MTA Capital Program 2008–2013 February 2008 TABLE OF CONTENTS Page Overview: The MTA 2008-2013 Capital Program-- - i - “Building for the Future on a Firm Foundation” 2008-2013 Introduction: Investment Summary and Program Funding - 1 - I. Core CPRB Capital Program - 7 - MTA NYC Transit 2008-2013 Capital Program - 13 - Overview Program Plan MTA Long Island Rail Road 2008-2013 Capital Program - 45 - Overview Program Plan MTA Metro-North Railroad 2008-2013 Capital Program - 73 - Overview Program Plan MTA Bus Company 2008-2013 Capital Program - 101 - Overview Program Plan MTA Security 2008-2013 Capital Program - 111 - Overview Introduction MTA Interagency 2008-2013 Capital Program - 115 - Overview Program Plan II. Capacity Expansion - 123 - Completing the Current Expansion Projects: MTA Capital Construction Company: - 125 - Overview Program plan East Side Access Second Avenue Subway Fulton Street Transit Center South Ferry Terminal Regional Investments Miscellaneous 2005-2009 Capital Program New Capacity Expansion Investments - 141 - Overview Investments to Implement Congestion Pricing New Capacity Expansions to Support Regional Growth Communications Based Train Control Second Avenue Subway Next Phase Penn Station Access Jamaica Capacity Improvements #7 Fleet Expansion Capacity Planning Studies Sustainability Investments Program Project Listings (blue pages) - 149 - (not paginated; follows order above, beginning with blue pages for MTA NYC Transit and ending with blue pages for MTA Capital Construction Company) MTA Bridges and Tunnels 2008-2013 Capital Program - B-1 - Overview Program Plan Program Project Listings - B-25 - 2005-2009 Capital Program THE 2008-2013 CAPITAL PROGRAM: Building for the Future on a Firm Foundation In the early 1960’s, the New York Metropolitan Region’s mass transportation network faced financial collapse and a crisis of capacity. The MTA was created 40 years ago to bring the region’s disparate transportation entities under one management umbrella, optimizing coordination and providing a central focus for policy and long-term planning. Also that year, a Program for Action was initiated, which promised for the first time a “systems” approach to transit operations and development. But difficult economic times across the region interrupted those plans, and poor financial practices resulted in deferred maintenance and insufficient investment. The system deteriorated and many much- needed expansion projects were trimmed or abandoned. Without a viable funding stream, the MTA lost its ability to keep up with the needs of the system and its vision for improved service. The first five-year MTA capital plan, approved and financed in 1982, began the rescue of a system on the verge of ruin. Over the last two and a half decades, six successive capital plans have invested over $76 billion to transform the system. Improving the infrastructure and ensuring its ongoing maintenance has been the success story of the MTA. Reliability, as measured by mean distance between failure, has soared--increasing by 343% on LIRR, 119% on NYC Transit and 176% on MNR since 1996. Greater reliability has propelled ridership, resulting in over 850 million more trips in 2007 than in 1996. The system is safer, with customer injuries reduced by a third and employee injuries reduced 60% in the same time period. Security has also been enhanced with the completion of critical hardening projects and the implementation of other security initiatives. The investments in improving core infrastructure and its ongoing maintenance underlie this success and form the foundation for every Capital Program, including this one. And with the (Number of Delays) (Millions of Rides) initiation of the first expansion of the 400,000 2500 region’s transit and rail network in 300,000 decades, MTA has added further to 2000 this success. 200,000 1500 100,000 History has shown that good 0 1000 stewardship of the system means not 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 only addressing today’s problems and Train Delays Ridership challenges, but laying the groundwork for the promise of tomorrow. New York is a world class city that is in competition with European and Asian cities for much-needed jobs and investment. London, Shanghai and others are making huge investments in their transportation infrastructure in anticipation of growth. New York must keep pace. Proposed 2008-2013 Capital Program i A reliable and robust transit system — supported by an appropriately-sized capital program — contributes to the State’s economic vitality, and the quality of life in the region. Transit improves mobility, reduces traffic congestion and pollution, increases access to affordable housing, provides incentive for development, and spurs employment. Analyses conducted by the MTA and the Port Authority have forecasted that every $1 billion in Delivering reliable MTA capital spending generates an estimated 8,500 total jobs, service depends on $440 million in total wages and $1.5 billion in total sales or economic activity in New York and the New York region. continuous investment in both the Last year, the MTA’s annual ridership reached levels not seen visible and invisible since the 1950s. This milestone demonstrates the progress infrastructure to made in the MTA’s rebuilding effort, but the need for renewal continues. Some components of the system still require ensure that every upgrade and, once upgraded, all require regular replacement component continues to prevent slipping back to failure. When the program was to function and serve initiated in 1982, it was widely recognized that maintaining the the needs of our condition of the asset base would require billions of dollars in annual investment — not just once, but in perpetuity. Adding customers. to that, with the rising cost of construction and historic growth in ridership, even the current pace of capital investment leaves us falling behind. Therefore, a significant component of this program continues to invest in the core components of the system. While this core program ensures the increasing reliability of the current service network, that network is at the same time reaching the limits of its capacity. In the coming years, the demands on the system will only intensify as the region’s population is expected to grow to unprecedented levels. If unaddressed, transportation may be the single biggest barrier to the region achieving its full growth potential. The 2008-2013 Capital Program addresses these growth needs in the capacity expansion section of the program. It proposes funding to award the remaining contracts necessary to complete two projects designed to expand capacity — East Side Access and the first phase of the Second Avenue Subway — but these projects alone will not respond to the robust needs of an economically strong, competitive, and growing region. Therefore, this program defines the new capacity improvement projects that are required over the next five years as a down payment on the region’s future. Investing in the Core System Infrastructure As the largest regional transit provider in the Western Hemisphere, the MTA’s network of commuter railroads, subways and buses handles 8 million trips each weekday, while our 7 bridges and two tunnels serve approximately 900,000 vehicles each day. Twenty-four hours a day, seven days a week, over 5,800 buses navigate the city streets and our 8,500 rail cars travel over 2,000 miles of track and service over 700 stations. Delivering reliable service depends on constant investment in the core system to ensure that every component of that system works. These visible components of service are supported behind the scenes and beneath the streets by the tens of thousands of components that make up the “invisible” infrastructure. This infrastructure, both visible and invisible, must work well in order for customers to experience good service. A failure in any one of these tens of thousands of assets can mean delays for hundreds of thousands of customers. Proposed 2008-2013 Capital Program ii The 2008-2013 Capital Program provides a range of investments to address all components of the basic, core infrastructure. Investments of $7.7 billion in the visible infrastructure include $3.2 billion in station rehabilitations and component replacement to improve the customer environment, and $4.5 billion for ongoing fleet replacement and expansion, which will continue to provide transit and railroad customers with both enhanced comfort and a ride that is less prone to breakdown. Invisible Infrastructure is Critical The MTA’s continuing capital to the MTA Network investments of $11.5 billion in the Track Length: 1,960 miles—enough to reach from New invisible infrastructure will ensure even York to Santa Fe, NM further improvements in reliability. The Mainline program invests in: replacing track to Switches: 3,259—supporting the complex network of rail service branches and express allow the trains to operate smoothly and and local transit service at maximum speeds; rehabilitating pump rooms to remove water from the system Signal Blocks: 14,850—controlling over 9,000 trains a and new investments to prevent the type day with nearly 5 million passengers of flooding that crippled the system last Fiber Optic Cable: Over 975 miles—enough to reach from year; replacing fan plants to maximize New York to St. Louis, MO response to smoke conditions; Power modernizing signals; and overhauling Substations: 524—using more than enough power the extensive power system to ensure annually to light the city of Buffalo for a year uninterrupted electricity to move trains Third Rail: 1,271 miles—enough to reach from New and operate these support systems. York to Lincoln, NE Investments to expand or reconfigure maintenance shops, rail yards and bus Pump Rooms: 301—pumping 17 million gallons of depots accommodate the growing, more water each day Ventilation (Fan) diverse fleets. Plants: 197—clearing air in tunnels during emergencies Investments proposed for this 2008- 2013 core program are designed to B&T Structures: 368,940 tons of steel and 3.9 million cubic yards of concrete follow two structural guideposts.