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Metropolitan Transportation Authority

2012 Annual ReportPursuant to New York Public Authorities Law Section 2800


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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)


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MTA 2012 ANNUAL REPORT NARRATIVE

Pursuant to New York Public Authorities Law Sections 2800 (1)(a)(1), (6), (11), (13), and (17)

Section 1Operations and Performance

Performance 1

NYC Transit (Subways and Buses)!Long Island Rail Road!Metro-North Railroad!MTA Bus Company!Bridges and Tunnels

Section 2Accomplishments 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



Sustainability/Transit Oriented Development (TOD) Initiatives 21



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 BusCompany)!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



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Section 3Capital Projects Commitments/Completions

2010-2014 Capital Program 40

Capital Program Progress 41

Funding Received Through December 31, 2012 ! Capital Program Progress, 1982-2012! 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


Long Island Rail Road 48


Metro-North Railroad 51


MTA Bridges and Tunnels 54


MTA Capital Construction 55

Fulton Center!Second Avenue Subway !7 Line Extension!East Side Access

MTA InteragencyPolice Department 57

Section 4Description 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 5Material 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


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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


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2012 ANNUAL REPORTSECTION 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, 2012. (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 www.mta.info, under the heading About

the MTA, allowing the public to track MTA performance by agency on a monthly basis.

The Dashboards display key indicators for MTA New York City Transit (NYCT) subways,

buses, and paratransit services; MTA Long Island Rail Road (LIRR); MTA Metro-North

Railroad (Metro-North); MTA Bus Company; 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 subsequentreconciliation and adjustment as data is finalized by each agency over the course of the year. For that reason, some of thedata reported in the Mission Statement have been adjusted in this report to reflect the most recent 2012 performancedata, as of March 15, 2013.2Note that the Lease and Operating Agreement between Nassau County and MTA Long Island Bus was terminatedeffective December 31, 2011, and that Nassau County contracted with a private operator to provide bus and paratransitservice in the county commencing January 1, 2012. Accordingly, performance data for Long Island Bus is no longeravailable from the MTA.


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New York City Transit2012 Performance

NYCT Subways continued to experience strong subway ridership in 2012, surpassing total

rides for the previous year and the systems 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 2012. 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. NYCTs robust

response to the storm met with general acclaim from government officials, the media, and

the riding public.


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New York City Transit

Performance Key

!At or above target!Below target by less than 5%!Below target by 5% or more

2012 Target 2012 ActualChange

fromTarget

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 1,654,582,265 -0.9%

Mean Distance Between Failures Subways (miles) 168,000 162,138 -3.49%

Mean Distance Between Failures - Staten Island Railway (miles) 180,000 74,773 -58.46%

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 9,343,283 -11.0%

Bus Passenger Wheelchair Lift Usage - NYCT Bus 1,277,698 1,416,967 10.90%

Total Ridership - NYCT Bus 677,433,000 667,910,621 -1.40%

Mean Distance Between Failures - NYCT Bus (miles) 3,671 4,546 23.8%

Safety Indicators

Customer Injury Rate Subways (per million) 3.00 2.86 -4.67%

Customer Accident Injury Rate - NYCT Bus (per million) 1.11 1.15 3.60%

Collisions with Injury Rate - NYCT Bus (per million miles) 6.73 6.60 -1.93%

Employee Lost-Time and Restricted-Duty Rate (per 100employees)

3.09 3.09 0.00%


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Long Island Rail Road2012 Performance

The LIRRs 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 2011.

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

years 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 LIRRs 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

LIRRs 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 LIRRs 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 ActualChange 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% -22.40%

Total Ridership 80,976.682 81,754,143 .96%

Mean Distance Between Failures (miles) 150,000 194,382 14.59%

Safety Indicators

Customer Injury Rate (per million) 5.14 6.13 19.25%

Employee Lost-Time and Restricted-Duty Rate (per200,000 worker hours)

2.38 2.50 5.04%


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Metro-North Railroad2012 Performance

Despite the unprecedented impact and lingering effects of Superstorm Sandy, Metro-North

realized significant gains in a number of key performance categories during 2012. 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 railroads history,

a 98.8 percent on-time record from January through March. Ranked by line, the Harlem

Line saw the years 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 2008. 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 2012.

Metro-North Railroad

Performance Key



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 82,953,628 -1.46%

Mean Distance Between Failures (miles) 135,000 165,694 23%

Safety Indicators

Customer Injury Rate (per million) 2.70 2.58 -4.44%

Employee Lost-Time and Restricted-Duty Rate (per200,000 worker hours)

2.00 1.88 -6.00%


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MTA Bus Company2012 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


2012 Target 2012 Actual Changefrom Target

Service Indicators

% of Completed Trips 99.36% 98.83% -0.53%

Bus Passenger Wheelchair Lift Usage 42,935 58,582 36.44%

Total Ridership 118,840,000 120,877,799 1.7%

Mean Distance Between Failures (miles) 3,790 5,300 39.84%

Safety Indicators

Customer Accident Injury Rate (per million) 1.31 1.25 -4.58

Collisions with Injury Rate (per million miles) 4.58 5.39 17.69%

Employee Lost-Time Rate (per 100 employees) 5.37 8.36 55.68%


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Bridges and Tunnels2012 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 vehicles

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



from Target

Service Indicators

Total Traffic 286,442,000 282,646,972 -1.32%

Safety Indicators

Collisions with Injury Rate (per million vehicles) .84 .90 7.14%

Employee Lost-Time Rate (per 200,000 work hours) 5.00 4.30 -14.00%


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Accomplishments and InitiativesCustomer Service Initiatives

InteragencyCustomer Service Initiatives

" Installed new Station Advisory Information Displays (SAID) at Grand Central

Terminal and the 125th Street Metro-North Station, and new Help-Point emergency

communications systems at the Fulton Center." Expanded the MTA website at www.mta.infowith 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 websites 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.


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" 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). (Seealso, 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


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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 BusCompany)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.


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" 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 email. 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 RoadCustomer 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 2011. Also increased on-time performance (OTP) to

94.3 percent in 2012.

"

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 email alerts, station


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announcements, and other messaging at LIRRs 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 LIRRs 124 stations.

" Refurbished and upgraded 11 older escalators, returning ten to service in 2012 and

one in early 2013. 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 LIRRs full roll-out of mobile ticketing in 2014.

" 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 LIRRs 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 RailroadCustomer Service Initiatives

" Announced the largest service expansion in Metro-Norths 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 2013.


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" Published a formal Pledge to Customers in 2012, setting down in writing for the

first time the railroads 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 TunnelsCustomer 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 2012.


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" 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.


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Operations/Technology Initiatives

InteragencyOperations/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 www.mta.infoon 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.


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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.


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" 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 NYCTs 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 BusCompany)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 web-

based 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 andreport 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 email. The IVR system is


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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 RoadOperations/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 LIRRs 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 email accounts and 400 smartphones to a single-vendor

Microsoft Exchange system, supporting the consolidation of MTA email 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.


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" 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 RailroadOperations/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 railroads 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 machineswith new point-of-sale devices supporting credit card, debit, barcode, and smartphone

transactions.

" Deployed a new network architecture at the railroads 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.


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Bridges and TunnelsOperations/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.


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Sustainability/Transit Oriented Development (TOD) Initiatives

InteragencySustainability/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 LIRRs Hillside Maintenance

Facility, and installation of T5 fluorescent lighting in the 207 thStreet Overhaul Shop

and Yard.

" Carried out several systemwide research and public policy initiatives relating to the

quantification, measurement, and monetization of the MTAs 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 2012. (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.


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" 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 14001

certified Environmental Management System (EMS) under the direction of NYCTs

Department of Capital Program Management (CPM).

" Continued CPMs 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 BusCompany)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 RoadSustainability/TOD Initiatives

" Continued development of the Wyandanch Rising project, a transit-friendly

downtown revitalization plan centered around the LIRRs 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 LIRRs 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 LIRRs Ronkonkoma Station.


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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 2012.

" 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 RailroadSustainability/TOD Initiatives

"

Completed Phase I and launched Phase II of the Grand Central Terminal EnergyConservation 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 agencys 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.


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Bridges and TunnelsSustainability/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 agencys 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.


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Safety/Security Initiatives

Interagency: MTA Police DepartmentSafety/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

MTAs See Something, Say Something security slogan in nationwide public

awareness campaigns.

Crime Statistics(Number of reported crimes at Long IslandRail Road, Metro-North Railroad, and StatenIsland Railway)

2011 2012

Murder 0 0

Rape 2 1

Robbery 73 55

Felony Assault 42 36

Burglary 7 13

Grand Larcenies 238 229

G.L.A. 10 5

Total 372 339


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NYC Transit (Subways)Safety/Security Initiatives

Crime Statistics(Number of reported crimes on New York City

subway system.2011 2012

Murder 1 2

Rape 3 10

Robbery 787 787

Felony Assault 203 204

Burglary 10 27

Grand Larcenies 1552 1680

Total 2556 2710

" 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 safetycommunications, 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.


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MTA Bus Operations (NYCT Department of Buses, MTA BusCompany)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.


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" Worked with MTA Risk Management to provide direct training for Paratransit

dispatchers and road supervisors on proper decision-making, especially during high

stress situations with customers and drivers.

" Installed a custom-designed Automatic Vehicle Location Monitoring (AVLM) system

in all paratransit road supervisor vehicles to facilitate timely, accurate supervision and

communication with contracted drivers regarding safe driving, customer service, and

other issues.

Long Island Rail RoadSafety/Security Initiatives

" Implemented two new safety programs: Think Safety/Act Safely, an agency-wide

plan to achieve an accident-free workplace; and the Safety Goal Implementation

Program, a decentralized approach that identifies workplace hazards at the functional

and managerial levels.

" Updated the Corporate Employee Safety Policy to comply with revisions to the Rail

Safety Improvement Act and expanded oversight by OSHA. Also issued a revised

Corporate Safety Rules for Employees, reflecting changes in federal, state, and local

regulations and including more instructional material.

" Reduced the number of employee accidents in 2012 by more than 13 percent, the

number of rail accidents or incidents by 7 percent, and the number of fire-related

incidents by 21 percent.

" Reduced customer gap accidents by 14 percent over the previous year, marking a 75-

percent reduction over the five-year period since the LIRR implemented a program to

mitigate gap accidents through public awareness and modifications to train cars and

platforms.

" Initiated a new customer safety campaign focusing on common activities and

behaviors that contribute to customer accidents.

" Enhanced safety features at several LIRR locations, including K-Rated barrier arms at

the Jamaica Station Headquarters parking lot; an upgraded camera system at the

Babylon Station; and cameras with end-of-platform readers at the East New York

Station.


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" Implemented video data requirements, legacy cameras, and the MTAs Integrated

Electronic Security System cameras into the LIRR Situation Room to improve

responsiveness in critical situations.

" Installed 193 advanced access control devices in 2012, bringing the total number of

access control points protecting the agencys doors, gates, and train yards to 483.

" Increased the capacity of Regional Security Command Center cameras from 400 to

464, and investigated ways to integrate all camera views into a single system.

" Initiated an alcohol ban on overnight weekend trains and station platforms after

midnight to ensure a more orderly travel environment. MTA police stepped up

activity in Penn Station and across the system to enforce the ban.

Metro-North RailroadSafety/Security Initiatives

" Reorganized the agencys Safety and Security Department, adding key positions. In

March 2012, the department worked with FDNY, Con Edison, and others to conduct a

full-scale response to a simulated steam release in Grand Central Terminal.

" Expanded the agencys successful program of Local Safety Committees, which

carried out Safety Awareness Days, facility clean-ups, and other local operations.

" Awarded Metro-Norths first Presidents Safety Cup to the North White Plains

District for introducing new safety improvements and significantly reducing injury

rates, even as the district experienced 25 percent growth." Neared completion of a security perimeter at the Stamford Yard, including a staffed

guardhouse, electronic and video surveillance, fencing, and vehicle barriers.

" Initiated a security assessment and design project for the Harlem River Lift Bridge to

include structural hardening, fire suppression systems, and electronic surveillance.

" Completed an all-agency Electronic Security Program, which included advanced

electronic security systems at Grand Central Terminal, the Park Avenue Tunnel, and

the Harlem River Lift Bridge.

Bridges and TunnelsSafety/Security Initiatives

" Maintained routine safety and security at all agency facilities, issuing a total of 30,853

summonses during 2012 and making 554 arrests, of which 226 were for driving while


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intoxicated (DWI). The agencys Special Operations Division issued 2,288 truck

safety violations and 319 violations for overweight vehicles.

" Contracted an explosives detection K-9 team, which was deployed under the auspices

of the agencys Special Operation Division to enhance security at all Bridges and

Tunnels facilities.


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Cost Cutting /Revenue Initiatives

InteragencyCost Cutting/Revenue Initiatives

" Finalized Phase II of the planned migration of payroll, human resources, and back-

office functions from all MTA agencies, except Bridges and Tunnels, to the shared

services operation at the MTA Business Services Center (BSC). Based on the original

financial model, the consolidation of services under the BSC is projected to save an

estimated $10 million in 2012 and is expected to save around $20 million per year

hereafter. (See also, Operations/Technology Initiatives)

" Reintroduced the marketing program to sell advertising space on MetroCards. Therevitalized program booked nearly $1 million in revenue during 2012.

" Inaugurated the first full year of advertising on the new Grand Central Terminal

digital displays, which earned $4.1 million in new revenues for the MTA.

" Increased MTA trademark licensing revenues to $540,000 and began soliciting

sponsorships for the Grand Central Terminal Centennial.

NYC Transit (Subways)Cost Cutting/Revenue Initiatives

" Completed installation of oil-free compressors. The oil-free, energy-efficient

compressors reduce energy, maintenance, and oil disposal costs. (See also,

Sustainability/TOD Initiatives)

" Developed a staffing plan for Automatic Train Supervision (ATS) in Subdivision A

which, when fully implemented, optimizes supervisory and hourly budgeted

headcount through work-program efficiencies.

" Replaced the Staten Island Railway (SIR)s fleet of nonrevenue support vehicles with

hybrid fuel efficiency vehicles, resulting in fuel and efficiency savings in 2012. Also

reduced administrative workforce by the elimination of positions within the Finance

and Transportation Divisions at SIR.


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MTA Bus Operations (NYCT Department of Buses, MTA BusCompany)Cost Cutting/Revenue Initiatives

" Continued to increase the use of prepaid taxi debit cards and brokered car service for

eligible paratransit riders. These steps resulted in savings of approximately $33.5

million in 2012 compared to regular paratransit door-to-door service.

Long Island Rail RoadCost Cutting/Revenue Initiatives

" Installed an Address Verification System (AVS) on LIRR ticket machines to secure

against credit card fraud, resulting in the protection of $5 million in 2012 farebox

revenues.

" Continued to aggressively manage inventory through tighter management control and

corporate reviews. These processes have yielded cash expenditure savings of $9.0

million in 2012.

" Amended leasing and construction agreements pertaining to the John D. Caemmerer

West Side Storage Yard. The amended agreements set a time frame for closing on the

Eastern Rail Yard and the Western Rail Yard. Amendments to the construction

agreements authorize certain early work on the Eastern Rail Yard and provide added

benefits to LIRR at the developers expense.

" Complied with the MTA All Agency Cost Reduction Policy directives by

standardizing the use of personal computers; consolidating and reducing printing,

maintenance, and paper costs; and reduced power usage for over 2,100 personal

computers.

" Amended the MTA All Agency Agreement with CBS Outdoor to allow for additional

signage at Penn Station and Atlantic Terminal, with installation costs reimbursed by

CBS Outdoor. The signs will mean better customer information, while generating

additional advertising revenues for LIRR.

" Replaced the Verizon circuits supporting ticket sales machines at 96 locations with

fiber-optic connections supported by the LIRR, resulting in over $200,000 per year in

recurring savings.


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Metro-North RailroadCost Cutting/Revenue Initiatives

" Took a number of steps that helped reduce overtime costs to their lowest level since

2008, including rescheduling of overtime shifts, adjustment of maintenance cycles,

and the installation of a Kronos timekeeping system at all facilities.

" Initiated new cost-control, procurement, and inventory strategies, including

competitive bidding for traction power on the New Haven Line and an inventory

forecasting system that has reduced stock for retiring fleets, resulting in a $6 million

inventory savings from 2010 through 2012.

" Pursued joint procurement opportunities with peer agencies across the MTA,

producing savings in such areas as ticket machine maintenance, automotive fuel, track

and communications maintenance, and parts purchases for the rolling stock fleet.

" Organized a new team to assess and consolidate materials inventories for various

agency units, including Grand Central Terminal, reducing storage costs through more

just-in-time contracts.

" Generated around $900,000 through sales of obsolete, excess, and scrap materials.

" Saved $1.8 million in 2011 and 2012 through more efficient work scheduling on

several capital projects.

" Generated about $15 million in advertising revenues for 2012, which included a 197

percent increase in the display revenue from the new digital dioramas in Grand

Central Terminal.

" Increased annual revenues in a number of areas, including the agency-wide vending

machine program ($325,000), corporate sponsorship for commissary carts ($329,000),

commissary gross sales ($6.7 million), Grand Central Terminal audio tours

($106,000), and off-peak getaway travel programs ($600,000).

" Issued a request for proposals (RFP) for an exclusive 10-year right to operate ATMs

on Metro-North property. The winning bidder, Chase, projects a first-year

compensation to the railroad of about $372,000 with 5 percent annual increases

thereafter.


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Bridges and TunnelsCost Cutting/Revenue Initiatives

" Continued a successful reduction in overtime costs through scheduling efficiencies

and stronger operational oversight. Despite a slight increase in overtime due to

Superstorm Sandy, overtime expenses have declined by over 21 percent from $26.9

million in 2009 to $21.1 million in 2012.

" Maintained the ongoing savings achieved through the 2010 and 2011 Budget

Reduction Programs, which have enabled the agency to achieve millions of dollars in

savings over previous financial plans through in-depth organizational assessments.

" Established the Central Operations Notification Unit, a centralized, 24-hour unit

which documents, processes, and monitors unscheduled employee absences at all

agency facilities.


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Superstorm Sandy Initiatives

InteragencySuperstorm Sandy Initiatives

" Marshaled all MTA communications and media operations to provide advance public

notice of the systemwide shutdown, evacuations, safety information, and other storm

emergency measures.

" Added 24-hour IT staffing and cloud-based backup to support the MTA website

through power outages, server strains, and record volume. The website served as a

vital, uninterrupted information source throughout the storm preparations and

recovery.

" Arranged 24-hour staffing for the MTA Press Office, which responded to questions,

corrected rumors, and posted hundreds of press updates to local, regional, and national

media. Using both traditional channels and social media, the Press Office also

circulated onsite photos, videos, and interviews to keep the public apprised of ongoing

conditions throughout the transit system.

" Customized emergency versions of MTA online and printed maps, indicating

inoperative lines and active transit lines as they returned to service following the

storm. The special maps, which were also posted at stations, allowed customers usingmobile or web-based devices to find operative transit routes at a glance.

NYC Transit (Subways)Superstorm Sandy Initiatives

" Undertook advance storm preparation beginning October 22 with a review and update

of the agencys hurricane plan.

" Began physical preparation on October 24, securing sites and equipment, relocating

vehicles in flood-prone areas, and activating the Incident Command Center (ICC) and

situation rooms.

" Finalized preparations prior to landfall, staffing up the ICC, assisting in the evacuation

of residents in flood-prone areas, and shutting down the system on October 28.


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" Continued 24-hour monitoring, site inspections, damage reports, and public

communications during the storm, which peaked on October 29 with a record storm

surge and unprecedented flooding across the subway system.

" Began recovery efforts immediately following the storm. Despite record storm

damage, citywide flooding, and electrical outages, NYCT crews succeeded in

returning a number of vital subway lines to service within four days after the storm

and restored most subway service within a week.

" Continuing recover efforts, with a top priority on service to the Rockaways and the

badly damaged South Ferry Station. A number of transit system links suffered

significant damage and some remain out of service. Major flood damage hit eight

subway stations, three train yards, eight under-river tubes, and tracks across Jamaican

Bay. Staten Island Railway experienced significant damage to shops, equipment, and

the signal interlocking system.

MTA Bus Operations (NYCT Department of Buses, MTA BusCompany)Superstorm Sandy Initiatives

" Implemented the Buses Hurricane Plan, which was used to centralize interagency and

public communications; secure bus fleets and property; safeguard customers and

personnel; and provide emergency evacuations. The plan also helped to support

emergency personnel during the storm and restore transportation services as quickly

as possible following the storm.

" Participated in the NYC Office of Emergency Management (OEM)s Homebound

Evacuation Operation and Healthcare Evacuation Center, providing paratransit

services to over 1,700 evacuees affected by Superstorm Sandy.

" Implemented supplemental bus service following Superstorm Sandy to handle

demand caused by the long-term outage of the A train between Howard Beach and the

Rockaway peninsula. Additional bus service was also added on the Q22, Q52, and

Q53 routes serving the central and western sections of the peninsula.

" Provided bus services within hours of the storms passing, and supplemented subway

service with a bus bridge from Brooklyn to Manhattan until the subway system in

that area was operational.


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Long Island Rail RoadSuperstorm Sandy Initiatives

" Prepared for landfall by moving trains to higher ground; installing flood barriers;

securing more than 600 crossing gates against wind damage; positioning recovery

equipment; and shutting down rail operations on October 29.

" Provided 24-hour emergency information to employees and customers prior to,

during, and after the storm, while developing and implementing emergency recovery

plans.

" Deployed crews during and after the storm for rapid recovery operations, which

included clearing heavy debris and over 600 trees from the right-of-way; restoring

washed-out track; and repairing third rails, switches, signals, and over 20 flooded

electrical substations.

" Restored limited service from Jamaica Station to Penn Station and Brooklyn within 24

hours after the storm. Restored service on the Port Washington and Ronkonkoma

branches within 48 hours, and service on all four of LIRRs busiest branches within

72 hours. Nearly all service was restored by November 12, with the exception of the

heavily damaged Long Beach Branch, which resumed on November 25.

" Undertook round-the-clock pumping in two of Amtraks flooded East River tunnels

and assisted Amtrak workers in rebuilding signal cases for the tunnels.

" Developed six Restoration capital projects to address damaged infrastructure, with

funding to be sought through insurance, the FTA Sandy Relief Bill, and FEMA. The

projects cover the East River tunnels ($80.0); assessment of line structures

systemwide ($17.0); the Long Beach Branch ($45.0); Western Rail Yards ($35.0);

substation replacements ($85); and infrastructure upgrades ($5.0).

" Developed four Mitigation capital projects to prepare the LIRR system for future

extreme weather events, with funding to be sought through insurance, the FTA Sandy

Relief Bill, and FEMA. These projects include the East River tunnels and West Side

Yard ($85.0); the Atlantic Avenue tunnels ($4.0); flood and emergency management

equipment ($20); and double track for the Main Line, Phase II ($300).


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Metro-North RailroadSuperstorm Sandy Initiatives

" Undertook emergency preparations by moving equipment and employees to safer

ground; securing shops, yards, and facilities; and shutting down railroad operations

prior to the storms arrival on October 29.

" Provided 24-hour emergency information to employees and customers prior to and

during the storm, while developing emergency recovery plans.

" Deployed crews during and after the storm for rapid recovery operations, which

included clearing trees and debris from tracks; restoring washed out track; repairing

rail equipment in the Harmon Yard; and repairing third rails, switches, and catenary

wires.

" Resumed service within 48 hours after the storm, first with limited service on the

Harlem Line. By November 5 full service was largely restored on all lines, with the

exception of a heavily damaged branch of the New Haven Line, which returned to

service on November 13.

Bridges and TunnelsSuperstorm Sandy Initiatives

" Prepared for landfall by securing all construction sites, clearing drains and gutters,

fuelling vehicles and generators, and relocating water-sensitive assets to higher

ground.

" Closed all bridges and tunnels by 9 P.M. October 29. Later that night, a 13-foot storm

surge at Battery Park flooded Lower Manhattan and the Hugh L. Carey (Brooklyn

Battery) Tunnel, and a 14-foot surge at Newtown Creek in Queens flooded the

Midtown Tunnel.

" Mobilized more than 1,200 employees and 50 contractors during the storm, delivering

over 16,000 gallons of diesel fuel to facilities, securing storm-damaged signage andinfrastructure, removing downed trees, and conducting emergency engineering

inspections.

" Reopened all seven bridges within the first day after the storm. Damage to bridges

included structural damage at the Cross Bay and Marine Parkway bridges (where there


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were 14-foot surges and 90 mph winds), and damage to roadways, lighting, navigation

systems, and signage at the other five bridges.

" Coordinated with 50 contractors, FEMA, Con Edison, LIPA, the NYC Office of

Emergency Management, the Army Corps of Engineers, FDNY, and the Governors

office on storm recovery efforts.

" Pumped some 72 million gallons of water out of the Hugh L. Carey and Queens

Midtown tunnels and began repairing 2,756 tunnel lighting fixtures. The tunnels

remained closed for 15 days and 9 days respectively.

" Initiated emergency and temporary repairs to ensure customer and employee safety,

most notably the removal of ceiling panels from the Hugh L. Carey Tunnel. In-depth

inspections and testing will continue for several months.

" Commenced longterm tunnel repairs, which include damage from saltwater and oil

contaminants to wall tiles, ceiling panels, catwalks, air ducts, roadway surfaces, and

other tunnel elements.

" Secured a $778 million amendment to the Capital Program, approved by the MTA

Board in December, to fund permanent repair of the storm damage.

MTA Capital ConstructionSuperstorm Sandy Initiatives

"

Prior to the onset of Superstorm Sandy on October 29, MTACC undertook emergencypreparations and secured and suspended work on all construction sites.

" None of MTACCs four mega projectsEast Side Access, Fulton Center, the No. 7

Subway Line Extension, or the Second Avenue Subwayexperienced any flooding or

damage from the storm.


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Capital Projects Commitments and Completions

2010-2014 Capital Program

Since the initiation of its 2010-2014 Capital Program, the MTA has sought and achieved

significant reductions in program costs, while continuing to meet the regions rapidly

growing transportation demands and abide by the aims of the board-approved MTA

Mission Statement. In 2010, through a series of savings initiatives, the MTA reduced its

original funding proposals by $1.82 billion, resulting in a 2010-2014 Capital Program of

$26.3 billion over five years. In 2011, the MTA Board amended the program with

proposals to achieve additional savings of nearly $2.0 billion. These include eliminating 15

percent of administrative staff, improving the productivity of work along the right-of-way,

maximizing component replacement over full asset renewal, and reviewing every capital

project as it nears implementation to ensure that it will deliver the intended public benefits

at the lowest possible cost.

In December 2012, the MTA Board approved an additional $4.8 billion for repairs and

restoration of MTA assets that were damaged as a result of Superstorm Sandy, which

struck the region on October 29, 2012. This increases the capital plan from $24.27 billion

to $29.03 billion. That includes Bridges and Tunnels, which is not subject to Capital

Program Review Board (CPRB) approval. Efforts in 2012 resulted in $4.56 billion in

capital funds committed during the year and a total of $5.25 billion in capital projects

completed. These include significant rolling stock upgrades and major milestones in the

four MTA Capital Construction mega projects, the largest system expansions in 60 years.

For maximum transparency, the status of all capital projects is updated regularly on the

Capital Program Dashboard under the heading About the MTA on the MTA website at

www.mta.info. All costs shown below are in millions unless otherwise indicated.


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Capital Program Progress

Funding Received ThroughDecember 31, 2012 3($ millions)

1982-2012 2012

Federal grants $28,981 $2,087

State service contracts/Bond Act 3,148 401

State appropriations 623 -

City appropriations 5,939 324

MTA bonds 28,321 2,599

MAC Surplus

5,309 -

Lessor equity/Asset sales/Leasing 925 -

Debt restructuring 1,525 0

Investment Income

1,469 5

Capital-operating transfer/Pay-as-you-go

1,409 191

Other

1,393 56

Total 79,041 5,662

Capital Program Progress, 1982-2012($ millions)

Commitments Expenditures Completions

New York City Transit 51,262.1 46,549.0 43,608.2

Long Island Rail Road 8,318.0 7,998.9 6,982.8

Metro-North Railroad 6,268.5 5,720.7 5,016.4

Bridges and Tunnels 4,215.6 3,362.0 3,026.5

Capital Construction 14,173.2 10,817.5 3,708.7

MTA Bus Company 689.1 598.9 523.6

Commuter Rolling Stock 1,912.8 1,911.2 1,895.4

Other 4 561.0 508.6 337.5

MTA Total 87,399.8 77,467.1 65,099.3

3Funding for MTA Bridges and Tunnels Capital Programs not included.Numbers may not total due to rounding.4Includes funds for World Trade Center recovery, planning and customer service projects, interagency projects, MTAPolice, and unassigned commuter rail projects that benefited both LIRR and Metro-North in the 1982-91 Capital

Program. Numbers may not total due to rounding.


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Capital Program Progress, 2012($ millions)

Commitments Expenditures Completions

New York City Transit 2,287.3 1,979.2 2,559.5

Long Island Rail Road 291.7 316.5 292.8

Metro-North Railroad 293.2 221.1 214.0

Bridges and Tunnels 477.3 222.9 359.3

Capital Construction 1,176.1 1,979.8 1,744.4

MTA Bus Company 23.5 91.7 84.5

Other 5

10.5 54.7 --

MTA Total 4,559.6 4,865.8 5,254.5

5Includes funds for planning and customer service projects, interagency projects, and MTA Police. Numbers may nottotal due to rounding.


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New York City Transit (Subways)

Major 2012 Commitments

7 Line Extension

" Continued work relating to the 7 Line extension to 34th Street/11th Avenue,

connecting the existing system to new construction and providing necessary support.

In 2012, the sixth of six contracts for Site P was awarded. ($96.0, funded by City of

New York) (See also, MTA Capital Construction, Capital Project Commitments/

Completions)

Stations

" Initiated renewals at five subway stations on the Myrtle Avenue Line in Brooklyn and

Queens. ($40.1)

" Began work on ADA accessibility at the Kingsbridge Road Station on the Jerome

Avenue Line, the Hunts Point Avenue Station on the Pelham Line, and the Dyckman

Street Station on the Broadway Line. ($44.6)

" Continued structural repairs at eight stations along the Staten Island Railway (SIR).

($15.5)

" Began design of SIRs Arthur Kill Station and parking lot. ($27.7, design cost)

" Began upgrade of HVAC equipment at various locations systemwide. ($27.4)

" Awarded 19 separate Small Business Mentoring Program (SBMP) projects

systemwide. ($11.3)

Rolling Stock

" Awarded purchase contracts for 300 new R179 cars. These cars will replace the R32cars, currently the oldest cars in NYCTs B Division fleet. The R179 cars will support

NYCTs plans for anticipated service increases on various B Division lines. ($735.6)

" Issued an option contract to purchase 103 new R188 railcars and convert 370 R142A

railcars for service growth on the Broadway-7th Avenue Line, as well as growth


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" Continued rehabilitation and overcoat painting of the elevated structure from the

Cypress Hill Station to the 130th Street abutment on the Jamaica Line in Brooklyn

and Queens. ($41.9)

" Started overcoat painting of elevated structure from the Alabama Avenue Station to

the Cypress Hills Station on the Jamaica Line in Brooklyn. ($19.9)

Major 2012 Completions

Stations

" Completed station rehabilitation work, ADA upgrades, and employee facilities

rehabilitation at the East 180th Street Station on the White Plains Road Line. ($61.4)

" Rehabilitated the Mott Avenue Station on the Far Rockaway Line, including full ADA

compliance. ( $19.5 )

" Completed rehabilitation of the Beach-90th Street, 98th Street, and 105th Street

stations on the Rockaway Line. ($57.2 )

" Completed capital improvement work at twelve stations and the associated line

structures on the West End Line in Brooklyn and provided full ADA accessibility at

the Bay Parkway Station. ($230.0)

" Completed three companion projects to rehabilitate the historic Bleecker Street

Station on the Lexington Line. The project also included construction of a free,

ADA-accessible transfer connection between the Broadway-Lafayette Street Station

on the 6th Avenue Line and the uptown platform of the Bleecker Street Station, along

with installation of five elevators and a new escalator. ($127.1)

" Completed St. George floor replacement at SIR. ($7.0)

" Completed the NYCT Station Condition Survey, including a survey of SIR stations.

($7.5)

Lines, Structures, and Other Right-of-Way Facilities

" Completed Phase 2 of the rehabilitation of the Culver Viaduct between the Carroll

Street and 4th Avenue stations, and modernization of the 4th Avenue interlocking on

the Culver and Crosstown lines in Brooklyn. ($260.4)


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" Completed a project to replace three undersized vent plants by constructing one larger

plant at Jackson Avenue in Queens, to serve tunnel sections of the Astoria, Queens

Boulevard, and Crosstown lines. ($70.2)

" Completed the upgrade of approximately 6.2 miles of tunnel lightning on the Culver

Line. ($31.3)

" Completed a project that installed new cables between equipment control rooms and

various remote locations at four substation control zones. ($47.3)

" Completed the design of improvements to the SIRs Lemon Creek culvert and right-

of-way, which includes features designed to protect the neighboring wetlands. ($0.7,

design cost)

" Completed overcoat painting of the elevated structure from portal to the 41st Avenue

on the Astoria and Flushing lines in Queens. ($20.8)

" Completed facility roof repairs and replacement at eight locations in the Brooklyn, the

Bronx, Queens, and Manhattan. ($17.8)

Signals and Communications

" Completed a project to equip 64 R160 railcars with CBTC technology for use on the

Canarsie Line. ($67.9)

" Completed a project to provide an Integrated Application Platform for various

subsystems, including PA/CIS, closed circuit television (CCTV), and Help-Point

intercoms at 156 A Division stations. ($208.9)

" Completed a project to provide Asynchronous Transfer Mode (ATM) nodes at the 289

B Division stations, which will allow the fiber optic transmission of telephone,

PA/CIS, CCTV, and data for MetroCard and other system functions. ($300.1)

" Completed a project to modernize and improve the reliability of the 5th Avenue and

Lexington Avenue interlockings on the B Division Queens Boulevard Line. Work

included replacement of the old interlocking with a new conventional relay-based

interlocking and the construction of new relay rooms to house associated equipment.

($141.1)


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MTA Bus Operations (NYCT Dept. of Buses, MTA Bus Company)

Major 2012 Commitments

Depots

" Awarded contract to relocate fuel tanks and for rehabilitation at the Eastchester Depot.

($12.9, MTA Bus)

" Awarded contract to install bus cameras on buses syst