Metropolitan Transportation Authority 2015 Annual Report Pursuant to New York Public Authorities Law Section 2800
MTA 2015 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 13 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 22 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 30 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 37 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 47 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 52
Capital Program Progress 54 Funding Received Through December 31, 2015 Capital Program Progress, 1982-2015 Capital Program Progress, 2015
New York City Transit (Subways) 56 Major 2015 Commitments Major 2015 Completions
MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company) 60 Major 2015 Commitments Major 2015 Completions
Long Island Rail Road 62 Major 2015 Commitments Major 2015 Completions
Metro-North Railroad 68 Major 2015 Commitments Major 2015 Completions
MTA Bridges and Tunnels 72 Major 2015 Commitments Major 2015 Completions
MTA Capital Construction 74
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 77
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 84
General Note The MTA Transit System Commuter System MTA Bridges and Tunnels MTA Bus MTA Long Island Bus
Accompanying 2015 Documents
The Following Reports Are Attached
Financial Reports All Agency and Board Codes of Ethics Asset and Service Report 2015 Compensation Schedule and Biographical Information Reports Bond Rating Reports Consolidated Financial Statements Governance Principles and By-Laws Grant Report 2015 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
2015 ANNUAL REPORT—SECTION 1 Operations and Performance
Performance
This section of the Annual Report summarizes ridership and other performance data for the twelve-month period ending December 31, 2015. (See also, the “Mission Statement, Measurement, and Performance Indicator Report,” Public Authorities Law Sections 1269-f and 2824-a.)* While ridership on the subways and railroads of the Metropolitan Transportation Authority (MTA) rose to record levels in 2015, bus ridership declined by around 2.1 percent. As a result, overall ridership on MTA subways, buses, and railroads remained just over 2.72 billion trips, roughly the same as the previous year. At 1.76 billion rides, New York City Transit (NYCT) Subway saw its highest ridership levels since 1948, with some lines running near peak levels through much of the day. Traffic on MTA Bridges and Tunnels rose 4.0 percent in 2015 to a record 297.9 million crossings.
In addition to regular operations and the 2015 agency initiatives, covered in Section 2 of this report, the MTA achieved several historic milestones in 2015. Ten months after the opening of the Fulton Center in November 2014, the mile-long 7 Line Extension saw its ribbon-cutting ceremony in September 2015, bringing subway service for the first time to Manhattan’s Far West Side. The new 34th Street-Hudson Yards Station is the 469th station in New York’s subway system, and the first new station since 1989. Both MTA commuter railroads, the Long Island Rail Road (LIRR) and Metro-North Railroad (Metro-North), saw record ridership in 2015, totaling over 174 million MTA rail customers, while at the same time achieving the best records of mechanical performance in their respective histories. Both railroads moved forward with the implementation of Positive Train Control (PTC) systems, a major step towards state-of-the-art rail control. All of the MTA transportation agencies continued major “Recovery and Resiliency” projects in 2015 to repair damage from Superstorm Sandy and to fortify the MTA infrastructure
* Because of the timing of the “Mission Statement,” the performance data in that report are subject to subsequent reconciliation and adjustment as data is finalized by each agency over the course of the year. For that reason, some of the data reported in the “Mission Statement” have been adjusted in this report to reflect the most recent 2015 performance data, as of March 15, 2016.
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against future severe-weather events. Those projects are identified in Section 3 of this report, along with other major 2015 Capital Program commitments and completions.
On October 28, 2015, the MTA Board approved a revised 2015-2019 Capital Program. The proposed program totals $29.0 billion, which is nearly 10 percent less than the initial plan approved by the Board in 2014. The largest capital investment in the history of the MTA system, the proposed 2015-2019 Capital Program includes $21.6 billion in core investments for MTA subways, buses, and railroads; $4.5 billion for the Second Avenue Subway, East Side Access, and Penn Station Access; and $2.9 billion for MTA Bridges and Tunnels. The MTA Capital Program is discussed further in Section 3 of this report, and the complete proposed 2015-2019 Capital Program, with detailed project spending and revenue sources, is available on the MTA website at mta.info/capital.
Reported in Section 1 below are the 2015 performance measurement results for each of the principal MTA agencies providing subway, bus, commuter rail, and bridge-and-tunnel crossing services. Please note that as part of its public transparency initiatives, the MTA regularly updates Performance Dashboards posted on its website at www.mta.info, under the heading “About the MTA,” allowing the public to track MTA performance by agency on a monthly basis. The Dashboards display key indicators for MTA New York City Transit (NYCT) subways, buses, and paratransit services; MTA Long Island Rail Road (LIRR); MTA Metro-North Railroad (Metro-North); MTA Bus Company (MTA Bus); and MTA Bridges and Tunnels. Performance in all categories is measured monthly and compared to published goals. Because MTA performance indicators are regularly updated, some of the data reported here may be subject to later adjustment and reconciliation.
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New York City Transit—2015 Performance
Ridership on NYCT Subways surpassed last year’s record by more than 11 million riders, reaching over 1.76 billion rides in 2015, with several lines running near “rush hour” levels throughout much of the day. Ridership exceeded 6 million on 49 weekdays in 2015, up from 29 weekdays in 2014. This represents the highest annual subway ridership in New York City since the 1940s.
NYCT Subways continued to repair damage from Superstorm Sandy and harden the system against extreme weather. Significant progress was made towards the reconstruction of the South Ferry Terminal (1 Line), while rehabilitation of the Cranberry Tube (A,C Lines) and the 53rd Street Tube (E,M Lines) kicked off with weekend work. Also in 2015, NYCT Subways continued implementation of its highly effective FASTRACK program, which schedules nighttime shutdowns on subway line segments for faster, safer, and more comprehensive repairs and maintenance.
NYCT Bus ridership decreased by about 2.5 percent from the previous year, due in part to the March 2015 fare increase. Despite a significant number of over-age buses, the mean distance between failures (MDBF) increased by 9.4 percent, while the percentage of trips completed remained constant at 99.0 percent. Both “MTA Bus Trek,” used by dispatchers, and “MTA Bus Time” for customers are fully operational on all bus routes, providing “real-time” bus information, with free, downloadable Android and iOS apps for MTA Bus Time. New Select Bus Service (SBS) routes were launched in 2015 to provide faster service and transit links on the busy Manhattan M86 and Queens/Bronx Q44 corridors.
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Performance Key
New York City Transit At or above target Below target by less than 5% Below target by 5% or more
Change 2015 Target 2015 Actual from Target Service Indicators
On-Time Performance - Subways 75.0% 69.6% -5.4%
Wait Assessment - Subways 80.7% 77.4% -3.3%
Elevator Availability - Subways 96.5% 96.5% 0.0%
Escalator Availability - Subways 95.2% 94.3% -0.9%
Total Ridership – Subways 1,777,356,000 1,762,565,419 -0.8%
Mean Distance Between Failures – Subways (miles) 150,000 131,325 -10.1%
Mean Distance Between Failures - Staten Island Railway 80,000 52,947 -34.2% (miles)
On-Time Performance - Staten Island Railway 95.0% 95.3% 0.3%
% of Completed Trips - NYCT Bus 99.0% 99.0% 0.0%
Total Paratransit Ridership - NYCT Bus 9,742,955 8,828,545 -9.4%
Bus Passenger Wheelchair Lift Usage - NYCT Bus 1,345,215 1,454,543 8.1%
Total Ridership - NYCT Bus 675,528,817 650,652,440 -3.7%
Mean Distance Between Failures - NYCT Bus (miles) 4,531 4,618 1.9%
Safety Indicators
Customer Injury Rate – Subways (per million) 2.57 2.58 0.4%
Customer Accident Injury Rate - NYCT Bus (per million) 1.12 1.23 9.8%
Collisions with Injury Rate - NYCT Bus (per million miles) 6.31 6.68 5.9%
Employee Lost-Time and Restricted-Duty Rate (per 100 3.21 3.53 10.0% employees)
Note: MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2015 “Mission Statements” PAL §1269-f report and earlier documents.
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Long Island Rail Road—2015 Performance
The Long Island Rail Road (LIRR) experienced record-breaking ridership in 2015 with 87.6 million customers, a 2.1-percent increase over the previous year. This surpasses the recent record of 87.4 million set in 2008 and marks the railroad’s highest annual ridership since 1949. A steadily improving economy and LIRR’s popular service to Barclays Center in Brooklyn contributed to the increase.
LIRR also improved its overall fleet reliability for the 16th year in a row, as measured in “mean distance between failures” (MDBF). The fleet average of 208,383 MBDF in 2015 represented a 2,000-mile improvement over the previous year, achieving the railroad’s highest rate of mechanical reliability since recordkeeping began in 1981.
LIRR’s “Mail&Ride” program marked its 40th year of operation in 2015 with an anniversary event and customer giveaways at Penn Station. Some 40,000 Mail&Ride customers enjoyed automatic home delivery of their monthly tickets during the year. Customers who chose to add an unlimited MetroCard option to their monthly LIRR ticket saved 2 percent off the regular LIRR fare.
Service enhancements during 2015 included: additional weekend train service between Babylon and Patchogue; two additional weekend trains on the Oyster Bay Branch; and increased Brooklyn service for customers attending events at the Barclays Center. LIRR also added extra trains for Pope Francis' visit to New York in September 2015, including eight additional westbound trains to Penn Station for the Papal Mass at Madison Square Garden, along with extra eastbound trains on standby following the mass.
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Performance Key
Long Island Rail Road At or above target Below target by less than 5% Below target by 5% or more
Change from 2015 Target 2015 Actual Target
Service Indicators
On-Time Performance 94.0% 91.6% -2.4%
Elevator Availability 96.0% 98.5% 2.5%
Escalator Availability 95.0% 97.9% 2.9%
Total Ridership 86,574,978 87,648,046 1.2%
Mean Distance Between Failures (miles) 176,000 208,383 18.4%
Safety Indicators
Customer Injury Rate (per million) 5.64 5.61 0.5%
Employee Lost-Time and Restricted-Duty 2.85 3.62 27.0% Rate (per 200,000 worker hours)
Note: MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2015 “Mission Statements” PAL §1269-f report and earlier documents.
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Metro-North Railroad—2015 Performance
Metro-North’s systemwide “on-time performance” (OTP) for 2015 totaled 93.5 percent, up from 91.5 percent in 2014 and above the railroad’s goal of 93 percent. The Harlem Line performed at 94.3 percent OTP, the Hudson Line at 94.2 percent OTP, and the New Haven Line at 92.6 percent OTP.
The railroad attained a record “mean distance between failures” (MDBF) of 199,838 miles in 2015. This improves upon the 2014 MDBF by more than 50,000 miles, and beats the railroad’s goal of 185,000 miles. Contributing factors included the performance of the new M8 fleet on the New Haven Line and aggressive car and locomotive maintenance programs. (See also, Operations/Technology Initiatives) This improved performance also resulted in a 99.6-percent “consist compliance rate,” which refers to the percentage of cars in service every day providing seats for customers.
The railroad overcame several major challenges to service delivery in 2015. These included: extreme weather in the first quarter; aggressive track inspections and maintenance requiring temporary speed restrictions; a grade-crossing accident in Valhalla, NY, that adversely affected service for several days; the replacement of the CP6 interlocking on the Hudson Line, requiring significant schedule modifications; ongoing catenary replacement on the New Haven Line; and three Friday-night service restrictions on the Hudson Line to accommodate construction of the New NY Bridge.
West-of-Hudson OTP totaled 94.8 percent, a slight decrease from 95.4 percent the previous year, due largely to the extreme winter weather in February of 2015.
Total rail ridership reached a record high of 86.1 million rides in 2015. This was 1.6 percent higher than the previous year, representing 1.38 million additional rides with growth in all ridership categories. East-of-Hudson ridership increased 1.6 percent, representing 1.3 million additional rides. Individual lines also set ridership records. The New Haven Line jumped by 1.8 percent to 40.3 million rides; the Harlem Line rose 1.4 percent to 27.5 million; and the Hudson Line increased 1.2 percent to16.4 million rides.
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West-of-Hudson rail ridership increased 4.9 percent, representing 80,000 additional rides. Additionally, ridership on Metro-North connecting services increased by roughly 3.8 percent to 556,000 rides. This brings Metro-North’s combined systemwide ridership to 86.6 million in 2015, representing a 1.6-percent overall increase and 1.4 million additional rides over the previous year.
Performance Key
Metro-North Railroad At or above target Below target by less than 5% Below target by 5% or more
Change from 2015 Target 2015 Actual Target
Service Indicators
On-Time Performance (East of Hudson) 93.0% 93.5% 0.5%
On-Time Performance (West of Hudson) 95.5% 94.8% -0.7%
Elevator Availability 98% 99.7% 1.7%
Escalator Availability 93% 97.1% 4.1%
Total Ridership (includes Connecting Services) 87,100,000 86,574,168 -0.6%
Mean Distance Between Failures (miles) 185,000 199,838 7.7%
Safety Indicators
Customer Injury Rate 2.80 4.27 52.5%
Employee Lost-Time and Restricted-Duty Rate 2.00 2.49 24.5%
Note: MTA performance data are subject to periodic adjustment. Some data may have been updated subsequent to the 2015 PAL §1269-f report and earlier documents.
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MTA Bus Company—2015 Performance
Total ridership on MTA Bus decreased by 0.1 percent in 2015 and was 0.3 percent below target. Weather conditions experienced during the year suppressed bus ridership, contributing to the slight decrease.
The bus fleet’s “mean distance between failures” (MDBF) was 5,741 miles in 2015, a 7.0- percent increase from the previous year. MTA Bus continues to manage a population of over-age buses that pose a challenge for operations. A number of these buses will be replaced in 2016 under the 2010-2014 Capital Program. The “percentage of trips completed,” which depends on both vehicle and operator availability, increased slightly, from 98.2 percent in 2014 to 98.7 percent in 2015.
The agency experienced an increase in the “collisions with injury” rate in 2015. Throughout the year, 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. In 2015, the Vision Zero II “Eye on Safety” eight- hour training program was expanded to include all bus operators. With this expanded program, the agency expects to achieve improved outcomes in 2016.
In a joint agreement with all labor unions, MTA Bus continues to emphasize a “zero-tolerance” policy on cell phone and electronic device usage by all bus operators while operating a bus. In another joint agreement with these labor unions, MTA Bus has established a process for bus operators who receive speed camera violations whereby discipline is applied and the bus operators are required to pay the fine. In addition, the agency recently negotiated an “Accident Review System” (ARS) with bus operators in the TWU Local 100 and intends to continue negotiating with the remaining MTA labor unions.
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Performance Key
MTA Bus Company At or above target Below target by less than 5% Below target by 5% or more
Change 2015 Target 2015 Actual from Target Service Indicators
% of Completed Trips 99.4% 98.7% -0.7%
Bus Passenger Wheelchair Lift Usage 65,101 75,911 16.6%
Total Ridership 125,812,485 125,399,522 -0.3%
Mean Distance Between Failures (miles) 5,621 5,741 2.1%
Safety Indicators
Customer Accident Injury Rate (per million) 0.84 1.09 29.8%
Collisions with Injury Rate (per million 5.39 5.68 5.4% miles)
Employee Lost-Time Rate (per 100 6.35 7.02 10.6% employees)
Note: MTA performance data are subject to final audit. Some data may have been updated subsequent to the 2015 “Mission Statements” PAL §1269-f report and earlier documents.
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Bridges and Tunnels—2015 Performance
In 2015, MTA Bridges and Tunnels achieved its highest-ever level of E-ZPass usage, with 85.7 percent of daily crossings now paid electronically. Since the 2012 implementation of cashless tolling at the Henry Hudson Bridge (HHB), motorists have been able to drive through any of the bridge’s toll lanes without stopping, making crossing the facility faster for all of its customers. For drivers without E-ZPass, an image is taken of the license plate and a “Tolls by Mail” invoice is mailed to the vehicle’s registered owner. In 2015, 93.8 percent of crossings at the HHB were processed through E-ZPass and 6.2 percent were Tolls by Mail transactions.
In December 2014, after the successful completion of an All-Electronic Tolling (AET) pilot project at HHB, the agency proceeded with plans for gantry-based Open Road Tolling (ORT) at that facility. Because ORT toll collection equipment is mounted on overhead gantries, ORT eliminates toll plazas, allowing motorists to cross the bridge without slowing for toll lanes and improving customer travel time. Since ORT eliminates the need for additional lanes to process cash tolls, it also eliminates the post-toll merge, thereby enhancing customer safety. ORT is planned to be operational at HHB by mid–2017. When in place, it will also reduce the duration and cost of the reconstruction of the upper and lower plaza structures.
Following this successful pilot program, Bridges and Tunnels has launched a second pilot project at the Cross Bay and Marine Parkway bridges to assess the feasibility of an AET system at facilities with truck traffic. Unlike the pilot project at HHB, this new project will focus on processing images of commercial license plates, especially truck plates, which may be mounted and identified in a variety of ways. It is anticipated that both facilities will be up and running in AET mode by the close of 2016. This initiative will provide smoother and safer passage for all vehicles travelling across these bridges.
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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
Change 2015 Target 2015 Actual from Target Service Indicators
Total Traffic 283,517,751 297,947,451 5.1%
Safety Indicators
Collisions with Injury Rate (per million vehicles) 0.87 0.96 10.3%
Employee Lost-Time Rate (per 200,000 work hours) 5.70 4.80 15.8%
Note: MTA performance data are subject to final audit. Some data may have been updated subsequent to the 2015 “Mission Statements” PAL §1269-f report and earlier documents.
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2015 ANNUAL REPORT—SECTION 2 Accomplishments and Initiatives
Customer Service Initiatives
Interagency—Customer Service Initiatives
. Delivered 24/7 MTA news and information to customers, news organizations, and the general public through a variety of media, including press briefings, press releases, and press conferences; real-time feeds to social media such as Twitter, Tumblr, and Facebook; and the MTA’s YouTube Channel, which archived over 1000 public videos and added 120 new videos in 2015, including MTA Board meetings. The channel has 8,360 subscribers and 5.9 million views. In addition, MTA Arts & Design increased its social-media presence to nearly 232,000 “followers” across all platforms.
. Installed ten new “Percent for Art” projects throughout the MTA system including: metal artworks at three stations on the Liberty (A) Line in Queens; four glass, mosaic, and metal artworks on the Pelham (6) Line in the Bronx; a mosaic artwork at LIRR Massapequa; a glass artwork at LIRR Wyandanch parking facility; and a stainless steel artwork at Metro- North’s North White Plains parking facility.
. Unveiled a monumental new glass mosaic artwork in 2015 by artist Xenobia Bailey at the new 34th Street-Hudson Yards Station, with full opening ceremonies and excellent press coverage.
. Continued the acclaimed MTA Arts & Design program of commissioned artworks, with 49 art projects now in planning or fabrication. One of the recently selected artists, Ann Hamilton, whose work has been commissioned for the Cortlandt Street Station on the No. 1 Line, was awarded the National Medal of Arts from President Barack Obama in 2015.
. Received two “2015 Year in Review” awards from Public Arts Network/Americans for the Arts for two major MTA Arts & Design projects at the recently opened Fulton Center. The awards, which cite the nation’s “best public art” of the year, recognized “Sky Reflector- Net,” the Fulton Center’s sculptural oculus by James Carpenter Design Associates,
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Grimshaw Architects, and ARUP, and "New York Minute," a digital artwork by Gabriel Barcia-Colombo, the inaugural work in a new digital arts program by MTA Arts & Design.
. Carried out several special events in conjunction with MTA’s ongoing poetry and graphic arts programs. MTA’s “Poetry in Motion” presented a full-day poetry event at Fulton Center with the Poetry Society of America and the New York Poet Laureate Marie Howe. The MTA “Graphic Arts Program” received a 2015 silver medal from the Society of Illustrators and organized an exhibit at the society’s gallery featuring more than 150 pieces of MTA- commissioned graphic artworks.
. Presented over 7,000 individual musical performances in 2015 through Arts & Design’s “Music Under New York” program. The program also coordinated with Lincoln Center for a special day of subway music performances, culminating at Lincoln Center, to celebrate the 100th birthday of jazz legend Billy Strayhorn, composer of “Take the A Train.”
. Provided marketing for the completion of the NYCT Subways 7 Line Extension; the “grand opening” of the new 34th Street-Hudson Yards Station, the first new NYCT subway station in over two decades; and the introduction of Select Bus Service (SBS) to the Q44 route between the Bronx and Queens.
. Doubled average weekly enrollment in the EasyPayXpress MetroCard program through a card redesign, external marketing, and direct outreach to students.
. Redesigned the subway system’s in-station Neighborhood Maps in collaboration with the NYC Department of Transportation (NYCDOT) to ensure accuracy and consistency.
NYC Transit (Subways)—Customer Service Initiatives
. Completed the 7 Line Extension, the 1.5-mile system extension that introduces the first subway service to Manhattan’s Far West Side. The new 34th Street-Hudson Yards Station is fully ADA-compliant. It includes, among other innovative features: state-of-the-art inclined elevators; climate-controlled platforms; high-end stainless-steel and granite finishings; 24 large-scale digital screens; and the system’s longest column-free station platform.
. Continued expansion of “On The Go” interactive kiosks to 169 units at 31 subway stations in 2015. The kiosks provide real-time customer information alongside commercial displays. Installation of an additional 180 kiosks was approved by the MTA Board in 2015, to begin
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in the first quarter of 2016. Reaching an average 1.55 million riders daily, the program is one of the largest transit digital screen networks in the U.S. (See also, Operations/Technology Initiatives)
. Continued installation and upgrading of “Help Point” devices, with more than 1,500 units installed in 252 subway stations by the end of 2015. In addition to incident reports and travel directions, customers can now get assistance with MetroCard claims, complaints, requests, and more. In 2015, activity at the Help Point Travel Information Call Center (TIC) included 2,054 MetroCard claims, 34,490 travel itineraries, and 186 incident reports. Software upgrades continue to incorporate new services and options.
. Introduced new platform-control staff to help reduce train “dwell times” at major stations along the 6, 7, A/C, and F lines caused by increased ridership and station crowding. Also introduced additional “step aside boxes” at the 51st Street and 59th Street stations on the Lexington Line to expedite passenger loading. Finally, NYCT is analyzing whether it can revise the automated car announcements to help speed door closings. (See also, Safety/Security Initiatives)
. Expanded Wi-Fi connections to nearly two-thirds of stations, both underground and above ground, enabling the use of customers’ mobile devices. In addition, station agents equipped with “live” tablets can now offer customers a higher level of service, including real-time service updates, route planning, elevator and escalator availability, MetroCard fare calculations, and more. (See also, Safety/Security Initiatives)
. Expanded an Oracle-based “Customer Relations Management” (CRM) system, headed by NYCT in partnership with other MTA agencies. The CRM system manages customer emails, phone calls, letters, and social media correspondence within agencies and across the MTA. The system was expanded to seven more NYCT divisions in 2015. Enhancements included new credit-card security features, a CRM mobile device interface, and the ability for customers to attach video/audio files. (See also, Operations/Technology Initiatives)
. Completed installation of 271 “Path Through History” signs in 148 subway stations. Introduced by Governor Cuomo, this statewide program identifies historically and culturally significant sites throughout New York State with a distinctive logo and signage. In addition to providing NYCT customers with cultural information, the program helps
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promote tourism and economic development in communities throughout the MTA travel region.
. Undertook a number of steps to expedite subway service and reduce system delays. These included: additional staff to reduce the backlog of structural, power distribution, and track defects; a 12.7-percent increase in the level of track cleaning; additional platform staff at crowded stations; increased subway service on the 2, 7, L, and M lines; and an array of improvements and operational adjustments on the A/C lines based on a comprehensive review of ridership levels and other conditions on those lines.
MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Customer Service Initiatives
. Expanded the Select Bus Service (SBS) to provide faster, more reliable service on the busy Manhattan M86 and Queens/Bronx Q44 routes.
. Extended the Traffic Signal Priority (TSP) project to four additional SBS routes (S79, B46, B44, and Bx41) in addition to the M15 corridor. TSP signals real-time bus locations to the New York City Department of Transportation (NYCDOT) Traffic Management Center, which controls traffic lights along these corridors, making bus service faster and more reliable.
. Implemented a number of route changes based on community requests and changes in traffic flow. These included adjustments on the BxM2, QM2, QM3, and QM20 bus routes based on community feedback; the addition of a BxM1 bus stop to accommodate a growing market in Inwood; and cooperation with NYCDOT to relocate bus stops and improve safety at an intersection in South Ozone Park.
. Deployed a new MTA-branded Android mobile app, featuring time-based predictions, to supplement web and mobile access to “MTA Bus Time.” The Bus Time system now extends to all MTA bus routes and divisions systemwide, with both iPhone and Android access.
. Continued to monitor and improve customer experience through the position of the MTA Bus “Customer Advocate,” whose functions include development of bus customer programs, onboard communications, public media programs, and interaction with advocacy groups.
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. Continued to expand and improve services for “Access-A-Ride” (AAR) customers. In addition to the “Interactive Voice Response” (IVR) system and the “Manage My Trips” (MMT) web app, paratransit has established a pilot Twitter account to disseminate AAR messages and receive comments. In addition, paratransit worked on a number of 2015 initiatives with NYCDOT, the Port Authority, the NYPD, and other public agencies to expand taxi-limo access, public seating, security clearances, emergency preparations, and other services for paratransit customers.
Long Island Rail Road—Customer Service Initiatives
. Completed renovations at the Smithtown Station as part of the LIRR’s state-of-good-repair program to modernize station facilities systemwide. Work included new exterior siding and rehabilitated restrooms, along with oak wainscoting, crown moldings, new doors and windows, new flooring, radiant heating, and decorative tiling for the station waiting room, all completed in time to coincide with the town’s 350th anniversary celebrations.
. Completed the Massapequa Platform Replacement project, a two-year, $20.5-million rehabilitation that transformed an aging structure into a modern transportation facility. The work, which was scheduled to avoid service disruptions, included replacement of the twelve-car elevated platform, a new station canopy, a new platform waiting room, new staircases, a new elevator and escalator, improved lighting, a new public address system, and a video security system.
. Opened the refurbished Belmont Park Station in time for American Pharaoh’s triple crown bid. The $5.0-million upgrade helped move trains and customers more efficiently, reducing departure delays after the Belmont Stakes. Improvements included two new ten-car, high- level platforms, new staircases, improved lighting, new signage and PA systems, and a new ADA-accessible ramp.
. Carried out a number of 2015 customer service initiatives, including the opening of a new Customer Service Office in Penn Station; expansion of the LIRR Branch Line Manager’s Program to provide greater station oversight; and restroom renovations at the Ronkonkoma, Deer Park, Smithtown, and Great Neck stations.
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. Joined Metro-North in launching the “Courtesy Counts” campaign, with courtesy messages developed from customer feedback. Over 1,000 onboard posters throughout LIRR trains employed simple graphics and pithy messages to reinforce courteous behavior.
. Added extra train service to Atlantic Terminal, Mets-Willets Point, and Forest Hills stations, to accommodate customers attending sports and entertainment events at regional venues.
. Continued to closely monitor LIRR customer satisfaction, which declined slightly overall from 84 percent the prior year to 82 percent in 2015. The decline may be partly attributable to the effects of increased ridership and severe winter weather on LIRR service during the year.
Metro-North—Customer Service Initiatives
. Held a series of public forums to increase transparency and customer feedback. These included six informal outreach meetings at Grand Central Terminal and outlying stations, as well as forums at which Metro-North senior management elicited suggestions from customers, local mayors, and residents across the service area. The railroad has committed itself to ongoing public forums to maintain direct feedback and open dialogue with customers.
. Installed a total of 26 real-time cellular LCD monitors at 12 stations in 2015. To date through 2015, Metro-North has installed a total of 65 cellular LCDs at 27 stations. Utilizing the “Train Time” system, developed in-house, the monitors provide real-time status and track information for the next nine trains at each station. Additional monitors will be installed at five to ten stations per year through 2019.
. Released an enhanced version of Metro-North’s “Train Time” mobile app for smartphones, which included new editing and “favorites” features; improved trip searching; new line-map zooms; faster loading speeds; and more. Over 186,000 downloads of the app were registered in 2015.
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. Completed the implementation of new handheld Ticket Issuing Machines (TIMs) utilizing an upgraded iPhone5-based system. The TIMs allow for onboard ticket sales using credit and debit cards.
. Increased ticket-machine sales, including both Ticket Vending Machines (TVMs) and Ticket Office Machines, to 26.5 million in 2015, around 93 percent of all Metro-North ticket sales. TVMs were available for customer use 98.7 percent of the time.
. Continued Metro-North’s cyclical Station Enhancement Program, which includes inspections, painting, lighting, signage, bench replacement, and other improvements to customer amenities. In 2015, enhancements were completed at the Morris Heights, University Heights, and Spuyten Duyvil stations on the Hudson Line; at the Golden’s Bridge, Purdy’s, Croton Falls, Southeast, Scarsdale, and Hartsdale stations on the Harlem Line; and at the Spring Valley Station on the Pascack Valley Line West-of-Hudson.
. Completed the construction of a new, five-floor parking garage at the North White Plains Station, which includes 500 new parking spaces, additional ADA spaces, eight charging stations for electric vehicles, two real-time LCD kiosks, and a new “kiss-n-ride” intermodal area at the station entrance. (See also, Sustainability/TOD Initiatives)
. Extended a pilot program to reduce parking fees at West-of-Hudson stations to make the railroad a more attractive commuting option from Orange and Rockland counties. The pilot program offered a 12-month parking permit for the price of one month, reducing annual parking costs from $235 to just $20. Daily parking meter fees were also reduced from $2.75 to $1.25 a day.
. Conducted an extended test, in partnership with Connecticut Department of Transportation, of a prototype bike-mount system designed and manufactured specifically for the M8 fleet. A total of 50 M8 cars have been fitted with a pair of bicycle racks in order to gain customer feedback. A plan to install additional bike racks on all odd-numbered M8 cars is being developed.
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Bridges and Tunnels—Customer Service Initiatives
MTA Bridges and Tunnels (B&T) serves its customers by improving its physical structures and facilitating movement through its tolling facilities. By steadily increasing the market share of E- ZPass users through a variety of programs, B&T reduces congestion at toll plazas and improves overall traffic flow. In addition, the agency continues to add new services for motorists and to engage with local communities and their elected officials on capital projects, traffic issues, and other areas of concern. Major 2015 customer service initiatives include:
. Increased E-ZPass market share in 2015 by more than one percentage point to a record 85.7 percent of crossings. . Maintained the highly popular sale of E-ZPass “On-the-Go” tags at all B&T cash lanes to help customers save time and money. Cash lane sales exceeded 233,000 tags in 2015, a 36 percent increase. . Increased the number of the MTA E-ZPass Reload Cards in circulation to more than 148,000, a 32 percent increase. The Reload Card makes it easier for customers to manage their E-ZPass balances by enabling them to add cash to their accounts through the Visa ReadyLink system at thousands of retail locations across the country. . Increased the number of accounts using the E-ZPass “Pay Per Trip” payment plan to more than 60,000 accounts, enabling customers to pay their tolls with an automatic checking account transaction without having to maintain a prepaid E-ZPass balance. This is a 50 percent increase over 2014. . Exchanged over 159,000 E-ZPass customer tags that had reached the end of their useful life through a prepaid mail program that ensures a continuous high level of E-ZPass tag performance. . Completed the Capital Program replacement of the Queens Approach at the Bronx- Whitestone Bridge, resulting in a new, modern concrete approach structure which supports a new, improved roadway surface. . Maintained peak-direction lane capacity during ongoing replacement of the Verrazano- Narrows Bridge (VNB) upper-level deck using a moveable barrier machine that adjusted the number of lanes to help keep traffic moving through construction zones. . Commenced Bus/HOV lanes initiative on the VNB to improve travel times for commuters. This initiative has several elements, including: adding a seventh lane to the upper deck for
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Bus/HOV traffic; a new Bus/HOV ramp to connect the VNB upper level to the Gowanus Expressway; and a new ramp from the Belt Parkway to the lower level of the bridge that opened in July, 2015. When these projects are complete, the HOV lanes operated by NYS DOT on the Staten Island Expressway will have a direct connection to the Gowanus Expressway. . Commenced rebuilding of the East 125th Street exit and entrance ramps at the Robert F. Kennedy Bridge, installing a temporary ramp to maintain normal traffic capacity for customers during demolition and construction. . Rebuilt the Rockaway Point Boulevard overpass at the Marine Parkway-Gil Hodges Memorial Bridge under a design-build project. Installed a temporary overpass to maintain traffic capacity for customers and shortened the construction time for the benefit of the neighboring Breezy Point and Rockaway communities. . Undertook public awareness programs related to major construction projects and future plans for state-of-good-repair projects. These included outreach efforts to neighboring communities, community boards, and elected officials to provide project information and address any concerns.
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Operations/Technology Initiatives
Interagency—Operations/Technology Initiatives
. Completed implementation of Phase I of the Oracle PeopleSoft 9.2 upgrade at the MTA Business Service Center (BSC), covering the functionality associated with Human Capital Management (HCM), which includes Human Resources and Payroll, and Enterprise Learning Management (ELM). Phase II of the upgrade, scheduled for completion in the fall of 2016, was initiated. This phase covers Core Financials and Procurement. The upgrade will enable the MTA to reduce costs through more efficient processes and standardized operations across the organization and maintain Oracle technical support and provision of tax and regulatory updates. (See also, Cost Cutting/Revenue Initiatives)
. Successfully consolidated MTA’s IT delivery model into a unified organizational structure that went live January 1, 2015. The transformation, which aligns core IT processes with new IT divisions in accord with industry “best practices,” included establishment of new IT job descriptions and titles and the consolidation of IT budgets and finances. In 2015, MTA also introduced a new IT Service Desk to provide consistent support across the agencies, including assistance with hardware, software, network, or other technical problems, as well as new business needs. IT also published an IT Strategic Plan, which will guide the department’s evolution and define future initiatives in support of the MTA’s corporate priorities.
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. Improved the policy and operational aspects of information security to better protect MTA assets against cyber-security threats. During 2015, the MTA IT began evaluating the critical security aspects of the MTA’s most essential systems, employing various new technologies to enhance the organization’s overall security profile. (See also, Safety/Security Initiatives)
. Initiated the migration to Microsoft’s Office 365 cloud-based collaboration suite, with migration of all MTA agencies expected to be completed by year-end 2016. Also began the build-out of a new-generation network infrastructure to meet expanding telecommunications needs and to increase the resilience, reliability, and performance of the MTA’s network.
. Successfully completed installation of a new enterprise-wide budgeting system at all agencies in 2015 using Oracle’s Hyperion Planning and Budgeting product. Also completed a major upgrade of the MTA’s PeopleSoft Human Capital Management System, which went live in January 2016.
. Completed several major initiatives to open up access to MTA real-time information and promote the private development of new applications relating to MTA services. These included commissioning an “open-source” project to make train arrival information accessible through an Application Programming Interface (API) and hosting the third annual “MTA App Quest” competition.
. Completed a number of technical improvements to the MTA’s website at mta.info, which increased the resilience, stability, and performance of the site. The website is also undergoing a major redesign which will make navigating the site more convenient, enjoyable, and informative for customers.
NYC Transit (Subways)—Operations/Technology Initiatives
. Improved real-time information at the Rail Control Center (RCC) to help dispatchers better manage crowded conditions and incidents, including more live camera feeds and additional “staged personnel,” strategically located supervisors and multidisciplinary work teams who can respond rapidly to right-of-way disruptions and other situations. The improvements were completed at the Fulton Street, 14th Street, Lexington Avenue-53rd Street, Grand Central-42nd Street, 51st Street, and 77th Street stations.
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. Continued to improve the condition of subway track through the use of Track Geometry Cars for ultrasonic testing of rails and through NYCT Subway’s aggressive effort to install continuously welded rail (CWR).
. Consolidated a plan to create multidiscipline work zones in order to decrease the impact of scheduled work on subway service. A pilot implementation of the new plan will focus on the Lexington Avenue corridor.
. Added positions to the budget for the initial implementation of the “Enterprise Asset Management” (EAM) project, which will roll out a more advanced and efficient asset management system for maintaining and repairing subway components.
. Implemented an “automated vehicle location system” (AVLS) using GPS technology in 107 NYCT maintenance support vehicles. The system, developed in-house by the Electronic Maintenance Department (EMD), enables managers to monitor support vehicles in real time. In addition to increasing employee safety and productivity, the new system allows managers to analyze data in order to improve response times, reduce equipment downtime, and manage maintenance costs.
. Inaugurated Phase 1 of the “Intelliview Dashboard and Reporting” initiative. This in-house web app allows EMD personnel to link to multiple databases simultaneously, extending NYCT’s reporting and dashboard capabilities. The system also enables “automated fare collection” (AFC) staff to audit work orders for preventive maintenance. Phase 2 will allow EMD staff to capture and report real-time maintenance information from the field, linking it instantly to in-house production databases.
. Initiated a project to install local area network (LAN) infrastructure in subway stations. The LAN will enable staff to access all Internet Protocol (IP) applications and equipment at the station, including fare-payment systems; “Help Point” emergency intercoms; workstations; and IP-linked station intercoms, phones, and cameras.
. Continued to roll out an Oracle-based Customer Relations Management (CRM) system to report, manage, and analyze customer emails, phone calls, and correspondence within agencies and across the MTA system. (See also, Customer Service Initiatives)
. Expanded installation of “On The Go” interactive kiosks to over 30 stations in 2015. The network of digital screens provides system alerts, trip planning, and more in some of the system’s busiest stations. To supplement the kiosks, station personnel were provided with 24
mobile devices, enabling them to report information to customers during incidents. (See also, Customer Service Initiatives)
. Continued the highly successful FASTRACK program, which enables line repairs and maintenance on rotating, concentrated schedules for minimal service disruption and maximum worker safety. NYCT completed 22 FASTRACK programs in 2015. (See also, Safety/Security Initiatives; Cost Cutting/Revenue Initiatives)
MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Operations/Technology Initiatives
. Partnered with the organizational development firm gothamCULTURE to deliver a “Leadership Development Program” to assistant general managers (AGMs) in bus operations. The program is designed to help AMGs apply strategic thinking, “emotional intelligence,” and other conceptual resources useful in carrying out their roles.
. Deployed a tablet-based extension of the “Bus Trek” app used by dispatchers to track GPS bus data. The extension allows managers and dispatchers to monitor bus activity from the field and is now operational systemwide in all boroughs.
. Extended the Enterprise Asset Management (EAM) system to bus maintenance planning, which will include a new Reliability-Based Maintenance (RBM) team assigned to address complex systems issues using analytics and RBM methods.
. Further 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 3,253 buses in 27 depots.
. Continued to improve phone and web-based services for AAR customers, including vehicle monitoring and automated alerts through the paratransit IVR system; an online reservations option; self-service call features; and a pilot Twitter account for AAR service messages and customer comments. (See also, Customer Service Initiatives)
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Long Island Rail Road—Operations/Technology Initiatives
. Expanded the Public Information Office (PIO) to provide round-the-clock, real-time service updates across all LIRR communication platforms. Automated station announcements are now better aligned with service updates provided through email, text messaging, the MTA website, and social media. During 2015, the PIO increased its issuance of customer alert emails, text messages, web updates, and “tweets” by 25 percent, while Facebook posts increased by 35 percent. The PIO also issues real-time updates to crewmembers onboard trains through LIRR-issued cell phones.
. Advanced LIRR’s investment in the MTA-wide Enterprise Asset Management (EAM) initiative. In 2015, LIRR completed an EAM “gap assessment” to identify areas for improved asset management practices and developed a prioritized set of projects to address these needs. The new EAM program will align with ISO55000 standards, Federal Transit Administration (FTA) requirements, and other industry “best practices.” The program framework links asset conditions, maintenance, and lifecycle to improve asset performance, optimize maintenance resources, and strengthen longterm planning.
. Continued LIRR’s implementation efforts for a Positive Train Control (PTC) system. By the end of 2015, LIRR had carried out the following activities: (1) Neared the final stages of subsystem design; (2) Commenced pilot installations, including M7 prototype and fit-ups, onboard computer (OBC), rooftop antennas, signal transponder, wayside interface unit (WIU), and communication radio frequency (RF) locations; and (3) Acquired spectrum for all LIRR operating counties.
. Continued construction on a new signal system between Speonk and Montauk, which will include automatic speed control (ASC). When completed, this will eliminate all “dark territory” on the Montauk Branch. Project completion is scheduled for April 2017.
. Completed the 2015 LIRR Annual Track Program, including the following projects: replaced 12,087 mechanized ties on the Main Line and Long Beach Branch; installed 15,910 concrete ties on the Montauk and Port Jefferson branches; installed 163,469 feet of Continuous Welded Rail (CWR) on the Port Jefferson Branch; replaced 9 switches; renewed 18 grade crossings; completed 936 field welds; undertook 77.7 miles of track surfacing; and performed surfacing on 89 switches.
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Metro-North—Operations/Technology Initiatives
Operations
. Conditionally accepted and placed into revenue service the remainder of the new M8 fleet order of 405 cars, (380 “married-pair” and 25 single cars). M8 trains now operate during all service periods between New Haven, Stamford, and Grand Central Terminal. (See also, Capital Projects Commitments and Completions.) . Continued Metro-North’s aggressive track improvements program. Since 2013, the railroad has replaced 97,961 ties, laid 16.5 miles of continuous welded rails, rebuilt 88 switches, renewed and/or upgraded 32 railroad crossings, and performed 2,905 welds on joints that connect stretches of track with one another. . Employed a range of high-tech track inspection equipment and services, including: (1) Track geometry cars using a variety of sensors, measuring systems, and data management systems; (2) Ultrasonic and induction test equipment to detect metal fatigue and defects; (3) Measurement of rail joint bars, accurate to within two-hundredths of an inch; (4) A track loading vehicle to stress-test rail strength; and (5) Radar to identify problem areas below the ground surface. . Placed a “request for proposal” (RFP) for the purchase of a track-monitoring system mounted on railcars to provide continuous data on track conditions. The system is anticipated to be operational by the end of 2016. Metro-North is also developing procurement specifications for its own dedicated Track Geometry Car, with delivery expected in 2017. . Progressed plans for the installation of Positive Train Control (PTC), with a pilot program set to begin on the New Haven and Hudson lines in 2016. In 2015, the MTA finalized a $1.0- billion loan from the Federal Railroad Administration (FRA) to finance implementation of PTC on both the Metro-North and LIRR systems.
. Completed a number of locomotive overhauls in 2015, including two GP35 locomotives and the first Reliability Centered Maintenance (RCM) overhaul of 30 out of 31 P32 passenger locomotives. A second RCM overhaul of two P32 fleet locomotives was carried out at the new Harmon locomotive facility, returning work to this facility after capital investments.
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. Awarded and designed an onboard CCTV camera security system, which includes forward- facing cab views, for all rolling stock. Installation of the new system is scheduled to begin in the second quarter of 2016.
Technology
. Upgraded the Grand Central Terminal virtual display system (VIS) to allow for the “blanking out” of train departures. This eliminated incorrect train information being displayed during service disruptions. A modification was also deployed to temporarily remove advertisements on the Grand Central Terminal dioramas in order to post special service notices during disruptions. . Rolled out the “Speed Compliance” application, an automated, labor-saving solution for verifying train speeds in compliance with federal regulations. The application uploads data from the coaches (train number, location, and speed) for every train run. Using algorithms developed in-house, the application plots each train run on Google Maps and highlights any areas where the train’s speed exceeds the posted limit. . Upgraded the software on all Metro-North ticket machines and central application support systems. The updated software meets the most recent Payment Card Industry (PCI) security requirements. . Developed a cloud-based “Operating Budget and Planning System,” as part of the MTA’s all-agency initiative to consolidate and integrate its various IT systems. The new system interfaces with other IT systems across the MTA to extract and exchange financial data, human resources information, project statuses, and other data for analyses and reports. (See also, Cost-Cutting/Revenue Initiatives)
Bridges and Tunnels—Operations/Technology Initiatives
Bridges and Tunnels (B&T) continually upgrades its operational procedures and technology infrastructure to achieve cost savings in the workplace, improve communication with motorists, and enhance safety, traffic flow, and toll collections at the agency’s structures. Major 2015 operations/technology initiatives include:
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. Upgraded Variable Message Signs (VMSs) at select locations at the Verrazano-Narrows Bridge, the Henry Hudson Bridge, the Throgs Neck Bridge, and the Robert F. Kennedy (RFK) Bridge. The new signs display travel times and direct traffic. All signs are integrated into the Advanced Traffic Management System, which provides customers with real-time information on safety, traffic incidents, special events, weather, and travel times.
. Completed construction of a fiber-optic network at the RFK Bridge. This network serves as the backbone of the agency’s communications infrastructure for critical operations, safety, security, and IT systems. It also provides links to regional transportation, law enforcement, and government partners.
. Outfitted 47 trucks with GPS tracking systems to help manage the fleet during winter snow operations. This real-time vehicle tracking allows B&T to deploy its resources when and where required, and identifies information such as plow up/down and de-icer spreader functions. Additionally, the system tracks engine diagnostic information to maintain reliable performance.
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Sustainability/Transit Oriented Development (TOD) Initiatives
Interagency—Sustainability/TOD Initiatives
. Partnered with the New York Power Authority (NYPA) to carry out systemwide energy- efficiency projects. Notable projects in 2015 included a comprehensive energy equipment upgrade at the Michael J. Quill Bus Depot, including a new demand-control ventilation system; evaluation of the HVAC system at the LIRR Penn Station facility; and LED lighting installations, both interior and exterior, at a number of MTA operating facilities. Phase II of the comprehensive energy audits required by the Governor’s Executive Order 88 (EO 88) were completed. In addition, the MTA competed for and received grants totaling $468,000, under the EO 88 Operations and Maintenance Acceleration Program.
. Continued to report the MTA’s annual “Greenhouse Gas Emissions Inventory” to The Climate Registry. Energy usage and statistics were compiled in accordance with the Greenhouse Gas Protocol developed by World Resources Institute and World Business Council on Sustainable Development.
. Hosted an MTA-wide “Forum on Recovery, Resiliency, and Climate Adaptation.” The half- day event brought together representatives from each MTA agency along with outside experts from municipal and research institutions to review the current state of “recovery and resiliency” efforts from Superstorm Sandy and to discuss the effects of climate change on critical infrastructure. Panel discussions addressed future needs for network resiliency, sustainable transportation options, and industry “best practices.”
. Coordinated this year’s agency-wide MTA “Climate Adaptation Task Force,” which was formally instituted by MTA Chairman and CEO Tom Prendergast in 2014. The Task Force, which is comprised of key personnel throughout the MTA, is tasked with developing systemwide climate-adaptation policies and standards to be incorporated into all regular MTA operations. To better fortify MTA assets against future climate events, the Task Force coordinates climate-related initiatives for all MTA operating agencies, compiles and exchanges information, and meets regularly with outside parties, including public-sector agencies, commercial entities, and academic-research institutions.
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. Worked with the New York City Department of Health (NYCDOH) on an ongoing, systemwide effort at rodent control. The program, which grew out of a pilot project staged at NYCT station refuse rooms, led to the successful development of a rodent-sterilization product that is now government-approved, commercially viable, and will be available on the market in 2016. In addition, MTA continued to liaison with NYCDOH on the city’s West Nile Virus program.
. Continued to participate in a number of city and state environmental programs, including Governor Cuomo’s “Zero-Emission Vehicle Task Force,” for which the MTA launched a pilot program of electric-charging stations for zero-emission vehicles at three commuter rail stations.
NYC Transit (Subways)—Sustainability/TOD Initiatives
. Continued expansion of the NYCT subway system and increased subway ridership. Every increase in subway ridership decreases regional automobile usage and associated pollutants. MTA estimates that combined system ridership translates into a reduction of approximately 700,000 cars daily in the NYCT transit region and 400 million fewer pounds of pollutants annually.
. Advanced NYCT’s energy-reduction programs in conjunction with the NYPA. In 2015, the program of LED lighting replacements continued in NYCT facilities and infrastructure, including LED outdoor parking lights at the Coney Island Yard, the MTA’s largest facility, and the use of portable LED work lights for subway maintenance and temporary tunnel lighting. Other recent NYCT energy-conservation projects include expansion of the wireless third-rail heater control system and the phased replacement of track signal air compressors with more reliable, energy-efficient equipment.
. Continued systemwide recycling and reclamation programs. In 2015, an average 35 tons of passenger refuse was removed from stations each day. Over the year, 12,775 tons of station refuse were processed, 50 percent of which was recycled, one of the highest recycling rates in the U.S. In addition, MTA Asset Recovery program separates and recycles scrap, waste, and disposed materials from NYCT worksites, yards, and other facilities. In 2015, out of a
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total of 102,949 tons disposed from NYCT properties, 73,770 tons were recycled, for an overall recycling rate of 72 percent.
. Advanced the slate of climate-related “Recovery and Resiliency” projects resulting from system damage during Superstorm Sandy. In addition to rebuilding, the projects harden critical subway infrastructure against future climate-change and severe-weather events. Notable 2015 projects included new power cable and ducts in the Montague Tube on the N/R Line, interim flood and drainage solutions at the Coney Island Yard; flood barriers and mitigation measures at subway stations in upper and lower Manhattan, hardening of 14 subway fan plants; and purchase of 600 deployable covers for sidewalk vents.
. Coordinated with MTACC on the integration of state-of-the-art sustainability components in all NYCT Subways capital construction projects, including tunnels, facilities, and stations for the Second Avenue Subway, the recently opened Fulton Center, and the 7 Line Extension to the new 34th Street-Hudson Yards Station. These include energy-efficient lighting, prioritization of natural lighting, ventilation controls, clean-fuel support vehicles, and use of recycled and LEED-compliant building materials where feasible.
. Extended efficient mass-transit access to a number of rapidly developing areas, including the first-ever subway access to Manhattan’s Far West Side through the 7 Line Extension, as well as new subway, rail, and bus links to growing commercial areas of Queens through the introduction of the Q44 SBS route, which links the Bronx and several Queens neighborhoods to subway lines and the LIRR.
MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Sustainability/TOD Initiatives
. Helped to develop the new NYCT and MTA Bus Command Center in Brooklyn as a “Leadership in Energy and Environmental Design” (LEED) facility. Designed in conjunction with Capital Program Management (CPM), the center will incorporate energy-efficiency innovations, including natural lighting, a “greenroof,” and a rainwater-collection system to manage storm runoff.
. Continued to implement a comprehensive plan to comply with New York State Executive Order 88 (EO880), which mandates a 20-percent reduction of building energy consumption
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from 2010 levels by 2020. The order affects a total of 32 MTA and NYCT bus facilities. The work in progress is based on an aggressive schedule of five energy audits and five retro- commissionings.
. Officially opened the Mother Clara Hale Bus Depot in 2015. The new depot incudes a “greenroof,” rainwater collection, a solar wall, heat recovery units, and many other state-of- the-art “green” features. The projects achieved a LEED Gold Certification in May 2015.
. Worked with the New York Power Authority (NYPA) to advance energy-efficiency projects at bus facilities, including comprehensive energy upgrades for the MJ Quill, Grand Avenue, East New York, and Flatbush depots, as well as the bus Central Maintenance Facility. NYCT Buses is working with NYPA to install a solar thermal system at the Jackie Gleason Depot. A LEED application has been filed for the upgrades at the MJ Quill Depot.
. Developed a long-range strategy to advance a zero-emissions bus fleet, beginning with a fleet of ten all-electric buses (AEBs) to be placed in revenue service by 2017. Continued to work with manufacturers to improve AEB designs and began working with national committees on AEB technical specifications and standards for bus charging systems.
. Introduced a number of agency-wide standards for facility designs and rehabilitations, including a heat-recovery system, ventilation controls, prioritization of natural lighting, use of recycled and LEED-compliant building materials, use of variable-frequency drive to optimize tailpipe exhaust systems, and the collection and recycling of rainwater for bus washing operations.
. Developed a master plan for incorporating energy-efficiency measures into the rehabilitation of building envelopes at three NYCT Bus depots and three MTA Bus depots, including window replacements with double-glazed, LEED-compliant windows and roof replacements with “white” or “green” roofs to reduce the “heat island” effect.
. Began a yearlong “Bike & Ride” pilot on two bus routes on Staten Island, the first time that such equipment has been made available on NYCT vehicles. Bike racks were installed on a dedicated fleet of buses that serve the two routes. The pilot, which is testing three types of front-mounted racks, will determine the feasibility of continuing and/or expanding the program to other boroughs by looking at impacts on service, safety, fleet maintenance, training, operations, costs, and legal issues. The racks are free and available to riders on a first-come basis.
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Long Island Rail Road—Sustainability/TOD Initiatives
. Advanced the development of the “Wyandanch Rising” project, a transit-friendly revitalization plan centered around the LIRR’s Wyandanch Station in the Town of Babylon. This initiative included construction of a new 920-space parking facility, providing a significant increase in commuter parking along the Main Line and additional parking capacity to support future ridership projections associated with East Side Access.
. Worked with the Town of Brookhaven and the Town of Islip to transform the area around the Ronkonkoma station into a mixed-use transit-oriented development (TOD) that leverages the LIRR station and the nearby Long Island MacArthur Airport. The development proposal includes new residences, retail sites, restaurants, and office space.
. Continued participation with a number of Long Island communities to pursue mixed-use, TOD plans and local revitalization projects centered around LIRR stations and other transportation facilities. These included station renovations and/or TOD planning with the Village of Hempstead, the Village of Port Jefferson, Hicksville, and the Town of Huntington.
. Supported the Town of Babylon’s Route 110 Bus Rapid Transit (BRT) initiative. The plan will provide north-south transit access along Route 110, Long Island’s largest job center, while also connecting the LIRR Babylon and Ronkonkoma branches. Besides alleviating traffic congestion, the BRT would enhance TOD initiatives along the corridor, encourage economic development, and spur job creation. A key component of the initiative would be the reopening of LIRR’s Republic Station, for which LIRR has included designs in the proposed 2015-2019 Capital Program.
. Helped support Suffolk County’s BRT initiative, which would provide north-south mass transit along Nicolls Road. This initiative would connect job centers between Stony Brook and Patchogue; link three LIRR branches (Port Jefferson, Ronkonkoma, and Montauk) and help support LIRR’s double track initiative. Besides alleviating traffic congestion, the BRT system would also enhance TOD initiatives along the corridor, encourage economic development, and boost job creation in the area.
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. Participated in the third annual “Long Island Car Free Day” on September 22, encouraging all Long Islanders to give up their cars and try mass transit, carpooling, walking, and bicycling.
Metro-North—Sustainability/TOD Initiatives
. Convened an “Energy Management Working Group” drawn from various Metro-North departments to find better ways to monitor the railroad’s energy usage and identify energy- saving initiatives. The departments represented are: Corporate Compliance and Strategic Development; Capital Engineering; Operating Capital; Environmental Compliance; Power, Stations and Facilities; and Maintenance of Equipment.
. Launched an “Advanced Metering Infrastructure” (AMI) project to improve monitoring and metering of the various types of energy used by Metro-North. The Energy Management Working Group is collecting data from the last five years for benchmarking the different types of energy usage in Metro-North’s operations. This includes data on car-miles, train- miles, “dead-head runs,” and other information incorporating energy, operational, and environmental statistics.
. Finished a $2.1-million program of energy-efficiency upgrades in conjunction with the New York Power Authority (NYPA) at Metro-North’s White Plains Train Yard. This energy- saving project, completed under Governor Cuomo's “BuildSmart NY” program, saves more than $328,000 in energy costs annually and removes approximately 1,280 tons of greenhouse gases each year. . Completed several energy-related projects at Metro-North facilities, including the replacement of inefficient lighting with fluorescent T5 lights at Metro-North’s 32,000- square-foot Beacon Facility and the opening of the North White Plains Commuter Parking Garage, which incorporates natural and LED lighting, reflective roofing, and electric car chargers.
. Celebrated Earth Week with the completion the MTA’s largest single energy-efficiency project, a comprehensive upgrade of components at Grand Central Terminal, which saves $2.5 million in annual energy costs and reduces greenhouse gas emissions by more than 11,200 tons a year. The project, a partnership between NYPA and the MTA, was carried out
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under the BuildSmart NY program. It included the installation of cooling towers, temperature controls, compressed air and steam distribution systems, air-handling upgrades, and other energy-saving features.
. Approved a developer’s design in partnership with the Town/Village of Harrison for creation of a TOD zoning district around Metro-North’s Harrison Station on the New Haven Line. The proposed TOD would include 143 luxury residential units, with 5 percent affordable housing; 27,000 square feet of retail space; 769 parking spaces, of which 475 will be owned by Metro-North for commuter parking; open public plazas; and enhanced access to the train station.
. Developed of a “memorandum of understanding” (MOU) between Metro-North and the City of Poughkeepsie on a TOD to be part of the broader redevelopment of the Poughkeepsie waterfront and Main Street. The MOU outlines a joint process and steps that would lead to the development of publicly held properties at the Poughkeepsie Train Station along the Hudson River waterfront.
Bridges and Tunnels—Sustainability/TOD Initiatives
. Completed the installation of a new energy-efficient necklace lighting system on the Bronx- Whitestone Bridge, with assistance from NYPA’s “High Efficiency Lighting Program” (H.E.L.P), through which the LED fixtures were designed, tested, and procured. The new lighting system will save an estimated 39,000 KWH annually. . Completed a lighting upgrade at the Verrazano-Narrows Bridge service building garage with assistance from NYPA’s H.E.L.P. program. This project replaced approximately 500 lighting fixtures with new fluorescent and LED lights, saving 217,000 KWH annually. . Completed a boiler replacement at the Verrazano-Narrows Bridge service building addition as part of a joint project with NYPA. The project, which replaced five oil/gas boilers with two high-efficiency condensed gas boilers, will save 1,135 MMBtu and about $14,000 annually, while reducing CO2 emissions by about 142 tons per year. . Continued to improve the energy efficiency of the Bridges and Tunnels light-duty service fleet, of which 75 percent are alternative-fuel vehicles, with Ethanol 85 fuel accounting for nearly 20 percent of the fuel for the agency’s staff cars and patrol vehicles in 2015.
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Safety/Security Initiatives
Interagency—Safety/Security Initiatives
Safety
. Convened a “Safety Council” made up of the chief safety officers from all MTA agencies. The Safety Council provides safety oversight for the MTA and ensures the sharing of “best practices” and the interagency coordination of safety initiatives that affect the entire MTA system.
. Partnered with national nonprofits Operation Lifesaver and the National Safety Council to develop a highly visible railroad safety campaign and a safety performance measurement workshop for MTA leaders.
. Launched a systematic engineering assessment, in conjunction with LIRR and Metro-North, of highway grade crossings on MTA railroads.
. Moved forward with the implementation of a Safety Management System (SMS) ahead of regulatory requirements. Developed in consultation with the safety committee of MTA Board, the SMS provides a policy and framework across all agencies to ensure a consistent “systems” approach for managing safety.
Security
. Expanded the agency-wide hardening of IT systems against cyber-security threats. The MTA IT department continued to improve policy and operational aspects of information security to better protect MTA assets. During 2015, the MTA launched an overall evaluation of cyber security in its most essential systems, and employed a portfolio of technologies to enhance the MTA’s overall security profile.
. Provided systemwide policing through the MTA Police Department (MTAPD). Formed in 1998 with the merger of LIRR and Metro-North police departments, MTAPD consolidated the SIRTOA police department in 2005. The MTAPD has a total workforce of 716, including civilians. It’s jurisdiction 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.
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. Neared completion of the MTAPD K-9 Training Facility in Dutchess County, NY. Due to launch in spring 2016, the facility will be the largest K-9 training center in the U.S. The new facility enables canine teams to train in “simulated transit environments” on passenger rail cars, buses, and motor vehicles located at the site.
. Graduated 19 new canine police officers in 2015. The dogs completed a rigorous 12-week course in explosives detection, crime prevention, and anti-terrorism techniques. The MTAPD currently has one of the largest canine explosives detection forces in the country, with approximately 50 dogs in service at any time. In 2015, MTAPD canine teams responded to over 25,000 requests for assistance and inspected and cleared over 2,500 unattended packages.
Crime Statistics Number of reported crimes at LIRR, Metro-North, and Staten Island Railway Category 2014 2015 % Change Murder 0 0 0% Rape 0 2 100% Robbery 64 35 -45% Felony Assault 38 28 -26% Burglary 20 20 0% Grand Larcenies 240 212 -12% G.L.A. 2 9 350% Total 365 306 -16%
. Added a “front page” link on the MTA website at mta.info/sexual_misconduct to address Sexual Misconduct on MTA subways, trains, and buses. The link directs customers to information, safety tips, resources, helplines, emergency numbers, and provides an online form for anonymous incident reports, with links for uploading photo, video, and audio files.
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NYC Transit (Subways)—Safety/Security Initiatives
. Continued the installation of “Help Point” units, which by the end of 2015 were accessible to customers in 252 stations. The highly visible, “blue-lighted” units put customers in contact with the Rail Control Center (RCC) for emergencies and with station staff for service information. In 2015, the units were used for 184 incident reports and over 34,000 requests for general information. (See also, Customer Service Initiatives)
Crime Statistics Number of reported crimes on New York City subway system. Category 2014 2015 % Change Murder 2 2 0.0% Rape 5 1 -80.0% Robbery 439 525 19.6% Felony Assault 228 258 13.2% Burglary 19 22 15.8% Grand Larcenies 1562 1691 8.3% Total 2255 2499 10.8% Subway crime statistics are reported by the New York Police Department (NYPD) Transit Bureau, which is responsible, along with other agencies, for patrolling the NYCT Subway system.
. Oversaw a decline in the 2015 subway “customer injury rate” to 2.58 per million customers. This represents a decrease over the adjusted 2014 rate of 2.65 per million customers and follows a steady decline in customer injuries, from 3.33 per million in 2009. NYCT Subways remains committed to continuing this longterm decline in customer injuries through expanded use of safety-related posters and pubic information, improvement of train announcements and incident reports, and the training and deployment of station staff.
. Introduced new platform-control staff at major stations along the 6, 7, A/C, and F lines, where record increases in subway ridership have increased station crowding. In addition to expediting passenger loading and train service, the platform staff provide extra crowd management during peak hours. Regular training programs ensure that all station, platform, and onboard personnel are prepared and equipped to respond to emergencies. (See also, Customer Service Initiatives)
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. Expanded Wi-Fi connections to nearly two-thirds of stations, both underground and above ground, enabling the use of mobile devices. In addition to convenience, “live” round-the- clock phone access for customers and NYCT staff equipped with tablets makes an important contribution to subway station safety and assistance in the event of emergencies. (See also, Customer Service Initiatives)
. Expanded track cleaning by 12.7 percent in 2015, which helps to reduce the most common cause of track fires and smoke conditions. In addition, NYCT awarded the purchase of three new vacuum trains to clear tracks of debris and improve safety conditions throughout the system. (See also, Capital Program Commitments)
. Continued the FASTRACK program, which provides a safer working environment for maintenance and repair crews by curbing train operations in work areas. The employee “lost time” injury rate under FASTRACK was approximately half of the overall systemwide rate. NYCT completed 22 FASTRACK programs in 2015. (See also, Operations/Technology Initiatives; Cost Saving/Revenue Initiatives)
. Introduced several improvements in critical rail inspections. These included: increasing the frequency of ultrasonic rail flaw inspections and supervisory visual inspections; decreasing the “span of control” in high-rail-break corridors; reducing the time for verification and replacement of defective rail; installing new rail-flaw video equipment; and adding more resources to support the expanded automated track inspection program.
. Introduced several staff adjustments relating to critical equipment and safety inspections. These included additional support for signal maintenance and inspections, as well as expanded staff capacity for inspection and maintenance of fire, safety, and communications equipment, including the Help Point station intercoms.
MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Safety/Security Initiatives
. Installed additional bus-operator barriers designed to protect drivers from assault. Barriers are now in place on a total of 4,085 buses, with additional installations ongoing. By the end of 2016, all local buses will have bus operator barriers.
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. Expanded the Bus Camera Security System to a total of 2,551 buses, with additional installations ongoing. The cameras are an increasingly critical tool in incident reporting, crime prevention, and improved safety for both drivers and customers.
. Continued the Bus Operator Assault Executive Task Force, which meets regularly to coordinate initiatives across bus operations to mitigate assaults against bus operators and promote safety for both bus operators and customers. Also continued the labor-management partnership on employee and customer safety through the Bus Operator Action Committee.
. Continued the highly successful Vision Zero II “Eye On Safety” training program. The program was expanded in 2015 to all bus operators. In 2016, the program will be expanded further to include all managers and supervisors.
. Tested two new safety technologies in a “Proof of Concept” capacity as part of the Vision Zero initiative. Installed the Pedestrian Turn Warning (PTW) on four buses, and the Collision Avoidance System (CAS) on two buses. The PTW, which requires no operator intervention, provides an audible voice alert to pedestrians when a bus is making a turn. The CAS provides visual and audible signals that alert bus operators to unintentional lane departures, pedestrian and cyclist collision warnings, and forward collision warnings. Both technologies have performed well, and an enhanced pilot program will move forward in 2016, with the anticipated installation of PTW on 40 buses and CAS on 20 buses.
. Delivered Phase IV Security Awareness Training to bus operators, front-line managers, and supervisors with direct customer contact. The program is a joint initiative with the MTA Office of Security program and was launched in 2015.
. Hired staff to carry out a random undercover observation program, focusing on evaluating and reinforcing the safety habits of bus operators, while providing positive feedback at the completion of every observation ride. Covert “observation rides” were also used to asses the safety and reliability of AAR transportation providers.
. Completed security system upgrades at the Eastchester and LaGuardia bus depots. Security system upgrades are scheduled for completion at Baisley Park and Far Rockaway bus depots in 2016. The systems employ CCTV cameras, including “analytical cameras,” which provide alerts to guards when unauthorized areas have been accessed, and cameras programmed to read and record license plates—as well as “swipe” access to key entry points, new fencing, new lighting, and other improvements.
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. Purchased 200 mirrors to inspect the undercarriage of vehicles, based on levels of heightened alert. Related training modules and operating protocols are being developed.
. Added a new level of “accident investigations” training for paratransit dispatchers and road supervisors to a program developed with MTA Risk Management that provides dispatchers and supervisors with advanced training in decision-making, especially during high-stress situations involving paratransit customers and drivers.
. Expanded technical support for paratransit operations, including the “Automatic Vehicle Location Monitoring” (AVLM) system, which facilitates communication between road supervisors and drivers, and the web-based “Paratransit Accident /Incident Roadcall” (PAIR) system. New vehicle-installed data terminals enable field supervisors to track the AVLM system for safer, more reliable service
Long Island Rail Road—Safety/Security Initiatives
. Completed installation of speed-restriction enforcement measures on all LIRR critical rail curves.
. Conducted quarterly “Safety Stand-Downs” across LIRR, each attended by approximately 4,000 employees. One of the dates coincided with a Safety, Health, and Wellness Event that focused on seasonal safety trends, personal protective equipment, fire extinguisher safety, physical fitness, and fatigue.
. Initiated the Confidential Close Call Reporting System (C3RS), a collaborative effort between management, labor, and the Federal Railroad Administration (FRA), that provides a mechanism for employees to confidentially report “close calls” that could have resulted in operating and safety incidents.
. Began the installation of inward and outward cameras and recording devices in the locomotive engineer cab of LIRR rolling stock, enabling future analysis for investigations.
. Established new safety-related staff units, including a dedicated “Roadway Worker Compliance Unit” to achieve safety and operational goals through field observations and training and a dedicated LIRR “Accident Investigation Unit” tasked with investigating major
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accidents and incidents, recommending corrective actions, and presenting reviews to senior staff.
. Began the development of agency protocols and procedures for sleep apnea testing, based on a pilot program developed at Metro-North.
. Worked with MTAHQ, NYSDOT, Nassau and Suffolk counties, local government authorities, and a third-party consultant to develop improved safety measures at railroad grade crossings.
. Began working with Metro-North on a new computerized safety system. This system will replace LIRR’s existing mainframe-based Accident Control System that currently serves as the railroad’s FRA accident-reporting system and the official depository of accident and incident data.
. Began implementing a “safety management systems” (SMS) approach to LIRR’s overall safety program. The SMS approach, which has been endorsed by the FTA, the FRA, the federal DOT, other transportation authorities, supplements an engineering-centered process with increased attention to the “human element,” data sharing, and measurements of safety performance.
. Carried out a number of public-safety campaigns to better inform rail customers, including one aimed at Montauk Branch customers during the busy summer season and a joint safety- awareness campaign with NJ Transit and Amtrak during the 2015 holiday season at Penn Station.
. Completed a number of security and safety projects at LIRR properties, including installation of high-security electronic gates and fencing at five LIRR locations; security hardening at five LIRR yards; installation of video management systems at 20 LIRR station platforms; installation of 96 access-control devices; and the upgrade of security systems at 12 LIRR passenger stations.
. Undertook several new security initiatives, including a new program at LIRR’s Regional Security Command Center to monitor specific areas of the system for suspicious persons, packages or activities; a daily Crime Analysis Report that analyzes incidents by category and location; and new simulation exercises to audit cameras and communication system and assess response strategies.
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Metro-North—Safety/Security Initiatives
Safety . Implemented the confidential “close call” reporting system (C3RS) at Metro-North’s transportation department, and finalized agreements to expand the system to the mechanical and engineering departments. C3RS encourages workers to report safety hazards and breaches anonymously, without fear of reprisal, for review by a team of representatives from the FRA, Metro-North, and participating labor unions. In addition, a poster campaign reintroduced Metro-North’s nonemergency 24-hour safety hotline.
. Continued to implement a program of recommendations from National Transportation Safety Board (NTSB) to ensure the achievement and coordination of industry “best practices” in all safety-related areas. Also, continued to revise the “System Safety Program Plan” to meet FRA requirements and promote a more proactive approach to safety systemwide.
. Progressed plans for the installation of Positive Train Control (PTC), which is regarded as the most modern type of train protection, with a pilot program set to begin on the New Haven and Hudson Lines in 2016. (See also, Operations/Technology Initiatives.)
. Launched a pilot program that successfully screened all Metro-North locomotive engineers for obstructive sleep apnea (OSA) and referred those who met the criteria for further testing.
. Undertook a number of step to promote local grade-crossing safety. These included a partnership with Operation LifeSaver, Inc. to promote safety awareness across the agency; the creation of a new “Safety Education Specialist and Community Outreach” staff position; and the development a comprehensive plan to assess grade-crossing conditions in Metro- North’s territory and recommend safety improvements.
. Conducted a full-scale “Emergency Preparedness Simulation” to provide first responders with the training and hands-on experience needed to manage rail-based incidents and emergencies.
. Conducted quarterly employee “Safety Stand Downs” to bring attention to safe work practices, grade-crossing safety, trespasser awareness, and other safety issues. Also,
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conducted “Safety Clean Up Days” to remove debris at the Brewster, North White Plains, Croton-Harmon, Poughkeepsie, New Haven, Stamford, and Springdale yards.
. Reintroduced a “Best Foot Forward” campaign to promote safe customer footing and handling on trains, platforms, and stairs. Also developed a program of weekly safety tweets promoting Metro-North safety messages to over 40,000 Twitter followers.
Security . Recruited and trained personnel to effectively staff Metro-North’s new Security Department and to meet the railroad’s corporate and operational security requirements. Recruitment and training will continue into 2016. Also, distributed some 25,000 credentials and passes for employees, contractors, police, and others requiring special identification.
. Established the “Right-of-Way Task Force,” a joint effort between Metro-North Security and MTA Police, to provide a permanent patrol function along the Right-of-Way to swiftly address security vulnerabilities before they develop into larger problems.
. Developed and implemented an updated Workplace Violence Prevention Program to better protect Metro-North employees and to satisfy New York State regulatory compliance requirements.
. Developed and implemented an internal security analysis function to conduct threat research via open-source intelligence and data mining, social media research, and other forms of information analysis in order to identify and report signs of internal or external security threats.
. Participated in the specification, design, installation, and testing of onboard video systems for rolling stock to comply with NTSB recommendations. Also, participated in the design of enterprise-wide video surveillance systems, access control systems, and elevator controls for all Metro-North stations. A new security-video request and tracking program provided 865 security-video requests to internal Metro-North departments and the MTA Police during 2015.
. At the national level, Metro-North worked with FEMA and the TSA to evaluate the effectiveness of the nationwide Transportation Security Grant Program. Working with the US Department of Homeland Security, Metro-North deployed the pilot version of a radiological contaminant detection system in Grand Central Terminal.
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Bridges and Tunnels—Safety/Security Initiatives
. Planned a safety management system for all B&T facilities to enhance the agency’s focus on employee safety and accident reduction.
. Achieved a 26-percent reduction in work days lost due to on the job injuries in 2015 through accident program management and prevention.
. Trained 988 employees in Traffic Incident Management (TIM) to improve emergency response and customer safety. The comprehensive program covers responder safety, initial scene response, emergency traffic control, scene management, staging, incident scene breakdown, investigation, media considerations and post incident analysis.
. Continued OSHA 10/30 training programs, which were completed by more than 100 B&T employees in 2015. The training, which presents safety protocols and accident prevention measures, is directed at personnel throughout the organization.
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Cost Cutting /Revenue Initiatives
Interagency—Cost Cutting/Revenue Initiatives
. Completed implementation of Phase I of the Oracle PeopleSoft 9.2 upgrade at the MTA Business Service Center (BSC), covering the functionality associated with Human Capital Management (HCM), which includes Human Resources and Payroll, and Enterprise Learning Management (ELM). Phase II of the upgrade, scheduled for completion in the fall of 2016, was initiated. This phase covers Core Financials and Procurement. The upgrade will enable the MTA to reduce costs through more efficient processes and standardized operations across the organization and maintain Oracle technical support and provision of tax and regulatory updates.
. Completed over 90 percent of the leasing of the new Fulton Center through a master lease with the Westfield Group. The center contains approximately 180,00 square feet of commercial space, nearly half of which was filled in 2015 by a single-tenant lease with WeWork, a New York-based providing of entrepreneurial workspaces and services. In addition, about 20 major retailers have leased outlets in the Fulton Center's award-winning, LEED-certified atrium, with the first shops and food vendors opening in the second quarter of 2016. Under the master lease contract, the Westfield Group assumes all facilities management and all nontransit operating costs at the center in exchange for rents. Once costs are recovered, the MTA also receives a percentage of rental profits.
. Continued an aggressive program of advertising sales on MTA properties and vehicles, which capitalizes on a potential reach of 8.7 million MTA customers per day. Combined advertising revenues in 2015 reached $158.0 million, up nearly 14.5 percent from the previous year. Of that, nearly 20 percent now comes from digital screens, for which MTA has issued a new advertising concession Request for Proposals (RFP), anticipating a systemwide build-out of digital displays.
. Generated MTA trademark licensing revenues in excess of $500,000. Also, continued to license MTA service, schedule, and performance data to mobile app developers, including the first time real-time data for LIRR, Metro-North, and buses. In 2015 the number of apps under MTA license surpassed 230.
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NYC Transit (Subways)—Cost Cutting/Revenue Initiatives
Revenues
. Increased NYCT Subways ridership to the highest levels since the 1940s, generating a steady, six-year increase in annual farebox revenues. Total farebox revenues for subways reached approximately $3.3 billion in 2015, up 4.5 percent over the previous year. (See also, NYCT Performance)
. Worked in conjunction with MTAHQ and outside agencies to continue the expansion of innovative, revenue-generating advertising sales on NYCT subway cars, stations, platforms, station entrances, and other public venues. Out of a total of $158.0 million in 2015 MTA advertising revenues, approximately $87.1 million came from various placements within the subway system.
. Continued to publicize the appeal of the New York subways as a safe, convenient, affordable way for visitors to travel the city. While MTA does not track tourist ridership, efforts to draw a share of the city’s record 60 million visitors in 2015 included a “How to Ride the Subway” section of the MTA website; five-borough online sightseeing itineraries; dissemination of NYCT information to travel offices worldwide; new “Path through History” signs in 148 subway stations; and special MetroCard-based deals for visitors.
. Continued a marketing program to sell advertising space on MetroCards. The revitalized program earned over $1.0 million in net revenue during 2015. Also, continued to sell advertising on the MTA website, booking over $660,000 in net revenue during 2015.
Cost Cutting
. Phased in the new Rail Control Center Flagging database, to increase the productivity of maintenance work by reducing the time it takes for crews to get access to the right-of-way.
. Continued NYCT Subways’ implementation of the highly effective FASTRACK program, which schedules nighttime shutdowns on subway line segments to perform repairs and maintenance far more efficiently than work performed under traffic. The program has enabled further concentration of work crews, equipment, and resources. (See also, Operations/Technology Initiatives; Cost Cutting /Revenue Initiatives)
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. Consolidated timekeeping functions in order to increase workforce efficiencies and improve timekeeping.
MTA Bus Operations (NYCT Department of Buses, MTA Bus Company)—Cost Cutting/Revenue Initiatives
. Worked with the NYC Taxi and Limousine Commission and its approved “Transportation Network Companies” (TNCs) on plans to employ a single centralized app to dispatch yellow taxis, “green taxis,” and fore-hire car services for AAR trips. If “proof of concept” demonstrations prove successful such a centralized system could save an estimated $5 million annually on AAR assignments.
Long Island Rail Road—Cost Cutting/Revenue Initiatives
. Achieved the highest LIRR ridership since 1949, with a total of 87.6 million passengers and revenues of $695.4 million in 2015, and increase of 2.1 percent and $6.6 million in revenues over the previous year.
. Increased “leisure travel” ridership by 14.2 percent in 2015 and associated revenues by 17.1 percent over the previous year. This included the sale of package ticket deals for “Long Island Getaways” and “Beach Getaway.” Marketing promotions for LIRR’s “Train to the Game” franchise brought additional ticket sales revenue from LIRR customers travelling to see popular New York sports teams, including the NY Mets, NY Rangers, NY Knicks, NY Islanders, NY Nets, NY Cosmos, and NY Liberty.
. Increased seasonal ticket revenues by scheduling a third Hampton Reserve car. These added summer cars, which have tended to sell out early, offer premium reserve-seating tickets on LIRR’s popular Cannonball train beginning in July.
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Metro-North—Cost Cutting/Revenue Initiatives
Cost Cutting
. Reduced operating subsidies by $3.6 million annually through cost-cutting measures, while at the same time continuing the strategic longterm investments needed to ensure safe, secure, and reliable transportation services.
. Increased revenues from Grand Central retailers by $1.0 million or 3.8 percent higher than 2014 levels. This is the result of higher negotiated rents from new tenants and tenant renewals. In addition, increased ridership and pedestrian traffic in Grand Central have increased vendor sales and the rental income based on a percentage of sales.
. Achieved significant savings in energy costs, including $1.0 million annually from Grand Central Energy Conservation Project; about $12.0 million due to lower rates for electric propulsion power and diesel fuel; relocation of Metro-North offices into more energy- efficient facilities; and anticipated savings from a new MTA-wide program to detect energy leaks, metering errors, and other inefficiencies. (See also, Sustainability/TOD Initiatives)
. Installed Hyperion, a new financial planning and reporting software, that improves the agency’s ability to extract financial information for reporting and analytical purposes, thereby eliminating less efficient planning application and reducing manual data-processing and production time. (See also, Operations/Technology Initiatives.)
Revenues
. Generated increased revenues from Metro-North’s 2015 advertising and sponsorship programs, amounting to approximately $15.5 million in revenues from advertising displays, such as the Grand Central digital dioramas.
. Earned $6.9 million in total gross sales from commissary carts on Metro-North properties, up $100,000 from the previous year, and generated roughly $300,000 from soda/snack vending machines. Sponsorship agreements with Budweiser and Coca-Cola are projected to take in an additional $390,000 over five years.
. Generated approximately $4.7 million in revenue from Metro-North parking facilities, which have been expanded at several stations through recent improvement projects. In addition,
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Metro-North added Zipcar services at outlying stations and partnered with Enterprise Rent-a- Car to improve station access, a new venture which generated $29,000 in 2015.
. Processed 1,198 group trips though the “Group Sales and Travel” program, accommodating 30,658 customers and generating $911,000 on the New Haven, Harlem, and Hudson lines. Also generated over $780,000 from Metro-North’s “getaway” programs for New York City, Hudson Valley, and elsewhere, a 2.0-percent revenue increase over the previous year.
. Increased the number of visitors to Grand Central Terminal renting the audio tour to 28,000, generating $30,000, and the number taking Municipal Art Society-sponsored tours to more than 7,000 visitors generating nearly $49,000.
. Approved a licensing agreement with a consortium of providers for a wireless network in Grand Central Terminal and the Park Avenue Tunnel, to be completed by early 2017. In addition to licensing revenue, the project provides Metro-North with a critical emergency communications network at no cost, representing a combined revenue and cost savings worth some $24.0 million over 20 years.
Bridges and Tunnels—Cost Cutting/Revenue Initiatives
. Maintained the ongoing savings achieved through prior budget-reduction programs, which have enabled the agency to achieve millions of dollars in savings over previous financial plans through in-depth organizational assessments.
. Reduced Bridges and Tunnels overtime usage by 20 percent since 2009 through aggressive efforts to efficiently manage employee availability, deployment, and scheduling.
. Increased Bridges and Tunnels crossings to 297.9 million for the year, enabling the agency to provide a total of $1.125 billion in surplus revenue for MTA transit services in 2015.
. Achieved a record market share of 85.7 percent in 2015 for E-ZPass toll collection, which is the least expensive method of collecting tolls and therefore an important cost containment objective for Bridges and Tunnels.
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2015 ANNUAL REPORT—SECTION 3 Capital Projects Commitments and Completions
The MTA Capital Programs
On October 28, 2015, the MTA Board approved a revised 2015-2019 Capital Program. The proposed program totals $29.0 billion, which is nearly 10 percent less than the initial plan approved by the Board in 2014. It includes $21.6 billion in core investments for MTA subways, buses, and railroads; $4.5 billion for the Second Avenue Subway, East Side Access, and Penn Station Access; and $2.9 billion for MTA Bridges and Tunnels. At the time of this report, efforts continue to advance the proposed 2015-2019 Capital Program.
The majority of the project commitments and completions listed in this Section 3 are funded under the 2010-2014 Capital Program. That program was approved following a reduction of its original proposed funding by $1.82 billion, resulting in a 2010-2014 Capital Program of $26.3 billion over five years. In 2011, the MTA Board once again amended the program through a series of initiatives to achieve additional savings of nearly $2.0 billion. Those initiatives included eliminating 15 percent of administrative staff, improving the productivity of work along the right-of-way, maximizing component replacement over full asset renewal, and reviewing every capital project as it nears implementation to ensure that it will deliver the intended public benefits at the lowest possible cost.
After severe damage to MTA assets in October 2012 as a result of Superstorm Sandy, the MTA Board approved an additional $4.8 billion in December of that year for critical repair and restoration projects. This increased the 2010-2014 Capital Program from $24.27 billion to $29.03 billion. In July 2013, an amendment added $5.77 billion for “mitigation and resiliency” initiatives to secure MTA assets against future extreme weather events. This increased the plan from $29.03 billion to $34.80 billion. A final amendment to the 2010-2014 Capital Program was approved by the Board in July 2014, rebalancing the Sandy program to reflect the latest project estimates without changing the overall budgets.
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Capital program efforts in 2015 resulted in $3.70 billion in capital funds committed during the year and a total of $2.85 billion in capital projects completed. Among these were major projects in signals and communications, including the ongoing installation of Communications Based Train Control (CBTC) systems and the initiation of Positive Train Control (PTC) systems. Milestones in MTA Capital Construction megaprojects included the opening of the new Fulton Center in November 2014 and the opening of the 7 Line Extension in September 2015. The Second Avenue Subway advanced towards its scheduled opening in December 2016. Together with East Side Access these represent the largest MTA system expansions in over 60 years. Recovery and resiliency projects continued to repair damaged infrastructure and harden the MTA system against future weather events.
For maximum transparency, the status of all capital projects is updated regularly on the Capital Program Dashboard under the heading “About the MTA” on the MTA website at www.mta.info. The proposed 2015-2019 Capital Program, with detailed project spending and revenue sources, is available on the MTA website at mta.info/capital. All costs shown below are in millions unless otherwise indicated.
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Capital Program Progress
Funding Received Through December 31,2015 1 ($ millions)
1982-2015 2015 Federal Grants 34,988 2,443 State Service Contracts/Bond Act 3,331 0 State Appropriations/ Other 773 0 City Appropriations 6,855 307 MTA Bonds 35,255 2,648 MAC Surplus 5,309 0 Debt Restructuring 1,525 0 Other (capital-operating transfer; pay-as-you-go; 5,693 182 investment income; asset sales; insurance) Total 93,729 5,580
Capital Program Progress, 1982- 2015 ($ millions)
Commitments Expenditures Completions New York City Transit 58,140 52,565.92 48,244 Long Island Rail Road 9,915 8,984.16 8,087 Metro-North Railroad 7,306 6,454.33 5,490 Bridges and Tunnels 5,635 4,272.46 3,624 Capital Construction 17,799 15,402.42 7,807 MTA Bus Company 850 718 679 Commuter Rolling Stock 1,913 1,912 1,896 Other 2 847 712 514
MTA Total 102,404 91,021.29 76,340
1 Funding for MTA Bridges and Tunnels Capital Programs not included. Numbers may not total due to rounding. 2 Includes funds for World Trade Center recovery, planning and customer service projects, and security. Numbers may not total due to rounding.
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Capital Program Progress, 2015 ($ millions)
Commitments Expenditures Completions New York City Transit 1,556.8 2,273 1,678.9 Long Island Rail Road 323.2 423 245.7 Metro-North Railroad 283.6 237 204.3 Bridges and Tunnels 526.5 343 214.8 Capital Construction 3 940.2 1,263 378.7 MTA Bus Company 43.6 49.0 89.4
Other 4 25.6 123 34.4 MTA Total 3,699.4 4,712 2,846.2
3 Includes funds for security and MTAPD. Numbers may not total due to rounding.
4 Commitments and completions include funds for planning and customer service projects, and security. 55
New York City Transit (Subways)
Major 2015 Commitments
Superstorm Sandy Repair and Resiliency
Awarded projects to repair equipment and facilities damaged due to flooding from Superstorm Sandy, including:
. Rehabilitation of flood-damaged equipment in the Joralemon Street Tube, including pump room repair and resiliency, tunnel lighting, substation, and power and communication cables. ($113.9)
. Rehabilitation of flood-damaged equipment in the 53rd Street Tube, including track, substation, power distribution components, signals, and power and communication cables. ($92.6)
Resiliency and Mitigation
Awarded projects to mitigate flood-vulnerable equipment and facilities, including: . Fabrication and installation of longterm mitigation measures for street stairs at subway stations in upper and lower Manhattan, including “flexgates” retractable tension fabric barriers and flood doors. ($26.1)
. Fabrication and installation of mechanical closure devices at vent gratings at critical locations in lower Manhattan, as a method of longterm mitigation. ($10.1)
Stations
. Initiated station renewal at three stations on the Sea Beach Line in Brooklyn, including stairs, platforms and ancillary components, station painting, as well as rehabilitation of a portion of the concrete retaining walls along the Sea Beach Line. ($112.7) . Awarded installation of seven hydraulic elevators at three stations on the Lexington Line in Manhattan. ($26.0)
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. Began station component work at the Wilson Avenue and Atlantic Avenue stations on the Canarsie Line in Brooklyn. Project scope includes repair of platform edges, columns, ceilings, wall and mezzanine at Wilson Avenue, and platform columns and canopy repairs at Atlantic Avenue. ($16.4)
Rolling Stock . Procurement of 72 Standard Diesel 40-foot, low-floor buses to replace vehicles that are beyond their useful life. ($39.2) . Awarded the purchase of three new vacuum trains, to help keep tracks clear of debris and, thereby, reduce track fires and smoke conditions throughout the system. ($34.5)
Signals & Communications
. Awarded three contracts to support implementation of Communication Based Train Control (CBTC). Two contracts will upgrade the first segment of the signal system on the Queens Boulevard Line to an automatic train control system between 50th Street in Manhattan and Union Turnpike in Queens. The third contract will test for interoperability between systems from two different vendors, using the test track on the Culver Line completed this year. ($254.6) . Awarded Module 1 of Integrated Service Information and Management on the B-Division. Scope includes fabrication and installation of equipment at 26 locations for automated data collection from the signaling system. ($55.5)
Line Structures, Track and Facilities
. Began 2015 Track and Switch Program, to replace track and switch components across the system, based on condition ratings from most recent system survey. ($206.2) . Awarded construction of a modernized 3,900-square-foot bus command center in Brooklyn for use by NYCT Department of Buses and MTA Bus Company. ($51.4 NYCT and $17.1 MTA Bus) . Awarded contract for comprehensive repairs to brick masonry façade at the Manhattanville Bus Depot in Manhattan. ($20.2) . Installation of Help Point kiosks at 155 stations throughout the transit system. ($74.7)
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Major 2015 Completions
Superstorm Sandy Repair
Completed projects to repair equipment and facilities damaged due to flooding from Superstorm Sandy, including:
. Replaced damaged assets in the Montague Tube on the Broadway (R) Line, including power substations and power distribution components, line equipment, and track. ($190.4)
. Restored flood-damaged equipment in the Steinway Tube, including track and one pump room. ($32.5)
. Restored Stillwell Terminal Police District Office and employee facilities, including repair and replacement of heating, ventilation, and air conditioning (HVAC) systems, electrical systems, utilities, drainage, architectural finishes, and related work, based on damage assessment. ($14.5)
Resiliency and Mitigation
Completed projects to mitigate flood-vulnerable equipment and facilities, including:
. Installation of new power cable and power ducts better equipped to minimize damage from salt water incursion in the Montague Tube on the Broadway (R) Line. ($56.4)
. Installation of interim flood protection barriers and drainage solutions at Coney Island Yard in Brooklyn. ($12.1)
Stations
. Completed renewal and component work at five stations on the Pelham Line in the Bronx. Scope included renewals at Buhre Avenue, Middletown Road, Zerega Avenue, and Castle Hill Avenue, in addition to component repairs at Pelham Bay Park. ($100.8)
. Completed component repairs at various locations, including painting and replacement of two stairways and ancillary assets at Van Cortlandt Park-242nd Street on the Broadway/7th Avenue Line in the Bronx, as well as, platform and stair replacement at three stations in
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Manhattan and four stations in Brooklyn, with component painting at 49th Street in Manhattan. ($29.5)
Rolling Stock
. Accepted delivery of 16 new R188 railcars as part of the option for a contract to procure 103 “A-Division” R188 cars. ($39.7) . Accepted delivery of 36 Continuous-Welded Rail Flatcars and 18 Standard Flatcars to support maintenance and construction projects. ($14.5)
Lines Structures, Track, and Facilities
. Completed replacement projects for mainline tracks, yard tracks, and switches at various locations throughout the system. ($252.7) . Completed Phase 3 of the Culver Viaduct rehabilitation on the Culver Line in Brooklyn. Scope included rehabilitation of underside of viaduct deck and related support components. ($63.0)
Signals and Communications
. Completed installation of the CBTC Test Track to support interoperability tests, which will be executed under a separate contract awarded this year. ($97.5) . Installation of Help Point kiosks at 151 stations across the system. ($71.5) . Completed replacement of power distribution components, power ducts, and negative cables, on the Flushing Line in preparation for implementation of CBCT. ($51.8)
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MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company)
Major 2015 Commitments
Depots/Facilities
. Awarded a contract for the construction of a new Bus Command Center building in East New York, Brooklyn. A radio system will be installed in the building under a separate contract. ($68.5, joint NYCT and MTA Bus project) . Awarded a contract for security upgrades at Far Rockaway and Baisley Park Depots ($9.9, MTA Bus)
Rolling Stock
. Committed to purchase of 72 New Flyer standard diesel buses, as an accelerated option to an ongoing contract. ($39.2, NYCT Bus)
Major 2015 Completions
Depots
. Achieved substantial completion of HVAC upgrades at Yukon Depot. ($15.7, NYCT Bus) . Achieved substantial completion of the fueling upgrades at Eastchester Depot. ($13.8, MTA Bus) . Achieved substantial completion of roof repairs at Flatbush Depot. ($4.2, NYCT Bus)
Rolling Stock
. Completed purchased of 177 paratransit vehicles. ($8.4, NYCT Bus)
. Accepted delivery of 256 out of a total order of 275 New Flyer standard diesel buses. ($152.5, NYCT Bus)
. Accepted delivery of 71 out of a total order of 72 New Flyer standard diesel buses (option order). ($39.2, NYCT Bus)
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. Completed purchase of 45 New Flyer standard diesel buses. ($23.8 MTA Bus).
. Accepted delivery of 216 Nova standard buses in 2015 out of a total order of 414 buses, with the remainder to continue in 2016. ($215.7, NYCT Bus)
. Accepted delivery of 1 pilot bus in 2015 from an order of 75 New Flyer articulated buses, with the remainder to be delivered in 2016. ($61.6, MTA Bus)
Information Systems
. Achieved substantial completion of “Bus Time” upgrades, a project which has been in operation, but did achieve this contractual milestone in 2015. ($47.4, NYCT Bus)
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Long Island Rail Road
Major 2015 Commitments
Stations
. Awarded a contract for the design of two new elevators to support ADA compliance at the Murray Hill Station on the Port Washington Branch, The project includes elevator shafts, machine rooms, associated cut-back and reinstallation of retaining walls, tactile warning strips, lighting, CCTV cameras, and signage. Construction is planned for the proposed 2015- 2019 Capital Program. ($0.9, total project budget)
Line Structures
. Awarded a design services contract as part of the Bridge Program project, which includes replacement of the Buckram Road and Post Avenue bridges and rehabilitation of Springfield Boulevard and Union Turnpike bridges. Construction is planned as part of the Proposed 2015-2019 Capital Program. ($24.6, total project budget)
Power
. Awarded a contract for design and engineering services as part of the Penn Station Traction Power Substation Replacement project. This project will provide a new AC-DC traction power substation to replace the 40-year-old substation that currently provides third-rail traction power for LIRR operations in Penn Station and the East River tunnels. This replacement is crucial to the longterm reliability of operations and traction power for Penn Station. ($22.1, total project budget)
Superstorm Sandy Projects
. Awarded a design-build contract, as well as a furnish-and-install contract, for signal and communications equipment foundations and platforms along the Long Beach Branch, as part of the Long Beach Branch Systems Restoration project. This project will replace the existing signal system along the entire Long Beach Branch from Long Beach Station to the Valley Interlocking. The project will restore infrastructure damaged by Superstorm Sandy and
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harden the infrastructure against future storm damage. The new platforms will help protect critical equipment from future severe weather events. ($64.9, total project budget)
. Awarded a construction contract as part of the Miscellaneous Infrastructure and Systems Restoration project, which addresses various LIRR infrastructure components damaged in Superstorm Sandy. This contract, which was awarded under a federal Small Business Administration (SBA) program, includes roofing and two portable generators at the Hillside Support Facility; replacement of the 34th Street roll-up gate at Penn Station; replacement of a platform shelter shed at the Westbury Station; and additional work at various other LIRR locations. ($9.7, total project budget)
. Awarded two contracts as part of the Substation Replacement project: a construction contract for the installation of wooden piles as part of the new Oil City substation and a design-build contract to replace the existing Long Beach substation. At the Oil City substation, work includes furnishing, installation, and testing of timber piles for the structural foundation. For the Long Beach substation, the project involves design, fabrication, delivery, installation, integration, and testing of the modular substation, including the building enclosure, equipment, cabling, and supervisory control systems. The project will help ensure the long- term reliability of infrastructure damaged during Superstorm Sandy. ($51.6, total project budget)
Major 2015 Completions
Stations
. Completed replacement of the platform and other station components at Massapequa Station on the Babylon Branch, including the construction of a new 12-car center island platform, a new canopy, a platform waiting room, and new staircases. The project also included replacement of the elevator and escalator, new lighting, new communications and CCTV systems, drainage improvements, and the rehabilitation of walkways and underpasses. ($20.5, total project budget) . Completed construction of a new five-level parking facility at Wyandanch Station on the Ronkonkoma Branch. The new facility provides approximately 920 spaces and includes three ADA-compliant elevators, security cameras and lighting, and other improvements. ($29.0, total project budget)
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. Completed design for the rehabilitation of Nostrand Avenue Station on the Atlantic Branch. The work will include the replacement of two elevated six-car side platforms; the platform substructure; electrical, lighting, and communication systems; and two new ADA-compliant elevators. Construction is planned as part of the Proposed 2015-2019 Capital Program. ($26.4, total project budget)
. Completed replacement of two elevators at the Woodside and Merrick stations with new heavy-duty hydraulic elevators, providing ADA-compliant access between the station platforms and street levels. ($5.0, total project budget)
. Completed design of the Hicksville Station Improvement project and the Hicksville North Siding project. The station project will include platform replacement, installation of two new hydraulic elevators, replacement of two escalators, and other station components. The fully electrified Hicksville North Siding will increase peak train capacity and operational flexibility. It includes the construction of a new retaining wall, duct bank systems, prewired signal hut and case, and new signal components. ($68.8 total project budget for Hicksville Station Improvements; $52.4 total project budget for Hicksville North Siding)
. Completed design for new elevators and ADA station improvements at the Flushing–Main Street Station, including the design of two new elevators, a new station entrance on Main Street, a new ticket office, major platform improvements, and new station components at the platform level. ($16.4, total project budget)
. Completed design for the Wantagh Station Platform Replacement project, which includes replacement of the elevated 12-car center island platform and repairs to the platform substructure, along with replacement of the canopy, platform waiting room, escalator, and other station components. The project also includes construction of a new elevator, making this station ADA accessible. ($20.7, total project budget)
Track
. Completed the ceremonial placement of the first rail section for the Main Line Double Track project, inaugurating the construction of an 18-mile stretch of double track between the Farmingdale and Ronkonkoma stations. The retaining wall systems and track beds for Phase 1 neared completion, and track work between Ronkonkoma and Central Islip is now underway. The Double Track project will ultimately improve service reliability, on-time performance, 64
and the availability of bi-directional off-peak service on one of the LIRR’s busiest branches. ($137.2, total budget for Phase 1)
. Completed the Right-of-Way Fencing project, which installed over 38,000 feet of high- security fencing at selected locations systemwide. The project is critical for deterring trespassers, minimizing debris strikes, and protecting LIRR customers and assets. ($8.0, total project budget)
. Completed the Right-of-Way Culverts and Drainage project, which helps maintain infrastructure and minimize service disruptions by rehabilitating culverts and drainage systems at selected LIRR locations. ($6.0, total project budget)
. Completed the 2015 Annual Track Program, which included renewal of approximately 77 miles of track surfacing, 12,087 mechanized wood ties, 15,910 concrete ties, 936 field welds, 18 grade crossings, and 9 switches. ($65.0, total project budget)
Line Structures
. Completed demolition of the Ellison Avenue Bridge, which spans the LIRR’s Main Line tracks in Westbury. Construction work is currently progressing for the new Ellison Avenue Bridge. ($17.5, total project budget)
. Completed demolition of the Colonial Road Bridge, which spans the LIRR’s Port Washington Branch in Great Neck, and began the installation of a new supporting arch structure for the new bridge. The Colonial Road Improvements project will include a new bridge, upgraded drainage at track level, and an extension to the existing Great Neck Pocket Track. ($45.2, total project budget)
. Completed rehabilitation of the Broadway Bridge on the Port Washington Branch in Elmhurst. The work included new bearings and bridge seats; repairs to the abutments, concrete decks, piers, and structural steel; above-deck waterproofing; and improvements to the bridge deck drainage system. ($4.8, total project budget)
Communications & Signals
. Completed the replacement of existing communications cables and life-safety equipment in the Atlantic Avenue Tunnel between Jamaica and the Atlantic Terminal. Work included the replacement of copper cable infrastructure, installation of new fiber optic cable, and new call boxes at all exit hatches. ($5.1, total project budget)
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. Completed the “Divide Supervisory Control and Remote Terminal Units” project, which provided for the installation of a new “Divide Signal Supervisory Control System,” with new “Remote Terminal Units,” to interface with existing relay systems on the Main Line and Port Jefferson branches. ($13.9, total project budget)
. Completed the “Signal Normal Replacement Program,” which replaced selected signal system equipment throughout the LIRR. Signal components included 80 batteries, 59 switch machines, 29 signal position lights, 79,000 linear feet of signal cable, 8 equipment cases, 30 relays, 20 crossing gate mechanisms, and associated electrical components. ($15.0, total project budget)
Power
. Completed replacement of the Hillside and Kew Gardens substations, which entailed the construction of new modular buildings housing new AC and DC switchgear, rectifiers, control cabinets, and associated equipment, as well as new transformers installed outside the buildings. ($26.1, total project budget)
. Completed the replacement and upgrade of the negative reactors at various locations to improve power conditions. Reactors rated at 2000 A were replaced with 20 new larger upgraded Type II Negative Return Reactors rated at 3500 A. ($4.0, total project budget)
. Completed the replacement of the “Third Rail Protection Board.” Under this project, approximately 449,000 linear feet of fiberglass protection board was installed in selected locations systemwide. ($9.2, total project budget)
. Completed the replacement of “Signal Power Motor Generators” and associated power and control components at selected locations. The work included an upgrade for certain control circuits to newer technology, enabling more information to be sent and thus increasing system reliability. ($2.0, total project budget)
Superstorm Sandy Projects
. Completed the replacement of AC and DC components within the Long Island City substation, which were damaged during Superstorm Sandy. The work included replacement of the rectifier transformer, high voltage breakers, station battery sets, battery charger, control power distribution equipment, and associated hardware. ($1.4, total project budget)
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. Completed the replacement of the Oceanside substation, as part of the Substations Replacement project. The next two phases of the project, the replacement of the Oil City and Long Beach substations, are progressing. ($51.6 total project budget)
. Completed design of the First Avenue Substation Restoration project, which will replace two AC switchgears and associated equipment damaged by salt water intrusion during Superstorm Sandy. The project also incorporates resiliency measures, including hardening splice connections and termination points to resist water infiltration, and raising the AC switchgear foundations above flood levels. ($8.4, total project budget)
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Metro-North Railroad
Major 2015 Commitments
Rolling Stock
. Continued design reviews for the M9 railcar contract, a joint procurement with the LIRR. Metro-North is considering a total procurement of 140 to 170 M9 railcars. Funding is dependent on final approval of the proposed 2015-2019 Capital Plan. Metro-North will continue its involvement in this program through the final design reviews and qualification testing, at which time Metro-North will determine whether it will exercise an option to purchase M9 vehicles in the first quarter of 2017. ($2.5, total project budget)
Stations
. Awarded a construction contract for the Station Building Renewal project under the Small Business Mentoring Program for exterior rehabilitation of the Hartsdale Station building. The work includes: replacement of windows, door saddles, door bucks, ADA curb ramp, and painting. Also awarded a contract for design plans to construct an elevator at the Port Chester Station on the New Haven Line. ($7.3, total project budget) . Awarded a contract to design improvements to the Harlem-125th Street Station, including replacement of two historic exterior stairways, a new variable message system at the base of each stairway, and improvements to the exterior lighting on the station building. ($0.75, total project budget)
Infrastructure
. Awarded a contract for the inspection and design of the Park Avenue Viaduct direct fixation fasteners, which sit atop of the concrete deck and hold the rails in place. ($1.8, total project budget) . Awarded a contract for engineering services to perform comprehensive inspection and load rating of select undergrade Metro-North bridges on the Hudson, Harlem, and New Haven lines in New York State, as required by the Federal Railroad Administration (FRA). ($25.4, total project budget)
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. Awarded a contract to design the rehabilitation/replacement of four overhead bridges located at Sixth, Tenth, Fourteenth, and Fulton avenues in Mount Vernon, NY. ($11.4, total project budget) . Awarded a contract with New Jersey Transit (NJT) to execute Option 2 and Option 5 in its Positive Train Control (PTC) contract on behalf of Metro-North. These options cover the purchase and installation of PTC components on Metro-North trains and tracks located West- of-Hudson and operated by NJT. Also, awarded a contract for NJT or its contractors to carry out the ongoing installation and upgrade of Metro-North’s PTC and cab signal systems. This work includes modification to NJT’s back-office equipment for centralized control of 11 interlockings and interface work relating to NJT’s interlocking in Suffern, NY. ($67.6, total project budget). . Awarded a contract to design the replacement of two rotating motor-alternator sets at Mott Haven Yard’s signal power substation. This project will replace the substation’s antiquated motor alternators, transformers, switchgear, and control circuits. ($1.5, total project budget) . Awarded a design for the replacement of the Prospect Hill Road Bridge in Southeast, NY, an overhead bridge traversing Metro-North’s Harlem Line. ($7.0, total project budget) . Awarded a construction contract for drainage improvements along the Harlem Line in the Bronx between Mott Haven and Fordham. This work is the second phase of a multiphase project and includes an option for the fabrication, delivery, and installation of additional drainage structures. ($13.5, total project budget) . Awarded a construction contract for the replacement and upgrade of the fire standpipe system in the lower level of the Grand Central Terminal train shed and for the replacement of a fire pump at 49th Street in the terminal. ($44.6, total project budget)
Superstorm Sandy Restoration and Resiliency
Continued to repair equipment and facilities damaged due to flooding and related effects from Superstorm Sandy as well as continued mitigation and “resiliency” work to better prepare the system for future weather-related events, including:
. Continued restoration of damage to Metro-North right-of-way caused by Superstorm Sandy, including tree removal and shoreline restoration. ($8.0, total project budget)
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. Awarded a design-build contract for Phase I of restoration/resiliency work on power and communication and signal systems to protect critical infrastructure from future weather events on the Hudson Line, from control point (CP)-19 at Greystone, NY, to CP-35 at Croton-Harmon, NY. This multi-phased contract also includes an option for Phase II restoration and resiliency work to power and communication and signal systems on the Hudson Line from CP-5 at Mott Haven in the Bronx to CP-19 at Greystone, NY. ($296.7, total project budget) . Awarded a contract for the purchase of two “hi-rail” vacuum trucks to keep track assets clear of silt, obstructions, and other debris so that drainage can function properly. ($5.6, total project budget)
Major 2015 Completions
Rolling Stock
. Continued work on the M8 project for the design, manufacture, testing, and delivery of the M8 electric multiple unit (EMU) railcars for the New Haven Line. In addition to the base contract, options were exercised, bringing the total M8 order to 380 “married-pair” cars and 25 single, unpowered cars. All of the cars were conditionally accepted for revenue service in the first half of 2015. The M8 fleet has been going through phases of system modification, with expected completion in third quarter 2018. ($1.1 billion, total budget; including $356.1 from MTA and $746.5 from Connecticut Department of Transportation) . Participated in development of the PRIIA Dual Mode Locomotive Specification in cooperation with the New York State Department of Transportation and other entities. Specification was completed and finalized in late 2015. ($2.5, total project budget)
Infrastructure
. Continued to advance the East-of-Hudson Overhead Bridge Program. Work in 2015 by Metro-North forces included priority repairs on the New Haven Line for the Hillside Avenue Bridge in Mamaroneck, NY, and the West Street Bridge in Harrison, NY. ($18.9, total project budget)
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. Completed the West-of-Hudson Rock Slope Remediation project on the Port Jervis Line. The work included tree clearing, rock mass removal, rock scaling, rock bolting, and installation of cable mesh. ($2.9, total project budget) . Completed the Refurbish/Replace Electrical Switch Machine project, which refurbished electric switch machines at interlockings on the Harlem, Hudson and New Haven lines. A total of 18 switches have been replaced under this project. ($0.2, total project budget) . Completed the final phase of the Employee Welfare and Storage Facility project, which included the roof replacements of the “Maintenance of Equipment” and “Maintenance of Way” buildings at the North White Plains Yard. ($10.0, total project budget) . Completed the Undergrade Bridges Upgrade project, which replaced wooden bridge timbers that had exceeded their useful life at various locations on the Harlem, Hudson, and Port Jervis lines. ($4.9, total project budget) . Completed the 2013 Annual Track Program in July 2015. The 2013 program installed approximately 21,000 ties, replaced 6.6 miles of rail, and surfaced approximately 50 miles of track on the Hudson, Harlem, and New Haven lines. ($12.4, total project budget) . Completed the North White Plains Parking Garage project. Work entailed the demolition of an existing 109-space parking garage, a maintenance building, and a surface parking lot to construct a new 500-space parking garage. The project also included ancillary improvements to the North White Plains Station, the Metro-North property at 525 North Broadway, and the surrounding neighborhood. ($41.8, total project budget) . Completed the Replacement of High Cycle Relays project on the Harlem and Hudson lines. Relays were replaced on the Harlem Line from Woodlawn to North White Plains and on the Hudson Line from Box 46 to CP-1 in Grand Central Terminal. ($0.6, total project budget) . Completed the Grand Central Terminal Turnout/Switch Renewal project. Part of an annual program, this 2015 project included the replacement of six switches within the terminal footprint or area. ($3.0, total project budget) . Completed the 2015 West-of-Hudson Track Program, which included replacement of approximately 16,000 ties and 4 miles of rail; 24 miles of surfacing; and the installation of two #15 switches at Campbell Hall. ($6.4, total project budget)
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MTA Bridges and Tunnels
Major 2015 Commitments
Bridges and Tunnels is committed to maintaining its facilities in a state of good repair. Major projects include Superstorm Sandy-related repairs to the Queens Midtown Tunnel, rehabilitation of the programmable logic controller and mechanical systems at the Marine Parkway Bridge, structural rehabilitation and painting at the Bronx-Whitestone Bridge and the installation of a dehumidification system in the Throgs Neck Bridge anchorages. The following are additional details about Bridges and Tunnels’ major 2015 commitments:
Queens Midtown Tunnel
. Awarded construction services for the Queens Midtown Tunnel to restore the tunnel from damages sustained during Superstorm Sandy. This project will also rehabilitate the walls, repair the ceiling, control leaks, improve safety lighting, and replace ceiling hangers. The Manhattan exit plaza structural slab will also be rehabilitated (Phase I). ($231.6, contract award; $370.5, total project budgets)
Marine Parkway and Cross Bay Bridges
. Awarded design-build contract and construction administration services to restore electrical equipment damaged by Superstorm Sandy at the Rockaway Bridges, as well as Phase 1 of the electrical and mechanical rehabilitation of the Marine Parkway Bridge lift span, under which an emergency back-up generator for the lift-span machinery and associated cabling will be installed. ($23.3, contract awards; $32.9, total project budgets) . Awarded the construction, construction administration, and design during construction services for Phase II of the Marine Parkway Bridge rehabilitation of the lift span mechanical and control systems, to keep the lift functioning efficiently in its service to both vehicular and marine users, as well as miscellaneous structural rehabilitation and painting of the roadway structures. ($86.8, contract awards; $94.2, total project budgets)
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. Awarded the design-build contract for the rehabilitation of the Rockaway Point Boulevard Overpass at the Marine Parkway Bridge. ($8.5, contract award, $11.1, total project budget)
Throgs Neck Bridge
. Awarded the construction, construction administration, and design during construction services for anchorage repairs, the installation of anchorage dehumidification systems, replacement of concrete deck above the anchorages, extension of the fire standpipe system to the Queens Anchorage, and painting. ($46.9, contract awards, $51.8, total project budgets)
Bronx-Whitestone Bridge
. Awarded the construction, construction administration, and design during construction services for the main cable and suspender rope investigation and testing, miscellaneous structural rehabilitation, and the painting of the tower interior cells. ($53.4, contract awards, $78.3, total project budgets)
Verrazano-Narrows Bridge
. Awarded the construction, construction administration, and design during construction services for Superstorm Sandy flood-mitigation measures, which are to relocate equipment in the Verrazano-Narrows Bridge service building. ($7.1, contract award, $7.6, total project budget)
Major 2015 Completions
Bridges and Tunnels completed a total of $214.8 million in Capital Program projects in 2015, including major 2015 project completions at the following two facilities.
Bronx-Whitestone Bridge
. Completed the deck replacement on the Queens elevated and on-grade approach roadways. ($142.5, total project budget) . Completed the replacement of the necklace lighting and acoustic monitoring system. ($12.5, total project budget)
Marine Parkway Bridge
. Completed the substructure and underwater scour protection. ($26.5, total project budget)
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MTA Capital Construction
MTA Mega Projects
Fulton Center
. As of December 2015, $1.387 billion has been committed to the Fulton Center, out of a current total project budget of $1.400 billion, of which federal funding accounts for $1.270 billion.
. The Fulton Center opened to the public on November 10, 2014. Substantial completion was declared on all Fulton Center contracts with the last contract, the Transit Center contract, substantially completing in August 2015.
Second Avenue Subway Phase 1
. As of December 2015, $4.210 billion has been committed to the Second Avenue Subway Phase 1 project, out of a current total project budget of $4.451 billion, of which federal funding accounts for $1.374 billion. To date, all contracts for the project have been awarded. There are five active contracts remaining, including four station contracts and the systems contract. The anticipated revenue service date for the Second Avenue Subway Line is December 2016. . As work begins to restore sidewalks and streets, coordination with the community becomes even more essential. MTACC continues to work with the community to identify ways to mitigate construction impacts through Construction Advisory Committees, quarterly Public Workshops, and meetings with a number of different stakeholders. Other outreach initiatives include: Saturday community tours, monthly newsletters for each station area, and the “Good Neighbor Initiative,” which ensures that contractors properly maintain worksites and that wayfinding signage for small businesses are in place. The Community Information Center, located at 1628 Second Avenue, allows the public to obtain answers to project-related questions, raise concerns, and view exhibits.
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7 Line Extension
. As of December 2015, $2.395 billion has been committed to the 7 Line Extension, out of a total project budget of $2.420 billion, of which funding from the City of New York accounts for $2.367 billion. . The 7 Line Extension project opened for revenue service September 2015. All but two contracts are substantially completed. The remaining two contracts are the secondary entrance contract and the systems contract, which is expected to be substantially completed in early 2016.
East Side Access
. As of December 2015, $7.508 billion, 74 percent of budget, has been committed to the East Side Access (ESA) project, out of a current project budget of $10.178 billion, plus a rolling stock reserve of $463 million. Federal funding for the project is expected to total $2.699 billion. The forecasted revenue service date is December 2022. . Approximately $494.5 million worth of construction was completed in 2015. Total third- party construction completed to date is over $3.9 billion. . In February 2015, ESA awarded the Grand Central Terminal Concourse and Fit-Out contract ($425.3 million) to construct the new LIRR concourse facility. Work elements include foundations, underground utilities, walls, structural steel framing, mechanical, electrical, plumbing, fire protection, and architectural finishes. This contract also provides the construction for the fit-out of the 44th Street and 50th Street ventilation facilities. . In December 2015, ESA awarded the Harold Structures Part 3 contract (base value of $53.3 million; $79.9 million with options) to construct the Track D Pit and Approach Structure, a new bridge at 48th Street, new retaining walls, and catenary and signal power structures for the Loop & T interlocking.
Cortlandt No. 1 Line Station Reconstruction
. As of December 2015, $128 million, 81 percent of budget, has been committed to the Cortlandt No. 1 Line Station Reconstruction project, out of a current project budget of $158 million. This project is locally funded. The current schedule for completion is August 2018.
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. In April 2015, the construction contract for the Cortlandt No. 1 Line Station Reconstruction was awarded. This work consists of additional demolition and repairs, signal work, fire protection, communication systems, vertical transportation, and complete station fit-out, including mechanical, electrical and plumbing, architectural, structural, platform, and track reconstruction.
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2015 ANNUAL REPORT—SECTION 4 Description of the Metropolitan Transportation Authority and the MTA Board Structure
Submitted as part of the MTA 2015 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”).
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 number of employees (full-time and full-time equivalents) as indicated in the MTA 2016 Adopted Budget February Financial Plan 2016 – 2019 (February 2016):
Legal Name Number of Employees
MTA Headquarters 2,750 employees The Long Island Rail Road Company 7,083 employees Metro-North Commuter Railroad Company 6,697 employees Staten Island Rapid Transit Operating Authority 317 employees MTA Bus Company 3,752 employees MTA Capital Construction Company 140 employees
The following entities, listed by their legal names, are affiliates of MTA:
Legal Name Number of Employees
Triborough Bridge and Tunnel Authority 1,581 employees New York City Transit Authority, and its subsidiary, the Manhattan and Bronx Surface Transit Operating 47,706 employees Authority
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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 audit, budget and financial management, capital programs management, finance, governmental relations, insurance and risk management, legal,
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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.
Transit System
MTA New York City Transit and its subsidiary the Manhattan and Bronx Surface Transit Operating Authority (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.
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MTA Bridges and Tunnels
MTA Bridges and Tunnels operates all nine of the intra-State toll bridges and tunnels in the City.
MTA Capital Construction
MTA Capital Construction is responsible for the planning, design, and construction of current and future major MTA system expansion projects for the other Related Entities, including East Side Access (bringing MTA Long Island Rail Road into Grand Central Terminal), system-wide capital security projects, and the Second Avenue Subway.
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 Capital Construction Company MTA Capital Construction
Triborough Bridge and Tunnel Authority MTA Bridges and Tunnels
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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 FMTAC.
In accordance with legislative amendments enacted in 2009, the Chairman is also the Chief Executive Officer of 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 Chairman and Chief Executive Officer of the other Related Entities.
As of December 31, 2015, the following Committees of the Board assist the Chairman 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 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.
Board Members are assigned by the Chairman to serve as chairperson or as a member of several committees. The following chart sets forth the Committee Assignments for each MTA Board Member on December 31, 2015.
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BOARD MEMBERS Committee Committee Committee MNR Committee LIRR Committee Audit Committee B & T Committee Safety Committee Finance Committee Finance Diversity Committee NYC Transit\MTA Bus Corporate Governance Capital Program Oversight Oversight Program Capital
Thomas F. Prendergast C C C C (Chairman and CEO) Fernando Ferrer C (Vice Chairman) Andrew Albert Jonathan A. Ballan John H. Banks III Robert C. Bickford Norman E. Brown Allen P. Cappelli C Ira R. Greenberg Jeffrey A. Kay Susan G. Metzger Charles G. Moerdler John J. Molloy C Mitchell H. Pally C Lawrence Schwartz2 C James L. Sedore Jr. C C Vincent Tessitore, Jr. Polly Trottenberg Ed Watt Carl V. Wortendyke Neal Zuckerman
C = Committee Chair.
2Lawrence Schwartz was appointed as a Board Member on June 25, 2015.
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The MTA Board held eleven (11) meetings in 2015. The following chart sets forth the meetings of the MTA Board and the attendance of each Board Member at those meetings.
BOARD MEMBERS' ATTENDANCE REGULAR MEETINGS OF THE MTA BOARD IN 2015
BOARD MEMBER 1/22/15 2/25/15 3/25/15 4/29/15 5/20/15 6/24/15 7/22/15 9/24/15 10/28/15 11/18/15 12/16/15
Thomas F. Prendergast (Chairman and CEO) Fernando Ferrer (Vice Chairman) X Andrew Albert * Jonathan A. Ballan John H. Banks III X X X X X X X X Robert C. Bickford (1/4) X X Norman E. Brown * X Allen P. Cappelli Ira R. Greenberg * X Jeffrey A. Kay Susan G. Metzger (1/4) X Charles G. Moerdler X John J. Molloy X X Mitchell H. Pally X Andrew M. Saul X X Lawrence Schwartz 3 James L. Sedore Jr. (1/4) X X X Vincent Tessitore, Jr. * X X X X X Polly Trottenberg Ed Watt * X X X X X X X X X X X Iris Weinshall Carl V. Wortendyke (1/4) X Neal Zuckerman * X X Legend x = Absent from meeting (1/4) = Casts one collective vote HH = Period during which not a Board Member * = A non-voting Member
3Lawrence Schwartz was appointed as a Board Member on June 25, 2015. 83
2015 ANNUAL REPORT—SECTION 5
Material Pending Litigation Report
LITIGATION
General
The MTA and its affiliates and subsidiaries maintain extensive property, liability, station liability, force account, construction, and other insurance, which is described in 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. The MTA is a defendant, along with MTA Capital Construction, in an action brought in April 2009 by Lockheed Martin Transportation Security Solutions (“Lockheed”) in federal district court in Manhattan. Lockheed initially sought judgment declaring that MTA and MTA Capital Construction were in breach of its contract for furnishing and installing an integrated electronic security program and an order terminating Lockheed’s obligations. Following MTA’s termination of its contract, Lockheed amended 84
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 revised to $149 million), exclusive of pre-judgment interest, based on its claim that MTA wrongfully terminated the contract. MTA and MTA Capital Construction are vigorously contesting Lockheed’s claims for money damages and have counterclaimed, alleging that Lockheed materially breached the contract and seeking damages which are estimated to be $205,909,468, exclusive of prejudgment interest. Following the completion of discovery, in July 2013, both MTA and Lockheed moved for partial summary judgment in connection with various claims. Those motions were fully briefed and submitted to the Court in October 2013.
By decision dated September 16, 2014, the Court granted in part and otherwise denied each party’s respective motions. 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, the 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. MTA cannot determine the final outcome of the litigation 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. MTA, MTA Capital Construction, New York City Transit, et al.) MTA and MTA Capital Construction 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 has been consolidated with the Lockheed action. 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 85
motion. The final outcome of this action must await the outcome of the underlying action (Lockheed v. MTA, discussed above), and cannot be determined at this time.
Infrassure Ltd. v. First Mutual Transportation Assurance Company: MTA and its affiliates and subsidiaries suffered billions of dollars of property damage as a result of Superstorm Sandy. MTA submitted a claim to its captive property insurer, First Mutual Transportation Assurance Company (FMTAC), which in turn submitted a claim to its reinsurers. FMTAC collected 100 percent of the limits of all of the reinsurance it had placed with respect to the first $350 million of coverage under its policy, with the sole exception of the share of Infrassure Ltd., a Swiss reinsurer that reinsured $20 million of that amount. While Infrassure continues to pay claims, it ceased issuing insurance in 2014 and is subject to the supervision of the Swiss financial regulatory authority. Infrassure refused to pay any of the $20 million it owes. Infrassure’s purported explanation for its non-payment is that it requires higher standards of proof of loss and coverage than other reinsurers, which MTA and FMTA purportedly have not met. MTA and FMTAC dispute every aspect of Infrassure’s purported explanation. FMTAC instituted London-seated arbitration against Infrassure to recover the $20 million, as required by Endorsement No. 2 to the certificate of reinsurance (certificate) that Infrassure had issued to FMTAC. Thereafter, Infrassure filed suit against FMTAC in the federal district court in Manhattan, seeking a declaration that the arbitration agreement in Endorsement No. 2 did not apply to it, and that any arbitration should proceed under the arbitration clause in the base form of the certificate, which requires that all arbitrators be active or former insurance or reinsurance company officers. FMTAC filed a motion to compel arbitration to require Infrassure to participate in a London-seated arbitration pursuant to Endorsement No. 2. FMTAC also filed a counterclaim seeking declaratory relief regarding the applicable arbitration provision and an order compelling arbitration under Endorsement No. 2, which imposes no limitation as to the arbitrators’ service as such insurance officials. The district court denied FMTAC’s motion to compel, granted Infrassure declaratory relief holding that the original base-form arbitration clause is the only arbitration agreement that could apply to Infrassure, and dismissed FMTAC’s counterclaims. FMTAC has appealed the ruling and FMTAC’s arbitration has been stayed pending resolution of the federal litigation. If FMTAC were to prevail on appeal, it would pursue its London-seated arbitration. If FMTAC were to lose the appeal, it would expect to pursue its $20 million claim against Infrassure by
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commencing an arbitration under the base-form arbitration agreement. In either such arbitration, FMTAC’s recovery could be between $0 and $20 million or more. We cannot determine the outcome of either the federal litigation or the arbitration at this time.
Actions for Personal Injuries/Property Damage/Workers’ Compensation. As of December 31, 2015, there were approximately 22 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 119 pending Workers’ Compensation cases.
Transit System
Actions for Personal Injuries/Property Damage. As of December 31, 2015, MTA New York City Transit and MaBSTOA had an active inventory of 7,547 personal injury claims and lawsuits and 2,463 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, 2015, there was an active inventory of approximately 754 personal injury cases and approximately 368 property damage cases arising out of the operation of vehicles leased to outside vendors that provide Access-A- Ride service. Access-A-Ride claims are covered by a commercial automobile policy which in 2015 had policy limits of $3 million per occurrence, subject to a $1 million deductible.
As of December 31, 2015, MTA Staten Island Railway had a pending inventory of 23 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, 2015, MTA New York City Transit and MaBSTOA had an active inventory of approximately 11,144 Workers’ Compensation cases and approximately 1,708 no-fault cases. As of December 31, 2015, there were 15 Workers’ Compensation cases for MTA Staten Island Railway employees who had 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. 87
Actions Relating to the Transit Capital Program. MTA New York City Transit has received claims from several 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 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.
Other Litigation. As of December 31, 2015, the General Law and Contracts Division had an inventory of approximately 479 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, 2015, MTA Metro- North Railroad had an active inventory of approximately 475 personal injury claims and lawsuits arising out of the operation and administration of the MTA Metro-North Railroad, of which 201 were the result of claims filed by employees pursuant to the FELA, and approximately 274 were claims filed by third parties. Also, as of that date, there were 11 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 $20 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 MTA Metro-North Railroad 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 88
Safety Board (“NTSB”) is conducting an investigation into the contributing causes of the accident and has issued a Preliminary Report. While there is no indication from the NTSB’s preliminary findings that MTA Metro-North Railroad was at fault in connection with this incident, 35 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, 2015, MTA Long Island Rail Road had an active inventory of approximately 1,737 personal injury claims and lawsuits arising out of the operation and administration of the MTA Long Island Rail Road, of which 1,150 were the result of claims filed by employees pursuant to FELA, and approximately 587 were claims filed by third parties. Also, there were approximately 126 pending property damage matters.
Martens v. LIRR; Town of Brookhaven v. MTA, et al. The LIRR previously reported that in October of 1992, LIRR employees discovered a suspected contamination site in Yaphank while attempting to install a switch for freight operations. In 2002, the LIRR and NYSDEC entered into a Voluntary Compliance Agreement (VCA) with respect to the site, and in 2014 NYSDEC approved a Remedial Action Work Plan under which LIRR would progress a Capital Project to remediate the site by creation of a cap and other measures, at a cost estimated at $8.8 million. However, the Town of Brookhaven (within which the site is located) has opposed that Work Plan, maintaining that instead removal of all contaminated soils and hazardous materials be performed. This has resulted in two actions being filed on or about March 11, 2015; one by NYSDEC against LIRR, filed in Supreme Court, Queens County, and a second brought by the Town of Brookhaven against MTA, LIRR, and NYSDEC, in Supreme Court, Suffolk County. In August 2015, the Supreme Court, Queens County decided motions to consolidate the two lawsuits and ordered their consolidation for purposes of trial in Suffolk County. Argument on the Article 78 portion of the Suffolk County action occurred on October 22, 2015 and February 10, 2016. At the conclusion of the February 10, 2016 oral argument, the Judge ruled that in choosing to utilize the Voluntary Cleanup Program (VCP), NYSDEC acted beyond its authority since the VCP was not authorized by the legislature and was effectively eliminated when the legislature established the Brownfield Cleanup Program. According to the ruling, 89
NYSDEC must comply with Environmental Conservation Law Article 27, Title 13 which would include remediation of the site under the inactive hazardous waste site program or the Brownfield Cleanup Program. The LIRR will remediate the site under the inactive hazardous waste site program or the Brownfield Cleanup Program. It is anticipated that NYSDEC will withdraw its action (Martens v. LIRR) when the LIRR executes an agreement to remediate the site. If the action is not withdrawn, LIRR intends to vigorously defend the case and the outcome cannot be determined at this time.
Actions Relating to the Commuter Capital Program. From time to time, MTA Long Island Rail Road 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.
MTA Bridges and Tunnels
Actions for Personal Injuries/Property Damage. As of December 31, 2015, MTA Bridges and Tunnels had an active inventory of approximately 83 personal injury claims and lawsuits (including intentional torts such as false arrest) and approximately 16 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, 2015, MTA Bridges and Tunnels had an active inventory of approximately 318 Workers’ Compensation cases and 0 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. 90
MTA Bus
As of December 31, 2015, MTA Bus had an active inventory of approximately 750 personal injury claims and lawsuits, approximately 684 property damage matters, approximately 399 no-fault cases arising out of the operation and administration of the MTA Bus System, and approximately 773 Workers’ Compensation cases.
Metropolitan Suburban Bus Company(4)
Matter of Adams v. MTA et al. This pending Article 75 petition by almost 200 former Metropolitan Suburban Bus Company (“MTA LI Bus”) employees who were members of TWU Local 252 seeks to compel arbitration pursuant to various "13(c) agreements" attached to grants that were used for MTA 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 names MTA, 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 MTA LI Bus and Nassau County (the “LOA”) or hired by Veolia at lower pay and therefore are entitled to arbitrate their claims and to 13(c) displacement benefits, which extend for six years from the time of displacement. MTA and MTA 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 MTA LI Bus have appealed. The appeal is pending. We cannot determine the final outcome of the matter at this time.
Actions for Personal Injuries/Property Damage. As of December 31, 2015, MTA LI Bus had an active inventory of 44 personal injury claims and lawsuits, and no property damage matters arising out of the operation and administration of MTA LI Bus.
Workers’ Compensation and No-Fault. As of December 31, 2015, MTA LI Bus had approximately 33 Workers’ Compensation cases and 6 open no-fault claims.
(4) 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. 91
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