697 rail joints, and installed 13 critical switches and 14 switch heaters; (c) Installed bridge-strike monitoring systems at two locations and five cameras near frequently struck bridges; (d) Inspected 60 grade crossings; (e) Conducted 2,110 track miles of Sperry Testing, or four complete rounds of the LIRR system; and (f) Cleared 225 miles of vegetation.

Metro-North—Operations/Technology Initiatives

Operations/Track

Continued implementation of the federally mandated Positive Train Control (PTC) system. Metro-North met the statutory requirements for PTC compliance by the end of 2019, thus qualifying for the Alternative Schedule, with an extension for full implementation by Dec. 31, 2020. In 2019, Metro-North successfully completed Revenue Service Demonstration (RSD) on its pilot territory from Tarrytown to Croton-Harmon. Subsequently, the railroad entered Extended Revenue Service Demonstration (ERSD) on its Hudson Line from Marble Hill to Poughkeepsie, on all of the Danbury Branch, and on the Harlem line from Mount

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Vernon to Wassaic—a total of 117 miles of PTC protection covering 293 trains per day. Metro-North is on schedule to roll out PTC on remaining segments and meet the December 2020 deadline.

Nearly doubled train frequencies between Manhattan and Fordham by opening New Haven Line trains to local travel. This increased the level of service between Manhattan and Fordham from two to four trains each hour. Additionally, Metro-North increased weekend Bronx service at Melrose, Tremont, Botanical Garden, Williams Bridge, Woodlawn, and Wakefield, doubling service from hourly to half-hourly frequencies.

Received a $2.7 million federal grant to replace docks at the Newburgh and Beacon ferries, with another $680,000 in matching funds from Metro-North. Preliminary engineering work has begun and the new docks should be in place and operational by September 2022.

Advanced Metro-North’s track work initiative, a systemwide effort ongoing over the last four years. In 2019, the railroad replaced 60,229 ties, 8.3 miles of continuous welded rail (CWR), and 29 switches. Also, renewed five railroad crossings, surfaced 117 miles of track, and welded 1,789 rail joints.

Expanded the agency’s “white rails” initiative, which utilizes a custom-built painting rig to spray rails with a uniform layer of heat-reflective paint, which prevents heat kinks caused by thermal rail expansion. Mounted on a high-rail vehicle, the rig coated 725 feet of rail on all four west-approaches to the Walk Bridge in Norfolk, CT, which had problem opening properly on excessively hot days.

Unveiled Metro-North’s newly renovated Stamford carwash, which now incorporates new energy efficient lighting, new brushes and sprayers, four new heaters and repainted the facility with acid-resistant epoxy paint. Crews also enhanced the mechanical room by repainting and replacing water pumps and filters. The renovation has more than doubled the output of the facility.

Completed installation of a CCTV security system that includes forward-facing, “cab- view” cameras for all Metro-North rolling stock. By the end of the year, close to 100 percent of the agency’s fleet was equipped with the new “in-cab” and “cab-forward” CCTV systems.

Replaced older Catenary Maintenance Vehicles (CMVs) with two new state-of-the-art CMVs equipped with cranes for reaching tight areas. The new vehicles are being used to ensure

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consistent tension and a state of good repair on Metro-North’s 241 miles of catenary wiring and 1,400 miles of side power lines.

Technology

Supplemented visual track inspections with advanced technologies, including: (a) specialized inspection car that measures rail profile, track geometry, lateral strength clearance, and more; (b) Sperry Rail Service car that detects internal rail defects; (c) GREX car that measures rail-end alignment and grades ties; (d) a track-loading vehicle that measures the lateral strength of track, track ties, fasteners, and ballast; and (e) three revenue cars with newly installed equipment to perform continuous track geometry measurements along their regular service routes.

Began test-tracking of “wheel true” data at the Croton Harmon and New Haven facilities using INFOR, the MTA’s Enterprise Asset Management (EAM) software. The railroad plans to expand on the INFOR data analysis and functionality to better manage wheel asset allocations in 2020.

Continued the acquisition and replacement of components for rebuilding for an additional 66 M8 Electric Multiple Units (EMUs). This included spare parts for PTC CTV boxes, propulsion, HVAC, and ATC/ACSES system equipment, along with bench test equipment. Out of the total rebuild project budget of $1.4 billion, $472 million comes from the MTA and $936 million from the Connecticut DOT.

Bridges and Tunnels—Operations/Technology Initiatives

Continued use of License Plate Recognition (LPR) technology at all crossings, as well as in patrol vehicles. The agency uses LPR technology for toll violation enforcement and identification of persistent violators. In 2019, the LPR system interdicted nearly 1,700 persistent toll violators with suspended state registrations, contributing to the collection of $6.3 million in tolls and fees over the year. Bridges and Tunnels’ uniformed workforce used LPR for over 550 roadside interdictions of persistent violators with out-of-state registrations. Additionally, the agency issued more than 4,100 summonses in 2019 for covered or obstructed license plates. (See also, Cost Cutting/Revenue Initiatives).

Issued 36,457 summonses, with the most commonly cited violations being concealed,

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obscured, or obstructed license plates; speeding; disobeying signs, pavement markings, or other traffic controls; lane change violations; and improper use of a phone or other mobile communication while operating a vehicle. Bridges and Tunnels also effected 600 arrests in 2019, a 15 percent decline from the previous year. The decline may be attributed to a reduction of the workforce through attrition and a midyear division of the workforce for participation in the MTA Fare Evasion and Worker Safety task forces.

Advanced the Central Business District Tolling (CBDT) Program to reduce congestion and enhance mobility in Manhattan’s Central Business District. In 2019, the agency issued a request for information (RFI) for an Alternative Techniques Proof of Concept (PoC2) and tested technologies from firms not currently operating in the tolling space. After an evaluation of 36 respondents, the working group selected four vendors to perform on-road demonstrations of their vehicle-detection technologies, using Bridges and Tunnels vehicles and drivers. The PoC2 tests of the four vendors assessed proprietary smartphone-based mapping algorithms; GPS-enabled vehicle to infrastructure devices; smartphone-based GPS detection; and vehicle-based GPS devices. Data provided from the vendors was evaluated for accuracy and precision of vehicle locations, with promising results. Bridges and Tunnels is currently considering ways to integrate a third-party interface into the CBDT roadside system.

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S

Sustainability/Transit Oriented Development (TOD) Initiatives

Interagency—Sustainability/TOD Initiatives

By moving nearly 9 million daily passengers via carbon-efficient public transportation, the MTA is one of the main reasons that New Yorkers maintain the lowest per capital GHG emissions per-capita among the 50 states. In 2019, the MTA committed to a further, data- based reduction of GHGs, in accordance with the Paris Agreement on Climate Change Mitigation, to meet the international standard of well below 2°C.

Partnered with the New York Power Authority (NYPA) to carry out energy-efficiency projects throughout the MTA system. Around $27.7 million dollars’ worth of projects were completed in 2019, including: Advanced Metering Infrastructure at 25 facilities; and energy efficient LED lighting at the New York City Transit Consolidated Revenue Facility. The MTA also received the NYPA Customer Clean Energy Exchange 2019 BuildSmart NY Award for Outstanding Commitment to Energy Efficiency.

Compiled all 2019 data regarding MTA’s energy usage and increased efficiency in accordance with the New York State Executive Order 88 (EO88).

Compiled all 2019 data regarding MTA’s greenhouse gas (GHS) emissions, and reported all energy usage in accordance with the Greenhouse Gas Protocol. Data regarding energy usage have been third-party verified and reported to The Climate Registry. The MTA’s energy usage profile for prior years are publicly available through The Climate Registry website. Also, preparing to submit the “2019 GHG Emission” brochure for internal and external use.

Continued to collect regional climate adaptation information and case studies from the MTA agencies as an ongoing overview of the MTA’s resiliency initiatives and strategies. In conjunction with this information-gathering, MTAHQ coordinates the agency-wide MTA Climate Adaptation Task Force, supporting climate-related initiatives for all MTA operating agencies.

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Launched a new initiative to lease MTA roof and parking lot space to developers of solar power. A 2019 Request for Proposals (RFP) listed seven representative MTA properties, belonging to NYC Transit, LIRR, and Metro-North. These pilot locations were selected in partnership between the MTA Department of Environmental Sustainability and Compliance, MTA Real Estate, and the individual agencies. Together they are capable of generating an estimated 6.5 megawatts of emissions-free electricity, while also opening up an untapped source of MTA revenues.

NYC Transit (Subways)—Sustainability/TOD Initiatives

Completed construction of perimeter flood wall at the Hammels Wye campus in the Rockaways, protecting critical DOS facilities (substation, signal tower, signal compressor building) from coastal flooding.

Continued installation of flood protection devices at street-level openings (stairways, vents, etc.). As of December 2019, permanent protections have been installed at approximately 80 percent of roughly 2,700 street-level vulnerabilities across the subway system.

Continued construction of multi-year flood protection projects at the 207 Street, 148 Street, and Coney Island Yards. These three yards are receiving perimeter flood walls and related resiliency enhancements such as drainage improvements, tunnel portal protections, and elevated cable bridges to accommodate power cables that currently sit underground near the water table.

Awarded $32-million flood protection contract for Staten Island Railway’s St. George Terminal, including a perimeter flood wall and drainage upgrades.

MTA Bus Operations (NYCT Bus, MTA Bus, and AAR Paratransit) Sustainability/ TOD Initiatives

Received four of the first 15 MTA-owned all-electric articulated buses, with the remaining 11 buses expected in the first quarter of 2020. Began the installation of 16 depot chargers for the electric fleet at the Michael J. Quill Depot. This is major step towards the MTA’s commitment to all-electric, zero-emissions fleets by 2040.

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Continued a three-year pilot program utilizing ten leased all-electric buses (AEBs) in regular revenue service—five AEBs from New Flyer on the M42 and M50 routes in Manhattan and five AEBs from Proterra on the B32 and B39 routes in Queens and Brooklyn.

Completed delivery of 918 new clean-energy, fuel-efficient buses, including: 110 New Flyer XN-60 articulated CNG buses; 367 New Flyer standard clean diesel standard buses; 10 New Flyer hybrid buses; 251 Nova clean diesel standard buses; 108 New Flyer clean diesel articulated buses; and 72 Nova clean diesel articulated buses. MTA Bus is also scheduled to purchase all-electric buses under the 2020-2024 Capital Plan. (See also, Capital Projects, Completions)

Advanced construction throughout 2019 on the new NYCT and MTA Bus Command Center in East New York, Brooklyn, which is incorporating energy-efficiency innovations, including natural lighting, LED lights, a “green roof,” and a rainwater-collection system to manage storm runoff.

Continued to implement a comprehensive plan to comply with New York State Executive Order 88 (EO 88), which mandates a 20-percent reduction of building energy consumption from 2010 levels by 2020. The order affects a total of 32 NYCT/MTA Bus facilities. The work in progress is based on an aggressive schedule of 14 energy audits and seven retro- commissioning audits.

Initiated capital design and construction for HVAC upgrades at various bus depots, including the Manhattanville, Zerega CMF, Queens Village, Fresh Pond, and East New York depots. In addition, design for the emergency generator replacement at the Yukon Bus Depot is currently in progress.

Developed a master plan for incorporating energy-efficient measures into the rehabilitation of building envelopes at three NYCT bus depots and three MTA Bus depots, including installation of energy-efficient windows; roof replacements with white roofs to reduce the “heat island” effect. Roof replacements were completed at the Spring Creek Depot in 2019 and at East New York in 2018. Windows were replaced at the LaGuardia and Baisley Park depots.

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Long Island Rail Road—Sustainability/TOD Initiatives

Sustainability

Reported the 2019 prior-year metrics for LIRR’s annual recycling program. Over the prior calendar year, the agency recycled: 2,582 tons of office paper; 12.6 tons of nonautomotive batteries; 57.5 tons of motor oil; 5,971 tons of scrap metal; and 3.6 tons of fluorescent bulbs. The LIRR recycling program also sends all small office refrigerators and air conditioners for Freon recovery to avoid releasing the refrigerants into the atmosphere.

Completed the purchase of a Hi-Reach Bucket Truck, two Hi-Rail Bucket Trucks, and five Hi- Rail Grapple Trucks, as part of the Emergency Management Equipment project. This equipment supports storm-recovery and service restoration following extreme weather events.

Transit-Oriented Development

Continued participation with many Long Island communities to pursue mixed-use development centered around LIRR stations. These included station enhancements and/or TOD planning efforts in the villages of Hempstead, Port Jefferson and Mineola, the Town of Huntington, the City of Glen Cove, as well as the hamlets of East Farmingdale, Copiague, and Hicksville.

Completed the restoration of the historic Farmingdale Station located in the heart of the Village of Farmingdale. The station received numerous upgrades, including new ADA accessible restrooms, USB charging stations, technology counters, and LCD information displays. These enhancements complement the village’s long-standing revitalization efforts.

Completed the renovation of the architecturally significant Port Jefferson Station in conjunction with the village’s efforts to transform the area around the station. The station improvements will help to enhance pedestrian connectivity and safety, revitalize blighted commercial properties, and promote safe living and economic growth in Port Jefferson. Also, LIRR continued longterm initiatives to support mixed-use, transit-friendly development along LIRR rail corridors and around LIRR stations. Notable projects advanced in 2019 include the “Hicksville Downtown Revitalization Action Plan;” partnerships to transform the area around the Ronkonkoma Station into a mixed-use, TOD zone; and

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Nassau County’s “Downtown and Commercial Corridor Resiliency Study,” whose goal is TOD and downtown revitalization around the Baldwin Station.

Continued work to support two Bus Rapid Transit (BRT) initiatives along LIRR rail corridors. The first will provide north-south transit access along Route 110, Long Island’s largest job center. It will connect the LIRR Babylon and Ronkonkoma branches, alleviate traffic congestion, and spur TOD initiatives along the corridor. The second BRT will provide north- south transportation along Nicolls Road in Suffolk County. This will connect job centers between Stony Brook and Patchogue; link three LIRR branches; support LIRR’s double track initiative; alleviate traffic congestion; and spur associated TOD initiatives.

Metro-North—Sustainability/TOD Initiatives

Achieved 2019 recertification in the ISO 50001 Energy Management System framework, which includes energy-conservation and fuel-metering initiatives aimed at cutting greenhouse gases (GHGs), while reducing energy and fuel costs. In 2018, Metro-North became the first railroad in North America to receive ISO-50001 certification. Integrated agency-specific dashboards and data-quality measures into the MTA-wide Energy Management System (EMS). This software tracks all utility invoices and provides consumption data for electricity, diesel propulsion, natural gas, and other utilities. The EMS also provides a user interface that monitors fuel deliveries, tank inventory levels, equipment fueling, tank leaks, and more in 15-minute intervals. The system is fully operational in the Brewster, North White Plains, and Harmon yards. Advanced a number of utility metering initiatives. Installed new sub-meters to better measure and manage facility energy use at North White Plains, with additional sub-meters planned for Croton-Harmon, Brewster, Poughkeepsie, and Highbridge stations in 2020. Also, advanced the “scope of work” for new tenant utilities sub-meters at Grand Central Terminal; calibrated newly installed meters for fuel tank monitoring systems and tenant metering at Grand Central; and mapped out 75 percent of facility meters to verify and rectify utility accounts. Began installation of platform LED lighting at Grand Central Terminal for an expected annual savings of about $216,700 at current prices. Replaced all regular bulbs throughout Grand

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Central Terminal with LEDs, which is 40 percent more efficient and halves the replacement rates. Also, installed LEDs for platforms and canopies at 43 Metro-North stations and switched to LEDs for about 250 “high mast” lighting fixtures at the Harmon, Brewster, North White Plains, and Mott Haven yards. Progressed a number of other “green” initiatives in 2019, including HVAC and exhaust fan upgrades at Grand Central; research and development of a Wayside Battery Storage System (WESS) to recapture train braking energy for traction; and research on an Automotive Green Fleet Action Plan for purchasing alternative fuel vehicles, as well as hybrids, PHEV and electric vehicles.

Transit-Oriented Development (TOD)

Executed the contractual documents necessary for the proposed Harrison Station TOD project on a 3.3-acre MTA property. The project will construct a mixed-use, residential- commercial area around the Metro-North station and nearly double rail customer parking. Construction began in April 2019, with completion expected in mid-2022. The RFEI for TOD at Poughkeepsie Station on properties owned by Metro-North and the City of Poughkeepsie (2018) received one unresponsive proposal. Metro-North Planning and MTA Real Estate are working with the City on an RFP to offer the station building for a new vendor to activate the site, in order to increase activity and catalyze future development around the station. Asbestos abatement in buildings located on purchased Croton Falls Parking facility property was completed and design is underway. The new facility will add approximately 200 surface parking spaces, new lighting, sidewalks, and crosswalks, while helping to eliminate unauthorized parking along local roads. Anticipated completion is fourth quarter 2021. Completed Master Plan and MTA funding approval for Phase I studies and conceptual design for Southeast Parking Relocation and Brewster Yard Expansion. The yard will expand into current customer parking, and the parking will be relocated onto MTA owned land east of the current tracks. A consultant/designer was selected and environmental and traffic studies are underway. Continued work with local partners to advance a number of station and TOD planning efforts at the Harriman, Nanuet, Tarrytown, University Heights, Yonkers (Ludlow, Greystone) Taconic DDSO, Mt. Kisco, White Plains, Scarsdale, Wakefield, Melrose, and Port

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Chester stations, along with plans for four new ADA Compliant Metro-North stations in the Bronx related to the railroad’s Penn Station Access project, an MTA megaproject managed by MTA Construction & Development. Extensive work with trail advocate groups such as Scenic Hudson to help progress their projects, while ensuring Metro-North customers, employees, and physical assets are safeguarded and that rail operations are maintained in a safe manner. Most prominently, this effort includes the Scenic Hudson sponsored Hudson Highlands Fjord Trail along portions of the Hudson Line and proximate to our Breakneck Ridge station in which elements of an ADA compliant connector trail between Breakneck Ridge station and the Breakneck Ridge trail head are being advanced to address safety concerns. Metro-North Station Area Planning is working with the City of Beacon and their consultants to progress the Beacon Hudson River Trail. The Master Plan and preliminary design were completed by the consultant and presented to Metro-North. Metro-North provided comments on the plan concerning the areas where the trail is in close proximity to the Rail ROW and relative documents that may help the consultant in finalizing the design, such as soil borings at the Beacon Station.

Bridges and Tunnels—Sustainability/TOD Initiatives

Provided $1.139 billion in total support for the MTA’s regional transit operations in 2019, which in turn helps the 13 million New Yorkers in the MTA service area lead carbon-efficient lives, making New York the most carbon-efficient state in the nation. At the end of 2019, TBTA in collaboration with other MTA agencies, coordinated with MTAHQ to develop an MTA solar RFP document. The intended goal of the RFP is to attain qualified proposers, capable of delivering turnkey solar photovoltaic (PV) installations on MTA facilities or sites. TBTA verified and endorsed three sites with a total potential PV area of approximately 143,000 square feet. Researched, tested, and submitted a purchase requisition to procure the agency fleet’s first all-electric vehicle (Chevy Bolt) which is scheduled for delivery in 2020. This pilot program is being undertaken to improve cost-effectiveness, efficiencies in vehicle maintenance and repair, and move Bridges and Tunnels into a greener, eco-friendly fleet.

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Safety/Security Initiatives

Interagency—Safety/Security Initiatives

Safety/ Emergency Management

Completed an all-agency “Safety Barometer Survey” for all MTA employees, in collaboration with the National Safety Council (NSC). The survey allows the agencies to acquire employee feedback that is collected anonymously and analyzed by the NSC. These data were distributed to agency leadership in 2019 and are now being used to develop and expand safety initiatives based on actual ground-level observations by employees across all fields and departments. Managed the CTC, Inc., contract for review and inspection of LIRR and Metro-North railroad grade crossings, along with related 2019 events and presentations. Updated for agency-wide emergency planning, including: safety/security planning—with drills, exercises and after-event analyses—for weather-related emergencies; biological incidents; terrorist attacks; crowd-control; customer evacuations; and other emergencies. The planning is coordinated with local, state, and federal agencies. Special programs in 2019 included rail safety training for first responders and communities and dissemination of all- agency emergency weather guidelines. Advanced the fire / life safety program at MTA HQ / 2Broadway: Coordinated CPR /AED and active shooter training classes for floor warden team members; detailed the roles and responsibilities during quarterly Fire/EAP drills and emergencies for team. Continued facilitation and monitoring of a multi-agency obstructive sleep apnea (OSA) screening, testing, and treatment for train operators and other critical personnel. It was the first OSA program in the country and remains the largest. Continued participation on the interagency Wellness Council to coordinate wellness messaging and promote wellness activities and events for the MTA’s 70,000+ employees. Also, acted as liaison to NSC, Campbell Institute, the Transportation Safety Institute, Board of Certified Safety Professionals, and other safety and certification institutions.

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Conducted bi-weekly, new-hire safety orientations, tracked MTAHQ workplace injuries and illnesses, maintained HQ OSHA (Occupational Health & Safety Administration) log, continued oversight of HQ “injured on duty” (IOD) reporting and investigation program.

Security

Provided system-wide policing through the MTA Police Department (MTAPD), which has a workforce of over 800 officers and civilian employees. Its jurisdiction, which focuses on LIRR, Metro-North, and SIR, extends across the MTA travel region to 14 counties in two states. Following 9/11, MTAPD significantly expanded its counter-terrorism capabilities, adding K- 9 and emergency service officers. In addition, formed a new Hybrid Threat Unit and a new Homeless Assistance Unit. Completed active shooter training for all MTAPD officers in 2019. The department has trained a total of 837 officers in the Active Shooter Course I and 220 officers in the Active Shooter Course II. All members of the ESU attended Active Shooter and Advanced Active Shooter courses at the State Preparedness Training Center.

MTAPD 2019 Crime Statistics Number of reported crimes at LIRR, Metro-North, and Staten Island Railway Category 2019 2018 % Change Murder 0 0 0% Rape 0 0 0% Robbery 33 26 27% Felony Assault 32 43 -26% Burglary 15 19 -21% Grand Larcenies 127 148 -14% G.L.A. 9 2 350% Total 216 238 -9%

Completed MP5 Re-Qualification Course for MTAPD officers in 2019. The Department has requalified 32 officers. Continued issuing Tasers to the MTAPD service members. Seven officers are trained as instructors on the use and handling of Tasers. A total of 42 classes were conducted with a

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total of 394 members were trained. These encompassed members of K9, Homeless Assistance Unit (HAU), Emergency Service Unit (ESU), Highway Unit (HWY), and to officers assigned to Patrol Districts. A total of 200 Tasers was purchased in 2019. Updated all affected department vehicles in 2019 due to a carbon monoxide recall. Also, outfitted 63 department vehicles with Window Armor inserts Beginning in August, in coordination with the Office of Temporary and Disability Assistance and the MTA Homeless Outreach Services Department, initiated a NYC Subway End of Line (EOL) outreach program that resulted in over 29,000 contacts, 1,768 ejections, and 1,832 individuals accepting services. As a component of the MTA Fare Evasion and Worker Safety Task Force, the MTAPD implemented fare enforcement strategies at high volume subway arrays resulting in the issuance of 748 summonses while identifying a significant misuse of Student MetroCards. Eight members of the MTAPD attended the Texas A&M TEEX Enhanced All-Hazards Incident Management/Unified Command course conducted in College Station, Texas.

NYC Transit (Subways)—Safety/Security Initiatives

Reduced track fires in 2019 by 16 percent through intensive track bed cleaning, station track cleaning, and the vacuum train cleaning program. In addition to improving safety, these robust cleaning efforts and fire reductions decreased service delays to throughout the system. Deployed water mitigation teams to correct historical fire problems with third-rail insulators at 550 locations. Installed personnel intrusion detection systems at five locations. Completed Help Point Intercom (HPI) installations, for a total of 2,978 HPIs at 464 subway stations, or an average of six per station. The HPIs enable customers to communicate with the TIC, the RCC, and the fare booths from multiple locations within stations. Completed the installation of security cameras to be monitored by NYPD for safety, security, and fare evasion at 30 subway stations throughout Queens, Brooklyn, and Manhattan. Also, installed MVM security cameras at 11 stations and ID CCTV systems at two stations.

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MTA Bus Operations (NYCT Buses, MTA Bus Company, AAR Paratransit)— Safety/Security Initiatives

Expanded the bus camera security system to a total of 4,146 buses, with additional installations ongoing. Operator-compartment-facing cameras were retrofitted to 1,666 buses at the end of 2019. Operator-compartment-facing cameras are a critical tool in incident reporting, crime prevention, and improved safety for both bus operators and customers. Continued the annual cycle of Vision Zero safety training programs. In 2019, MTA Bus—in conjunction with NYCT Bus— continued the Vision Zero III program, an eight-hour training session that focuses on the current challenges in relation to pedestrians and cyclists. In addition, the two agencies are leveraging indicators such as speed-camera violations, red- light violations, cellphone infractions, and customer complaints as part of an enhanced bus operator monitoring program. In Spring 2019, Vision Zero IV was implemented which deals with new bus safety technologies, recent accident trends, and more. All MTA and NYCT bus operators will be cycled through this new curriculum over a two-year period. Each iteration of the Vision Zero curriculum is updated and varied to increase bus operator awareness and cover recent collision trends and types. In a joint agreement with all labor unions, the MTA’s bus operations continue a “zero- tolerance” policy on use of cellphones and electronic devices while operating a bus. Additionally, the two bus agencies worked with labor partners to establish a process whereby operators who receive speed-camera violations are disciplined and must pay the fine. The agencies continued to use the Accident Review System (ARS) as a corrective safety intervention tool for collision reduction. Expanded the deployment of the pedestrian turn warning (PTW) safety technology, a technology that alerts pedestrians to a bus making a right or left hand turn via automated external audio announcements. Over 650 new buses were delivered with this technology enhancement in 2019. A total of over 1,250 buses were installed with PTW as of the end of 2019. Introduced backup cameras to the fleet to allow the operator to view images from the rear of the bus. The mirror has been designed to incorporate an embedded monitor while the

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bus is engaged in reverse. This feature is included on the deliveries of 15 New Flyer AEB articulated buses and 53 New Flyer articulated buses. All new bus deliveries will include the backup camera. Both NYCT Bus and MTA Bus continued initiatives aimed at protecting bus operators from assault, including enhanced training as well as the installation of additional on-board security cameras. In 2019, NYCT Bus and MTA Bus continued Vision Zero bus operator training programs focused on reducing collisions, identifying techniques for better de- escalation with customer incidents and mitigating assaults as well as on new bus safety technologies and trends in accidents. In addition, employee review/discussion campaigns regarding work practices aimed at reducing and improving over-exertions (lifting, pushing/pulling, repetitive motion, etc.) were continued in 2019. Furthermore, NYCT Bus and MTA Bus continued thorough customer complaint reviews for identifying employees for additional counseling and/or de-escalation training. Both NYCT Bus and MTA Bus sustained collision reduction campaigns that provided safe driving reminders, defensive driving techniques and methods to correct unsafe driving habits. NYCT Bus and MTA Bus continued to review and analyze employee injury data to identify leading root causes and trends to reduce lost-time accidents. Continued the MTA Bus Security Red Letter Drill (SRLD) Program for security field personnel that includes Security Agents and Contracted Security Officers at MTABC Depots, focuses on the current security climate with relevant interactive field performance-based exercises that simulate emergency and security related situations. These drills evaluate the response capabilities of field personnel to effectively utilize security training and processes, further promoting positive responses in actual emergencies and data to improve training and security policies. Continued the Red Letter Drill (RLD) program, a joint initiative by MTA Bus Security, NYCT Department of Buses/ Bus Command Center, and the MTA Police Department; continues to be a valuable tool in providing Department of Buses field personnel interactive field performance-based exercises that simulate crisis and emergency related situations. The RLD program further enhances the “first line of defense” training with real-life scenario field exercises to promotes effective and correct responses. The RLD program continues to provide positive feedback that serves constructive for the improvement of policies and procedures. Continued the MTA’s random undercover observation program, carrying out

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approximately6,300 undercover check rides in 2019. This program focuses on directly evaluating and reinforcing the safety habits of bus operators, while also providing bus operators with positive feedback for every observed ride, as warranted. Security upgrades at the Spring Creek and JFK depots are nearing completion, to include card reader access to key entry points, new perimeter fencing, new perimeter gates, security cameras, license plate readers and video management systems. Continued meet & greet initiative with local law enforcement proves to be a resourceful avenue for communication with a continuous emphasis on depot-specific security concerns. This project is estimated to complete in second quarter of 2020. Conducted a required Risk Management Seminar for all MTA Paratransit carriers. The seminar covered safety trends, security issues, and best practices for improving customer and vendor safety.

Long Island Rail Road—Safety/Security Initiatives

Conducted 2019 quarterly “Safety FOCUS Days” across the LIRR, attended by approximately 4,000 employees each. The president and vice president of corporate safety met quarterly with frontline supervisors and managers to discuss safety issues in the field. Continued Confidential Close Call Reporting System (C3RS), a collaborative effort between management, labor, and the Federal Railroad Administration (FRA) which enables employees to confidentially report “close calls” that could have caused operating and safety incidents. Peer Review Team representatives met several times a month to review reports, discuss mitigations, and recommend corrective actions for implementation. Recognized by the Federal Railroad Administration (FRA) as a national safety leader in 2019 for LIRR’s grade-crossing safety programs and partnership with the app developer WAZE. The railroad installed flexible grade-crossing delineators and pavement markers at all 296 grade crossings by the end of 2019. The partnership with WAZE enhanced the firm’s GPS app to alert drivers of crossings and LIRR track locations. Implemented a new Enterprise Safety System (ESS) to replace LIRR’s existing mainframe- based accident reporting system. Beyond functioning as the official repository of accident and incident data for the LIRR, the new ESS includes a robust business intelligence functionality that provides trend analysis to improve the agency’s decision-making in

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respect to safety performance. Continued expansion of a “safety management system” (SMS), endorsed by the FTA, the FRA, and the federal DOT. This system compliments an engineering-centered process with added attention to the “human element,” data sharing, and measurements of safety performance. Participated in “Customer Safety Awareness Days” in partnership with New Jersey Transit, Amtrak, and New York City Transit at Penn Station, using “Let’s Travel Safely Together” messaging, which highlights customer behavior that helps reduce accidents and injuries. Continued a slate of employee safety initiatives, including labor-management safety partnership committees; a comprehensive risk assessment of LIRR yards; campaigns focusing on personal protective equipment (PPE), track safety for employees, and employees’ safety-related experiences in the field; and an anonymized employee “Safety Barometer” survey co-managed by the National Safety Council (NSC). Continued installation of inward- and outward-facing cameras in the cabs of all rail fleets. Outward-facing cameras record track and wayside activities. Inward-facing cameras record the engineer’s control area when train is operating. In response to recommendations by the National Transportation Safety Board (NTSB), LIRR also installed new passenger-area cameras to deter crimes and can provide evidence for investigations. Completed multiple security projects across the railroad. These included the installation of CCTV and video management systems, intrusion detection systems, and access-control devices at many LIRR stations and facilities. New cameras were also installed on station platforms, crossings, yards, ticket offices, and facility buildings. At its yards, LIRR completed installation of high-security electronic gates and fencing, along with other “hardening” upgrades. Continued design review of security elements in major LIRR capital projects: East Side Access; Moynihan Station/West End Concourse; Penn Station renovation; Enhanced Station Initiatives at various locations; and the LIRR Expansion Project. Other security measures advanced in 2019 included work relating to electronic data storage, review, and analytics.

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Metro-North—Safety/Security Initiatives

Safety/ Emergency Management

Continued Metro-North’s program to train first responders (fire, police, and EMS) in railroad safety, equipment, and emergency procedures. The program involves both classroom instruction and field training. The agency also conducted a full-scale simulation of a passenger train emergency on an open-deck bridge, providing first-responders with hands- on experience. Continued Metro-North’s contributions to statewide disaster preparedness efforts as part of the Governor’s Disaster Preparedness Commission. The commission develops disaster plans, response exercises, and interagency coordination for New York State.

Safety/Operational Continued the railroad’s systemwide implementation of Confidential Close Call Reporting System (C3RS). The system fielded 1,305 reports in 2019, bringing the total to 5,259 reports since the launch of C3RS. A number of safety improvements were implemented in 2019 as a result of these reports. Continued the agency’s Obstructive Sleep Apnea (OSA) program, which began in 2015 with the screening of all Metro-North locomotive engineers. Currently, 91 locomotive engineers are in the program. They are screened for OSA as part of their pre-employment physical, as well as their annual physical. OSA screening for conductors began in 2017. By the of 2019, 838 conductors have been screened and 95 placed in the OSA monitoring program. Completed the agency’s full first year using Cority EHS, an enterprise safety database system, which provides a centralized repository for track safety data trends. Metro-North also implemented a safety management system (SMS), endorsed by the FTA and the FRA. The SMS supplements an engineering-centered process with increased attention to the “human element,” data sharing, and measurements of safety performance. Carried out a full day of safety training for new hires, also rotating current employees through the training, focusing on those with less than five years on the job. The railroad trained 391 new employees in 2019 and developed a new in-house safety video for employees. Other employee-facing efforts included bi-annual safety cleanup days at Metro-North facilities; quarterly “Safety Focus” weeks for open discussions; and annual

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safety awards for employees and departments.

Safety/Public Outreach

Expanded the agency’s public safety outreach efforts, including TRACKS (Together Railroads and Communities Keeping Safe), a multipronged effort to promote grade-crossing and rail safety to communities, schools, and others. Launched in May 2016, this highly successful program has now reached over 110,000 people, surpassing the original goal of 105,000. Began a new suicide prevention program called Question, Persuade, Refer (QPR) training. Over 450 Metro-North employees have been trained in QPR, and training is on-going. Metro-North has extended their training to include LIRR employees, who plan to adopt the same program. Also, participated in the annual “Out of Darkness walks” in Westchester and Connecticut which calls attention to suicide prevention. Partnered with the Crisis Text Line, a free text messaging service with 24/7 support for those in a mental health crisis. Metro-North worked with the Crisis Text Line to develop a unique keyword and a poster campaign. Any commuter experiencing a mental health crisis can text Metro-North’s keyword to connect with a trained crisis counselor. Participated in the Third Annual U.S. Rail Safety Week, promoting rail and grade-crossing safety at stations and grade crossings. Metro-North held 16 separate customer events and reached an estimated 5,500 individuals. Partnered with the GPS application WAZE to alert drivers using the app to railroad crossings along their route. The app uses real-time verbal alerts and hazard icons that will display each time a driver comes within 500 feet of a crossing. In 2019, the agency updated the app with additional Metro-North crossings. Created an original weekly social media series highlighting a special safety message, using models, “Metro-Man,” and other props and situations. Also, produced an entirely new “Watch the Gap” series for social media, digital ads and print, many of which are also featured on our digital Outfront media displays, and may have contributed to a significant drop in customer injuries in 2019.

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Security

Deployed a new system to better facilitate incident video sharing. The software is part of an overall strategy to reduce the time of video data delivery to key stakeholders. It mitigates the need to produce physical copies of security video and streamlines the chain of custody. Outfitted the operationally critical Harlem River Lift Bridge with an enhanced electronic security apparatus. The new security system includes advanced technology to ascertain possible trespassers on the structure, along with high-definition security cameras, digital intercom, comprehensive electronic access control in all operation areas, and hurricane- resilient communication node houses. Delivered updated security cameras to four passenger stations as part of the Customer Service Initiative (CSI) program, including a rapid deployment of security cameras at the Wakefield Station in a response to community concerns. The camera system utilizes a new technology allowing secured video downloads from cloud servers. Ramped up department processes, manpower, and procedures to effectively manage video for the entire revenue fleet with inward-facing and forward-facing cameras. Advanced the Right of Way Task Force operation in conjunction with the Maintenance of Way (MOW) department and MTAPD. Security measures include a full-time employee to patrol the right of way, successfully reducing the number of trespasser incidents and homeless encampments. Successfully produced a computer-based training (CBT) module of Security Basics for annual compliance by all Metro-North employees. The CBT contains vital security information for daily use by employees and a new conflict-resolution module for improved communication and mitigation of workplace incidents. Continued to build the “If You Bring It On, Take It Off” social media series. Updated weekly, the series uses models and situations to remind customers that leaving belongings on the trains can result in delays and pose security risks. The series led to coverage by media outlets and was accompanied by a double-digit drop in items left on the trains in 2019.

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Bridges and Tunnels—Safety/Security Initiatives

Employee Safety

Bridges and Tunnels experienced a reduction in lost-time injuries in 2019. This resulted in a decreased injury rate of 6.0 per 200,000 work hours. The ongoing efforts listed below may have resulted in the positive performance decline:

Continuing safety training for all field employees, including traffic management safety training for all Bridge and Tunnel Officers (BTOs) and supervisors. Identifying issues through reports and facility condition audits (e.g. ergonomic) that are major contributors to lost-time injuries and is mitigating them using a range of initiatives including a new wellness program. Coordinating the initial ‘awareness’ training of the Toll Evasion Taskforce. Utilizing joint labor/management safety task forces to address safety risks in the new operating environment. Intensifying effective case management of “Injuries on Duty (IOD)” to minimize lost work time and to return employees to work as soon as possible. Continuing to focus on incident investigations to determine, analyze, and address the root causes of safety issues. Revising and updating agency “policies and procedures” as part of a safety management system for all Bridges and Tunnels facilities.

Customer Safety Bridges and Tunnels reported 316 customer accidents with injuries in 2019, a decrease from the previous year. Adjusting for annual traffic, the rate of collisions with injuries per million vehicles was 0.87 in 2019, an improvement over the previous year. Bridges and Tunnels undertook the following safety initiatives: Conducted Collision Task Force meetings at each of the agency’s facilities to analyze collisions locally. In addition, an interdepartmental Collision Reduction Team reviewed collisions quarterly to help guide safety improvements. The agency’s strategy for improving customer safety is primarily focused on identifying collision- prone locations and improving their physical characteristics, as well as targeted enforcement efforts to address unsafe

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driving behaviors. Bridges and Tunnels Officers issued 36,457 summonses with the most commonly cited violations being concealed, obscured, or obstructed license plates; speeding; disobeying traffic control devices (signs, pavement markings, etc.); lane change violations; and improper use of a mobile communication device (phone) while operating a vehicle. Effectuated 600 arrests in 2019, a 15-percent decline from the previous year. The decline in arrests is attributed to attritional reduction of the workforce and the mid-year diversion of a portion of the workforce for participation in the MTA Fare Evasion and Worker Safety Task Force. Of these arrests, Bridge and Tunnel Officers effectuated 109 Driving While Intoxicated (DWI) arrests in 2019. Integrated a number of new customer-safety improvements and safety-related projects into the development of Bridges and Tunnels’ 2020-2024 Five-Year Capital Plan.

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Cost Cutting /Revenue Initiatives

Interagency—Cost Cutting/Revenue Initiatives

Initiated the MTA Transformation Plan in 2019, as authorized by the MTA Board and mandated by the New York State Assembly. Over a roughly 36-month period, this unprecedented plan will carry out the most extensive reorganization of the MTA within the last fifty years. Its purpose is to consolidate and streamline nonoperational functions across the MTA agencies, eliminating redundancies, improving cost efficiency systemwide, and achieving permanent annual savings. The Transformation Management Office (TMO) began staffing up towards the end of 2019 and its work is currently underway.

Achieved legislative approval of Central Business District Tolling (CBDT) program, which authorizes the imposition of tolls on vehicles entering or remaining in New York City’s Central Business District (CBD), defined as Manhattan below and inclusive of 60th Street. The district excludes the FDR Drive and the West Side Highway, as well as the Battery Park Underpass and any surface roadway portion of the Hugh L. Carey Tunnel connecting to West Street. The first of its kind in North America, the CBDT plan intends to reduce congestion and provide a $15 billion dedicated revenue stream for mass transit. It is also expected to help improve air quality, reduce surface transit delays, and increase mobility in one of the nation’s most congested urban centers. Under the management of MTA Bridges and Tunnels, a system provider and operator has been approved, and CBDT program design is underway.

Continued an enterprise-wide hiring freeze for all nonessential employees, which includes approvals by an executive committee to determine if a vacant position job is essential before that job can be refilled. Also, continued the decade-long, enterprise-wide effort to identify and implement recurring annual savings at all MTA agencies, which has led to recurring annual savings of over $2 billion since 2010.

Continued the all-agency Six Sigma Certification program as part of the MTA’s Enterprise Asset Management (EAM) initiatives. First developed for private sector firms, the program

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trains executive-sponsored employees across the agencies in project-development, data- driven decision-making, and project implementation. The aim is to identify operational efficiencies and cost savings, generally within existing resources. Projects developed within the 2019 to 2020 rounds of training identified potential savings of approximately $20.2 million and are currently in various stages of approval and implementation.

NYC Transit (Subways)—Cost-Cutting/Revenue Initiatives

Installed fare evasion equipment at 30 locations.

Continued implementation of strict overtime controls, reducing overtime expenses by over 19 percent and $105.3 million from 2018 to 2019. Nonreimbursable (operating) overtime costs dropped by $80.9 million, or nearly 22 percent, and reimbursable (capital) overtime expenses dropped by $24.4 million or 13.7 percent.

Supported Kronos timekeeping installations and employee enrollments across all NYCT locations. Some 1,400 new biometric clocks were installed in 2019, with an additional 300 installed as of March 2020. At the time of this report, 87 percent of subway employees were interacting with the Kronos clocks and around 60 percent of employees were fully compliant.

MTA Bus Operations (NYCT Buses, MTA Bus Company, AAR Paratransit)— Cost- Cutting/Revenue Initiatives

Implemented an agency-wide hiring freeze on all nonessential personnel in 2019. This requires that any vacant NYCT position cannot be refilled unless deemed essential by agency executives.

Beginning with the implementation of Enhanced broker service in March 2019, Paratransit has transitioned to a broker model service which is more cost effective. In 2019, 58 percent of service now used broker and 42 percent of service uses primary carrier. Previously 73 percent of the service was on Primary carrier back in 2016.

As a result of the above transition, the dedicated carrier fleet was reduced by 500 vehicles and the number of carriers reduced by three (two were terminated and one contract

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expired), reducing excess capacity and resulting in recurring annual cost savings of $28M.

NYCT Bus and MTA Bus developed a major initiative that is significantly reducing bus maintenance costs. The new plan transitions the Central Maintenance Shop Overhaul Program from 4-year and 8-year overhauls to a single 6-year overhauls. The first fleet of buses scheduled for this 6-year overhaul program are beginning to flow through the Central Maintenance Facility Shops. This transition should not change Bus Reliability. To mitigate this while optimizing maintenance cost, a second initiative, the EAM aligned Asset Condition Assessment Program (ACAP) has been developed and piloted to proactively detect failures and implement effective maintenance strategies.

Long Island Rail Road—Cost Cutting/Revenue Initiatives

Revenues

Achieved the railroad’s second-highest paid ridership since the 1940s, 91.1 million customers, a 1.5-percent increase over the previous year, or a 0.5-percent increase when adjusted for the same number of calendar workdays.

Continued to promote and expand LIRR non-commutation programs to entertainment and sporting events, including the 101st PGA Championship at Bethpage Black, Barclays Center, Citi Field, Madison Square Garden, Nassau Coliseum, Belmont Park, and Flushing Meadows (for the U.S. Open Tennis Championship), as well as leisure travel between NYC and Long Island through a comprehensive mix of LIRR Deals and Getaways.

Cost Cutting

Continued an agency-wide hiring freeze begun in 2018 on all nonessential personnel. This requires that any vacant LIRR position cannot be refilled unless deemed essential by LIRR and MTA executives.

Achieved the agency’s budget-reduction target of $50.0 million per year over the financial plan (Operating Budget), through various targeted cost-saving efforts related to administration and maintenance/operations, along with efficiencies in the delivery of

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customer service/amenities and service support.

Reduced rolling-stock running repair, fleet modification costs, and several Reliability- Centered Maintenance (RCM) programs, based on fleet performance.

Continued an extensive review of how to integrate LIRR’s existing service with new service to Grand Central Terminal on a more cost-effective basis. This included a cost-driven evaluation of operational staffing, administrative staffing, training, fleet maintenance crew staffing, and other personnel needs under the East Side Access (ESA) plan. This continuing review has identified significant payroll and non-payroll savings.

The LIRR has identified greater efficiencies with existing resources to achieve the goals of the LIRR Forward plan. Approaches to overnight right-of-way maintenance and customer support have been modified to reduce costs while still achieving the overall goals of the plan.

Placed tighter controls on non-payroll funding. The LIRR continues to subject all areas of the budget to intensive review, specifically non-payroll-related operational costs, overtime, inventory, and administration.

To address a recent increase in credit/debit card fraud, the LIRR will install chip verification technology in all its Ticket Vending Machines (TVM) and Ticket Office Machines (TOM), which will result in a reduction of credit card chargebacks as the credit card processor will assume responsibility for fraudulent credit card transactions and recoup revenue.

Metro-North—Cost-Cutting/Revenue Initiatives

Revenues

Generated 1,259 group trips and 709,250 in ticket revenue through Metro-North’s 2019 group travel program and over 96,300 rides generating approximately $830,000 through the getaway program, with its regional tourism partnerships. The agency began collaborating with New York State Tourism/Empire State Development and the Inter- Agency Taskforce, where Path Through History Weekends, New York State Parks and the Hudson Tour Mobile App, were among the initiatives Metro-North supported with co-

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branded campaigns and marketing assets.

Generated approximately $12 million in 2019 through the MTA contract with Outfront Media for advertising displays in Grand Central Terminal and other agency venues. As of the end of 2019, Metro-North has installed 347 advertising screens, 94 Track Information Displays and 44 agency message displays across Grand Central Terminal and our outlying stations.

Advanced a licensing agreement with a consortium of wireless providers for a wireless network in Grand Central Terminal and the Park Avenue Tunnel. The agreement provides the MTA with both licensing revenues and an emergency communications backup network at no cost, for revenues and cost savings worth some $24.0 million over 20 years.

Continued additional revenue-generating agreements in 2019, including roughly $69,000 for ATM machines on Metro-North properties; $22,000 with the Zipcar License agreement and $294,000 from soda and snack vending machines. In December 2019, an Agency-wide Request for Proposal was issued for Soda and Snack vending machines across the MTA.

Cost Cutting

Continued agency-wide hiring freeze on all nonessential personnel in 2019. This requires that any vacant Metro-North Railroad position cannot be refilled unless deemed essential by agency executives.

Reduced 2019 budgeted operating subsidies by $49.0 million through cost-cutting measures, while continuing the strategic, long-term investments needed to ensure safe, secure and reliable transportation services. Beginning in 2020, the agency is instituting additional cost-saving efforts to save a total of approximately $30.0 million on a recurring annual basis.

In 2019, as part of an MTA-wide initiative, Metro-North successfully installed and activated Biometric Kronos Clocks throughout the agency’s locations to efficiently and accurately document employees’ time and attendance. The system, which is built to protect employees’ personal privacy, includes a new biometric scan feature.

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Bridges and Tunnels—Cost Cutting/Revenue Initiatives

With a record-high 329.4 million tolled crossings in 2019, Bridges and Tunnels achieved a total net operating income of $1.587 billion for the year, or 6.4 percent above the original budget estimate. This, along with reduced operating expenses, enabled the agency to provide a record high $1.139 billion in support for MTA transit operations in 2019.

While Bridges and Tunnels has been consistently diligent in controlling overtime costs, actual overtime spending for Bridges and Tunnels staff in 2019 was at a notable low. Overtime was estimated at $29.4 million in the Adopted Budget and actual costs came in at $24.6 million, which was 16 percent lower due to managerial efficiencies achieved through the agency’s new business model. Moreover, actual costs in 2019 were 2 percent below pre-Cashless Tolling operations in 2016.

At the beginning of August 2019, Bridges and Tunnels deployed approximately 200 members of service to the MTA Fare Evasion and Worker Safety Task Force. This is an additional focus area along with toll evasion. This operation was and remains dedicated to the enforcement of fare payment regulations and overall system safety within the surface transit (bus) system. Bridges and Tunnels maintains uniformed coverage on targeted bus routes as identified by New York City Transit and frequently performs joint enforcement initiatives with members of the New York City Transit Department of Security Eagle Team.

Continuation of a comprehensive approach to address the critically important issues concerning toll collections, revenue recovery, and violation enforcement for vehicles registered in New York and other states. The agency’s Operations Force enforces state registration suspensions for violators and exclusion orders which prohibits persistent out- of-state violators from continuing to use MTA Bridges and Tunnels facilities without payment.

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2019 ANNUAL REPORT—SECTION 3 Capital Projects Commitments and Completions

The MTA Capital Programs

In September 2019, the MTA Board amended two ongoing capital programs and approved a new 2020-2024 Capital Program totaling $54.799 billion — the largest MTA capital program ever.

The Capital Program Review Board (CPRB) approved the program in 2019, and various amendments in early 2020. The amended 2010-2014 Capital Program was increased to $31.704 billion. This program includes Superstorm Sandy repair and mitigation programs. The amended 2015-2019 Capital Program was increased to $33.913 billion (this was the 4th amendment to that capital program since its approval in 2016).

Unless otherwise indicated, the MTA agency commitments and completions listed in Section 3 of this 2019 Annual Report reflect only those established as 2019 goals by the MTA Board. For maximum transparency, all projects in the 2015-2019 Capital Program, the 2010-2014 Capital Program, and portions of the 2005-2009 Capital Program are identified in detail and updated regularly on the MTA Capital Program Dashboard under “Transparency” on the MTA website at www.mta.info. The 2020-2024 Capital Program will begin commitments in 2020 and a dashboard for it is in development.

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Funding Received Through Dec. 31, 2019

($ millions)

2019 1982-2019

Federal grants $1,929 $40,941

State service contracts/Bond Act $0 $2,931

State appropriations/Other $756 $1,845

City appropriations $141 $7,377

MTA/TBTA bonds $2,626 $45,860

MAC $0 $919

Debt restructuring $0 $5,362

Other/Lessor Equity/Asset Sales/Investment Income/Operating- $273 $9,525 to-Capital/PAYGO/Insurance

Total 5,725 114,758

Note: Includes Receipts for MTA Bridges and Tunnel.

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Capital Program Progress, 1982- 2019 ($ millions)

Commitments Expenditures Completions New York City Transit 70,407 62,565 59,130

Long Island Rail Road 12,674 11,496 9,275

Metro-North Railroad 9,080 7,761 6,385 MTA Construction & Development 23,182 20,718 16,300

Bridges and Tunnels 7,897 6,041 5,487 MTA Bus Company 1,183 913 823 1,913 1,912 1,896 Commuter Rolling Stock Other * 6,596 4,419 3,139 MTA Total 132,931 115,824 102,435 * Includes funds for World Trade Center recovery, Superstorm Sandy, planning and customer service projects, and security. Numbers may not total due to rounding.

Capital Program Progress, 2019 ($ millions)

Commitments Expenditures Completions New York City Transit 2,152 3,413 4,684 Long Island Rail Road 286 756 751 Metro-North Railroad 388 426 85 MTA Construction & Development 681 1,539 1,507 Bridges and Tunnels 1,037 392 1,075 MTA Bus Company 176 64 32 Commuter Rolling Stock 0 0 0 Other * 376 710 579 MTA Total 5,095 7,300 8,714 *Includes funds for security and MTAPD. Numbers may not total due to rounding. Commitments and completions include funds for Superstorm Sandy, planning and customer service projects, and security. Values include amounts achieved in 2018 that were included as prior year commitment and completion slips and results will therefore vary from amounts reported to MTA’s CPOC at year’s end.

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New York City Transit (Subways)

Major 2019 Commitments

Stations and ADA

Awarded station reconstruction and Americans with Disabilities Act (ADA) accessibility projects at the Times Square Shuttle (Phase 3). Phases 1 and 2 reconstructed the station areas for the other lines in the Times Square Complex. The project area at the Times Square Shuttle station is the final area that needs to be reconfigured to achieve ADA compliance. Complete reconstruction of the station area will include a new transfer concourse; a new ADA compliant platform; repair or replacement of all associated components, such as stairways, tile, and lighting; and a new staircase from the mezzanine to street level for improved customer circulation. In addition, track will be replaced along the shuttle line, including replacement of existing rails, tie plates, ties and tie blocks. ($201.5 million)

Awarded renewal of the 138th Street-Grand Concourse station on the Jerome Line, including repair or replacement of street stairs, platform stairs, platform components, mezzanine components, and lighting. ($22.8 million)

Awarded Americans with Disabilities Act (ADA) enhancements at 170th Street station on the Jerome Line to make the station fully compliant with ADA accessibility regulations and improve customer circulation. This work will include installing three hydraulic elevators, widening existing stairs, and installing new stairwells with control areas on the east and west sides of the platform. ($59.3 million)

Signals, Line Structures, Line Equipment and Track

Awarded projects for installation of Communications Based Train Control (CBTC) on the Culver Line, which serves the “F” train in Brooklyn from West 8th Street-NY Aquarium station to Church Avenue station. The CBTC overlay will improve service reliability and advance the signal modernization goals of the Fast Forward plan. ($448 million)

Awarded a project for overcoat painting and steel structure repair on the Myrtle Line between Fresh Pond Road and Myrtle-Wyckoff stations. Work includes replacement of top flanges of track girders; repair of top and bottom flanges of track girders; repair of top

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flanges of cross-girders; and repair of column webs, flanges and bases. ($55 million)

Awarded renewal of the Central Substation in Manhattan. The substation provides traction power to the 6th Avenue line and needs to be brought back to a state of good repair. The project will rehabilitate the substation by furnishing and installing new power equipment for a transformer-rectifier unit, new DC switchgear, a new battery set, new cables, a ventilation system and all necessary lighting, communication equipment and controls. The project also includes the reconstruction of six negative manholes along Lexington Avenue that are associated with the Central Substation. ($38 million)

Awarded projects to replace mainline tracks, yard tracks, and switches at locations throughout the system. ($174 million)

Superstorm Sandy Repair and Resiliency

Awarded a flood mitigation project for the 207th Street Yard sewer system. The existing sewer system must be relocated to supplement ongoing projects that will make the 207th Street Yard resilient against severe storms and flooding. This project will build a new interceptor sewer along 215th Street and 10th Avenue in Manhattan with new sewer regulators, a sanitary pump, force main, tide gates, and branch interceptors to achieve flood resiliency in the yard. ($142.7 million)

Awarded a flood resiliency project at the St. George Station and Yard in Staten Island. Both the station and the yard were flooded by Superstorm Sandy Future potential flooding will be mitigated by a perimeter wall around the station; deployable barrier protection at station access points and the rail tunnel; improvements to drainage and pumping systems; watertight manholes; and a backflow system. ($47.3 million)

Awarded a flood resiliency project at the Steinway Tube. The Steinway Tube was damaged during Superstorm Sandy, requiring extensive repairs and continued flood mitigation efforts. Fan Plant #7204, which provides ventilation for the tunnel near 2nd Street and 50th Avenue in Queens, will be made more resilient to future flooding through the installation of flood walls and doors, enclosure of transformers, and relocation of critical equipment above the design flood elevation. Work will also include construction of a new backup generator platform and auxiliary pump control room to support future hardening of the under-river pump rooms in the Steinway Tube. ($13.4 million)

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Awarded projects for Internal Station Hardening at six stations on various lines to mitigate flood risk to critical station assets. Flood risk at these vulnerable stations will be mitigated by hardening their critical rooms with resiliency solutions such as wall reinforcement, wall construction, watertight doors or stop logs, debris shields, drainage improvements, equipment elevation, and application of sealants to other openings. Project stations include 86th Street station on the Sea Beach Line, the Stillwell Avenue-Coney Island Avenue station complex, Harlem-148th Street on the Lenox Line, and Howard Beach, Broad Channel and Rockaway Park-Beach 116th Street stations on the Rockaway Line ($15 million)

Major 2019 Completions

Stations and ADA

Completed nine station renewals and two ADA accessibility projects on the Sea Beach line in Brooklyn, including 8th Avenue, 20th Avenue, 86th Street, Avenue U, Kings Highway, Fort Hamilton Parkway, 18th Avenue, New Utrecht Avenue, and Bay Parkway. All major station elements were repaired or replaced, including street level control houses, tunnel structures supporting the control houses, passageway enclosures between platform stairs, platform stairs, stairways, lighting, platforms, and canopy structures. Additionally, the stations have been beautified with new artwork. 8th Avenue station received additional modifications including widening of existing platform stairs and rehabilitation of 6.5 miles of retaining wall near New Utrecht Avenue station. Furthermore, New Utrecht Avenue-62 St station complex became fully ADA accessible through the installation of two elevators at New Utrecht Avenue station and four elevators at 62 St station. Through this contract, 8th Avenue station is now accessible in the northbound direction. A new elevator serving southbound customers will be included in a pending follow-on contract. ($431 million)

Completed station improvement projects at five stations, including 23rd Street and 57th Street on the 6th Avenue Line, 34th Street-Penn Station on the 7th and 8th Avenue Lines, and 28th Street on the Lexington Avenue Line. For 23rd Street, 57th Street and 28th Street, all station entrances were replaced or refurbished and received new LED handrails and customer information totems. Defects in walls, ceilings and columns were repaired and new stairs, granite flooring, windscreens, mezzanine facades, and artwork were installed within these stations. New amenities were also installed to enhance the customer experience, such

MTA 2019 Annual Report to the Governor, PAL §2800 65

as glass fare arrays, information dashboards, Help Points, security cameras, and train arrival countdown clocks. At Penn Station, improvements emphasized station finishes, lighting, wayfinding and connectivity. Three street stairways and the lower-level control area on the 8th Avenue line were improved, while the 7th Avenue line received improvements to one street stairway and the 33rd Street sub-passage control area. ($176.6 million)

Signals, Line Structures, Line Equipment and Track

Completed Communications Based Train Control (CBTC) on the Flushing Line. The CBTC overlay was commissioned from 34th Street station in Manhattan to Flushing-Main Street station in Queens. Work included replacing the air-operated, fixed-block signal systems with electric equipment in the Times Square and 1st Avenue interlocking area, allowing for centralized management and control of service. Implementation of the CBTC improvements will provide the Flushing Line with improved reliability in support of NYCT’s Fast Forward plan goals. ($563.1 million)

Completed structural rehabilitation projects on the 4th Avenue Line in Brooklyn. These projects completed rehabilitation and repair of structural defects along 1.1 miles of tunnel structure south of 36th Street station to 56th Street station. Rehabilitation work included sealing leaking cracks in walls, ceilings and ventilators, and repairing spalled concrete, corroded knee braces, connection and clip angles, rivets, wing plates, steel, ventilator structures, emergency exits and duct benches. ($115.8 million)

Completed the Ultra-Wideband-Based (UWB) Train Control Pilot Program, which tested and evaluated next generation train control technology on the Canarsie and Flushing Lines. ($59.9 million)

Completed a tunnel lighting replacement project along 8.5 track miles of the Queens Boulevard Line from 36th St Station to Jackson Heights-Roosevelt Ave Station. Compact fluorescent lighting was installed at twenty-foot intervals staggered on opposite walls along the tunnel to ensure a safe level of illumination for NYCT customers in the event of an emergency evacuation. ($49.9 million)

Completed replacement projects for mainline tracks, yard tracks, and switches at locations throughout the system. ($322 million)

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Superstorm Sandy Repair and Resiliency Completed projects to repair equipment and facilities damaged by flooding from Superstorm Sandy, while hardening the system against future storm damage. Projects included:

Restoration of the Clark Street Tube, which connects Manhattan and Brooklyn. In addition to structural repair work, this project replaced track and associated components, power, communication and signal cables, signal equipment, and pumping equipment. Fan plant equipment was also repaired at Old Slip in Manhattan, which is adjacent to the tube. Lastly, three pump rooms in the tube were made more resilient to future flooding by installing weir walls, elevating the control system, and installing new high capacity pumps. ($125.6 million)

Completed the long-term flood protection of the Hammels Wye facility on the Rockaway Line. The area, which houses a power substation and signal tower, is vulnerable to flooding and system disruptions like those that occurred during Superstorm Sandy. The project included improvements to storm water drainage and installation of a perimeter wall to provide Sea, Lake and Overland Surges from Hurricanes (SLOSH) Category 2+3’ flood protection. These mitigation improvements are designed to ensure protection of the facility’s critical assets during future storm events. ($22.1 million)

Completed a critical station room resiliency project for $22.3 million. In the wake of Superstorm Sandy, it became apparent that facilities within vulnerable stations required resiliency protection from water damage in the event that flooding occurs in adjacent tunnels. Resiliency solutions that were implemented included mechanical closure devices (MCDs) installed in sidewalk ventilation gratings, deployable covers or marine doors at station entrances and critical internal rooms, watertight inserts in manhole covers, and sealing of conduits and duct penetrations. The six stations that received resiliency protection are Whitehall Street on the Broadway Line, Old South Ferry Loop on the 7th Avenue Line, Broad Street on the Nassau Loop Line, Bowling Green on the Lexington Line, and Rector Street on both the Broadway and 7th Avenue Lines. ($22.3 million)

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MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company)

Major 2019 Commitments

Depots and Facilities

Awarded a contract to Jamaica Lot Demolition (Phase II) ($1.0 million, NYCT Bus)

Awarded a contract to Grand Avenue Chassis Wash ($1.5 million, NYCT Bus)

Awarded a contract to Queens Village Roof on May 20, 2019 ($6.20 million, NYCT Bus)

Currently 65 percent completed.

Awarded a contract to ENY Caisson Tower Repairs on September 23, 2019 ($0.43 million,

NYCT Bus) Currently 85 percent completed.

Awarded a contract to Jackie Gleason Bus Wash Replacement on November 07, 2019 ($3.6

million, NYCT Bus) Currently 10 percent completed.

Awarded a contract to Fresh Pond Roof on October 24, 2019 ($4.8 million, NYCT Bus)

Currently 5 percent completed.

Awarded a contract to College Point (HVAC / BMS) on December 17, 2019 ($9.52 million, MTA

Bus) Currently 3 percent complete.

Awarded a contract to Zerega CMF HVAC Rehab & Replacement ($8.50 million, NYCT Bus)

Information Systems

Awarded a contract for the Automated Bus Lane Enforcement (ABLE) system. ($6.2

million, NYCT Bus)

Rolling Stock

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Awarded a contract for purchase of 257 Prevost over-the-road coaches ($166.7 million, MTA Bus). Awarded a contract for purchase of 50 Prevost over-the-road coaches ($33.9 million, NYCT Bus). Awarded a contract for purchase of 110 New Flyer standard hybrid buses ($99.3 million, NYCT Bus). Awarded a contract for purchase of 165 Nova standard hybrid buses ($150.7 million, NYCT Bus).

Major 2019 Completions

Rolling Stock

Completed replacement of older buses in the city-wide fleet with 961 new buses, which feature the latest safety and customer service technologies, such as digital information screens, Wi-Fi, USB charging ports, pedestrian turn warning (PTW) technology and traffic signal priority (TSP). These fleets consist of:

110 New Flyer CNG articulated buses ($106.3 million, NYCT Bus) 367 New Flyer standard diesel and 10 New Flyer standard hybrid buses ($235.7 million, NYCT Bus) 251 Nova standard diesel buses ($161.0 million) and 72 Nova standard diesel buses ($65.8 million), (both NYCT Bus) 108 New Flyer diesel articulated buses ($98.8 million, NYCT Bus) 53 articulated buses ($50.2 million, MTA Bus)

Depots/Facilities

Completed the Bus Command Center ($17.36 million, MTA Bus) Completed the Chassis Wash at Cassy Stengel Depot ($2.2 million, NYCT Bus) Completed the Chassis Wash at Gun Hill Depot ($1.0 million, NYCT Bus) Completed the Mezzanine at Ulmer Park Depot ($9.0 million, NYCT Bus) Completed the Jackie Gleason Depot CNG Compressor ($1.7 million, NYCT Bus)

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Completed the Upgrade 3rd Floor HVAC & Rehab Office – ENY ($4.8 million, NYCT Bus) Completed the Jamaica Lot Demolition (Phase II) ($1.0 million, NYCT Bus) on Nov-21-2019. Completed the Articulated Maintenance Bays: Jackie Gleason Depot ($1.0 million, NYCT Bus) Completed the Chassis Wash: Gun Hill Depot ($1.0 million, NYCT Bus) Completed the Chassis Wash: Casey Stengel Depot ($2.2 million, NYCT Bus) Completed the Portable Lift Replacement ($5.2 million, NYCT Bus) Completed the Security Upgrade at JFK and Spring Creek depots ($8.5 million, MTA Bus)

Information Systems

Completed the Digital Information Signs ($11.7 million, NYCT Bus)

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Long Island Rail Road

Major 2019 Commitments

Stations Awarded a design contract for replacement of Babylon Station’s two elevated center island 12- car platforms. The design also includes the two platform waiting rooms, canopy roofing system, lighting, staircases, escalators, elevators, and improvements to the station site. Replacement and rehabilitation of platforms will be undertaken in a future capital program. ($4.0 million). Awarded two mentor contracts for platform rehabilitation at Lynbrook Station, with one contract for rehabilitation of Platform A and a second contract for rehabilitation of Platform B. These two platforms are high-level center island platforms located on a viaduct. The scope of work includes rehabilitation of the platform waiting rooms, replacement of the platform canopies and stair enclosures, painting of the elevator towers and vestibules, installation of CCTV cameras, and new signage. ($9.0 million) Awarded two mentor contracts for continued rehabilitation of the Ronkonkoma Parking Garage. One mentor contract is for painting the northeast side of the garage, while the second mentor contract is for application of column sealant. ($5.0 million). Track Awarded a design/furnish/deliver contract for signal equipment associated with the LIRR’s new Beaver Interlocking on the Atlantic Branch east of Jamaica, as well as Johnson Avenue Yard located south of Jamaica Station. Part of Jamaica Capacity Improvements Phase 1, this contract includes progressing the existing 30 percent signal design to 100 percent design, and providing wired signal instrument hubs, battery huts, signal cases, and necessary vital and non-vital software. This signal equipment will facilitate Jamaica’s Platform F operational requirements as well as enhance access to/from Jamaica Station along the Atlantic Branch east of Jamaica. ($302.0 million) Began construction for the 2019 Annual Track Program, which addresses the cyclical needs of the track structure through replacement of track components to maintain a state of good

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repair throughout the system. The planned major component renewals and replacements include 15,600 mechanized ties and 41,500 concrete ties, renewal of 12 grade crossings, surfacing of 10 interlocking switches, surfacing of 82 miles of track, 13 switch installations, and 780 field welds. The cyclical renewal of track infrastructure facilitates the railroad’s efforts to provide reliable service and supports on-time performance. ($74.0 million) Line Structures Webster Avenue and Cherry Valley Road Bridge Replacements – Preliminary Design: Preliminary design is complete for the replacement of two bridges in Nassau County – the Webster Avenue vehicular bridge over the LIRR Port Washington Branch tracks in Manhasset, and the Cherry Valley Road Bridge on the Hempstead Branch in Garden City. The design addressed structural deficiencies at both bridges as well as vertical clearance issues at Cherry Valley Road Design-Build construction for bridge replacements at both Webster Avenue and Cherry Valley Road will be funded in a future capital program. Webster Avenue Bridge Design, $2 million; Cherry Valley Road Bridge Design, $3 million). Lynbrook and Rockville Centre Viaducts: Awarded three mentor contracts for rehabilitation of viaduct structures in Nassau County: two viaduct sections in Lynbrook and one viaduct section in Rockville Centre. The under-deck structural work on these viaducts includes concrete rehabilitation; repairs to handrails, joints, and utilities; and improvements to the existing drainage system to maintain the viaducts in a state of good repair. ($8 million). Bridge Painting Mentor Program: Awarded a mentor contract for bridge painting of the 48th Avenue Bridge in Jamaica (Package 4B). The work will include lead abatement, air monitoring, surface preparation, and application of new paint. This bridge painting project includes several bridges in various locations, under different contracts, as part of the LIRR’s bridge maintenance program, ($16 million). Shops and Yards New Huntington / Port Jefferson Branch Electric Yard: Awarded a consulting contract to conduct a feasibility study and phase 1 conceptual planning for electrification and associated infrastructure improvements needed on the Port Jefferson Branch from Huntington to Port Jefferson. The contract addresses the first phase of a potential branch-wide expansion effort, and includes gauging public support for the project prior to progressing to full conceptual design. Huntington is a major transfer point between electric and diesel service, but lacks a train yard. The Port Jefferson Branch currently operates electric service to Huntington, with

MTA 2019 Annual Report to the Governor, PAL §2800 72

the segment between Huntington and Port Jefferson a mostly single track diesel operation. The project represents the railroad’s efforts to alleviate the constraints of single track diesel operation within Commuter Territory and provide for future anticipated ridership growth. ($4 million)

Miscellaneous

Queens Interlocking: Awarded a design contract for Queens Interlocking Ladder Improvements. The consultant will develop preliminary signal circuit designs to replace the existing signal system at Queens and Hollis Interlockings, and will prepare final track and power designs to support a new and revised track layout within Queens Interlocking. ($4 million). Central Branch Electrification: Awarded a design contract for Central Branch Electrification. The consultant will conduct a Feasibility Study [Phase 1] and Conceptual Design and Environmental Review [Phase 2] for electrification and associated infrastructure improvements on the LIRR's Central Branch, and will evaluate potential for future double track. The Central Branch runs between Bethpage and Farmingdale on the Main Line, and Babylon Interlocking on the Babylon Branch. ($5 million)

Major 2019 Completions

Stations

Station Initiatives – 6 Stations: Completed project work to enhance the appearance, function, and customer experience at Great Neck, Bayside, Northport, Valley Stream, Ronkonkoma, and Baldwin stations. These six stations received amenities including new wayfinding signage, Wi-Fi, customer information totems, USB charging ports, benches, bike racks, and trash receptacles. The Northport station building also received interior and exterior renovations. ($23 million) Stewart Manor Station Rehabilitation: Completed enhancements to improve the appearance of Stewart Manor station on the Hempstead Branch. Project work included Wi-Fi, USB charging stations, customer information totems, new platforms and railings, LED lighting, art glass within new platform shelter sheds, bike racks, stamped concrete sidewalks and curbs, and benches. ($5 million).

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Station Improvements – Port Jefferson: Completed historic restoration of Port Jefferson station in Suffolk County. The station building was designed by Stanford White and originally constructed in 1903. The architectural station rehabilitation included improved ADA accessibility, a new waiting room with terrazzo flooring, new restrooms, tile and wood wall and ceiling finishes, windows, doors, and HVAC upgrades. Amenities include wayfinding signage, Wi-Fi, bike racks, benches, USB charging stations, digital information display totems, and CCTV cameras. On the station platforms, new shelter sheds, railings, LED lighting, and security cameras were installed. Additionally, the north side parking lot was paved, striped, and lighting was installed. Port Jefferson station rehabilitation is part of the LIRR’s strategic efforts to improve and enhance the customer experience while maintaining the intrinsic historic elements of this station. ($4 million) Moynihan Train Hall – LIRR Space Fit-Out: Completed the design and technical specifications for the fit-out of the designated LIRR ticketing and back of house [BOH] areas in the Moynihan Train Hall [MTH] of the James A. Farley Post Office on 8th Avenue across from Penn Station. The fit-out spaces are on both the Concourse level and Level 2 of MTH and will serve LIRR customers and multiple LIRR departments. The MTH Project will convert the Farley Post Office building into a modern transportation hub with customer access to the platforms in the existing Penn Station. ($114 million). Station Component Replacements: Completed rehabilitation work at Laurelton and Locust Manor stations on the Far Rockaway Branch. At Laurelton, work included replacement of the canopy structure with a new roofing system, and rehabilitation of the platform and staircases. At Locust Manor, chain link fencing was replaced, and the pedestrian walkway and sidewalk curbs were refurbished. Both stations received lighting and communications upgrades. ($5 million). Enhanced Station Initiatives – Phase 1 – Eight Stations: Completed station improvements at Deer Park, Brentwood, Merrick, Stony Brook, Syosset, East Hampton, Bellmore and Farmingdale. Project work included platform renewals, rehabilitation of the station buildings and surrounding areas, and installation of various amenities such as Wi-Fi, USB charging stations, and wayfinding signage. The project is part of the LIRR’s efforts to enhance station appearance, function, safety, and overall customer experience. ($99 million).

MTA 2019 Annual Report to the Governor, PAL §2800 74

Track

2019 Annual Track Program: Completed the annual life cycle replacement and upgrade of selected track components under the 2019 Annual Track Program. Work included replacement of 16,606 mechanized wood ties and 38,576 concrete ties, renewal of 12 grade crossings, surfacing of 14 interlocking switches and 58 miles of track , 1,447 field welds, and 9 switch installations. The cyclical renewal of track infrastructure supports the railroad’s efforts to provide reliable service and maintain a state of good repair systemwide. ($74 million).

Line Structures

Springfield Boulevard Bridge and Union Turnpike Bridge Rehabilitation: Completed rehabilitation of Springfield Boulevard Bridge and Union Turnpike Bridge in Queens County. Springfield Boulevard is a three span, four track bridge, located on the Main Line near Queens Village station. Work included repair of the girders, platform support infrastructure, various concrete elements, and replacement of the passenger platforms currently supported by fascia girders and steel brackets. Union Turnpike is a single span, two track bridge for freight traffic, located on the Montauk Branch. The bridge work included rehabilitation of bearings and rebuilding of the bridge seats and pedestals. ($7 million). North Main Street and Accabonac Road Bridge Replacements: Completed replacement of two Montauk Branch bridges, one over North Main Street and another over Accabonac Road in East Hampton. Each bridge carries one railroad track over two lanes of vehicular traffic. Work included new bridge structures, abutments, retaining walls, and site drainage. The two new bridges were installed at higher elevations to increase vertical clearance and reduce bridge strikes. ($21 million) Flushing Main Street Bridge Renewal: Completed rehabilitation of the two-track Flushing Main Street Bridge. Work included removal of deteriorated ornamental cladding, improvements to the drainage system, repairs to the concrete under-deck, steel girders, piers and abutments, and installation of a new security gate. The center median beneath the bridge on Main Street was also reconstructed during this project. ($4 million).

MTA 2019 Annual Report to the Governor, PAL §2800 75

Communications Communication Poles: Completed replacement of 451 Communications Poles and associated hardware at various locations systemwide. The poles carry cable lines including fiber optics, signal, supervisory, and substation control lines that serve LIRR Communications Systems. ($6 million)

Signals

Centralized Train Control (CTC): Beneficial use was achieved for the architectural fit-out and construction of the Jamaica Central Control (JCC) Theater facility. The relocation of the LIRR’s Movement Bureau, Signal Desk, Engineering Systems Operations, and Incident Command Center to the JCC Building are critical elements in the railroad’s strategy to centralize control of all aspects of train operations. CTC will streamline train operations and numerous radio, telephone, and internet communications with multiple remote towers, field crews, and response teams. System Migration for full implementation of CTC will be incremental and will be funded in a future Capital Program. ($26 million). Positive Train Control (PTC): The LIRR partnered with Metro-North Railroad for the purchase of a license for additional Radio Spectrum to support PTC wireless radio communications. The implementation of PTC requires an extensive communications infrastructure to support transmission of train control based data and communications and interoperability among rail carriers. The purchase of additional bandwidth will provide a further buffer from interference and will address contingency needs and future growth. ($183 million). Centralized Train Control – Tower Migration Study: Completed the Tower Migration Study, which evaluated the Signal System throughout the railroad. Currently, independent traffic control systems serve individual control towers that govern specific geographic areas of LIRR’s service territory. The long-term goal is to migrate the existing systems from the present tower locations and integrate these systems into a single CTC system located within the Jamaica Central Control (JCC) Theater in Jamaica, Queens. The Tower Migration Study supports the long-term goal of a centralized facility where LIRR operational functions are integrated into a cohesive unit to facilitate information sharing and LIRR’s incident response. ($2 million).

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Shops & Yards Morris Park Communications Building: Completed rehabilitation of the Morris Park Communications Building, which houses staff workspaces and material storage for the LIRR’s Communications Department. Mentor project work addressed building leaks, restoration and rehabilitation needs, and an ADA-compliant entrance ramp. This project is part of the LIRR’s effort to maintain railroad buildings in a state of good repair and improve the overall work environment for employees. ($1 million).

Power DC Relay Controls Replacement: Completed improvements to the DC relay controls at various substations, providing the LIRR with the ability to better analyze and control the amount of energy that is transferred between the power feeds and the tracks. This will help prevent long term damage to the substation transformers by opening and closing breakers automatically from a central operation center in Jamaica. ($2 million) Signal Power Line Replacement: Completed replacement and upgrade of selected signal power lines systemwide. LIRR Engineering forces addressed signal power lines that had been identified for replacement on the Hempstead, Far Rockaway, and Oyster Bay Branches. Approximately, 43,000 linear feet of signal power lines were replaced as part of the railroad’s efforts to maintain a state of good repair. ($3 million) Power Pole Replacement: Completed replacement and upgrade of approximately 110 power poles with fiberglass poles. ($3 million) New Substations – Power Load Study: Completed operational studies and simulation models of the LIRR’s entire traction power system, under a consultant contract. The final report from the Traction Power Load Study includes recommendations for traction power system upgrades based on operational improvements determined by the LIRR’s future service schedule. These recommendations will help inform future investments in the railroad’s traction power system and will help the LIRR prepare for future traction power demands. ($4 million).

MTA 2019 Annual Report to the Governor, PAL §2800 77

Metro-North Railroad

Major 2019 Commitments

Rolling Stock M8 Electric Multiple Units (EMUs) Program: Continued work to replace obsolete components and equipment, including an order for 66 additional M8 train cars. Delivery of the majority of the cars is expected n 2020. Commitments in 2019 included the purchase of the Spare Parts – PTC (CTV Boxes), Propulsion, HVAC, and ATC/ACSES System Equipment, and Bench Test Equipment (BTE). ($1.4 billion, including$472.3 million from MTA and $936.2 million from the Connecticut Department of Transportation (CTDOT))

Stations Awarded a Small Business Mentoring Program (SBMP) contract in April for replacement of the roof on the historic station building at Ossining Station. ($3.5 million) Awarded an engineering and design services contract for the Park Avenue Viaduct inspection/feasibility study. This study will develop and evaluate several different replacement alternatives for the viaduct and examine constructability, feasibility, costs, land usage/acquisitions, environmental impacts, community impacts, schedule impacts, and other critical considerations. The study will also compare key elements of each alternative and then select the most feasible alternative of those considered. ($77.8 million) Awarded a contract for environmental and traffic studies and to prepare preliminary design documents for the Brewster Yard improvement project. The scope of work consists of three packages: Package 1: base contract Includes environmental and traffic studies as well as technical analyses to further define the full scope of the Brewster Yard improvement project, and preparation of 30 percent preliminary design for the new Southeast Station parking garage that will relocate the existing parking facility to the east side of the tracks. Package 2: Option 1 is for the 30 percent preliminary design for the four new service tracks from North Yard to be exercised upon Metro-North's approval. Package 3: Option 2 is for the 30 percent preliminary design for the South Yard to be exercised upon Metro-

MTA 2019 Annual Report to the Governor, PAL §2800 78

North’s approval to allow mechanical inspection capabilities on all tracks and increased servicing capabilities for Electric Multiple Units (EMUs). ($7.5 million) Awarded a Small Business Mentoring Program (SBMP) contract for replacement of stair treads and stair landings for the stairs leading to and from Chatsworth Avenue to the inbound and outbound platforms at Larchmont Station. ($0.6 million) Awarded a Third-Party GEC Contract for design services for a new 450 space parking lot at the recently purchased property located at 12 Croton Falls Road in Somers, NY. The GEC Contractor will also design two separate construction packages for two Small Business Mentoring Contracts; one package to build a new sidewalk connecting the new parking lot to an existing sidewalk leading to the Croton Falls Station, and one package for demolition of existing structures on the property. ($22.9 million) Awarded the Grand Central Terminal (GCT) Train Shed Priority Repair Program to address deterioration in columns, girders, stringers, and concrete slabs. ($67.5 million)

Infrastructure Awarded a contract to replace the 6th Avenue (NH 13.51) and the 10th Avenue (NH 13.31) bridges located in Mount Vernon, New York. Both bridges were constructed between 1887 and 1916 and have limited load capacity. ($66.7 million) Awarded a contract for purchase of radio spectrum for the Positive Train Control project. This additional radio spectrum will minimize potential interference issues and address contingency and future growth needs of the railroad. This procurement is being split equally between Metro-North and LIRR. ($477.3 million) Awarded a contract to replace bridges HA 61.06 and HA 61.36 in Patterson, NY, continuing the work of the previous Capital Program. Both bridges are in serious to critical condition. ($77.8 million) Awarded a contract for construction of fencing and access control points at the Harlem River Lift Bridge. Industrial anti-climb/anti-cut fences will be installed at the perimeter of the bridge on the Manhattan side (NYCDOT and NYC Parks property) and the Bronx side (Metro-North property). Electronic access control at all entry and exit points will be installed on Manhattan and Bronx sides of the bridge. Feeders (conduits and wires) for the power and communications to electronic devices will also be installed. ($3.5 million)

MTA 2019 Annual Report to the Governor, PAL §2800 79

Awarded a design-build contract for the 3rd Avenue Bridge located in Mount Vernon, New York. Work includes the design, demolition and replacement of the bridge superstructure and rehabilitation of the substructure. ($66.7 million) Awarded a contract to replace New Haven Line Bridge NH 25.74 over Willet Avenue, NH 25.83 over Highland Street, and replacement of an existing retaining wall located on the New Haven Line in Port Chester, New York. ($77.8 million)

Major 2019 Completions

Stations Completed the Hydrologic Consultant Engineering Service assessing potential flooding problems. This survey aims to correct or mitigate potential flood-prone locations, evaluate the hydrologic impact on the railroad and water quality issues associated with discharges onto or from railroad property, and design of Melrose Tunnel drainage improvements. ($1.9 million).

Completed a Small Business Mentoring Contract for lighting improvements at the Harlem – 125th Street Station. This project provides exterior perimeter lighting to the artwork located on the Park Avenue Viaduct fascia beams crossing over 125th Street, and two new staircases located on the south side of 125th Street. ($3.5 million).

Completed the GCT Utilities Project replacing the existing 43rd and 49th Streets domestic water holding tank and pumping set, and the GCT fire service piping and pump at 49th Street. This project also upgraded GCT’s Fire Suppression System inside the tunnels, lower level and parts of the upper level. ($51 million).

Infrastructure

Completed replacement of interlocking switches throughout the Metro-North territory in New York State, as they reached the end of their useful life. The project maintains Metro- North’s switches in a state of good repair, ensuring that interlockings do not deteriorate. This project continues the rehabilitation program undertaken in previous Capital Programs. ($60.5 million)

Completed 2018 Cyclical Track Program which provides for replacement of ties and rail

MTA 2019 Annual Report to the Governor, PAL §2800 80

along with cyclical surfacing, welding, ballast cleaning and rail grinding throughout the entire Metro-North territory in New York State east of the Hudson River. ($20.9 million).

Completed replacement of the 14th Avenue Bridge over the New Haven Line in the City of Mount Vernon. This project is part of a larger program to replace six of the overhead bridges above the New Haven Line in Mount Vernon. ($20.5M million).

Completed replacement of turnouts and switches throughout the GCT Train shed. The 2016 annual program includes the replacement of eight switches and one diamond crossover within GCT; the 2017 annual program includes the replacement of eight switches; the 2018 annual program includes the replacement of seven switches; and the 2019 annual program includes the replacement of seven switches. ($24.9 million).

Completed Harmon Shop Improvements Phase V - Stage 1 Project. This is part of a multi- phase program for capital improvements and upgrades at Croton-Harmon shops and yards. The work in this phase included the demolition and replacement of a portion of Building 6 with a two track, ten car double-ended Consist Shop Facility (CSF) and Electrical Multiple Unit (EMU) facility. ($315.5 million)

Superstorm Sandy Restoration and Resiliency

The Design Build for Power/C&S Infrastructure Improvements CP5 to CP35 Phase 1 is substantially complete. This included the replacement of power, communication, and signal components along the Hudson Line, which were damaged by saltwater intrusion as a result of Superstorm Sandy. The components included sectionalizing switches, snow melter cabinets and conduit, third rail, cable plant, signal power transformers and reactors. The project also included installation of duct banks for the cables and new elevated platforms for electrical equipment for future resiliency against storms. ($338.2 million)

d

MTA 2019 Annual Report to the Governor, PAL §2800 81

Bridges and Tunnels

Major 2019 Commitments

Bridges and Tunnels committed a total of $802.8 million to Capital Program projects in 2019, a continuation of the Authority’s commitment to maintaining its facilities in a state of good repair. In addition, $291.0 million was committed to the Central Business District Tolling Program. The following are details on Bridges and Tunnels major commitments in 2019:

Henry Hudson Bridge

Awarded construction contract for structural rehabilitation and replacement of the overcoat paint system ($43.0 million total contract award, $60.9 million total project budget).

Throgs Neck Bridge

Awarded the construction contract for the approach viaduct seismic retrofit/structural rehabilitation ($159.8 million contract award, $224.4 million total project budget).

Bronx Whitestone Bridge

Awarded the Design-Build contract for the fender protection system for the tower piers ($17.7 million contract award, $44 million total project budget)

Robert F. Kennedy Bridge

Awarded the Design-Build contract for the new Harlem River Drive Ramp ($47.8 million contract award, $111 million total project budget).

Awarded the construction contract for the structural rehabilitation, seismic retrofits and painting of the Bronx Truss steel ($55.3 million contract award, $131 million total project budget).

MTA 2019 Annual Report to the Governor, PAL §2800 82

Verrazzano-Narrows Bridge

Awarded the construction contract for the reconstruction of the approach ramps – phase 1 ($143.9 million contract award, $265.1 million total project budget)

Awarded construction contract for the steel repairs and concrete rehabilitation and overcoat painting of the suspended span upper and lower level steel ($73.3 million contract award, $106 million total project budget)

Central Business District Tolling Program (CBDTP)

Awarded the Design, Build, Operate, and Maintain (DBOM) contract to implement the CBDTP in New York City. ($259.7 million capital contract award, $503 million total program budget).

Major 2019 Completions

In 2019, Bridges and Tunnels completed a total of $243.7 million in Capital Program projects. The following are highlights of the completed projects:

Robert F. Kennedy Bridge

Completed the design-build for the electrical/mechanical rehabilitation of the Harlem River Lift Span. This was completed ahead of the scheduled completion in 2020 ($36.5 million, total project budget).

Queens Midtown Tunnel

Completed the ventilation building electrical upgrades and relocation of equipment for flood mitigation at the Queens Midtown Tunnel ($57.4 million, total project budget).

Verrazzano-Narrows Bridge

Completed the Design-Build for the main cable suspender rope investigation at the Verrazzano-Narrows Bridge. This was completed one month ahead of schedule. ($23.9 million, total project budget)

MTA 2019 Annual Report to the Governor, PAL §2800 83

MTA Construction & Development

In December 2019, the MTA announced the formation of the new MTA Construction & Development (MTA C&D), which assumes and expands upon the responsibilities of the former MTA Capital Construction. In addition to the capital megaprojects listed below, MTA C&D will manage the construction and development projects of the MTA operating agencies, in particular the nonoperational initiatives of the 2020-2024 Capital Program. The new team consolidates the expertise of MTA engineers, architects, planners, project managers, and others to deliver construction projects in the most timely, cost-efficient manner possible, utilizing design-build contracts, new technologies, and state-of-the-art construction methodologies. That portfolio includes many of the capital projects currently listed as agency Capital Projects Commitments/Completions, which will be reflected in future reporting.

MTA Mega Projects

Second Avenue Subway, Phase 2 As of December 2019, $205 million has been committed to the Second Avenue Subway, Phase 2. Initial funding for this project is $1.735 billion to address environmental work, design, real estate, project support, and preliminary construction work. Additional funding of $4.555 billion is included 2020-2024 capital program, bringing the total Phase 2 budget to $6.29 billion. Work on the environmental and design phases of this project is ongoing.

East Side Access As of December 2019, $9.79 billion has been committed to the East Side Access (ESA) project, out of a current project budget of $11.133 billion, plus a rolling stock reserve of $463 million, based on the approved 2020-2024 Capital Plan. Federal funding for the project totaled $2.699 billion. Total third-party construction executed to date is over $6.2 billion. In 2019, ESA executed approximately $603.1 million worth of construction, including Force Account work. The public revenue service date is forecast for December 2022. MTA 2019 Annual Report to the Governor, PAL §2800 84

Three major ESA contracts reached substantial completion in March 2019. The Manhattan North Structures contract (CM006) was declared substantially complete at a cost of $362 million. This included the installation of the permanent lining, duct bench and embedded MEP in all running tunnels and structures north of the GCT station caverns, construction of the 50th Street air plenum cavern and the underground 55th Street ventilation facility as well as rehabilitation to the existing 63rd Street tunnel. ESA also substantially completed the Plaza Substation and Queens Structures contract (CQ032) at a cost of $265 million. This contract carried out structural and architectural rehabilitation to existing facilities along with the existing 63rd St. Tunnel, construction of the Plaza Interlocking below grade facilities for Mainline Traction Power Substation C06, the Yard Lead Service Building, Facility Power Substation B11, ventilation, signal, emergency power, mechanical and communication rooms and construction of the Mid-Day Storage Yard Traction Power Substation. It also included installation of ConEd manholes and conduits for permanent power services and miscellaneous site work in preparation for the Mid-Day Storage Yard. The Harold Structures Part 3 contract (CH057D) was completed at a cost of $29.6 million. This contract included removal and replacement of existing tracks with new of track and special track work in Harold Interlocking in Queens. During 2019, no new contracts were awarded by ESA.

Penn Station Access

As of December 2019, $64 million has been committed to the Penn Station Access project, out of $695 million in the 2015-2019 Capital Program. Additional funding of $888 million is included in the 2020-2024 Capital Program, bringing the total project budget to $1.583 billion. Environmental review is forecasted to be complete by mid-2020. MTA entered into an MoU with Amtrak on February 11, 2019. The Design/Build contract is forecasted to be awarded in 4Q 2020.

MTA 2019 Annual Report to the Governor, PAL §2800 85

LIRR Expansion Project

As of December 2019, the base value of the design-build contract and the project- management contract, totaling $1.79 billion, had been committed to the LIRR Expansion Project, out of $2.050 billion in the 2015-2019 Capital Program. Additional funding of $538 million is included in the 2020-2024 Capital Program, bringing the total project budget to $2.589 billion. Project completion is forecast for mid-2023.

The full Notice to Proceed was awarded to the Design Builder in October 26, 2018. The NTP marks the beginning of the four-year heavy construction period. The design-build contract is to construct approximately 10 miles of third track on the Main Line; remove seven street- level grade crossings, and provide grade-separated vehicular and pedestrian crossings at five locations. Options are available for additional work to provide up to five parking garages.

MTA 2019 Annual Report to the Governor, PAL §2800 86

2019 ANNUAL REPORT—SECTION 4

Description of the Metropolitan Transportation Authority and the MTA Board Structure

Submitted as part of the MTA 2019 Annual Report Pursuant to New York State Public Authorities Law Section 2800(1)(a)(11)

The Metropolitan Transportation Authority (“MTA”), a public benefit corporation of the State of New York (the “State”), has the responsibility for developing and implementing a unified mass transportation policy for The City of New York (the “City”) and Dutchess, Nassau, Orange, Putnam, Rockland, Suffolk and Westchester counties (collectively with the City, the “MTA Commuter Transportation District”). The MTA carries out these responsibilities directly and through its subsidiaries and affiliates, which are also public benefit corporations. MTA and its subsidiaries, are listed by their legal names and estimated number of employees (full-time and full-time equivalents) as indicated in the MTA 2018 Adopted Budget February Financial Plan 2019 – 2022 (February 2019):

Legal Name Number of Employees

MTA Headquarters 3,073 employees The Long Island Rail Road Company 7,690 employees Metro-North Commuter Railroad Company 7,134 employees Staten Island Rapid Transit Operating Authority 356 employees MTA Bus Company 3,981 employees MTA Construction & Development* 181 employees * MTA Construction & Development (MTA C&D) was created in December 2019 to assume and expand upon the responsibilities of the former MTA Capital Construction (MTACC).

The following entities, listed by their legal names, are affiliates of MTA:

Legal Name Number of Employees

Triborough Bridge and Tunnel Authority 1,497 employees New York City Transit Authority, and its subsidiary, the Manhattan and Bronx Surface Transit Operating 50,783 employees Authority

MTA 2019 Annual Report to the Governor, PAL §2800 87

MTA and the foregoing subsidiaries and affiliates are collectively referred to herein, from time to time, as the “Related Entities.” Throughout this document, the Related Entities are referred to by their popular names, as indicated below.

Certain insurance coverage for the Related Entities is provided by a New York State-licensed captive insurance public benefit corporation subsidiary of MTA, First Mutual Transportation Assurance Company (“FMTAC”).

MTA and its subsidiaries are generally governed by the Metropolitan Transportation Authority Act, being Title 11 of Article 5 of the New York Public Authorities Law, as from time to time amended (the “MTA Act”).

Triborough Bridge and Tunnel Authority is generally governed by the Triborough Bridge and Tunnel Authority Act, being Title 3 of Article 3 of the New York Public Authorities Law, as from time to time amended (the “MTA Bridges and Tunnels Act”).

The New York City Transit Authority and its subsidiary are generally governed by the New York City Transit Authority Act, being Title 9 of Article 5 of the New York Public Authorities Law, as from time to time amended (the “MTA New York City Transit Act”).

Due to the continuing business interrelationship of the Related Entities and their common governance and funding, there are provisions of each of these three acts (the MTA Act, the MTA Bridges and Tunnels Act, and the MTA New York City Transit Act) that affect some or all of the other Related Entities in various ways.

Description of Basic Organizational Structure for MTA Operations

MTA Headquarters (Including the Business Service Center)

MTA Headquarters includes the executive staff of MTA, as well as a number of departments that perform largely all-agency functions, including information technology, security, audit, budget and financial management, capital programs management, finance, governmental relations, insurance and risk management, legal, planning, procurement, real estate, corporate compliance and ethics, and treasury. In addition, MTA maintains its own Police Department with non-exclusive jurisdiction over all facilities of the Related Entities.

MTA 2019 Annual Report to the Governor, PAL §2800 88

Transit System

MTA New York City Transit and its subsidiary MaBSTOA operate all subway transportation and most of the public bus transportation provided within the City (the “Transit System”).

Commuter System

MTA Long Island Rail Road and MTA Metro-North Railroad operate commuter rail services in the MTA Commuter Transportation District (the “Commuter System”).

MTA Long Island Rail Road operates commuter rail service between the City and Long Island and within Long Island.

MTA Metro-North Railroad operates commuter rail service between the City and the northern suburban counties of Westchester, Putnam, and Dutchess; from the City through the southern portion of the State of Connecticut; through an arrangement with New Jersey Transit, the Port Jervis and Pascack Valley commuter rail services to Orange and Rockland Counties; and within such counties and the State of Connecticut.

MTA Bus

MTA Bus operates certain bus routes in the City formerly served by seven private bus operators pursuant to franchises granted by the City (the “MTA Bus System”).

MTA Long Island Bus

Pursuant to a lease and operating agreement with the County of Nassau (“the County”), MTA Long Island Bus formerly operated bus service in the County. MTA Long Island Bus operations ceased as of December 31, 2011, the date the lease and operating agreement terminated.

MTA Staten Island Railway

MTA Staten Island Railway operates a single rapid transit line extending from the Staten Island ferry terminal at St. George to the southern tip of Staten Island.

MTA Bridges and Tunnels

MTA Bridges and Tunnels operates all nine of the intra-State toll bridges and tunnels in the City.

MTA 2019 Annual Report to the Governor, PAL §2800 89

MTA Construction & Development In December 2019, the MTA announced the formation of the new MTA Construction & Development (MTA C&D), which assumes and expands upon the responsibilities of the former MTA Capital Construction. MTA C&D is responsible for the planning, design, and construction of current and future major MTA system construction and expansion projects for the other Related Entities, including both megaprojects such as East Side Access and the Second Avenue Subway, along with nonoperational capital projects .

The legal and popular names of the Related Entities are as follows:

Legal Name Popular Name

Metropolitan Transportation Authority MTA New York City Transit Authority MTA New York City Transit Manhattan and Bronx Surface Transit Operating

Authority MaBSTOA Staten Island Rapid Transit Operating Authority MTA Staten Island Railway MTA Bus Company MTA Bus Metropolitan Suburban Bus Authority MTA Long Island Bus The Long Island Rail Road Company MTA Long Island Rail Road Metro-North Commuter Railroad Company MTA Metro-North Railroad MTA Construction & Development* MTA Construction & Development Triborough Bridge and Tunnel Authority MTA Bridges and Tunnels

* MTA Construction & Development (MTA C&D) was created in December 2019 to assume and expand upon the responsibilities of the former MTA Capital Construction (MTACC).

MTA 2019 Annual Report to the Governor, PAL §2800 90

Governance of the MTA

Pursuant to statute, MTA’s Board consists of a Chairman and 16 other voting Members, two non-voting Members and four alternate non-voting Members, all of whom are appointed by the Governor with the advice and consent of the State Senate. The four voting Members required to be residents of the counties of Dutchess, Orange, Putnam, and Rockland, respectively, cast only one collective vote. The other voting Members, including the Chairman, cast one vote each (except that in the event of a tie vote, the Chairman shall cast one additional vote). Members of MTA are, ex officio, the Members or Directors of the other Related Entities and First Mutual Transportation Assurance Company (FMTAC).

In accordance with legislative amendments enacted in 2009, the MTA Board Chair (“Chair”) is also the Chief Executive Officer of t h e MTA and is responsible for the discharge of the executive and administrative functions and powers of the Related Entities. The Chief Executive Officer of MTA is, ex officio, the Chair and Chief Executive Officer of the other Related Entities. At the start of 2019, the MTA Office of the Chairman was composed of a Managing Director, MTA President, and MTA Chief Development Officer who are charged with the day to day administrative, as well as managerial and executive functions allocated to the CEO. On April 1, 2019, the MTA President, Patrick J. Foye, was appointed and confirmed by the Senate as Chairman and CEO. In November 2019, MTA announced the appointment of Anthony McCord as Chief Transformation Officer. The Chief Transportation Officer is charged with transformation and change management and reports to the MTA Board. On November 20, 2019 MTA announced Mario Peloquin as the Chief Operating Officer responsible for day-to-day coordination of operations and lead of the agency presidents and their operating agencies.

The following Committees of the Board assist the Chair and the Board in discharging their responsibilities: (1) the Audit Committee; (2) the Finance Committee; (3) the Committee on Operations of the New York City Transit Authority, the Manhattan and Bronx Surface Transit Operating Authority, the Staten Island Rapid Transit Operating Authority, and the MTA Bus Company; (4) the Committee on Operations of the Metro-North Commuter Railroad; (5) the MTA 2019 Annual Report to the Governor, PAL §2800 91

Committee on Operations of the Long Island Rail Road and the Metropolitan Suburban Bus Authority; (6) the Committee on Operations of the Triborough Bridge and Tunnel Authority; (7) the Capital Program Oversight Committee; (8) the Diversity Committee; (9) the Corporate Governance Committee; and (10) the Safety Committee. As of April 2019, the Committee on Operations of the Metro-North Commuter Railroad and the Committee on Operations of the Long Island Rail Road and the Metropolitan Suburban Bus Authority meet jointly.

Board Members are assigned by the Chair to serve as chairperson or as a member of several committees. The following chart sets forth the Chair and Committee Assignments for each MTA Board Member as of December 31, 2019.

MTA 2019 Annual Report to the Governor, PAL §2800 92

BOARD COMMITTEES

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Patrick J. Foye (Chair) ! C ! C ! C ! ! C Fernando Ferrer (Acting Chair) ! C ! C ! C ! Andrew Albert ! ! ! ! ! Norman E. Brown ! ! ! ! ! C ! ! C ! C Sarah E. Feinberg ! ! Randy Glucksman ! ! ! C ! ! Rhonda Herman !

David R. Jones ! ! ! Linda Lacewell ! ! ! ! ! C ! Kevin Law ! ! ! !

Robert W. Linn ! ! ! ! ! Michael Lynton ! ! ! C ! ! David S. Mack ! ! C !

Susan G. Metzger ! ! ! ! ! ! C C Haeda Mihaltses ! C ! ! ! Charles G. Moerdler ! ! !C ! ! ! ! ! Robert J. Mujica, Jr. ! !

Mitchell H. Pally ! ! ! ! ! !C ! ! ! Scott Rechler ! ! John Samuelsen ! !

Andrew Saul ! ! Lawrence Schwartz !C !

Vincent Tessitore, Jr. ! !

Polly Trottenberg ! ! ! ! !

Veronica Vanterpool ! ! ! ! !

Peter Ward ! ! ! ! ! ! ! ! Carl Weisbrod ! !

Neal Zuckerman ! C ! ! ! ! ! ! ! ! !Indicates committee membership. C Indicates committee Chair. See Board Member notes below for 2019 appointments and terms.

MTA 2019 Annual Report to the Governor, PAL §2800 93

Notes on 2019 MTA Board Members, Appointments, and Terms

The LIRR and MNR committees now meet jointly, as of the April 2019 meeting. Patrick J. Foye was appointed Chairman and CEO of the MTA on April 1, 2019.

Fernando Ferrer resigned on June 7, 2019. Andrew Albert was reappointed as non-voting Board Member on June 20, 2019 Sarah E. Feinberg was appointed in February 2019. Randy Glucksman was reappointed as non-voting Board Member on June 20, 2019. Rhonda Herman was appointed on April 10, 2019. Linda Lacewell was appointed on June 20, 2019. Kevin Law was appointed on April 10, 2019. Robert W. Linn was appointed on June 20, 2019. Michael Lynton was appointed on April 5, 2019 and resigned on June 4, 2019. David S. Mack was appointed on February 26, 2019. Haeda Mihaltses was appointed on April 10, 2019. Charles G. Moerdler’s term expired pursuant to legislation. Robert J. Mujica, Jr. was appointed on June 24, 2019. Mitchell H. Pally’s term expired pursuant to legislation. Scott Rechler resigned in February 2019. Andrew Saul resigned April 10, 2019. Polly Trottenberg resigned on June 3, 2019. Veronica Vanterpool resigned on December 19, 2019. Peter Ward resigned April 9, 2019. Carl Weisbrod resigned on April 4, 2019.

MTA 2019 Annual Report to the Governor, PAL §2800 94

The MTA Board held eleven (14) meetings in 2019. The following chart sets forth the meetings of the MTA Board and the attendance of each Board Member at those meetings.

Board Meeting Date Number or Board Members in Attendance

January 15, 2019* 12 January 24, 2019 16 February 27, 2019 17 March 27, 2019 15 April 17, 2019 16 May 10, 2019* 14 May 22, 2019 17 June 26, 2019 18 July 24, 2019 19 August 16, 2019* 11 September 25, 2019 17 October 23, 2019 15 November 14, 2019 17 December 18, 2019 16 *January 15, May 10, and August 16 were a Special Board Meetings.

MTA 2019 Annual Report to the Governor, PAL §2800 95

2019 ANNUAL REPORT—SECTION 5

Material Pending Litigation Report

Litigation General General The MTA and its affiliates and subsidiaries maintain extensive property, liability, station liability, force account, construction, and other insurance, which is described in to the Annual Disclosure Statement for the MTA’s Combined Continuing Disclosure Filings. Monetary claims described below may be covered in whole or in part by insurance, subject to the individual retentions associated with such insurance.

The Related Entities also provide accruals in their financial statements for their estimated liability for claims by third parties for personal injury arising from, among other things, bodily injury (including death), false arrest, malicious prosecution, and libel and slander, for property damage for which they may be liable as a result of their operations, and advertising offense, including defamation, invasion of right of privacy, piracy, unfair competition, and idea misappropriation. The estimated liabilities are based upon independent actuarial advice obtained by the Related Entities. However, except in special circumstances and except for the annual judgments and claims budgeted amounts, additional cash reserves are not generally established in an amount equal to the full amount of the accrual.

MTA Lockheed Martin Transportation Security Solutions v. MTA Capital Construction and MTA. MTA is a defendant, along with MTACC, in an action brought in April 2009 by Lockheed Martin Transportation Security Solutions (“Lockheed”) in federal district court in Manhattan. (Lockheed Martin Transportation Security Solutions. v. MTA Capital Construction Company and Metropolitan Transportation Authority.) Lockheed initially sought a judgment declaring that MTA and MTACC were in breach of its contract for furnishing and installing an integrated electronic security (“IESS”) program, and an order terminating Lockheed’s obligations. Following MTA’s

MTA 2019 Annual Report to the Governor, PAL §2800 96

termination of its contract, Lockheed amended its complaint to seek damages for delay and disputed work items ($80 million, later revised to $93 million) or, alternatively, for the alleged “reasonable value of work performed” by Lockheed ($137 million, later raised to $149 million), exclusive of pre-judgment interest, based on its claim that MTA wrongfully terminated the contract. MTA and MTACC are vigorously contesting Lockheed’s claims for money damages and counterclaimed, alleging that Lockheed materially breached the contract and seeking damages which were estimated to be $205,909,468, exclusive of pre-judgment interest. Following the completion of discovery, in July 2013, both MTA and Lockheed moved for partial summary judgment in connection with various claims.

By decision dated September 16, 2014, the court granted in part and otherwise denied each party’s respective motion. With respect to the MTA’s motion, the Court dismissed Lockheed’s claim under a quantum meruit theory, thereby reducing the MTA’s exposure by roughly $50 million, to approximately $94 million (exclusive of pre-judgment interest). Trial commenced on October 6, 2014 and concluded on November 14, 2014. Based on the trial record, MTA reduced its damages claim to $189 million, exclusive of pre-judgment interest. Lockheed’s claim for damages remained the same. Post-trial papers were submitted on November 24, 2014 and the final reply papers were submitted on December 5, 2014. The parties now await the decision of the Court. The final outcome of this action cannot be determined at this time.

In July 2009, Lockheed’s performance bond sureties on the contract commenced a related action in federal district court in Manhattan against Lockheed and the MTA defendants, alleging that they are unable to conclude that the conditions to their obligations under the bond have been satisfied. They seek a declaration of the rights and obligations of the parties under the bond. (Travelers Casualty and Surety Company et. al v. Metropolitan Transportation Authority, et al.). MTA and MTACC answered and counterclaimed against the sureties, seeking damages in connection with the sureties’ violation of their bond obligations in an amount to be determined at trial. The matter was consolidated with the Lockheed action above. In October 2013, the sureties moved for partial summary judgment on their exposure, seeking a reduction of their potential obligation by $5.4 million to account for a progress payment issued by MTA to Lockheed post-default. By decision dated September 15, 2014, the Court denied that motion. The final outcome of this action must await the outcome of the underlying action (Lockheed v. MTA,

MTA 2019 Annual Report to the Governor, PAL §2800 97

discussed above), and cannot be determined at this time.

Actions for Personal Injuries/Property Damage/Workers’ Compensation. As of December 31, 2019, there were approximately 59 actions and tort claims pending against the MTA. These include claims for damages for personal injuries sustained while on duty, including actions under the Federal Employers’ Liability Act (“FELA”), no-fault cases, and other torts. Also, as of that date, there were approximately 425 pending Workers’ Compensation cases.

Transit System Actions for Personal Injuries/Property Damage. As of December 31, 2019, MTA New York City Transit and MaBSTOA had an active inventory of 8,850 personal injury claims and lawsuits and 1,585 property damage matters arising out of the operation and administration of the Transit System. In addition, with respect to the Access-A-Ride (Paratransit) program, as of December 31, 2019, there was an active inventory of approximately 1057 personal injury cases and approximately 232 property damage cases arising out of the operation of vehicles leased to outside vendors that provide Access-A-Ride service. Such Access-A-Ride claims are covered by a commercial automobile policy which in 2017 had policy limits of $3 million per occurrence, subject to a $1 million deductible.

As of December 31, 2019, MTA Staten Island Railway had a pending inventory of 19 claims and lawsuits relating to personal injury and property damage arising from the operations of MTA Staten Island Railway.

Workers’ Compensation and No-Fault. As of December 31, 2019, MTA New York City Transit and MaBSTOA had an active inventory of approximately 14,010 Workers’ Compensation cases and approximately 2,142 no-fault cases. As of December 31, 2019, there were 26 Workers’ Compensation cases for MTA Staten Island Railway, 16 of which, involve employees who have been classified as permanently disabled, entitling the claimants to continuing monthly benefits and payment of future related medical expenses, as well as two death cases.

Actions Relating to the Transit Capital Program. MTA New York City Transit has received claims from various contractors engaged in work on various Transit Capital Program projects. The aggregate amount demanded by all such claimants, if recovered in full, could result in an increase

MTA 2019 Annual Report to the Governor, PAL §2800 98

in the cost of the capital projects that are the subject of such disputes. The capital program contemplates the payment of such claims from project-specific and general program contingency funds, as well as other available monies pledged for capital purposes.

In addition, as previously reported, a lawsuit was commenced in 2016 relating to a specific capital project, captioned Bronx Independent Living Services, et al. v. MTA, et al., challenging the lack of elevator accessibility at Middletown Road Station. MTA and NYCTA were sued by two disabled rights advocacy organizations and two individuals who allege violations of the Americans with Disabilities Act and other legislation, for proceeding with certain construction work at the station without including, in the scope of such work, the installation of elevators or ramps. The complaint seeks declaratory and injunctive relief; no claim for monetary relief is asserted. MTA and NYCTA answered the complaint in September, 2016, and denied any asserted violation of applicable law. In March of 2018, the federal government was granted leave to join the action, and filed an intervenor-complaint, which defendants answered in April of 2018. Fact discovery has been conducted and Plaintiffs’ motion for partial summary judgment was granted by the court in March of 2019. The court held that the alterations made at the Middletown Road station affected the “usability” of the station, thereby triggering the application of the federal DOT regulation set forth in 49 C.F.R. Section 37.43(a)(1). Expert discovery is proceeding relating to the defendants’ principal defense in the action, that installation of an elevator or ramp at the Middletown Road Station as part of a larger renewal project was “technically infeasible” within the meaning of the federal DOT regulations and hence not required. The outcome of the litigation cannot be determined at this time. It should be noted that were plaintiffs to prevail in obtaining an injunction requiring installation of an elevator or ramp at the Middletown Road station, the costs associated with such an injunction would be covered by the NYCT capital plan.

In late April, 2017, two purported class actions relating to subway system accessibility were filed against NYCTA and the MTA by several individuals and advocacy organizations on behalf of persons with disabilities that prevent them from using the stairs in the subway system. The plaintiffs in both cases seek declaratory and injunctive relief, not money damages. The City of New York was also named as a defendant in both cases but was voluntarily dismissed, with a tolling agreement, from the federal class action. In Center for Independence of the Disabled, New York (“CIDNY”), et al. v. MTA, et al. (Southern District of New York), plaintiffs allege, among

MTA 2019 Annual Report to the Governor, PAL §2800 99

other things, that defendants inadequately maintain the existing elevators in the subway system, provide insufficient notice to elevator users about outages, and provide insufficient alternative transportation during elevator outages. These alleged deficiencies are claimed to constitute discrimination in violation of Title II of the Americans with Disabilities Act, Section 504 of the Rehabilitation Act, and the City Human Rights Law. The parties’ cross-motions were submitted on October 11, 2019. In CIDNY v. MTA (Supreme Court, New York County), the same plaintiffs have asserted that defendants, by not having installed elevators in all subway stations in the system, have discriminated against plaintiffs on the basis of their disabilities in violation of the New York City Human Rights Law. Plaintiffs seek injunctive relief that would require implementation of a program to make all subway stations accessible to people who cannot use the stairs due to a disability. Defendants’ motion to dismiss the state court case on the grounds that plaintiffs’ claims are preempted by New York Public Authorities Law §1266(8) and Transportation Law § 15-B, non-justiciable and time-barred was denied on June 5, 2019. The defendants filed an interlocutory appeal, which is scheduled to be argued in March, 2020, but have agreed to proceed with discovery in accordance with the stipulated discovery order of August 1, 2019. The outcome of these two matters cannot be determined at this time.

In May of 2019, another purported class action lawsuit (Forsee, et al. v. MTA, et al.) was filed in federal court (Southern District of New York) challenging the lack of elevator accessibility at all NYC subway stations. MTA and NYCTA are being sued by three named individuals and various advocacy organizations on behalf of people whose disabilities make the use of stairs “difficult, dangerous or impossible.” The complaint alleges violations of the Americans with Disabilities Act and other legislation, for proceeding with certain construction work at stations undergoing renovation without including in the scope of such work the installation of elevators or ramps. The plaintiffs in this matter seek declaratory and injunctive relief. The City of New York was also named as a defendant and has filed a motion to dismiss for lack of jurisdiction. Plaintiffs filed a First Amended Complaint on August 12, 2019 to more sufficiently plead its claims against the City. We have answered the First Amended Complaint and a discovery scheduling order was entered on December 13, 2019 which sets a March 18, 2021 deadline for discovery. In addition, we have filed a motion for judgment on the pleadings with respect to plaintiffs’ ADA claims related to construction work at stations that occurred outside the statute of limitations period.

MTA 2019 Annual Report to the Governor, PAL §2800 100

That motion was fully submitted on January 10, 2020. The outcome of this matter cannot be determined at this time. It should be noted, that similar to the litigation concerning the Middletown Road station above, if plaintiffs prevail in obtaining an injunction requiring installation of an elevator or ramp at every renovated station, the costs associated with such an injunction would be covered by NYCT capital plan.

Other Litigation. As of December 31, 2019, the General Law and Contracts Division had an inventory of approximately 493 cases, consisting of federal and state court plenary litigation actions and special proceedings as well as administrative matters pending before various state, federal and local administrative agencies.

Commuter System Actions for Personal Injuries/Property Damage. As of December 31, 2019, MTA Metro-North Railroad had an active inventory of approximately 427 personal injury claims and lawsuits arising out of the operation and administration of the MTA Metro-North Railroad, of which 237 were the result of claims filed by employees pursuant to the FELA, and approximately 190 were claims filed by third parties. Also, as of that date, there were 5 pending property damage cases. With respect to claims for personal injury arising from the December 1, 2013 derailment of a southbound MTA Metro-North Railroad train north of the Spuyten Duyvil station in the Bronx, MTA Metro-North Railroad has exhausted its self-insured retention of $10 million and FMTAC has reimbursed MTA Metro-North Railroad $50 million. Amounts incurred in excess of the $10 million self-insured retention with respect to such Spuyten Duyvil claims are covered under an all-agency excess liability policy insured by FMTAC for $50 million per occurrence. Additionally, MTA maintains $350 million in liability coverage through the commercial insurance markets that is in excess of the $50 million coverage layer provided by FMTAC.

An incident occurring on February 3, 2015, when a Metro-North Harlem Line train struck an automobile in a highway-rail grade crossing between the Valhalla and Hawthorne stations, is also resulting in assertion of personal injury claims against the railroad. The driver of the automobile and five passengers on the train were killed. A number of passengers, and the train engineer, were injured. The National Transportation Safety Board (NTSB) adopted its report on the causes of the accident on July 25, 2017, finding that the probable cause of the accident was the driver

MTA 2019 Annual Report to the Governor, PAL §2800 101

of the automobile, for undetermined reasons, moving the vehicle on to the tracks while the Commerce Street highway-railroad grade crossing warning system was activated, into the path of Metro-North Railroad train. Contributing to the accident was the automobile driver: (1) stopping beyond the stop line, within the boundary of the highway-railroad grade crossing, despite warning signs indicating the approach to the grade crossing; and (2) reducing the available time to clear the grade crossing by exiting the vehicle after the grade crossing warning system activated because the driver’s attention was diverted by the grade crossing warning system crossing gate arm striking her vehicle. Contributing to the severity of the accident was the third rail penetrating the passenger compartment of the lead passenger railcar and the post- accident fire. While there is no indication from the NTSB’s findings that MTA Metro-North Railroad was at fault in connection with this incident, 37 lawsuits have been filed to date against Metro-North, many of which name other defendants as well. Notwithstanding, MTA Metro- North’s position that it has no responsibility for this incident, if plaintiffs are successful in their claims against the Railroad, damages could exceed the self-insured retention and impact the FMTAC and excess layers of insurance.

As of December 31, 2019, LIRR had an active inventory of approximately 1,760 personal injury claims and lawsuits arising out of the operation and administration of the LIRR, of which 1,303 were the result of claims filed by employees pursuant to FELA, and approximately 457 were claims filed by third parties. Also, there were approximately 50 pending property damage matters.

1. New Hyde Park Collision

On October 8, 2016, while LIRR was conducting track work east of the New Hyde Park Station on track placed out of service, a piece of track equipment derailed fouling live track and was struck by a train carrying passengers, causing the passenger train to derail. Numerous passengers and several employees were injured due to this accident. The Federal Railroad Administration (“FRA”) along with MTA/LIRR conducted investigations into this matter. There has been a total of 72 claims to date related to this accident: 57 were passenger injuries, 8 were employee injuries and the remaining are property damage claims. At this time, 33 lawsuits have been filed against MTA/LIRR. To date, LIRR has paid out the entire $11M FMTAC Force Account retention limit in

MTA 2019 Annual Report to the Governor, PAL §2800 102

expenses and settlements. $6.1M has already impacted the excess layers of insurance. Currently there are 21 open lawsuits and $2.3M in outstanding expense and settlement reserves. The derailment caused damage to three passenger cars, the track area and the track equipment involved. The FRA has concluded an investigation, and a report has been issued.

2. Atlantic Terminal Bumper Block Strike An incident occurred on January 4, 2017, when an LIRR Far Rockaway Line train struck a bumper block in the Atlantic Terminal-Brooklyn Station. This incident resulted in 173 injury claims to date, which includes 11 employee FELA claims. To date, 122 claims have been put into suit. A recent defense counsel review of the open lawsuits relating to this matter revealed eight matters with a settlement value of approximately $1.75M each. To date, LIRR has paid out $4.3 in expenses and settlements. Current outstanding reserves are $20M. If plaintiffs are successful in their claims against LIRR, damages will impact FMTAC excess layers of insurance. The NTSB conducted an investigation and issued a Special Investigation Report at the NTSB Public Meeting of February 6, 2018.

Actions Relating to the Commuter Capital Program. From time to time, LIRR and MTA Metro- North Railroad receive claims relating to various Commuter Capital Program projects. In general, the aggregate amount demanded by all such claimants, if recovered in full, could result in a material increase in the cost of the capital projects that are the subject of such disputes. The capital program contemplates the payment of such claims from project-specific and general program contingency funds, as well as other available moneys pledged for capital purposes.

In May 2019, a lawsuit (Self Initiated Living Options, Inc. et al. v. MTA et al.) was filed in federal court (Southern District of New York) challenging the lack of elevators and restroom accessibility at Amityville, Copiague, and Lindenhurst stations. MTA, LIRR, Patrick Foye, and Phillip Eng were sued by a disability rights organization and several individuals who alleged that the defendants violated the Americans with Disabilities Act and other statutes when LIRR replaced the escalators at these stations without installing elevators or making the restrooms accessible. The class action seeks declaratory and injunctive relief; no claim for monetary relief (other than attorneys’ fees and costs) is asserted. The defendants answered the complaint in 2019 and denied any asserted violation of applicable law. LIRR recently advised plaintiffs’ counsel that it obtained, as part of the 2020-2024 Capital Plan, funding to make the stations accessible. The parties have entered MTA 2019 Annual Report to the Governor, PAL §2800 103

into settlement discussions, which include details of the accessibility plan. Assuming that the matter cannot be settled, the outcome of the litigation cannot be determined at this time. Any expense associated with this matter would largely be an expense included within the capital program.

MTA Bridges and Tunnels Actions for Personal Injuries/Property Damage. As of December 31, 2019, MTA Bridges and Tunnels had an active inventory of approximately 115 personal injury claims and lawsuits (including intentional torts such as false arrest) and approximately 26 property damage matters arising out of the operation and administration of the MTA Bridges and Tunnels facilities (including construction).

Workers’ Compensation and No-Fault. As of December 31, 2019, MTA Bridges and Tunnels had an active inventory of approximately 509 Workers’ Compensation cases and no no-fault cases.

Actions Relating to MTA Bridges and Tunnels’ Capital Program. From time to time, MTA Bridges and Tunnels receives claims relating to various MTA Bridges and Tunnels’ Capital Program projects. In general, the aggregate amount demanded by all such claimants, if recovered in full, could result in a material increase in the cost of the capital projects that are the subject of such disputes. The capital program contemplates the payment of such claims from project-specific and general program contingency funds, as well as other available moneys pledged for capital purposes.

Other Litigation Farina, et al. v. MTA, TBTA, et al. – A putative class action lawsuit (Farina v. MTA, TBTA, Transworld Systems, Inc., and Conduent, Inc.) was filed in the U.S. District Court for the Southern District of New York on February 16, 2018 and assigned to U.S. District Judge Naomi Reice Buchwald. TBTA and MTA were served on February 21, 2018. The representative plaintiff in the Farina case alleged that the $100 violation fee allegedly imposed for each toll violation at TBTA bridges and tunnels is excessive and that the fee policies, practices, and collection methods are illegal and unconstitutional. Putative class action lawsuits were also filed by the same plaintiffs’ counsel in the same federal court on February 20, 2018 (Gardner v. MTA, TBTA, The Port Authority of New York and New Jersey, AllianceOne Receivables Management, Inc. and Conduent) and on MTA 2019 Annual Report to the Governor, PAL §2800 104

March 5, 2018 (Troiano v. MTA, TBTA, The Port Authority of New York and New Jersey, New York State Thruway Authority, Transworld Systems, Inc., AllianceOne Receivables Management, Inc. and Conduent). TBTA and MTA were served in Gardner on March 6, 2018 and in Troiano on April 6, 2018. The allegations regarding TBTA and MTA were substantially the same in all three actions, except that Gardner and Troiano also alleged that $50 violation fees are excessive and improper. On April 16, 2018, the court consolidated the three cases into one case and on April 30, 2018 plaintiffs filed one consolidated complaint (Farina, Gardner, Troiano, Ritchie, and Rojas v. MTA, TBTA, The Port Authority of New York and New Jersey, New York State Thruway Authority, Transworld Systems, Inc., AllianceOne Receivables Management, Inc., Linebarger Goggan Blair & Sampson, LLP and Conduent, Inc.). The consolidated complaint included plaintiffs Farina, Gardner, and Troiano as well as two additional plaintiffs, Ritchie and Rojas, whose alleged claims also arise from the assessment of $50 and $100 violation fees.

On July 26, 2018, Judge Buchwald granted the defendants’ request seeking leave to move to dismiss plaintiffs’ consolidated amended class action complaint. On September 13, 2018, the Court granted a Stipulation between plaintiffs and Conduent, Inc. substituting Conduent, Inc. for the correct party, Conduent State & Local Solutions, Inc. On August 30, 2018, plaintiffs dismissed their claims against Transworld Systems, Inc., AllianceOne Receivables Management, Inc., and Linebarger Goggan Blair & Sampson, LLP, as well as certain causes of action against the remaining defendants. On September 14, 2018, TBTA and MTA filed their Motion to Dismiss; in their October 22, 2018 Opposition, plaintiffs voluntarily dismissed all claims against MTA. The remaining defendants also filed Motions to Dismiss.

On January 7, 2019, we received notice that the case was being reassigned from Judge Buchwald to Judge P. Kevin Castel. Judge Castel issued his Opinion and Order on August 21, 2019. In the Order, Judge Castel dismissed all claims against each defendant with the exception of plaintiff Troiano’s Eighth Amendment excessive fines claim and her unjust enrichment claim against TBTA, noting that Troiano’s allegations sufficed at the pleading stage to survive a motion to dismiss. The Court held an Initial Pretrial Conference on September 16, 2019, during which the Court bifurcated discovery (initially limited to merits issues relating to Troiano) Following the Initial Pretrial Conference, Plaintiff’s counsel filed a Motion for Leave to File an Amended Complaint. The proposed Amended Complaint reintroduces Mirian Rojas and includes two new potential

MTA 2019 Annual Report to the Governor, PAL §2800 105

plaintiffs, Brian Owens and Koriszan Reese. Each alleges Eighth Amendment and unjust enrichment claims against TBTA. Rojas and Reese also allege Eighth Amendment claims against the Port Authority of New York and New Jersey (PANYNJ). The parties have completed briefing on the Motion for Leave and we await a decision on the motion. Meanwhile, the parties continue to proceed with discovery, exchanging discovery requests and objections and responses. In that regard, on February 3, 2020, the Court entered a Stipulated Protective Order and Confidentiality Agreement, and on February 12, 2020, the Court entered a Revised Case Management Plan and Scheduling Order, extending the initial discovery period to March 20, 2020 for fact discovery and depositions; the expert discovery period runs through May 8, 2020; and the Case Management Conference was rescheduled to April 13, 2020.

Vincent Feliciano, et al. v. MTA and TBTA - This putative collective class action, alleging violations of the Fair Labor Standards Act (“FLSA”) by TBTA and MTA, was brought by Bridge and Tunnel Sergeants and Lieutenants Vincent Feliciano, Diana Longa, Greg Devaney, Peter Roness, and Carlo Tagliavia, on behalf of themselves and others similarly situated. They allege that they regularly perform pre-shift and post-shift work without compensation; there is a time-shaving policy that automatically rounds officers’ check-in times up to their scheduled tour; supplemental pay, including differentials and bonuses, are not included in the regular rate of pay when calculating overtime; and that the payment of overtime and other wages is delayed. TBTA has filed an answer with appropriate affirmative defenses. On July 3, 2018, TBTA participated in a mandatory settlement conference at the Southern District Court of New York before Magistrate Judge Barbara Moses. On August 17, 2018, U.S. District Court Judge Vernon Broderick conditionally certified a collective of all current and former TBTA Sergeants and Lieutenants from three years prior, and 169 total TBTA Sergeants and Lieutenants have joined the case as opt-in plaintiffs. Fact depositions and fact discovery, excluding expert discovery, was completed as of June 28, 2019. The parties then requested a stay of all deadlines pending the outcome of mediation. The case was mediated before Martin Scheinman and settled on December 11, 2019 for a total of $5.4 million subject to Court approval. The parties filed a joint request to approve the FLSA settlement by February 21, 2020 and are awaiting a hearing for settlement approval by the court.

MTA Bus

As of December 31, 2019, MTA Bus had an active inventory of approximately 985 personal injury MTA 2019 Annual Report to the Governor, PAL §2800 106

claims and lawsuits, approximately 992 property damage matters, approximately 463 no-fault cases arising out of the operation and administration of the MTA Bus System, and approximately 1022 Workers’ Compensation cases.

Metropolitan Suburban Bus Company (1)

Matter of Adams v. MTA et al. This pending Article 75 petition by almost 200 former LI Bus employees who were members of TWU Local 252 seeks to compel arbitration pursuant to various "Section 13(c) agreements" attached to grants that were used for LI Bus. (See 49 U.S.C. §5333(b) ("Employee protective arrangements"), which provides that such agreements shall be entered into as a condition of certain federal financial assistance and shall provide, inter alia, "the protection of individual employees against a worsening of their positions related to employment.”) The petition, which was filed in June 2013, names MTA, LI Bus, Nassau County and Veolia Transportation, which is now running bus service for Nassau County, as respondents and claims that the petitioners were either dismissed on the termination of the Lease and Operating Agreement between LI Bus and Nassau County or hired by Veolia at lower pay and therefore are entitled to arbitrate their claims and to Section 13(c) displacement benefits, which extend for six years from the time of displacement. MTA and LI Bus answered the petition, asserting various defenses. By decision filed October 27, 2014, the court granted petitioners’ motion to compel final and binding arbitration before the American Arbitration Association. Respondents MTA and LI Bus appealed. By decision and order dated August 1, 2017, the Appellate Division, First Department upheld the lower court’s decision. We cannot determine the final outcome of the matter at this time.

Actions for Personal Injuries/Property Damage. As of December 31, 2019, MTA Long Island Bus had an active inventory of 15 personal injury claims and lawsuits, and 0 property damage matter arising out of the operation and administration of MTA LI Bus.

Workers’ Compensation and No-Fault. As of December 31, 2019, MTA Long Island Bus had approximately 34 Workers’ Compensation cases and 1 open no-fault claims.

(1) The MTA subsidiary Metropolitan Suburban Bus Authority discontinued its provision of transportation services at the end of 2011. Its activities are limited to the winding up of its affairs. MTA 2019 Annual Report to the Governor, PAL §2800 107