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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
NYC Transit (Subways and Buses) Long Island Rail Road Metro-North Railroad MTA Bus Company Bridges and Tunnels
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Section 2—Accomplishments and Initiatives
Customer Service Initiatives
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
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Operations/Technology Initiatives
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
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Sustainability/Transit Oriented Development (TOD) Initiatives
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
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Safety/Security Initiatives
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
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Cost Cutting/Revenue Initiatives
Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels
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Section 3—Capital Projects Commitments/Completions
The MTA Capital Programs 52
Capital Program Progress
Funding Received Through December 31, 2015 Capital Program Progress, 1982-2015 Capital Program Progress, 2015
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New York City Transit (Subways)
Major 2015 Commitments Major 2015 Completions
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MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company)
Major 2015 Commitments Major 2015 Completions
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Long Island Rail Road
Major 2015 Commitments Major 2015 Completions
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Metro-North Railroad
Major 2015 Commitments Major 2015 Completions
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MTA Bridges and Tunnels
Major 2015 Commitments Major 2015 Completions
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MTA Capital Construction
Fulton Center Second Avenue Subway 7 Line Extension East Side Access
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Section 4—Description of the MTA and the MTA Board Structure
Description of the MTA and the MTA Board Structure
Numbers of Employees Basic Organizational Structure of MTA Operations
Governance of the MTA Board Members and Committee Assignments Board
Members’ Attendance
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Section 5—Material Pending Litigation Report
Material Pending Litigation Report
General Note The MTA Transit System Commuter System MTA Bridges
and Tunnels MTA Bus MTA Long Island Bus
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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
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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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New York City Transit
Performance Key At or above target Below target by less than 5% Below target by 5% or more
2015 Target 2015 Actual
Change 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 (miles)
80,000 52,947 -34.2%
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 employees)
3.21 3.53 10.0%
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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Long Island Rail Road
Performance Key At or above target Below target by less than 5% Below target by 5% or more
2015 Target 2015 Actual
Change from
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
Rate (per 200,000 worker hours) 2.85 3.62 27.0%
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.
Metro-North Railroad
Performance Key
At or above target Below target by less than 5% Below target by 5% or more
2015 Target 2015 Actual
Change from
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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MTA Bus Company
Performance Key At or above target Below target by less than 5% Below target by 5% or more
2015 Target 2015 Actual
Change 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
miles) 5.39 5.68 5.4%
Employee Lost-Time Rate (per 100
employees) 6.35 7.02 10.6%
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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Bridges and Tunnels
Performance Key At or above target Below target by less than 5% Below target by 5% or more
2015 Target 2015 Actual
Change 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.
22
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.
23
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
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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
33
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.
34
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.
37
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.
42
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
43
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,
45
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; investment income; asset sales; insurance) 5,693 182
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 Other 4
43.6
25.6
49.0
123
89.4
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.
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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,
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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 Authority
47,706 employees
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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
Au
dit
Co
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Co
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Go
vern
anc
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om
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Div
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om
mit
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Fin
ance
Co
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Cap
ital
Pro
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t C
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mit
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B &
T C
om
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LIR
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om
mit
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NY
C T
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A B
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Thomas F. Prendergast (Chairman and CEO)
C C C C
Fernando Ferrer (Vice Chairman)
C
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
10/2
8/15
11/1
8/15
12/1
6/15
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
(1/4) = Casts one collective vote * = A non-voting Member
x = Absent from meeting HH = Period during which not a Board Member
3Lawrence Schwartz was appointed as a Board Member on June 25, 2015.
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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
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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
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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.
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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
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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,
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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.
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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.