Metropolitan Transportation Authority Annual Report. Pursuant to New York Public Authorities Law Section 2800

Transcription

1 Metropolitan Transportation Authority 2012 Annual Report Pursuant to New York Public Authorities Law Section 2800

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3 Annual Report Narrative 2012 (Including Description and Board Structure And Litigation Reports) Submitted as part of the MTA 2012 Annual Report Pursuant to New York State Public Authorities Law Section 2800(1)(a) (1), (6), (11), (13) and (17)

4 MTA 2012 ANNUAL REPORT NARRATIVE Pursuant to New York Public Authorities Law Sections 2800 (1)(a)(1), (6), (11), (13), and (17) Section 1 Operations and Performance Performance 1 NYC Transit (Subways and Buses) Long Island Rail Road Metro-North Railroad MTA Bus Company Bridges and Tunnels Section 2 Accomplishments and Initiatives Customer Service Initiatives 8 Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels Operations/Technology Initiatives 15 Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels Sustainability/Transit Oriented Development (TOD) Initiatives 21 Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels Safety/Security Initiatives 25 Interagency: MTA Police Department NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels Cost Cutting/Revenue Initiatives 31 Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels Superstorm Sandy Initiatives 35 Interagency NYC Transit (Subways) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Long Island Rail Road Metro-North Railroad Bridges and Tunnels

5 Section 3 Capital Projects Commitments/Completions Capital Program 40 Capital Program Progress 41 Funding Received Through December 31, 2012 Capital Program Progress, Capital Program Progress, 2012 New York City Transit (Subways) 43 Major 2012 Commitments Major 2012 Completions MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company) 47 Major 2012 Commitments Major 2012 Completions Long Island Rail Road 48 Major 2012 Commitments Major 2012 Completions Metro-North Railroad 51 Major 2012 Commitments Major 2012 Completions MTA Bridges and Tunnels 54 Major 2012 Commitments Major 2012 Completions MTA Capital Construction 55 Fulton Center Second Avenue Subway 7 Line Extension East Side Access MTA Interagency Police Department 57 Section 4 Description of the MTA and the MTA Board Structure Description of the MTA and the MTA Board Structure 58 Numbers of Employees Basic Organizational Structure of MTA Operations Governance of the MTA Board Members and Committee Assignments Board Members Attendance Section 5 Material Pending Litigation Report Material Pending Litigation Report 65 General Note The MTA Transit System Commuter System MTA Bridges and Tunnels MTA Bus MTA Long Island Bus

6 Accompanying 2012 Documents The Following Reports Are Attached Financial Reports All Agency and Board Codes of Ethics Asset and Service Report 2012 Compensation Schedule and Biographical Information Reports Bond Rating Reports Consolidated Financial Statements Governance Principles and By-Laws Grant Report 2012 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

7 2012 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, (See also, the Mission Statement, Measurement, and Performance Indicator Report, PAL Sections 1269-f and 2824-a.). 1 Despite the historic disruptions caused by Superstorm Sandy, annual ridership on the subways, buses, and railroads operated by the Metropolitan Transportation Authority (MTA) rose in 2012 to more than 2.6 billion trips for customers throughout the downstate region. This increase, more than half a percent over 2011, continued a twenty-year trend of longterm ridership growth. Performance measurement results for each of the principal MTA agencies, which provide subway, bus, commuter rail, and bridge-and-tunnel crossing services, are reported below. Please note that as part of its public transparency initiatives, the MTA regularly updates Performance Dashboards posted on its website at 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; and MTA Bridges and Tunnels. 2 Performance in all categories is measured monthly and compared to published goals. 1 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 2012 performance data, as of March 15, Note that the Lease and Operating Agreement between Nassau County and MTA Long Island Bus was terminated effective December 31, 2011, and that Nassau County contracted with a private operator to provide bus and paratransit service in the county commencing January 1, Accordingly, performance data for Long Island Bus is no longer available from the MTA. 1

8 New York City Transit 2012 Performance NYCT Subways continued to experience strong subway ridership in 2012, surpassing total rides for the previous year and the system s peak ridership in the 1950s, with some lines now running near peak levels for much of the day. Total subway ridership increased by some 14 million rides over the previous year to 1.65 billion in This total fell slightly below 2012 target levels, due largely to the millions of rides lost as a result of Superstorm Sandy. NYCT Bus ridership continued to stabilize in 2012 after years of decline, with a small loss from the previous year due mainly to Sandy. After a successful pilot in 2011, the Bus Time program was deployed on all routes in Staten Island and the Bronx, providing customers with real-time bus arrivals on the web and mobile devices. In October 2012, Superstorm Sandy presented NYCT with enormous challenges. Building on lessons learned from Tropical Storm Irene in 2011, NYCT followed proven emergency protocols in preparation for the storm. The agency secured fleet and equipment, activated the Incident Command Center (ICC), and shut down the transit system prior to landfall. Despite record flooding and storm damage, NYCT returned a number of subway lines to service within four days after the shutdown and restored most of the system within two weeks. NYCT Department of Buses and the MTA Bus Company provided extensive support through emergency shuttles and alternatives to subway service. NYCT s robust response to the storm met with general acclaim from government officials, the media, and the riding public. 2

9 New York City Transit Performance Key At or above target Below target by less than 5% Below target by 5% or more 2012 Target 2012 Actual Change from Target Service Indicators On-Time Performance - Subways 91.9% 83.7% -8.20% Wait Assessment - Subways 79.2% 79.0% -.20% Elevator Availability - Subways 96.5% 97.7% 1.20% Escalator Availability - Subways 95.2% 96.2% 1.00% Total Ridership Subways 1,669,289,000 1,654,582, % Mean Distance Between Failures Subways (miles) 168, , % Mean Distance Between Failures - Staten Island Railway (miles) 180,000 74, % On-Time Performance - Staten Island Railway 95.0% 93.1% -1.90% % of Completed Trips - NYCT Bus 99.36% 98.90% -0.46% Total Paratransit Ridership - NYCT Bus 10,501,000 9,343, % Bus Passenger Wheelchair Lift Usage - NYCT Bus 1,277,698 1,416, % Total Ridership - NYCT Bus 677,433, ,910, % Mean Distance Between Failures - NYCT Bus (miles) 3,671 4, % Safety Indicators Customer Injury Rate Subways (per million) % Customer Accident Injury Rate - NYCT Bus (per million) % Collisions with Injury Rate - NYCT Bus (per million miles) % Employee Lost-Time and Restricted-Duty Rate (per 100 employees) % 3

10 Long Island Rail Road 2012 Performance The LIRR s ridership rose in 2012, as an improving economy and new service to Barclays Center boosted the number of customers to 81.8 million, 0.7 percent higher than Prior to Superstorm Sandy, ridership was up 4.3 percent over the same period in 2011, suggesting that LIRR would have seen higher growth if not for the storm. Among the year s highlights was the opening of Barclays Center in Brooklyn, where big-draw sports and entertainment more than tripled LIRR ridership to and from the Atlantic Terminal. Extra late-night trains were added to accommodate these new customers. To attract even more riders, the LIRR also restored half-hourly midday service on weekdays on the Port Washington Branch and added new weekend trains on the Ronkonkoma Branch. In 2012, LIRR trains were more reliable than ever, logging a record 194,382 miles between breakdowns. The LIRR s Travel Information Center, which handles 1.7 million calls each year, won a 2012 nationwide competition by the American Public Transportation Association, highlighting a multiyear effort by the LIRR to improve customer service. The LIRR s new mobile ticketing pilot at the 2012 PGA Tour event at Bethpage Black, which allowed customers to print tickets at home and on their smartphones, also won industry acclaim, as did the LIRR s swift recovery from Superstorm Sandy. Long Island Rail Road Performance Key At or above target Below target by less than 5% Below target by 5% or more 2012 Target 2012 Actual Change from Target Service Indicators On-Time Performance 95.1% 94.3.% -.80% Elevator Availability 96.0% 97.4% 1.36% Escalator Availability 95.0% 72.6% % Total Ridership 80, ,754,143.96% Mean Distance Between Failures (miles) 150, , % Safety Indicators Customer Injury Rate (per million) % Employee Lost-Time and Restricted-Duty Rate (per 200,000 worker hours) % 4

11 Metro-North Railroad 2012 Performance Despite the unprecedented impact and lingering effects of Superstorm Sandy, Metro-North realized significant gains in a number of key performance categories during On-time performance across the system totaled 97.6 percent, up from 96.9 percent over the previous year. That included the best quarterly on-time performance (OTP) in the railroad s history, a 98.8 percent on-time record from January through March. Ranked by line, the Harlem Line saw the year s best OTP with 98.2 percent, followed by the Hudson Line (98.0 percent), and the New Haven Line (96.8 percent). The West-of-Hudson service, operated under contract with NJ Transit, had a 97.1 percent on-time rate. The railroad also posted its second highest annual ridership in 2012, providing some 83 million trips, nearing its historical record of 83.6 million trips in Metro-North estimates some 1.8 million rides lost due to the superstorm, which would have pushed total ridership well over the historical record. Setting new standards for reliability, the railroad chalked up a record mean distance between failures (MDBF) of 165,694 miles, some 23 percent above the posted MDBF goal for Metro-North Railroad Performance Key At or above target Below target by less than 5% Below target by 5% or more 2012 Target 2012 Actual Change from Target Service Indicators On-Time Performance (East of Hudson) 97.8% 97.6% -.2% On-Time Performance (West of Hudson) 96.4% 97.1%.7% Elevator Availability 97.0% 98.9% 1.9% Escalator Availability 90.0% 94.7% 4.7% Total Ridership 84,180,000 82,953, % Mean Distance Between Failures (miles) 135, ,694 23% Safety Indicators Customer Injury Rate (per million) % Employee Lost-Time and Restricted-Duty Rate (per 200,000 worker hours) % 5

12 MTA Bus Company 2012 Performance Total ridership for 2012 grew slightly at 1.3 percent over the previous year, reversing a small decline in ridership in 2011 and consistent with the growth trend in previous years. As the result of a strong focus on maintenance, the MTA Bus Company saw a nearly 40- percent improvement in the mean distance between failures (MDBF) for the year. After its successful pilot program on selected NYCT bus routes in 2011, the Bus Time system, which allows customers to locate buses in real time on web and mobile devices, expanded to all MTA Bus Company routes based in the Bronx. The MTA Bus Company, along with the NYCT Department of Buses, also played a significant role in the recovery efforts following Superstorm Sandy. The agency supplemented subway service with a bus bridge from Brooklyn to Manhattan, until subway service returned to downtown Manhattan, implemented emergency shuttles for Far Rockaway, and provided alternative transit services until the restoration of A train service. MTA Bus Company Performance Key At or above target Below target by less than 5% Below target by 5% or more 2012 Target 2012 Actual Change from Target Service Indicators % of Completed Trips 99.36% 98.83% -0.53% Bus Passenger Wheelchair Lift Usage 42,935 58, % Total Ridership 118,840, ,877, % Mean Distance Between Failures (miles) 3,790 5, % Safety Indicators Customer Accident Injury Rate (per million) Collisions with Injury Rate (per million miles) % Employee Lost-Time Rate (per 100 employees) % 6

13 Bridges and Tunnels 2012 Performance In 2012 Bridges and Tunnels set a new record for E-ZPass sales and usage, which now accounts for 82 percent of daily crossings. In November, the agency implemented cashless tolling at the Henry Hudson Bridge. All motorists are now able to use any lane to drive through the toll plaza without stopping. Under the cashless tolling system, automatic billing remains the same for drivers with E-ZPass. For drivers without an E-ZPass tag, an image is taken of their license plate and a bill for the toll is mailed to the vehicle s registered owner. In the first two months of the cashless tolling operation, 92 percent of crossings at the Henry Hudson Bridge were processed through E-ZPass and 8 percent were toll-by-mail transactions. Bridges and Tunnels Performance Key At or above target Below target by less than 5% Below target by 5% or more 2012 Target 2012 Actual Change from Target Service Indicators Total Traffic 286,442, ,646, % Safety Indicators Collisions with Injury Rate (per million vehicles) % Employee Lost-Time Rate (per 200,000 work hours) % 7

14 2012 ANNUAL REPORT SECTION 2 Accomplishments and Initiatives Customer Service Initiatives Interagency Customer Service Initiatives Installed new Station Advisory Information Displays (SAID) at Grand Central Terminal and the 125 th Street Metro-North Station, and new Help-Point emergency communications systems at the Fulton Center. Expanded the MTA website at with new customer features, including self-service functions, rotating news stories, interactive service maps, and side-show and video links covering MTA projects. Expanded customer information, press announcements, and emergency alerts for all agencies through the use of social media, including Facebook, Twitter, and YouTube. These included 24-hour emergency updates and images during Superstorm Sandy. Opened up additional MTA source data through the website s Developers Resources page, encouraging the private development of new transit apps for web and mobile devices, resulting in over 100 transit apps across multiple platforms. (See also, Operations/Technology Initiatives) Introduced versions of the Subway Time and Weekender mobile apps for Android and Apple ios mobile devices. Set an annual record for permanent art installations completed through Arts for Transit, with 21 new art projects, as well as three original art posters, two art cards, and a roster of more than 300 performers giving nearly 7,000 performances in the 2012 Music Under New York program. High points for 2012 included major project completions at the Metro-North Tarrytown Station, the NYCT Bleeker Street transfer, and nine NYCT West End Line stations. 8

15 Relaunched the highly popular Poetry in Motion series, now under the auspices of Arts for Transit, in collaboration with the Poetry Society of America. The program features poems embellished with art from MTA Arts for Transit projects. Collaborated with a developer to create the museum in your pocket Arts for Transit smartphone app, listing the entire collection of public artworks displayed throughout the MTA system, with direction, podcasts, and images. Undertook preparations for the Grand Central Terminal Centennial celebration, which included special public events, performances, entertainments, commemorative products, and an exhibit of contemporary art. NYC Transit (Subways) Customer Service Initiatives Completed 15 of 16 scheduled FASTRACK maintenance programs, with one cancelled due to Superstorm Sandy. By reducing defect backlogs and producing visible station improvement, the new FASTRACK strategy has earned positive customer feedback. The program is now being extended to the outer boroughs. (See also, Safety/Security Initiatives) Installed several pilot projects for new customer-service technologies, including Help Points emergency communications systems (19 locations); On the Go! touch-screen information kiosks (five stations); and Station Advisory Information Displays (SAID), which provide train status prior to station entry (three stations). (See also, Operations/Technology Initiatives; Safety/Security Initiatives) Developed the first draft of a Rail Control Center Communications Master Plan to provide a unified framework for the collection and dissemination of customer information, including the responsibilities of the various NYCT personnel, departments, and divisions. Participated in a project to install or redesign Public Announcement/Customer Information Systems (PA/CIS) in 87 B Division stations that had been without such systems. The cable infrastructure has been completed in three-quarters of the stations. Accomplished a 99-percent air-conditioning compliance rate in subway cars during the hottest recorded average temperature for summer months in New York City. Began development of a comprehensive, intermodal customer-information system for Staten Island Railway (SIR) and NYCT, including installation of On the Go! kiosks 9

16 at St. George Terminal and at high-volume SIR stations with connections to NYCT bus service. The plan will also incorporate SIR train information into existing smartphone apps for NYCT buses and trains. Developed a customer advocate training program for the NYCT Subways Incident Command Center (ICC). The program was then used to hire and train a new Customer Advocate as a member of the ICC staff. Improved customer access at several stations, opening a free transfer passageway between the Broadway-Lafayette and the uptown Bleecker Street stations; a new entrance at the Atlantic Avenue Station serving the Barclays Center; a reopened entrance at the 4th Avenue-9th Street Station; and a permanent extension of the G train to Church Avenue. Improved ADA accessibility through a number of projects, including 12 new customer elevators at five stations; installation of 435 induction-loop systems to assist hearing-impaired customers; and two public meetings addressing ADA compliance, changes in paratransit service, and the needs of the disability community. Launched real-time arrival and service information for NYCT A Division lines on the MTA Subway Time mobile app at the MTA website. The live data feeds are also made available to third-party app developers to help generate new customer technologies. MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Customer Service Initiatives Deployed Bus Time to all routes and depots in Staten Island and the Bronx, enabling customers to track bus locations in real time via the web, mobile web, SMS, and quick-response codes at bus stops. Expanded Select Bus Service (SBS) rapid transit to provide faster service on the S79 route. Developed a proof of concept for the Traffic Signal Priority project by outfitting 45 M15 SBS buses with Traffic Signal Priority equipment. The equipment communicates real-time bus locations to the New York City Department of Transportation Traffic Management Center, which remotely controls traffic lights along the M15 corridor, making bus service faster and more reliable. 10

17 Implemented a number of route path changes to MTA Bus routes BxM11, B103, Q7, Q41, and Q113 to better serve new and changing markets. Expanded the role of the Customer Advocate, whose function is to ensure that the customer experience is a key focus in all aspects of bus operations. That includes program development and implementation; communications aboard buses and in the public media; and interaction with advocacy groups. Initiated the first phase of the Paratransit Interactive Voice Response (IVR) system, an advance notification system that advises customers of the impending arrival of their Access-A-Ride vehicle by telephone, text message, or . The IVR is integrated with the Automatic Vehicle Location Monitoring system and gives customers approximately 15 minutes notice to prepare for timely boarding. (See also, Operations/Technology Initiatives) Long Island Rail Road Customer Service Initiatives Achieved record levels of fleet reliability as measured in mean distance between failures (MDBF), with an overall fleet average of 194,382 miles MDBF, a nearly 25,000 mile improvement over Also increased on-time performance (OTP) to 94.3 percent in Restored half-hourly midday service for weekdays on the Port Washington Branch. This service had been reduced due to budget cuts in 2010, resulting in a loss of over 180,000 rides annually. Revenue from the restored half-hourly service offset the increased operating costs. Increased late-night train service from Atlantic Terminal for fans leaving events at the new Barclays Center in Brooklyn. The extra train service resulted in a 334-percent surge in ridership to and from Brooklyn on event nights following the opening of the center. Added half-hourly weekend service to meet increased demand during key time periods between the Farmingdale Station and Penn Station on the Ronkonkoma Branch. Continued efforts to upgrade customer communications, including expanded use of Facebook, Twitter, and other social media; improved reliability of alerts, station 11

18 announcements, and other messaging at LIRR s 24-hour Public Information Office; reorganization of the emergency Customer Assistance Plan; and new web-based Modified Timetables for easy reference during service disruptions. (See also, Safety/Security Initiatives) Added more GPS devices and timing points along the LIRR right-of-way to improve the accuracy of Train Time and information displayed on electronic signs at all of LIRR s 124 stations. Refurbished and upgraded 11 older escalators, returning ten to service in 2012 and one in early All escalators were thoroughly overhauled and equipped with new safety sensors. In addition, LIRR formed a new Elevator & Escalator Operations Group with certified inspectors and a remote monitoring system. Introduced a pilot version of mobile ticketing for the PGA Tour event at Bethpage Black. Nearly 20 percent of event tickets were sold online for home printing or smartphone downloads, with barcode validation by LIRR staff at the Farmingdale Station. With a 99-percent customer satisfaction rate, this highly successful pilot greenlights LIRR s full roll-out of mobile ticketing in Extended the validity period for LIRR one-way and round-trip tickets from 14 days to 60 days. The extension also applies to the refund period for one-way and round-trip tickets. The refund period for ten-trip tickets was extended to six months. Published a formal Pledge to Customers detailing LIRR s performance goals and customer-service standards in such areas as safety, courtesy, cleanliness, and reliability. Addressed a number of customer preferences with additional quiet cars on peak electric trains between Penn Station and Atlantic Terminal; enforcement of New York State smoking bans on all LIRR outdoor platforms and boarding areas; and extension of waiting room hours to 10 P.M. on weekdays at 41 LIRR stations. Metro-North Railroad Customer Service Initiatives Announced the largest service expansion in Metro-North s history, with the addition of 243 trains per week, including expanded off-peak and weekend service. The railroad introduced 79 new trains per week in 2012, with the remaining trains to be brought into service in April and October

19 Published a formal Pledge to Customers in 2012, setting down in writing for the first time the railroad s customer-service aims regarding courtesy, accuracy of information, cleanliness, response to service disruptions, and other customer priorities. Improved real-time customer information throughout the system, with new LCD monitors, new links to Train Time web schedules, upgraded electronic signage, and new advisory information displays and kiosks in Grand Central Terminal. Expanded the Station Enhancement Program, a cyclical maintenance program of painting, lighting, repairing, and cleaning station elements, ensuring a consistent standard of maintenance, design, and appearance at all Metro-North stations. Completed major renovation and reconstruction projects at the Cortlandt and Tarrytown stations, including improved waiting areas, parking, and customer access. (See also, Metro-North, Capital Project Commitments/Completions) Introduced more quiet cars for rush hours on the New Haven Line. The program, which prohibits cell phone calls and loud conversations on certain cars, now extends to all Metro-North lines. Worked with community partners to provide connecting bus service between the Beacon Station, the DIA:Beacon art museum, and the Beacon business district, enhancing customer access and local development. Held four community discussions with East Bronx residents, with the eventual aim of providing this underserved area with Metro-North stations and access to Penn Station, Westchester, and Connecticut. Bridges and Tunnels Customer Service Initiatives Increased the E-ZPass market share by 1.5 percent to a record 82 percent of crossings. Introduced cashless tolling at the Henry Hudson Bridge, enabling all motorists to drive through any lane without stopping and be billed either through E-ZPass or by license number and mail. Began selling E-ZPass On-the-Go tags in cash lanes at all facilities, resulting in greater customer convenience and cash-lane sales of over 125,000 tags in

20 Introduced the MTA Reload Card, which makes it easier for customers to put cash into an E-ZPass account at thousands of retail locations across the country via the Visa ReadyLink system. Completed replacement of the Bronx roadway approach to the Bronx Whitestone Bridge, providing customers with wider lanes and a new shoulder lane. Completed paving projects at the Verrazano-Narrows, Throgs Neck, and RFK bridges that will improve customer safety and comfort. Introduced the new E-ZPass Pay Per Trip payment plan, enabling E-ZPass account holders to pay same-day tolls through an automated checking account debit without a prepaid balance or tag deposit. Activated the new Spanish-language voice-response system, which received more than 155,000 calls in 2012, and the Spanish website homepage, which had more than 35,000 hits during the year. Exchanged over 400,000 E-ZPass tags through a customer-outreach prepaid mail program, part of the E-ZPass tag swap program, which replaces tags reaching the end of their useful life. Launched the new the Drive Time app for smartphone users, providing live travel time information on approaches to Bridges and Tunnels facilities, as well as major local destinations. Expanded the travel times displayed on variable message signs at most facilities to include major destinations, such as JFK and LaGuardia airports. 14

21 Operations/Technology Initiatives Interagency Operations/Technology Initiatives Completed Phase II of the consolidation, standardization, and migration of payroll and back-office functions for all MTA agencies, except Bridges and Tunnels, to the MTA Business Services Center (BSC). In July 2012, the BSC extended its payroll and human resources operations to 50,000 active employees and 20,000 retirees of New York City Transit and MTA Bus. (See also, Cost Cutting/Revenue Initiatives) Completed Phase I of a state-mandated print reduction program to direct all in-office printing to centrally-located printing stations. Initiated Phase II of the program, which allows secure printing at departmental stations using magnetic coded ID cards and proximity card readers. (See also, Sustainability/TOD Initiatives) Updated the user interface for on customer mobile phones, expanding device coverage and enhancing transit information at a glance. The MTA also expanded its Weekender app for the newest iphone and Android releases. Restructured the MTA website with increased bandwidth, Acquia cloud-based support, and other security features to ensure faster, more resilient, data-rich communications during emergencies and other high-volume situations. (See also, Superstorm Sandy Initiatives) Commissioned an Information Technology Survey to determine customer use of and attitudes about travel information, responses to MTA initiatives, and priorities for future IT programs. Collaborated with NYCT Subways on a cloud-hosted General Transit Feed Specification Real-Time (GTFS-RT) system to communicate more accurate subway arrival and departure information for customer apps. 15

22 NYC Transit (Subways) Operations/Technology Initiatives Launched the FASTRACK program in January of 2012, which schedules nighttime shutdowns on subway line segments for faster, safer, comprehensive repairs and maintenance. (See also, Customer Service Initiatives; Safety/Security Initiatives) Overhauled 816 subways cars at the Coney Island and 207th Street shops to maintain fleets in a state of good repair, increasing safety and mean distance between failures. Undertook an interdepartmental rehabilitation of the Steinway Tube, which included track circuit renewal, rail and plate replacement, drain cleaning, cable replacement, and complete removal of all silt and muck. Rehabilitated ten fan plants along the Archer Avenue Line in Queens, the first fan plants that can be operated remotely from the Rail Control Center (RCC) using SONET/ATM network and computers. Began the installation of a new Communications-Based Train Control (CBTC) system to increase reliability and capacity on the Flushing Line. (See also, NYCT Subways, Capital Project Commitments/Completions) Completed a number of station rehabilitations on the Pelham Line (five); on the Brighton Line (five); on the West End Line (ten); on the Rockaway Line (five) and the Far Rockaway Line (one); on the Flushing Line (one) and in the Bronx (one); at the 59th Street Station at Columbus Circle; and at the Jay Street Station in Brooklyn. Also completed 15 station component repair projects. (See also, NYCT Subways, Capital Project Commitments/Completions) Completed ADA accessibility at the Mott Avenue Station on the Far Rockaway Line; the Bay Parkway Station on the West End Line; the East 180th Street Station on the Lexington Avenue Line; and the Broadway-Lafayette/Bleecker Street complex. Installed more reliable communication links (via the new Train Dispatcher Order- Wire System) between the West 4th Street tower and the towers at the World Trade Center, 59th Street, and 42nd Street/8th Avenue. Completed final cutover of the Backup Control Center (BCC) at 130 Livingston Plaza, bringing the center up to active status. Drills to test BCC operations will be performed on a quarterly basis. 16

23 Completed a track construction program that reconstructed approximately 7200 feet of track, installing Type III track panels. The majority of the work took place south of Queensboro Plaza and from 111 Street to Main Street. Revised a number of agency operating rules, including new directives on train movements for more accurate on-time-performance (OTP) reporting; exercises for management involved in ICC operations; a revision of the NYCT Rulebook; a revision of CBTC rules; and PDA directives for a new digitized version of the R160 operator manual. Completed key phases of NYCT s rolling stock procurement programs, including receipt and testing of R188 prototypes; awarding of options for 103 new R142A cars and 370 R142A car conversions; awarding of contracts for 300 B Division R179 cars; and receipt of three additional rail snowthrowers. (See also, NYCT Subways, Capital Project Commitments/Completions) MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Operations/Technology Initiatives Expanded a workforce development program that includes customized workshops focusing on specific areas of bus operations. Enhanced the Business Barometer, a strategic management initiative with webbased tools to help operating managers evaluate key indicators and performance data, then apply proactive strategies for improvement. Implemented a Hastus scheduling software system for the MTA Bus Company, similar to the Hastus system used by NYCT. This has resulted in more economical schedules, with the ability to more rapidly consider alternatives, as well as the ability to support new service information and service-monitoring initiatives. Expanded the Intelligent Vehicle Network (IVN) project, which uses onboard computers with wireless links to depots to monitor bus components, identify and report potential failures, and provide information used in accident investigations. The IVN system has been installed on a total of 2,303 buses in 24 depots. Initiated the first phase of the Paratransit Interactive Voice Response (IVR) system with advanced notification messages that advise customers of the impending arrival of their Access-A-Ride vehicle by telephone, text message, or . The IVR system is 17

24 integrated with the Automatic Vehicle Location Monitoring system and gives customers approximately 15 minutes of notice to prepare and reach the pick-up location for timely boarding. (See also, Customer Service Initiatives) Long Island Rail Road Operations/Technology Initiatives Expanded onboard ticketing by credit or debit cards using iphone technology with a ticketing application developed by LIRR. The new option has increased the efficiency of fare collections, reduced fare disputes, and proven popular with customers. This is the first time on either commuter railroad that such a service has been offered to customers. The LIRR plans to roll out devices systemwide within the next two years. Expanded LIRR s Time Train pilot program to the West Hempstead Branch. Using onboard GPS devices, the system monitors real-time train locations and arrivals, along with regular schedule and track information, all of which can be accessed using mobile devices or home computers. GPS will be installed on the entire fleet by the second quarter of 2013, at which point Train Time goes live systemwide. Deployed the new Incident Command Center (ICC) in the Jamaica Station building. Equipped with extra laptops, flat panel displays, cable news, video conferencing, and more, the ICC allows senior management to monitor ongoing situations around the clock and was used to direct agency responses during Superstorm Sandy. (See also, Superstorm Sandy Initiatives) Migrated over 2,200 LIRR accounts and 400 smartphones to a single-vendor Microsoft Exchange system, supporting the consolidation of MTA and reducing overall costs to the LIRR and MTA. Introduced a new Mail & Ride (M&R) system that includes improved web and interactive voice response (IVR) features for greater flexibility and quicker customer response. Implemented a new dishonored checks application to replace the old mainframe system. The new application improves the tracking of bad checks, prevents M&R tickets from being issued to customers with unpaid checks, and eliminates unnecessary reporting. 18

25 Replaced the privately owned Verizon circuits supporting ticket sales machines at 96 separate locations with fiber-optic connections supported by the LIRR Communications Department, resulting in over $200,000 per year in recurring savings. (See also, Cost Cutting/Revenue Initiatives) Metro-North Railroad Operations/Technology Initiatives Placed into service a total of 166 new M8 rail cars by the end of 2102, accounting for 52.2 percent of weekly service on the New Haven Line. (See also, Metro-North Capital Projects Commitments/Completions.) Implemented a new Kronos-based timekeeping system for improved tracking, documenting, and management of workforce deployment. (See also, Cost Cutting/Revenue Initiatives.) Expanded the capabilities of the IT monitoring center, which is now staffed 24/7 to provide real-time monitoring, alerting, and notifications for the railroad s critical IT infrastructure. Performed a Payment Card Industry (PCI) compliance assessment to ensure the security of customer card data on Metro-North e-commerce systems and protect against liabilities associated with data breaches. Undertook a joint program with LIRR to replace older handheld ticketing machines with new point-of-sale devices supporting credit card, debit, barcode, and smartphone transactions. Deployed a new network architecture at the railroad s North White Plains office that can serve as a backup ticketing system in the event of disasters or other service disruptions. Implemented a number of systemwide IT improvements, including software upgrades for all corporate computers, a new password access system for customers, new firewalls to secure data, new live information feeds for ticket offices, new employee attendance and crew management software, and new customer returned-check tracking. 19

26 Bridges and Tunnels Operations/Technology Initiatives Completed a major upgrade of the Advanced Traffic Management System, a network of Intelligent Transportation System (ITS) subsystems and technologies used for facility operations, management of traffic flow, internal and public communications, and other critical functions. The project received the 2012 "Outstanding ITS Project of the Year" award from the Intelligent Transportation Society of New York. Installed the new Kronos 6.2 workforce timekeeping system, which provides agency employees with real-time information regarding their accrual balances and access to timecards at kiosks throughout agency facilities. Completed project design for fiber installation across all three spans of the Robert F. Kennedy (RFK) Bridge, which will significantly enhance security, safety, and traffic management. Upgraded the weather recording system from tracking roadway temperatures, wind speeds, and other conditions at the Marine Parkway, Cross Bay, and Henry Hudson bridges. 20

27 Sustainability/Transit Oriented Development (TOD) Initiatives Interagency Sustainability/TOD Initiatives Continued systemwide energy audits and initiatives in conjunction with the New York Power Authority (NYPA). In 2012, these included the installation of LED lighting in subway tunnels, an energy-efficient heating system in LIRR s Hillside Maintenance Facility, and installation of T5 fluorescent lighting in the 207 th Street Overhaul Shop and Yard. Carried out several systemwide research and public policy initiatives relating to the quantification, measurement, and monetization of the MTA s carbon avoidance benefits. Participated in new areas of sustainable design research, including the design of a next-generation, sustainable R211 subway car and a pilot program for solar powered transit information kiosks. Completed Phase I and inaugurated Phase II of a print reduction program to remove dispersed printers and centralize two-sided office printing, reducing paper, toner, and disposals. By expanding the program with card access readers, IT staff is further reducing the waste from duplicate or unclaimed print jobs. Continued to provide planning, community outreach, and support for a number of TOD projects around MTA stations, including the Metro-North Beacon Station and the LIRR Wyandanch Station in the Town of Babylon. NYC Transit (Subways) Sustainability/TOD Initiatives Completed installation of all 317 oil-free compressors in (See also, Cost Cutting/Revenue Initiatives) Added work cars to the 2013 Scheduled Maintenance System, extending the life of the car and efficiency of the running time. 21

28 Initiated regular washing of HVAC condensers on new millennium cars, which cleans out collected pollutants, prolongs the life of the condenser, and minimizes failures. Continued to monitor and improve sustainability efforts according to ISO certified Environmental Management System (EMS) under the direction of NYCT s Department of Capital Program Management (CPM). Continued CPM s construction and demolition debris recycling program, which recycles over 90 percent of debris away from landfills to productive reuse. Completed construction of the new Church Avenue relay room, which was designed as a green facility, with 90 percent recycled steel, rainwater collection planters to control storm runoff, and other sustainability features. MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Sustainability/TOD Initiatives Expanded the use of midday Midtown Manhattan parking of MTA Bus Company express buses to reduce nonrevenue vehicle miles. This reduces overall emissions and operating costs, while enhancing service reliability. Worked with Capital Program Management to design the new Bus Command Center in Brooklyn as a Leadership in Energy and Environmental Design (LEED) facility. The facility will be energy efficient and will include natural lighting and a greenroof. Storm water will be managed with the use of rainwater collection. Long Island Rail Road Sustainability/TOD Initiatives Continued development of the Wyandanch Rising project, a transit-friendly downtown revitalization plan centered around the LIRR s Wyandanch Station in the Town of Babylon. The centerpiece of the project, which has received state and federal funding, is the future construction of an intermodal parking facility at the station to accommodate increased ridership on LIRR s Main Line, including planned service to Grand Central Terminal. Partnered with the towns of Brookhaven and Islip on the Ronkonkoma Hub Project, a TOD and area revitalization plan centered around the LIRR s Ronkonkoma Station. 22

29 The project aims to create a community of retail spaces, offices, restaurants, and affordable housing. Completed seven asbestos abatement projects and five demolition lead abatement projects, with the largest projects located at Floral Park Station, Jamaica Station, and the Babylon tower. Another 24 abatement projects were carried out at LIRR crossings during Commenced two large-scale construction projects that will create a state-of-the-art substation at the Old Hillside substation and a new freight yard at the Long Island City Wheel Spur Yard. Opened the Babylon Train Wash, a green facility that features 70 percent reconditioned wash water; solar panels for lighting and heating; a leach field to purify runoff storm water; a separator to prevent oil and diesel fuels from entering the waste water system; and landscape buffer surrounding the facility. Reached an agreement with National Grid to perform soil remediation at the Clinton Avenue grade crossing on the Montauk Branch. While the soil remediation work was underway, the LIRR also modernized the crossing. Metro-North Railroad Sustainability/TOD Initiatives Completed Phase I and launched Phase II of the Grand Central Terminal Energy Conservation Project undertaken with the New York Power Authority (NYPA). The project includes energy-efficient upgrading of air compressors, lighting, motors, ventilation, and other building equipment, resulting in energy savings of about $3 million per year. Worked with NYPA on the installation of charging stations for electric cars at the Cortlandt Station, with additional stations under review. Achieved a LEED Silver Certificate for the agency s North Broadway facility in White Plains, which includes a reflective roof, high efficiency HVAC units, and other energy-saving features. Conducted energy audits to monitor, plan, and improve energy use at 30 stations on the Lower Hudson and Harlem lines. 23

30 Bridges and Tunnels Sustainability/TOD Initiatives Dispensed over 80,000 gallons of Ethanol 85 (E85) fuel in 2012, representing more than 32 percent of the fuel used by the agency's cars and police patrol vehicles. A total of 91 percent of the agency s light-duty fleet now use either E85 or electric/hybrid power. Completed the first full year in which the Robert F. Kennedy, Throgs Neck, and Verrazano-Narrows bridges have all used LED necklace and beacon lighting. The LED lighting reduced energy consumption by nearly 70 percent, as compared to the original fixtures, with annual savings of around $0.1 million in electric utility and replacement charges. 24

31 Safety/Security Initiatives Interagency: MTA Police Department Safety/Security Initiatives Undertook development of a new MTA Police Department (MTAPD) facility in Dutchess County to be used for specialized, transit-based training of MTAPD K-9 teams. Cooperated with federal and state governments to extend the free licensing of the MTA s See Something, Say Something security slogan in nationwide public awareness campaigns. Crime Statistics (Number of reported crimes at Long Island Rail Road, Metro-North Railroad, and Staten Island Railway) Murder 0 0 Rape 2 1 Robbery Felony Assault Burglary 7 13 Grand Larcenies G.L.A Total

32 NYC Transit (Subways) Safety/Security Initiatives Crime Statistics (Number of reported crimes on New York City subway system Murder 1 2 Rape 3 10 Robbery Felony Assault Burglary Grand Larcenies Total Began installation of CCTV security cameras with associated customer assistance information system at every station and Rail Control Center. Implemented an access control and intrusion detection system to control access to 229 communication rooms via electronic locks, card readers, key pads, and motion detection alarms. Created a safer working environment for maintenance and repair crews through implementation of the new FASTRACK program, which curbs train operations in work areas. (See also, Operations/Technology Initiatives; Customer Service Initiatives) Closed out major yard fencing contracts worth $18 million at six locations to secure NYCT property and protect the public. Completed several major ventilation plant projects on subway lines, which elevate fire safety standards, along with ventilation units at the East New York Maintenance Shop, where summer temperatures up to 115 degrees had placed workers at risk. Continued new safety objectives for employees, including new safety communications, safety audits, training, and accident investigations. Continued the recently introduced Safety Culture Task Force charged with evaluating the ways in which organizational culture impacts employee and customer safety. 26

33 MTA Bus Operations (NYCT Department of Buses, MTA Bus Company) Safety/Security Initiatives Installed additional bus operator shields designed to protect drivers from assault on a total of 837 buses, with additional installations ongoing. Expanded the Bus Camera Security System to a total of 828 buses, with additional installations ongoing. Implemented the Bus Operator Assault Executive Task Force, which meets regularly to coordinate initiatives across bus operations to mitigate assaults against bus operators and promote bus operator and customer safety. Expanded conflict-resolution training for bus operators, along with public-awareness initiatives to help prevent bus operator assaults. Worked with the MTA Office of Security to develop and implement Phase III Security Awareness Training for bus operators, front-line managers, and supervisors with direct customer contact. Continued the labor-management partnership on employee and customer safety through the Bus Operator Action Committee. Played a leadership role in organizing the first National Transportation Workers Assault Conference, which was attended by representatives from other transit properties and from the District Attorneys offices for all five New York City boroughs. Implemented two new crisis-management plans. The Buses Heightened Awareness Plan ensures that needed protocols are in place to support first responders and maintain vital transportation services in the event of a crisis, such as a terrorist attack. The Buses Hurricane Plan prepares for storm emergencies and was successfully deployed during Superstorm Sandy. Developed a high-level operations center or Situation Room that monitors all aspects of MTA bus operations during major storms or other emergencies to ensure the safety of customers, employees, and property. The Situation Room also provides a single point of contact between senior management, MTA public communications staff, the NYC Office of Emergency Management, and other external agencies. 27