MTA Annual Report Narrative

Metropolitan Transportation Authority Annual Report Narrative 2010

Submitted as part of the MTA 2010 Annual Report Pursuant to New York State Public Authorities Law Section 2800(1), (6), and (13)

MTA Annual Report Narrative 2010

Pursuant to Public Authorities Law Section 2800 (1)(a)(1), (6), and (13)

Section 1—MTA Operations

Performance Indicators…………………………………………………………… 1

NYC Transit Long Island Railroad Metro-North Railroad MTA Bus Long Island Bus Bridges

and Tunnels

Section 2—MTA Accomplishments

Customer Service/Technology Initiatives………………………………………… 5

Interagency NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long

Island Rail Road Metro-North Railroad Bridges and Tunnels

Operations Initiatives………………………………………………………………. 8

NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island Bus) Long Island Rail

Road Metro-North Railroad Bridges and Tunnels

Sustainability/Transit Oriented Development (TOD) Initiatives………………. 10



Safety/Security Initiatives………………………………………………………… 12

MTA Police Department NYC Transit (Subways) MTA Bus Operations (NYCT, MTA Bus, Long Island

Bus) Long Island Rail Road Metro-North Railroad Bridges and Tunnels

Cost Cutting/Revenue Initiatives…………………………………………………. 15



Section 3—MTA Capital Projects Undertaken/Completed

2010-2014 Capital Program…………………………………………………….. 19

Capital Program Progress………………………………………………………. 19

Funding Received Through 12/31/10 Capital Program Progress 1982-2010 Capital Program Progress

2010

New York City Transit (Subways)……………………………………………… 21

Major 2010 Commitments: Stations Rolling Stock Tracks, Switches, Interlockings Shops, Line

Structures Signals, Communications

Major 2010 Completions: Stations Rolling Stock Signals, Communications Tracks, Switches, Plants

MTA Bus Operations (NYCT, MTA Bus, Long Island Bus)………………… 24

Major 2010 Commitments: Depots Rolling Stock Power, Facilities, Other Projects

Major 2010 Completions: Depots Rolling Stock Communications, Other Projects

Long Island Rail Road…………………………………………………………… 25

Major 2010 Commitments: Stations Tracks, Switches, Interlockings Power Structures,

Communications, Other Projects

Major 2010 Completions: Stations Tracks, Switches, Interlockings Power Structures, Communications,

Other Projects

Metro-North Railroad…………………………………………………………… 27

Major 2010 Commitments: Stations Structures, Communications, Other Projects

Major 2010 Completions: Stations Tracks, Switches, Interlockings Communications

MTA Bridges and Tunnels……………………………………………………… 29

Major 2010 Commitments: All Facilities Brooklyn-Battery Tunnel Cross Bay Bridge Henry Hudson

Bridge Throgs Neck Bridge Verrazano-Narrows Bridge

Major 2010 Completions: All Facilities Cross Bay Bridge Henry Hudson Bridge Verrazano-Narrows

Bridge Bronx Whitestone Bridge Throgs Neck Bridge

MTA Capital Construction…………………………………………………….. 30

Fulton Street Transit Center Second Avenue Subway 7 Line Extension East Side Access

MTA Police Department and Interagency……………………………………. 32

Section 1—Operations 1

2010 Annual Report. Section 1—Operations

Performance

As part of its public transparency initiatives, the Metropolitan Transportation Authority

posts Performance Dashboards on its website at www.mta.info, allowing the public to

track MTA performance by agency on a monthly basis. The Dashboards display key

indicators for MTA New York City Transit subways, buses, and paratransit services;

MTA Long Island Rail Road; MTA Metro-North Railroad; MTA Bus; MTA Long Island

Bus and its paratransit service; and MTA Bridges and Tunnels. Performance in all

categories is measured monthly and compared to published goals. All data is through

December 2010. See 2428 Report for additional details.

Performance Indicator Year-to-Date

Target Year-to-Date

Actual

Change From Target

Service Indicators

On-Time Performance (Absolute) - Subways 92.0% 88.7% -3.59%

Wait Assessment - Subways 78.1% 78.6% 0.64%

Elevator Availability - Subways 96.5% 97.1% 0.60%

Escalator Availability - Subways 95.2% 92.6% -2.60%

Total Ridership - Subways 1,572,199,000 1,604,070,667 2.03%

Mean Distance Between Failures - Subways 155,000 170,217 9.82%

Mean Distance Between Failures - Staten Island Railway

180,000 464,848 158.25%

On-Time Performance - Staten Island Railway 95.0% 95.4% 0.40%

% of Completed Trips - NYCT Bus 99.4% 98.1% -1.30%

Total Paratransit Ridership - NYCT Bus 9,769,873 9,016,690 -.07

Bus Passenger Wheelchair Lift Usage - NYCT Bus 1,258,662 1,245,582 -1.0%

Total Ridership - NYCT Bus 718,284,000 696,910,949 -2.98%

Mean Distance Between Failures - NYCT Bus 3,964 3,678 -7.21%

Performance Key

At or above target

Below target by less than 5%

Below target by 5% or more

New York City Transit

http://www.mta.info/


Safety Indicators

Customer Injury Rate - Subways 3.20 3.07 -4.06%

Customer Accident Injury Rate - NYCT Bus 1.06 1.00 -5.66%

Collisions with Injury Rate - NYCT Bus 5.91 7.64 29.27%

Employee Lost-Time and Restricted-Duty Rate 2.75 3.05 10.91%


Target Year-to-Date

Actual

Change From Target

Service Indicators

On-Time Performance 95.1% 92.8% -2.30%

Elevator Availability 95.0% 97.2% 2.20%

Escalator Availability 95.0% 95.5% 0.50%

Total Ridership 82,122,104 81,507,851 -0.75%

Mean Distance Between Failures 110,000 149,651 36.05%

Safety Indicators

Customer Injury Rate 5.22 5.29 1.34%


Performance Key

At or above target



Long Island Rail Road



Target Year-to-Date

Actual

Change From Target

Service Indicators

On-Time Performance (East of Hudson) 97.7% 97.7% 0.00%

On-Time Performance (West of Hudson) 96.3% 96.5% 0.20%

Elevator Availability 97.0% 98.5% 1.48%

Escalator Availability 97.0% 96.8% -0.16%

Total Ridership 79,067,578 81,095,848 2.57%


Safety Indicators

Customer Injury Rate 2.80 2.74 -2.14%



Target Year-to-Date

Actual

Change From Target

Service Indicators

% of Completed Trips 99.40% 97.97% -1.43%

Bus Passenger Wheelchair Lift Usage 44,303 45,270 2.18%

Total Ridership 119,918,000 120,226,876 0.26%

Mean Distance Between Failures 3,616 3,438 -4.92%

Safety Indicators

Customer Accident Injury Rate 1.29 1.29 0.00%

Collisions with Injury Rate 4.25 5.96 40.24%

Employee Lost-Time Rate 10.20 9.47 -7.16%

Performance Key

At or above target



Performance Key

At or above target



Metro-North Railroad

MTA Bus



Target Year-to-Date

Actual

Change From

Target

Service Indicators

% of Completed Trips 99.40% 98.90% -0.50%

Total Paratransit Ridership 313,000 356,690 13.96%

Bus Passenger Wheelchair Lift Usage N/A 4,812 --

Total Ridership 30,721,000 30,816,889 0.31%


Safety Indicators

Customer Accident Injury Rate 1.07 1.82 70.09%

Collisions with Injury Rate 2.28 4.99 118.86%

Employee Lost-Time Rate 3.43 3.15 -8.16%


Target Year-to-Date

Actual

Change From

Target

Service Indicators

Total Traffic 290,284,002 291,661,187 0.47%

Safety Indicators

Collisions with Injury Rate 0.91 0.90 -1.10%

Employee Lost-Time Rate 2.70 5.70 111.11%

Performance Key

At or above target



Performance Key

At or above target



Long Island Bus

Bridges and Tunnels

Section 2—Accomplishments 5

2010 Annual Report. Section 2—Accomplishments

Customer Service and Technology Initiatives

Interagency—Customer Service/Technology Initiatives

Improved transparency and customer access to real-time service information through

email alerts, social media, and expanded features at the MTA public website at

www.mta.info.

Opened up collaborations with outside app developers working on MTA-related

customer service applications, providing direct access to data at the Developer

Resources page on the MTA website.

Consolidated outside phone lines across all agencies, reducing MTA’s customer

service numbers from 118 phone numbers to just 23 numbers, routed through more

efficient Interactive Voice Recognition (IVR) calling trees.

Conducted an agency-wide MTA customer survey pinpointing areas of highest and

lowest customer satisfaction by operations, agencies, new technologies, personal

safety, and other indicators.

Began migrating agency email systems onto a single cross-agency platform and

consolidating servers, data, and IT functions from 34 separate facilities to three main

MTA data centers.

NYC Transit (Subways)—Customer Service/Technology Initiatives

Continued the rollout of new Public Address/Customer Information Screens

(PA/CIS), which will ultimately be deployed at 156 subway stations, providing

customers with on-location, real-time information, including electronic text signs,

―countdown clocks,‖ and audio public address.

Installed ―countdown clocks,‖ which have been activated at over 100 subway

stations to date, providing customers with train arrival times and real-time service

announcements.



Initiated new ―component-based‖ station environment programs to quickly address

station repairs that affect customers, rather than waiting for complete station

rehabilitations.

Developed a convenient, online Delay Verification program for customers requiring

official proof of a train delay.

Expanded the Transit Information Center (TIC) with 24-hour information during

weather emergencies and new voice recognition calling trees for Spanish-speaking

customers.

MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Customer

Service/Technology Initiatives

Expanded Select Bus Service (SBS) from the Bx12 route to the M15 route, reducing

travel times by up to 20 percent via dedicated bus lanes and customer prepayment.

Introduced a pilot program for camera enforcement of bus-only lanes on the M15.

Integrated accessible fixed-route service into trip itineraries for paratransit-eligible

customers.

Launched a pilot program using pre-paid debit cards for licensed yellow cabs by

paratransit-eligible customers, resulting in a reduced cost per trip.

Introduced the MTA Bus Time pilot program on the B63 route. Developed in-house,

the system provides customers with real-time bus locations and estimated arrival

times by smart phone, text, or web using open-source software and off-the-shelf

components.

Long Island Rail Road—Customer Service/Technology Initiatives

Installed new train destination boards and monitors with newly enhanced displays at

Penn Station, Atlantic Terminal, and Jamaica.

Expanded customer communications with email text schedules through CooCoo and

added service data on the MTA website.

Worked with NYC Transit to display LIRR service disruption alerts on subway

Countdown Clocks and on LIRR electronic signs.

Upgraded the Ticket Selling System (TSS) to include enhancements for Payment

Card Industry compliance, added security, and new PIN pads.


Added 332 additional parking spots at the Ronkonkoma Station.

Worked with local officials to adjust LIRR service to accommodate Suffolk County

residents called to jury duty in Riverhead.

Signed an agreement between Cablevision and the MTA to conduct a technical trial

of Wi-Fi communications on two LIRR cars.

Redesigned customer satisfaction survey to conform to new MTA agency-wide

standards.

Introduced the position of ―Manager of Ticket Office Operations‖ to oversee

customer service, professionalism, and compliance, at no added expense to the

department.

Created a new ―customer strategies‖ group within existing staff to address customer

concerns, improve customer experience, and measure performance.

Metro-North Railroad—Customer Service/Technology Initiatives

Expanded Metro-North Train Time™ , providing smart phone and computer users

with real-time train schedules and on-time status, as well as computer screens for a

total of 96 stations. This free service logged roughly 1,000,000 ―hits‖ in 2010.

Opened a new Customer Service Center on the Main Concourse of Grand Central

Terminal, making it easier for customers to have concerns addressed in a personal,

face-to-face way.

Expanded train status displays to LED displays on all Ticket Machines, as well as

to the LCD boards at Grand Central.

Installed new Ticket Machine PIN pads (for credit and debit card purchases) to

support new industry security standards and regulations. Several Ticket Vending

Machines were also strategically relocated to support the closing of several Ticket

Offices in 2010.

Provided added service for a concert and two other events at Yankee Stadium,

resulting in 29,000 additional rides.

Bridges and Tunnels—Customer Service/Technology Initiatives

Introduced ―Travel Time‖ customer service on the MTA website, along with a

mobile version for smart phones. The Travel Time system received a 2010 ―Project


of the Year‖ award from the Intelligent Transportation Society of New York (ITS-

NY) and a nomination for the national ITS ―America Spotlight Award.‖

Installed Incident Detection Video on the upper and lower levels of the Verrazano

Narrows Bridge to detect and assist stopped vehicles.

Installed three additional Variable Message Signs (VMS) to alert customers to

weather conditions or incidents at the Throgs Neck, Verrazano Narrows, and Robert

F. Kennedy bridges.

Increased use of E-ZPass to a new high of 75.8 percent of all crossings in 2010,

including 88.9 percent of all trucks.

Operations Initiatives

NYC Transit (Subways)—Operations Initiatives

Introduced phase 1 of Station Time Signal Enhancements to relieve congestion on

the crowded Lexington Avenue Line, using improved signal systems to reduce train

headway and increase throughput on express tracks.

Overhauled subway performance indicators reported to the Board, resulting in

simpler, more standardized criteria for Wait Assessment, On-Time Performance, and

other evaluation standards and introducing new Key Performance Indicators.

Reduced and rescheduled subway operations on selected lines to achieve over $17.6

million in annual savings. (See also, Cost Saving/Revenue Initiatives.)

MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Operations

Initiatives

Introduced major improvements in NYCT bus operations, including expansion of

Select Bus Service and camera enforcement of bus lanes. (See also, Customer

Service/Technology Initiatives.)

Took delivery of 852 hybrid buses (747 for NYCT and 105 for MTA Bus); a test

fleet of 90 articulated buses (NYCT); and 375 paratransit vans. (See also, Capital

Projects Completed.)


Opened the Charleston Depot for partial operations with approximately 30 buses,

and commenced full operation in January 2011. (See also, Capital Projects

Completed.)

Reduced and rescheduled bus operations citywide to achieve over $54.1 million in

annual savings for NYCT bus. (See also, Cost Cutting/Revenue Initiatives.)

Reduced Access-a-Ride expenses by $47.9 million from forecast through an

increase in the use of car service/taxi, closer adherence to ADA regulations, and

integration of accessible fixed route service in the itineraries for paratransit trips.

(See also, Cost Cutting/Revenue Initiatives.)

Established a test and evaluation of Access-a-Ride ―broker system‖ for the dispatch

of paratransit trips through a network of less costly Black Car Services.

Long Island Rail Road—Operations Initiatives

Replaced outdated relay-based signal control system with a microprocessor system

in Jamaica, allowing for greater train reliability in critical switching points.

Introduced administrative changes to reduce overtime and tighten inventory control,

resulting in savings of over $12 million in inventory management and a 12 percent

reduction in overtime.

Completed a major cleanup of the track area in Jamaica, removing 197 cubic yards

of debris and 429 old railroad ties.

Removed graffiti from 11 railroad sites in the Jamaica area through a new

community partnership employing nonviolent offenders to paint LIRR bridge areas.

Metro-North—Operations Initiatives

Launched new state-of-the-art Operations Control Center (OCC), providing rail

traffic controllers with advanced technology for system communications and safer,

more efficient direction of trains.

Continued a multi-year improvement project on the New Haven Line, replacing the

100-year-old overhead catenary wires that supply power to trains and reconstructing

five critical rail bridges between Southport and Bridgeport.

Undertook extensive testing of the new M-8 fleet, which goes into revenue service

early in 2011. With a project budget of $762 million (funded jointly with the


Connecticut Department of Transportation), the M-8 fleet will enable replacement of

the 40-year-old M2 Fleet on the New Haven Line.

Completed work on three more stations on the Hudson Line at Philipse Manor,

Scarborough, and Ossining, making a total of 16 station rehabilitations on the

Hudson Line to date.

Expanded station facilities, parking, and other improvements at Cortlandt Station on

the Hudson Line, with an eye toward developing the station into a strategic

passenger intermodal facility.

Bridges and Tunnels—Operations Initiatives

Launched a pilot program at the Henry Hudson Bridge testing gateless and cashless

All Electronic Toll Collection (AET). Gates were removed for the first phase of the

pilot in January 2011. (See also, Customer Service Initiatives.)

Redesigned the Advanced Traffic Management Systems for inter-facility video at the

Operations Command Center, featuring 24/7 access to 250 traffic camera scenes at or

around B&T facilities.

Initiated a major project on Brooklyn Battery Tunnel to replace electrical

switchgears, ventilation controls, and emergency power sources. (See also, Capital

Projects Undertaken/Completed.)

Sustainability and Transit Oriented Development (TOD)

Initiatives

MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Sustainability/TOD

Initiatives

Expanded and updated the MTA fleets of hybrid and articulated buses, reducing

emissions and fuel consumption on a per passenger basis. Purchased 745 new

hybrid-electric buses, resulting in a fuel efficiency 30 percent better than standard

diesel buses and a reduction of 22 metric tons of CO2 emissions annually per bus.


Awarded design-build contract for the new Mother Clara Hale Bus depot specifying

that the design be a LEED certified facility.

Long Island Rail Road—Sustainability/TOD Initiatives

Served as a key resource to the Town of Babylon and Town of Brookhaven on

downtown revitalization efforts in Wyandanch and Ronkonkoma aimed at

transforming distressed areas into thriving centers of mixed-use development.

Acted as a key stakeholder on a number of local TOD initiatives and revitalization

partnerships in Bay Shore, West Hempstead, Hicksville, and Farmingdale.

Worked with East End officials and local merchants to develop North Fork Village

brochures, flyers, and web deals in an effort to boost LIRR ridership and customer

traffic to North Fork locations.

Metro-North Railroad—Sustainability/TOD Initiatives

Switched the ceiling constellation in Grand Central Terminal to LED’s, reducing

energy consumption by 60 percent.

Retro-fitted four buildings at the North White Plains Yard with water-saving

facilities.

Placed recycling bins at employee facilities at Wassaic, Poughkeepsie, Beacon,

Brewster, and North White Plains. Issued contracts for removal of ―source

separated‖ recyclable glass, metal, plastic, and paper.

Signed an agreement with the City of Poughkeepsie in May 2010 to explore smart

growth in the area around the Station.

Bridges and Tunnels—Sustainability/TOD Initiatives

Replaced necklace lighting at the Robert F. Kennedy Bridge with energy-efficient

LED fixtures. LED necklace lights will soon be installed on the Throg’s Neck and

Bronx-Whitestone bridges.

Participated in the NYC Department of Parks and Recreation’s ―MillionTreesNYC‖

program by arranging for 39 tree plantings across facility properties.

Inaugurated pilot program for gateless-cashless All Electronic Toll (AET) systems,

which will improve traffic efficiency, reduce travel time, and cut auto emissions.


Safety and Security Initiatives

MTA Police Department—Safety/Security Initiatives

Crime Statistics (Number of reported crimes at Long Island

Rail Road, Metro-North Railroad, and Staten Island Railway)

2009 2010

Murder 1 0

Rape 0 0

Robbery 37 55

Felony Assault 44 39

Burglary 13 12

Grand Larcenies 189 206

G.L.A. 9 12

Total 293 324

NYC Transit (Subways)—Safety/Security Initiatives

Crime Statistics (Number of reported crimes on New York City

subway system)

2009 2010

Murder 2 2

Rape 2 1

Robbery 711 709

Felony Assault 155 191

Burglary 2 3

Grand Larcenies 1,178 1,269

Total 2,050 2,175

Completed installations of 3,700 security cameras to record activity at 90 stations

throughout the transit system, including 500 cameras at three major hubs (Grand

Central, Times Square, and Union Square) directly monitored by NYPD.


Reduced the 2010 customer injuries rates by 4.06 percent below target on subways

and 5.66 percent below target on NYCT buses.

Began providing firewall and network perimeter intrusion detection/protection

services (IDS/IPS) to five MTA agencies at NYCT’s Cyber Security Center.

MTA Bus Operations (NYCT, MTA Bus, LI Bus)—Safety/Security

Initiatives

Expanded Mobile Random Drug and Alcohol Testing Program in the Bronx and

Manhattan divisions, adapting depot lavatories for use as random test facilities, thus

improving employee availability.

Completed testing and contracts for a new bus camera security system (BCSS) with

on-board cameras and video recorders to improve passenger and employee safety.

Long Island Rail Road—Safety/Security Initiatives

Implemented a policy to safeguard customers, employees, and equipment during

snowstorms by suspending service if snowfalls reach 10 to 13 inches.

Improved the clearing of ice and snow from platforms and other customer areas,

resulting in a 75 percent reduction in customer injuries stemming from slips on ice

and snow.

Reduced customer injuries by 12.8 percent, from 494 in 2009 to 431 in 2010.

Reduced station platform gap accidents by 21 percent (62 incidents in 2010 as

compared to 79 in 2009) by increasing customer awareness and modifying rail cars,

platforms, and tracks to close gaps.

Reduced crime incidents on LIRR properties by 15 percent, the largest reduction in

four years. Overall larcenies fell 16 percent; Nassau County crimes fell 31 percent;

and Penn Station crimes fell 14 percent, with a 37 percent increase in arrests.

Upgraded the Ticket Selling System (TSS) to enhance security and installed

improved PIN pads for each TVM and ticket office machine.

Metro-North Railroad—Safety/Security Initiatives

Installed new Ticket Machine PIN pads (for credit and debit card purchases) to

support new industry security standards and regulations.


Expanded the employee local safety committee network to perform yard walks and

inspections in their districts.

Launched an aggressive public safety communication program, with ―Put Your Best

Foot Forward‖ posters, seat drops, and public safety announcements in Grand

Central.

Expanded emergency training to first responders throughout Metro-North’s service

territory.

Attained a Customer Injury Index target (injuries per million rides) of 2.76 versus a

goal of 2.80.

Bridges and Tunnels—Safety/Security Initiatives

Reduced vehicle collisions with injuries to 265 accidents and a rate of 0.90 per

million miles through new customer safety initiatives, new lane delineations, and

more.

Extended employee safety programs, including roll call discussions, safety

meetings, safety action plans, safety newsletters, safety audits, and incident

investigations.

Stepped up DWI enforcement with 354 DWI arrests by MTA Bridges and Tunnels

Officers.

Remained an active partner in "Securing the Cities" and other multi-agency security

initiatives to protect B&T facilities.


Cost Cutting and Revenue Initiatives

Interagency—Cost Cutting/Revenue Initiatives

Continued aggressive cost-cutting across all agencies. In 2010, the MTA took actions

that will eliminate $525 million in recurring annual costs through a combination of

administrative overhauls; back-office consolidations; elimination of 3700 positions

through layoffs or attrition; renegotiation of vendor contracts; reduction of overtime;

and $92 million in service cuts.

Finalized preparations for the MTA Business Services Center, a centralized service

agency that reduces overlaps by consolidating payroll, invoicing, vendor contracts,

purchasing, and other back-office functions.

Pursued added revenue through expanded in-system advertising, real estates leases,

and brand licensing of nearly 1000 unique products using MTA trademarks and

icons.

Implemented a fare/toll increase of 7.5 percent in keeping with MTA’s agreement

with the Legislature in May 2009.

NYC Transit (Subways)—Cost Cutting/Revenue Initiatives

Cut $17.7 million in annual costs, through subway service reductions designed to

minimize the impact on customers, including elimination of 2 subway routes and

restructuring of 4 subway routes.

MTA Bus Operations (NYC Transit; MTA Bus; LI Bus)—Cost

Cutting/Revenue Initiatives

Reduced NYCT bus annual operating costs by $54.1 million, through elimination of

32 bus routes, discontinuation of weekend service on 14 bus routes, and

rescheduling of 39 bus routes, rerouting where possible to replace discontinued

service.

Launched a pilot program using pre-paid debit cards for licensed yellow cabs by

paratransit-eligible customers, resulting in a reduced cost per trip.


Developed in-house MTA Bus Time tracking system using open-source software and

off-the-shelf components, reducing costs by nearly 70 percent over the proprietary

bus tracking systems used in previous tests.

Reduced Access-a-Ride expenses by $47.9 million from forecast through an increase

in the use of car service/taxi, closer adherence to ADA regulations, and integration of

accessible fixed route service in the itineraries for paratransit trips. (See also,

Operations Initiatives.)

Long Island Rail Road—Cost Cutting/Revenue Initiatives

Reduced overtime by 12 percent in 2010, without impacting service, through a

combination of changes in work practices, more effective deployment strategies, and

tighter managerial controls.

Achieved $12 million in inventory expense savings in 2010 through a joint

interdepartmental effort to improve the materials planning and acquisition process.

Generated cost-per-passenger and revenue-per-passenger data for each LIRR branch

and posted branch data on the MTA LIRR website for the first time.

Implemented a corporate time and attendance management system for all employees,

allowing the LIRR to retire several end-of-life applications, further automate the

process, and collect data that helps control payroll costs.

Improved marketing strategies, including a successful mix of LIRR promotional

getaways and packages for leisure travel. Boosted NYC Getaways by 12 percent,

promotion package tickets by 41 percent, beach getaways by 15 percent, and group

bookings by 6 percent.

Launched a three-month test program to sell advertising space on the exteriors of 50

M-7 rail cars, earning an initial $105,000.

Conducted over 1,500 task-force train rides to monitor crew performance and fare

collection, reducing the ―Fares Not Collected‖ rate from a high of 17 percent to an

average of 3.5 percent.


Metro-North Railroad—Cost Cutting/Revenue Initiatives

Secured a license agreement for a commercial multi-carrier wireless network in

Grand Central Terminal, the platform and train-shed areas, and the Park Avenue

Tunnel, with a potential revenue of approximately $24.3 million.

Launched the first official self-guided audio tour of Grand Central Terminal through

a contract that could generate up to $1.5 million over five years.

Generated $6 million in annual savings through consolidations (reducing on-board

staff by 9 positions) and shorter train consists ( reducing car miles, traction power,

and fleet maintenance costs).

Reduced administrative workforce by 15 percent, yielding $10 million in annual

salary and fringe benefit savings.

Generated $5.9 million in savings through procurement initiatives, including: closely

managed inventory restocking ($4.0 million); joint procurements with LIRR for

rolling stock parts ($0.4 million); and competitive bids on rubbish removal ($1.5

million).

Identified over $3 million in overtime savings through a detailed review and

subsequent initiatives, including: limits on sick time and vacation coverage;

reviewing emergency response requirements; reducing holiday coverage; speedier

filling of vacant positions; scheduling vacation times more evenly at maintenance

facilities.

Increased the use of ticket vending machines and reduced the need for ticket

collectors, achieving $1.1 million in savings.

Saved an additional $15.5 million through lower advertising costs, reduced fringe

benefit expenses, electric propulsion pricing, and other cost adjustments.

Started the Branded Vending Program which offers brand/sponsor exclusivity to soft

drink, snack, and vending companies for system-wide placement rights in NYS

stations, with estimated revenue of $3.0 million over 10 years.

Bridges and Tunnels—Cost Cutting/Revenue Initiatives

Contributed $842.6 million to support MTA mass transit.


Initiated aggressive cost cutting in 2010 resulting in the elimination of 117 positions

and a $45 million reduction in operating expenses, including capitalized asset

reductions and a 24 percent ($6.5 million) drop in overtime expenses.

Achieved significant non-labor savings through analysis and re-evaluation of

planned projects. This included a $17 million cut in 2010 operating costs by moving

capital-eligible bridge painting projects to the 2010-2014 Capital Program, thereby

leveraging savings that had been identified in the Capital Program through a Best

Value Analysis.

Section 3– Projects Undertaken/Completed 19

2010 Annual Report. Section 3– Projects

Undertaken/Completed2010-2014 Capital Program

Responding to the state fiscal crisis, the MTA reduced its original 2010-2014 Capital

Program by $1.82 billion. The revised Capital Program retains those commitments

deemed necessary to meet future demand, support the regional economy, and improve

customer service at the lowest possible cost. The result is a 2010-2014 Capital Program

of $26.3 billion over five years, with $4.37 billion in capital funds committed in 2010.

Capital projects completed during the year totaled $3.47 billion. For maximum

transparency, the status of all capital projects is updated regularly in the Capital Program

Dashboard on the MTA website at www.mta.info. Costs shown below are in millions

unless otherwise indicated.

Capital Program Progress

Funding Received Through December 31, 2010* ($ millions)

1982-2010 2010

Federal grants $25,629 $1,399

State service contracts 2,346 137

State appropriations 623 -

City appropriations 5,172 460

MTA bonds 23,687 2,833

MTA debt restructuring** 5,309 -

MAC surplus 925 -

Lessor equity/Asset sales/Leasing 1,525 2

Investment Income** 1,463 -

Capital-operating transfer/Pay-as-you-go** 1,190 29

Other** 1,333 43

Total 69,203 4,903

* Funding for MTA Bridges and Tunnels Capital Programs not included. **Recalculated per reconciliation with MTA Office of the Comptroller and MTA Treasury.



Capital Program Progress, 1982-2010 ($ millions)

Commitments Expenditures Completions

New York City Transit $47,018 $42,695 $39,574

Long Island Rail Road $8,924 $8,532 $7,470

Metro-North Railroad $6,341 $6,068 $5,542

Bridges and Tunnels $3,364 $2,976 $2,395

Capital Construction $11,013 $7,138 $1,480

MTA Bus $541 $466 $438

Other* $596 $558 $405

MTA Total $77,796 $68,433 $57,303

Note: Numbers may not total due rounding.

* Includes funds for World Trade Center recovery, planning and customer service projects, interagency projects, MTA Police, and unassigned commuter rail projects that benefited both LIRR and MNR in the 1982-91 Capital Program.

Capital Program Progress, 2010 ($ millions)

Commitments Expenditures Completions

New York City Transit $2,031 $2,348 $2,439

Long Island Rail Road $212 $448 $260

Metro-North Railroad $107 $110 $278

Bridges and Tunnels $186 $178 $256

Capital Construction $1,753 $1,632 $160

MTA Bus $51 $26 $64

Other* $33 $71 $13

MTA Total $4,373 $4,813 $3,487

Note: Numbers may not total due to rounding.

* Includes funds for planning and customer service projects, interagency projects, and MTA Police.


New York City Transit (Subways)

Major 2010 Commitments

Stations

Initiated station repairs at the Dyckman Street station on the Broadway-7th

Avenue

line ($43.5), along with canopies at five stations ($12.7) and station platform edges

at five locations ($11.5) also on the Brodway-7th

Avenue line.

Awarded the rehabilitation of the Smith-9th

Street station on the Culver line ($29.8),

along with repairs at the 4th

Avenue station on the Culver line ($10.9), both projects

in conjunction with the ongoing Culver Viaduct rehabilitation.

Undertook rehabilitation of station platforms at six locations along the Myrtle line

($10.1).

Rolling Stock

Awarded contract for 23 new ―A Division‖ subways cars and conversion of 10

existing R142A cars. ($115.3)

Tracks and Switches

Awarded the annual program to replace track and switches at various locations

throughout the subway system ($295.1).

Signals and Communications

Awarded contract to install advanced Communications-Based Train Control (CBTC)

signal systems for safer, more efficient train operations on the Flushing Line

($365.8).

Awarded the modernization of Church Avenue interlockings on the Culver line,

including new relay and central instrument rooms and new master tower ($191.0).


Shops, Line Structures, and Other Structures

Awarded the rehabilitation of heating and electrical systems at the 207th Street

Overhaul Shop ($31.4).

Began projects to rehabilitate and paint the elevated structures on the BMT Jamaica

line ($38.4) and the viaduct on the Rockaway line ($44.2), as well as painting the

125th

Street Arch on the 7th

Avenue line ($12.6), painting the line structure between

the portal at 27th

Street and 41st Avenue on the Astoria and Flushing lines ($28.0),

and various facility roof replacements ($17.8).

Awarded the replacement of tunnel lighting from 4th Avenue to Church Avenue on

the Culver line ($31.3).

Began rehabilitation of 50 emergency exits system-wide ($11.3).

Power and Substations

Awarded the construction of new duct banks for traction power cables on the Lenox

Avenue line ($19.1), modernization of the 10th Street substation on the Culver line

($17.4), and rehabilitation of building enclosures at five above-ground power

substations systemwide ($15.2).

Major 2010 Completions

Stations

Completed station rehabilitation and ADA accessibility at the 96th Street Station on

the Broadway-7th

Avenue line ($90.2) and rehabilitation of the Avenue U and Neck

Road stations on the Brighton line ($78.1).

Installed streetscaping and facilities at Myrtle-Wyckoff Intermodal Facility for

subway and bus passengers ($8.7).

Rolling Stock

Accepted delivery of 222 R160 B Division Cars for normal fleet replacement

($490.0).


Electrical

Completed rehabilitation and modernization of the East 193rd Street substation

($17.6), the Dyckman substation on the 8th Avenue line ($42.9), and the Meserole

Avenue substation ($17.6), as well as installation of equipment at the newly

constructed Rockwell Place substation ($17.8).

Replaced 7.4 miles of tunnel lighting on the 6th

Avenue line between Brooklyn and

Manhattan ($39.8).

Signals and Communications

Completed the implementation of a Synchronous Optical Network (SONET) and

Asynchronous Transfer Mode (ATM) for the A-Division, a fiber network for rapid

transfer of large volumes of electronic data through the subway system ($209.1).

Completed Phase II installation of new antennae cable at specified locations

systemwide for improved radio transmission and coverage ($49.4).

Modernized three interlockings on the 8th

Avenue A,C,E subway lines ($133.8).

Track, Yards, and Plants

Completed the 2010 cycle of normal track and switch replacements throughout the

system ($295.1).

Rehabilitated and consolidated ventilation plants at 53rd

Street-Park Avenue and 53rd

Street-Fifth Avenue stations ($72.1).

Installed fencing for train yard security ($10.4).

Completed new wayside signal system for Corona Yard, including seven new lay-up

tracks and master tower complex ($107.6).


MTA Bus Operations – NYC Transit, MTA Bus, LI Bus


Depots

Awarded design-build contract to reconstruct the Mother Clara Hale Depot (NYCT,

$244.3).

Began power upgrades at JFK Depot and LaGuardia Depot (MTA Bus Co., $3.7).

Initiated new roof and ventilation project at Baisley Park Depot (MTA Bus Co.,

$8.5) and parking lot upgrades at JFK and Baisley Park Depots (MTA Bus Co.,

$9.8).

Rolling Stock

Committed to purchase of 90 clean-diesel low-floor ―Nova‖ buses (NYCT, $45.3);

90 low-floor CNG buses (NYCT, $51.6); and an additional 45 low-floor CNG buses

(MTA Bus Co., $25.6).

Power, Facilities, and Other Projects

Initiated construction of new roof and ventilation systems at Eastchester

Maintenance Building (MTA Bus Co., $3.8).


Depots

Partial opening of Charleston Depot, with full opening finalized in March 2011

(NYCT).

Rolling Stock

Took delivery of 747 hybrid-electric buses (NYCT, $435.2); another 105 hybrid

buses (MTA Bus Co., $64.0); a test fleet of 90 articulated buses (NYCT, $69.3); and

375 paratransit vans (NYCT).


Communications, Facilities, and Other Projects

Completed first phases of new Select Bus Service and pilots for new Bus Time

tracking and arrival times by web and email (NYCT).

Long Island Rail Road


Stations

Awarded the design contract for two new elevators at Queens Village Station, with

design to be completed in the first quarter 2011 ($0.5).

Issued design contract for a new ADA-compliant elevator at the Atlantic Terminal

($3.4).

Replaced the escalators at the Merrick, Bellmore, and Massapequa Park stations

($4.3).

Tracks, Switches, and Interlockings

Completed 2010 annual track and switch component replacement program ($62.3).

Power

Designed and replaced component equipment at the Rockville Centre power

substation ($5.4).

Structures, Communications, and Other Projects

Progressed to Phase IIb of the Atlantic Avenue Viaduct to complete replacement of

remaining steel superstructure components ($25.2).

Advanced ―Positive Train Control‖ design ($9.2).

Awarded contract for the installation of radio communications towers at Medford

and Northport ($0.9).



Stations

Completed 332 paved parking spaces for expanded commuter access at Ronkonkoma

Station, including sidewalks, fencing, signage, and landscaping ($2.7).

Installed new architectural light poles and fixtures on platforms at the Bay Shore

Station, along with new transformers and electrical distributions ($0.9).

Complete extensive rehabilitation of the Brentwood Station, including flooring,

benches, lights, PA system, restrooms, platform shelters, and exterior work ($1.7).

Completed extensive rehabilitation of the Central Islip Station, including flooring,

benches, lights, PA system, restrooms, platform shelters, and exterior work ($2.0).

Replaced two elevators with related equipment and renovations at the Great Neck

Station ($2.8).

Rehabilitated the commuter parking lot at the Montauk Station, resurfaced and added

85 parking spaces ($1.0).

Tracks, Switches, and Interlockings

Replaced the 100-year-old relay based signal system at the Jamaica Interlocking with

a state-of-the-art microprocessor-based system for great reliability at critical

switching points ($42.3).

Completed replacement of signal system apparatus on the Main Line at Long Beach,

Oyster Bay, Port Jefferson, and Montauk ($5.4).

Power

Replaced three power substation buildings and equipment at Inwood, Hempstead,

and Floral Park. ($36.2)

Installed new electrical system at the Reynolds Channel Bridge, including controls,

wiring, span lock motors, and more. ($0.9)


Completed Phase IIA of the Atlantic Avenue Viaduct rehabilitation project, which

received two engineering awards in 2010 ($77.1, ARRA funded).


Completed fit-out of the 4th and 6th floors of the future Jamaica Central Control

Center, a 45,000 square-foot space housing the facilities and apparatus for the

LIRR’s new state-of-the-art train control center ($21.6).

Installed a new computer generated simulator for training locomotive engineers at

the Technology Based Training Facility at the Upper Holban Yard ($2.0).

Completed painting of seven bridges in Nassau County, the first phase of a two-part

painting project ($6.0).

Established a ―Quiet Zone‖ at the Little Neck grade crossing, with safety features

including a second train warning system and a video detection and surveillance

system ($1.5).

Replaced 80-year-old timber and steel structures at Powell Creek Bridge and Hog

Island Channel Bridge with new reinforced steel and concrete structures, elevated to

minimize flooding ($24.4).

Carried out normal right-of-way drainage control ($5.9).

Metro-North Railroad


Rolling Stock

(See, Accomplishments, Metro-North Operations Initiatives, for testing of new M-8

fleets.)

Stations

Undertook general station repairs and improvements at the Croton Harmon and

Peekskill stations ($15.4).

Undertook rehabilitation of the Fordham station ($3.4), the final phase of a project

rehabilitating four historic stations.

Improved station at Port Jervis, West of Hudson, under the Small Business

Mentoring Programs ($0.8).



Continued component replacement and upgrade of Metro-North signal systems

($28.6).


Stations

Completed the second phase of component station improvements on the Hudson

Line at Philipse Manor, Scarborough, and Ossining ($89.0).

Completed removal of several obsolete facilities on Metro-North properties ($5.2).

Completed work on roof constructions and utility upgrades at the historic

Poughkeepsie station ($17.5) and continued work on the station building’s windows

and doors ( $4.6), funded through ARRA.

Track, Switches, and Interlockings

Completed the remainder of the 2009 cyclical component track replacement work

($12.7).

Completed component work under the West of Hudson track program ($31.6).

Installed high-speed turnouts at key locations system-wide to accommodate

increased speed and reduce travel time for Metro-North customers ($52.5) and new

yard turnouts at BN, Mount Vernon West, East Highbridge, North White Plains, and

Poughkeepsie Yards ($5.3).


Completed the Centralized Traffic Control (CTC) systems ($30.0) at the Operational

Control Center and Emergency Control Center.

Rehabilitated the Moonda Viaduct ($4.7).

Completed 2010 cyclical track program ($13.0) and mainline turnouts ($13.0).


MTA Bridges and Tunnels


All facilities

Bridges and Tunnels committed $185.9 million in 2010, representing 99.5 percent of

commitment goals for the year.

Brooklyn-Battery Tunnel

Initiated replacement of switchgear and equipment ($42.3); plus, construction

administration for the project ($4.9).

Cross Bay Bridge

Launched substructure and underwater construction repairs ($13. 8 ); plus,

construction administration for the project ($1.6).

Henry Hudson Bridge

Carried out component work to repair upper level sidewalk and curb stringers,

including painting ($34.5); plus construction and painting administration for the

project ($3.1).

Throgs Neck Bridge

Anchorage and tower protection repairs ($7.2) and structural painting ($5.8); plus,

construction administration for the project ($2.4).

Verrazano-Narrows Bridge

Tower painting, below roadway level ($19.9); plus, construction administration for

the project ($2.3).



All facilities

Bridges and Tunnels achieved $256.1 million in project completions for 2010,

representing 100 percent of the year’s goals.

Cross Bay Bridge

Completed deck and structural rehabilitation ($68.6).

Henry Hudson Bridge

Completed replacement of lower deck level ($88.3); and replaced cross drainage

($4.1 million).

Verrazano-Narrows Bridge

Completed rehabilitation of decks on suspended spans ($51.9); and structural steel

repairs ($13.6).

Bronx Whitestone Bridge

Completed design for the replacement of approach ramps ($22.5).

Throgs Neck Bridge

Completed design for replacement of suspended span deck ($4.8).

MTA Capital Construction

Fulton Street Transit Center

Completed awarding all project contracts for Fulton Street Transit Center,

committing $1.25 billion out of a current project budget of $1.40 billion and a

federal funding total of $1.27 billion. In 2010, commitments included the Transit

Center building ($225.6); Corbin Building restoration ($73.2); R station underpass

and Dey Street concourse ($25.0). Work is well underway on all these contracts, as


well as the A/C mezzanine reconfiguration and 4/5 Fulton Street station

rehabilitation/Dey Street Headhouse entrance finishes contracts.

Second Avenue Subway

As of December 2010, $2.07 billion was committed to the Second Avenue Subway,

out of a current project budget of $4.45 billion, with $1.37 billion in federal funding.

Tunnel boring continued between 92nd

Street and 63rd

Street, with the west tunnel

completed in February 2011. Civil and structural work progressed on the 96th

Street

station site; the 72nd

Street station site ($448.1); and excavation at the 86th

Street

station site.

7 Line Extension

As of December 2010, $1.65 billion was committed to the 7 Line Extension, out of a

current project budget of $2.15 billion, with $2.10 billion in New York City funding.

Tunneling with the Tunnel Boring Machine was completed in 2010. Commitments

within 2010 included: Site L ventilation building core and shell ($62.5) and Site J

main station entrance core and shell ($127.8). Work within the station cavern and

site progressed, with significant construction completed in 2010 ($256.29).

East Side Access

As of December 2010, $4.44 billion was committed to the East Side Access project,

out of a current project budget of $7.33 billion (plus $463 for rolling stock), with an

expected $2.70 billion in federal funding. A major contract was awarded for

escalators and elevators in 2010, while work progressed on major elements of the

project, including Manhattan and Queens tunneling; cavern excavation under Grand

Central Terminal; civil construction of the future LIRR concourse; ventilation

facilities; and infrastructure work at the Harold Interlocking and Sunnyside Yards.


MTA Police Department


The MTA Police Department has a total 2010-2014 Capital Program budget of

$85.0, to be invested in upgraded radio communications and construction of district

offices in Staten Island and Nassau County.


Completed construction of the MTA Police Command Facility in Suffolk County,

which will house police operations, a K-9 facility, and a counterterrorism office

($11.5).

Completed property acquisition and commenced design for a new K-9 facility ($1.8).

Documents

MTA Annual Report Narrative