MTA Capital Program 2015-19

MTA Capital Program
2015-2019
Renew. Enhance. Expand.
CAPITAL
PROGRAM
mta.info/capital
As Proposed to the MTA Board October 28, 2015
MTA Capital Program
2015-2019
Renew. Enhance. Expand.
CAPITAL
PROGRAM
mta.info/capital
As Proposed to the MTA Board October 28, 2015
1
New York never stops. From morning-rush commuters to late-night clubgoers, from school children on subways to seniors on buses, millions of
people rely on the Metropolitan Transportation Authority to get them
through their daily lives. Without a robust and well-maintained network
of railroads, subways, bus routes, bridges, and tunnels, New York as we
know it could not function.
I first joined the MTA in 1982 to help rebuild an aging network that struggled to move 5.3 million people every day.
Today, farsighted investments by New York leaders over the past three decades have revitalized the MTA network
the engine for a New York metropolitan regional economy that accounts for 11 percent of our nations GDP and now
moves 8.7 million customers a day.
The key to keeping this system moving safely and reliably and to keeping our region vibrant has been the MTAs
Capital Program.
Every five years, the MTA takes a hard look at its system and its infrastructure to identify and prioritize the investments that will be essential to renew, enhance, and expand the system to meet the changing needs of the region,
its economy, and its residents.
The first MTA Capital Program was launched in 1982. That infusion of resources transformed a declining system
and revitalized New York City and State, and we havent stopped investing in our network since. More than 30 years
and $115 billion later, the Capital Program has given us a system we can depend on 24 hours every day of the year.
Take our previous 2010-2014 Capital Program: We bought new subway cars, new commuter railroad cars, new
local buses, and new express buses. We began installing modern, Communications-Based Train Control signals
for faster and better service. We brought real-time service information to much of our network. We built new rail
lines and connections that will serve New York for generations to come. And since Superstorm Sandy ravaged our
network, we committed more than $2 billion to fix the damage and fortify against future storms.
With a fully-funded 2015-2019 Capital Program, well continue making our system more resilient against big
storms. Well bring Positive Train Controla state-of-the-art signal systemto Metro-North and the Long Island
Rail Road. Well continue introducing new routes for Select Bus Service, which uses off-board fare collection,
low-floor, high-capacity buses, and dedicated bus lanes to cut travel times by nearly 20 percent.
Well replace 73 miles of subway track with safer, smoother track. And well complete hundreds of similar projects
that keep our customers safe and on time. These types of projects may not be glamorous, but together with the
normal scheduled replacement of our trains and buses, they are the key to moving 8.7 million people every day,
safely and reliably.
Were going to need every cent we can get to accomplish these

goals while keeping fares and tolls as low as possible, which is
why Governor Cuomo issued us a challenge: Eliminate every
possible inefficiency to deliver the Capital Program for less.
Weve taken this challenge seriously, and today, I am committing
the MTA to reducing the cost of the Capital Program by more
than $3 billion.
Well accomplish this by incorporating the Governors suggestions
to use alternative delivery methods such as design-build and publicprivate partnerships, streamlined procurement processes, and a
negotiated procurement process in non-traditional areas. Were also
reducing administrative costs, eliminating cumbersome processes,
leveraging new technologies, and ensuring that our management of
the Program is as efficient and effective as possible.
Andas the Governor has askedwell do it all without impacting
benefits or eliminating the projects that are critical to the reliability
of our system and the growth of our region.
Theres a simple reason why were working so hard to overhaul
the way we implement these vital investments: We know that
continued capital funding relies on our ability to show that
investments are being made wisely. At the same time, all the
major cities of the worldLondon, Paris, Hong Kong, and others
are making significant investments in their transport systems in
order to maintain their worldwide status as global financial and
business centers. New York must do the same, because today,
after more than 30 years of success, this basic fact is now clear:
An investment in the MTAs Capital Program is an

investment in the future of New York.
Thomas F. Prendergast
Chairman and Chief Executive Officer
Metropolitan Transportation Authority
The Fulton Centers Oculus.

Natural light streams through
this skylight into the entire station,
even to the platform level.
2015-2019 Program Priorities and Major Objectives

Through the 2015-2019 Capital Program, the MTA will provide safe and reliable service by
continuously improving our capital assets, funding projects based on the following priorities:
Renew: Our first priority is to protect the safety, reliability, and quality of our existing service. That means replacing
trains, buses, and subway cars, and renewing track, signals, yards, depots, bridges, and stations.
Enhance: Service improvements like Help Points, ADA accessibility, and next train arrival information help make
your trip better every day.
Expand: Expanding the MTAs reach, through projects like the Second Avenue Subway and access to Penn Station
for Metro-North, allows us to ease crowding, accommodate and create growth, and deliver more extensive and
resilient service.
We will also advance the following major investment objectives:

Complete the installation of Positive Train Controla state-of-the-art train-control systemat Metro-North and
the Long Island Rail Road.
Expand Select Bus Service to appropriate routes across New York City, in conjunction with our partners at
NYCDOT.
Introduce new contactless fare payment technology that will work with smartphones and across our
entire network.
Design and begin construction on the next phase of the Second Avenue Subway to ease congestion and
improve mobility on Manhattans East Side.
Begin Penn Access, which will open a new Metro-North Railroad link directly into Penn Station, providing
critical system resiliency to protect service for more than 275,000 daily customers in the event of natural or
other disasters.
Complete the Long Island Rail Road Double Track project, which will improve service and reliability by adding
a second track to the LIRRs Ronkonkoma Branch.
Improve customer communications with more real-time train information and by completing the installation of
Help Pointshigh-tech, highly visible intercoms that instantly connect customers to information and emergency
servicesin every one of our 469 subway stations.
A Better Capital Program

In October 2014, we submitted to New York State our original $32 billion 2015-2019 Capital
Program. Governor Cuomo reviewed the Program and issued us a simplealbeit formidable
challenge: Cut the Programs cost without impacting benefits or eliminating the projects that
are critical to the reliability of our system and the growth of our region. Weve taken this
challenge seriously, and after an extensive analysis, heres how well meet it:
Make It In New York
A recent study by KPMG found that a fully-funded
2015-2019 Program will create more than 400,000
New York State jobs and generate nearly $52 billion
in economic output. MTA capital investments also
account for the State having the largest base of transitrelated manufacturing firms in the U.S.making rail
cars, buses, and electronics.
These economic benefits can be multiplied by working

with New York States Economic State Development to
bring more elements of the supply chain into the State,
including more manufacturers of components and
subcomponents. Doing so will increase State-wide
manufacturing jobs, which create more ancillary
jobs than other sectors. It will also generate new tax
income, andby lowering costs to primary suppliers
in the Stateresult in lower overall costs to the MTA.
Innovative Project Delivery

Were working to incorporate more efficient design and
construction techniques to deliver capital projects for
less. For example:
Design-build is a project delivery method where
the same team that designs the project builds the
project, and theres only one contract. This simple
but fundamental difference transforms the relationship
between designers and builders into an alliance that
fosters innovation, collaboration, and teamwork. The
MTA benefits from a reduction in initial design effort,
while the contractor can introduce innovative design
or construction methods to reduce the projects cost
and schedule.
Through Public-Private-Partnerships (PPPs),
private entities help us build and finance a project
in exchange for a return on their investment. PPPs
can help us spread risk, pool expertise, increase
innovation through competition, and tap entrepreneurial drive. When handled with proper oversight
and transparency, these partnerships can lead to
more efficient construction and cost savings.
Expand Component Replacement Program

Through our Component Program, were refreshing
only the station components in need of repair, instead
of full-station rehabilitations. This allows us to reach
more stations, fix problems faster, and save money.
Well expand component repair to new areas like
power, structures, and systems for the first time in
the 2015-2019 Program.
Become a Better Business Partner

MTA contractors have told us what it takes to be better
partners and work more efficiently. For example, we
need to more fairly allocate risks instead of putting all
the risk on them. We need to provide more hours for
productive work along and within subway and railroad
tracks, or what we call the right-of-way. We need to
involve all the right people in projects to avoid latebreaking problems, among other things. Weve heard
them, so today were:
Better coordinating MTA support services to

maximize the time contractors have to work
along the right-of-way;
Reducing work changes by creating design teams
that include project managers, engineers, and the
operations and maintenance departments that will
be responsible for a project throughout its entire life.
By becoming a better business partner, we can make
it easier to do business with the MTA, reduce costs,
and strengthen the case for investing in the transit
system and the jobs that come with it.
Revising contracts to more equitably hold the

MTA and contractors accountable for delays, and
instituting a fairer dispute resolution system;
Work with Labor Unions for Better Results

Were working to save money through Project Labor
Agreements (PLAs), which designate the building
trades as the exclusive collective bargaining representative for all workers on a portfolio of selected projects
in exchange for work rule changes that lower costs.
In 2013, MTA Long Island Rail Road piloted a PLA
estimated to save the agency 10 percent on labor
costscovering seven projects in its 2010-2014
Capital Program. The gains made as a result of this
PLA will form the basis of negotiations for a new PLA
for the 2015-2019 Capital Program. By having more
projects in this new PLA, and considering additional
concessions in its negotiations, the LIRR expects to
increase its savings over its pilot effort.
Improve Project Oversight

Our Gates strategyoriginally implemented in the
2010-2014 Capital Programallows us to review every
capital project at each stage of development to ensure
that were on track to deliver intended benefits at the
lowest cost. If a project doesnt pass its review, it wont
move forward until weve fixed the problem. Gates has
helped us deliver more projects at no extra cost, and
its an integral part of the 2015-2019 Capital Program.
Expand Risk Assessments

For large or complicated projects, a special committee
of the MTA Board, aided by an independent engineer,
reviews ongoing risk assessments. This processwhich
8
well expand for 2015-2019 capital projectslimits

cost and schedule overruns and saves us money by
ensuring that budgets and schedules are reasonable
and risks are mitigated.
Better Asset Management

Capital upkeep of a $1 trillion asset base in a 24/7
system is costly and complex. Thats why today were
implementing the principles of Enterprise Asset
Management, or EAM, across the entire MTAa
whole-life approach to asset management, guided by
new federal legislation and international standards.
EAM introduces a more systematic approach to asset
upkeep that will keep our assets running longer, with
less downtime and at lower costs.
Update Design Standards and Project Specifications

Were reevaluating design parameters and changing
existing specifications to achieve the same benefits for
less. For example, years ago we had a very prescriptive
list of ingredients that had to be in a can of paint
before we could buy it. This list made sense when it
was created, but as time passed, the list kept us from
advancing with the latest paint technologyand only one
company was making the paint with all our ingredients.
Thats not a good way to increase competition and
drive costs down. In addition to fixing these types of
inefficiencies, were finding efficiencies like standardization, cross-agency opportunities, and consulting with
contractors at an earlier, pre-design phase.
Build on FASTRACK Method for Selected Closures

Our three-year-old FASTRACK program is one of the
most successful maintenance innovations in the history
of New York City Transit. Through FASTRACK, we shut
down an entire subway line for about four consecutive
nights, giving workers uninterrupted access to the
system and allowing them to accomplish in a few
nights what would normally take months. The program
is generating huge productivity gainsand savings
even when you factor in overtime and alternate
customer service costs. Now, in order to save even
more time and money and reduce service disruptions,
were adding Capital Program work to FASTRACK
closures. In addition, well:
Maximize Productive Work Time for All Line Closures
Any time we take a track or line out of service, were
undertaking intensive coordination to finish multiple
projects and maximize the use of piggy backing
on the same track outage. This will save time and
money and minimize service disruptions.
Close Stations or Subway Lines to Finish Work More
Efficiently
Were also lookingon a case by case basisto
close entire stations to get work done faster and more
efficiently. This will make stations cleaner and safer,
while reducing our costs. For example, our recent, yearlong closure of Brooklyns Smith and 9th Street station
led to a faster and more cost-effective renovation.
Similarlyfor select complex infrastructure rehabilitationswere considering full or partial line closures to
get work done faster and cheaper. One recent example
is our successful closure and rehabilitation of the
Montague Street tunnel, which serves more than
65,000 R train customers a day and was severely
damaged by Superstorm Sandy.
It took 14 months of round-the-clock reconstruction,
but we rebuilt that tunnel from the ground up and
reopened it almost three weeks ahead of schedule.
If we had closed it only on weekends, we wouldnt
be done until around 2018.
In addition to overhauling the way we invest,

were improving the way we manage capital
projects. For example:
Transparency
Our Web-based Capital Program
Dashboard provides the public
with easy access to in-depth
information about every project
in the Program. For large and
complicated projects, an independent engineer assesses
progress and reports to the
MTA Board on how risks can
be mitigated.
Small Business Development Program

Our Small Business Development Program helps us
break down barriers that have historically made it
harder for small businesses and M/W/DBEs to win
MTA contracts. Through this program, we provide
disadvantaged contractors with mentoring, training,
and access to construction contracts worth up to
$3 million. Our goal through the 2015-2019 Capital
Program is to award SBDP contracts totaling more
than $300 million.
Overall, thanks to these improvements:

New York City Transit cut nearly $1.3 billion
from its original submission;
Long Island Rail Road cut $285 million;
Metro-North Railroad cut $232 million;
MTA Bridges and Tunnels cut $200 million;
MTA Capital Construction cut $1 billion; and
MTA Bus cut $61 million
All this will yield a total savings of more

than $3 billionor more than 10 percent
less than the original 2015-2019 Program.
And we did it not by reducing benefits not by
eliminating projects but by working smarter and
finding better ways to implement the Program.
Twenty-Year Needs: Informing Investments for a

21st Century Transit System
To develop the 2015-2019 Capital Program, we analyzed the building blocks of our system
and the trends that will shape the next 20 years of regional mobilitya process we call the
Twenty-Year Capital Needs Assessment.*
Through this structured, two-year process, we developed a picture of the next twenty years of capital investment
by merging investments that renew our assetspromoting what we call a state of good repairwith vision
investments that enhance and expand the system in step with changing regional demands. Below are more
details on these critically important investment categories.
Asset Renewal
All five of our operating agenciesNew York City Transit, Metro-North Railroad, Long Island Rail Road, MTA Bus
Company, and MTA Bridges and Tunnelsperform comprehensive asset condition inventories to identify assets
needing renewal. The results inform investments in the 2015-2019 Capital Program that promote safe and reliable
service, including investments in fleets, track, signals, and power. Over the past 30 years, renewal investments
have transformed the MTA system, and these investments remain our primary focus in the years to come.
Vision
Investments that enhance and expand the system are developed through a comprehensive analysis of regional
trends, including travel patterns, shifts in employment, and technological developments. These lead to many of
the investments in the 2015-2019 Program, from expanded Select Bus Service to contactless fare payment to
more real-time travel information.
*The latest 2015-2034 Twenty-Year Capital Needs Assessment was released in October 2013 and is available for download at mta.info/capital.
10
90 miles
70 miles
120 miles
The MTAs 5,000 square-mile network
Renewing, Enhancing, and Expanding a $1 Trillion Asset Base

The Twenty-Year Needs Assessment informs investments in thousands and thousands of assetsfrom trains
and buses to signals and track to seven highway bridges and two tunnels. All of these assets make up the MTAs
indispensable transit network, which spans 5,000 square miles. We have more than 2,000 miles of trackenough
to stretch from New York to Phoenix, Arizona. We use enough power to light the city of Buffalo, and our bridges
have enough support cabling to circle the Earth more than 3.5 times. Put together, these assets are worth nearly
$1 trillion and require ongoing investment to keep them safe and reliable.
700
2,411
1,704
Stations
Commuter
Fleet
Track Miles
6,465
5,690
Subway
Cars
Bridges and
Tunnels
Buses
11
Investing to Ensure Safety

At todays MTA, safety is our top priority, and the 2015-2019 Capital Program is essential to
our continuing efforts to make our network safer every day. Here are some of the ways well
improve safety through the Program.
Positive Train Control for Railroads
Enhanced Security
Positive Train Control, or PTC, is a state-of-the-art

system for monitoring and controlling commuter rail
trains, and it will dramatically improve safety. The
2015-2019 Program includes $220 million to complete
the installation of PTC at both Metro-North and the
Long Island Rail Road.
More than 4,500 security cameras are online throughout

our system, and 1,500 buses have security cameras.
The 2015-2019 Program includes investments that will
continue the strategic expansion of camera coverage
throughout our network. Were also piloting track
intrusion detection technologya system that
automatically alerts train crews or the Rail Control
Center if anything substantial falls onto the tracks.
Communications-Based Train Control for

Subways
Through the 2015-2019 Program, well begin installing
Communications-Based Train Control on the E, F, M,
and R lines in Queens, the A, C, and E lines in Manhattan
and the F line in Brooklyn. This systemwhich is fully
in place on the L line and under construction on the
7 lineallows us to run more trains, move far more
people, and provide better, safer service.
12
Help Points
These high-tech intercoms are already installed in
more than 200 subway stations, making our subway
system safer and easier to use. By the end of the year,
well approach 300 stations with Help Points. The
2015-2019 Program will complete the rollout of Help
Points throughout the subway system, to every one of
our 469 stations.
and Reliability
Reliability is the second highest priority of the 2015-2019 Program, because in a place as
crowded as New York, its the only way to move so many people quickly and efficiently, 24/7.
Here are some of the ways well keep our system reliable through the 2015-2019 Capital Program.
New Fleet
Capital investments help us give you the most comfortable, dependable, and technologically-advanced
vehicles in the business. Through the 2015-2019
Program, well replace aging M-3 commuter rail trains
while adding hundreds of state-of-the-art, clean-fuel
technology buses and high-tech R-211 subway trains.
Track Rehabilitation
Well continue to roll out low-vibration subway track
for a smoother, quieter ride. Our commuter railroads
will continue their cyclical track programs, using hightech measuring equipment to help us find defects
and prioritize repairs.
Modernization of Invisible Infrastructure

Well invest heavily in thousands of system components
like electrical substations, pumps, and tunnel lighting
that work every day behind the scenes to get you where
youre going. Well also upgrade systems at Jamaica
Station to speed service through this critical transfer
point for LIRR customers.
Bridges and Tunnels

Many of our bridges and tunnels are 50 to 70 years old.
Ongoing repairs to their structures, cables, decks, and
systems ensure that we can depend on these crossings
for decades to come. Through the 2015-2019 Program,
well continue to invest in the structural integrity and
basic reliability of our bridges and tunnels.
13
Responding to Changing Needs and Demographics

Ridership today is at an all-time high, and customers depend on us more than ever. Daily
transit ridership in our region is up 61 percent since 1992, and as busy as we are now, planners
estimate that another 1.6 million people will live in the MTA region by 2035.
Many of these new customers are using our system differently than weve seen in the past, and they have different
needs and expectations. Today, for examplein addition to our regular 9-to-5 crowdmore customers are using
our system at all hours of the day and night, on weeknights and weekends. Theyre more likely to work part-time or
from home, and theyre reverse-commuting to jobs in the suburbs more than ever.
Transit travel to suburbs and boroughs

outside Manhattan is growing fast. For
example, reverse commutes to Westchester
from New York City have nearly quadrupled
since 1985.
New Yorkers born
between 1946 and 1964
comprise 26% of our
regional population and
many are choosing to
retire in place,
creating a population
increasingly dependent
on public transit.
The huge spike in transit use over

the past 20 years is coming mostly
from increased ridership during
off-peak hoursmid-days, nights,
and weekends.
14
Ridership is up
5.4
million
1992
7.7
million
2002
61%
8.7
million
2014
Average Weekday Ridership
Here are just some of the ways well use the 2015-2019 Capital Program to prepare for and create
growth, while meeting our customers expectations:
Continue the progress weve made on two of the largest transportation projects in the nation: the next phase
of the Second Avenue Subway and East Side Access, which will bring the LIRR into Grand Central Terminal.
Both of these projects will add capacity to our system, and improve the reliability of our service by giving
customers new ways to get where theyre goingto, from, and within New York City.
Complete the Long Island Rail Road Double Track project, which will allow us to add off-peak service in both
directions for intra-Island commuting.
Replace our 1930s-era subway signals with Communications-Based Train Control, increasing capacity and
reliability while improving safety.
Introduce a host of service improvements, including a new fare payment system, mobile onboard ticketing,
and more real-time service information with new apps to match.
Continue to modernize our system with new trains, buses, and Help Points.
Review Transportation Reinvention Commission recommendations, so Capital Program investments maximize
economic growth and better address the challenges of climate change and regional population growth.
15
A More Sustainable New York and MTA

New York State has the lowest per capita energy consumption and greenhouse gas emissions
in the United States, and its mostly because of public transit. The MTA by itself moves
8.7 million people by transit every day, which translates into about 700,000 fewer cars
in the citys Central Business District daily.
Stillwith the nations biggest subway system, its
two largest commuter railroads, a vast infrastructure,
and public facilities to handle millions dailytheres
no denying were a big energy customer. Thats why
were working harder than ever to increase our
energy efficiency and reduce our carbon footprint.
Weve implemented more than 100 energy-efficiency
projects in our facilities and along the right-of-way.
To name just a few:
New York City Transit is buying subway cars and
buses that are far more energy efficient and better
for the environment. The new LEED-certifiable Mother
Clara Hale bus depot also incorporates sustainable
elements, including a green roof, rainwater collection
system, and other features to minimize impacts on
the community.
Metro-North Railroad has new M-8 cars equipped
with regenerative braking, which captures and reuses
energy each time the train brakes. The Harmon Shop
replacement project will also incorporate new features
to reduce energy consumption, such as an insulated
roof and increased natural lighting.
Long Island Rail Road just opened a state-of-the-art,
environmentally-friendly train washing facility that
reuses more than 70 percent of its wash water.
Bridges and Tunnels has switched to alternative
fuels, installed LED lights on bridges, and started
buying certified "green" cleaning agentsreducing
greenhouse gas emissions by almost 20 percent
since 2006.
16
But all the environmental improvements were making are just a drop in the bucket compared to what we do for
our environment every single day. In fact, every year, the MTA allows our region to avoid almost 17 million metric
tons of greenhouse gas emissions. Thats equal to more than three times the entire annual greenhouse gas
emissions of San Francisco.
Our mass transit network isnt the only reason New York is so environmentally friendly. People also need to want
to use it. It needs to work well and be reliable enough to get people where they need to gosafely and on time,
every day. Thats whyif you want to invest in the sustainability of our regionthe best way to do it is by supporting
the investments that maintain and improve our entire system: the MTAs Capital Program.
Every year, the MTA

allows our region
to avoid almost
17
million metric tons

of greenhouse gas emissions
17 million metric tons of CO2 emission =

Energy use for 1.5 million homes for one year
Annual emissions from 3.5 million passenger vehicles
Environmental benefit of 14 million acres of forest
(approximately half the size of NY State)
17
New York City Subways - $14.2 billion

This program will continue the revitalization of our subway system by purchasing 940 subway
cars, modernizing six signal interlockings, replacing more than 73 miles of track, and many
other critical investments. New cars will improve customer communication with electronic
strip maps, automated announcements, and two-way customer intercoms. Station repairs
will improve customer comfort and safety throughout the system, while new elevators make
18 more stations fully accessible under the Americans with Disabilities Act. Signal improvements including Communications-Based Train Control will boost capacity and reliability.
NYC Transit Subway Capital Program Overview 2015-2019

Category
Budget
Highlights
Category
Budget
Highlights
Line
Equipment
$377m
Replace tunnel lighting on various lines - $31m
Subway
Cars
$2,956m
Purchase 940 sixty-foot R-211 subway cars

to begin replacing R46 cars
Stations
$2,781m
Station renewal at 20 stations on six lines $408m

Station repairs system-wide to replace
deficient components such as stairs,
platforms, lighting, and signage - $567m
Reconfigure areas of Grand Central
and Times Square to improve passenger
circulation - $105m
Install one new vent plant, rehab one

vent plant, and repair fan plant components,
which remove smoke and heat - $321m
Rehabilitate pumping systems to remove
water from the system - $25m
Line
Structures
$927m
Paint elevated structures on six lines - $242m
New Fare Payment System investments $419m

New elevators at 18 stations for ADA
accessibility - $740m
Replace 42 elevators and 32 escalators $333m
Track
$1,845m
Replace 72 miles of track and 127 switches
Rehabilitate segments and repair structural

components on various elevated and subway
lines - $637m
Rehabilitate emergency exits - $48m

Shops &
Yards
$353m
Make priority repairs at various car

maintenance shops - $260m
Replace or upgrade 1.2 miles of track and
20 switches, and improve lighting, fencing, and
car cleaning facilities in train storage yards $93m

New Subway Cars
New R-211 subway cars
will make service more
reliable and increase
passenger capacity.
18
NYCT is pursuing more efficient and less costly ways to

restore escalators, such as those at Grand Central-42nd
St. on the Lexington Avenue Line. Replacing controllers,
electrical panels, or other key components in lieu total
replacement offers savings and less disruption to
customers.
Category
Signals &
Communications
Budget
$2,766m
Highlights
Category
Budget
Highlights
Install advanced CBTC signals on the

Queens Blvd., Culver and 8th Avenue lines $1,045m
Traction
Power
$773m
Modernize and repair power facilities like

substations, circuit breaker houses, and
other equipment - $211m
Modernize six signal interlockings on three

lines - $848m
Repair power cable and control systems $225m
Improve conventional signals by replacing

cables, control lines, and relays and other
components - $259m
Add or upgrade power facilities for service

using advanced CBTC signals - $337m
Upgrade the communications networks,

including telecommunications equipment,
cabling, and radios - $309m
Service
Vehicles
$222m
Purchase heavy-duty rail and road vehicles

to support construction and operations $222m
Misc.
$860m
Progress designs, project scopes, engineering

studies and services, and management
information systems $565m
Complete the rollout of Help Points to all

subway stations to bolster customer
communications and safety - $153m
Install fire safety systems and remediate

hazardous materials - $76m
Upgrade rail traffic systems on the B Division $122m
Repair and upgrade employee facilities,

administrative and operations buildings,
police facilities, and security systems -$218m
Test and deploy platform and trackway safety

systems - $30m
SIRTOA
$386m
Replace the SIR fleet - $232m

Build three new power substations - $80m
Help Points
Help Points make traveling on the
subway safer and easier, providing
information to customers and
assistance in times of emergency.
Upgrade and repair track, stations,

structures, facilities and radio systems $74m
19
New York City Buses - $2.0 billion

The bus program reflects the MTAs continued commitment to realizing the full potential of
a system that carries more than 2.5 million customers each day. In addition to purchasing
more than 1,700 clean diesel, hybrid-electric and compressed natural gas buses and making
priority repairs to maintenance facilities, the program includes bus purchases that will
enable the expansion of Select Bus Service. Its all designed to improve bus system
efficiency and increase bus ridership.
NYC Transit Bus Capital Program Overview 2015-2019

Category
Buses
Budget
$1,020m
Highlights
Purchase 1,391 new buses for local and

express service - $989m
Automatic passenger counting systems $6m
$1,602m
Category
Budget
Highlights
Depots
$582m
Reconstruct the Jamaica Depot - $298m

Make priority repairs at various bus
maintenance shops - $171m
Purchase equipment to support additional
Select Bus Service and begin design for
dedicated BRT on the North Shore of
Staten Island - $34m
Replace bus depot equipment, such as bus
washers, storage tanks and paint booths $79m
20
Better Design
Standard buses will be designed with low-floor

ramps that will cut in half the amount of wheelchair lift maintenance and allow for faster
boarding for wheelchair customers.
NYCT will replace its 76 year old Jamaica Bus

Depot using a design-build contract and a creative
phasing plan to reduce costs and disruption and
deliver benefits faster.
MTA Bus Capital Program Overview 2015-2019

Category
Budget
Buses
$244m
Highlights
Purchase 345 new buses for local

and express service - $244m
$376m
Category
Budget
Highlights
Depots &
Facilities
$132m
Make priority repairs at five depots - $32m

Replace bus depot equipment, such as paint
booths, service vehicles and chassis washers
- $15m
Complete joint project with New York City
Transit for a new bus command center and
new bus radio system - $35m
Provide engineering support, design, and
construction management - $27m
Improving Bus Service

Select Bus Service is now operating in all five New York City boroughs, and the
2015-2019 Program supports the introduction of new SBS routes. In partnership with
the City of New York, New York City Transit has introduced a total of eight new SBS
routes. The most recent the M86 began service in July of 2015. SBS combines
state-of-the-art, low-floor buses with technologies and street improvements that
speed up boarding and provide faster, more reliable service. The result is improved
bus speeds and travel time savings up to 20 percent. In addition by making bus
service more attractive SBS and related innovations like Bus Time reduce traffic,
pollution, and the demand for parking.
21
Long Island Rail Road - $2.8 billion

The LIRR program will make crucial investments in rolling stock and infrastructure as the
railroad looks to maintain and improve safety, reliability, and on-time performance. To be
ready for East Side Accesswhen the LIRR will begin operating trains directly to Grand
Central Terminalthe LIRR will expand capacity in Jamaica and add train storage and track
capacity at key locations throughout its system. The railroad will purchase 164 M-9 electric
cars to replace its aging M-3 fleet, and to expand service. The program also includes station
upgrades in Brooklyn, Queens, and Nassau and Suffolk counties, as well as investments to
maintain and improve state of good repair. The 2015-2019 Capital Program will allow the
LIRR to complete the installation of the Positive Train Control system.
Long Island Rail Road Capital Program Overview 2015-2019

Category
Budget
Rolling Stock $500m
Stations
$296m
Highlights
Category
Budget
Highlights
Purchase 88 M-9 cars to complete the

replacement of the M-3 fleet
Communications &
Signals
$390m
Replace or upgrade obsolete communications

fiber optic network equipment - $35m
Purchase up to 76 additional M-9 cars for

service expansion and growth
Begin to replace or upgrade the station public

address system - $5m
Station rehabilitations, including platform

improvements at Babylon, Nostrand Ave.,
Hunterspoint and Port Washington - $95m
Normal replacement of signal components

system-wide, including renewal of the
Babylon interlocking - $102m
Station component work system-wide to

replace elevators and escalators, platform
railings, platform lighting, and signage - $27m
Investments in a signal system from Babylon

to Patchogue and from Ronkonkoma to
Yaphank - $73m
New station at Elmhurst - $31m

New Fare Payment System investments - $5m
Begin migrating towers to the Jamaica

Control Center, continuing the Centralized
Train Control initiative - $20m
Parking facility development and parking

rehabilitation - $30m
Complete Positive Train Control

implementation - $126m
Investments to improve the customer

experience at Penn Station - $71m
Shops &
Yards
$211m
Replace shop equipment to support Reliability

Centered Maintenance - $10m
Progress efforts to build a new Huntington/
Port Jefferson Branch electric yard - $8m
Diesel locomotive maintenance facility
improvements - $108m
Component improvements at key shops,
Mid-Suffolk yard, and employee facilities $62m
22
Positive Train Control

The LIRR will complete the installation of Positive Train
Control through the 2015-2019 Program. PTC will prevent
train-to-train collisions, over-speed derailments, injuries to
workers as a result of unauthorized incursions by a train
into a work zone, and the movement of a train through an
improperly aligned switch.
Category
Budget
Highlights
Category
Line
Structures
$164m
Rehabilitate or replace railroad bridge

structures at priority locations - $66m
The second phase of Jamaica infrastructure

work to improve capacity - $200m
Component bridge renewals on the Main

Line - $48m
Complete Double Track, adding a second track

between Farmingdale and Ronkonkoma - $250m
Structural painting and waterproofing of

railroad bridges at priority locations systemwide - $21m
Track
$860m
Power
Budget
$250m
Highlights
Replace aging traction power substations - $81m

Traction power substation renewals and
component work system-wide - $93m
Continue annual track program investments

system-wide - $305m
Design for new power substation in Queens to

support ESA operations - $5m
Right-of-way improvements, including

retaining walls and fencing - $22m
Replace and upgrade third rail system

components - $35m
Amtrak-coordinated state of good repair

investments - $68M
Upgrade tunnel lighting in the Atlantic Avenue

Tunnel - $12m
Misc.
$165m
Insurance, independent engineers, and other

program management - $130m
Second Track
The LIRR will complete its Double Track project

through the 2015-2019 Program, adding an
entire second track between Farmingdale and
Ronkonkoma. This will significantly increase
capacity on the Main Line, and enhance
service reliability.
The LIRR partnered with the Town of Babylon in the

2010-2014 Program to share the cost and benefit of a
new Wyandanch parking facility. The LIRR will continue
this approach to reduce costs for parking investments in
the 2015-2019 Program while ensuring the project fits
with community development plans.
23
Metro-North Railroad - $2.3 billion

Nearly 85 percent of Metro-Norths program is slated for projects that continue to bring
assets to a state of good repair or protect investments that have already been made, including
replacement of the Harmon Shop electric repair facility and the M-3 fleet. Metro-Norths program
also includes targeted service improvements such as better customer information technology
to provide real-time train information at stations, and early design efforts for a new midpoint
yard to support West of Hudson service and ridership. The 2015-2019 Capital Program will
allow MNR to complete the installation of the Positive Train Control system.
Metro-North Railroad Capital Program Overview 2015-2019

Category
Budget
Highlights
Category
Budget
Highlights
Rolling Stock $532m
Purchase cars to replace the M-3 fleet
$177m
GCT
Continue priority infrastructure work on the

GCT Trainshed - $139m
Stations &
Parking/
Strategic
Facilities
Component-based priority repair work at

stations on the Upper Harlem and Upper
Hudson Lines - $40m
$215m
Fire protection and utility work in GCT and

the Park Avenue Tunnel - $17m
Replace communications equipment,
improving delivery of real-time customer
information - $45m
Shops &
Yards
$472m
Complete replacement of the Harmon Shop

electric repair facility - $432m
Component-based renewal work at Lower

Harlem Line stations - $31m
Improve real-time customer information at
stations east of the Hudson River - $60m
New Fare Payment System investments - $5m
Continue investments in parking and
strategic facilities - $20m
Begin environmental and design work for

West of Hudson Midpoint Yard on the Port
Jervis Line - $24M

The 2015-2019 Harmon electric
shop replacement work will complete
the multi-Program Harmon shop
replacement program. Applying designbuild procurement efficiencies, this
project will modernize a 100+ year-old
shop and yard complex to support an
expanded fleet of electric and diesel
hauled rail cars.
24
Customer
Communications
Through the 2015-2019
Program, Metro-North will
improve customer communications at East of Hudson stations,
including: real-time information
on train arrivals and departures,
visual information displays,
an improved public address
system, and safety and
security enhancements.
Category
Budget
Highlights
Category
East of
Hudson Track
& Structures
$401m
Continue cyclical track program $97m
West of
Hudson Track
& Structures
Continue track switch replacements systemwide, some using high-speed equipment at

critical locations - $82m
Budget
$57m
Continue priority repairs to the Moodna and

Woodbury viaducts - $14m
Purchase equipment for track program - $22m
Improve overhead bridges system-wide - $40m

Power
$101m
Harlem and Hudson Line power rehabilitation

and improvements - $26m
Continue to replace or rehabilitate critical
components, including transformers,
switchgear, and tunnel lighting and motor
alternators - $22m
Continue cyclical track program, including

rock slope remediation at select locations $25m
Replace or repair undergrade bridges at
priority locations - $15m
Drainage improvements and rock slope

remediation system-wide - $30m
Replace or repair more than 20 undergrade

bridges - $70m
Highlights
Communications &
Signals
$194m
Replace or upgrade obsolete communications

network equipment - $32m
Replace critical components, including track
relays and grade crossings - $8m
Begin replacing or upgrading the Hudson
Line signal system between Harmon and
Poughkeepsie - $60m
Complete Positive Train Control
implementation - $94m
Substation renewals and replacements $29m

Replace and upgrade third rail system
components - $20m
Misc.
$173m
Insurance, independent engineers, and other

program management - $96m

Along with the LIRR, Metro-North will complete
the installation of Positive Train Control through
the 2015-2019 Program.
25
Bridges and Tunnels - $2.9 billion

B&Ts program focuses on maintaining the structural integrity of its bridges and tunnels to
ensure safety and reliability. Other projects will provide drivers with new traffic information
signs and investigate bicycle access for some of our bridges. These investments will improve
travel across the region and ensure the continued flow of toll revenue that helps support nearly
nine million daily customers across the MTA system. This program does not require Capital
Program Review Board approval.
Bridges and Tunnels Capital Program Overview 2015-2019

Category
Budget
Highlights
Category
Budget
Highlights
BronxWhitestone
Bridge
$137m
Rehabilitate miscellaneous
structures - $29m
Henry
Hudson
Bridge
$243m
Reconstruct toll plazas and southbound

approach - $82m
Paint tower interior structures - $29m
$56m
Rockaway
Crossings
(Cross Bay and
Marine Parkway
Bridges)
Retrofit structural arch supports - $83m
Inspect and rehabilitate cables

and suspender ropes - $20m
Hugh L. Carey $116m

Tunnel
Replace and rehabilitate ventilation fans and

motors - $85m
Rehabilitate or repair underwater

structure - $49m
Queens Midtown Tunnel
Upgrade controls and communication

systems - $42m
$64m
Install smoke detection/alarm systems - $7m

Robert F.
Kennedy
Bridge
$747m
Replace Manhattan toll plaza structure and

ramps (Phase I) - $224m
Construct new ramp onto northbound
Harlem River Drive - $141m
Rehabilitate miscellaneous structures - $94m
Retrofit structure against seismic and wind
effects - $68m
Reconstructing Toll Plazas

Were introducing cashless Open Road Tolling
(ORT) on the Henry Hudson Bridge. This puts
tolling equipment overhead, enabling freeflowing traffic lanes with better visibility.
26
Category
Budget
Highlights
Category
Budget
Highlights
Throgs Neck
Bridge
$578m
Replace suspended span deck panels $310m
Agency Wide
$386m
Replace and rehabilitate toll collection

systems - $67m
VerrazanoNarrows
Bridge
$530m
Rehabilitate approach viaducts - $162m
Planning/strategic initiatives - $51m
Reconstruct approach ramps (Phase I) $286m
Install traveler information signs - $27m
Rehabilitate anchorage and piers - $49m

Reconfigure Brooklyn approach - $31m

Seventeen B&T projects are targeted for
design-build implementation, representing
more than twenty percent of the Programs
value.
New Connections for Improved Mobility

Were working with NYC DOT to build a ramp from the RFK
Bridge onto the northbound Harlem River Drive, so you can get
where youre going, without weaving through local streets.
27
Network Expansion:
Easing Congestion and Creating Growth

These projects in the 2015-2019 Capital Program address long-standing capacity limitations
and provide additional capacity for future growth.
Penn Station Access will take Metro-Norths New Haven Line directly to Penn Station, adding four
new stations in the Bronx.
Were planning a project that will provide critical system resiliency by protecting service for more than 275,000
daily customers if Metro-Norths service to Grand Central Terminal is ever interrupted. Only three miles of new
track and no new tunnels are needed for the Penn Access project. For the most part, Metro-Norths New Haven
Line will take advantage of existing track, owned by Amtrak, to go directly to Midtown Manhattans West Side.
As part of this project, well build four new Metro-North stations in the Bronxnear Co-op City, Morris Park,
Parkchester, and Hunts Point. Well also upgrade power and signal systems, install new track and realign
existing track, and replace railroad bridges to accommodate more trains. Metro-North service to Penn Station
will begin after completion of our East Side Access project.
Penn Station Access

Proposed Build Alternative
Existing Amtrak line/proposed
MNR New Haven Line
Existing MNR lines
Proposed new station locations
Co-op City station
Morris Park station
Parkchester/Van Nest station
Hunts Point station
28
East Side Access will bring the LIRR directly

to Grand Central, with a new two-level terminal
constructed below the existing Terminal.
Phase Two of the Second Avenue Subway

will extend service from 96th Street to 125th
Street along Second Avenue.
During the morning rush hour, East Side Access will

provide up to 65 percent more trains per hour from
Queens and Long Island to Manhattan. The 24 peakhour trains into Grand Central will add about 30,500
peak-hour seats. Commuters heading to the East Side
will save up to 40 minutes on their daily commute, and
those heading to Penn Station will enjoy a less crowded,
more comfortable ride.
The completion of the first phase of the Second

Avenue Subway will mark New York Citys first new
subway line in over 60 years. Q train service will link
the Upper East Side to Midtown and the West Side,
and will help reduce overcrowding and delays on the
Lexington Avenue line.
Significant investments will be made from 2015-2019

to improve the reliability and capacity of the LIRRs core
network to support the new ESA service. This hugely
ambitious project includes ongoing work in Manhattan
and Queens, and more than 11 miles of tunneling.
The northward extension, beginning in the 2015-2019

Capital Program, will improve travel for both city and
suburban commuters, while providing better access to
mass transit for residents on the far East Side of Manhattan. When completed, the line will stretch 8.5 miles
along the length of Manhattan's East Side, from 125th
Street in Harlem to Hanover Square in Lower Manhattan.
29
Funding the Capital Program

Program Funding Plan
2015-2019
Total Program Costs - $ in millions
28,956
Funding Currently Projected:

Federal
6,375
City of New York Capital ($657m existing, $1.835b Mayoral Commitment)
2,492
MTA/TBTA Bonds
8,165
State of New York Capital ($1b existing, $7.3b Governors Commitment)
8,336
Other MTA Sources
3,588
Total Available Funds
28,956
The Capital Program is supported by a combination of local fundingincluding City, State and MTA sourcesand
federal sources. Taken together, these resources are expected to provide $29 billion to deliver the 2015-2019
Capital Program.
Moving forward with a Capital Program that

moves New York forward.
Thanks to the Capital Program, weve been able to maintain and improve a truly indispensable transit network,
with subways that offer both express and local service all day, every day. When combined with the two most
heavily-used commuter railroads in the nationand nearly 5,700 buses serving more than 300 routeswe
have more transfer points, more stations, more flexibility, and more redundancy than any other transit network
in the world.
Were incredibly fortunate to have this robust, interconnected transportation network as a foundation. Now, we have
to take good care of it to make certain that it meets the changing needs of riders and the regions economy. Thats
easier said than done, but if we want to maintain our global competitivenessif we want to continue growing our
$1.4 trillion regional economy, second in the world only to Tokyowe need to keep investing in our transit network.
In this way, the MTA will continue to provide safe and reliable service, while recommendations from the
Transportation Reinvention Commission keep our investments forward-thinking, so the MTA system and
our region continue to prosper in the century ahead.
30
hDrake
drakeMTA Capital Plan 2015-2019
(Table of Contents)
MTA Capital Program

Table of Contents
2015-2019
33
34
Table of Contents
Executive Summary.
Overview....
37
Investment Summary.. .
39
Program Funding.. ....
40
Program Evolution....
42
C apital Program Planning, Controls, and Transparency.
44
Support for Minority, Women-Owned, and Disadvantaged Business Enterprises..
47
MTA Core..
49
M TA N ew York City Transit
49
M TA Long Island Rail Road
75
M TA M etro-North Railroad
101
M TA Bus Company
123
M TA Interagency
131
MTA Network Expansion.. 139

MTA Bridges and Tunnels..
157
Project Listings... 177

M TA N ew York City Transit....
181
M TA Long Island Rail Road.. .
201
M TA M etro-North Railroad..........
209
M TA Bus Company.. ..
217
35
36
M TA Interagency........
218
M TA C apital Construction Company.............................................
221
M TA Bridges and Tunnels... ..
228
M TA All Agency Summary.... ..
237
Underground Gallery, 2009 Carlo Stanga, Commissioned by MTA Arts & Design
MTA Capital Program
Overview
2015-2019
38
Investment Summary
The proposed MTA 2015-2019 Capital Program encompasses $29 billion of investments that renew, enhance, and
expand the MTA network. The majority of the plan focuses on renewing the system to promote safe and reliable
service. Enhancements are targeted toward improving system capabilities and the customer experience. Expansion
projects extend the reach of the network to address evolving regional mobility needs.
The plan is organized into a MTA Capital Program Review Board (CPRB) portion that is subject to CPRB review and a
Bridges and Tunnels portion that is not subject to CPRB review (Table 1). The CPRB portion is subdivided into core
investments that renew and enhance, and expansion investments that extend the MTA network. The Agency
sections of this book detail the projects included in the plan.
Table 1
MTA 2015-2019 Capital Program All Agency Summary ($ in millions)
Proposed
2015-2019
CPRB Core Capital Program
New York City Transit
$15,849
Long Island Rail Road
2,835
Metro-North Railroad
2,321
MTA Bus
376
MTA Interagency
264
CPRB Core Subtotal
$21,644
Network Expansion
4,456
CPRB Program Subtotal

Bridges and Tunnels
Total Capital Program
$26,100
2,856
$28,956
Numbers may not total due to rounding
39
Program Funding
Funds currently projected to be available for the proposed 2015-2019 MTA Capital Program total $29.0 billion
(Table 2) and are described in the following narrative.
Table 2
MTA 2015-2019 Capital Program Funding Sources ($ in millions)
Proposed
2015-2019
Total 2015-2019 Program Costs
$28,956
Funding Currently Projected

Federal Formula, Flexible and Misc.
Federal Core Capacity
$6,275
100
MTA Bonds
5,889
Pay-as-you-go Capital (PAYGO)
1,846
State of New York Capital ($1b existing, $7.3b Governors Commitment)
8,336
City of New York Capital ($657m existing, $1.835b Mayoral Commitment)
2,492
Asset Sales / Leases
600
Other MTA Sources
562
Bridges and Tunnels Bonds ($2.3b) & PAYGO ($580m)

Total 2015-2019 Funds Available
Funding Gap
$2,856
$28,956
$0
Funding Sources
Federal Formula, Flexible and Miscellaneous
The proposed 2015-2019 Capital Program was to coincide with the reauthorization of Federal transportation
funding that was scheduled to begin in FFY2015 (October 2014). The MTA, and its sister transit agencies across the
country, have been seeking significant increases in federal transit assistance, consistent with the Federal Transit
Administration (FTA) recognition that a substantial backlog of renewal investments must be addressed to achieve a
state of good repair (SGR) across the country. The current two-year MAP-21 authorization has been extended to
40
October 29, 2015. However, since Congress has yet to advance a multi-year authorization bill, MTA assumptions for
federal formula, flexible and miscellaneous funding do not reflect an increase in annual transit subsidies, keeping
them flat at recent levels for a total of $6.3 billion.
Federal Core Capacity Grant Program
The MTA currently assumes $100 million in Section 5309 Core Capacity funding for the Canarsie Line Power and
Station Improvements project, subject to further guidance and approval of the FTA.
MTA Bonds
The proposed plan includes $5.7 billion in new MTA bonding capacity, as reflected in the MTA July financial plan for
2016-2019. This category also includes $200 million in bond proceeds generated by savings due to the low-interest
FRA Railroad Rehabilitation & Improvement Financing (RRIF) loan supporting Positive Train Control (PTC) projects
(previously accounted for in Other MTA Sources).
PAYGO Capital
The proposed plan includes $1.6 billion in pay-as-you-go (PAYGO) capital, leveraging new debt service capacity until
fully consumed by the debt service needs of MTA bonds. An additional $200 million in PAYGO is made available by
the reduction in the needs (and required funding) for the B&T 2015-2019 Capital Program
State of New York Capital
The capital plan includes $1 billion in capital funding from the State of New York to support core program projects
($750 million) and the Penn Station Access project ($250 million). An additional $7.3 billion will be provided by the
State for the proposed 2015-2019 plan.
City of New York Capital
The proposed plan currently includes $492 million in annual capital contributions from the City of New York (for a
total of $2.46 billion over the five year period), reflecting a 392% increase above contributions in the prior Capital
Program, as well as $32 million in City matching funds to federal grants supporting the MTA Bus Capital Program.
Asset Sales / Leases
Funds reflect proceeds from East/West Rail Yards Payments in Lieu of Sales Tax/PILOST ($190 million), proceeds
from the proposed development of MTA Madison Avenue property pursuant to the Vanderbilt Corridor zoning ($110
million), and resources from the disposition of assets including properties jointly owned with the City of New York
($300 million).
Other MTA S ources
The MTA currently anticipates $562 million in other bond and PAYGO sources, primarily ($530 million) from savings
due to the anticipated issuance of lower cost Payroll Mobility Tax (PMT)-backed bonds.
Bridges and Tunnels Program Funding
The proposed fund sources for MTA Bridges and Tunnels total $2.9 billion and include $2.3 billion in TBTA bonds
and $580 million in PAYGO capital.
41
Program Evolution
In October 2014, MTA submitted to New York State our original $29 billion 2015-2019 Capital Program. Governor
Cuomo challenged the MTA to cut the Programs cost by 6 to 8 percent without impacting benefits or eliminating the
projects that are critical to the reliability of the MTA system. MTA is planning to do that in the following ways:
Innovative Project Delivery

MTA will incorporate more efficient design and construction techniques, to deliver capital projects for less. MTA will
do this by incorporating more projects that include design-build project delivery and Public-Private-Partnerships.
Expand Successful Component Replacement Program

Through the Component Program, MTAs agencies will refresh only the station components in need of repair, instead
of full-station rehabilitations. This allows us to reach more stations, fix problems faster, and save money. MTA will
expand component repair to new areas like power, shops, depots, structures, and systems for the first time in the
2015-2019 Program.
Improve Design Standards and Project Specifications

MTA is reevaluating design parameters and changing existing specifications to achieve the same benefits for less.
Changing design standards of materials in various asset groups including paint, elevators, escalators and power
equipment will help MTA to save on project costs.
Become A Better Business Partner

MTA will engage in various changes to become a better business partner and cut costs. MTA is working to revise
contracts to hold the MTA accountable for MTAs delays, and instituting a fairer dispute resolution system;
coordinate better with MTA support services to maximize the time contractors have to work along the right-of-way;
and reduce work changes by involving the operating and maintenance departments responsible for the project
throughout the entire project.
Change Outdated Work Rules

Project Labor Agreements (PLAs) help to designate the building trades as the exclusive collective bargaining
representative for all workers on a portfolio of selected projects, in exchange for work rule changes that lower costs.
Improve Project Oversight

The MTAs Capital Program Management Gates strategyoriginally implemented in the 2010-2014 Capital
Programallows MTA to review every capital project at each stage of development to ensure that the project is on
track to deliver intended benefits at the lowest cost. Gates is an integral part of the 2015-2019 Capital Program and
will help save money.
Better Asset Management

MTA is implementing the principles of Enterprise Asset Management, or EAM, across the entire systeman
approach guided by new federal legislation and international standards. EAM introduces a more systematic
approach to asset upkeep that will keep our assets running longer, with less downtime and at lower costs.
Build on Successful FASTRACK Method for Selected Closures

MTAs FASTRACK program is one of the most successful maintenance innovations in the history of New York City
42
Transit. Through FASTRACK, an entire subway line is shut down for about four consecutive nights, giving workers
uninterrupted access to the system and allowing them to accomplish in a few nights what would normally take
months. The program is generating huge productivity gainsand savings. To accomplish further savings, MTA will
add more Capital Program work to FASTRACK closures. In addition, MTA will undertake intensive coordination to
finish multiple projects and maximize the use of piggy backing on the same track outage. MTA is also lookingon a
case by case basisto close entire stations to get work done faster and more efficiently. This will make stations
cleaner and safer, while reducing our costs. Similarlyfor select complex infrastructure rehabilitationsMTA is
considering full or partial line closures to get work done faster and cheaper. For these projects, MTA will survey
customers to determine their preferences, so we can move forward with their support.
Table 3
MTA 2015-2019 Capital Program Efficiencies Reductions ($ in millions)
Proposed
2015-2019
Agency
Reductions
($1,273)
(285)
(232)
MTA Bus
MTA Capital Construction / Interagency
Bridges and Tunnels
Total
Percent Reduction
(61)
(1,040)
(200)
($3,090)
10%
43
Capital Program Planning, Controls, and Transparency

The MTA Capital Program has applied a time-tested planning framework to develop this proposed 2015-2019
Capital Program. If approved, the program will be delivered in accordance with a series of program control and
transparency measures that the MTA has already introduced and continues to refine.
Capital Program Planning

The MTA Capital Program planning process originated in the early 1980s, when the MTA Capital Program first
launched. It is a five-year cycle that begins with a Twenty-Year Capital Needs Assessment (TYNA). In creating the
TYNA, an inventory and condition assessment of all existing MTA assets is compiled to identify assets that will need
renewal to promote a state of good repair. The TYNA process also includes the development of a strategic vision,
which draws on observed and forecasted changes in the regional economy, travel patterns, and technology. These
insights help to identify investments that can enhance and expand the MTA network to meet evolving customer
needs and expectations. Merging the asset inventory findings with the strategic vision yields a set of investment
strategies and prospective capital needs for the coming 20 years.
The completed TYNA provides the basis for developing the subsequent five-year Capital Program; a portfolio of
actionable projects to be funded and delivered. This Capital Program aims to progress the first five years of the TYNA
strategy, subject to the constraints of projected funding availability, marketplace capacity, and track access. After a
Capital Program is approved, it may be periodically amended to reflect ongoing developments and evolving needs.
For example, the 2010-2014 Capital Program was amended in the wake of Superstorm Sandy to incorporate new
Fix & Fortify investments.
The latest planning cycle began with the development of the 2015-2034 Twenty-Year Capital Needs Assessment,
which was released in October 2013. The results were then used to develop this proposed 2015-2019 Capital
Program (Figure 1).
Figure 1
MTA 2015-2019 Capital Program Planning Process
2015-2034
Twenty-Year Capital Needs Assessment
Asset Inventory
and Condition
Assessment
Strategic Vision
44
2015-2034
Investment Strategies
& Needs
2015-2019
Five-Year Capital Program
2015-2019
Program of Projects
Capital Program Controls

Various controls ensure that all projects are subject to multiple levels of ongoing oversight, from inception through to
completion. Some of the key program control mechanisms are outlined below.
Capital Program Oversight Committee
The MTA Board convenes a monthly Capital Program Oversight Committee (CPOC) to provide broad oversight of
Capital Program activities. CPOC is chaired by the MTA Chairman and CEO and reviews a wide variety of topics,
ranging from periodic reviews of major capital projects, to updates on special initiatives. A series of monthly
program-wide progress reports are also presented at every CPOC meeting, highlighting project status and funding
(see Transparency section).
Project Gates
MTA capital projects are subject to Gate reviews at key project delivery milestones. The Gates process is based on
industry best practices to ensure that projects:
Deliver maximum benefits at minimum life-cycle cost (i.e., best value), and
Are successfully delivered on schedule and on budget.
Each Gate represents an analytical checkpoint that must be passed before advancing to the next stage of project
delivery:
Gate 1 (prior to Design) Ensures that the project scope addresses priority business needs, has undergone
an alternatives analysis to ensure a best value approach, and incorporates adequate budget and
schedule.
Gate 2 (mid-Design) Validates that the project design is developing in line with original scope objectives
and that any variations in scope, cost, or schedule are being addressed.
Gate 3 (prior to Construction) Confirms that the final design meets the intended purpose of the project,
that the budget includes adequate cost contingency, and that construction risks are identified and mitigated.
Gate 4 (project completion) Ensures that the project is on-course to deliver intended benefits in operation
and that lessons learned are passed on to other projects.
Where issues are encountered, each Gate review provides an opportunity to make a mid-course correction before
progressing a project any further, e.g., to revise a budget or reassess the project scope. The Gates Process is also
designed to improve program management efficiency, by targeting MTA Headquarters oversight to the highest-value,
highest-risk projects, and reducing administrative transactions.
Independent Engineering Consultant
The Independent Engineering Consultant (IEC) provides independent monitoring of Capital Program activities,
typically focusing on the largest and most complex projects. Many of these projects are subject to risk assessments,
which systematically evaluate projects with the aim of mitigating risks and ensuring adequate levels of budget and
schedule contingency. The IEC generally presents key review findings at CPOC meetings.
45
Capital Program Transparency

The MTA Capital Program makes a comprehensive array of information available to the public via mta.info/capital
and the MTA social media sites. Highlights of our transparency initiatives include the following:
Dashboard
The Capital Program Dashboard is the gateway to information about MTA Capital Program activities. It includes
interactive features such as maps, charts, photos, and project lists that can be used to explore the entire Capital
Program, or narrow in on details of a specific project. The Dashboard is updated quarterly to reflect the scope,
schedule, and budget of hundreds of capital projects.
Board Materials
All MTA Board materials are available for download from the mta.info site. This includes materials presented to the
Capital Program-focused CPOC committee, as well as various reports on Capital Program-related issues presented to
the Agency committees. Streaming webcasts of MTA Board and committee meetings are also available for
download.
Commitments and Completions Report
Published on a monthly basis in each CPOC committee book, this report provides a program-level overview of
projects that are either starting or finishing a major stage of delivery in the course of the year. Explanations are also
provided of any variances against the plan.
Funding Report
Published on a monthly basis in each CPOC committee book, this report provides an overview of planned fund
sources by Capital Program and funding receipts to date.
Traffic Light Report
Published by the IEC, the Traffic Light report provides a prospective look at how individual capital projects are
trending against budget and schedule. Projects that may be trending off course are flagged for further scrutiny.
These projects are accompanied by a one-page write-up identifying the concerns and what is being done to put the
project back on track.
MTA Flickr (www.flickr.com/photos/mtaphotos)
The MTA feed on the Flickr photo-sharing web site provides a behind the scenes look at dozens of capital projects.
The images depict everything from choreographed cranes replacing elevated subway track, to the rebuilding of
under river tubes as part of the post-Sandy Fix & Fortify efforts, to new Second Avenue Subway stations taking shape
deep below Manhattan.
MTA YouTube (www.youtube.com/user/mtainfo)
The MTA feed on the YouTube video-sharing web site includes a wide variety of content, ranging from archived Board
meeting webcasts to a playlist of videos highlighting various facets of the Capital Program.
46
Support for Minority, Women-Owned, and

Disadvantaged Business Enterprises
Small Business Development Programs
During the 2010-2014 Capital Program, the MTA created and implemented a Small Business Development Program
to increase contract awards to New York State-certified Minority and Women-owned Business Enterprises (MWBE),
and MTA-certified Disadvantaged Business Enterprises (DBE). By changing the New York State Finance Law, the MTA
now has the ability to prequalify program participants and set aside specific small projects for program participants
to bid on as prime contractors. This includes NYS-funded construction projects up to $3 million and FTA-funded
construction projects up to $3 million. Other program elements include classroom training, access to working
capital, access to surety bonding assistance, and the ability to compete for prime construction contracts.
As of July 2015, 184 projects totaling $131 million were awarded to program participants within the NYS-funded
MTA Small Business Mentoring Program (Tier 1 and Tier 2). An additional 30 projects totaling $60 million were
awarded within the FTA-funded MTA Small Business Federal Program, for a grand total of $191 million. As a result,
4,600 jobs were created or maintained within the MWDBE communities.
Ongoing MWDBE Support

For this new 2015-2019 Capital Program, the MTA Department of Diversity and Civil Rights (DDCR) established both
annual and individual goals on FTA-funded and New York State-funded contracts. Currently, the MTA has an annual
goal of 17% DBE participation on FTA funded contracts and 30% (15% MBE and 15% WBE goals), on NYS-funded
contracts. Once goals have been established, DDCR works in conjunction with the MTA operating agencies to
monitor and enforce MWDBE goals.
47
48
MTA Capital Program

2015-2019
Asset Base New York City Transit

Table 4
Selected New York City Transit Assets
Category
Assets
Subway Cars
6,465 Rail Cars
Buses
4,475 Buses
Passenger Stations
469 Stations
Track
637 Miles of Mainline Track

1,764 Switches
Line Equipment
435 Miles of Tunnel Lighting

199 Ventilation Plants
233 Pump Rooms
Line Structures
138 Miles of Subway Structure

70 Miles of Elevated Structure
22 Miles of At-Grade Lines
Signals and Communications
730 Miles of Mainline Signal Equipment

472 Miles of Fiber Optic Cable
Power
Shops & Yards
220 Substations
42 Shops
24 Yards
Depots
Service Vehicles
23 Bus Depots
640 Work Vehicles
496 Work Trains
Staten Island Railway
50
64 Rail Cars
Overview New York City Transit

New York City is a place unlike any other in the U.S., where a majority of workers commute from home to work via
public transportation, and a majority of households do not own a car. New York City Transit is the core of the MTAs
regional network and is the overwhelming source of transit mobility within the city. With an annual ridership of 2.4
billion, NYC Transit is the largest public transportation system in the United States. NYC Transit subways supply twothirds of all heavy rail transit trips in the U.S. NYC Transit buses carry more than twice as many daily riders as the
bus system of Los Angeles, the second largest bus fleet in the U.S. NYC Transit assets include about 6,500 subway
passenger railcars, about 4,500 buses, over 600 miles of mainline track, and 469 passenger stations (including the
newest station at 34 th Street Hudson Yards). The NYC Transit system operates 24 hours a day, seven days a week,
365 days a year. Intensely used, the rolling stock, infrastructure, and other assets of this extensive 100-year-old
network require substantial and sustained investments to deliver the level and quality of services expected by our
customers.
Before the capital program was established in 1982, the NYC Transit system was reeling from years of deferred
maintenance and severe underinvestment. Service was hampered by derailments, bus and subway car mechanical
failures, crime, and deteriorated stations. Today, after more than 30 years of sustained capital investment, a large
portion of NYC Transit assets have been restored to a state of good repair. While further substantial investment is
still required for the rehabilitation of core assets, it has also been possible in recent capital programs for NYC Transit
to make investments that enhance the system and improve customer service. Overall, improvements in service
reliability and the customer environment have been dramatic, and have attracted new customers to the transit
system. NYC Transit has experienced near-record annual subway ridership 1.8 billion in 2014, a total not seen
since 1950. Booming transit ridership is beneficial to the region helping to reduce automobile traffic and air
pollution but it also necessitates a robust transit infrastructure, capable of handling increased demand.
The system suffered a devastating blow in 2012 in the form of Superstorm Sandy. The post-storm service shutdown
highlighted both the critical importance of NYC Transit service to the city and region, as well as the vulnerability of
the systems infrastructure. Permanent repairs to NYC Transits Sandy-damaged assets are ongoing, but these
repairs are confined to selected areas of the system that were subjected to flooding; the vast remainder of the NYC
Transit system still has investment needs through the traditional core capital program.
Proposed 2015-2019 Capital Program

The proposed 2015-2019 Capital Program totaling $15.849 billion provides the resources to build upon the
achievements of prior capital programs to sustain the systems legacy for future generations and to avoid a repeat
of the disinvestment and resulting crises of the past. In this program, NYC Transit continues normal replacement of
key assets like rolling stock and mainline track/switches while also emphasizing overdue investments in signals and
other infrastructure. Stations continue to be an important focus of investment given the importance of the station
environment to NYC Transits customers and their communities. Table 5 identifies these investments by asset
category.
51
Table 5
New York City Transit Proposed 2015 -2019 Capital Program by Category ($ in millions)
Proposed
2015-2019
Percent
$2,956
19%
Buses
1,020
6%
Passenger Stations
2,781
18%
Track
1,845
12%
Line Equipment
377
2%
Line Structures
927
6%
2,766
17%
Power
773
5%
Shops & Yards
353
2%
Depots
582
4%
Service Vehicles
222
1%
Miscellaneous
860
5%
386
2%
$15,849
100%
Category
Subway Cars
Total
52
Program Evolution
This plan for New York City Transit totals $15.849 billion, which is a reduction of $1.273 billion compared to the
previous NYC Transit 2015-2019 capital plan proposal that was submitted in September 2014. This $1.273 billion
reduction is the net effect of several factors:
Program Efficiencies
The plan assumes projected savings to be realized via more efficient design and construction of certain types of
capital projects. The efficiencies that will be employed to generate these savings include:
Coordination of multiple projects on the same section of track to minimize service diversions and reduce
agency support costs;
Component repair, rather than complete replacement, of certain capital assets;
Alternative procurement strategies, such as separate contracts for furnishing and installation of equipment
and design-build;
Use of standard, off-the-shelf specifications, to the extent possible; and
Exploration of new construction technologies.
Table 6 shows the elements in which these savings are assumed. Projects in these elements that are expected to
realize savings via efficiencies are starred (**) in the blue pages listing of projects. The budgets of starred projects
have been reduced by a fixed percentage (noted in Table 6) as compared to the agencys best estimate at the time
of this plan resubmission. New York City Transit will strive to meet these reduced budgets, by incorporating efficiency
strategies during project design. Some projects may yield greater savings opportunities than others, but achieving
the overall savings by element, as listed in Table 6, is the agencys goal.
Revised Estimates
In the year that has elapsed since the September 2014 plan submission, projects have advanced further in the
design process, resulting in better cost estimate information upon which to establish project budgets.
Priority Changes
NYC Transit has reevaluated all projects in the plan to consider new information available since September 2014
and confirm that all projects are critical to advance in the 2015-2019 timeframe. A number of projects were
identified that should wait until after 2019 due to scheduling concerns and that do not impact operations and
maintenance. Likewise, in a few cases, field conditions were found to exhibit less deterioratio n than expected and
can be remedied without capital investment. At the same time, however, a small number of projects have been
added to the plan resubmission to address newly emerging needs that had not been identified prior to September
2014.
Priority Substitutions Due to Track Access

Projects to repair damage from Superstorm Sandy and make the system more resilient are underway and will
continue throughout the plan period. These projects often require track access and service changes during
construction. In an effort to minimize customer inconvenience caused by multiple service changes in a given area,
select projects in the September 2014 plan submission have been substituted for comparable projects on different
lines.
53
Table 6
New York City Transit Cap ital Program Projected Savings Due to Program Efficiencies ($ in millions)
Element Type of Project
% Red.
Assumed
Savings
Likely Efficiencies
T70407 Escalators &

Elevators
15%
T70412 Station Components
15%
96 Project coordination and contract packaging
T70603 Ventilation Facilities
15%
56 Coordination of component work with collocated

projects; synergies with private development for new
fan plants; exploration of new construction technologies
T70803 Interlockings &

CBTC
8%
$56 Component repair; refinement of life-cycle extension

strategies
171 Coordination of interlocking and CBTC projects on the

same line; alternative procurement strategies;
Exploration of new construction technologies
T70902 Substations
10%
47 Component repair; alternative procurement strategies,

including design-build; coordination with collocated
projects
T70903 Circuit Breaker

Houses
15%
15 Component repair; alternative procurement strategies,

including design-build; coordination with collocated
projects
T71004 Shop Components
15%
13 Coordination with collocated projects; refinement of lifecycle extension strategies
T71203 Depot Components

& Reconstruction
10%
50 Alternative procurement strategies, including creative

phasing plans and design-build; refinement of life-cycle
extension strategies
T71204 Depot Equipment
10%
8 Alternative procurement strategies; refinement of lifecycle extension strategies; use of standard, off-the shelf
specifications
T71302 Work Trains &

Rubber Tire
Vehicles
15%
T71607 Employee Facilities
10%
Total
54
38 Alternative procurement strategies; use of standard,

off-the shelf specifications
5 Component repair; coordination with collocated projects
$554
Major Investments
Priorities for the 2015-2019 Capital Program stem from the agencys 2015-2034 Twenty-Year Capital Needs
Assessment. Built on the foundation of a comprehensive asset condition inventory, the assessment identified a
significant need to modernize signal systems as well as the traditional investment areas of rolling stock (cars and
buses), track and switches, and passenger stations.
The Signals and Communications category continues to be one of the largest categories, both in terms of identified
needs as well as proposed investment. This is a reflection of the safety and operational importance of the signal
system coupled with the age profile and conditions of existing installations.
Primary elements of this investment program include investments to maintain core infrastructure and smart
investments that will enhance mobility, customer satisfaction, safety, and security. Within these elements, highlights
of the proposed 2015-2019 Capital Program include:
Signals
Primary Operating Assets (Fleets and Track)
Passenger Stations
Component Repairs
Communication Technology Enhancements
The discussion below, which elaborates on these investment priorities, provides a capsule of the twenty-year
perspective as well as the proposed investments included in the 2015-2019 period.
Signals
About 30 percent of the line signal system (excluding interlockings) was installed before 1965 and has never been
rehabilitated. As a result, signal failures are a leading cause of subway service delays. The proposed program will
modernize six interlockings with current solid state technology. These projects will not only improve the reliability
and safety of subway service but will also prepare the lines for the roll-out of communications-based train control
(CBTC). Compared to traditional fixed block signals, CBTC offers a variety of benefits including the ability to run
more trains per hour, improve safety, reduce maintenance costs, and provide timely information to passengers.
CBTC is now complete on the Canarsie line and is in construction on the Flushing line. The proposed 2015-2019
Capital Program will continue to expand CBTC throughout the NYC Transit system, implementing the technology on
73.2 track miles on the Queens Blvd., 8th Avenue, and Culver lines. This will more than the double the 52 track miles
of CBTC investments made so far on the Canarsie and Flushing lines.
CBTC can increase capacity on crowded train lines due to higher throughput but complementary improvements in
traction power may be needed to realize this increase. Accordingly, the proposed 2015-2019 Capital Program
includes funding for five new substations (three on the Canarsie line and two on the 8th Avenue line) and
enhancements to other power infrastructure, including supplemental negative cables. These power capacity
investments total $337 million, which is in addition to the $2.152 billion signal program.
Primary Operating Assets (Fleets and Track)

Buses, subway cars, and the tracks they run on are NYC Transit's primary operating assets, and normal replacement
55
of these assets remains a core mission in the proposed 2015-2019 Capital Program. Prior capital programs had
brought all NYC Transit subway cars, buses, and track to a state of good repair and the resultant improvements in
service reliability are one of the great success stories of the capital program. Capital investments in cars, in concert
with the Scheduled Maintenance System (SMS), have increased reliability from approximately 7,000 miles between
breakdowns in 1982 to over 140,000 miles today. Likewise, bus fleet reliability has improved from below 1,000
miles between breakdowns to over 4,400 miles today. Derailments, which were once common, now occur only
rarely.
To maintain these gains in reliability, sustained investment is required. The proposed 2015-2019 Capital Program
includes over $5.8 billion for subway cars, buses, and track replacement. This represents approximately 37 percent
of the overall capital program, which is comparable to levels in past programs. The proposed 2015-2019 Capital
Program includes the purchase of 940 R-211 railcars, 10 open-gangway prototype cars and 1,391 buses (1,041
standard, 300 articulated, and 50 express buses) to replace existing fleets that are approaching the end of their
useful lives. NYC Transit will replace 127 mainline switches, 51 miles of mainline track and install 21 miles of
continuous welded rail (CWR) to prevent broken rails, reduce damage to rolling stock, and improve ride quality. In
yards, an additional 1.2 miles of track and 20 switches will be replaced.
Passenger Stations
Improving the station environment is a significant investment priority in the proposed 2015-2019 Capital Program,
totaling $2.781 billion and 18 percent of the total program. NYC Transit will continue to follow the successful
component-based repair strategy which was introduced in the 2010-2014 Capital Program to focus on eliminating
the most deficient conditions system-wide in lieu of more comprehensive projects at a limited number of locations.
This strategy is based on the results of a comprehensive condition survey of all stations in which each station
component is rated on a scale of 1.0 (best) to 5.0 (worst). The survey is updated every five years and covers
components such as stairs, platforms, mezzanines, windscreens, and canopies. The impact of the approach is a
steep reduction in the number and severity of deficiencies system-wide. By the end of the 2010-2014 period the
number of components rated 3.5 or worse will have decreased by 37 percent, as measured by the last two surveys.
Complementing the component program, the proposed 2015-2019 Capital Program includes renewal projects to
address 20 stations with high concentrations of deficient components.
NYC Transit is committed to making the subway system increasingly accessible to customers with disabilities. The
proposed 2015-2019 Capital Program provides ADA accessibility improvements at the final 11 out of a total of 100
Key Stations. Additional non-Key Stations will be made fully accessible as well.
Times Square and Grand Central subway stations are the two busiest stations in the system and patronage is
expected to increase. Accordingly, it is essential that the MTA secure adequate investment to make capacity
improvements so these stations are prepared to handle future growth needs of the City and region. The proposed
2015-2019 Capital Program includes substantial access and circulation improvements at Grand Central station
associated with the proposed development of the MTA Madison Avenue property. Similarly, at Times Square, work is
planned to renew and reconfigure the Shuttle station to improve passenger circulation and provide ADA accessibility.
The proposed 2015-2019 Capital Program also includes opening a second set of entrances at the 1 st Avenue station
and new stairs at the Bedford Avenue station on the Canarsie line (coordinated with ADA projects), the reopening of
a second entrance at the 8th Avenue station on the Sea Beach line, and other improvements to regional mobility.
The proposed 2015-2019 Capital Program also supports the completion of the new fare payment system (NFPS)
and miscellaneous station investments such as escalator and elevator replacements and signage.
56
Component Repairs
Based on the success of the component repair program in stations, NYC Transit will introduce a component-based
strategy in other asset categories, including line structures, shops, and depots. The line structure repair program will
focus on specific, known high-priority defects tracked through the continual inspection of all structures. Previously,
defects were repaired by extensive line rehabilitations, but like stations, this strategy limited the number of loca tions
that could be addressed. By focusing investment via a component approach, the 2015-2019 Capital Program will
correct defects on 12 underground tunnels and six elevated structures throughout the system, greatly extending the
reach of structure repair. As an alternative to demolition and reconstruction, a component -based approach will also
be applied at shops and depots. The proposed program includes repairs at nine shops, six depots and one base
shop, to address components such as HVAC systems, roofs, and structural elements. In addition, two depotsEast
New York and Grand Avenuewill be modified to accommodate articulated buses. Many component projects will be
implemented as part of the MTA-wide Small Business Development Program.
Communication Technology Enhancements

NYC Transit is committed to applying new technology to enhance the customer experience. Among other initiatives,
the proposed 2015-2019 Capital Program provides funding to continue the rollout of the Integrated Service and
Information Management - B Division (ISIM-B) project, which will enable real-time train arrival information to be
provided to NYC Transit customers and personnel. Also included are communications technology projects to
enhance passenger safety and security. The blue lights of Help Points will become ubiquitous throughout the subway
system as the devices are installed at the remaining stations, completing the system-wide rollout. These highly
visible, easy-to-use devices provide immediate access to assistance and information to passengers with the touch of
a button at all 469 subway stations. Additionally, NYC Transit plans to pilot test and begin deployment of platform
safety technology that would reduce the occurrence of passenger injury from intrusion onto the right -of-way.
System Condition
Figure 2 illustrates the mix of investments by needs category in the proposed 2015-2019 Capital Program. The
program continues NYC Transits emphasis on achieving good repair and maintaining that condition through normal
replacement. Over 80 percent of the programs investments are dedicated to these activities.
Figure 2
New York City Transit Proposed 2015 -2019 Capital Program by Needs
System
Im provement
14%
State of Good
Repair
37%
Other
3%
N ormal
Replacement
46%
57
The System Investment Status (Figure 3), as developed for the 2015-2034 Twenty-Year Capital Needs Assessment
in 2013, presents by investment category whether an asset is considered in good repair or has backlogged
components in need of repair. NYC Transit has evaluated the assets that make up its vast infrastructure based on
one or more of three asset attributes as appropriate for a particular asset category:
Asset condition
Asset age vs. useful life
Asset performance vs. an identifiable performance standard it must meet
NYCT has used this dynamic approach since the 2010-2029 Twenty-Year Capital Needs Assessment, which differed
from the previous, static methodology that considered an asset in good repair if it received investment in any past
capital program, even as subcomponents aged and did not receive timely reinvestment.
Figure 3
New York City Transit System Investment Status
Cars
100%
Mainline Track/Switch
100%
Buses
91%
Pumps/Deep Wells
89%
Elevators/Escalators
82%
Bus Shops/Depots*
81%
Stations*
78%
Mainline Signals*
74%
Communications*
72%
Tunnel Lighting
70%
Power*
62%
High-Priority Ventilation
60%
Subway Shops
46%
Good Repair
Backlogged
* Based on component-level condition assessment

Note: The Line Structures category is not included above because a
component-based investment strategy is in development.
58

Subway Cars
Category T-701
As the largest subway network in the country NYC Transit currently operates a fleet of 6,465 railcars serving 469
stations and approximately 5.6 million customers each weekday. Due to differences in tunnel geometry, NYC Transit
maintains two internal subway divisions: A and B, respectively corresponding to the numbered and lettered lines.
There are 2,905 A division cars and 3,560 B division cars.
The subway car fleet reached a state of good repair as of 1991 through a combination of new car purchases and
comprehensive overhauls. Since that time, a program has been in place with a goal to replace cars as they reach the
end of their useful lives (currently 40 years). This normal replacement program also has introduced advanced
technologies and improved customer accessibility features, automated public address systems and signage,
improved lighting, customer emergency intercoms, and electronic route maps.
Proposed 2015-2019 Capital Program - $2.956 billion

Railcars are a critical service delivery asset. New York City Transit proposes to invest $2.956 billion for 940 new 60foot R-211 railcars and 10 new open-gangway prototype cars that will replace the R-46 class on the B division that
are reaching the end of their useful lives.
59

Buses
Category T-703
NYC Transits bus fleet - the largest in the country - contains a total of 4,475 buses comprised of 3,241 (72 percent)
standard 40-foot buses, 741 (17 percent) 60-foot articulated buses, and 493 (11 percent) 45-foot express coaches.
These quantities reflect completion of ongoing purchases in the 2010-2014 capital program. Since 1996, NYC
Transit has diversified its fleet to more effectively meet its dynamic service requirements, including expanding its
fleet of articulated buses for high-volume routes.
NYC Transits long term fleet strategy will continue normal replacement based on a 12 -year useful life for buses. At
the completion of the 2010-2014 Capital Program, however, the bus fleet will still contain more than 400 buses that
have exceeded their useful lives and are due for replacement. All of these buses will be replaced in the 2015-2019
Capital Program. Maintaining a normal cycle of bus replacement is critical for service reliability and the ongoing
infusion of new technologies. It also allows for improved environmental standards.
Through preceding capital programs, NYC Transit has worked to make its bus fleet the cleanest major fleet in the
world and has introduced many emissions-reducing technologies. The entire bus fleet is now composed of either
clean diesel, hybrid diesel-electric, or compressed natural gas (CNG) fueled buses. With new regulation in place and
new higher standards expected, manufacturers are standardizing into their fleets the emission reduction
improvements that NYC Transit pioneered, promising greater availability and lower costs. Additionally, the fleet is
fully air conditioned and accessible to the disabled.
This program also includes investment in buses to continue the implementation of Select Bus Service (SBS) on
additional routes in partnership with the New York City Department of Transportation (NYCDOT). SBS combines bus
technology with street improvements to provide faster and more reliable service on high-volume routes.
With purchases and retirements through the 2010-2014 Capital Program, 657 paratransit vans remain in service
along with a fleet of sedans used in MTAs Access-a-Ride program to meet obligations under the Americans with
Disabilities Act (ADA). The 2010-2014 Capital Program introduced a shift in the investment strategy for paratransit
vehicles, purchasing wheel-chair accessible vehicles with a lower unit cost than traditional lift-equipped vans. This
success has prompted a further change in procurement strategy for paratransit vehicles in the 2015 -2019 Capital
Program. During the 2015-2019 Capital Program period, replacement of paratransit vehicles will be covered under
the operating budget, with the capital program funding enhancements including purchase of Automatic Vehicle
Location and Monitoring System equipment.

The proposed 2015-2019 Capital Program includes $1.020 billion in this category. A total of 1,391 new buses will
be ordered, which includes 1,041 standard buses, 300 articulated buses, and 50 express buses. To maintain a
diverse fleet, 248 buses will be CNG-fueled and 75 buses will utilize hybrid diesel-electric technology.
60

Passenger Stations
Category T-704
NYC Transits 469 passenger stations are used by millions of customers each day. At 16 million square feet, the
total floor space contained within stations is greater than the commercial off ice space in many U.S. cities. The
system has 278 underground stations, 142 on elevated structures, and 49 on viaduct, embankment, or open-cut
structures. Almost all the stations reached their current configuration before 1940.
NYC Transit adopted a new strategy for capital investments in stations in the 2010-2014 Capital Program, repairing
deficient components at many stations system-wide in lieu of more comprehensive projects at a limited number of
locations. The station component repair program emphasizes projects targeted to specific station elements such as
stairs, platforms, mezzanine components, windscreens, and canopies. As an example of the success that has been
achieved to date, the 2012 condition survey shows a 37 percent reduction in the number o f components rated 3.5
or worse, as compared to the 2007 survey, assuming the completion of all programmed 2010-2014 work. In fact,
the strategy addressed over 1,000 of the worst structural components at over 100 passenger stations, making
critical repairs at a vastly larger number of stations in a shorter time period than would have been possible under
the previous investment strategy. At locations where there are high concentrations of defects, broader station
renewal projects continue to be effective. This strategy will eliminate all defects in a shorter timeframe and at a
lower cost than relying on full rehabilitations.
As part of the long-range investment program to provide station accessibility under ADA, NYC Transit is on schedule
to complete full accessibility at 100 Key Stations by 2020, plus full or partial accessibility improvements at several
other non-Key Stations. Additionally, all station renewal projects include accessibility enhancements such as
compliant platform edge warning strips and Braille signage.
NYC Transit is working to implement the next generation of fare payment equipment, continuing efforts that began in
the 2010-2014 Capital Program. The new fare payment system will involve contactless tap and go technology, and
promises to transform travel in the region much like the MetroCard did when first implemented.

NYC Transit proposes $2.781 billion for station renewal and component work, accessibility investments, station
structural reconfiguration, and improvements in fare collection, signage, escalators, and elevators.
Station Renewal and Component Investments - $975 million
The proposed 2015-2019 Capital Program includes $408 million in station renewals and $567 million in
component repairs. The planned work represents the diversification in NYC Transits station investment strategy.
Twenty stations will receive renewal work over the course of the program, which will bring the stations into good
repair. Beyond renewals, separate campaigns are planned to address backlogged repair of ventilators, platform
edges, station stairs, and other components at over 150 locations, which will bring those specific elements into
good repair.
This proposal reflects anticipated programmatic savings of an average of 15 percent among select station
component projects (see Table 6). Savings are expected as a result of enhanced coordination of work among station
projects and with other types of projects on the same lines. For example, contract and project oversight costs may
be reduced by creating contracts that bundle platform work with other component work at the same station(s). Track
access costs may be reduced by scheduling or awarding platform work together with other non-stations projects
along the right-of-way.
61
Accessibility for the Disabled - $740 million

NYC Transit is on pace to make 100 stations fully accessible in accordance with ADA standards by 2020. With
investments made through the end of the 2010-2014 Capital Program, full ADA accessibility at 89 Key Stations will
be complete or in progress. The proposed 2015-2019 Capital Program includes ADA investments at the final 11 Key
Stations. These are: Times Square-42nd St./Shuttle and Chambers St./Nassau in Manhattan; Bedford Park
Blvd./Concourse and Gun Hill Rd./Dyre in the Bronx; Astoria Blvd./Astoria in Queens; and Bedford Ave./Canarsie,
59th St./4th Ave., 86th St./4th Ave., Eastern Pkwy.-Brooklyn Museum/Eastern Pkwy., Greenpoint Ave./Crosstown, and
Canarsie-Rockaway Pkwy./Canarsie in Brooklyn. In addition, $176 million of ADA improvements are planned at nonKey Stations including 1 st Ave./Canarsie, Court Square/Crosstown, Woodhaven Blvd/Jamaica, the 149th St.-Grand
Concourse complex, and the Livonia Ave.-Junius St. Complex.
Station Structural Reconfiguration - $192 million
NYC Transit proposes $30 million in access improvements at the Times Square-42nd Street Shuttle station (in
concert with the ADA accessibility improvements to be made there). The project will not only make the entire Times
Square complex fully accessible, but will revamp the Shuttles appearance and operations and improve customer
circulation. The proposed 2015-2019 Capital Program also provides $75 million for the next phase of access
improvements at Grand Central-42nd Street associated with the proposed development of the MTA Madison Avenue
property. Mezzanine work at 8 th Avenue/Sea Beach including the reopening of a second entrance, and new street
stairs at Bedford Avenue and 1st Avenue/Canarsie are also included in the program. In addition, funds are included
to plan, design and construct a new passenger connection between the Canarsie line at Livonia Ave. station and the
New Lots line at Junius St. station in coordination with an ADA project at this location.
Fare Collection - $425 million
NYC Transit will continue the implementation of the next generation of fare payment equipment, including the use of
contactless tap and go technology. This new approach offers many benefits to the MTA and our customers,
including reducing labor and cash handling expenses, increasing bus speeds by shortening the boarding process,
supporting intermodal fare payments options, and improving customer service.
Other Station Improvements - $449 million
The program includes replacement of 32 escalators and 42 elevators, completion of the reconstruction of the
Cortlandt Street station on the Broadway/7 th Avenue line and other World Trade Center recovery work, and other
station improvements. $333 million is allocated for elevator and escalator replacements. Elevator work reflects the
growing need for normal replacement investment in units initially installed for the purpose of wheelchair access.
The proposal reflects anticipated programmatic savings of an average of 15 percent among select escalators and
elevators (see Table 6). Savings are expected in elevator and escalator replacement projects from performing
component rather than full replacement of existing units. Lifecycle extension strategies will be pursued to craft
investments that address the most critical components and the units most in need of repair.
Contract costs and initial funding for support activities for the Cortlandt Street station reconstruction were funded in
the 2010-2014 Capital Program. $48 million for the balance of the support work is included in the proposed 20152019 Capital Program. Also included is $30 million to complete transportation infrastructure work along the Church
Street corridor in Lower Manhattan. Both initiatives are being coordinated with redevelopment work at the World
Trade Center site. Other proposed work includes replacement of station signage and railings at select locations
throughout the system and the next update of the station condition survey.
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Track
Category T-705
The NYC Transit rail network consists of 637 miles of mainline track and 1,764 switches. Including switch length,
the total system length is 664 miles. Mainline track has been in good repair since 1991 and mainline switches since
1997. To maintain that condition, NYC Transit has a regular program of normal replacement. The useful life of track
and switches varies considerably from 25 to 65 years depending on factors such as traffic, track type, geometry,
and exposure to weather. Generally, the useful life of track is significantly lower on grades or sharply curved sections
of track than it is on tangent track.
The importance of track and switches to safe train operations is difficult to understate. NYC Transit track is traversed
every weekday by hundreds of trains carrying the subways over five million daily passengers. This heavy usage
causes daily wear of the track, which is countered by frequent inspection and maintenance. NYC Transit uses
multiple levels of inspection. All mainline tracks are inspected visually by track walkers twice weekly. Mainline
switches are inspected, tested, and maintained by two-member teams monthly. All aspects of track geometry are
measured and recorded four times a year. Rails are scanned for internal defects using either a Sperry rail car or
Track Geometry Car at least three times per year. In addition, to support the capital replacement program, all track
sections are surveyed every four years by an engineering team that estimates the number of years of useful life
remaining for the section. The mainline track and switch investment strategy is based on the most recent track and
switch condition surveys.

The proposed 2015-2019 Capital Program includes $1.845 billion for normal replacement of 51 miles of mainline
track and 127 mainline switches. The work includes the replacement of concreted subway track and prefabricated
panel track on elevated and open-cut/at-grade structures. Additionally, as part of the mainline track program,
traditional bolted rail will be replaced with continuously welded rail at critical locations to prevent the occur rence of
broken rails. The proposed 2015-2019 Capital Program includes funding for 21 miles of CWR. Cost-saving
strategies, such as the Scheduled Component Replacement program and solid-cast polymer tie blocks, will also
continue to be applied where appropriate. These investments will ensure that NYC Transit track and switches remain
in good repair.
Also included is $175 million for the track force account. The track force account is a series of annual projects
funded by dedicated New York City funds for enhancement of the track.
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Line Equipment
Category T-706
The subway contains a diversity of electrical and mechanical equipment and support infrastructure along the rightof-way, including 435 track miles of tunnel lighting, 199 ventilation (fan) plants, 233 pump rooms, and deep wells at
four locations.
Lighting in subway tunnels enhances safety and aids rescue workers in emergencies. All NYC Transit subway tunnels
have lighting, but many rely on incandescent light systems put in when the tunnels were built. Modern systems
feature compact fluorescent lamps on both sides of trackways; redundant power sources assure they will function
during emergencies. Also, they provide more ambient light than old systems and are more reliable and energyefficient.
Fan plants enhance passenger safety by directing heat and fumes away from passengers and providing sufficient
ventilation to enable safe evacuations. Much of NYC Transits system lacks fans meeting contemporary standards.
Most existing fans are undersized and unable to attain the critical velocity of air required of new subway systems.
Also, many tunnel segments were originally built without fans.
Currently, 60 percent of identified high priority tunnel segments meet new ventilation standards. New or expanded
fan plants will be built at the highest priority locations. Work includes building a large enclosure, and installing multidirectional turbine-type fans, mechanical damper systems along the right-of-way, and control systems for remote
operation. Additional smaller-scale investments ensure the continued operability of existing fan plants, such as
replacement of control systems.
Pumps remove water that collects in tunnels from seepage, storm runoff, and water main breaks. Pump rooms serve
all subway tunnels and under-river tubes; 89 percent of pumps are in a state of good repair. A pump room typically
has two small pumps for regular use and one large pump on standby for flooding situations. Pump room projects
may include substantial drain and discharge line repair and structural, electrical and control work, as well as
replacing the pumps and motors. NYC Transit also has deep wells in areas with high water tables to extract
groundwater and lower the water table below the subway structure, reducing infiltratio n and protecting its integrity.
Proposed 2015-2019 Capital Program - $377 million

NYC Transit proposes $377 million for line equipment investments, including:
Tunnel lighting on various lines.
Two fan plants on the Lexington and 6 th Avenue lines, one new to protect an area that currently has no
plants and one to replace an existing undersized unit.
Replacement of fan components at various locations.
Rehabilitation of various pump rooms.
This proposal reflects anticipated programmatic savings of an average of 15 percent among select ventilation facility
projects (see Table 6). Savings are expected from coordination of component work with collocated projects,
synergies with private development for new fan plants, and use of new construction technologies.
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Line Structures
Category T-707
NYC Transits network has 230 miles of line structures, including 138 miles of subway, 70 miles of elevated
structures and viaducts, and 22 miles of at-grade alignments. All line structures require periodic investment to
preserve their integrity against water damage, corrosion, and normal wear-and-tear. Subway tunnels also feature
543 emergency exits, which require similar investment.
All types of line structures (subway, elevated, viaduct and at-grade alignments) are primarily threatened by water
infiltration and/or corrosion. In addition, vibration and exposure to salt water (viaduct by the ocean) reduce the
useful life of line structures. Rehabilitation of structures generally entails waterproofing, grouting, replacing corroded
steel, replacing spalled concrete, and reconstructing drains.
Component Work
Beginning with the 2015-2019 Capital Program, NYC Transit will introduce a component repair program, similar to
the process developed for stations, to address defects for both elevated and subway line structures. In the subway,
areas on the right-of-way with concentrations of high-priority defects are targeted for investment. This component
approach will allow NYC Transit to address the most critical defects faster and more efficiently than under the
previous strategy, which was based on larger line segment rehabilitations. On elevated structures, component
repairs will be closely coordinated with planned painting projects to take advantage of project execution efficiencies
and prolong the useful life of the structure. In selected cases, more comprehensive projects may be required to
address structures with unique physical characteristics.
Structural Painting
Steel elevated structures require regular painting to protect against corrosion, extend the life of the structure, and
improve neighborhood aesthetics. Overcoat projects entail scraping loose paint and applying paint on top of the
existing paint layers. The debris from old coatings is collected and disposed of properly.

NYC Transit proposes $927 million for component repairs, painting, line structure rehabilitation, and other
enhancements, including:
Rehabilitation of an underground tunnel on the 4 th Avenue line.
Component repairs to correct structural defects on 12 underground tunnels and six elevated structures
throughout the system.
Rehabilitation of a viaduct structure and bridge on the Myrtle line.
Overcoat painting of elevated structures on the Dyre, Jamaica, Jerome, Flushing, and Myrtle lines as well as
the leads to East New York Yard.
Repairs to elevated structure on the White Plains Road and Rockaway lines, as well as retaining wall and
overpass repairs at Livonia Yard.
Rehabilitation of emergency exits at various locations throughout the subway system.
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Category T-708
NYC Transits signals and communications systems include 730 track miles of mainline signal equipment, an
automatic train supervision (ATS) system on the A Division, a rail control center (RCC), a carrier-grade
communications network, subway and bus radio systems, and in-station communications applications such as
intercoms and public address.
Signals
Signals ensure the safe and efficient movement of trains. There are 245 track miles of signals on the A Division and
485 miles on the B Division. Currently, 74 percent of the signal system is within its 50-year useful life, and the
balance is in need of modernization. The signal system is made up of two major elements: interlockings, or a set of
switches that are coordinated and controlled from a remote location, and the automatic signals between the
interlockings. Most of the NYC Transit system relies on conventional fixed block signal systems, but the agency is
beginning to transition to communications-based train control (CBTC) signals a technology that allows the agency
to run more trains per hour, improve safety, provide timely information to passengers, and reduce maintenance
costs. Installation of CBTC entails the modernization of each interlocking along a line, a subsequent overlay of
CBTC wayside equipment, and the outfitting of railcars with CBTC equipment.
In addition to signals, the other primary NYC Transit signal assets include ATS and the RCC. With continued
investment, NYC Transits signals have become increasingly automated. Train control has moved from local towers
to master towers and now to the RCC, a state-of-the-art facility. The ATS overlay technology provides the critical
information on train movements to enable centralized control and provides real-time train arrival information to
customers.
Communications
To meet the communication needs of a transit system serving an average of 7.7 million passengers each weekday,
NYC Transit has an extensive carrier-grade communications network. The network is supported by 472 miles of fiber
optic cable, extensive copper telephone cable installations, eight major PBX sites, wireless radio systems for use in
the subways by NYC Transit and the New York City Police and Fire Departments, 190 miles of subway antenna cable,
and one or more communications rooms located in every station. Collectively, these assets are critical to providing
service, responding to emergencies, enabling state-of-the-art customer communications, as well as administrative
operations. Communication assets also include in-station applications such as public address / customer
information signs (PA/CIS), closed-circuit television (CCTV) systems, and Help Points (customer intercom devices).
NYC Transits main fiber optic network, known as SONET/ATM, is scheduled to receive upgrades of selected
equipment in the 2015-2019 program to extend the life of the network. Various infrastructure investments will also
be required to support the continued functionality of NYC Transits communication systems, including the
replacement of communication cables (i.e., fiber optic, antenna, and copper cables), telephone infra structure, and
radio equipment.
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Ongoing communications projects are poised to dramatically enhance the NYC Transit customer experience. One
major initiative is the roll-out of Help Points throughout the system. Help Points are highly visible intercom kiosks
that enable customers to speak directly with a NYCT customer service agent for customer information and
emergency assistance. Another key initiative is the Integrated Service and Information Management B Division
(ISIM-B) project, which will enable real-time train arrival information to be provided to NYC Transit customers and
personnel throughout the system.

NYC Transit proposes $2.152 billion for mainline signal modernization investments and $614 million for
communication system improvements, for a total of $2.766 billion.
Signal Modernization
The proposed 2015-2019 signals program will modernize 73.2 track miles of signals by implementing CBTC on the
8th Avenue and Culver lines and completing phase two of CBTC on the Queens Blvd. line (the first phase was funded
in the 2010-2014 Capital Program and covered the furnishing of both carborne and wayside equipment).
Additionally, automatic signals on the Fulton and Crosstown lines will be upgraded to extend their useful lives. Also
planned are several system-wide signal improvement projects, such as control line modifications and speed
enforcement system replacements.
Six B Division interlockings are proposed for modernization, including two on the 8th Avenue line, three on the Culver
line, and one on the Queens Boulevard line. These projects will improve the quality, reliability, and safety of subway
service in addition to preparing lines for the roll-out of CBTC.
This proposal reflects anticipated programmatic savings of an average of 8 percent among select interlocking and
CBTC projects (see Table 6). Savings are expected from coordinating interlocking and CBTC projects on the same
line, alternative procurement strategies including separate contracts for furnishing and installation of equipment,
and use of new construction technologies.
Communications Systems
The proposed 2015-2019 communications program will install Help Points at 244 stations, thus completing the
rollout of these kiosks to all stations system-wide. The program will also continue the rollout of ISIM-B, which will
enable NYC Transit to provide real-time train arrival information on the B Division.
Additionally, NYC Transit will continue to upgrade the SONET/ATM network and replace key communications
infrastructure including copper cables, fiber optic cables, antenna cables, and PBX switches. Improvements are also
proposed to communication rooms, which protect and consolidate communications equipment. The proposed
program also includes the replacement of the UHF T-Band radio system, in compliance with an FCC mandate to
vacate the currently-used portion of spectrum. Other investments include the replacement of PA/CIS electronic
equipment on the Canarsie line. Lastly, investments are proposed to pilot and begin the rollout of Track Intrusion
Detection and Platform Safety Technology to reduce the occurrence of passenger injury from intrusion onto the rightof-way.
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Traction Power
Category T-709
NYC Transit consumes nearly 2.2 billion kilowatt-hours of electricity annually, including 1.7 billion kilowatt-hours for
train propulsion. The energy is supplied by the local electric utility but is delivered to the subway third rail via NYC
Transit substations and power distribution infrastructure.
NYC Transit operates 220 substations, located throughout the subway system. Substations receive high-voltage
alternating-current (AC) power from the external electric utility grid and convert it to 600-volt direct current (DC)
power for use in train propulsion. To accomplish this conversion, each substation includes one or more transformers
to reduce voltage, rectifiers to convert from AC to DC, and switchgear to control the connection to the external
power. Power is then transmitted to the third rail by means of the power distribution system, which includes positive
and negative cables and circuit breaker houses (CBHs). CBHs are small trackside enclosures, which feed power to
the third rail and include remotely-actuated circuit breakers to disconnect power when necessary. There are
currently 304 CBHs in service throughout the subway system.
For emergency removal of power from the wayside, alarm units and telephones are placed thro ughout the NYC
Transit system. These Emergency Alarm Units (EAUs) allow NYC Transit personnel to shut off third rail power to a
section of track, and also include telephones for emergency communication. There is a total of 2,647 EAUs systemwide.
The power network has received periodic reinvestment for modernization since the 1950s. In prior capital programs,
some substations received comprehensive modernizations, including replacement of all antiquated equipment and
rehabilitation of the substation enclosure. Many other substations, however, only received component-based
investment to replace selected equipment (particularly obsolete rectifiers). Component replacement at various
substations will continue, focusing on components like high tension switchgear and roofs and enclosures. Select
substations will undergo more comprehensive renewals, which will replace multiple components that are not in good
repair.
On lines that will be upgraded with CBTC, additional power is often required to support the higher train throughput
enabled by the modernized signals. Providing this power may require system improvements, such as new
substations and enhancements to other power infrastructure. These improvements will ensure that the full customer
benefits of CBTC can be achieved - specifically, more frequent train service - and will also allow for improved
reliability.

NYC Transit proposes $435 million for normal replacement and state of good repair investments in traction power,
including:
Rehabilitation of three substations and four substation enclosures.
Replacement of frequency converters and switchgear at various locations.
Rehabilitation of six circuit breaker houses and various circuit breaker house enclosures.
Replacement of negative cables on the 4th Avenue line and rehabilitation of ducts on the 6th Avenue line.
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Supervisory system improvements, including upgrades to the SCADA system and the replacement of control
and battery cables at various substation control zones.
NYC Transit also proposes $337 million in power system improvements to support high throughput on CBTC lines,
including:
Five new substations, including three on the Canarsie line and two on the 8th Avenue line.
Supplemental negative cables and low-resistance contact rail.
These proposals reflect anticipated programmatic savings of an average of 10 percent among select substation
projects and an average of 15 percent among select circuit breaker house projects (see Table 6). Savings are
expected through enhanced coordination of collocated projects, alternative procurement strategies including designbuild, and further use of the component repair approach.
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Shops and Yards
Category T-710
Shops are critical to ensure the proper condition, integrity, and safety of the NYC Transit railcar fleet and
infrastructure. Modernized shops are especially important for the Scheduled Maintenance System and work on hightech railcars entering the fleet. NYC Transit has a large number of shops to support the system, including two railcar
overhaul shops, 14 railcar maintenance shops, and 26 Maintenance of Way (MOW) support shops. Shops include a
variety of heavy equipment and specialized facilities.
The major overhaul and maintenance shops are used for the inspection, repair, and overhaul of railcars. The
specialty support shops, which include track, signal, infrastructure, and electrical facilities, allow NYC Transit to
repair and maintain specific, non-fleet assets by performing a wide variety of functions, including ironwork, signal
maintenance, power cable maintenance, and track fabrication. Approximately 46 percent of shop components are in
good repair.
The proposed 2015-2019 Capital Program will introduce a component repair strategy at shops that targets deficient
components such as structural elements, heating/ventilation, lighting, and electrical systems. Larger-scale projects
will continue to occur at select facilities with numerous deficiencies.
The NYC Transit system also contains 24 yards used for the storage of railcars and work t rains. NYC Transits yard
facilities include 118 miles of yard track (including track occupied by switches), 895 yard switches, signal systems,
perimeter fencing, and yard lighting. With investments through 2014, 93 percent of yard track and 94 percent of
yard switches are in good repair. The most backlogged element of yards is their lighting; nearly 37 percent of yards
have lighting that is in poor condition and does not meet current standards.

NYC Transits proposed 2015-2019 Capital Program includes $260 million for repairs at various shops and facilities.
Of this, $133 million is for component repair projects at nine shops to address deficient components such as HVAC
systems, roofs, and structural elements. Additionally, $76 million is proposed to fund the first phase of rehabilitation
at Livonia Maintenance Shop, which exhibits a high concentration of defects and is ill-configured for current industry
practices. The remaining investments in shops include upgrades at two MOW facilities, replacement of heavy shop
equipment, and structural repairs to the over 100 year old foundation at East 180 th Street Maintenance Facility.
This proposal reflects anticipated programmatic savings of an average of 15 percent among select shop component
projects (see Table 6). Savings are expected from several sources, including enhanced coordination of component
projects with other yard track and signal projects to reduce overhead and costs related to service disruptions,
creative contracting to combine similar component work across multiple depots, and greater use of life -extension
techniques as opposed to complete replacement for various shop equipment.
NYC Transit also proposes $93 million in yard investments in the 2015-2019 Capital Program. The proposed
program will invest $29 million in yard track and switches, replacing 1.2 miles of yard track and 20 yard switches.
Additionally, $28 million is proposed for yard lighting improvements at 207 th Street Yard and design and sitepreparation for yard lighting at Coney Island Yard Complex in coordination with Sandy repairs. Yard security is
another area of investment, with $33 million proposed to replace and/or upgrade fencing at two locations and
install closed circuit television systems at various yards. NYC Transit also proposes $2 million for component repairs
at car cleaning facilities at various yards.
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Depots
Category T-712
NYC Transit currently operates 21 depots and two major base shops located throughout New York City to support
more than 4,400 buses. Depots collect revenue from buses, clean and fuel buses in preparation for service, perform
routine maintenance and light repairs, and store buses when not in operation. Two depots, West Farms in the Bro nx
and Jackie Gleason in Brooklyn, are equipped to service buses that run on compressed natural gas and other depots
have been modified to house articulated buses, which are a growing portion of the fleet. Base shops provide an
extension to the maintenance capabilities of depots and perform scheduled bus overhaul/service, remanufacture
components, and address other major repairs. Approximately 81 percent of bus depot and base shop components
are in good repair.
The proposed 2015-2019 Capital Program will introduce a component repair strategy at depots and base shops that
will address specific deficient components such as roofs, heating/ventilation systems and lighting. In parallel, NYC
Transit will also continue to pursue depot reconstruction to accommodate recent and projected bus fleet growth.
In partnership with the NYC Department of Transportation, NYC Transit launched Select Bus Service (SBS) in 2008.
NYC Transit has successfully implemented SBS on eight routes, improving bus speeds by approximately 20 percent
and spurring ridership growth. Such improvements are made possible by the use of fewer stops, off-board fare
payment, high-capacity articulated buses with boarding at all three doors, dedicated bus lanes, traffic signal priority,
and distinctive branding.

A total of $171 million is proposed for depot and base shop component repairs. The component repair program will
address deficient components such as HVAC systems, boilers, and roofs at six depots and one base shop as well as
modifications at East New York and Grand Avenue Depots to accommodate articulated buses. Also proposed is
$298 million to reconstruct the Jamaica Bus Depot. The project will address numerous functional deficiencies at the
current depot, built in 1939, such as poor layout, inadequate work areas, and insufficient capacity. The project will
help NYC Transit to reduce its reliance on outdoor street parking for buses, improving neighborhood conditions for
nearby residents.
Additional investments of $113 million are planned for projects beyond depot reconstruction and component
repairs. Projects include the replacement of bus washers, bus lifts, and depot equipment along with upgrades to
elevators, storage tanks, and paint booths. Funding is also provided in the program for the expansion of SBS in
continued partnership with the NYC Department of Transportation.
This proposal reflects anticipated savings of an average of 10 percent among select depot component,
reconstruction, and equipment projects (see Table 6). Savings are expected from a possible design-build contract
and creative phasing plan for the replacement of Jamaica Depot, contracting efficiencies from the coordination of
component repairs across multiple depots, and greater use of life-extension techniques rather than full replacement
for select components and equipment.
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Service Vehicles
Category T-713
NYC Transit owns and operates specialized fleets of non-revenue rubber-tire vehicles and work trains. Work trains
are used system-wide and are the backbone of NYC Transits right-of-way maintenance program. These vehicles
support major construction (capital) and maintenance (operating) work, help to repair assets, and perform other
critical services vital to supporting the successful and efficient operations.
The rubber-tire fleet consist of a total of approximately 640 specialized vehicles which are replaced through the
capital program. Vehicles include armored trucks, tow trucks, mobile station washer trucks, and other miscellaneous
vehicles. NYC Transits approximately 496 work trains include diesel locomotives, refuse cars, hopper cars, snow
throwers, flat cars, track geometry cars, and other vehicles. Locomotives transport non-propulsion work cars for
various track, signal, and electrical projects. It is essential that service vehicles be maintained at a high level of
reliability and availability. Delays or cancellations in the services provided by these vehicles may result in significant
customer impacts, project delays, and operational inefficiencies.

The proposed 2015-2019 Capital Program includes $222 million to purchase new work trains and new non-revenue
rubber tire vehicles.
$174 million is allocated for various work trains. More than half of this funding, $102 million, is to replace
locomotives that have reached the end of their useful lives. The balance is to replace or upgrade specialized work
train cars, including signal supply cars, refuse flat cars, and crane cars.
$49 million is allocated for the purchase of 294 non-revenue rubber-tire vehicles to replace vehicles at the end of
their useful lives.
This proposal reflects anticipated savings of an average of 15 percent among select work train and rubber tire
vehicle projects (see Table 6). Savings are expected through alternative contracting strategies to encourage more
competition among bidders and the use of standardized design specifications.
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Miscellaneous
Category T-716
This category includes various investments to support the work of the capital program, such as insurance,
engineering services, and environmental remediation. This category also includes investments in management
information systems, passenger security, and administrative and employee facilities.

The proposed 2015-2019 Capital Program includes $860 million for miscellaneous investments. The program
support components included in this category are in scale with previous capital programs. This investment includes
insurance, engineering services, scope development, and the MTA independent engineer to support miscellaneous
technical needs of the program. Among the engineering work is a study of the extension of the Eastern Parkway line
to provide service on the 3 and 4 lines along Utica Avenue in Brooklyn. The study will be coordinated with the City of
New York and may examine extension options, supporting land use changes, and financing strategies. The 20152019 Capital Plan includes funds to undertake critical station improvements at key locations such as Broadway
Junction, Flushing Main Street, Vernon-Jackson Avenues, 86 th Street Lexington Avenue, Sutphin/Archer/JFK, 149th
Street-Grand Concourse, Jamaica Center Parsons/Archer, Marcy Avenue, Union Street and Fordham Road. These
projects will seek to address station access, crowding, and other station issues and support the economic
development and affordable housing strategy of the City of New York. Activities will include but are not limited to
studies, planning, design and construction. In addition, $29 million is allocated for the administration of the Small
Business Development Program, designed to provide a supportive framework for eligible firms to develo p and grow
within the construction industry and to establish stable, long-term business relationships with the MTA.
Other investments include improvements and repairs at assorted facilities including the consolidated revenue
facility, Livingston Plaza, the Rail Control Center, Power Control Center, and many employee facility rooms located
within passenger stations. Also, Police District Office #4 at 14 th Street-Union Square will be rehabilitated. An
additional $20 million is proposed for other passenger security measures. Various management information system
projects are also proposed, such as data storage and server enhancements at 2 Broadway and an MTA-wide
initiative for Enterprise Asset Management. NYC Transit will address various environmental and safe ty needs, such
as asbestos monitoring and removal, fire alarm system replacement at various facilities, and environmental soil
remediation.
This proposal reflects anticipated savings of an average of 10 percent among select employee facility projects (see
Table 6). Savings are expected through greater use of component repairs and coordination with other co-located
projects.
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SIR
Category S-707
Staten Island Railway was created in 1971 when the City of New York purchased the railroad from the Baltimore and
Ohio Railroad Company. SIR serves over 15,000 daily riders and includes 64 railcars, 29 miles of mainline track,
five track miles of yard track, 54 mainline switches, 20 yard switches, three support and maintenance shops, 29
bridge structures, and 6 power substations. SIR offers 24-hour service on a single line consisting of 21 stations from
Tottenville at the southern end of the island to St. George Terminal in the north. (The count of stations reflects the
consolidation of Atlantic and Nassau stations into the new Arthur Kill Station, now being constructed in the 20102014 Capital Program). Today, a number of SIR assets need investment to reach a state of good repair, including
the lines railcars, stations, and portions of mainline track.

The proposed 2015-2019 Capital Program budgets $386 million for SIR, including significant investments in railcars
and the power system. SIRs R44 railcar fleet, which has reached the end of its useful life, is proposed for
replacement. To provide improved and reliable traction power for the new fleet, three new power substations will be
constructed to increase the power supply on the line. Additionally, following a successful pilot, a capital project to
support the rollout of customer information signs that will provide real-time train arrival information at all stations is
included in the proposed program. Other SIR work includes mainline track replacement, radio system enhancement,
and component repairs at various stations.
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MTA Capital Program

2015-2019
Asset Base Long Island Rail Road

Table 7
Selected Long Island Rail Road Assets
Category
Assets
Rolling Stock
1,006
Electric Cars
45
Locomotives
134
Bi-Level Coaches
Passenger Stations
124
Stations
Track
515
Miles of Mainline Track
537
Mainline Switches
162
Overhead Bridges
478
Undergrade Bridges
440
Track Miles of Mainline Signal Equipment
Power
108
Substations
328
Track Miles of Third Rail Power
Line Structures
Shops and Yards
76
25
Shops and Yards
Overview Long Island Rail Road

The Long Island Rail Road is one of the largest and busiest commuter railroads in North America, carrying 85.9
million passengers in 2014. LIRR infrastructure includes 515 miles of main line track, 295 at-grade-crossings and
124 stations on 11 branch lines. On an average weekday, the LIRR carries 298,000 passengers on 740 trains.
Continued capital investment over the past three decades through five-year programs has allowed the LIRR to
address deferred maintenance across the LIRR system. Asset inventory databases allow for the tracking and
classification of all critical components and form the basis for developing the normal replacement portion of the
LIRRs proposed 2015-2019 Capital Program. In addition to these investments - which maintain LIRRs ability to
reliably run the current level of service, protecting the legacy of the oldest commuter railroad in the country - a
significant portion of the 2015-2019 program is focused on service improvements which will maximize the benefits
associated with new LIRR service into Grand Central Terminal (GCT) via the East Side Access project .

The MTA LIRRs proposed 2015-2019 Capital Program demonstrates the agencys ongoing commitment to
maintaining and enhancing mobility, economic health, and quality of life in the region. The proposed 2015-2019
Capital Program includes investments of $2.835 billion over the course of the program (Table 8). These investments
work towards preserving LIRR assets through funding of its most essential components - rolling stock, stations,
track, communications/signals, power, and shops and yards, along with continued investment in bridges/viaducts.
In addition, system improvements identified within the Stations, Parking, Track, Shops & Yards, and Power
categories will improve customer service and position the LIRR to serve new markets and more fully realize the
benefits of service to two Manhattan Terminals Penn Station and Grand Central Terminal. Finally, funds are
allocated to provide for miscellaneous program costs to support these activities. LIRR has proposed funds in support
of the MTA-wide Small Business Development Program, including its share of the cost to administer the program
and $68 million in anticipated mentoring scope within its program to help meet the MTA mentoring goals .
Table 8 details the proposed 2015-2019 Capital Program by asset category and percentage of overall program.
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Table 8
Long Island Rail Road Proposed 2015 -2019 Capital Program by Category ($ in millions)
Proposed
2015-2019
Percent
$500
18%
Stations
296
10%
Track
860
30%
Line Structures
164
6%
Communications and Signals
390
14%
Shops and Yards
211
7%
Power
250
9%
Miscellaneous
165
6%
$2,835
100%
Category
Rolling Stock
Total
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Program Evolution
This plan for Long Island Rail Road totals $2.835 billion, which is a reduction of $285 million compared to the
previous LIRR 20152019 capital plan proposal that was submitted in September 2014. This $285 million
The revised plan assumes savings to be realized by pursuing more efficient design and construction opportunities in
project delivery. These savings are expected to be generated via the following efficiencies:
Undertaking intensive coordination of track outages to facilitate multiple projects on the same branch /
branch segment and maximizing the use of piggy backing for the same track outage. This works to
minimize service disruptions and associated substitute busing costs, while also reducing agency support
costs.
Implement mid-day station closures (where feasible) to increase efficiency of station, track and signal
construction
Table 9 below presents the elements in which these savings are assumed. Projects in these elements that are
expected to realize savings via efficiencies are starred (**) in the blue pages listing of projects. The budgets of
those projects which have been starred have been reduced to reflect the agencys best estimate at the t ime of this
plan resubmission. LIRR will work to meet these reductions by incorporating efficiency strategies as the project
progresses.
Table 9
Long Island Rail Road Capital Program Savings Due to Program Efficiencies ($ in millions)
Category
L702
Type of Project
Stations
L705
Communications
and Signals
Total
% Red.
12%
8%
Assumed
Savings Likely Efficiencies
$35 Undertake intensive coordination of track outages amongst
multiple capital projects to maximize piggy backing
opportunities, along with mid-day station closures for
construction (where feasible); Leverage contributions from
municipalities and private development towards
construction of new LIRR stations.
32 Undertake intensive coordination of track outages amongst
multiple capital projects to maximize piggy backing
opportunities, along with mid-day station closures for
construction (where feasible).
$67
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Revised Estimates
scope development and design process, resulting in better cost estimate information upon which to establish project
budgets. This is particularly true for projects in the Bridges element.
Priority Changes
LIRR has been undertaking a review of all projects in the plan, to reflect new information since the September 2014
submission for the 2015 2019 time period. This includes a review of ongoing normal replacement / state of good
repair programs as well as large investment efforts which span multiple capital programs to identify efforts which
could be better progressed following the 2015 2019 Program without impact on operations or maintenance and
inspection programs. In addition, needs addressed in this plan reflect the most up-to-date field condition data. This
is particularly true for projects in the Track Asset Category. Finally, the LIRR has re-examined the anticipated power
substation investments, adjusting the balance of work between substations identified for full replacement and those
substations which would be part of the substation component program
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Major Investments
Primary elements of this proposed program include investments to maintain core infrastructure and smart
investments that will enhance mobility, customer satisfaction, safety, and security.
Core Infrastructure
The Long Island Rail Road continues the progress made since the inception of the first Capital Program in 1982,
with significant infrastructure investments in the proposed 2015-2019 Capital Program. Investments to maintain
the core infrastructure account for 67 percent of the proposed 2015-2019 Capital Program, across all asset
categories. This intensive level of investment assures that system components are replaced at the end of their
useful life, avoiding the service disruptions and added maintenance expenses that occur when components
unexpectedly fail. All LIRR asset categories, with the exception of Bridges and Viaducts, are currently under a normal
replacement cycle. Maintaining this classification is the goal of projects identified in the Stations, Track,
Communications and Signals, Shops and Yards, and Power investment categories. Key projects include:
Replacing platforms and associated station components at three stations: Babylon, Nostrand Avenue and
Hunterspoint Avenue.
Upgrading the LIRR signal network by installing bi-directional Automatic Speed Control (ASC) using cab
signaling in segments where it does not currently exist, including Dark Territory, and a more robust signal
normal replacement program, which targets aging and deteriorated signal system components.
Continuing multiple infrastructure improvement programs such as the Annual Track Program and the
continued upgrade and build out of the Fiber Optic Network.
Undertaking an expanded program of bridge painting and bridge waterproofing to address and prevent rust,
corrosion and water infiltration.
Implementing a substation component replacement program to address the most poorly rated components
within aging substations thereby protecting operational reliability.
Regional Mobility
Close to 75 percent of Nassau and Suffolk County residents who commute to Manhattan for work use the LIRR, and
that reliance on public transportation leads to cleaner air, improved mobility, and an all-around better quality of life
for residents of this populous region. To remain the vital force in transportation that Long Islanders rely on and to
continue contributing to the regions future growth and well-being, LIRR must prepare for the future. At present,
capacity issues at key locations impact LIRRs ability to respond to market demand. Penn Station, LIRRs Manhattan
terminal, is currently at capacity during many periods of the day. The stations 21 tracks shared by the LIRR,
Amtrak and New Jersey Transit carry over 1,000 trains each day, and service growth is simply impossible. The East
Side Access project, which will provide the LIRR with a second Manhattan terminal (Grand Central Terminal), will
allow direct Long Island Rail Road service to the east side of Manhattan for the first time ever. This enhanced train
service will bring Long Island residents closer to their final destination, thus reducing travel time and congestion at
Penn Station and the subway lines serving it.
Building upon this, proposed investments in this program support the growing role Long Island Rail Road plays in the
transportation of intra-Island riders and commuters working non-traditional hours, as well as leisure travelers taking
advantage of the regions wealth of cultural attractions. This program will complete a vision realized during the
1980s Main Line electrification project a full second track on the Main Line between Farmingdale and
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Ronkonkoma. This tremendously important investment will greatly improve reliability and allow for expanded service
in this very busy suburban travel corridor.
Customer Satisfaction
The MTA Long Island Rail Road has a long history of contributing to the quality of life of area residents. From its
founding in 1834, the Long Island Rail Road has been a vital lifeline for Long Island and New York City, leading to
the growth and development of the communities it serves and providing a gateway for the economic growth of the
region. Today, as an essential component of the regions transportation infrastructure, the LIRR is looking to provide
opportunities for further ridership growth, incorporate modern technology, and improve accessibility for all riders.
The proposed 2015-2019 Capital Program includes a variety of such smart investments to enhance service
capacity, create new system capabilities and increase customer satisfaction.
21 st Century Electric Fleet
Between 2002 and 2007, the LIRR completed a major fleet replacement effort, retiring the almost 40 year old M -1
electric cars and replacing them with 836 M-7 cars. The state-of-the-art M-7 fleet has proven to be extremely
reliable, as demonstrated by the increase in the number of miles traveled prior to unscheduled maintenance . The M7 car sets the standard for a comfortable 21 st century LIRR experience, reflecting feedback received from customer
focus groups and incorporating improvements in seating, enhanced lighting, window design, public address systems
and restrooms. Auxiliary power units and climate control units were also doubled for greater reliability and comfort
and the cars meet all requirements of the Americans with Disabilities Act. Building on these successes, the
proposed 2015 2019 Program will continue the purchase of new M-9 electric cars, an effort which began in the
2010 2014 Capital Program. This continued fleet modernization effort will complete the replacement of the aging
M-3 electric fleet, which faces a number of service reliability challenges and dated system technology. New car
purchases are also needed to support future operational needs associated with Grand Central service.
Station and Parking Improvements
The last 20 years have seen numerous investments in LIRR stations throughout the system, including installation of
elevators and other improvements to make stations wheelchair accessible; renewal of public restrooms, waiting
areas, and ticket offices; station plaza areas; platforms; and targeted parking rehabilitation and expansion to
maximize availability for LIRR customers.
Among these investments, two of the LIRRs busiest stations, Jamaica and Atlantic Terminal, underwent tremendous
transformation. As the LIRRs hub station, Jamaica has long served as the connecting point between 10 LIRR
branches and the three Western Terminals (Penn Station, Atlantic Terminal and Hunterspoint Avenue). Since the
Port Authority of New York and New Jerseys JFK AirTrain service began in December 2003, Jamaica Station has also
become a busy transfer point for travelers to and from JFK International Airport. In 2013, rehabilitation work was
completed on the historic Jamaica Station Building, which houses the stations ticket office and customer waiting
room, as well as LIRR corporate offices and facilities for key operations. Restoration work on this century-old
structure included roof replacement, repairs to terra cotta and faade ornamentation, extensive painting,
replacement of exterior doors and windows, new exterior building lighting, amongst other work elements. With these
recently completed capital investments, Jamaica Station ushers in the 21 st century, with its vaulted glass and steel
structure and adjacent iconic station building serving as a landmark within the community and providing a modern
facility for current and future LIRR customers.
Since 2012, all 121 LIRR branch line stations have Audio Visual Paging System (AVPS), which uses electronic signs
on station platforms and in station buildings to provide customers with real time train information. This includes
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audio and visual message delivery with station stopping patterns for upcoming trains, critical safety reminders, and
information about upcoming service changes.
Capital improvements are underway which will transform numerous LIRR stations, including platform replacement
and associated improvements at Massapequa, Wantagh and Hicksville stations, installation of new elevators and
station upgrades at Queens Village, Flushing Main Street, and Mets-Willets Point stations. These projects are
transforming the customer environment at key locations, enhancing customer safety, and greatly improving station
access by providing ADA amenities.
This proposed program also features $25 million for the development and expansion of commuter parking. This will
build upon previous parking investments made through the Capital Program, including the Mineola Intermodal
Center and the Wyandanch Parking Facility, which opened for service in August 2015. The current parking needs for
LIRR customers will grow in the future, particularly once East Side Access service opens. Site selection for the new
parking facility will target the busiest LIRR electric branches, prioritizing stations also served by multiple bus routes
to provide multi-modal transit opportunities. Where possible, consideration will also be given to Transit Oriented
Development to partner with the community so that MTA investments can be coordinated with land use policies that
encourage compact development and convenient access to the system for its customers.
Safety and Security

The Long Island Rail Road continues to embrace customer and employee safety as its highest corporate priority.
Along with customer awareness and employee safety programs, safety is maintained and enhanced through the
timely replacement of aging capital assets to maintain their structural and functional integrity. The proposed 20152019 Capital Program demonstrates this commitment through investments to enhance customer and employee
safety on trains, in stations and terminals, in yards and employee facilities, and along LIRRs right-of-way. Most
notable is the renewal work in the Line Structures, Signals and Power categories, with an enhanced Signal normal
replacement program and a new, robust program for Substation Component Replacement, in addition to ongoing
programs to rehabilitate and replace aging bridges. The efforts to address backlogged needs in line structu res also
continue with aggressive bridge painting and bridge waterproofing campaigns.
Security in LIRR terminals and stations and along the right-of-way is closely coordinated with the MTA as well as with
other local, state and federal agencies. Continued emphasis is placed on structural hardening, surveillance, and
physical barriers - such as fencing - to secure the LIRR system and its assets.
The Long Island Rail Road will also complete the federally mandated Positive Train Control project to enhance rail
safety system-wide. Initial investment in this critical technology began in the 2010-2014 Capital Program.
This package of proposed rolling stock and infrastructure investments will work to maintain and improve service
levels and on time performance. All system components must work reliably in order to continue to deliver the high
quality, safe transportation service so vital to the region and its economy for another 180 years.
System Condition
Investments in its capital assets since 1982 have allowed the Long Island Rail Road to improve its operations, thus
providing an invaluable service to the region by ensuring the legacy of the railroad. The MTAs proposed 2015-2019
Capital Program continues this legacy and looks to the future with system improvement projects that will expand
capacity, increase levels of service, and support new LIRR service to Grand Central Terminal.
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The proposed 2015 2019 Capital Program allocates 67 percent of its funding to state of good repair and normal
replacement projects, and 28 percent to smart investments that will improve the system (System Improvements).
Included in this system improvement funding are new stations, expansion and upgrades to track capacity, and new
investments in signals and communications (Figure 4).
Figure 4
Long Island Rail Road Proposed 2015-2019 Capital Program by Needs
Other
5%
System
Im provement
28%
State of Good
Repair
6%
N ormal
Replacement
61%
As described in the recently published 2015-2034 Twenty-Year Capital Needs Assessment, the MTA is recognizing
the fiscal realities of maintaining its assets by revamping the strategies by which assets are repaired and
modernized, placing much greater emphasis on lower-cost component replacement rather than complete
reconstruction of facilities. This shift is an outgrowth of the component investment strategy that was successfully
introduced for New York City Transit passenger stations in the 2010-2014 Capital Program, and is now being
applied in certain areas of the LIRR programs for stations, line structures, signals, and power.
Line Structures is the only asset category LIRR has identified as not in a state of good repair. In recent years, the
LIRR has made significant progress on this category with the completion of structural renewal on the Atlantic Avenue
Viaduct. Regular bridge inspections and maintenance also ensure the safety and operation of these assets. In
addition, other assets have components with replacement needs that will be reflected in future asset inventory
updates.
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Rolling Stock
Category L-701
MTA Long Island Rail Road currently has a fleet of 836 M-7 EMU cars, 170 M-3 EMU cars, 45 locomotives (including
22 DM and 23 DE), 134 bi-level coaches, and a fleet of work locomotives and other maintenance rolling stock.
From 2002 to 2007, LIRR rolling stock underwent its most dramatic transformation in over 30 years. The M-1 cars,
which entered service in 1968-1972, were decommissioned and 836 new M-7 cars were put into service. The M-7
cars incorporate improvements in lighting, HVAC, and on-board announcements. The reliability of this new fleet has
greatly exceeded contract goals, being able to travel hundreds of thousands of miles before unscheduled
maintenance.
Another asset vital to service performance is work / protect locomotives. These locomotives are used to transport
material, fight icing and fall leaf conditions, and haul disabled trains.

M-9 Procurement
This project will continue the purchase of new M-9 electric cars, which was initiated in the 2010 2014 Capital
Program. This continued fleet purchase will allow for the replacement of the LIRRs remaining M-3 electric fleet (88
cars), which faces a number of service reliability challenges and dated system technology. In addition, a key system
improvement component is the procurement of up to 76 new M-9 cars which will prepare the LIRR for future service
to Grand Central Terminal, by expanding the size of the LIRR electric fleet. This procurement is being coordinated
with cars purchased under the East Side Access project.
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Stations
Category L-702
The Long Island Rail Road operates 11 rail branch lines and serves customers at 124 stations in Nassau and
Suffolk Counties and New York City. The Stations and Parking Program works to maintain and modernize LIRR
stations, focusing on replacing station components like staircases, elevators / escalators, platforms and canopies,
as well as restoring station buildings. These projects ensure a safe and comfortable customer environment. As the
gateway to the LIRR system, stations play an important role in the LIRR customer experience and an integral role in
community identity.
The Long Island Rail Road, currently responsible for 60 percent of the train service into and out of Penn Station,
contributes toward capital investment in Penn Station to ensure that this crucial part of the LIRR system continues
to function smoothly as Long Islands entry to Manhattan. Because Penn Station is LIRRs most important and
busiest terminal, it is essential that this facility be maintained and improved.
Proposed 2015-2019 Capital Program $296 million

This proposed program includes initiatives to increase customer satisfaction by providing a comfortable and safe
station environment. These projects invest in many station components, including platforms, staircases, shelters,
waiting rooms, escalators, elevators, and station parking.
Babylon Station Platform Replacement - $39 million
This project includes design, demolition and reconstruction of the stations two platforms and platform waiting
rooms, as well as renewal of the canopy roofing system, and replacement of platform lighting, staircases, escalators,
and elevators.
Nostrand Avenue Station Rehabilitation - $21 million
Improvements to this viaduct station in Brooklyn include demolition and replacement of both platforms, replacement
of staircases, canopies, railings, station lighting, along with security and communication systems. Two new elevators
will be installed, making this station wheelchair accessible. Design for this station rehabilitation effort was
performed in the 2010 2014 Program in conjunction with the recently completed multi-phased Atlantic Avenue
Viaduct rehabilitation.
New LIRR Stations Elmhurst and Republic - $36 million
These projects will advance two new LIRR stations Elmhurst, on the Port Washington Branch in Queens, and
Republic, on the Main Line in Suffolk County. A new Elmhurst station will provide commuter railroad service to this
vibrant community.
Proposed station elements for both locations include two new 12-car platforms, along with staircases, platform
railings, platform shelters, ticket vending machines, as well as lighting, communication and security systems, and
site improvements. Both stations will be fully ADA compliant, with elevator service at Elmhurst Station and ADA
ramps at Republic. This proposed program includes the environmental review, design and construction of Elmhurst
along with environmental review and design of Republic, supporting station construction in a future capital program.
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Other Station Improvements - $52 million

Other station improvement projects include a $22 million renewal of Hunterspoint Avenue Station, including
replacement of the platform, canopy, lighting and other station components. Installation of a new elevator will make
this station wheelchair accessible.
At Murray Hill Station, on the Port Washington Branch in Queens, new elevators will be installed, along with
associated station improvements making this station wheelchair accessible. At Port Washington Station, a number
of improvements are planned, including replacement of the station overpasses and platform canopies, along with
other station improvements. These improvements are $19 million.
Finally, the LIRR and MNR will each be contributing $11 million to a joint LIRR-MNR project in Grand Central
Terminal, which constructs facilities to remove station trash and recycling and haul it away via rail.
Station Component Replacement Work - $21 million
The LIRR proposes a number of station component replacement investments, including programs to replace station
signage, station platform lighting, platform railings, and station and building electrical systems at various station
locations throughout the LIRR system. These efforts will work towards modernizing and improving LIRR stations,
while enhancing the customer experience and safety.
New Fare Payment System - $5 million
The $5 million allocated to advancing the MTA-wide new fare payment system will support the MTA-wide efforts to
allow customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network.
Penn Station Investments - $71 million
Investments in support of LIRRs busiest station, and the busiest train station on the North American continent,
focus on customer improvements, including the replacement of two-decade old elevators and escalators in the LIRR
area of the station, along with rehabilitation of stairs, platform lighting and other station components. The Penn
Station Complex Improvements project will advance early initiatives identified as part of the Penn Station Visioning
effort. The Vision project recommended enhancements to corridors, access points, lighting, signage and wayfinding
and a general improving of the space available for passenger circulation. The proposed program would begin initial
implementation of these recommendations.
Parking - $30 million
The proposed 2015-2019 Capital Program includes a $25 million project for the development and expansion of
commuter parking through the construction of a multi-story parking facility in order to increase the availability of
commuter parking. The LIRR currently has a commuter parking space deficit at its busiest stations, and the need for
commuter parking will grow in the future, particularly after direct LIRR service to Manhattans East Side becomes
available. While parking deck locations have not been determined yet, candidates are Level 1 stations (having more
than 6,000 passenger trips per weekday) and Level 2 stations (having between 2,000 and 6,000 passenger trips
per weekday) on the busiest electric branches. Priority consideration will be given to stations which are also served
by multiple bus routes and other transit connections, in order to provide multi-modal transit opportunities.
A $5 million project for Parking Rehabilitation will undertake rehabilitation work at existing commuter parking
facilities which are in need of capital renewal based on condition. The Ronkonkoma Parking Facility has been
identified as priority for these funds, as this heavily-utilized facility has been in service for almost two decades, and
requires capital rehabilitation.
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Mentoring - $22 million

Various contracts supporting the station program will be awarded through the MTA Small Business Development
Program (SBDP).
This proposal reflects anticipated programmatic savings of an average of 12 percent among selected station
projects in this category (see Table 9). Savings are expected as a result of intensive coordination of track outages
amongst multiple capital projects to maximize piggy backing opportunities, mid-day station closures for
construction (where feasible), and leveraging of contributions from municipalities and private development towards
construction of new LIRR stations.
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Track
Category L-703
MTA Long Island Rail Road has 515 miles of main line track (with 537 mainline switches) and 155 miles of yard and
siding track. The track program is focused on economically supporting the safe operation of trains at maximum
allowable speed with full Federal Railroad Administration (FRA) compliance, while minimizing the impact of track
outages on customers. Track assets are currently maintained through on-going annual track renewal programs,
which replace components on a life-cycle basis. The cyclical replacement of track rail components is based on age,
condition and physical inspection.
System enhancement initiatives include a project to expand track capacity on the Main Line in Suffolk County, as
well as a project to continue to modernize and improve the track-level infrastructure in Jamaica.
Right-of-way projects consist of drainage control, track stability/retaining walls, demolitions and fencing, which are
intended to improve the physical condition of the right-of-way, ensuring safe and efficient operation of trains systemwide.

Track investments build upon significant investments in previous programs in full support of LIRR long-term goals,
based on a Track Strategy to maintain and upgrade the track system.
Track Program - $321 million
The track program consists of the normal replacement of track components, based upon component age and
condition. Elements of the Track Program include installation of wood ties (mechanized), rail, wood switches,
concrete switches, field welds, surfacing, drainage, rail profiling and track stability along the right-of-way, grade
crossing investments and new construction equipment to support track projects.
Right-of-Way Improvements - $22 million
LIRR will also make various right-of-way improvements, including rehabilitation of retaining walls which hold back
embankments to protect the track bed, along with work to address drainage and culvert deficiencies along the rightof-way, such as replacing concrete sluiceways, installation of drainage basins and some drainpipe replacement. In
addition, high security fencing will be installed at sites which have been identified as priority, based upon site risk
assessments and history of trespassers. Finally, demolition efforts will remove abandoned structures along the rightof-way that pose a potential danger to employees and customers and are eyesores in the communities where they
are located.
Jamaica Capacity Improvements - Phase 2 - $200 million
Population forecasts for the New York region project increased population for Nassau, Suffolk and Queens Counties,
creating a demand for additional LIRR service. In addition to growth in the LIRRs core market of commuters
traveling between Long Island and Manhattan, the LIRR also anticipates growth in the intra-island and reverse
commute markets, reflecting forecasted job growth in Nassau and Suffolk Counties.
In support of this future service demand, the LIRR is in the midst of a multi-phase effort to modernize and improve
the infrastructure in Jamaica a critical hub and main transfer location for LIRR, located in central Queens. Due to
the vital role it plays in the LIRRs operations, infrastructure investments need to be made in the vicinity of Jamaica
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Station to increase station throughput in conjunction with service expansion. Current constraints in track and station
capacity limit the number of trains which Jamaica station can accommodate during peak periods. By implementing
new configurations for the interlockings both east and west of Jamaica station, this complex will be modernized,
through a new track layout, new signals, and new higher speed crossover switches. As East Side Access service
begins, the public will benefit directly from these investments because trains will be able to enter and leave the
station more quickly.
Building upon the Phase I work undertaken in the 2010 2014 Capital Program, the LIRR applied implementation
efficiencies to the schedule for this latest phase, reducing the 2015 2019 investment by $145 million while
continuing to modernize the track level infrastructure both east and west of Jamaica Station, installing higher speed
switches and creating more streamlined track routings though the Jamaica complex. In doing so, this effort will also
address selected state of good repair needs, by replacing and upgrading track, signal and switch components, many
of which have exceeded their useful lives and are in need of modernization.
Amtrak Territory Investments - $68 million
This project provides funding for LIRRs Baseline Capital Contribution to the North East Corridor pursuant to the
Passenger Rail Investment and Improvement Act (PRIIA) and other major investments in the Penn Station and East
River Tunnel joint use territory. This includes the continuation of the total track replacement work in the East River
Tunnels that began in the 2010-2014 Capital Program.
Main Line Double Track Phase 2 - $250 million
The LIRRs Main Line from Farmingdale to Ronkonkoma is largely single track, with double tracking only at stations
and selected passing sidings. This results in a very fragile operation, where it is very challenging to recover from
adverse operational conditions and service disruptions. Infrastructure challenges also create timetable limitations,
particularly for off-peak trains. To address these challenges and to enhance service reliability and train service
opportunities along this very critical corridor, the LIRR is currently constructing a full second track. The first phase,
covering Ronkonkoma to Central Islip, is under construction and funded in the 2010 2014 Capital Program. Phase
2 in the proposed 2015 2019 Capital Program will complete the double track, by constructing the Central Islip to
Farmingdale segment.
A full second track between Farmingdale and Ronkonkoma will greatly enhance customer satisfaction and
operational performance on this segment of the LIRR. When Phase 2 is completed, the LIRR will be able to provide
bi-directional, half-hourly off-peak service in this corridor, greatly enhancing service opportunities for customers.
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Line Structures
Category L-704
MTA Long Island Rail Road maintains 30 viaducts and 640 bridges system-wide (including pedestrian, overgrade
and undergrade bridges), along with the Atlantic and Bay Ridge Branch Tunnels. Of these, 478 are undergrade
bridges. In conjunction with Amtrak, the LIRR advances Fire and Life Safety and other improvements within the four
East River Tunnels. The long-term Bridge and Viaduct program aims to address backlogged capital renewal and
asset investment needs. Currently, the Line Structures is the only asset category LIRR has identified as not currently
in a normal replacement cycle. This does not mean that the asset is in an unsafe condition; it characterizes the level
of cost and effort to maintain the asset through the operating budget.

This program consists of the renewal / replacement of bridges and viaducts in locations throughout the LIRR
system. These investments will allow LIRR to continue its move towards addressing backlogged capital investment in
this category.
Bridge Program - Structural - $66 million
This project provides for rehabilitation of bridges, including two structures Buckram Road on the Oyster Bay
Branch and Springfield Boulevard on the Main Line where preliminary design work is being undertaken as part of
the 2010 2014 Capital Program. The proposal includes a full replacement of the Buckram Road Bridge. For
Springfield Boulevard, the rehabilitation plan consists of girder repairs, diaphragm and stiffener renewal, deck and
under-deck rehabilitation. Other bridge locations, to be identified, will be included within this project.
Main Line Bridges - $48 million
A key element of this proposed project is the replacement of the Post Avenue Bridge in Westbury. Not only is this
century old bridge deteriorated and in need of full replacement, but due to its limited clearance, it is subjected
frequently to vehicular strikes, particularly from trucks. The Program Development project in the 2010 2014
Capital Program funded the preliminary design for replacement of this bridge. The design calls for a new bridge with
increased clearance, which will improve safety and reduce the operational impacts associated with bridge strikes.
The new bridge will consist of three bridge bays, providing the bridge width necessary to support a future third track
along the Main Line. This project will also include renewal and rehabilitation of other bridges to be identified on the
Main Line.
Bridge Painting / Waterproofing - $21 million
In order to continue to address capital investment needs on bridges and viaducts, the Railroad will continue the
bridge painting program established in the 2005-2009 Capital Program. By addressing past deferred painting, these
line structures will be protected from the elements, as painting provides a protective covering in addition to
improving the structures aesthetics. In addition to painting, waterproofing is a key aspect of the LIRRs strategy to
bring the Line Structures category into a state of good repair. By replacing the bridge waterproofing a membrane
which is located between the track bed and the bridge structure itself the bridge structure is better protected from
water infiltration. This serves to inhibit bridge component deterioration which can negatively impact the bridges
function.
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Other Line Structures Initiatives - $6 million

In conjunction with ongoing East Side Access-related construction being managed by the MTA Capital Construction
Company, a portion of the Montauk Cut-off in western Queens will be demolished. The Montauk Cut-Off is an
elevated structure which was previously utilized for freight train service but has been out of service for many years.
This project will remove the portion of the viaduct located between the Mid-day Storage Yard and Arch Street Shop
two facilities in Queens which will support East Side Access operational needs by providing a location to store a nd
maintain LIRR train equipment which provides service to Grand Central Terminal. Removing this portion of the
Montauk Cut-Off will allow LIRR train equipment to operate between the Mid-Day Storage Yard and the Arch Street
Facility, thereby supporting fleet maintenance needs.
Mentoring - $23 million
Various contracts supporting the line structures program will be awarded through the MTA Small Business
Development Program (SBDP). These will include bridge painting and selected bridge structural renewal initiatives.
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Communication and Signals
Category L-705
The various systems which make up the Communications asset serve three main purposes: communication with
LIRR customers, communication between LIRR employees, and security-related assets. These functions are
supported by the Communications Backbone, a fiber optic network and associated system components that support
all applications, including Security, Radio, Telephone, etc., in addition to the corporate network.
Communication with LIRR customers includes station public address systems / digital displays. Communication
between LIRR employees includes the vital voice hardware and telephone systems utilized by the Transportation
Department. The Communications Backbone is the system-wide infrastructure, including fiber optic and copper
cable, communication poles, and hardware, which supports various vital communications systems and allows
transmission of voice, radio and data between locations within the LIRR service area. The Communications Asset
also includes systems which monitor safety and security of LIRR stations, facilities, and structures, including fire
alarms and the Atlantic Avenue Tunnel intrusion detection system.
Communication investments focus on the continued fiber optic network build-out, improvements to radio
communications, and security-related investments.
The Long Island Rail Roads signal infrastructure ensures the safe routing of 740 scheduled trains each weekday.
Because of the LIRRs age and size, the railroad has a very diverse collection of signal types and technologies,
ranging from antiquated relay-based systems to modernized microprocessor technology. The LIRRs signal system
includes the track circuit-based automatic speed control system as well as the crossing gate protection
infrastructure at highway crossings over railroad tracks.
Signal investments are determined by the Signal Strategy, which considers the age, condition, reliability, an d
suitability of the equipment. One of the major focuses of the LIRR is to upgrade the signal network by installing bidirectional Automatic Speed Control (ASC) using cab signaling in segments where it does not current ly exist.

The proposed program advances the efforts of the LIRRs Communications and Signals Strategies, addressing
current and future needs, progressing component replacements and system improvements.
Communications - $59 million
The Long Island Rail Roads proposed 2015-2019 Capital Program includes a $35 million project to continue the
multi-program effort to upgrade and build out the fiber optic network. This includes the replacement of aging,
obsolete equipment which can no longer be maintained. The proposed fiber optic network project also includes
installation of new fiber and fiber optic hardware throughout the LIRR network to facilitate the transmission of data,
voice and video data from stations, signal and communication huts, substations, employee facilities, and other key
locations. This program also includes continued replacement of communications poles and hardware and
deteriorated copper cable infrastructure at various locations along LIRR right-of-way. In addition, the Federal
Communications Commission (FCC) Compliance project will continue system migration to a narrow-band radio
frequency by upgrading and replacing radios, radio equipment and infrastructure to be compatible with the narrowband frequency. These projects total $13 million.
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This proposed program includes two projects totaling $6 million to: continue the replacement of deteriorated radiax
cable in the East River Tunnels along with aging and deteriorated equipment in the Penn Station Radio room; a
public address system project to replace and upgrade station hardware and system components of the Audio Visual
Paging System this includes replacement of the control computer equipment at stations as well as installation of
upgraded electronic display signs at select locations.
This program also includes select security investments to safeguard LIRR customers, employees, and infrastructure.
Signals - $331 million
The Long Island Rail Roads proposed 2015-2019 Capital Program includes funds to advance LIRRs long-term
signal strategy. As part of its ongoing efforts to maintain signal assets, the LIRR has included a $50 million Signal
normal replacement project to renew and upgrade existing signal component equipment at locations throughout the
LIRR system.
Also, targeting one of the most critical needs for signal investment, the $52 million Babylon Interlocking Renewal
project will replace and upgrade aging signal equipment in the vicinity of Babylon Station, including switches,
signals, cables and other signal system components.
In order to increase safety and comply with federal mandates, a $126 million project is included to complete
Positive Train Control (PTC) investments, which will include wayside and on-board train control elements. This builds
upon PTC investments undertaken in previous capital programs.
The proposed Ronkonkoma to Yaphank Signalization project addresses some of the remaining areas of dark
territory within the LIRR system. Currently, the area east of Ronkonkoma is not signalized. This $29 million project
will upgrade the Ronkonkoma to Yaphank segment, including installing track circuits and automatic speed control
(ASC).
The proposed $44 million Babylon to Patchogue project will upgrade and modernize the signal system within this
segment of the Montauk Branch. In conjunction with other capital projects which are underway, this will provide for a
modernized, speed control signal system between Babylon and Montauk.
This proposed program also continues efforts towards Centralized Train Control, with a total of $ 20 million to
advance tower migration into the central control facility in Jamaica, thereby creating a greater concentration of the
LIRRs train dispatching and supervision functions within a single location.
Finally, a design effort for a new Hunt to Post signal system will advance the replacement and modernization of
signal technology along a portion of the Port Jefferson Branch, between Huntington and Smithtown. Finally,
investments in system-wide Lightning Protection will focus on key interlocking locations, providing an upgrade to the
latest surge protection standards. These two projects total $10 million.
This proposal reflects anticipated programmatic savings of an average of 8 percent among selected signal projects
in this category (see Table 9). Savings are expected as a result of intensive coordination of track outages amongst
multiple capital projects to maximize piggy backing opportunities, along with mid-day station closures for
construction (where feasible).
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Shops and Yards
Category L-706
Currently, the Long Island Rail Road operates 25 shops and yards for fleet storage, maintenance and inspection
services. With the purchase of M-9 cars to support East Side Access service, it is necessary to construct new train
yards to store and maintain the expanded fleet, ensuring that train consists are housed in locations that allow for
full rush hour service.
Another key element of the LIRRs Shops and Yards Strategy is the replacement of Rolling Stock Support Equipment
and continued implementation of the Reliability Centered Maintenance Program. These investments will allow the
LIRR to improve the reliability and productivity of this equipment, enabling the shop personnel to not only maintain
the fleet, but also conduct maintenance in the most cost efficient manner possible. This will reduce rolling stock
service outages and increase fleet Mean Distance Between Failures. By developing and maintaining a programmed
plan for equipment life-cycle management, the LIRR will be able to manage the equipment and required major
investments more efficiently, thus reducing downtime, maintenance costs, and increasing service life and reliability.
Employee facilities are an important part of LIRR capital investments. These facilities are multi-functional,
encompassing shops and material storage, traditional lockers, lunchroom and office space. The renewal of these
facilities will support and improve LIRR employee safety, the work environment, storage and inventory control.

Program highlights include the proposed shop upgrades to support diesel locomotive maintenance, replacement of
shop equipment, and renewal of Employee Facilities.
Yard Improvements - $48 million
The LIRR proposes to undertake environmental review, land acquisition and preliminary design in support of a new
electric fleet storage yard on the Huntington / Port Jefferson Branch, in order to address current and future
shortages of train storage capacity on this branch. Currently, westbound electric trains at Huntington Station begin
at a linear track as this branch does not have an electric train storage yard. Efforts undertaken in this proposed
capital program would support construction of a new yard in a future program.
The yard improvements project will complete work started in the 2010 2014 Capital Program to construct a new
electric train storage yard on the Main Line in central Suffolk County. This is required to increase train storage
capacity for LIRR in support of service to Grand Central Terminal.
Shop Improvements - $163 million
A project to make diesel locomotive shop improvements is planned to replace / renew facilities utilized to maintain
diesel locomotives this includes maintenance bays and associated work areas, employee facilities, parts storage
and wayside power for storage tracks. This program allocates $108 million for this effort.
This proposed program also continues efforts to replace and upgrade aging and deteriorated shop equipment, as
part of the Reliability Centered Maintenance program to maintain the LIRRs fleet. A $10 million Rolling Stock
Support Equipment project reflects this ongoing shop investment initiative.
Improvements totaling $4 million are also planned for the facilities at Hillside and the nearby Upper Holban facility
work includes renewal of doors, electrical systems, flooring, restrooms, site work, and building systems. A $10
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million Fire Protection Improvements project will replace and upgrade fire alarm and fire suppression systems at
selected employee facility locations. The proposed program also includes an $8 million capital project for restoration
and improvement of select employee facilities to address various building systems within selected shops, yard
facilities, towers and administrative offices.
Finally, shops and yards investment efforts in support of the above projects, to be undertaken as part of the MTAs
Small Business Development Program (SBDP), total $23 million. This includes replacement / renewal of building
components within LIRRs employee facilities.
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Power
Category L-707
The majority of Long Island Rail Road service is in electric territory; electric multiple-unit cars utilize 750 volts of
electric traction power that is delivered via the third rail. To provide this traction power, the LIRR operates and
maintains 108 substations/breaker houses and 328 miles of third rail system-wide. In addition to the traction power
system, the Power department also operates and maintains lighting at LIRR facilities including yard and tunnel
lighting and emergency generator systems.
The long-term goal of Power-related investments is to continue component replacements necessary to maintain the
system and strengthen its reliability and safety. Of particular note, as part of this proposed Capital Program, the LIRR
will invest substantially in the renewal of traction power substations by undertaking full substation replacement at
selected locations and advancing a substation component replacement program at many locations throughout
electric territory. Maintaining these assets ensures the safe operation of trains and contains the growth of operating
costs.
Relying on industry standards as the basis for component life cycles, LIRR has performed asset condition surveys to
establish priorities for cyclical normal replacement investments. The need to invest in substation replacement
became evident following the conclusion of the traction power load study, which utilized a computer simulation
model and incorporated physical characteristics, train schedules and train power consumption. This study
considered the power needs (focusing on the increased power requirements of the newer electric fleets) of the
current system as well as requirements to support projected system growth and expansion. Numerous aging
substations need to be replaced and new substations constructed in critical high traffic locations, in order for the
LIRR to reliably operate increased train service in the future.

The proposed 2015-2019 Capital Program will replace traction power substations in Queens and Nassau County
that have reached the end of their useful lives. These substations have been identified as priority replacements,
both due to their age and condition, as well as their critical location at high traffic locations along the Main Line, Port
Washington Branch and the Babylon Branch. The six substations identified for replacement in this proposed
program include Jamaica (Main Line), Meadowbrook (Babylon Branch), Forest Hills (Main Line), Bellmore (Babylon
Branch), Murray Hill (Port Washington Branch), and Queens Breaker House (Main Line). The total cost of these
substation replacements is $81 million.
More than half of the LIRRs 108 substations/breaker houses were constructed in the early 1970s. As such, these
substations are rapidly aging and require investment in order to protect service reliability and address deteriorating
substation components. In this regard, the LIRR will be rolling out substation renewal and substation component
programs, which target specific substation components at particular locations. Components to be replaced /
renewed as part of this effort include: high voltage cable, control cable, ballast, remote terminal units, substation
roofs, motor generators, along with transformers. Total cost of these projects is $92 million.
The Traction Power Load Study forecasted the power demand of future LIRR service, given the projected future
service and the traction power needs associated with the newer LIRR electric fleets. Recommendations from this
study included the construction of new substations, primarily in Queens, in order to ensure adequate traction power
to support future service demands. In this regard, the proposed 2015 2019 Program includes a $5 million project
to advance design efforts in support of the new substations.
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The proposal also calls for $39 million in traction power investments for the replacement and/or upgrade of
sections of third rail protection board and replacement of conventional third rail with composite rail, as well as
upgrades to third rail cable feeders, third rail disconnect switches, 2000 MCM cable, and negative reactors. Other
projects within the power asset category, totaling $33 million, include replacement of substation batteries, DC relay
controls, volt feeders, signal power motor generators, tunnel lighting, and signal and power pole line replacement .
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Miscellaneous
Category L-709
Projects in this area provide for costs associated with the support and management of the Capital Program and
projects with program-wide applicability such as system-wide environmental remediation, protective liability
coverage, independent engineer services, value engineering services, and scope development, as well as
administration costs to support the MTA Small Business Mentor Program.

This allocation is planned to fund miscellaneous projects. Included are: program administration, insurance, scope
development, system-wide environmental remediation, and mentor program administration.
Environmental Remediation - $10 million
The Environmental remediation effort within this proposed program is the completion of chlordane remediation at
selected substation locations. The 2010 2014 Capital Program included investigation of soil conditions at twenty
substation sites which may have been contaminated with chlordane. This proposed project will complete the soil
remediation efforts at these contaminated locations, addressing those sites not remediated in the 2010 2014
Program.
Small Business Development Program Administrations - $9 million
This category also includes Long Island Rail Roads allocation of $9 million as part of the MTA-wide cost to
administer and support the Small Business Development Program (SBDP).
EAM Reserve - $8 million
Finally, funds have been allocated for a new MTA-wide initiative, Enterprise Asset Management. The LIRRs proposed
program contains $8 million towards this effort.
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100
MTA Capital Program

2015-2019
Asset Base Metro-North Railroad

Table 10
Selected Metro -North Railroad Assets
Category
Rolling Stock
Passenger Stations
Track
Structures

Power
Assets
881
Electric Cars
278
Push-pull Coaches
67
Locomotives
14
Buses
86
Stations
552
Miles of Mainline Track
573
Mainline Switches
325
Overhead Bridges
434
Undergrade Bridges
481
Track Miles of Mainline Signal Equipment
59
254
Shops & Yards
102
11
Substations
Track Miles of Third Rail Power
Shops and Yards
Overview Metro-North Railroad

Metro-North Railroad is one of the largest commuter railroads in the country, carrying over 84.7 million riders in
2014 (nearly 80% New York State) on the Hudson, Harlem and New Haven Lines east of the Hudson River, and on
the Pascack Valley and Port Jervis Lines west of the Hudson River. Metro-North infrastructure includes over 500
track miles and 86 stations in New York State and carries 289,000 passengers on an average weekday on 700
trains.
The past 33 years have seen major investments in rolling stock and the infrastructure of the railroad with the
dedicated funding of the MTA Capital Program. Early focus was on large-scale reinvestment in a system in disrepair,
restoring basic infrastructure to reliable condition and working to achieve a state of good repair. The last few years
have been difficult for Metro-North, underscoring the need for continued investment to maintain the infrastructure
and rolling stock to the highest standard, for both safety and reliability. This requires the appropriate inspection,
maintenance, and replacement plans, but also that the railroad has the necessary resources to carry them out
effectively. Strong, stable funding of a multi-year Capital Program is absolutely necessary to enable Metro-North to
maintain and improve its assets. Much progress has been made, while protecting past investments and providing
targeted improvements that resulted in increased ridership. However, significant repair work remains, particularly in
Grand Central Terminal, on line structure assets, on our Port Jervis Line territory and in Shops and Yards.

The 2015-2034 Twenty-Year Capital Needs Assessment identified nearly $9 billion in Metro-North investment needs
through 2034 to ensure safe and reliable service with significant progress towards achieving a state of good repair
during this period. Metro-Norths $2.321 billion proposed 2015-2019 Capital Program addresses critical priority
projects within New York State and demonstrates the agencys ongoing commitment to promoting a culture of safety
while maintaining and enhancing reliability and customer service (Table 11). These investments will fund the most
essential components - rolling stock, stations, track, communications, signals, power, and shops and yards. Funds
are also allocated to provide for miscellaneous program costs to support these activities, including Metro-Norths
share of the cost to administer the MTA-wide Small Business Development Program. In addition, Metro-North has
allocated over $39 million for mentoring scope and will work to identify another $22 million of scope to help meet
MTA mentoring goals.
Table 11 details the proposed 2015-2019 Capital Program by asset category and percentage of overall program.
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Table 11
Metro-North Railroad Proposed 2015 -2019 Capital Program by Category ($ in millions)
Proposed
2015-2019
Percent
$532
23%
GCT, Stations and Parking
392
17%
Track and Structures
458
20%
194
8%
Power
101
4%
Shops and Yards
472
20%
Miscellaneous
173
7%
$2,321
100%
Category
Rolling Stock
Total
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Program Evolution
This plan for Metro-North Railroad totals $2.321 billion, which is a reduction of $232 million compared to the
previous Metro-North 2015 2019 capital plan proposal that was submitted in September 2014. This $232 million
The revised plan assumes savings based upon more efficient design and construction, and modifications in project
delivery. These savings are expected to be generated via the following efficiencies:
Coordination of resources, work windows and work hour efficiencies to minimize service impacts and reduce
agency support costs.
Prioritize critical needs and utilize component repairs, rather than complete replacement, of certain assets
where possible.
Explore opportunities to leverage funding partnerships with municipalities and private development.
Refine scoping and implementation practices.
Table 12 below presents the elements in which these savings are assumed. Projects in these elements are expected
to realize savings via efficiencies are starred (**) in the blue pages listing of projects. Budgets of those projects
which have been starred have been reduced, based upon the agencys best estimate at the time of this plan resubmission. Metro-North will work to meet these reductions by incorporating efficiency strategies as the projects
progress.
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Table 12
Metro-North Railroad Capital Program Savings Due to Program Efficiencies ($ in millions)
%
Red.
4%
Assumed
Savings Likely Efficiencies
$15 Rigorous site selection process with careful consideration of
opportunities to leverage funding partnerships with
municipalities and private development
9%
39 Coordination of resources, work windows and work hour

efficiencies to minimize service impacts and reduce agency
support costs; Prioritize critical needs and utilize component
repairs, rather than complete replacement, of certain assets
where possible
Category
M702
Type of Project
Stations &
Parking
M703
Track &
Structures
M704
Communications 15%
and Signals
30 Coordination of resources, work windows and work hour

support costs, as well as refined implementation plans
M705
Power
16 Refine scoping and implementation practices and

coordinate resources, work windows and work hour
support costs
Total
16%
$100
Revised Estimates
scope development and design process, resulting in better project cost and schedule information upon which to
establish overall project budgets. This is particularly true for some Grand Central Terminal, Communications and
Signals, and Power projects.
Priority Changes
Metro-North has been undertaking a review of all projects in the plan, to incorporate new information since the
September 2014 submission and evaluate investment priorities for the 2015 2019 time period. This includes a
review of ongoing normal replacement/state of good repair programs as well as large investment efforts which span
multiple capital programs to identify efforts which could be progressed following the 2015 2019 Program without
posing undue burdens upon Metro-North operations or the railroads maintenance and inspection program. In
addition, some recently identified replacement needs have been incorporated in the plan submission, thus reflecting
the most up-to-date field condition data. Metro-North has re-examined the anticipated power and signal substation
investments and has adjusted the balance of work between various substation needs as well as the multiple signal
projects identified for capital funding. The priority needs on the stations were re-examined to update the balance of
rehabilitation and component work. Finally, funding was added to progress work towards a new midpoint yard and
passing sidings on the Port Jervis Line to support Metro-Norths West of Hudson service and ridership.
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Major Investments
Primary elements of this investment program include investments that will enhance safety, security, reliability and
customer service as described below (more detailed summaries of the projects are discussed in later sections).
Achieving a state of good repair and protecting past investments in rolling stock and infrastructure to promote and
ensure safety and reliability remains one of the most critical elements of the proposed 2015-2019 Capital Program.
Metro-North must progress critical rolling stock and state of good repair infrastructure work while ensuring that all
the improvements resulting from the last 33 years of Capital Program work are maintained for future generations
through the normal replacement of assets at the end of their useful life. Key projects include:
Rolling Stock Investments
Continue implementation of the Metro-North Rolling Stock strategy with the replacement of the M-3 fleet at the end
of its useful life.
Safety Critical and State of Good Repair Projects
Significant investment in the Grand Central Terminal Trainshed, to improve the condition and progress the
$1 billion state of good repair backlog.
Advance and enhance the Cyclical Track Program to continue to maintain this infrastructure in a state of
good repair and to begin significant rail replacement system-wide.
Expand the Undergrade Bridge Program east and west of the Hudson River as well as the east of Hudson
Overhead Bridge Program to progress these bridges toward a state of good repair.
Continue the investment in bringing the Port Jervis Line infrastructure to a state of good repair with track,
viaduct and bridge work.
Continue extensive traction power rehabilitation and improvements essential to maintaining reliable and
dependable service and supporting service growth.
Begin replacement of the aged Hudson Line signal system from Croton-Harmon to Poughkeepsie with a high
capacity signal system.
Complete the federally mandated Positive Train Control project to enhance rail safety system-wide. Initial
investment in this critical technology was committed in the 2010-2014 Capital Program.
Complete replacement of the Electric Shop at the Croton-Harmon Shop, finishing the majority of work at
Harmon, the cornerstone of Metro-Norths long-term shops and yards strategy to upgrade and adequately
size shops and yards for storage, maintenance and inspection services.
Customer Experience Improvements
Continue investments in station renewal with rehabilitation and critical priority component repair projects to station
facilities throughout the system to maintain these elements in good repair. Continue program to improve customer
communications in Grand Central Terminal and at outlying stations East of the Hudson River by deploying the latest
customer information technology to provide real-time performance information including departure time and
destination, status, and track to customers and employees.
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System Condition
Since 1982, when the first Capital Program began, Metro-North has committed a total of $6 billion to replace rail car
equipment and restore a majority of its infrastructure to a state of good repair, establishing a normal replacement
cycle for many of its assets and making select system improvements. Obsolete track was replaced by 1986 (with the
exception of the more recently acquired Port Jervis Line). The work to bring the Communications and Signals assets
to a state of good repair was completed by 2000 and the Power assets reached a state of good repair by the end of
the 2000-2004 Capital Program. These assets are in a cycle of normal replacement and need continued significant
investment in order to maintain a state of good repair and support safe, comfortable and reliable service for MetroNorth customers.
In the proposed 20152019 Capital Program, 84 percent of the Metro-North investments are dedicated to state of
good repair and normal replacement projects with 10 percent to investments to improve the system (System
Improvements). Much of the system improvement funding is devoted to completing the Positive Train Control
project, improved communications, and parking expansion and strategic intermodal facilities needed for our
customers to access the railroad. (See Figure 5)
Figure 5
Metro-North Railroad Proposed 2015-2019 Capital Program by Needs
5%
System
Im provement
10%
State of Good
Repair
33%
Other
6%
N ormal
Replacement
51%
Metro-North has four asset categories identified as not in a state of good repair:
Grand Central Terminal and Stations which includes the extensive Grand Central Terminal Trainshed; this
structure requires a significant increase in level of investment over the next 20 years to progress toward a
state of good repair.
Structures, which based on a more comprehensive inspection program, require a significant increase in
investments to progress work toward a state of good repair over the next 20 years.
Port Jervis Line Infrastructure, for which Metro-North assumed responsibility under a lease agreement with
Norfolk Southern in 2003, continues to require substantial additional investment to repair its 66 miles of
track and bridges. These needs will continue to be addressed in future programs.
Shops and Yards, for which state of good repair will largely be addressed by completion of the replacement
of the Harmon Shop Electric Shop in the 2015-2019 Capital Program.
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Rolling Stock
Category M-701
The goal for the proposed 2015-2019 Capital Programs $532 million investment in rolling stock is to maintain the
fleet by replacing cars that have reached the end of their useful life and to accommodate projected growth in
electrified territory served by the Harlem Line and Hudson Line service. Upon completion of the delivery of
purchases made under the 2010-2014 Capital Program, the revenue fleet available for service will total 1,240
units. This includes 213 push-pull coaches, 881 electric cars, 52 locomotives, and 14 buses for East of Hudson
service; and 15 locomotives and 65 coaches available for service on the Port Jervis and Pascack Valley Lines,
operated by New Jersey Transit per an agreement among the parties. Through the 2015-2019 investments, MetroNorth will continue fleet replacement efforts to enhance the quality of service for railroad customers.

Metro-Norths purchase of rolling stock is needed to replace the M-3 fleet that has reached the end of its useful life
and to provide additional seating as ridership continues to grow. Rolling Stock projects total $532 million and
represents approximately 21 percent of the program for the 2015-2019 period.
M-3 Replacement
Metro-North will replace the 140-car M-3 fleet, which was built in 1984, including rolling stock to accommodate
future projected ridership growth in the areas served by these vehicles.
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Stations
Category M-702
There are 86 Metro-North passenger stations in New York State, 74 east of the Hudson River and 12 more west of
the Hudson. The long-term objective of Grand Central Terminal, outlying station and parking investments is to
achieve a state of good repair, improve operations, increase customer satisfaction, and conserve the historic
stations along the system. In addition, Metro-North will make progress toward constructing new facilities to
accommodate increased ridership and increase access and parking opportunities. These initiatives support local
development opportunities as well.

Included in Metro-Norths proposed 2015-2019 Capital Program is the continuing renewal of the historic Grand
Central Terminal complex including the 75 acre Trainshed complex, as well as stations on the Hudson and Harlem
Lines, and parking and strategic facilities. The GCT complex consists of the terminal building plus the multi-level,
subsurface Trainshed. During the years of 1907 to 1913, the present GCT was designed and constructed and the
railroad was electrified. Two underground train platform levels with 42 platform tracks were constructed between
East 45th Street and East 51 st Street, along with a 10-track approach area between East 51 st and East 57th Streets.
These two platform levels constitute what is called the upper level and the lower level of the Trainshed. The upper
levels roof structure makes up the deck of Park Avenue and the adjoining side streets. The lower levels roof
structure makes up the structural support for the upper level tracks.
These Grand Central Terminal and Stations projects total $392 million, approximately 17 percent of the total MetroNorth Capital Program.
Grand Central Terminal Renewal Projects

Renewal of Grand Central Terminal will continue in the proposed 2015-2019 Capital Program with $215 million
allocated for normal replacement and state of good repair projects. Major work continuing from the 2010-2014
Capital Program includes the ongoing structural work on the GCT Trainshed and the elevator renewal program. In
2013, a structural assessment of the Trainshed was completed that indicated $1 billion of investments (including
priority replacement work) are necessary in order to bring the Trainshed to a state of good r epair and improve the
condition and safe operation of the tunnel and Trainshed. In addition, this program will replace the public address
system and Central Control and GCTs Visual Information Systems, key elements to preserving vital customer
communication. The continued phased replacement of 100 year old platform edges will prov ide a safe customer
route to/from trains. Other projects in this category include Park Avenue Tunnel Fire Life Safety and GCT Fire
Protection enhancements, GCT utilities investments, and the final phase of elevator improvements.
GCT Trainshed/Tunnel Structure (including Roof Expansion Joints) - $139 million
The project will increase the level of investment needed following an in-depth inspection and assessment of the 75
acre Trainshed condition completed in 2013 under the 2010-2014 Capital Program. As a result of continuing and
accelerating deterioration, Metro-North will begin a systematic block by block reconstruction of the Trainshed as well
as continue the spot priority repair program. Work in this capital program will include the design and superstructure
replacement under Park Avenue Northbound and Southbound in the locations determined to be the highest priority.
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Park Avenue Tunnel Fire and Life Safety Improvements - $1 million

The purpose of this project is to improve the emergency lighting and way finding signage of the Park Avenue Tunnel
Emergency Exits located at 59th, 72nd, and 86th Streets.
GCT Platform Rehabilitation - $1 million
The purpose of this project is to continue the phased repair of the edges and expansion joints on the platforms.
GCT Fire Protection - $11 million
The purpose of this project is to complete the phased repair of the fire protection / standpipe system in the Upper
and Lower Level Trainshed.
GCT Utilities - $5 million
The purpose of this project is to provide a comprehensive assessment and inventory of critical utilities in Grand
Central Terminal, along with priority repairs based on the recommendations of the study. A strategy of
repair/replacement projects to be funded in upcoming future Capital Programs will be developed as well.
GCT Elevator Improvements - $7 million
Grand Central Terminal is a multi-level facility, which is dependent upon its elevators to transport materials,
employees and customers between the various levels. This project will replace elevators which have reached the
end of their useful lives and are necessary for the terminals continuing operations.
GCT Visual Information System (VIS) Replacement - $45 million
The purpose of this project is to replace the GCT VIS including central control, cable plant and information displays
(the Big Boards, the Gate Boards, Digital Track Indicators, Recessed Wall-Mounted Directories/Departure Monitors,
Free-Standing Directory/Departure Monitors, Platform displays and Employee Displays) with a more robust
infrastructure that will improve communications, increase reliability and provide for future growth for new types of
information to be displayed. Existing system components have reached the end of their useful lives and pose
vulnerability in the event of failure. Connecticut Department of Transportation (CDOT) will provide supplemental
funding for this important project.
Mentoring GCT - $5 million
The proposed 2015-2019 Capital Program includes an allocation of $5 million for GCT investment efforts in support
of the above projects, to be undertaken as part of the MTAs Small Business Development Program (SBDP).
Stations Projects
Upper Hudson and Harlem Line Stations Priority Repairs - $40 million
Priority component repairs at stations along the Upper Hudson and Upper Harlem Line will improve the condition of
the stations and provide an enhanced customer experience. In addition, potential intermodal improvements at
White Plains based on an upcoming City of White Plains led study to be undertaken in conjunction with the MTA and
other stakeholders.
Harlem Line Stations Improvements - $31 million
This project is a continuation of work begun in the 2010-2014 Capital Program. The 2015-2019 Capital Program will
rehabilitate Botanical Gardens, Williams Bridge and Woodlawn, addressing those elements of the stations that are
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either in poor condition or that are at or beyond the end of their useful life. Station elements to be addressed
include platforms, overpasses, and canopies.
Harlem-125th Street Station Improvements - $2 million
This project will restore or replace the historic stairways located on the south side of 125 th Street under the viaduct.
Metro-North will also improve the lighting around the station building and under the viaduct to increase safety and
improve the customer environment.
Station Building Rehabilitation - $1 million
Many of Metro-Norths station buildings are historic, built in the late 1800s or early 1900s, and in varied
condition. The cost to renovate these structures can often be high because of building age and condition. The
proposed scope includes improvements at stations buildings such as Ossining and Brewster.
West of Hudson Station Improvements - $2 million
Metro-North serves eleven stations in Orange and Rockland Counties on the Pascack Valley and Port Jervis Lines.
Several of these stations are reaching the end of the normal service life and require priority component capital
investments. For the 2015-2019 Capital Program, three (3) stations have been identified for normal replacement
improvements: Spring Valley on the Pascack Valley Line and Harriman and Middletown on the Port Jervis Line.
Customer Communications - $60 million
This project, being designed in the 2010-2014 Capital Program, is part of a larger phased initiative to deploy the
latest customer information technology, providing real-time performance information including departure time and
destination, status, and track to customers and employees. It will provide the following improvements:
Replace obsolete head end Public Address (PA) and Visual Information Systems (VIS) equipment and field PA
and VIS communications equipment.
Integrate the functionalities of the existing station public address, Train Time and GCT VIS systems to create
a new Customer Communications Information System.
Provide visual information displays with real-time information including hardware, software and applications
and connections with Public Address (PA) systems for passenger stations.
Provide outlying stations Infrastructure and fiber connectivity for station devices including station cable,
conduit and communications rooms to support data requirements for all systems.
Replacement of all wayside PA systems at passenger stations.
Provide intercom/railroad telephone systems, including all necessary field/office systems for passenger
stations.
CCTV Video and Access Control Management - including central control equipment, access controllers, IP
cameras and network video recorders for passenger stations and other Metro-North facilities.
Elevator and Escalator Management- including central control equipment and controllers for all GCT and
passenger station elevators and escalators.
These Customer Service Initiatives (CSIs) are intended to provide a higher level of service to Metro-North customers
in a phased rollout east of the Hudson River, providing more accurate and usable systems to achieve the desired
level of service. CDOT will provide supplemental funding for this important project. In addition, Metro-North will work
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with the CDOT to install these capabilities in Connecticut and with New Jersey Transit on the west of the Hudson
River territory as well.
New Fare Payment System - $5 million
The $5 million is allocated to advancing the MTA-wide new fare payment system to support the MTA-wide efforts to
allow customers to use a single smart card, or cell phone with a smart chip to ride the entire MTA network. This
project will develop the next generation ticket vending machine to replace current aging and obsolete ticket vending
machines in the next Capital Program.
Strategic Facilities - $20 million
The $20 million Strategic Facilities project will improve parking and access to Metro-North trains through parking
expansion at location(s) to be determined with possible candidates for such facilities considered based on available
land, demonstrated need and Transit Oriented Development (TOD) where possible. TOD initiatives, joint use of
parking facilities and access provided in partnership with developers can enhance Metro-Norths opportunities to
expand rail access, grow ridership, reduce capital costs, increase revenues and establish a more sustainable, mixe duse station area. To progress these projects, Metro-North will look to partner and coordinate with various third party
groups such as counties, local towns, communities and private organizations, as well as New York State agencies
such as the New York State Department of Transportation.
Mentoring Stations and Strategic Facilities - $18 million
The proposed 2015-2019 Capital Program includes an allocation of $18 million for station component and strategic
facilities investments in support of the above projects, to be undertaken as part of the MTAs Small Business
Development Program (SBDP).
This proposal reflects anticipated programmatic savings of as much as 4 percent in parking and strategic facilities
projects (see Table 12). Savings are expected as a result of a rigorous site selection(s) process with careful
consideration for potential developer/municipality partnerships.
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Track and Structures
Category M-703
There are 387 route miles and 795 track miles (545 electrified) that constitute the Metro-North system in New York
State and Connecticut. Of that, 552 mainline track miles and 573 mainline switches are in New York State, including
Grand Central Terminal. The long-term objective of investments in this area is to maintain the condition of the
majority of the existing assets that are in a state of good repair and achieve a state of good repair for structures. The
ongoing renewal of the trackage is essential to providing customers with a safe, reliable, and comfortable ride. To
accomplish this, Metro-North has developed a cyclical program of track and turnout renewal and replacement that
maintains track structure components and switch facilities in proper operating condition. Similarly, the continued
integrity of line structures along the railroad right-of-way is vital to its smooth and safe operation. There are more
than 700 bridges in the New York Territory of Metro-North Railroad. This includes overhead and undergrade bridges,
viaducts, tunnels and retaining walls. A key focus for line structures in this program will be on addressing the most
critical needs for Metro-Norths 434 undergrade bridges throughout the system.

A total of $458 million is allocated for track and structures projects, representing approximately 20 percent of the
proposed 2015-2019 Capital Program.
Cyclical Track Program - $97 million
This project provides for the replacement of ties and rail along with cyclical surfacing on the Hudson, Harlem and
New York portion of the New Haven Line. The project has been expanded and enhanced to ensure that MetroNorth's track is maintained in a constant state of good repair so that the track structure does not deteriorate, and
ensures conformance to Federal Railroad Administration track standards. The project includes a new effort for the
phased replacement of 119 lb. rail in order to maintain a safe right-of-way, improve performance, reliability and
condition. This program protects the capital investment already made between 1982 and 2014. The scope of work
for this project includes the purchase of rail, ties, track ballast and other track materials associated with installation.
Turnout Replacement - Mainline/High Speed - $52 million
This project provides for the replacement of interlocking switches at select locations throughout the Metro -North
territory in New York State as they reach the end of their useful life. The scope of work for this project includes, for
some locations, turnout replacement in kind; and for select locations, improving existing standard turnouts with
high-speed turnouts. High-speed turnouts will result in reduced travel time for Metro-North customers and greater
flexibility for the railroad.
Grand Central Terminal Switch Renewal - $25 million
This project is a continuation of the switch replacement in Grand Central Terminal along with the stick/jointed rail
that currently exists at the platform areas. In the upper and lower level of GCT, the high volume of traffic and tight
configuration accelerates the wear of the switches. This project provides for the removal of existing switches and the
annual renewal of switches within the terminal and tracks in the platform areas. These investments maintain a
constant state of good repair ensuring that the terminal operation can operate reliably.
Turnout Replacement Yards and Sidings - $5 million
This project provides for the normal replacement of turnouts as they reach the end of their useful life, and for the
construction of track improvements at various yard and siding locations in New York State.
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West of Hudson Track Improvements - $10 million

This project will replace rail and ties, as well as perform surfacing on selected track areas on the Port Jervis Line.
Undergrade and Overhead Bridge Program - $110 million
The focus of these projects is the repair and replacement of bridges over or supporting the railroads right -of-way,
which are approaching the end of their useful lives, or do not meet current loading standards. The project funding
levels were increased in this program to progress work towards a state of good repair. The Undergrade Bridge
program includes the design and/or repair or replacement of between twenty and thirty structures on the Hudson,
Harlem and New Haven Lines based on detailed evaluation of needs and efficiencies identified during design and
construction activities. Metro-North will continue its work to undertake intensive coordination of track outages
amongst multiple capital projects to maximize outage opportunities. The Overhead Bridge program includes the
replacement of bridges on the New Haven Line as well as funds for ongoing long-term Force Account bridge repairs.
Employee Welfare and Storage Facilities - $3 million
This project provides for the upgrade of employee welfare facilities to suitable and adequate space. The areas
targeted for improvement in this program include locker rooms, bathroom facilit ies, meal and rest areas, and
storage/work spaces in GCT and outlying field locations.
Harlem River Lift Bridge - $10 million
This project continues a rehabilitation program initiated in the 2010-2014 Capital Program. The work includes
repairs to cracked piers that support the critical moveable bridge which provides the only access into Manhattan for
all Metro-North trains traveling to and from Grand Central Terminal.
Moodna and Woodbury Viaducts - West of Hudson - $14 million
This project continues the state of good repair work that began on the Moodna and Woodbury viaducts on the Port
Jervis Line under the 2005-2009 and 2010-2014 Capital Programs. The project includes the total replacement of
ties on both viaducts, approximately 3,000 ties on Moodna and 600 ties on Woodbury.
Undergrade Bridge Program - West of Hudson - $15 million
This project includes the replacement of three bridges on the Port Jervis Line, as well as repairs to two additional
bridges. There are approximately 80 undergrade bridges on the Port Jervis Line; this project provides for the
continuing renewal of structures determined as top priorities based on condition surveys.
Other Track and Structures Projects - $115 million
Additional projects in the proposed 2015-2019 Capital Program for track includes work to maintain the system
infrastructure as safe and reliable. Work includes cyclical insulated joints, rock slop remediation, rebuilding retaining
walls, improvements to system-wide drainage and purchase of maintenance of way equipment.
Structures improvements to maintain reliability and that contribute to progress towards a state of good repair
include bridge preservation rehabilitation, Beacon Line undergrade bridges, Park Avenue Direct Fixation, Railtop
Culverts, Bridge Walkways, Replace Timbers on Undergrade Bridges, Hudson Line Tunnels Inspection, Catenary
Painting and DC Substation/Signal House Roof Replacement and Right-of-Way Fencing.
Additional West of Hudson infrastructure improvements needed to progress Port Jervis Line state of good repair
include Track Improvements and Rock Slope Remediation.
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Mentoring Structures $3 million

The proposed 2015-2019 Capital Program includes an allocation for line structure component investments in
support of the above projects, to be undertaken as part of the MTA Small Business Development Program (SBDP).
This proposal reflects anticipated programmatic savings of an average of 9 percent among selected Track and
Structures projects (see Table 12). Savings are expected as a result of prioritizing critical needs and utilizing
component repair strategies on certain assets where possible. Additional savings are expected from coordination of
resources, work windows and work hour efficiencies.
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Category M-704
There are 387 route miles and 795 track miles that constitute the Metro-North system in New York State and
Connecticut. Of that amount, 579 track miles are signaled. The signal system includes 450 miles of cable
transmission systems, 100 centralized control systems, and a 328 route-mile signal network. The long-term
objective of investments in this area is to replace the aging signal system (wayside and operations control center)
with the latest technology to accommodate current operations and provide compatibility for future needs. Over the
previous capital programs, Metro-North has invested in a centralized control system and the infrastructure to
operate it. To protect the past investment and keep the system up to current standards, Metro-North has
established a cyclical program to replace and upgrade the elements of the overall signal system. In addition, MetroNorth looks to optimize train capacity to accommodate the railroads current needs, future se rvice plans and future
ridership projections. Metro-North will also make investments in Positive Train Control as required under the Rail
Safety Improvement Act of 2008.

The communications and signals projects total approximately $194 million. This represents 8 percent of the total
proposed 2015-2019 Capital Program budget.
Network Infrastructure Replacement - $32 million
This project will upgrade the Fiber Optic Communication System infrastructure. Metro-Norths Fiber Optic
Communication System consists of 41 node houses serviced by a core ring, which covers the entire New Haven Line,
Hudson Line, Harlem Line, Grand Central Kit room, Mott Haven, Beacon Line, Waterbury Branch, Danbury Branch,
and New Canaan Branch. The current Synchronous Optical Network (SONET) is approaching the end of its useful life.
If not addressed, this will leave current communication infrastructure without replacement or support from the
vendor. In order to meet future demands for such projects as security system upgrades along with passenger station
and information upgrade projects, the next generation in Optical Transport Dense Wave Division Multiplexing
(DWDM) is needed. The proposed 2015-2019 Capital Program includes $42 million for the project to address this
need in New York State territory. Connecticut Department of Transportation (CDOT) will provide supplemental
funding for this important project.
Harmon to Poughkeepsie Signal System - $60 million
The existing wayside signal and communication systems and infrastructure located on the Hudson Line from CrotonHarmon (CP-33) to Division Post in Poughkeepsie (MP-75.8) have reached the end of their useful life. This project
will begin replacement of the existing wayside signal and communication systems and infrastructure including
communication and signal Central Instrument Locations (CILs) and fiber optic and copper cable system.
Positive Train Control - $94 million
On October 16, 2008, Congress passed the Rail Safety Improvement Act of 2008 which requires, among other
things, the implementation of a Positive Train Control ("PTC") system on all non-exempt commuter railroad main-line
tracks. PTC is a technology that is capable of preventing train-to-train collisions, over-speed derailments, and injuries
to workers as the result of unauthorized incursions by a train into a work zone.
In 2013, a System Integrator contract was awarded by Metro-North and the Long Island Rail Road to design PTC
systems and to furnish PTC on-board kits and wayside kits for installation by Railroad forces. The PTC installation is
117
based on the Amtrak Advanced Civil Speed Enforcement System (ACSES), which is an overlay to the Automatic
Control Signal (ATS) System used in the Northeast Corridor. This project supplements the funding in the 2010-2014
Capital Program and is needed to complete this federal mandate. The proposed 2015-2015 Capital Program
includes $94 million for the project. Connecticut Department of Transportation (CDOT) participation will supplement
this funding to support PTC investments in the state of Connecticut.
Other Communications and Signals projects - $8 million
The remainder of the communications and signals projects include Replace Signal Office Equipment/SCADA Office,
PBX Replacement, Upgrade Grade Crossings, Replace High Cycle Relays and Fire Suppression Systems.
This proposal reflects anticipated programmatic savings of an average of 15 percent among selected
Communications & Signal projects (see Table 12). Savings are expected as a result of coordination of resources,
work windows and work hour efficiencies to minimize service impacts and reduce agency support costs, as well as
refined implementation plans.
118
Power
Category M-705
There are 387 route miles and 795 track miles that constitute the Metro-North system in New York State and
Connecticut. Of that amount, 545 track miles are electrified with 256 track miles of DC 3 rd rail power and 289 track
miles of AC catenary power. The power supply for this system in New York State includes 49 DC substations, seven
AC substations and three yard distribution systems. The long-term objective of investments in this area is to
maintain the condition of the existing assets and increase traction power capacity to support current service levels
and projected service growth over the next 20 years.

The proposed 2015-2019 Capital Program allocates $101 million, or approximately 4 percent of the total capital
program budget, to power projects.
Harlem/Hudson Power Rehabilitation - $15 million
This project will continue the multi-program phasing of component rehabilitation of Metro-Norths 49 substations.
Harlem/Hudson Power Improvements - $11 million
This project will continue the multi-program phasing of improvements recommended in the Traction Power Study
completed under the 2000-2004 Capital Program. These improvements are required to support future growth in
ridership and service and to reduce equipment failures due to low voltage conditions. The traction power system is
currently limiting capacity in some locations system-wide, in particular on the Upper Harlem Line. This project also
includes funding to complete a new substation on the Upper Harlem Line.
Substation Replacements - $26 million
This project will design the replacement of three outdoor traction power substations that are beyond their useful life
at Pelham, Bronxville and Mount Vernon with Metro-Norths enclosed standard substation. This project will also
construct at least two of the substations.
3 r d Rail Replacement - $20 million
This project begins replacement of deteriorated 3rd rail components adversely impacting reliability, such as
insulators, brackets, snow melters, reactors, bonds, and splice bars.
Other Power Projects - $26 million
Other power projects include: Replacement of Motor Alternator power supplies for signal power, tunnel lighting and
alarms, transformer rehabilitation, circuit breaker/switchgear replacement and design for replacing Substations 128
and 178.
Mentoring Power - $3 million
The proposed 2015-2019 Capital Program includes an allocation of $3 million for power component investments, in
support of the above projects, to be undertaken as part of the MTAs Small Business Development Program (SBDP).
This proposal reflects anticipated programmatic savings of up to 16 percent among selected Power projects (see
Table 12). Savings are expected as a result of refined scoping and implementation practices and coordination of
resources, work windows and work hour efficiencies to minimize service impacts and reduce agency support costs.
119
Shops and Yards
Category M-706
Metro-North owns and operates 11 shops and/or yard facilities system-wide, including three shops at diesel/electric
yards (Brewster, Harmon, Highbridge), two diesel yards East of Hudson (Poughkeepsie and Wassaic), two diesel
yards West of Hudson (Port Jervis and Woodbine), one electric yard at North White Plains, Grand Central Terminal,
and two yards for non-revenue equipment at MO Tower and Mount Vernon West. The shop and yard facilities provide
for fleet storage, maintenance and inspection services. Metro-Norths long-term shops and yards strategy is to
upgrade and adequately size these facilities to accommodate additions to the rolling stock fleet (such as the M-7
electric cars), to support the Reliability Centered Maintenance program, to improve On-Time Performance, and to
ensure customers are provided with a safe, reliable and comfortable ride. In support of the long-term strategy,
Metro-North will continue to replace and upgrade its shop and yard infrastructure at Croton-Harmon yard and other
critical locations to meet the demands of the current (and planned) fleet, and support efficient operating and
maintenance practices.

There are three major projects within the $472 million shops and yards allocation (approximately 20 percent) in the
proposed 2015-2019 Capital Program.
Harmon Shop Improvements - Phase V; Stage 2 - $432 million
The Harmon shop replacement program consists of investments to support the fleet of electric and diesel hauled rail
cars and provide improved productivity as a result of a more modern and efficient complex that continues the
emphasis on Reliability Centered Maintenance. This program funds the design-build of the new Running Repair and
Support Shop facility (Phase V; Stage 2) that will complete the replacement of the functionally and physically
obsolete existing facility. Functional work space will be maintained for a number of other campus -wide support
functions such as Quality Control, Engineering, Training and Production, and Maintenance Planning. As a result of
realized implementation efficiencies, a portion of the work previously planned was accelerated to the 2010 -2014
Capital Program.
Brewster Yard Improvements - Design - $4 million
The $4 million project will provide design services for the expansion of Brewster Yard. This yard, adjacent to
Southeast station and at capacity, will need to be expanded in order to accommodate longer trains anticipated
following the M-3 fleet replacement. Construction of the yard expansion will occur in the 2020-2024 Capital
Program.
Other Improvements - $26 million
Other projects will include the Harmon Wheel True Facility and West of Hudson Yard Improvements, including
environmental and design efforts for a new midpoint yard and passing sidings on the Port Jervis Line to support
West of Hudson service and ridership.
Mentoring Shops & Yards - $10 million
The proposed 2015-2019 Capital Program includes an allocation of $10 million for shop and yard component
investments in support of the above projects, to be undertaken as part of the MTAs Small Business Development
Program (SBDP).
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Miscellaneous
Category M-708
Projects in this category provide for costs associated with the support and management of the Capital Program and
projects with program-wide applicability such as system-wide environmental remediation, protective liability
coverage, independent engineer services, value engineering services, scope development and security.

This category also includes Metro-Norths contribution of $15 million for a new, unified trash facility being
constructed as part of the East Side Access project.
Finally, Metro-North has included allocations in this Category to support two MTA-wide initiatives. A budget of $7
million is proposed to provide administration and support for the Small Business Development Program (SBDP).
Funds have also been allocated in the amount of $13 million in support of the MTA-wide Enterprise Asset
Management initiative.
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122
MTA Capital Program

MTA Bus Company
2015-2019
Asset Base MTA Bus Company

Table 13
Selected MTA Bus Company Assets
Category
Buses
Assets
646
72
497
Depots
124
Standard
Articulated
Express Coaches
Depots
14
Bus Washers
Paint Booths
Overview MTA Bus Company

The MTA Bus Company operates the 11th largest bus fleet in the United States and Canada, serving over 400,000
riders daily. With a fleet of 1,215 buses and approximately 3,400 employees, the agency operates 45 local bus
routes serving the Bronx, Brooklyn, and Queens and 35 express bus routes between Manhattan, the Bronx,
Brooklyn, and Queens. In 2014, the MTA Bus Company provided approximately 126 million trips to riders. The Bus
Companys round-the-clock service complements and is coordinated with subway, train and bus services provided by
other MTA agencies.
MTA Bus was created in September 2004 to merge into one organization the services formerly provided by seven
private bus companies under franchise agreements with the City of New York. Those companies included: Command
Bus, Green Bus Lines, Jamaica Bus, Liberty Lines, New York Bus Company, Triboro Coach, and Queens Surface.
Transition of service began in January 2005 and was completed in February 2006.
MTA Bus inherited a substantial bus fleet and maintenance network, all requiring significant operating and capital
improvements. The fleet consisted of 15 different bus models with an average age over 13 years. The depots varied
in condition and age, with several built before the 1950s. MTA Bus operates eight depots, including: Baisley Park,
College Point, Eastchester, Far Rockaway, JFK, LaGuardia, Spring Creek, and Yonkers. The City of New York owns
three of the depots (College Point, Spring Creek and Yonkers) and leases the others from private owners.
Prior to the creation of the MTA Bus Company, service was irregular, maintenance was substandard, bus reliability
was poor, and passengers discomfort and dissatisfaction were high. Since assuming control of operations, MTA Bus
has taken many steps to improve customers experience and satisfaction.
Improving service - with adjustments in service and schedules, better maintenance, new buses, and upgraded
facilities - is a top priority for MTA Bus. Through evaluations of customer demand and operating constraints, MTA
Bus has addressed a number of fundamental areas, making improvements in running times, crowding, service
frequency, hours of service, and route structure. A centralized Road Operations Unit, Training Center, and Command
Center have been introduced to ensure consistent service.
The agency also has instituted new maintenance practices, including scheduled operation inspections, heavy
scheduled overhauls of undercarriage components every three years, exterior bus painting, engine in-chassis
overhauls, and other measures. These steps have helped to more than double fleet reliability by increasing its MDBF
(mean distance between failures) from 2,154 miles in 2005 to more than 5,600 miles today.
With investments through 2014, all of the buses from before the creation of MTA Bus have been retired. These
retirements, along with the purchase of new buses, have reduced the average age of the fleet to approximately
seven years. In the process, the MTA Bus fleet has become more environmentally friendly with the introduction of
low-emission technology, such as hybrid-electric propulsion and ultra-low sulfur fuel.
The MTA Bus Company has also made numerous initial improvements and repairs to facilities. These include:
asbestos abatement, electrical repairs, regulatory testing and repairs, select structural modifications and equipment
replacement to accommodate new buses, installation of tailpipe exhausts, upgrade of paint booths, battery rooms
and fire protection systems, and replacement of depot roofs and ventilation systems.
The proposed capital program builds on these successes and will allow MTA Bus to continue its commitment to
deliver high quality, reliable service.
125

The MTA Bus Companys proposed 2015-2019 Capital Program, totaling $376 million, provides the resources
needed to restore, replace, and modernize significant portions of the agencys fleet and infrastructure. Table 14
identifies these investments by asset category.
Table 14
MTA Bus Company Proposed 2015 -2019 Capital Program by Category ($ in millions)
Category
Buses
Facilities and Equipment
Program Administration
Total
126
$376
Proposed
2015-2019
Percent
$244
65%
105
28%
27
7%
100%
Program Evolution MTA Bus Company

This plan for MTA Bus totals $376 million, which is a reduction of $61 million compared to the previous MTA Bus
2015-2019 capital plan proposal that was submitted in September 2014. This $61 million reduction is the net
effect of several factors:
The plan assumes savings of $4.2 million, to be realized via more efficient design and construction of depot
component and equipment projects. Efficiencies to be employed include:
Component repair, rather than complete replacement, of targeted equipment.
Coordination of contracting and procurement across multiple depots.
Greater use of life-extension techniques rather than full replacement.
Use of standard, off-the-shelf specifications, to the extent possible.
MTA Bus projects that are expected to realize savings via efficiencies are starred (**) in the blue pages listing of
projects. The budgets of starred projects have been reduced by 10 percent as compared to the agencies best
estimate at the time of this plan resubmission. MTA Bus will strive to meet these reduced budgets, by incorporating
efficiency strategies during project design. Some projects may yield greater savings opportunities than others, but
the total savings of $4 million is the agencys goal.
Table 15
MTA Bus Company Capital Program Projected Savings Due to Program Efficiencies ($ in millions)
Element Type of Project

U70302 Facilities and
Equipment
Total
% Red.
10%
Assumed
Savings
$4
Likely Efficiencies
Component repair; coordination of contracting
and procurement; life extension techniques; use
of standard specifications
$4
Revised Estimates
design process, resulting in better cost estimate information upon which to establish project budgets.
Priority Changes
MTA Bus has reevaluated all projects in the plan to confirm that all projects are critical to advance in the 2015-2019
timeframe. Some work was identified that can wait until after 2019 without an impact on operations and
maintenance, and has been excluded from the plan resubmission. At the same time, however, a small amount of
other work has been added to the plan resubmission to address newly emerging needs that had not been identified
prior to September 2014.
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Major Investments
Bus fleets and depots are the core of MTA Bus investment needs. Highlights of the program follow.
Bus Fleet
The proposed 2015-2019 Capital Program includes $244 million to purchase a total of 345 new buses, including:
292 high capacity express buses and 53 articulated buses. All of the buses procured during the 2015-2019 period
will be for normal placement of buses that are approaching the end of their useful lives.
Facilities and Equipment

The proposed 2015-2019 Capital Program includes $105 million for facility and equipment investments. This
includes component repairs at five depots and the implementation of new bus system technology such as a system
to provide on-board audio and visual information to customers. It also includes support of a new bus radio system as
well as the procurement of depot equipment and non-revenue vehicles.
$27 million is set aside for in-house and third-party support of the projects proposed in the 2015-2019 Capital
Program.
System Condition
Figure 6 illustrates the mix of investments by needs category in the proposed 2015-2019 Capital Program. The
program continues the MTA Bus emphasis on achieving and maintaining a state of good repair by devoting 88
percent of funding to replacing fleet and restoring facilities.
Figure 6
MTA Bus Company Proposed 2015 -2019 Capital Program by Needs
System
Im provement
6%
Other
7%
State of Good
Repair
5%
N ormal
Replacement
81%
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MTA Bus assets are evaluated with the same benchmarks used for NYC Transit assets namely asset condition,
asset age vs. useful life, and asset performance vs. an identifiable performance standard. The System Investment
Status (Figure 7) presents the percent of assets in good repair and those with backlogged components in need of
repair.
Figure 7
MTA Bus Company System Investment Status
Buses
Bus Shops & Depots*
100%
61%
Good Repair
Backlogged
* Component-level condition assessment
129
MTA Bus Company

Bus Company Projects
Category U-703
The MTA Bus Company operates the 11th largest bus fleet in the United States and Canada, serving nearly 400,000
riders daily. The fleet of 1,215 buses operates on 45 local bus routes serving the Bronx, Brooklyn, and Queens and
35 express bus routes between Manhattan, the Bronx, Brooklyn, and Queens. The fleet consists of 646 standard
buses, 72 articulated buses, and 497 over-the-road coach buses for express service. Maintaining a normal cycle of
bus replacement is critical for service reliability and the ongoing infusion of new technologies and improved
environmental standards. The MTA Bus Companys fleet strategy is to achieve and continue a normal replacement
cycle based on a 12-year useful life for buses and to invest in new buses and clean fuel technologies to reduce
emissions. The average age of the fleet is approximately seven years.
The fleet operates out of eight depots: Baisley Park, College Point, Eastchester, Far Rockaway, JFK, LaGuardia,
Spring Creek, and Yonkers. The City of New York owns three of the depots (College Point, Spring Creek and Yonkers)
and leases the others from private owners. The facilities are needed to collect revenue from buses, clean and fuel
buses in preparation for service, perform routine maintenance and repairs, and store buses when not in operation.
In addition to maintenance areas, together the depots have 14 bus washers and three paint booths.

The proposed program includes $244 million for bus purchases, $105 million for facility and equipment projects,
and $27 million for program administration and engineering support. A total of 345 new buses will be ordered for
the normal replacement of buses approaching the end of their useful lives. These include 53 articulated buses ($48
million) for local service and 292 high capacity coaches ($196 million) for express service. Also included are
component repairs at five depots: Spring Creek, College Point, LaGuardia, Baisley Park, and JFK. The development
and rollout of new technology systems such as on-board audio/visual information for customers, automated
passenger counters, and a depot bus location system are also proposed. The proposed program also includes $35
million to support the development of a new bus radio system. Finally, a variety of depot equipment, including two
paint booths and an oil-water separator will receive component replacements, and various non-revenue vehicles will
be procured to support operations.
This proposal reflects programmatic savings of an average of 10 percent in select depot co mponent and equipment
projects. Savings are expected through component repair, contracting efficiencies from the coordination of
component repairs across multiple depots, greater use of life-extension techniques rather than full replacement for
select components and equipment, and the use of standard design specifications.
130
MTA Capital Program

Interagency
2015-2019
132
Overview MTA Interagency

This section of the program includes investments for the MTA Police Department and MTA Planning initiatives.

The MTA Police Department will complete the public safety radio system began in earlier programs, increasing the
departments ability to respond to emergencies and enforce safety. The MTA Interagency program also allocates
funds to support priority safety and customer initiatives with benefits across MTA agencies. Finally, MTA Planning
initiatives provide support for planned MTA capital improvements (Table 16).
Table 16
MTA Interagency Proposed 2015 -2019 Capital Program by Category ($ in millions)
MTA Police Department
Proposed
2015-2019
$39
MTA Planning Initiatives
225
Category
Total
$264
133
MTA Interagency
MTA Police Department
Category N-710
The MTA Police Department is responsible for ensuring the safety and security of MTAs customers, employees, and
facilities throughout the MTA service area. The service area encompasses over 4,400 square miles covering 14
counties in New York and Connecticut. On January 1, 1998, the MTA consolidated the police forces of the LIRR and
Metro-North Railroad under the jurisdiction of the MTA Police. Subsequently, the Staten Island Rapid Transit Police
was added to MTA Police on June 1, 2005. Prior to the consolidation, capital improvements associated with police
needs at these Operating Agencies were addressed as part of the respective agency capital programs. Building upon
the work begun with the 2005-2009 Capital Program and continued in the 2010-2014 Capital Program, the MTA
Police Departments 2015 -2019 Capital Program will continue to assist the MTA Police Department to accomplish
its mission of providing safety and security throughout the MTA network.

The MTA Police Departments 2015-2019 Capital Program includes projects to invest in facilities, vehicles and
communication systems to allow the Police to effectively protect our customers and the overall transportation
system (Table 17).
Table 17
MTA Police Department Proposed 2015 -2019 Capital Program by Investment ($ in millions)
Project
Public Safety Radio - Phase 3
Proposed
2015-2019
$29
Poughkeepsie Facility
Other Facility, Vehicle and Administrative Projects
Total
$39
Public Safety Radio Phase 3 - $29 million

The goal of this investment is to have a dedicated MTA Police public safety radio system, built seamlessly to ensure
system-wide radio coverage, allowing future interoperability among participating agencies and standardization of
one system for the MTA Police. The 2005-2009 Capital Program included $45 million to fund design and early
construction work intended to integrate the MTA police radio system with the New York State Wireless Ne twork. The
2010-2014 Capital Program included an additional $60 million to fund construction. Favorable pricing for earlier
phases of the project, coupled with refined estimates and implementation efficiencies, has resulted in a reduced
cost to complete construction of the new system in this program from $50 million to $29 million.
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Poughkeepsie Facility - $2 million

Investments in the district office in Poughkeepsie will address key deficiencies by making component improvements
to upgrade the current facility, providing adequate space to operate an effective District Office.
Other Facility, Vehicle and Administrative Projects - $8 million
Additional MTA Police Department investments include a replacement firearms trailer, a parking solution for police
personnel at Jamaica Station and the replacement of aged Emergency Service vehicles. Funding is also allocated to
investigate opportunities to meet existing District Office facility needs in Queens, as well as to provide administrative
support for the capital program.
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MTA Interagency
MTA Planning Initiatives
Category N-711
The 2015-2019 Capital Program includes funds for research and analysis to sustain various planning initiatives. The
planning initiatives support the MTA Long Range Planning Framework, which identifies long-term transportation
needs and capital solutions to address those needs, as well as coordinate with emerging needs in the City of New
York.

Table 18
MTA Planning Proposed 2015 -2019 Capital Program Investments ($ in millions)
Project
Core Planning Support
Proposed
2015-2019
$10
Corridor Planning Support
10
Capital Program Support
125
Urban Core Infrastructure Reserve

Total
80
$225
Core Planning Support - $10 million

Initiatives funded in this area include:
Upgrade MTA ridership and transportation models to identify current and future regional mobility needs and to
evaluate impacts of transit network disruptions and closures.
Update regional travel surveys (including MNR, LIRR and NYCT city-wide surveys) to understand our customers use
of the system, remain eligible for New Starts funding, and inform the Capital Planning process.
Strategic planning evaluations responding to short- and long-term policy questions, such as data informing the
impacts of possible fare policy revisions and analyses of regional demographic, economic, and travel trends.
Corridor Planning Support - $10 million
Initiatives funded in this area include:
In collaboration with NYCT:
Queens Boulevard mobility needs survey/corridor analysis to identify factors contributing to growing
congestion of E, F, M and R lines in Queens.
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Evaluation of Second Avenue Subway (SAS) future phasing opportunities (beyond Phase 2) in support of
implementation of SAS Phase 2 construction. Phase 2 construction is advanced as part of the MTACCs
program in 2015-2019.
In collaboration with MTA commuter railroads:
Supporting analyses to inform regional rail capital initiatives.
Evaluation of proposals by commuter railroads for service/network enhancements leading to capital
investments including additional MNR West of Hudson capacity, LIRR diesel territory service enhancements
and other LIRR Network Strategy outcomes and opportunities for through running of regional rail systems.
Evaluations of regional proposals by outside groups that could lead to MTA capital investments. Examples include
new airport access proposals, new rail uses of dormant rights of ways and new transHudson proposals.
Capital Program Support - $125 million
The 2015-2034 Twenty-Year Capital Needs Assessment and MTA Transportation Reinvention Commission
highlighted the need for ongoing investment in the MTA network to support our diverse and dynamic service region.
This investment is a critical element in maintaining New Yorks standing as one of the worlds preeminent economic
centers. Recognizing this vital need, funds are allocated to a variety of program support tasks, including:
Evaluate and implement strategic recommendations of the MTA Transportation Reinvention Commission.
Improve capital planning through Enterprise Asset Management (EAM) strategies and systems.
Facilitate initiatives designed to enhance operational safety MTA-wide for customers and employees.
Support implementation of new fare payment systems across the MTA family of Agencies.
Evaluate the opportunity to expand SBS through the NYCT/MTA Bus service area.
Develop pilot studies in support of these and additional strategic initiatives.
Urban Core Infrastructure Reserve - $80 million
The 2015-2019 Capital Plan includes funds reserved for the MTA to define projects in collaboration with the City of
New York to study and develop initiatives to support coordination in areas of common interest. The intent is to
bolster the existing MTA system to complement City initiatives on growth, development and mobility with such
additional capital improvements as new access at stations in employment centers, new passenger connections
between lines, and bus facilities. These activities will include a study of intra-city travel on the commuter rail
network, as well as a study of a potential bus station, staging, and/or storage facility in Flushing, Queens. Proposals
for capital improvement will be evaluated using standard planning, design, and engineering controls to ensure that
they become projects that are affordable and achievable.
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138
MTA Capital Program

Network Expansion
2015-2019
140
Overview Network Expansion

In July 2003, the MTA Board authorized creation of the MTA Capital Construction Company (MTACC) as a new
subsidiary with the specific mission to plan, design, and construct major MTA system expansion for the operating
agencies. Since that time, the MTACCs expansion portfolio has focused on the construction of East Side Access
(ESA), which will bring Long Island Rail Road commuters into Grand Central Terminal; and the initial phase of a new
Second Avenue Subway (SAS), which will relieve the pressure on New York City Transits overcrowded Lexington
Avenue Line and improve access to downtown Manhattan. In addition, the MTACC remains responsible for the
construction of other large scale projects that are nearing completion. Construction of the extension of the #7
subway line to support the redevelopment of the far West Side of Manhattan is f unded by the City of New York. The
construction of the Fulton Center, primarily federally funded with Lower Manhattan Recovery Office (LMRO) and
federal American Recovery and Reinvestment Act (ARRA) funds in the 2000-2004 Capital Program, will improve
transit service and access to many subway lines, PATH, and the World Trade Center site in downtown Manhattan.
These projects have achieved significant progress. The Fulton Center opened in November 2014. The #7 line
extension opened in September 2015. Tunneling and blasting associated with Phase 1 of the Second Avenue
Subway has been completed and all construction contracts have been awarded. SAS Phase 1 construction is
approximately 85% complete. Phase 2 of the Second Avenue Subway will be advanced as well in the proposed
2015-2019 Capital Program, which will extend the tunnels and build new stations north from the 96th Street Station
to 125th Street and 5 th Avenue. The East Side Access project is well underway and has achieved major project
milestones including the completion of the four major tunneling contracts and the award of its major Systems
contract. Through June 2015, the project has committed $7.4 billion and expended $5.7 billion.
East Side Access Review

While East Side Access work continues, several factors have contributed to the establishment of a new budget of
$10.178 billion and new revenue service date of December 2022, announced during the June 2014 MTA Capital
Program Oversight Committee (CPOC) meeting. Following the rejection of bids for ESAs Manhattan Tunnels
construction contract in October 2012, MTA and MTACC began a critical review of the projects cost and schedule to
evaluate the impact of these events on the Project. This review continued through 2014, following the below
sequence of events. Stakeholder participation throughout the review process included MTACC, the MTA Independent
Engineering Consultant, the MTA Office of Construction Oversight, the Federal Transit Administration and their
Program Management Oversight Consultant, as well as the Supplemental Independent Review Consultant. This
review process timeline was as follows:
January 2013: The Manhattan Tunnels scope was repackaged into three contracts; Manhattan South
Structures, Manhattan North Structures, and Manhattan Caverns.
March 2013: The MTA Chairman/CEO called for a Supplemental Independent Review of the schedule and
costs, constructability, and the projects organizational structure.
April 2013: Federal Transit Administration and their Program Management Oversight Consultant cited
preliminary cost and Revenue Service Date ranges.
June 2013 to January 2014: Conducted Program-Wide and Contract level analyses of cost and schedule,
initiated risk assessments and advanced Supplemental Independent Review.
January 2014: Presented at CPOC ESA preliminary cost and schedule ranges, initial findings of the
Supplemental Independent Review and the new ESA organizational structure which includes an Executive
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Steering Committee headed by the MTA Chairman, with representatives of MTACC, LIRR, and Amtrak (see
Figure 8).
January 2014 to June 2014: Completed the Program-Wide and Harold Interlocking risk assessments,
additional independent studies and estimates, and review of the Integrated Systems Testing schedule by the
Supplemental Independent Review Consultant.
June 2014: Presented at CPOC the revised ESA cost of $10.178 billion and Revenue Service Date of
December 2022, including reasons for greater budget and schedule certainty, future risks and next steps.
All these steps were taken to ensure that the new budget and schedule sufficiently reflected the remaining type of
work and associated risk, and that the most appropriate ESA organizational structure was in place to successfully
manage the project going forward.
Figure 8
Budget and Schedule Ranges Presented to CPOC in January 2014
$9.693 billion
MTACC
$9.981 billion
$9.792 billion
Supplemental Independent
Independent
Review Consultant
Engineering Consultant
$10.772 billion*
FTA
* FTA figure includes $463 million in rolling stock reserve
September 2021
MTACC
November 2022
Supplemental Independent
Review Consultant
June 2023
Independent
Engineering Consultant
September 2023
FTA
Following this review effort, MTACC took further action to ensure ESA was able to advertise and award one of its
critical contracts to maintain the new schedule. The MTA Board amended the MTACC portion of the 2010 -2014
Capital Program to transfer $78.1 million from the ESA Rolling Stock Reserve/Liability Reserve project to the ESA
project so ESA could award GCT Concourse and Facilities Fit-Out contract (CM014B) before the end of 2014. This
action brought the approved ESA funding through the 2010-2014 Capital Program to $7.606 billion. The proposed
2015-2019 Capital Program includes $2.572 billion of additional local funds to complete the project. The proposed
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2015-2019 Capital Program will also include $78.1 million to replenish the funds transferred from the ESA Rolling
Stock Reserve/Liability Reserve project.
Regional Investments overall budget has been impacted by ESAs revised budget and schedule as well. Driven by
the schedule extension and re-sequencing of work at Harold Interlocking, the proposed 2015-2019 Capital Program
includes $310 million in funds to complete this work.

The proposed 2015-2019 Capital Program includes funding required to complete the East Side Access Project ,
including the Regional Investments which support East Side Access and provide improvements to the regional
transportation network. It also includes funds to complete design and begin initial construction of Phase 2 of the
Second Avenue Subway. A new project was added for funding design and construction of the infrastructure to allow
Metro-North access into Penn Station from the New Haven Line via Amtraks Hell Gate Line, to be managed by
Metro-North Railroad. Funding is included to replenish previously borrowed funds from the ESA rolling stock reserve
to match remaining needs as well. Finally, this proposal allocates funds to provide for miscellaneous project costs in
support of these activities, including MTACCs share of the cost to administer the MTA-wide Small Business
Development Program. In addition, with a goal of $61 million in scope, MTACC will make every effort to identify
opportunities to contribute toward the overall MTA mentoring program objectives.
Table 19
MTA Network Expansion Proposed 2015-2019 Capital Program by Category ($ in millions)
Funding In Prior Capital
Program(s)
Proposed
2015-2019
All
Programs
$7,606
$2,572
$10,178
Second Avenue Subway Phase 2
535
535
MNR Penn Station Access
695
695
Regional Investments
448
310
758
ESA Rolling Stock and Liability Reserve
558
209
767
Miscellaneous/Administration
215
135
350
$8,827
$4,456
$13,283
Category
East Side Access
Total
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Capital Construction Company

East Side Access
Category G-709
Improved access between the Long Island transportation corridor (Suffolk, Nassau and Queens counties) and the
East Side of Manhattan is recognized as a critical transportation link in the New York Metropolitan region. The
roadways, transit system, and Pennsylvania Station, which serve this area, have reached their capacity and restrict
travel options for residents and commuters in the region. The creation of direct LIRR service from the Long
Island/Queens corridor into Grand Central Terminal (GCT) will have a number of significant re gional transportation
benefits. They include providing the LIRR with more opportunities to maintain and capture a greater share of the
Long Island/Queens-to-Manhattan commuter market by offering more services and better reliability into Penn
Station. Furthermore, after completion, ESA is expected to provide more than 160,000 rides per day. The travel time
savings and convenience of the new service will directly benefit the 76,000 daily customers who will use the new
terminal as well as provide a significant benefit to the over 30,000 daily customers who currently arrive at Penn
Station on overcrowded trains.
Project Description
The East Side Access Project will connect the Long Island Rail Roads Port Washington and Main Lines to a new
station at GCT. The connection will be made by constructing seven miles of new tunnels (3.5 miles in each direction)
beginning in Queens, going under Amtraks Sunnyside Yard, connecting to the lower level of the existing 63 rd Street
tunnel, and traveling under Park Avenue in Manhattan to reach GCT. Tail tracks under Park Avenue will extend to
38th Street.
Specific project construction details include:
Construction of a new LIRR station at GCT.
Construction of a new concourse and entrances at GCT.
Construction of a new mid-day storage yard in Queens.
Construction and reconfiguration of LIRRs Harold Interlocking, including boring soft ground tunnels in
Queens under Sunnyside Yard.
Reconstruction of a portion of Yard A for storing trains that serve GCT.
Excavation of tunnels in Manhattan using Tunnel Boring machines.
Following the receipt of a high bid for the Manhattan Structures construction contract in October 2012, MTA Capital
Construction Company in conjunction with the MTA, the Independent Engineering Consultant, the Federal Transit
Administration and a Supplemental Independent Consultant, completed a comprehensive project cost, schedule,
and organizational review, including conducting risk assessments. The results were presented to the MTA Board at
the June 2014 Capital Program Oversight Committee meeting, revising the overall cost by $1.933 billion from
$8.245 billion to $10.178 billion and adjusting the Revenue Service Date from August 2019 to December 2022.
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Table 20
East Side Access Major Milestones and Forecasts
Major Milestone
Start Preliminary Design
Obtain Record of Decision
Start Early Construction Activities
Award Tunnel Boring Machine Tunneling
Timing
March 1999
May 2001
September 2001
July 2006
Award of the Full Funding Grant Agreement
December 2006
Complete Construction
November 2019
Begin Revenue Service to GCT
December 2022
Prior Program Highlights/Accomplishments

Overall funding through the 2010-2014 Capital Program is $7.606 billion. This total includes two amendments to
the 2010-2014 Capital Program (see ESA Rolling Stock and Liability Reserve section for additional detail). Through
June 2015, the project has committed $7.4 billion and expended $5.7 billion. The project has completed all TBM
tunneling in Manhattan and Queens. Construction of permanent structural concrete lining, interior structures and fitout for caverns and tunnels is underway. The major contract to procure, fabricate, test and commission systems has
been awarded. The following is a summary of the project by capital program:
1995-1999 Capital Program
The 1995-1999 Capital Program included $157.7 million to fund preliminary engineering, preparation of the final
environmental impact statement and early construction activities of ESA.
The 2000-2004 Capital Program included $1.5 billion of ESA funds and $33.5 million in non-ESA funds to continue
design and to begin construction of major elements of the project. This included the following:
Clean-up and preparation of the existing LIRR yards in Sunnyside, Queens and excavation of the existing
63rd Street tunnel bellmouth structure. This work is complete.
Construction of a new Metro-North Railroad Highbridge maintenance facility and storage yard in the Bronx,
replacing Metro-Norths Madison Avenue Yard in GCT. This work is complete.
Construction of the Arch Street LIRR Maintenance and Repair facility for the rail cars that will support LIRRs
GCT service. This work is complete.
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Major demolition, civil and structural work and relocation of existing Metro-North tracks in the GCT Madison
Avenue Yard in preparation of future construction of a passenger concourse for LIRR passengers. This work
is complete.
Open-cut excavation adjacent to the existing Sunnyside Yard in Queens and construction of permanent
tunnel structures. This work is complete.
Excavation of tunnels and station caverns in Manhattan from the existing 63rd Street tunnel at 2nd Avenue
to the new station at GCT. This work is complete.
Procurement of long lead materials for force account construction at Harold Interlocking and construction of
new interlockings. This work is complete.
The 2005-2009 Capital Program contains $2.672 billion in ESA funds and $10.5 million funded directly in the LIRR
capital program to continue major construction elements. Elements of project management, design, construction
management, insurance, and real estate necessary to support construction are also funded. The program includes
the following major construction elements:
Construction of the new tunnels in Manhattan. This work is complete.
Construction of bored tunnels under Sunnyside Yard and Harold Interlocking in Queens. This work is
complete.
Construction of the Northern Boulevard Crossing. This work is complete.
Major demolition, civil and structural work and relocation of existing Metro-North tracks in the GCT Madison
Avenue Yard in preparation of future construction of a passenger concourse f or LIRR passengers. This work
is complete.
Begin the reconfiguration of the Harold Interlocking. This work is on-going.
Construction of ventilation facility at 50th Street. This work is complete.
Design and manufacture of elevators and escalators. This work is on-going.
Purchase/acquisition of required real estate interests. This work is on-going.
The 2010-2014 Capital Program contains $3.232 billion in ESA funds to continue major construction elements.
Elements of project management, design, construction management, and insurance necessary to support
construction are also funded. The program includes the following major construction elements:
Construction of the new tunnels in Manhattan. This work is complete.
Construction and fit-out of the new LIRR caverns, concourse and mezzanines at GCT. This work is on-going.
Reconfiguration of the Harold Interlocking and yard lead. This work is on-going.
Procure, fabricate, install, test and commission communication, controls, security, fire detection, tunnel
ventilation and facility power. This work is on-going.
Procure signal equipment. This work is complete.
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Construction of ventilation, track, power, signals and ancillary systems. This work is on-going.
Begin construction of a new entrance for LIRR customers at Grand Central Terminal. This work is on-going.

The proposed 2015-2019 Capital Program will complete the construction of ESA to enable revenue service by
December 2022. Elements of project management, design, construction management, and insurance necessary to
support construction as well as support to testing and commissioning are also funded. The program includes the
following major construction elements:
Construction of Manhattan Caverns.
Reconfiguration of the Harold Interlocking and yard lead.
Construction of a mid-day storage yard in Queens for rolling stock.
Construction of a new entrance for LIRR customers at Grand Central Terminal.
Procure, fabricate, install, test and commission communication, controls, security, fire detection, tunnel
ventilation and facility power.
Procurement and installation of traction power equipment.
Procurement of electric rail cars for opening day service (some rolling stock costs are included in the reserve
described later in this section).
The scope of the East Side Access project remains substantially unchanged. Funds totaling $7.606 billion have been
allocated in the MTAs 1995-1999, 2000-2004, 2005-2009, and 2010-2014 Capital Programs. The balance of
funds required to complete the project is being proposed in this program. The ESA project Federal Full Funding Grant
Agreement (FFGA) approved in December 2006 will provide $2.632 billion in federal new starts funds. The FFGA is
currently being revised based on ESAs new budget and schedule.
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Second Avenue Subway
Category G-710
The purpose of the full-length Second Avenue Subway (SAS) is to address the problems and deficiencies in access
and mobility associated with an overburdened transit infrastructure that is struggling to accommodate existing
customers as well as new customers from the continuing growth of Manhattans East S ide.
The East Side is densely populated with residential, retail, and commercial office use. Every day, more than two
million people travel in the area that would be served by a full-length Second Avenue Subway as they commute to
and from work. Over three-quarters of people working in the area use the subway, bus, rail, or ferry to get to and
from their jobs during rush hours.
NYC Transits Lexington Avenue subway is the only north-south route serving the East Side. Carrying more
passengers than any other subway line in the United States, the Lex alone carries 1.3 million riders each weekday,
which is greater than the ridership of the entire transit systems in San Francisco, Chicago, and Boston combined.
The Lexington Avenue service operates significantly above guideline capacity during peak hours, resulting in
overcrowded trains, congested stations, and delays for customers. During the morning peak hour, 29 southbound
trains per hour are scheduled to run on the Lexington Avenue express line. However, due to the frequent congestion
south of 125th Street, only 25 or fewer trains depart Grand Central-42nd Street during the peak hour. Because of
excessive congestion, travel times are markedly longer than at other times, reducing service levels.
In addition, because the Lexington line is the only route serving most of the East Side, residents and wo rkers often
have to contend with poor access and long walks to and from the subway.
The Second Avenue Subway will address all of these issues, providing additional service and access to the East
Sides dense residential, commercial and retail populations, and relieving overcrowding and service limitations
currently experienced on the Lexington Avenue line by hundreds of thousands of people who travel to, from, and
through the East Side of Manhattan.
Project Description
The goal of the project is to relieve crowding and improve reliability on the Lexington line and to improve mobility for
commuters on Manhattans East Side and throughout New York City and the metropolitan area. Numerous
alternatives have been developed and analyzed for a new Second Avenue Subway since it was first conceived in the
1920s. The project is the result of the MTAs MESA (Manhattan East Side Alternatives) major investment study and
subsequent environmental impact statements.
Specific project construction details for the full-length SAS include:
Construction of a two-track 8.5 mile subway line from 125 th Street to Lower Manhattan.
Connection to the rest of the subway system via the 63 rd Street line.
Construction of 16 new, fully accessible subway stations.
Construction of new transfers with other MTA services, including 125 th Street (serving Metro-North and NYC
Transit passengers) and Grand Street Other transfers are being evaluated for 55 th, 42nd, 14th, and Houston
Streets.
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The full-length Second Avenue Subway will provide two new subway services. One will operate along the full length of
the route between 125th Street and Hanover Square. The other will operate along Second Avenue from 125th Street
to 63rd Street, then travel west along the existing 63 rd Street line and join the Broadway (N/R/Q) line via an existing
connection and serve express stations along 7 th Avenue and Broadway before crossing the Manhattan Bridge to
Brooklyn. Customers traveling to Lower Manhattan on this line can transfer to local services for destinations south of
Canal Street.
The project will be implemented to provide for four operational phases. These could potentially overlap and include:
1) 105th Street to 62nd Street, including connection to the 63 rd Street line; 2) 125th Street to 105th Street; 3) 62nd
Street to Houston Street; and 4) Houston Street to Hanover Square. The MTACC is currently progressing Phase 1,
including three new stations at 96 th Street, 86th Street, and 72nd Street, and new entrances to the existing Lexington
Avenue/63 Street Station at 63rd Street and Third Avenue.
Proposed 2015-2019 Capital Program - $535 billion

The proposed 2015-2019 Capital Program provides $535 million to commence SAS Phase 2. This is a reduction of
$1.0 billion compared to the previous 2015-2019 capital plan proposal that was submitted in September 2014,
reflecting funding availability and the ability to implement scope within the plan period. Included are environmental,
design, and real estate and project support to undertake preliminary construction work, such as utility relocation.
The balance of the work necessary for operation will be funded in future capital programs.
In its entirety, SAS Phase 2 will complete the full projects East Harlem segment. Its alignment will run under Second
Avenue to 120th Street, then will turn west along 125th Street, crossing Lexington Avenue and ending at 5th Avenue
to accommodate storage tracks. SAS Phase 2 will utilize a tunnel section built in the 1970s from 110th St reet to
120th Street and will be outfitted with tracks and other essential equipment. Three new stations will also be
constructed at 125th Street, 116th Street, and 106th Street.
The completion of SAS Phase 2 will support two major objectives of the Second Avenue Subway Master Plan:
alleviate the passenger congestion of the Lexington Avenue Line and provide an intermodal connection with MetroNorth Railroad at the 125th Street and Park Avenue Station.
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Penn Station Access
Category G-711
On January 8, 2014, Governor Cuomo announced his support for MTA Metro-North Railroad expansion of New
Haven Line service into Penn Station NY, taking advantage of the existing Amtrak Hell Gate Line. This project would
provide added system resiliency against potential catastrophic service disruptions that could affect over 700 trains
and 280,000 commuters daily through an alternate route and terminal in Manhattan for Metro-North New Haven
Line customers. Customers with destinations on Manhattans West Side, the fastest growing area in the Manhattan
Central Business District will save travel time via a direct connection between the New Haven Line and Penn Station
New York. Metro-North customers reverse commuting from Manhattan and new stations in the Bronx to the northern
suburbs, a rapidly growing segment of Metro-North riders, similarly will experience substantial travel time reductions.
This project will be delivered by Metro-North Railroad.
In constructing the necessary infrastructure to operate this service, four new stations will be constructed to provide
commuter rail service in eastern Bronx, serving Co-op City, Morris Park, Parkchester/Van Nest, and Hunts Point.
When built, MNR Penn Access will serve as an element of improved regional connectivity by completing the direct
connections among all of the New York metropolitan regions regional and intercity rail services (Metro -North, LIRR,
New Jersey Transit and Amtrak) at Penn Station.
Penn Station Access is currently in the Environmental Review process. Upon completion, Metro-North would design
and implement the following Hell Gate Line improvements:
Track and structures work necessary to operate on the Hell Gate Line.
Communications and signals work.
Power improvements including 3rd rail, power substations, and catenary.
Construction of 4 stations in the Bronx serving Co-op City, Morris Park, Parkchester/Van Nest, and Hunts
Point.
Rolling Stock specification development for the fleet needed to operate the service.
In addition, modification would be made to Penn Station Access service-related areas of Penn Station (as
necessary).
The plan assumes savings of $48 million to be realized by utilizing best value procurement practices and resource
strategies in constructing the infrastructure elements of the Penn Station Access project. The types of efficiencies
that will be employed to generate these savings include:
Alternative procurement strategies, such as separate contracts for furnishing and installation of equipment
and design-build.
Coordination of multiple projects on the same section of track, to minimize service diversions and reduce
agency support costs.
Table 21 below shows the elements in which these savings are assumed. Projects in these elements that are
expected to realize savings via efficiencies are starred (**) in the blue pages listing of projects. The budgets of
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starred projects have been reduced by a fixed percentage (noted in Table 21 below) as compared to the agencys
best estimate at the time of this plan resubmission. Metro-North Railroad will strive to meet these reductions by
incorporating efficiency strategies during project design. Savings may not be achieved consistently across all
projects because some projects may yield greater opportunities than others, but achieving the overall savings by
element, as listed in Table 21 below, is the agencys goal.
Table 21
MTA Capital Construction Company Capital Program Savings Due to Program Efficiencies ($ in millions)
Work Element Type of Project

G7110104
Track & Structures
Assumed
% Red. Savings Likely Efficiencies
10%
$26 Alternative procurement strategies;
Work coordination
10%
6 Alternative procurement strategies;
Work coordination
G7110105
Communication & Signals
G7110106
Power
10%

Work coordination
G7110108
Shops & Yards
10%

Work coordination
Total
$48

The proposed Capital Program includes design and construction of infrastructure and completion of specifications
for rolling stock to operate Metro-North Railroad service on the New Haven Line into Penn Station NY via Amtraks
Hell Gate Line.
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Regional Investments
Category G-714
In the course of designing the East Side Access project, the MTA identified additional investments to be progressed
concurrently with the East Side Access program in order to achieve ESA revenue service. The budget for this work
totaled $484 million, which included $401 million in the 2010-2014 Capital Program and $83 million in future
funds which would not be needed until the 2015-2019 Capital Program. These investments, while not required to
meet the ESA project objectives, are necessary to meet the operational flexibility of the LIRR, Amtrak and New Jersey
Transit (NJT) within Harold Interlocking and Sunnyside yard and contribute to the long term growth potential in the
region.
Regional Investments include work at Harold interlocking, serving the busiest passenger rail corridor in the United
States. The introduction of ESA service will result in an additional 24 trains in the peak hour traveling through t his
already busy interlocking. The MTAs Metro-North Railroad is also assessing the feasibility of bringing trains from the
Hudson Valley and Connecticut through Harold Interlocking and Sunnyside Yard to Penn Station. Recognizing the
long term regional benefit of building an operationally robust complex through Harold Interlocking that would
accommodate the future needs of the LIRR, Amtrak, NJT and Metro-North, Regional Investments will provide critical
operational flexibility for all the railroads to meet their long term service plans. Proposed inve stments include: an
East Bound Reroute, which eliminates existing train conflicts between Amtrak and LIRR and increases speeds
heading east and north; a West Bound Reroute, which will allow Amtrak and Metro-North to travel through the
Harold complex without conflicting with other trains heading into or out of Penn Station; and a Loop Track
Interlocking, which allows flexibility for access to both Penn Station and the Mid-day Storage yard and increases
capacity and speeds for Amtrak and NJT entering Sunnyside Yard.
Regional Investments also include the purchase of a small number of LIRR cars to support ESA growth.
The cost and schedule impacts on ESA have had an effect on Regional Investment as well. When the ESA schedule
was extended to August 2019, the total budget of Regional Investments increased from $484 million to $590
million. While this increase reflected the latest estimates and required support costs, the breakdown between
federal and local funding had changed. Initially, Regional Investments was solely local funds. However, $294.8
million of the Regional Investments budget is now funded through the Federal Railroad Administration High-Speed
Intercity Passenger Rail Program and $2.2 million is funded through an FTA Freedom Grant.
The 2010-2014 Capital Program was increased by $47 million from $401 million to $448 million in the Plan
Amendment approved by the MTA Board in July 2013. The Regional Investment budget was further revised in June
2014 as a result of the comprehensive cost, schedule and risk review of the ESA project. As part of this review a
Harold risk assessment was conducted which resulted in the re-sequencing of work and estimates were revised to
reflect the availability of Railroad resources and productivity assumptions. The Regional Investment budget also
includes funding for the design and the start of Sunnyside Station construction, as stated in the previously approved
capital program. The revised cost for the Regional Investments is $758 million. To complete these projects the
2015-2019 proposed Capital Program includes $310 million.

A number of construction contracts are underway including the first major construction contract , Harold Structures
Part 3 West Bound Bypass Structures (CH057A), primarily funded by the Federal Railroad Administrations High
Speed Intercity Passenger Rail Program which was awarded in November 2013. Elements of project management,
152
design, construction management, and insurance necessary to support construction are also funded. The program
includes the following major elements:
Amtrak fabrication of Central Instrument Locations (CILS).
Construction of the Westbound Bypass in Harold Interlocking.
Purchase of a small number of LIRR cars to support ESA growth.
Construction of an ADA elevator in Grand Central Terminal.
Material procurement and labor for Harold stages 3 and 4.

Due to the latest schedule extension of ESA and the re-sequencing of Harold Interlocking activities, funds are
needed for Regional Investments in the 2015-2019 Capital Program to complete construction. The program
includes the following major construction elements:
Demolition of existing and construction of a new Amtrak Car Washer (CH059).
Construction of the Eastbound Reroute Harold Structures - Part 4 (CH058).
Material procurement and labor for Harold stages 3 and 4.
Design and begin construction of the Sunnyside Passenger Station.
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ESA Rolling Stock / ESA Risk Reserve
Category G-715
MTA Capital Construction Company is budgeting for the purchase of 160 rail cars to meet East Side Access opening
day service needs. The 2015-2019 East Side Access and Regional Investment budgets include $194.5 million and
$50 million respectively. In addition, a $463 million Rolling Stock Reserve was established in the 2010 -2014
Capital Program to fund the balance of rail vehicles needed to operate opening day service to Grand Central
Terminal, pending completion of a full simulation of the opening day service plan from LIRR to confirm the optimal
operating plan and the full fleet requirements. The simulation is to evaluate service in the context of the capacity
enhancements to be funded by LIRR as part of their 2010-2014 and 2015-2019 Capital Programs, including:
Jamaica enhancements - signal upgrades and interlocking reconfigurations, infrastructure to facilitate new
Cross-Borough Scoot service between Jamaica and Brooklyn.
Yard enhancements - new Mid-Suffolk and Huntington / Port Jefferson branch yards.
Pocket tracks - at strategic locations on the Port Washington and Babylon branches.
Construction of a full second track from Ronkonkoma to Central Islip - as the first phase of a complete
Double Track on the Main Line from Farmingdale to Ronkonkoma.
In 2014, the MTA Board amended the 2010-2014 Capital Program to transfer $78.1 million in funds from the ESA
Rolling Stock Reserve to the ESA project in order to progress the GCT Concourse and Facilities Fit -Out contract.
Without the additional funds, this contract could not have been bid and awarded in the scheduled timeframe unless
it included a significant option. Based on the revised ESA Revenue Service Date, the electric rail cars do not need to
be procured in the 2010-2014 Capital Program and therefore could be transferred to facilitate this short term need.
This $78.1 million is included in the proposed 2015-2019 Capital Program to re-establish the full $463 million ESA
Rolling Stock Reserve, to remain in reserve pending further confirmation of the results of the above simulation.
MTACC established the new ESA budget of $10.178 billion, announced during the June 2014 MTA Capital Program
Oversight Committee (CPOC) meeting. At that time, the FTA projected the cost to complete this work to be $10.309
billion excluding Rolling Stock, a difference of $131 million. To recognize the concerns of our key stakeholder, an
ESA reserve in this amount will also be established in the 2015-2019 Capital Program to help mitigate risk as the
project moves toward completion.

An ESA Rolling Stock Reserve of $78.1 million is being established to restore the full $463 million reserve approved
in the 2010-2014 Capital Program, replenishing funds that were transferred to the ESA program in 2014 for the GCT
Concourse and Facilities Fit-Out contract (CM014B). In addition, an ESA reserve of $131 million is proposed to
facilitate mitigation of further project risk.
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Table 22
East Side Access Proposed 2015-2019 Capital Program Reserves ($ in millions)
Project
Proposed
2015-2019
ESA Rolling Stock Reserve
$78
ESA Liability Reserve
131
Total:
$209
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Miscellaneous
Category G-716
A key objective of the MTACC is to utilize a cost-efficient program management structure to oversee and manage the
MTA system expansion projects. The structure will realize a 10 percent efficiency savings by maximizing the sharing
of expertise and support services from project sponsor agencies, avoiding redundancies and duplication of functions
between agencies.
To accomplish this, MTACC established an organization of core management personnel. Project support for
planning, design and construction management is also provided by staff that is matrixed from the sponsor operatin g
agencies and MTA headquarters. MTA Capital Construction Company established consistent procedures, standards
and guidelines that are applied to all the projects under its management.

The proposed 2015-2019 Capital Program includes $135 million for these functions. Funds have been budgeted for
MTACC administrative staff, the reimbursement of NYCT for administrative support staff and services, temporary
expert services (such as indefinite quantity consultants and firms to support project controls, change order and
claims management), independent engineering oversight, occupancy, legal and engineering services, workforce
development through employee training, and other office costs such as supplies, communications and computer
equipment. These are non-project specific expenses or project specific expenses that may not be eligible for
reimbursement with that projects funding. Remaining funds have been budgeted for MTA Audit quarterly
chargebacks, MTACCs contribution to the administration of the Small Business Development Program (SBDP),
Hyperion financial reporting system, and catastrophic bond insurance expenses.
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MTA Capital Program

Bridges and Tunnels
2015-2019
Asset Base Bridges and Tunnels

Table 23
Bridges and Tunnels Facilities
Facility
Bronx-Whitestone Bridge (BWB)
Cross Bay Bridge (CBB)
Year
Opened
1939
1970
Type of Structure
Suspension Span
3,842
Viaducts/Approaches
3,061
High Level Fixed Bridge
3,023
Viaducts/Approaches
2,472
Henry Hudson Bridge (HHB)
1936
Steel Arch Bridge
2,193
Hugh L. Carey Tunnel (HCT)
1950
Vehicular Tunnel
9,137
Marine Parkway Bridge (MPB)
1937
Lift Bridge
3,985
Queens Midtown Tunnel (QMT)
1940
Vehicular Tunnel
6,414
Robert F. Kennedy Bridge (RFK)
1936
Suspension Span
2,624
Harlem River Lift Span

Bronx Crossing Truss Span
Throgs Neck Bridge (TNB)
Verrazano-Narrows Bridge (VNB)
158
Length (Feet)
1961
1964
772
1,600
Viaducts/Approaches
11,742
Ramps
10,935
Suspension Span
2,910
Viaducts/Approaches
8,022
Suspension Span
6,690
Viaducts/Approaches
2,910
Ramps
8,808
Overview Bridges and Tunnels

MTA Bridges and Tunnels operates seven bridges and two tunnels that form essential links for vehicular highway
transportation in the New York City metropolitan area (Table 23). In 2014, the nine crossings generated more than
$1.6 billion in toll revenue and over the last five years have carried an average of over 285 million annual vehicle
trips. With approximately 60 percent of its toll revenue dedicated to mass transit operations, Bridges and Tunnels
performs a unique and vital function in support of regional transportation.
The proposed 2015-2019 Capital Program is the culmination of a rigorous ongoing planning process that is
reflected in the 2015-2034 Twenty-Year Capital Needs Assessment. The Authority Master Plans for each bridge and
tunnel are the foundation of the B&T capital planning process and are shaped by several factors, including detailed
analyses of long-term needs based upon bridge and tunnel inspections and condition ratings of the various bridge
and tunnel elements. These plans are very dynamic and demonstrate the agencys ongoing commitment to maintain
the structural integrity of its facilities while, at the same time, modernize facilities to meet current standards,
operate safely and securely to enhance regional mobility, customer satisfaction and the quality of life in the region.

Table 24 and 25 outlines B&T needs for the 2015-2019 Capital Program for each facility and by category of work.
The most significant investment needs have been identified in the Structures ($803 million, or 28%) and Roadways
and Decks ($1.07 billion, or 38%) categories. As shown below, the largest proportion (65%) of this investment will be
at three bridges: the Robert F. Kennedy Bridge ($747 million, or 26%), the Throgs Neck Bridge ($578 million, or
20%), and the Verrazano-Narrows Bridge ($530 million, or 19%).
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Table 24
Bridges and Tunnels Proposed 2015 -2019 Capital Program by Facility ($ in millions)
Proposed
2015-2019
Percent
$137
4%
Henry Hudson Bridge (HHB)
243
9%
Hugh L. Carey Tunnel (HCT)
116
4%
Queens Midtown Tunnel (QMT)
64
2%
Robert F. Kennedy Bridge (RFK)
747
26%
56
2%
Throgs Neck Bridge (TNB)
578
20%
Verrazano-Narrows Bridge (VNB)
530
19%
Agency Wide
385
14%
$2,856
100%
Facility
Bronx-Whitestone Bridge (BWB)
Rockaway Crossings (Cross Bay and Marine Parkway Bridges)
Total
Table 25
Bridges and Tunnels Proposed 2015 -2019 Capital Program by Category ($ in millions)
Proposed
2015-2019
Percent
Structures
$803
28%
Roadways & Decks
1,073
38%
Toll Plazas & ITS
206
7%
Utilities
406
14%
Buildings & Sites
94
3%
Miscellaneous
86
3%
188
7%
$2,856
100%
Category
Structural Painting
Total
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Program Evolution
This plan for MTA Bridges & Tunnels totals $2.856 billion, which is a reduction of $200 million compared to the
previous B&T 2015-2019 capital plan proposal that was submitted in September 2014. This $200 million reduction
is the net effect of several factors:
Best Value Procurement and Alternate Project Delivery Methods

The revised plan reflects efficiencies attributed to more streamlined design and construction of certain types of
capital projects, as well as alternate project delivery and procurement methods, to achieve overall best value
implementation. Bridges & Tunnels is pursuing a fairly aggressive design-build program in the 2015-2019 time
frame which promises efficient and faster delivery of projects, while achieving best value benefits. In addition, as
part of this plan resubmission other types of program efficiencies are being realized or are expected to be realized
over the long-term. These include:
Coordination of multiple projects with similar scope of work across various locations, to minimize lane
closures and other customer impacts.
Phased rehabilitation or replacement of bridge and tunnel elements, to allow for better coordination and
utilization of resources across B&T facilities.
Alignment of capital and operating initiatives to ensure addressing of full life-cycle needs for bridge and
tunnel assets.
Best value procurement strategies, such as combining multiple projects for solicitation under a single
contract, coordinating capital and operating projects under a combined procurement process, etc.
Continuation of best practices for project selection and delivery such as Value Engineering, Independent
Constructability and Risk Assessment reviews.
Leveraging Efficiencies Achieved in Previous Capital Plans

Favorable bid savings and continuing progress on achieving project closeouts in previous capital programs have
allowed Bridges & Tunnels to reprogram funds made available through these efforts towards the first group of
priority projects in the 2015-2019 plan.
Revised Estimates
In the year that has elapsed since the September 2014 plan submission, ongoing inspections at B&Ts facilities
were conducted and projects have advanced further in the design process, resulting in better cost estimate
information upon which to establish project budgets.
Priority Changes
Bridges & Tunnels has updated its Facility Master Plans and reevaluated all projects in the 2015-2019 capital
program to consider new information available since September 2014 and confirm that all critical work is
progressed in the 2015-2019 timeframe. The timing for implementation of some projects was refreshed for better
definition of time lines for major inter-agency coordination, more optimal sequencing of certain multi-phased
projects, and ensuring the most critical needs will be addressed in the capital program. Ongoing bridge and tunnel
inspection results have also been incorporated in the plan resubmission to address newly emerging needs that were
not identified prior to September 2014.
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Major Investments
Core Infrastructure
Much of the proposed capital program focuses on preservation of assets and maintaining the structural integrity of
the facilities to help reduce risk, modernize to meet current performance standards, optimize facility and operational
efficiencies and improve overall financial performance. The replacement of aging facility components to ensure that
the historic B&T facilities remain in a state of good repair is highly prioritized. To determine the most immediate
structural needs, the seven bridges and two tunnels and other ancillary facilities undergo periodic, comprehensive
condition inspections. The bridges are inspected every two years, in accordance with the New York State Biennial
Bridge Inspection Program, and additional interim inspections are conducted in the years between biennial
inspection cycles on critical components and/or conditions that warrant more in-depth inspection efforts. In
addition, separate underwater and substructure inspections are performed per FHWA and NYSDOT requirements ,
which typically are based on a five year cycle. In-house engineering staff also assesses the overall condition of all
B&T facilities on an ongoing basis. Unlike bridges, federal and state mandated inspection cycles were not previously
specified for tunnels; However, in the 2010-2014 Capital Program, B&T embarked on comprehensive inspection
efforts at the Queens Midtown Tunnel, as well as conducted post Hurricane Sandy tunnel inspections at both
tunnels (HCT and QMT) to help inform major structural capital projects. Beginning in 2015, federal and state
requirements for similar biennial inspection cycles at the tunnels will commence. In general, B&T inspection
protocols have been highly regarded and were recently commended via an independent peer review.
The rehabilitation and replacement of aging equipment and facility components has been the primary focus of B&T
in all of its capital programs. At the Robert F. Kennedy Bridge (RFK), a phased rehabilitation program that began in
the mid-1990s has resulted in a variety of improvements being completed at the facilitys complex array of
roadways and structures that link Queens, Manhattan, and the Bronx. In the two most recent programs, the decks
on both the southbound Manhattan to Queens ramp on Randalls Island and the on-board Harlem River Drive Ramp
on the Manhattan side were replaced as part of projects that also rehabilitated the substructures of those decks. In
addition, the design for the reconstruction of the Manhattan approach ramps at 124 th-125th Streets was completed,
and construction was awarded in late 2014. The replacement of the Bronx Toll Plaza deck also started during the 4 th
quarter of 2014.
The Bronx-Whitestone Bridge (BWB) has also benefitted from a wide range of recent investments with a strong
emphasis on renewing the roadway and deck elements, reducing loads on the main cables and improving the
bridges aerodynamic performance in high wind conditions.
In the 2010-2014 Capital Program, repairs were made to the Bronx concrete anchorage and the Queens elevated
and on-grade approaches were replaced. The completion of the Queens approach work in early 2015 was the final
step in replacing all of the original 1930s era roadways of this facility. While major portions of the BWB roadway
structure were being replaced, concurrent work was carried out at the Throgs Neck Bridge (TNB), including major
repairs to the steel superstructure supporting the deck on the Queens and Bronx approaches.
The Verrazano-Narrows Bridge (VNB), the longest suspension bridge in North America, has multiple decks and an
intricate system of ramps at both ends. The VNB requires continual investment in its roadways, structures and
utilities. Recent improvements either completed or underway include: replacement of the original upper level
suspended span decks with a new orthotropic steel deck, steel repairs and painting on the superstructure,
improvements to the Toll Plaza east and westbound ramps, and a complete rehabilitation of the East-bound Toll
Plaza roadways and Staten Island Expressway approach to the VNB.
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At the Henry Hudson Bridge (HHB), the upper and lower level decks are being addressed for reconfiguration and/or
replacement. Substructure rehabilitation at the Marine Parkway Bridge (MPB) is ongoing while at the Cross Bay
Bridge (CBB), deck and superstructure rehabilitation, substructure and underwater work are in progress. The
electrical and mechanical equipment associated with the lift span at the MPB will be rehabilitated and or replaced
along with structural steel repairs as needed.
The Hugh L. Carey Tunnel (HCT) and Queens Midtown Tunnel (QMT) were severely affected by flooding during Super
Storm Sandy. As a result, the 2010-2014 Capital Program includes Super Storm Sandy restoration and mitigation
work at these facilities, in conjunction with pre-existing structural rehabilitation projects. Together, these
investments will address all the tunnel assets destroyed when corrosive salt-waters inundated the tubes in October
2012, along with other tunnel elements that were already scheduled for capital renewal in the facility master plans.
The replacement and rehabilitation of the core infrastructure will continue in the proposed 2015-2019 Capital
Program. As always, the suspension bridges will be a major area of investment. At the RFK, the initial phase of
construction of the Manhattan toll plaza and associated enabling projects will begin. At the BWB, a key focus will be
main cable investigation/monitoring, as well as structural repairs that address recent inspection findings. Similar
steel repairs will be carried out at the TNB, but the key projects at this structure will be the replacement of the
concrete grid deck on the suspended spans, dehumidification of anchorages, and addition of fire standpipes on the
main span and Bronx approaches. At the VNB, the replacement of major approach decks will be initiated and
anchorages and bridge piers will be rehabilitated.
Significant core work will also be carried out at the other facilities. At the HHB, the upper and lower level toll plaza
and southbound lower level approach will be replaced. Furthermore, the skewbacks (concrete arch supporting
structures) will be rehabilitated. Pier fender system rehabilitation will be performed at the Cross Bay and Marine
Parkway Bridges.
At the HCT and the QMT, core infrastructure work will include structural, electrical and mechanical rehabilitation of
the ventilation buildings and associated systems, including the tunnel control and monitoring systems and
modernization of central control rooms.
B&T capital projects are planned and designed to minimize the impact of construction on motorists and are carried
out in coordination with the surrounding communities. The agency is committed to maintaining the highest quality of
service for its customers, even while major construction work is ongoing. While some projects can impose potentially
significant operational constraints during construction, the end result of many of these facility improvement s is to
enhance the system and provide better ways for customers to travel through B&T facilities.
Regional Mobility and Customer Satisfaction

Bridges and Tunnels is not only committed to ensuring the continued state of good repair of its facilities, but also to
enhancing regional resiliency and mobility, and customer satisfaction. In the 2010-2014 Capital Program, Bridges
and Tunnels initiated a pilot project at the HHB to test All-Electronic Tolling (AET) operations. All motorists are now
able to use any lane to drive through the toll plaza, without stopping. By early 2017, a gantry-based Open Road
Tolling (ORT) system will be placed into revenue service. At that point, the existing toll plazas including the old toll
booths will be demolished as part of a 2015-2019 capital plan project to reconstruct the HHB upper and lower level
roadways and lower level southbound approach. The new ORT system will continue to utilize the current methods
employed at the HHB to capture E-ZPass transponder-reads and license plate images, but will do so in an
environment absent a traditional toll plaza, enabling customers to traverse the two tolling areas without narrowed
lanes or restricted sight lines, thereby allowing for unrestricted flow of traffic across the toll plaza area.
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The 2015-2019 Capital Program will also improve traffic throughput and customer satisfaction at other B&T
facilities, through implementation of capacity and access enhancements. At the VNB, projects are in construction in
the 2010-2014 Capital Program to replace the six-lane upper level suspended span with a new seven-lane upper
level roadway and a Bus/HOV ramp on the Brooklyn Approach. This will result in a new deck configuration linking the
HOV lanes on the Staten Island Expressway to the west and the Gowanus Expressway to the east. In the 2015-2019
Capital Program, another project at the VNB will eliminate a lane-drop that currently causes delays and traffic at the
merge of lower level Brooklyn-bound traffic with the Gowanus Expressway. A design for the replacement and
widening of the Belt Parkway ramps (elevated and on-grade) will also be part of the 2015-2019 program, with
enabling work to be performed first in the 2015-2019 plan and full construction to follow in future capital programs.
At the TNB, the 2015-2019 Capital Program will replace the suspended span deck with a new deck configuration,
which will improve traffic safety and will also be able to accommodate a future seventh lane if mobility demand
dictates it. At the RFK, construction of a new connector ramp will complete a critical missing link to the northbound
Harlem River Drive, eliminating the need for Manhattan-bound highway traffic to utilize local City streets. These
investments will add to improvements already achieved in previous capital programs, such as the BWB roadway
deck project, which replaced the roadway, widened the traffic lanes on the approaches, and improved the lighting
and electrical systems.
On-going tunnel rehabilitation projects will also benefit B&T customers at both the HCT and QMT, with new wall tiles
and lighting that will significantly improve the customer environment inside the tubes, as well as some replacement
/rehabilitation work on the plaza slabs, which will improve the riding surface.
B&T also continues to implement Intelligent Transportation Systems (ITS) as part of its capital program. In previous
years, TRANSMIT readers were installed at all facilities enabling E-ZPass tags in vehicles passing through to be
anonymously read in order to measure general vehicular speeds on particular segments of roadway. This data is
coordinated with B&T Variable Message Signs (VMS), enabling timely and accurate travel time information to be
communicated to customers. Many of these signs will reach the end of their useful life during the 2015-2019 period
and will be replaced by newer, updated versions. B&T will also be upgrading its fiber optic infrastructure in the
proposed program, supporting the backbone for communications and implementation of ITS devices and systems.
No project in B&Ts history has done more to improve regional mobility and cust omer satisfaction than E-ZPass. In
the 2010-2014 Capital Program, B&T began replacing outdated components of the original E-ZPass system that was
first implemented in 1995. Original power and communications cables were replaced or upgraded to increase data
capacity and accommodate new ITS features. In the 2015-2019 Capital Program, B&T will continue replacing
outdated E-ZPass components and tolling equipment, so customers can continue to enjoy the benefits of E-ZPass.
Safety and Security

Maintaining safety and security across B&T facilities starts with many of the projects already discussed, which
improve the characteristics of roadway surfaces and physical elements such as lane widths, shoulders, median
barriers, lighting and toll plaza configurations. Other investments improve the reliability and flexibility of systems and
services at the facilities, enabling facility staff to respond to major events more quickly and effectively.
In recent programs, projects were initiated at the two tunnels to replace the electrical and ventilation systems to
improve tunnel monitoring and systems control activities. At the bridges, new, modified or extended fire lines, risers
and standpipes were recently installed at the BWB, TNB, VNB, CBB, and HBB. This improves the ability to fight fires
and achieves conformance with national codes (National Fire Protection Association 502) and local fire department
164
requirements. Similar fire standpipe systems are being installed under the 2010-2014 Capital Program at the RFK
Manhattan Approach Ramps, as part of the ramp reconstruction projects.
Building upon these efforts to implement fire safety enhancements, B&T plans to ensure that fire standpipe systems
are installed at every facility. In the 2015-2019 timeframe, a new system will be installed at the MPB, additional
coverage will be provided at BWB and TNB, and the systems on the RFK and TNB will be completed. At the VNB, the
mooring platforms at the tower piers will be relocated to meet current Fire Department of New York (FDNY)
standards, along with necessary modifications to the fire standpipes. Additional fire lines accessible by fireboats will
also be added at the BWB. Other fire safety improvements in the 2015-2019 timeframe will include new smoke and
heat detection and alarm systems at the BWB, RFK, HCT and QMT. Similar improvements are already underway at
the TNB and MPB, under the 2010-2014 Capital Program.
The proposed 2015-2019 capital program also includes the replacement or upgrade of various tunnel electrical and
ventilation systems. These will improve the reliability and safety of tunnel operations, including during emergencies,
and conform to current tunnel safety codes and standards. At the QMT specifically, the outdated central control
room will be modernized to improve day-to-day monitoring of power system controls and other systems such as
traffic control and signaling, variable message signs, traffic speed sensors, radio rebroadcast, over height detection,
drainage pumps, tunnel lighting, and digital CCTV recording.
Other safety investments will include the design-build installation of a fender protection system at the BWB to
protect against vessel strikes as well as design for a similar protection system at the TNB. Finally, an electronic
monitoring and detection system is in the process of being installed at the TNB and similar systems are planned in
the 2015-2019 Capital Program at the BWB and RFK.
Resiliency
In the aftermath of Super Storm Sandy, the Governors Office published the NYS 2100 Commission Report, To
Improve the Strength and Resilience of the Empire States Infrastructure. The report examined key vulnerabilities
faced by the States infrastructure and developed recommendations for how to increase resiliency. The
recommendations re-enforced B&Ts existing resiliency strategies, which emphasized focus on seismic, marine
vessel collisions, fire and wind vulnerability risks and reinforced the need to add additional emphasis on climate
change induced hazards such as flood conditions. These directly affected facility master plans, focusing further
attention on a multi-hazard approach to mitigate natural and man-made risks. The 2015-2019 program will address
some of the major recommendations in the report, including retrofitting bridges and tunnels to withstand seismic
activity, as well as wind and fire events.
Mitigating climate change risks requires an assessment of broad systemic vulnerabilities, including sea level rise,
storm surge, changing precipitation, changing temperature, and other extreme events. The 2010-2014 Sandy
Mitigation Program was a start towards addressing B&T risks at the two tunnels and Rockaway crossings. The
proposed 2015-2019 program continues this strategy at these and other facilities, through initiatives that will help
to ensure the bridges and tunnels remain resilient against future catastrophic events.
The 2015-2019 Capital Program will implement recommendations from a tunnel vulnerability assessment, providing
a variety of structural and safety enhancements at the HCT and QMT. At the RFK, B&T will harden the structure
against future seismic and wind events, while proposed structural and deck work at the TNB, VNB and HHB will
incorporate seismic improvements whenever possible. This aligns with the MTA-wide strategy of incorporating
appropriate resiliency elements across core infrastructure projects. B&T will also design and install bridge structural
165
health monitoring systems, which track how bridges react to daily and extreme loads. This data will enable better
planning, design and construction of future projects that will preserve the structural integrity of these facilities.
System Condition
MTA Bridges and Tunnels developed its first multi-year capital program in 1992. Since then, the agency has invested
approximately $5.7 billion in capital funding for its infrastructure. While all B&T facilities are in a state of good
repair, more than half are over 70 years old. Even with regular maintenance, the structures and components of the
bridges and tunnels eventually deteriorate and need replacement from the combined effects of traffic loa ds and
environmental exposure. As B&T facilities continue to age, increasing levels of major improvements and life-cycle
replacements have become necessary. As major components reach the end of their useful lives, higher levels of
capital investment are needed just to keep them structurally sound. The goal for the 2015-2019 Capital Program is
to carry out a fully funded capital program that will keep the facilities in a state of good repair, ensure a high level of
reliability, resiliency and redundancy, and strategically improve facility operations and customer experience
wherever appropriate. B&T average annual commitments are projected to increase from $416 million in the
previous 2010-2014 Capital Program (excluding post-Sandy investments), to $571 million in the proposed program.
Figure 9
Bridges and Tunnels Proposed 2015 -2019 Capital Program by Needs Category
System
Im provement
11%
Other
3%
N ormal
Replacement
86%
Because B&Ts facilities are considered to be in a state of good repair, the vast majority of proposed investments
over the 2015-2019 time frame are classified as normal replacement (NR) work ($2.47 billion, or 86%) for assets
that have reached or exceeded their useful life. System Improvement (SI) projects account for just 11% of the total
program ($0.30 billion), while Other work comprises 3% of the total program ($0.08 billion). NR work renews
facilities, ensuring safe and reliable transportation for B&T customers. SI projects enhance facility operations and
security, enable customers to proceed through toll plazas more efficiently, and/or continue improvement of the
workplace for B&T employees.
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Bridges and Tunnels

Structures
Category D-701
Structural improvements on Bridges and Tunnels facilities focus on maintaining the structural integrity of the
facilities, while ensuring safety and minimizing customer inconvenience. The projects address either the
components of the bridge superstructure, i.e., that part of the bridge above the foundation, such as the suspension
system and roadway deck supporting system, or the substructure, i.e., those elements that support the
superstructure, such as anchorages, piers, abutments and the foundations themselves. As components of both the
superstructure and/or the substructure deteriorate over time, investments must be made , or the bridge will require
much larger and more costly capital investments in the future. At the tunnels, the strategy is to continue previously
phased tunnel rehabilitation work, coordinated with ongoing post-Sandy work. Tunnel investments address the
structural needs of tunnel ceilings, walls, and plazas and upgrade tunnel facilities to meet National Fire Protection
Association (NFPA) and National Electrical Code standards to the greatest extent possible.

Projects planned in the proposed 2015-2019 Capital Program under the category of structures represent the
greatest share of investments, comprising 28% of the total 5-year program. Major projects include:
Throgs Neck Bridge: Approach Viaducts: Seismic Retrofit & Structural Rehabilitation - $162 million
This project at the Bronx and Queens approach viaducts will address all necessary superstructure steel repairs,
catwalk upgrades, drainage rehabilitation, substructure and superstructure concrete repairs, seismic retrofits and
bearing replacement, and work necessary to address deteriorated or deficient elements identified during the 2013
and 2015 Biennial Inspections. In addition, the lower garage, which is under the Bronx approach roadway and part
of the structure, will be rehabilitated.
Robert F. Kennedy Bridge: Miscellaneous Structural Rehabilitation - $94 million
This project will address suspended span structural repair needs identified in recent biennial inspections. The
results of ongoing prototype repair work will help determine the most cost-effective means to accomplish the
repairs.
Henry Hudson Bridge: Skewback Retrofit - $83 million
This project will provide for the complete rehabilitation of the skewbacks, which transfer load from the bridge
arch and support the bridge structure. The concrete foundations that support the approach viaducts will also be
retrofitted, to ensure their structural integrity.
Robert F. Kennedy Bridge: Seismic/Wind Retrofit and Structural Rehabilitation Phase 1 - $68 million
Based on results of a study funded in the 2010-2014 Capital Program, this project will design and construct all
necessary improvements and upgrades to ensure that the RFK suspended span structures, including the
anchorages, meet current seismic, wind and load criteria, as well as design remaining substructure repairs and
superstructure strengthening measures necessary to ensure that all structural members of the RFK facility meet
current load standards.
167
Verrazano-Narrows Bridge: Anchorage & Piers Rehabilitation and Sealing - $49 million
This project will perform exterior and interior concrete repair and sealing of the Brooklyn and Staten Island
anchorages, improvements to the anchorage lighting, drainage, fire detection systems, and catwalks, and
rehabilitation of the eye bar dehumidification chambers and systems. The work will address water infiltration and
lower humidity levels in the anchorages to help protect the main cables from deterioration.
Cross Bay Bridge: Rehabilitation of Pier Fender System at Cross Bay and Marine Parkway Bridges - $49 million
This project will rehabilitate or replace the pier fender protection systems at the Cross Bay and Marine Parkway
bridges as necessary. Environmental mitigation measures will be incorporated, based on requirements of permitting
agencies.
Verrazano-Narrows Bridge: Main Cable and Suspender Rope Testing - $43 million
This project will carry out cable inspections to determine the overall health of the cable system. Several panels on
each main cable will be unwrapped and cable bands will be removed. Other tasks include inspection of the cables for
corrosion, sampling of wires, and re-wrapping of the cables. Cable modeling will be performed using the data gathered
to determine the remaining overall cable strength, and a cable health monitoring system will be evaluated for
installation in the main cables. Design for this project is being performed in the 2010-2014 program. The construction
phase will be carried out in the proposed 2015-2019 program.
Verrazano-Narrows Bridge: Main Steel Repair and Concrete Rehabilitation - $33 million
This project will perform structural repairs as necessary based on findings and recommendations from biennial
inspections in 2014 and 2016, as well as steel and concrete repairs required in the near future to maintain or
restore the bridge's intended level of service. Typical biennial recommended repairs include steel repairs, concrete
repairs, bearing replacement/rehabilitation, etc.
Bronx-Whitestone Bridge: Miscellaneous Structural Rehabilitation - $29 million
This project will perform high priority repairs recommended in recent biennial inspections, as well as address
potential findings from future inspections planned in 2015 and 2017. Select roadway framing connections will be
upgraded to meet current load standards. The project will also remove the non-functional Tuned Mass Damper
(relieving a substantial load on the bridge cables), the associated maintenance/inspection platforms, and remaining
portions of the stiffening truss from the structure, while modifying the traveler rails. This will allow the travelers (i.e.,
moving maintenance platforms) full access to the under-deck area.
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Bridges and Tunnels

Roadways and Decks
Category D-702
Deck replacement and rehabilitation work focuses on preserving primary bridge elements, upgrading to modern
design standards, and enhancing regional mobility through improved traffic capacity and access to facilities. The
rehabilitation of roadways, decks, approaches and drainage systems range from large-scale resurfacing, to total
replacement of the roadway deck, or construction of new access ramps. Drainage system projects convey runoff of
heavy rains away from the supporting structures. These investments not only help ensure a safer trip for customers
using the facilities, but they forestall the need for more extensive work that would entail long-term lane closings and
reduced throughput at the facilities.

Deck replacement and rehabilitation work comprises 38% of the 5-year program. While this represents a significant
level of investment, B&T will work to minimize disruption of bridge and tunnel traffic. Major projects in this category
are:
Throgs Neck Bridge: Replacement of Grid Decks on Suspended Span - $310 million
This project will replace the existing suspended span deck with a new deck, permitting the future implementation of
a seventh lane with a moveable median barrier. The deck will be designed to higher load criteria for current and
anticipated commercial traffic to extend service life of the asset. The project will also replace electrical feeders,
upgrade the bridge lighting system to energy-efficient LED luminaries, and install a dry fire standpipe system to meet
current fire codes.
Verrazano-Narrows Bridge: Reconstruction of the Approach Ramps - Phase 1 - $286 million
This is the start of a three-phased initiative to address various structural, safety and access needs at the bridges
approach spans, entrances and connector ramps. The 2015-2019 Capital Program will focus on the roadway deck
and associated structural elements at the upper level Brooklyn and Staten Island approaches. The scope includes
the replacement of the approach deck and parapet, repair of the superstructure and substructure, seismic upgrades
to the upper level approach ramps, replacement of the anchorage span deck, and the replacement and widening of
the existing lower level eastbound connector ramp from the bridge to the Belt Parkway and rehabilitation of the
West-bound Lily Pond Avenue exit ramp. Final design and construction will be informed by the results of a master
plan development effort that is ongoing under the 2010-2014 program.
Robert F. Kennedy Bridge: Reconstruction of the Manhattan Toll Plaza Structure and Ramps - $224 million
This work is part of the overall RFK Rehabilitation program that began in the late 1990s. The design and
construction for the Bronx Toll Plaza reconstruction is ongoing while the design and first phase of reconstruction for
the Manhattan Toll Plaza, will be carried out in the 2015-2019 timeframe, including any necessary enabling
investments and site work on or beneath the elevated structure.
Robert F. Kennedy Bridge: Construction of New Harlem River Drive Ramp - $141 million
This project continues a multi-phased effort to rehabilitate and/or replace the Manhattan Approach ramps (including
124th-125th Street, Harlem River Drive [HRD], and FDR Drive). It will carry out a design-build construction for a new
ramp directly connecting the RFK Harlem River lift span with the northbound HRD. Design was initiated in the 20102014 Capital Program. This ramp is being closely coordinated with a New York City Department of Transportation
(NYCDOT) project to reconstruct the nearby 127 th Street Bridge on the HRD. When finished, the new ramp will
169
complete the highway interchange and eliminate the need for Manhattan-bound RFK traffic to utilize local city
streets to reach the northbound HRD.
Agency Wide: Planning / Strategic Initiatives - $51 million
This project will encompass planning, design and/or construction efforts to address a variety of planning and
strategic initiatives, which may include All-Electronic Tolling (AET), Open Road Tolling (ORT), customer information
enhancements, reconstruction of the overhead plaza structures at the HCT Manhattan Plaza, and/or shared-use
pathways.
Verrazano-Narrows Bridge: Brooklyn Approach Reconstruction - $31 million
This project will widen the existing eastbound Gowanus Expressway from 92nd Street to Fort Hamilton Parkway,
improving the merge of Brooklyn-bound VNB lower level traffic with the Gowanus Expressway. The project will
improve traffic flow and safety, and reduce traffic delays in the critical I-278 corridor between the VNB and HCT. This
work will also require extensive interagency coordination with the New York State Department of Transportation
(NYSDOT).
170
Bridges and Tunnels

Toll Plazas & Traffic Management/Safety Systems
Category D-703
Projects in this category focus on maintaining the condition of the toll plazas (via either replacement or
rehabilitation), as well as maintaining the toll/revenue collection systems in a state of good repair, by addressing all
elements including the tollbooths and islands, toll collection equipment, lighting and utilities. Investments in this
category will include system improvements that enhance safety, and will also study longer term toll collection
options to enhance the customer experience and enable motorists to proceed through toll plazas more quickly.
Another group of projects is geared towards implementing Advanced Traffic Management Systems (ATMS) and
Intelligent Transportation Systems (ITS), which encompass diverse technologies including electronic messaging,
information gathering, processing, communications, and control systems. Integration and use of these technologies
increases the efficiency of facility operations, enhances safety and security, improves customer service, and fosters
regional mobility and economic growth in the region.

Toll Plaza Improvements and Traffic Management and Safety Systems comprise 7% of the total program. The results
of the All-Electronic Tolling (AET) pilot study at the HHB will be utilized to inform design and construction decisions as
appropriate. Project highlights in this category of work include:
Henry Hudson Bridge: Reconstruction of Toll Plazas and Southbound Approach - $82 million
This initiative is being carried out in a phased approach, over two capital programs. In the 2010-2014 Capital
Program, the northbound and southbound toll plazas are being permanently relocated to facilitate a cashless Open
Road Tolling (ORT) system installed on gantries over free-flowing traffic lanes. In the 2015-2019 Capital Program,
the upper and lower level toll plaza decks and southbound lower level approach decks will be replaced, along with
associated equipment, utilities, electrical services, and roadway lighting. As part of the upper level reconstruction,
supporting exterior columns will be eliminated for improved and safer traffic flow through the new ORT plazas and
unimpeded sightlines.
Agency-Wide: Toll Collection Systems and Equipment Rehabilitation - $89 million
Many toll plazas, tolling systems, and associated equipment are nearing the end of their useful life and require
replacement or rehabilitation. This project will address priority needs to maintain a state of good repair at these toll
plazas until they can be completely addressed in future capital programs. In addition, to prepare for the future
replacement of plaza equipment and systems, this project may perform enabling work providing necessary utility
relocation and additional power and communication links to accommodate potential changes in toll policy. This
project will also modernize tolling sub-systems and equipment at all facilities that have exceeded their useful service
life.
Agency-Wide: Intelligent Transportation System Enhancements - $32 million
This project will complete the installation of CCTV cameras at the TNB and BWB, improving the monitoring and
observation of traffic flow on these bridges. In addition, this project will design and install CCTV on the RFK.
Hardware upgrades will also be made for the Advanced Traffic Management Systems (ATMS). Rotating Prism Signs
will be installed at the BWB, TNB, and VNB toll plazas to help improve customer visibility and navigation in
accordance with current AASHTO standards.
171
Bridges and Tunnels

Utilities
Category D-704
Investments in utilities ensure conformance with current codes and standards with respect to tunnel life safety
systems to the greatest extent possible by replacing, rehabilitating or upgrading the mechanical, electrical and
power distribution systems, including tunnel ventilation equipment. In addition, replacement of lighting systems with
LED technology and electronic signage needs at the facilities are being addressed in this category. The long-term
objective of investments in these areas is to carry out cost-effective improvements to enhance customer safety and
convenience.

Work in this category constitutes 14% of the total program and includes the following projects:
Hugh L. Carey Tunnel: Rehabilitation of HCT Ventilation Systems - $85 million
This project will replace or rehabilitate 104 original fan motors, motor bearings, pedestals, mountings and related
components. In addition, the motors in the Manhattan Underground Exhaust Building (MUEB) will be fire-hardened
and a water mist system will be installed in that section of the tunnel to enhance safety systems and allow for the
HCT to comply with current standards for emergency operations, monitoring, and control.
Bronx-Whitestone and Robert F. Kennedy Bridges: Installation of Facility-wide Electronic Monitoring and Detection
Systems - $66 million
B&T began installing integrated electronic monitoring and detection systems in the 2005 -2009 Capital Program, at
the VNB and QMT. In the 2010-2014 Capital Program, this effort progressed at the TNB. The 2015-2019 Capital
Program will continue this initiative at the BWB and the RFK. This project will install monitoring equipment in several
locations, including detection equipment for fire, heat and smoke conditions, CCTV systems, intruder alarms and
card access systems.
Queens Midtown Tunnel: Rehabilitation of Tunnel Controls and Communication Systems - $42 million
This project will modernize original 1940s equipment in the Facility Control Center, to incorporate functions such as
ventilation and power systems control and monitoring. The expanded controls will be connected to other tunnel
systems, including traffic control and signaling, variable message signs, tunnel lighting, and digital CCTV recording.
The satellite control rooms for both tunnels will also be relocated in one of the ventilation buildings at each tunnel,
as required by current standards.
Throgs Neck Bridge: Anchorage Dehumidification - $39 million
This project will install eye bar enclosure chambers with dehumidification equipment, controls and monitoring
equipment in the anchorages, as well as electrical, LED lighting and fire detection systems. The dehumidification
systems will ensure a low humidity environment for protection of the main cable and eye bar components within the
anchorages. This work will also perform concrete repairs and sealing to eliminate water infiltration.
Henry Hudson Bridge: Replacement of Facility Lighting System & Substation Replacement & Upgrades - $34 million
The existing early-1960s parkway lighting system will be replaced with LED energy-efficient luminaries. The power
supply from the Dyckman Street substation will also be upgraded, providing full electrical redundancy for the facility.
172
Bridges and Tunnels

Buildings and Sites
Category D-705
Investments in this category maintain a normal replacement cycle for building components and increase operational
efficiency by improving working conditions through enhancements and modernization of employee facilities. Projects
address assets such as service buildings, ventilation buildings, and garages, while also removing hazardous
materials and carrying out abatement work as needed and required.

Work in this category comprises 4% of the total program. The major projects are:
Robert F. Kennedy Bridge: Rehabilitation of the Robert Moses Building and Ancillary Facilities - $50 million
The Robert Moses Building (RMB), the Bronx and Manhattan Service buildings, and other ancillary facilities on
Randalls Island require various building envelope, utility, functional improvements and fire safety upgrades to
maintain a safe working environment. This project will carry out upgrades or repairs to the roofs and faades and
rehabilitate or replace deficient mechanical, electrical, and plumbing components in all three buildings.
Rehabilitation/Replacement of the Operation Command Center (OCC) - $26 million
This project is for the rehabilitation/replacement of the OCC located on Randalls Island. A study is currently in
progress under the 2010-2014 Capital Program, which includes an analysis of location options and overall
alternatives for addressing replacement/rehabilitation needs that encompass infrastructure -related items such as
the communication network, power, cabling, consoles, video wall structure, projectors, and wall monitors.
Agency-Wide: Hazardous Materials Abatement - $11 million
This project will remove hazardous materials at various facility work sites.
173
Bridges and Tunnels

Miscellaneous
Category D-706
Projects in this category provide for costs associated with the support and management of the capital program. The
proposed 2015-2019 Capital Program includes projects with program-wide applicability such as protective liability
coverage, independent engineer services, value engineering services, small business mentoring, scope development
and NYC traffic enforcement agent support, and for the MTA-wide Enterprise Asset Management System.

Miscellaneous projects comprise 3% of the total program.
174
Bridges and Tunnels

Structural Painting
Category D-707
Projects in this category traditionally involve removal of existing lead paint and repainting the bridge structures with
new high performance coatings. Much of the lead paint removal efforts have already been accomplished and
therefore, the focus of structural painting work is now on replacement of paint overcoats for v arious bridge elements
to provide vital corrosion protection and maintain the structural integrity of all facilities. Most of this work is carried
out in conjunction with structural projects, to achieve efficiencies in procurement and construction staging.

Painting projects comprise 7% of the total program. The major investments are:
Verrazano-Narrows Bridge: Overcoat Replacement of Suspended Span Upper & Lower Level Steel & Truss - $42
million
This project will clean and remove paint from corroded areas on the upper and lower levels of the suspended spans
and re-paint these structures with a high performance coating.
Robert F. Kennedy Bridge: Painting of Suspended Spans/Bronx Truss - $32 million
Corroded areas on the suspended spans, Bronx Truss, Manhattan to Bronx and Bronx to Manhattan Ramps will be
cleaned and re-painted with a high performance coating.
Agency-Wide: Miscellaneous Agency-Wide Painting - $30 million
This project provides for additional unplanned painting needs that may arise from ongoing biennial inspections. It
also includes painting toll plazas, the HCT and QMT ventilation buildings and facility buildings, and emergency lead
paint removal.
Bronx-Whitestone Bridge: Painting of the Suspended Span and Tower Interior Base Cells and Struts - $29 million
The tower interiors will be blast-cleaned and repainted with a high performance coating. The tower interiors are the
only remaining portions of the facility that have the original lead coating.
Throgs Neck Bridge: Painting of Suspended Spans - $26 million
The corroded portions of the suspended span deck will be cleaned and re-painted with a high performance coating.
Henry Hudson Bridge: Replacement of HHB Overcoat System - $21 million
This project will clean and replace the overcoat for the entire bridge with a high performance coating.
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MTA Capital Program

Project Listings
2015-2019
177
178
Project Listings
Here are some helpful tips for navigating the project listings that follow.
Organization
Capital investments are organized and coded according to an Agency / Category / Element / Project (ACEP)
hierarchy:
Agency: MTA Agency responsible for project delivery (e.g., New York City Transit);
Category: Agency subset, typically focused on a particular asset type (e.g., Stations or Track);
Element: Category subset containing related projects (e.g., Signal Modernization element in Signals &
Communications category);
Project: Basic unit of the Capital Plan, reflecting a specific scope, schedule, and budget.
For example, the first project listing page is identified in the upper-left corner as Agency New York City Transit, and
in the upper-right corner as Category Subway Cars. Below that, T - 701" represents the Agency (T for New York
City Transit) and the category code (701 for subway cars). Further down the page, 01 Subway Cars refers to the
element, which in this case happens to have the same name as the parent category. Finally, this element has a
single project with identifier code 01, to Purchase 940 B Division Railcars. Combining all of the codes, the
unique ACEP for this project is T7010101.
Needs Codes
The focus of each project is indicated by its needs code:
State of Good Repair (SGR) projects renew assets that have surpassed their useful life, to achieve SGR.
Normal Replacement (NR) projects renew assets that are nearing the end of their useful life, to preserve
SGR.
System Improvement (SI) projects enhance the network, providing new capabilities and a better customer
experience.
Network Expansion (NE) projects extend the reach of the MTA network, expanding the service offering.
Administrative projects (e.g., insurance, scope development) are not assigned needs codes.
Commitments
Columns indicate the share of the project budget that is planned to be committed (i.e., started) in each year of the
2015-2019 period, along with the total for all years. Selected projects are starred (**), indicating that they are
expected to realize savings via efficiencies.
179
180
SUBWAY CARS
T - 701
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 SUBWAY CARS
01
Purchase 940 "B" Division Railcars
NR
0.0
800.0
0.0
920.0
1,184.0
2,904.0
02
Purchase B-Div Railcars - Open Gangway Prototype
SI
0.0
52.4
0.0
0.0
0.0
52.4
Element Total 01
Category Total 701
* Represents values less than $50,000

** Savings expected due to efficiencies
$0.0
$852.4
$0.0
$920.0
$1,184.0
$2,956.4
$0.0
$852.4
$0.0
$920.0
$1,184.0
$2,956.4
Numbers may not add due to rounding
181
BUSES
T - 703
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
397.8
02 BUS REPLACEMENT
01
Purchase 628 Standard Diesel Buses
SGR
0.3
397.5
0.0
0.0
0.0
02
Purchase 138 Standard CNG Buses
NR
0.3
84.8
0.0
0.0
0.0
85.1
03
Purchase 200 Standard Diesel Buses
NR
0.0
0.0
0.0
0.4
127.4
127.8
04
Purchase 75 Standard Hybrid-Electric Buses
NR
0.0
0.0
0.0
0.4
66.6
67.0
05
Purchase 190 Diesel Articulated Buses
NR
0.0
0.2
168.1
0.0
0.0
168.3
06
Purchase 50 Express Buses
NR
0.0
0.3
0.0
0.0
36.2
36.6
12
Depot Bus Location System - NYCT
SI
0.6
5.8
0.0
0.0
0.0
6.4
13
Automatic Passenger Counting - Pilot & Ph1
SI
0.5
5.1
0.0
0.0
0.0
5.7
14
Purchase 110 CNG Articulated Buses
NR
0.1
106.3
0.0
0.0
0.0
106.4
15
AVLM for Paratransit Vehicles
NR
0.0
19.0
0.0
0.0
0.0
19.0
$1.9
$619.0
$168.1
$0.8
$230.2
$1,020.0
$1.9
$619.0
$168.1
$0.8
$230.2
$1,020.0
Element Total 02
Category Total 703

182
PASSENGER STATIONS
T - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
04 FARE COLLECTION
01
New Fare Payment System, Phase 2
SI
0.0
0.0
318.1
0.0
100.5
418.6
02
AFC Low Turnstile Procurement
SI
0.0
6.6
0.0
0.0
0.0
6.6
$0.0
$6.6
$318.1
$0.0
$100.5
$425.2
Element Total 04
07 STATION ESCALATORS / ELEVATORS

01
Replace 11 Hydraulic Elevators / Various **
SGR
0.0
0.0
4.7
0.0
36.7
41.4
02
Replace 12 Traction Elevators BW7 **
NR
3.8
0.0
40.9
0.0
0.0
44.7
03
Replace 8 Traction Elevators / Various **
NR
2.9
0.0
24.9
0.0
0.0
27.9
04
Replace 6 Traction Elevators 8AV **
NR
0.0
1.9
0.0
22.4
0.0
24.3
23.4
05
Replace 5 Hydraulic Elevators / Various **
SGR
0.9
9.7
0.0
12.9
0.0
06
Replace 2 Escalators: Grand Central-42 St LEX **
SGR
1.5
0.0
11.8
0.0
0.0
13.3
07
Replace 7 Escalators / Various **
SGR
0.0
0.0
2.1
0.0
35.2
37.2
08
SGR
0.0
3.1
2.1
31.1
23.5
59.8
09
SGR
0.0
2.7
0.0
43.7
0.0
46.4
10
Escalator Relocation: Jay St-MetroTech FUL
NR
1.5
0.0
13.5
0.0
0.0
15.0
$10.6
$17.4
$100.0
$110.1
$95.4
$333.5
Element Total 07

183
PASSENGER STATIONS
T - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
12 STATION WORK
01
Water Remediation - Renewal: Borough Hall LEX
SGR
1.9
0.0
41.5
0.0
0.0
43.4
02
Renewal: 138 St-Grand Concourse JER
SGR
1.4
20.6
0.0
0.0
0.0
22.0
03
Renewal: Astoria-Ditmars Blvd AST
SGR
1.1
11.8
0.0
0.0
0.0
12.9
04
Renewal: Astoria Blvd AST
SGR
1.6
0.0
16.4
0.0
0.0
18.0
05
Renewal: 30 Av AST
SGR
1.2
16.3
0.0
0.0
0.0
17.5
06
Renewal: Broadway AST
SGR
1.0
13.8
0.0
0.0
0.0
14.8
07
Renewal: 36 Av AST
SGR
1.1
15.9
0.0
0.0
0.0
17.0
08
Renewal: 39 Av AST
SGR
1.0
13.7
0.0
0.0
0.0
14.8
09
Renewal: Mets-Willets Point FLS
SGR
1.4
0.0
0.0
46.9
0.0
48.2
10
Renewal: 111 St FLS
SGR
1.3
0.0
0.0
15.1
0.0
16.4
11
Renewal: 103 St-Corona Plaza FLS
SGR
1.3
0.0
0.0
17.1
0.0
18.4
12
Renewal: 82 St-Jackson Heights FLS
SGR
1.4
0.0
0.0
20.8
0.0
22.2
13
Renewal: Woodhaven Blvd JAM
SGR
1.1
0.0
17.3
0.0
0.0
18.4
14
Renewal: 85 St-Forest Parkway JAM
SGR
1.1
0.0
15.3
0.0
0.0
16.4
15
Renewal: 75 St-Elderts Lane JAM
SGR
1.1
0.0
14.5
0.0
0.0
15.6
16
Renewal: Cypress Hills JAM
SGR
1.2
0.0
15.2
0.0
0.0
16.3
17
Renewal: 69 St FLS
SGR
0.0
0.0
1.5
0.0
15.6
17.1
18
Renewal: 61 St-Woodside FLS
SGR
0.0
0.0
1.6
0.0
16.1
17.7
19
Renewal: 52 St FLS
SGR
0.0
0.0
1.6
0.0
17.0
18.5
20
Renewal: 3 Av-138 St PEL
SGR
0.0
0.0
0.0
1.5
21.4
22.8
21
Station Components: Vents at Various Locs **
SGR
0.7
7.0
0.0
0.0
0.0
7.7
22
Platform Components: 4 Locs 4AV **
SGR
0.0
1.1
0.0
10.9
0.0
12.0
23
Platform Walls/Ceilings: Kingston-Throop Av FUL **
SGR
0.3
1.3
0.0
0.0
0.0
1.7
24
Platform Components: 4 Locs JER **
SGR
0.3
2.6
0.0
0.0
0.0
2.8
25
Platform Components: Pelham Pkwy DYR **
SGR
0.4
4.6
0.0
0.0
0.0
5.0
26
Elevated Street Stairs: 2 Locs BW7 [SBDP] **
SGR
4.6
0.0
0.0
0.0
0.0
4.6
28
Interior Stairs: 9 Locs [SBDP] **
SGR
15.9
0.0
0.0
0.0
0.0
15.9
29
Street Stairs: 6 Locs [SBDP] **
SGR
0.4
4.8
0.0
0.0
0.0
5.2
31
Station Lighting: 8 Locs [SBDP] **
SGR
0.7
5.8
0.0
0.0
0.0
6.4
32
SGR
0.7
0.0
7.4
0.0
0.0
8.1
34
Platform Components: 167 St BXC **
SGR
0.3
0.0
3.1
0.0
0.0
3.4
35
Platform Components: 3 Locs XTN **
SGR
1.0
0.0
14.0
0.0
0.0
15.1
5.9
36
Platform Components: 2 Locs PEL **
SGR
0.0
0.6
5.4
0.0
0.0
37
Platform Components: 3 Locs LEN **
SGR
0.5
0.0
5.8
0.0
0.0
6.4
38
Platform Components: 2 Locations FLS **
SGR
0.0
0.6
6.1
0.0
0.0
6.7
40
Elev Interior Stairs: 3 Locs PEL, FLS [SBDP] **
SGR
0.3
2.3
0.0
0.0
0.0
2.6
41
Interior Stairs: 5 Locs / Various [SBDP] **
SGR
0.0
0.0
1.0
0.0
9.4
10.4
42
Elev Street Stairs: 2 Locs WPR [SBDP] **
SGR
0.1
0.5
0.0
0.0
0.0
0.6

184
PASSENGER STATIONS
T - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
12 STATION WORK
43
SGR
0.4
5.9
0.0
0.0
0.0
6.3
44
Mezz Columns: Atlantic Av CNR [SBDP] **
SGR
0.2
0.9
0.0
0.0
0.0
1.0
45
Mezz Ceiling Finish: 2 Locs ARC, FLS [SBDP] **
SGR
0.4
3.7
0.0
0.0
0.0
4.1
46
Platform Components: 6 Locs / QBL, ARC**
SGR
7.3
2.0
19.7
0.0
0.0
29.0
47
Station Lighting: 11 Locs / Various [SBDP] **
SGR
0.8
6.9
0.0
0.0
0.0
7.7
48
SGR
0.0
0.8
0.0
7.7
0.0
8.5
50
Platform Components: 3 Locs NAS **
SGR
0.0
1.3
0.0
13.8
0.0
15.1
51
Platform Components: 7 Locs CNR **
SGR
1.5
0.0
26.8
0.0
0.0
28.3
52
Platform Components: 3 Locs EPK, CLK **
SGR
0.0
0.7
5.8
0.0
0.0
6.5
53
2017 Station Painting at Components Locs
SGR
0.0
0.0
9.6
0.0
0.0
9.6
54
Elev Int Stairs: Atlantic Av CNR [SBDP] **
SGR
0.1
0.0
0.4
0.0
0.0
0.4
56
Elev Street Stairs: Atlantic Av CNR [SBDP] **
SGR
0.1
0.0
0.7
0.0
0.0
0.7
57
SGR
0.5
0.0
6.2
0.0
0.0
6.7
58
Mezz Components: Nevins St EPK [SBDP] **
SGR
0.2
0.0
1.7
0.0
0.0
1.9
59
Mezz Wall Finishes: Bowery NAS [SBDP] **
SGR
0.2
0.0
0.8
0.0
0.0
1.0
60
Platform Components: 3 Locs QBL **
SGR
1.3
0.0
10.0
0.0
0.0
11.2
61
Platform Edges: 4 Locs QBL **
SGR
0.0
0.0
2.2
0.0
13.0
15.1
62
Station Lighting: 8 Locs [SBDP] **
SGR
0.6
0.0
5.4
0.0
0.0
6.0
63
Platform Components: 3 Locs NOS **
SGR
0.9
0.0
11.6
0.0
0.0
12.4
64
Station Components: Vents Various Locs **
SGR
0.0
0.0
0.8
0.0
8.0
8.9
65
Platform Components: 2 Locations BRT **
SGR
0.0
1.4
0.0
14.0
0.0
15.5
66
Platform Components: 9 Locs 8AV **
SGR
0.0
3.6
0.0
42.4
0.0
45.9
67
Platform Components: 11 Locs BW7 **
SGR
0.0
5.4
0.0
53.1
0.0
58.5
68
SGR
0.0
0.0
0.0
6.0
0.0
6.0
69
Interior Stairs: Ocean Pkwy BRT [SBDP] **
SGR
0.0
0.1
0.0
0.5
0.0
0.6
70
Interior Stairs: 7 Locs 8AV, BW7 [SBDP] **
SGR
0.0
1.3
0.0
12.8
0.0
14.1
71
Elevated Street Stairs: 2 Locs BRT [SBDP] **
SGR
0.0
0.2
0.0
1.5
0.0
1.7
72
Street Stairs: 11 Locs 8AV, BW7 [SBDP] **
SGR
0.0
0.4
0.0
3.8
0.0
4.2
73
Mezz Components: 4 Locs 8AV, LEX [SBDP] **
SGR
0.0
0.4
0.0
2.1
0.0
2.4
74
Station Lighting: 11 Locs / Various [SBDP] **
SGR
0.0
0.8
0.0
7.6
0.0
8.4
75
Station Components: Vents Various Locs **
SGR
0.0
0.0
0.8
0.0
8.0
8.9
76
Platform Components: 7 Locs / 6AV, E63 **
SGR
0.0
0.0
1.6
0.0
21.2
22.8
25.4
77
Platform Components: 7 Locs LEX **
SGR
0.0
0.0
2.1
0.0
23.3
78
Platform Edges: 2 Locs WPR **
SGR
0.0
0.0
0.3
0.0
1.5
1.8
79
SGR
0.0
0.0
0.0
0.0
8.0
8.0
80
Interior Stairs: 4 Av-9 St 6AV [SBDP] **
SGR
0.0
0.0
0.1
0.0
0.4
0.4
81
Interior Stairs: 8 Locs 8AV, WPR [SBDP] **
SGR
0.0
0.0
1.6
0.0
15.7
17.3
82
Elevated Street Stairs: 3 Locs WPR [SBDP] **
SGR
0.0
0.0
0.0
0.0
0.3
0.4

185
PASSENGER STATIONS
T - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
12 STATION WORK
83
Street Stairs: 4 Locs 8AV [SBDP] **
SGR
0.0
0.0
0.3
0.0
1.3
1.6
84
Mezz Components: 4 Locs 8AV, WPR [SBDP] **
SGR
0.0
0.0
0.5
0.0
2.6
3.2
85
Mezz Floors: 23 St 8AV [SBDP] **
SGR
0.0
0.0
0.2
0.0
1.4
1.6
86
Station Lighting: 6 Locs 8AV, WPR [SBDP] **
SGR
0.0
0.0
0.6
0.0
4.4
5.0
87
Station Components: 3 Locs 8AV **
SGR
0.0
0.9
0.0
7.7
0.0
8.5
88
Interior Stairs: 59 St 4AV
SGR
0.0
0.2
0.0
2.1
0.0
2.3
Street Stairs: 59 St 4AV
SGR
89
Element Total 12
0.0
0.1
0.0
1.2
0.0
1.3
$60.9
$160.0
$277.2
$288.4
$188.7
$975.3
13 DISABLED ACCESSIBILITY
01
ADA: Bedford Av CNR
SI
3.2
36.0
0.0
0.0
0.0
39.3
02
ADA: Astoria Blvd AST
SI
4.3
0.0
30.7
0.0
0.0
35.0
03
ADA: Bedford Pk Blvd BXC
SI
3.6
26.5
0.0
0.0
0.0
30.2
04
ADA: 86 St 4AV
SI
3.2
0.0
25.6
0.0
0.0
28.9
05
ADA: Gun Hill Road DYR
SI
3.4
38.0
0.0
0.0
0.0
41.5
06
ADA: Eastern Pkwy-Bklyn Museum EPK
SI
3.6
0.0
27.5
0.0
0.0
31.1
07
ADA: Times Square Complex, Ph 3 - Shuttle
SI
9.6
0.0
235.4
0.0
0.0
245.0
08
ADA: Chambers St NAS
SI
3.3
0.0
29.1
0.0
0.0
32.4
09
ADA: Greenpoint Av XTN
SI
0.0
3.3
0.0
22.4
0.0
25.7
10
ADA: 59 St 4AV
SI
3.7
0.0
0.0
44.9
0.0
48.6
11
ADA: Rockaway Parkway CNR
SI
0.6
5.5
0.0
0.0
0.0
6.1
12
ADA: 1 Av CNR
SI
4.7
54.4
0.0
0.0
0.0
59.1
14
ADA: Court Square XTN
SI
3.0
20.1
0.0
0.0
0.0
23.1
15
ADA: 149 Street-Grand Concourse Complex
SI
4.1
0.0
40.5
0.0
0.0
44.6
16
ADA: Woodhaven Boulevard JAM
SI
2.4
0.0
21.6
0.0
0.0
24.0
17
ADA: Systemwide Study
SI
0.0
0.0
10.0
0.0
0.0
10.0
18
Visual Identification of ADA Boarding Areas PILOT
SI
0.0
0.0
0.2
0.0
0.0
0.2
19
ADA: Livonia Av-Junius St
SI
0.0
0.0
0.0
15.0
0.0
15.0
$52.7
$183.9
$420.6
$82.3
$0.0
$739.5
Element Total 13

186
PASSENGER STATIONS
T - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
14 OTHER STATION IMPROVEMENTS

01
Station Signage Improvements
NR
1.1
9.7
0.0
0.0
0.0
10.8
02
Access Improvements: Grand Central, Phase 2
SI
0.0
0.0
75.0
0.0
0.0
75.0
03
Station Entrance and Structural Work: 8 Av / SEA
SI
1.5
13.5
0.0
0.0
0.0
15.0
04
Reconstruction: Times Sq Complex, Ph3 - Shuttle
SGR
1.1
0.0
28.9
0.0
0.0
30.0
05
2015 Water Condition Remedy
SGR
0.2
8.6
0.0
0.0
0.0
8.8
06
Station Railings
SGR
0.3
3.5
0.0
0.0
0.0
3.8
07
Station Condition Survey Update
NR
8.9
0.0
0.0
0.0
0.0
8.9
08
2017 Water Condition Remedy
SGR
0.0
0.0
0.2
5.0
0.0
5.2
09
Reconstruct Cortlandt St Station BW7
SGR
48.4
0.0
0.0
0.0
0.0
48.4
10
Church St Corridor Improvements
NR
30.0
0.0
0.0
0.0
0.0
30.0
11
New Street Stairs: 2 Locs CNR
SI
2.6
38.0
0.0
0.0
0.0
40.5
12
42nd Street Shuttle - Study
SGR
1.0
0.0
0.0
0.0
0.0
1.0
Livonia Av-Junius St Station Connector
SI
13
Element Total 14
Category Total 704

0.0
0.0
0.0
30.0
0.0
30.0
$95.0
$73.3
$104.1
$35.0
$0.0
$307.5
$219.2
$441.2
$1,220.1
$515.9
$384.5
$2,781.0
187
TRACK
T - 705
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
255.1
02 MAINLINE TRACK REHABILITATION

01
2015 Mainline Track Replacement
NR
255.1
0.0
0.0
0.0
0.0
02
NR
2.1
192.1
0.0
0.0
0.0
194.2
03
NR
0.0
2.3
227.9
0.0
0.0
230.3
04
NR
0.0
0.0
2.2
216.8
0.0
219.0
05
NR
0.0
0.0
0.0
2.2
216.8
219.0
06
2020 Mainline Track Replacement DEO
NR
0.0
0.0
0.0
0.0
2.1
2.1
07
2015 Continuous Welded Rail
NR
64.4
0.0
0.0
0.0
0.0
64.4
08
NR
0.0
88.9
0.0
0.0
0.0
88.9
09
NR
0.0
0.0
35.9
0.0
0.0
35.9
10
NR
0.0
0.0
0.0
35.9
0.0
35.9
11
NR
0.0
0.0
0.0
0.0
35.9
35.9
12
2015 Track Force Account
NR
35.0
0.0
0.0
0.0
0.0
35.0
13
NR
0.0
35.0
0.0
0.0
0.0
35.0
14
NR
0.0
0.0
35.0
0.0
0.0
35.0
15
NR
0.0
0.0
0.0
35.0
0.0
35.0
16
NR
0.0
0.0
0.0
0.0
35.0
35.0
$356.6
$318.3
$301.0
$289.9
$289.7
$1,555.4
45.6
Element Total 02
03 MAINLINE SWITCH REPLACEMENT

01
2015 Mainline Switch Replacement
NR
45.6
0.0
0.0
0.0
0.0
02
NR
3.6
52.6
0.0
0.0
0.0
56.3
03
NR
0.0
4.0
65.8
0.0
0.0
69.8
04
NR
0.0
0.0
3.3
54.1
0.0
57.3
05
NR
0.0
0.0
0.0
3.3
54.1
57.3
06
2020 Mainline Switch Replacement DEO
NR
0.0
0.0
0.0
0.0
3.4
3.4
Element Total 03
Category Total 705

188
$49.2
$56.6
$69.1
$57.3
$57.5
$289.8
$405.8
$374.9
$370.1
$347.2
$347.2
$1,845.2
LINE EQUIPMENT
T - 706
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
30.7
05 LINE EQUIPMENT
01
Tun Lighting: Various Locations
SGR
0.0
1.1
29.6
0.0
0.0
02
Replace Vent Plant Motor Control Sys Var Locs **
SGR
1.6
0.0
12.2
0.0
0.0
13.8
03
Replace Supervisory Vent Controls - Var Locs **
SGR
4.2
0.0
35.8
0.0
0.0
40.0
100.0
04
New Vent Plant: Grand Central LEX **
SGR
0.0
0.0
5.0
0.0
95.0
05
Rehab Vent Plant Damper System - Var Locs **
SGR
0.0
0.0
5.9
56.9
0.0
62.8
06
Rehab Forsyth St Vent Plant **
SGR
0.0
0.0
6.2
0.0
93.8
100.0
07
Ventilation System Strategy Study
SGR
0.0
5.0
0.0
0.0
0.0
5.0
08
Rehab Pump Rooms: Various Locations
SGR
0.0
0.0
3.0
0.0
22.0
25.0
$5.9
$6.1
$97.7
$56.9
$210.8
$377.3
$5.9
$6.1
$97.7
$56.9
$210.8
$377.3
Element Total 05
Category Total 706

189
LINE STRUCTURES
T - 707
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
03 LINE STRUCTURE REHABILITATION

01
Struct Rehab: Boston Rd - E 180th St Abutt WPR
NR
20.3
0.0
0.0
0.0
0.0
20.3
02
Struct Rehab: Bridge over Atlantic RR MYT
NR
1.1
11.2
0.0
0.0
0.0
12.2
03
Struct Rehab: Livonia Yard Overpass & Retain Wall
NR
0.0
1.2
14.4
0.0
0.0
15.7
04
Struct Rehab: Viaduct and Deck MYT
NR
1.6
59.8
0.0
0.0
0.0
61.3
05
Struct Repair: Over land Section RKY
NR
0.0
2.0
0.0
18.0
0.0
20.0
06
Rehab Emergency Exits (ICC) - 16 Locs
NR
0.0
12.0
0.0
0.0
0.0
12.0
07
Rehab Emergency Exits (ICC) - 22 Locs
NR
0.0
0.0
17.0
0.0
0.0
17.0
08
Rehab Emergency Exits (3rd Party) - Various Locs
NR
0.0
2.1
16.7
0.0
0.0
18.8
10
Overcoat: 17 Bridges & Flyover at E 180 St DYR
SGR
2.2
22.9
0.0
0.0
0.0
25.0
11
Overcoat: Williamsburg Bridge - Myrtle Av JAM
SGR
1.0
32.1
0.0
0.0
0.0
33.1
12
Overcoat: 157 St Portal - 164 St JER
SGR
0.7
10.3
0.0
0.0
0.0
11.0
13
Overcoat: 72 St - 103 St FLS
SGR
0.9
0.0
31.9
0.0
0.0
32.8
14
Overcoat: Myrtle Av - DeSales JAM
SGR
0.0
1.1
0.0
0.0
44.8
45.9
15
Overcoat: East New York Leads & Loops
SGR
0.0
1.2
26.7
0.0
0.0
27.9
16
Overcoat: Broadway - End of Line MYR
SGR
1.2
36.7
0.0
0.0
0.0
37.9
17
Overcoat: 48 St - 72 St FLS
SGR
0.0
0.0
1.1
0.0
27.5
28.5
19
Line Structure Repair Program
SGR
5.8
6.0
290.4
82.9
41.5
426.4
20
Struct Repair: Vent Chambers Between Stations
SGR
0.0
11.0
10.0
10.0
9.0
40.0
21
Struct Rehab: s/o 36 St - 59 St Station 4AV - Ph2
SGR
0.0
40.0
0.0
0.0
0.0
40.0
22
Overcoat: 9 Av Portal to 79 Street WST - DEO
SGR
0.0
0.0
1.2
0.0
0.0
1.2
Element Total 03
Category Total 707

190
$34.8
$249.6
$409.4
$110.9
$122.7
$927.3
$34.8
$249.6
$409.4
$110.9
$122.7
$927.3
SIGNALS & COMMUNICATIONS

T - 708
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
338.2
03 SIGNAL MODERNIZATION
01
CBTC: QBL West Ph2 (50 St - Union Tpke) **
SGR
6.1
332.1
0.0
0.0
0.0
02
CBTC Technical Support Contract FLS
NR
0.0
0.0
0.0
1.0
0.0
1.0
04
CBTC: 8AV (59 St - High St) **
SGR
0.0
10.6
0.0
528.6
0.0
539.1
06
Install Automatic Signals for Work Trains / CNR
SGR
0.8
4.3
0.0
0.0
0.0
5.0
07
Interlocking Modernization: Ditmas CUL **
SGR
2.4
0.0
113.9
0.0
0.0
116.3
08
Interlocking Modernization: Kings Highway CUL **
SGR
6.1
163.9
0.0
0.0
0.0
170.1
17
Interlocking Modernization: 30 St 8AV **
SGR
0.0
3.9
0.0
125.8
0.0
129.7
18
Interlocking Modernization: 42 St-North 8AV **
SGR
0.0
3.7
0.0
115.6
0.0
119.3
19
Signal Control Line Modifications, Ph6
NR
15.2
0.0
17.8
0.0
0.0
33.0
21
AC to DC Line Relay Upgrade Ph2 - FUL
NR
13.5
0.0
0.0
0.0
0.0
13.5
22
AC to DC Line Relay Upgrade BCT
NR
0.0
0.0
28.8
0.0
0.0
28.8
23
Signal Key-By Modifications, Ph4
NR
0.0
18.8
0.0
0.0
0.0
18.8
24
Code Cable Replacement BW7
NR
0.0
0.0
0.5
0.0
6.9
7.4
25
Signal Room Fire Suppression, Phase 2
SGR
1.5
0.0
14.1
0.0
0.0
15.6
26
Life Cycle Replacement of Code Systems
NR
0.0
0.0
4.8
65.6
0.0
70.4
27
Life Cycle Mod - Speed Enforcement Systems
NR
0.0
0.0
4.5
40.5
0.0
45.0
29
Upgrade 25 Hz AC Main Cable and De-Ion Switches
NR
0.0
0.0
1.1
0.0
0.0
1.1
30
Interlocking Modernization: Parsons Blvd QBL **
SGR
0.0
0.0
5.1
0.0
160.5
165.7
31
Eliminate Single Point of Failure Intrlckng Cntrl
SI
0.0
0.0
10.0
0.0
0.0
10.0
32
CBTC: CUL (Church Av to W8 St) **
SGR
4.6
0.0
162.1
0.0
0.0
166.6
33
Interlocking Modernization: Ave X CUL **
SGR
4.5
0.0
142.4
0.0
0.0
146.9
Signal Component Replacement
NR
34
Element Total 03

0.0
0.0
10.0
0.0
0.0
10.0
$54.8
$537.3
$515.1
$877.0
$167.4
$2,151.7
191
SIGNALS & COMMUNICATIONS

T - 708
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
61.0
06 COMMUNICATIONS SYSTEMS
01
SONET/ATM Equipment Upgrade, Ph1
NR
6.1
0.0
54.9
0.0
0.0
02
Upgrade Fiber Optic Network to SONET, Ph2
NR
1.0
44.4
0.0
0.0
0.0
45.5
03
Replace PBX Switches, Ph2
NR
21.0
0.0
0.0
0.0
0.0
21.0
04
Fiber Optic Cable Replacement Ph2
SGR
0.0
0.0
28.7
0.0
0.0
28.7
05
Copper Cable Upgrade/Replacement Ph4
SGR
1.0
7.9
8.5
0.0
0.0
17.4
06
Antenna Cable Replacement, Ph2
SGR
0.0
2.5
22.5
0.0
0.0
25.0
07
UHF T-Band Radio System Replacement
NR
0.0
3.9
0.0
31.0
0.0
34.9
09
Communication Room Upgrade and Expansion Ph2
SGR
2.5
0.0
22.5
0.0
0.0
25.0
10
Help Point: 65 Stations (Transit Wireless)
SI
36.9
0.0
0.0
0.0
0.0
36.9
11
Help Point: 28 Stations (I/H)
SI
17.3
0.0
0.0
0.0
0.0
17.3
12
Help Point: 22 Stations [SBDP]
SI
3.0
15.4
0.0
0.0
0.0
18.5
13
PA/CIS Electronics Replacement CNR
NR
0.0
0.8
7.6
0.0
0.0
8.4
14
ISIM-B Module 3: Rail Traffic Systems
SI
0.0
0.0
121.7
0.0
0.0
121.7
17
LiftNet Transition to Ethernet
NR
1.4
0.0
0.0
16.4
0.0
17.8
18
Platform Safety Technology Rollout
SI
0.0
5.0
10.0
10.0
5.0
30.0
19
Comm Room Upgrade and Expansion Ph2 [SBDP]
SGR
2.5
0.0
22.5
0.0
0.0
25.0
20
Help Point: 129 Stations
SI
0.0
55.8
24.3
0.0
0.0
80.1
$92.7
$135.8
$323.1
$57.4
$5.0
$614.0
$147.4
$673.1
$838.3
$934.4
$172.4
$2,765.7
Element Total 06
Category Total 708

192
TRACTION POWER
T - 709
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
02 SUBSTATIONS
01
Substation Renewal: Burnside Av BXC **
SGR
0.0
2.6
28.5
0.0
0.0
31.1
02
Substation Renewal: Av Z CUL **
SGR
1.7
32.9
0.0
0.0
0.0
34.7
03
Substation Rnwl & New Rectifier: Centrl SS 6AV **
SGR
2.1
0.0
0.0
34.7
0.0
36.8
04
Substation Roof Repair: Wash Heights 8AV [SBDP] **
SGR
0.0
0.9
0.0
8.1
0.0
9.0
05
Repl 25Hz Freq Converters at 10 Substations **
SGR
1.1
0.0
23.8
0.0
0.0
24.9
06
Replace HT Switchgear - Various Locs **
SGR
5.3
0.0
0.0
47.8
0.0
53.1
07
Replace HT Switchgear- Lightng & Conc [SBDP] **
SGR
0.0
0.0
0.0
2.3
0.0
2.3
08
Replace Roof at 1 Substation **
SGR
1.1
6.8
0.0
0.0
0.0
8.0
09
Replace Roofs at 2 Substations [SBDP] **
SGR
1.4
9.5
0.0
0.0
0.0
10.9
10
Install Low-Resistance Contact Rail - CNR Tube
SI
0.7
19.3
0.0
0.0
0.0
19.9
11
Three New Substation CNR **
SI
5.5
98.3
0.0
0.0
0.0
103.7
15
Supplemental Negative Cables QBL
SI
0.0
0.0
2.2
0.0
85.9
88.1
18
Install Low-Resistance Contact Rail - QBL Tube
SI
0.7
0.0
20.3
0.0
0.0
20.9
19
New Canal St Substation 8AV **
SI
0.0
0.0
4.5
0.0
40.5
45.0
20
New 34th St Substation 8AV **
SI
0.0
0.0
2.5
0.0
57.5
60.0
$19.6
$170.2
$81.7
$92.8
$183.9
$548.3
Element Total 02
04 POWER DISTRIBUTION
01
Rehab CBH # 586 - 18th Av CUL **
SGR
0.0
1.8
12.7
0.0
0.0
14.4
03
Rehab CBH # 210 - 239th St WPR **
SGR
2.3
0.0
27.8
0.0
0.0
30.1
04
Rehab CBH #86 Wilson Av CNR
SGR
0.5
0.0
2.0
0.0
0.0
2.5
06
Rehab CBH # 85 Myrtle Av CNR **
SGR
1.6
0.0
14.5
0.0
0.0
16.1
07
Rehab CBH # 5 - 53rd St BWY **
SGR
0.0
1.5
0.0
12.2
0.0
13.7
10
Rehab Various CBH Enclosures
SGR
0.0
0.0
0.0
1.0
9.0
10.0
11
Rehab Ducts: Stanton St. Substation
NR
1.4
0.0
12.8
0.0
0.0
14.2
12
Repl Neg Cables: 36 St - Pacific St 4AV, Ph 3
SGR
5.0
0.0
45.0
0.0
0.0
50.0
13
Upgrade SCADA System
SGR
0.0
2.5
0.0
22.5
0.0
25.0
14
Repl Control & Bat Cables: Substation CZs
SGR
3.0
0.0
27.0
0.0
0.0
30.0
15
Reconstruct CBH # 392 Flushing River Bridge FLS **
SGR
0.0
0.9
0.0
7.7
0.0
8.5
16
Rebuild Ducts: Central Substation
SGR
0.0
0.0
0.0
10.0
0.0
10.0
$13.8
$6.6
$141.8
$53.4
$9.0
$224.5
$33.4
$176.8
$223.5
$146.2
$192.9
$772.8
Element Total 04
Category Total 709

193
SHOPS AND YARDS

T - 710
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
25.7
04 SHOPS AND YARDS

01
DCE Shop Compnts Ph1: 180 St, CI, PEL, PEL Dsl **
SGR
2.3
0.0
23.5
0.0
0.0
02
207 St Maint. and OH Shop Roof & Component Repl
SGR
3.3
0.0
56.7
0.0
0.0
60.0
03
DCE Shop Compnts Ph2: 239 St, Concrs, ENY [SBDP]** SGR
0.0
2.2
0.0
28.8
0.0
31.0
04
DCE Shop Components, Ph 3: Jerome [SBDP] **
SGR
0.0
0.0
0.8
0.0
3.0
3.8
05
DCE Shop Components, Ph 4: 207 St Admin [SBDP] **
SGR
0.0
0.0
1.1
0.0
11.4
12.5
06
Rehab Livonia Maintenance Shop, Ph 1
SGR
0.0
0.0
3.5
62.2
0.0
65.7
07
Upgrade Central Electronics Shop: Woodside
SGR
1.4
0.0
13.4
0.0
0.0
14.8
08
Upgrade Atlantic Av Cable Shop, Ph 1 [SBDP]
SI
0.0
1.9
0.0
15.6
0.0
17.5
09
Heavy Shop Equipment
NR
0.0
10.0
0.0
0.0
0.0
10.0
10
2015 Yard Track Replacement
SGR
1.0
0.0
0.0
0.0
0.0
1.0
11
SGR
0.1
3.0
0.0
0.0
0.0
3.1
12
SGR
0.0
0.0
2.3
0.0
0.0
2.3
13
SGR
0.0
0.0
0.0
2.3
0.0
2.3
14
SGR
0.0
0.0
0.0
0.0
2.3
2.3
15
2020 Yard Track Replacement DEO
SGR
0.0
0.0
0.0
0.0
0.1
0.1
16
2015 Yard Switch Replacement
SGR
2.0
0.0
0.0
0.0
0.0
2.0
17
SGR
0.1
4.6
0.0
0.0
0.0
4.7
18
SGR
0.0
0.1
3.7
0.0
0.0
3.8
19
SGR
0.0
0.0
0.1
3.7
0.0
3.8
20
SGR
0.0
0.0
0.0
0.1
3.7
3.8
21
2020 Yard Switch Replacement DEO
SGR
0.0
0.0
0.0
0.0
0.1
0.1
22
Yard Lighting: 207th St Yard
SGR
2.0
0.0
21.3
0.0
0.0
23.3
23
Yard Lighting: CI Yard Design and Ph 1 Site Prep
SGR
0.0
5.0
0.0
0.0
0.0
5.0
24
Yard Fencing: 2 Locations (38 St and Linden Yard)
NR
11.0
0.0
0.0
0.0
0.0
11.0
27
Yard CCTV - Ph 3
SI
0.0
4.5
17.6
0.0
0.0
22.1
28
Car Cleaning Facility Component Repairs [SBDP]
NR
0.0
0.0
2.0
0.0
0.0
2.0
29
Struc. Remed. at E 180 St Maint. Fac. & Ret Wall
SGR
0.0
6.1
0.0
0.0
0.0
6.1
30
DCE Shops Industrial Engineering Study
SI
0.0
0.0
3.0
0.0
0.0
3.0
31
Rehab Livonia Maintenance Shop, Ph 1 [SBDP]
SGR
0.0
0.0
0.0
10.0
0.0
10.0
Element Total 04
Category Total 710

194
$23.1
$37.5
$149.0
$122.6
$20.5
$352.8
$23.1
$37.5
$149.0
$122.6
$20.5
$352.8
DEPOTS
T - 712
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
03 DEPOT REHAB AND RECONSTRUCTION

01
Articulated Modification: ENY Depot [SBDP] **
SI
0.8
0.0
10.3
0.0
0.0
11.1
02
Gun Hill Depot Component Rehab
NR
1.0
0.0
11.0
0.0
0.0
12.0
03
Queens Village Depot Component Rehab [SBDP] **
NR
2.8
0.0
32.9
0.0
0.0
35.7
04
Grand Av Depot - Articulated Bus Mods. [SBDP] **
SI
0.2
0.0
2.4
0.0
0.0
2.6
05
Casey Stengel Depot Component Rehab [SBDP] **
NR
1.7
0.0
19.2
0.0
0.0
20.8
06
Yukon Depot Component Rehab **
NR
0.0
1.7
0.0
19.9
0.0
21.6
07
Fresh Pond Depot Component Rehab [SBDP] **
NR
0.0
1.9
0.0
28.1
0.0
30.0
08
Manhattanville Depot Component Rehab [SBDP] **
NR
0.0
2.1
0.0
24.9
0.0
27.0
10
Jamaica: New Depot **
NR
12.9
0.0
0.0
285.3
0.0
298.2
11
Zerega CMF Component Rehab [SBDP]
NR
0.0
0.0
10.0
0.0
0.0
10.0
$19.3
$5.7
$85.9
$358.2
$0.0
$469.0
Element Total 03
04 DEPOT IMPROVEMENTS
01
6 Bus Washers: FP; QV; JG [SBDP] **
SGR
1.2
0.0
8.7
0.0
0.0
9.8
02
Paint Booths - YK, KB, CS [SBDP] **
NR
0.5
0.0
7.0
0.0
0.0
7.6
03
Select Bus Service 2015-19
SI
5.8
3.8
4.8
4.8
4.8
24.0
04
SBS: Traffic Signal Priority, Ph 2
SI
0.5
0.0
4.5
0.0
0.0
5.0
05
Storage Tank Replacement **
NR
1.6
20.8
0.0
0.0
0.0
22.4
06
Depot Equipment Replacement [SBDP]
NR
0.0
2.5
0.0
0.0
0.0
2.5
07
Kingsbridge Shoreline Upgrade [SBDP] **
NR
0.8
0.0
4.7
0.0
0.0
5.5
08
Elevator Upgrades: JG,GH,MTV,CS,ENY **
NR
2.1
0.0
14.0
0.0
0.0
16.1
10
North Shore BRT: Environmental and Design
SI
0.0
0.0
5.0
0.0
0.0
5.0
11
Oil-Water Separator: Casey Stengel
NR
0.0
0.0
0.0
6.6
0.0
6.6
12
Portable Lift Replacement **
NR
8.9
0.0
0.0
0.0
0.0
8.9
Element Total 04
Category Total 712

$21.4
$27.1
$48.7
$11.4
$4.8
$113.3
$40.7
$32.8
$134.5
$369.6
$4.8
$582.4
195
SERVICE VEHICLES
T - 713
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
17.8
02 SERVICE VEHICLES
01
Purchase 116 Non-Revenue Vehicles **
NR
17.8
0.0
0.0
0.0
0.0
02
NR
0.0
7.9
0.0
0.0
0.0
7.9
03
NR
0.0
0.0
10.0
0.0
0.0
10.0
04
NR
0.0
0.0
0.0
9.1
0.0
9.1
05
NR
0.0
0.0
0.0
0.0
4.0
4.0
06
Purchase 2 Signal Supply Cars **
SGR
1.2
12.2
0.0
0.0
0.0
13.4
07
Purchase 27 Refuse Flats **
NR
1.8
0.0
22.9
0.0
0.0
24.6
08
Purchase 12 3-Ton Crane Cars **
NR
2.0
0.0
26.5
0.0
0.0
28.5
10
Track Inspn Car: Platform Meas/Video Recording Sys
SI
4.5
0.0
0.0
0.0
0.0
4.5
11
Purchase Locomotives **
SGR
2.2
0.0
100.3
0.0
0.0
102.5
$29.5
$20.1
$159.7
$9.1
$4.0
$222.3
$29.5
$20.1
$159.7
$9.1
$4.0
$222.3
Element Total 02
Category Total 713

196
MISC./EMERGENCY
T - 716
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
02 MISCELLANEOUS
01
All-Agency Liability Insurance & Deductible
0.0
1.6
1.6
1.6
1.6
6.4
02
Property Insurance Self-Insured Retention
5.0
0.0
5.0
0.0
5.0
15.0
03
2015 Capital Revolving Fund
5.0
0.0
0.0
0.0
0.0
5.0
04
0.0
5.0
0.0
0.0
0.0
5.0
05
0.0
0.0
5.0
0.0
0.0
5.0
06
0.0
0.0
0.0
5.0
0.0
5.0
07
0.0
0.0
0.0
0.0
5.0
5.0
$10.0
$6.6
$11.6
$6.6
$11.6
$46.4
3.6
Element Total 02
04 MANAGEMENT INFORMATION SYSTEMS

01
Upgrade Copper Cable: Livingston Plaza
NR
3.6
0.0
0.0
0.0
0.0
02
Data Storage and Server Enhancements at 2 Bwy/LP
SI
5.0
0.0
0.0
0.0
0.0
5.0
03
HP SAN Hardware for Disaster Recovery: 2 Bwy
NR
1.4
0.0
0.0
0.0
0.0
1.4
04
IBM P-Series/SAN Disaster Recovery: 2Bwy/130 Liv
NR
0.6
0.0
0.0
0.0
0.0
0.6
05
Replace Superdome Server: 2 Broadway
NR
1.4
0.0
0.0
0.0
0.0
1.4
06
CADD-BIM-DMS Disaster Recovery-Bus. Continuity
SI
0.0
1.2
0.0
0.0
0.0
1.2
08
Enterprise Asset Management (EAM)
Element Total 04
0.0
20.5
0.0
20.5
0.0
41.0
$12.0
$21.7
$0.0
$20.5
$0.0
$54.2
05 ENGINEERING SERVICES
01
Scope Development
0.0
12.5
12.5
12.5
12.5
50.0
02
Design Reserve
0.0
0.0
45.0
50.0
0.0
95.0
03
Engineering Services
2.3
4.5
4.5
4.5
4.5
20.3
04
MTA Independent Engineering Consultant
1.5
3.0
0.0
3.0
3.0
10.5
05
General Order Support: Traffic Checkers
9.0
9.0
9.0
9.0
9.0
45.0
06
Value Engineering Services
2.6
0.0
0.0
0.0
0.0
2.6
07
Small Business Development Program Administration
1.5
7.0
6.7
6.9
7.1
29.1
08
Construction Support Services
0.0
6.5
0.0
6.5
0.0
13.0
09
Concrete Batch Plant Inspection
0.0
0.0
1.6
0.0
0.0
1.6
10
Boring Services: Bk/Q/SI
NR
0.0
0.0
1.9
0.0
0.0
1.9
11
Boring Services: M/Bx
NR
0.0
0.0
2.3
0.0
0.0
2.3
12
Test Pits
NR
0.0
0.0
12.4
0.0
0.0
12.4
13
Concrete Cylinder Testing
NR
0.0
0.0
0.0
1.0
0.0
1.0
15
Utica Avenue Subway Extension Study
SI
0.0
0.0
5.0
0.0
0.0
5.0
16
Core Station Improvement Project Reserve
SI
0.0
25.0
50.0
50.0
50.0
175.0
$16.9
$67.5
$151.0
$143.3
$86.1
$464.7
Element Total 05

197
MISC./EMERGENCY
T - 716
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
26.3
06 ENVIRONMENTAL AND SAFETY

01
Fire Alarm System Replacement - 3 Locs
NR
1.5
0.0
24.8
0.0
0.0
02
Asbestos / Lead Air Monitoring
NR
0.0
0.0
11.0
0.0
0.0
11.0
03
Asbestos Abatement
NR
0.0
0.0
12.0
0.0
0.0
12.0
04
Asbestos Disposal
NR
0.0
0.0
1.1
0.0
0.0
1.1
05
Consultant Services-USTs & Remediation
NR
6.5
0.0
0.0
0.0
0.0
6.5
06
Groundwater and Soil Remediation
NR
0.0
0.0
0.0
11.5
0.0
11.5
Consultant Services: USTs & Remediation
NR
07
Element Total 06
0.0
0.0
0.0
8.1
0.0
8.1
$8.0
$0.0
$48.8
$19.6
$0.0
$76.4
07 EMPLOYEE FACILITIES
01
Rehab: PD Office 14 St - Union Square
SGR
2.4
0.0
25.4
0.0
0.0
27.9
02
Passenger Security Systems
SI
2.0
0.0
18.0
0.0
0.0
20.0
03
Emp Fac Consolidation: 2 Av 6AV **
SGR
1.4
13.9
0.0
0.0
0.0
15.3
04
Emp Fac Component Repairs: 10 Locs / Manhattan **
SGR
0.0
9.7
0.0
0.0
0.0
9.7
05
Emp Fac Component Repairs: 7 Locs / Queens **
SGR
0.0
4.9
0.0
0.0
0.0
4.9
06
Reconstruct Elev & Escal Fac - E Bway 6AV **
SGR
0.4
3.7
0.0
0.0
0.0
4.1
07
Emp Fac Line Repairs: 20 Locs 8AV **
SGR
0.5
4.6
0.0
0.0
0.0
5.1
08
Emp Fac Reloc: Track Qtrs at 14 St-Union Square **
SGR
0.2
0.0
2.4
0.0
0.0
2.7
14
Livingston Plz Electrical / Mechanical Sys Imps
NR
2.5
0.0
53.4
0.0
0.0
56.0
15
Rail Control Center: Annex
SI
0.0
25.0
0.0
0.0
0.0
25.0
16
Power Upgrade: RCC, PCC - Ph 2
NR
31.7
0.0
0.0
0.0
0.0
31.7
17
Refurbish Keene Vacuum Systems
NR
0.0
0.0
5.2
0.0
0.0
5.2
18
Consolidated Revenue Fac: Security System Upgrade
NR
0.0
0.0
3.3
0.0
5.0
8.3
21
EDR Rprs: DO #20 - Briarwood-Van Wyck [SBDP]
SGR
0.1
0.9
0.0
0.0
0.0
1.0
22
Medical Assessment Center # 3 Repairs [SBDP]
SGR
0.2
1.4
0.0
0.0
0.0
1.5
Element Total 07
Category Total 716
TOTAL PROGRAM

198
$41.4
$64.1
$107.9
$0.0
$5.0
$218.3
$88.2
$159.9
$319.2
$190.0
$102.6
$860.0
$1,029.8
$3,643.2
$4,089.6
$3,723.6
$2,976.8
$15,463.0
STATEN ISLAND RAILWAY

S - 707
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
231.7
01 SIR: MISCELLANEOUS
01
SIR: Replace Car Fleet
NR
0.0
231.7
0.0
0.0
0.0
02
SIR Station Component Program
SGR
0.8
0.0
8.3
0.0
0.0
9.1
03
SIR Mainline Track Replacement
SGR
0.0
17.4
0.0
0.0
0.0
17.4
04
UHF T-Band Radio System Replacement, SIR
NR
0.0
3.8
0.0
21.9
0.0
25.7
05
New Power Substation: Tottenville
SI
2.5
23.0
0.0
0.0
0.0
25.5
06
New Power Substation: New Dorp
SI
2.8
26.1
0.0
0.0
0.0
28.9
07
New Power Substation: Clifton
SI
2.5
23.0
0.0
0.0
0.0
25.5
08
SIR: Install Customer Information Signs
SI
1.2
0.0
0.0
0.0
0.0
1.2
09
SIR Station Component Program [SBDP]
SGR
0.4
0.0
4.6
0.0
0.0
5.0
10
Rehabilitation of Amboy Rd Bridge
NR
5.9
0.0
0.0
0.0
0.0
5.9
11
Relocate HQ to Clifton Shop
SI
0.0
10.0
0.0
0.0
0.0
10.0
Element Total 01
Category Total 707
TOTAL PROGRAM

$16.0
$335.0
$12.8
$21.9
$0.0
$385.8
$16.0
$335.0
$12.8
$21.9
$0.0
$385.8
$16.0
$335.0
$12.8
$21.9
$0.0
$385.8
199
New York City Transit Agency Summary

Commitments
($ in millions)
AGENCY
2015
2016
2017
2018
2019
Total
All Years
TOTAL
$1,029.8
$3,643.2
$4,089.6
$3,723.6
$2,976.8
$15,463.0
TOTAL
$16.0
$335.0
$12.8
$21.9
$0.0
$385.8
$1,045.8
$3,978.3
$4,102.4
$3,745.5
$2,976.8
$15,848.8
TOTAL NEW YORK CITY TRANSIT AGENCY PROGRAM

200
ROLLING STOCK
L - 701
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 REVENUE EQUIPMENT
ME M-9 Procurement
Element Total 01
Category Total 701

NR
0.0
22.0
265.0
213.1
0.0
500.1
$0.0
$22.0
$265.0
$213.1
$0.0
$500.1
$0.0
$22.0
$265.0
$213.1
$0.0
$500.1
201
STATIONS
L - 702
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
04 STATION AND BUILDINGS

UL Station Platform Lighting
NR
0.0
1.0
1.0
1.0
1.0
4.0
UM Murray Hill Station - New Elevators
SI
0.0
5.7
0.0
0.0
0.0
5.7
UN Nostrand Ave. Station Rehabilitation **
NR
0.0
21.0
0.0
0.0
0.0
21.0
UP Port Washington Station Improvements
NR
0.0
0.0
5.0
0.0
8.0
13.0
UQ Babylon Station Platform Replacement **
NR
0.0
5.0
33.9
0.0
0.0
38.9
4.0
UR Station Platform Railing Replacement
NR
0.0
1.0
1.0
1.0
1.0
US Station Signage Program
NR
0.0
2.0
2.0
2.0
2.0
8.0
UT Station & Building Electrical Systems
NR
0.0
1.3
1.3
1.3
1.3
5.0
UU Mentor Allowance - Stations
NR
0.5
4.7
5.0
5.1
6.6
22.0
UV New Fare Payment System
SI
0.0
0.0
0.0
0.0
5.0
5.0
UW GCT/ESA Unified Trash Facility
SI
11.1
0.0
0.0
0.0
0.0
11.1
UX Hunterspoint Avenue Station Renewal **
NR
0.0
2.6
19.5
0.0
0.0
22.1
UY Elmhurst Station - New Station **
SI
0.0
0.0
0.0
0.0
30.5
30.5
UZ New Republic Station on Main Line
SI
0.0
0.0
0.0
0.0
5.0
5.0
$11.6
$44.3
$68.6
$10.4
$60.4
$195.3
Element Total 04
05 PARKING
V1 Parking Rehabilitation
NR
1.0
4.0
0.0
0.0
0.0
5.0
V2 Parking Facility Development
SI
0.0
3.0
0.0
0.0
22.0
25.0
$1.0
$7.0
$0.0
$0.0
$22.0
$30.0
Element Total 05
06 PENN STATION
VP Penn Sta Elevator/Escalator Replacement
NR
0.0
0.0
34.3
0.0
5.7
40.0
VQ Penn Station Customer Facilities
NR
1.0
4.0
18.5
0.0
0.0
23.5
VR Penn Station Complex Improvements
SI
0.0
7.0
0.0
0.0
0.0
7.0
$1.0
$11.0
$52.8
$0.0
$5.7
$70.5
$13.6
$62.3
$121.4
$10.4
$88.1
$295.8
Element Total 06
Category Total 702

202
TRACK
L - 703
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 ANNUAL TRACK REHAB PROGRAM

WA 2015 Annual Track Program
NR
65.0
0.0
0.0
0.0
0.0
65.0
WB 2016 Annual Track Program
NR
0.0
60.0
0.0
0.0
0.0
60.0
WC 2017 Annual Track Program
NR
0.0
0.0
60.0
0.0
0.0
60.0
WD 2018 Annual Track Program
NR
0.0
0.0
0.0
60.0
0.0
60.0
WE 2019 Annual Track Program
NR
0.0
0.0
0.0
0.0
60.0
60.0
WF Right of Way Fencing
SI
0.0
2.0
1.5
1.5
1.5
6.5
WG Construction Equipment
NR
0.0
10.0
5.5
0.0
0.0
15.5
WH Retaining Walls / Right of Way Projects
NR
Element Total 01
0.0
3.8
3.8
3.8
3.8
15.0
$65.0
$75.8
$70.8
$65.3
$65.3
$342.0
200.0
04 OTHER TRACK IMPROVEMENTS

WU Jamaica Capacity Improvements Ph 2
SI
0.0
51.0
0.0
149.0
0.0
WV Amtrak Territory Improvements
NR
10.0
17.8
17.8
21.9
0.0
67.5
WX Main Line Double Track Phase 2
SI
0.0
78.0
0.0
0.0
172.0
250.0
$10.0
$146.8
$17.8
$170.9
$172.0
$517.5
$75.0
$222.6
$88.5
$236.2
$237.3
$859.5
Element Total 04
Category Total 703

203
LINE STRUCTURES
L - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 BRIDGES
BQ Bridge Program - Structural Renewals
SGR
0.0
47.2
18.8
0.0
0.0
66.0
BR Main Line Bridge Component Renewals
SGR
0.0
20.3
12.0
15.5
0.0
47.8
BS Bridge Painting / Waterproofing
SGR
0.0
5.4
5.4
5.4
5.4
21.4
BT Removal of Montauk Cut-Off Viaduct
SGR
5.7
0.0
0.0
0.0
0.0
5.7
BU Mentor Allowance - Line Structures
SGR
0.0
7.2
4.4
5.4
6.0
23.0
Element Total 01
Category Total 704

204
$5.7
$80.0
$40.6
$26.3
$11.3
$163.9
$5.7
$80.0
$40.6
$26.3
$11.3
$163.9
COMMUNICATIONS AND SIGNALS

L - 705
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
35.2
01 COMMUNICATIONS IMPROVEMENTS
SD Fiber Optic Network
NR
0.0
8.8
8.8
8.8
8.8
SE Comm. Pole Line
NR
0.0
2.0
2.0
2.0
2.0
8.0
SF Improve RadioCoverage Initiatives/FCC Mandate
SI
0.0
0.0
4.8
0.0
0.0
4.8
SJ
5.0
NR
0.0
2.0
3.0
0.0
0.0
SN Penn Sta Radio Retrofit/ERT Antenna
LIRR Public Address System
NR
0.0
0.0
1.1
0.0
0.0
1.1
SQ Atlantic Ave Tunnel Security Improvements
SI
0.0
1.5
1.6
0.0
0.0
3.1
SR Station Platform CCTV Cameras
SI
Element Total 01
0.0
1.9
0.0
0.0
0.0
1.9
$0.0
$16.2
$21.3
$10.8
$10.8
$59.1
51.9
02 SIGNAL IMPROVEMENTS
LH Babylon Interlocking Renewal **
NR
0.0
5.2
0.0
28.0
18.7
LJ
NR
0.0
12.5
12.5
12.5
12.5
50.0
LK Positive Train Control (PTC)
SI
0.0
126.0
0.0
0.0
0.0
126.0
LL
29.4
Signal Normal Replacement Program
SI
0.0
0.0
0.0
0.0
29.4
LM Hunt to Post Design
Ronkonkoma to Yaphank Signalization **
NR
0.0
0.0
0.0
5.0
0.0
5.0
LN Babylon to Patchogue **
NR
0.0
10.0
33.6
0.0
0.0
43.6
LP Lightning Protection
SI
0.0
5.0
0.0
0.0
0.0
5.0
LQ Centralized Train Control
SI
0.0
0.0
10.0
0.0
10.0
20.0
Element Total 02
Category Total 705

$0.0
$158.7
$56.1
$45.5
$70.6
$330.9
$0.0
$174.9
$77.4
$56.3
$81.4
$390.0
205
SHOPS AND YARDS

L - 706
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 SHOPS AND YARDS

YG Diesel Locomotive Shop Improvements
NR
0.0
0.0
108.3
0.0
0.0
108.3
YH Rolling Stock Support Equipment
NR
10.0
0.0
0.0
0.0
0.0
10.0
YR Yard Improvements
SI
0.0
40.0
0.0
0.0
0.0
40.0
YS New Huntington/PortJeff Branch ElectricYard
SI
Element Total 01
0.0
0.0
0.0
0.0
8.0
8.0
$10.0
$40.0
$108.3
$0.0
$8.0
$166.3
23.0
04 EMPLOYEE FACILITIES
YJ
NR
0.0
5.1
7.1
6.4
4.4
YV Hillside Facility/Upper Holban Improvements
Mentor Allowance - Shops & Yards
NR
0.0
2.0
2.0
0.0
0.0
4.0
YW Rehabilitation of Employee Facilities
NR
0.0
2.0
2.0
2.0
2.0
8.0
YX Fire Protection Improvements
NR
Element Total 04
Category Total 706

206
0.0
2.5
2.5
2.5
2.5
10.0
$0.0
$11.6
$13.6
$10.9
$8.9
$45.0
$10.0
$51.6
$121.9
$10.9
$16.9
$211.3
POWER
L - 707
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 POWER
XA Substation Replacements
NR
0.0
4.3
42.2
17.0
17.5
81.0
XB Substation Components
NR
0.0
18.6
0.0
26.6
7.8
53.0
XC 3rd Rail - 2000 Million Cubic Meter Cable
NR
0.0
0.8
0.8
0.8
0.8
3.0
XD 3rd Rail - Disconnect Switches
NR
0.0
0.5
0.5
0.5
0.5
2.0
XE 3rd Rail - Protection Board
NR
0.0
2.8
2.8
2.8
2.8
11.0
XF 3rd Rail -Composite Rail
NR
0.0
3.8
3.8
3.8
3.8
15.0
XG 3rd Rail - Feeder Cable Upgrade
NR
0.0
1.0
1.0
1.0
1.0
4.0
XH Negative Reactor Upgrade
NR
0.0
1.0
1.0
1.0
1.0
4.0
XJ
1.0
NR
0.0
0.3
0.3
0.3
0.3
XK Signal PowerMotor Generator Replacement
Substation Battery Replacement
NR
0.0
2.0
2.0
2.0
2.0
8.0
XL DC Relay Controls Replacement
NR
0.0
0.5
0.5
0.5
0.5
2.0
XM Signal Power Line Replacement
NR
0.0
1.0
1.0
1.0
1.0
4.0
XN Power Pole Replacement
NR
0.0
1.0
1.0
1.0
1.0
4.0
XP Atlantic Avenue Tunnel Lighting
NR
0.0
3.0
3.0
3.0
3.0
12.0
XQ 4,160 Volt Feeders
NR
0.0
0.5
0.5
0.5
0.5
2.0
XR New Substations
SI
0.0
0.0
0.0
5.0
0.0
5.0
XS Substation Renewals
NR
0.0
27.4
0.0
0.0
11.2
38.6
$0.0
$68.2
$60.2
$66.6
$54.6
$249.6
$0.0
$68.2
$60.2
$66.6
$54.6
$249.6
Element Total 01
Category Total 707

207
MISCELLANEOUS
L - 709
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
04 MISCELLANEOUS
N5 20 Substations Chlordane Remediation - Ph 2
0.0
0.0
10.0
0.0
0.0
10.0
NJ Program Development
0.0
1.5
2.0
2.0
2.0
7.5
NK Insurance
1.6
1.6
1.6
1.6
1.6
8.0
NL Independent Engineer
1.4
1.4
1.5
1.5
1.6
7.4
NM Mentor Program Administration
2.5
1.7
1.6
1.6
1.6
9.0
22.0
22.5
23.0
23.5
24.0
115.0
0.0
8.0
0.0
0.0
0.0
8.0
$27.5
$36.7
$39.7
$30.2
$30.8
$164.9
$27.5
$36.7
$39.7
$30.2
$30.8
$164.9
$131.8
$718.3
$814.7
$650.0
$520.3
$2,835.1
NQ Program Administration
NR EAM Reserve
Element Total 04
Category Total 709
TOTAL PROGRAM

208
NR
ROLLING STOCK
M - 701
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 REVENUE EQUIPMENT
01
M-3 Replacement
Element Total 01
Category Total 701

NR
0.0
206.7
324.9
0.0
0.0
531.6
$0.0
$206.7
$324.9
$0.0
$0.0
$531.6
$0.0
$206.7
$324.9
$0.0
$0.0
$531.6
209
STATIONS
M - 702
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
138.7
01 GRAND CENTRAL TERMINAL

01
GCT Trainshed/Tunnel Struct (incl Roof Exp. Jts)
SGR
0.0
19.5
10.0
27.9
81.3
02
Park Av Tunnel Fire&LifeSafetyImpvmts
NR
0.0
1.0
0.0
0.0
0.0
1.0
03
GCT Platform Rehabilitation
SGR
0.0
0.0
1.2
0.0
0.0
1.2
04
GCT Fire Protection
NR
0.0
0.0
11.4
0.0
0.0
11.4
05
GCT Utilities
NR
0.0
0.0
5.0
0.0
0.0
5.0
06
GCT Elevator Imprvmnts-Final Phase
NR
0.0
0.0
1.0
0.0
6.2
7.2
07
GCT PA Head End and VIS Systems
NR
0.0
37.5
7.5
0.0
0.0
45.0
Mentoring - GCT
NR
08
Element Total 01
0.0
2.0
3.0
0.0
0.0
5.0
$0.0
$60.0
$39.1
$27.9
$87.6
$214.6
02 OUTLYING STATIONS
01
Harlem - 125th Street Improvements
NR
2.0
0.0
0.0
0.0
0.0
2.0
02
Lower Harlem Line Station Imprvmnts
NR
0.0
0.0
30.6
0.0
0.0
30.6
03
Upper Hudson Station Improvements
NR
2.5
0.0
15.0
0.0
0.0
17.5
04
Harlem Line Station Improvements
NR
2.5
0.0
20.0
0.0
0.0
22.5
05
West of Hudson Station Improvements
NR
0.0
0.0
0.3
1.2
0.0
1.5
06
Station Building Rehabilitation
NR
0.0
0.1
0.4
0.0
0.0
0.5
07
Customer Communication
SI
0.0
45.0
15.0
0.0
0.0
60.0
08
New Fare Payment
SI
0.0
0.0
5.0
0.0
0.0
5.0
09
Mentoring Program - Stations
NR
0.0
3.0
10.0
2.0
0.0
15.0
$7.0
$48.1
$96.2
$3.2
$0.0
$154.6
19.7
Element Total 02
03 PARKING
01
Strategic Facilities **
SI
0.0
2.5
6.5
2.0
8.7
02
Mentoring Program - Strategic Facilities
SI
0.0
0.0
1.0
0.0
2.0
3.0
$0.0
$2.5
$7.5
$2.0
$10.7
$22.7
$7.0
$110.6
$142.9
$33.1
$98.3
$391.9
Element Total 03
Category Total 702

210
TRACK AND STRUCTURES

M - 703
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
97.0
01 TRACK
01
Cyclical Track Program
NR
0.0
22.0
24.0
25.0
26.0
02
Cyclical Repl. Insulated Joint
NR
0.4
0.4
0.4
0.4
0.4
2.0
03
Rock Slope Remediation
NR
0.0
13.2
0.0
0.0
6.5
19.7
04
Turnouts - Mainline/High Speed **
NR
9.4
10.7
10.6
14.6
6.2
51.5
05
GCT Turnouts/Switch Renewal
NR
3.1
4.5
4.6
4.7
8.0
24.9
06
Turnouts - Yards/Sidings
NR
0.0
1.4
1.9
0.0
1.9
5.2
07
Rebuild Retaining Walls
NR
0.0
2.1
0.0
5.4
0.0
7.5
08
Systemwide Drainage
NR
0.0
10.0
0.0
0.0
0.0
10.0
09
Purchase MoW Equipment
NR
0.0
12.0
5.4
2.2
2.4
22.0
$12.9
$76.3
$46.9
$52.3
$51.4
$239.8
40.0
Element Total 01
02 STRUCTURES
01
Overhead Bridge Program - E of H
SGR
0.0
14.0
4.1
21.9
0.0
02
Bridge Preservation Program
SGR
0.0
0.0
1.8
0.0
0.0
1.8
03
Undergrade Bridge Rehabilitation **
SGR
0.0
13.0
18.4
17.9
20.3
69.7
04
Beacon Line Undergrade Bridges
SGR
0.0
0.0
5.0
2.5
0.0
7.5
2.5
05
Park Avenue Direct Fixation
SGR
0.0
0.0
1.3
0.0
1.3
06
Railtop Culverts
SGR
2.1
1.3
0.0
0.0
0.0
3.4
07
Bridge Walkways
NR
1.0
0.7
0.3
0.0
0.0
2.0
08
Replace Timbers - Undergrade Bridges
SGR
2.5
1.3
1.2
0.0
0.0
5.0
09
Harlem River Lift Bridge
NR
1.0
0.0
9.0
0.0
0.0
10.0
10
Hudson Line Tunnels Inspection
SGR
0.0
0.0
2.0
0.0
0.0
2.0
11
ROW Fencing
SGR
0.2
0.2
0.2
0.2
0.2
1.0
12
Catenary Painting
SGR
0.0
0.0
1.6
0.0
3.5
5.0
13
DC Substation/SignalHse Roof Replacement
NR
0.0
1.2
1.2
1.3
1.3
5.0
14
Employee Welfare & Storage Facilities
NR
0.0
0.0
3.0
0.0
0.0
3.0
15
Mentoring Program - Structures
NR
0.0
0.0
3.0
0.0
0.0
3.0
$6.8
$31.7
$52.0
$43.8
$26.5
$160.8
Element Total 02
03 WEST OF HUDSON INFRASTRUCTURE

01
Rock Slope Remediation
NR
0.0
15.0
0.0
0.0
0.0
15.0
02
West of Hudson Track Improvements
SGR
5.6
0.9
3.5
0.0
0.0
10.0
03
Undergrade Bridge Rehabilitation
SGR
0.0
0.0
6.9
8.1
0.0
15.0
04
Moodna/Woodbury Viaduct (incl timbers/walkways)
SGR
0.0
0.0
14.0
0.0
0.0
14.0
05
West of Hudson Improvements
SGR
Element Total 03
Category Total 703

0.7
0.7
0.7
0.7
0.7
3.5
$6.3
$16.6
$25.1
$8.8
$0.7
$57.5
$26.0
$124.5
$123.9
$104.9
$78.6
$458.0
211
COMMUNICATIONS AND SIGNALS

M - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 COMMUNICATIONS AND SIGNALS

01
Network Infrastructure Replacement
NR
0.0
17.0
10.0
4.5
0.0
31.5
02
Harmon to Poughkeepsie SignalSystem **
NR
0.0
40.0
0.0
0.0
20.0
60.0
03
SI
0.0
54.0
37.9
1.9
0.0
93.8
04
Repl Signal OfficeEqpmt/SCADA Office
NR
0.0
3.5
0.0
0.0
0.0
3.5
05
PBX Replacement
NR
0.0
1.5
0.0
0.0
0.0
1.5
06
Upgrade Grade Crossings
NR
0.0
1.5
0.0
0.0
0.0
1.5
07
Replace High Cycle Relays
NR
0.0
1.0
0.0
0.0
0.0
1.0
Fire Suppression Systems
NR
09
Element Total 01
Category Total 704

212
0.0
0.0
0.8
0.0
0.0
0.8
$0.0
$118.5
$48.7
$6.4
$20.0
$193.6
$0.0
$118.5
$48.7
$6.4
$20.0
$193.6
POWER
M - 705
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 POWER
01
Replace MA's in Signal Substations
NR
0.0
2.0
10.0
0.0
0.0
12.0
02
Transformer Rehabilitation
NR
2.2
0.7
0.7
0.7
1.0
5.2
03
ReplaceAC Circuit Breaker/Switchgear
NR
1.4
1.5
0.7
0.2
0.0
3.9
04
Harlem & Hudson Power Rehabilitation
NR
15.0
0.0
0.0
0.0
0.0
15.0
05
Harlem and Hudson Power Improvements
NR
0.0
0.0
11.0
0.0
0.0
11.0
06
Three Substation Replacements **
NR
0.0
0.0
3.0
0.0
22.5
25.5
07
3rd Rail Component Replacement
NR
0.0
10.0
5.0
5.0
0.0
20.0
08
Replace 3rdRail SectionalizingSwitches
NR
0.0
0.0
0.4
0.0
0.0
0.4
09
Replace Substations 128 and 178 **
NR
0.0
0.0
2.8
0.0
0.0
2.8
10
Park Avenue Tunnel Alarm
NR
0.0
1.5
0.0
0.0
0.0
1.5
11
Replace Tunnel Lighting
NR
0.0
0.5
0.0
0.0
0.0
0.5
12
Mentoring - Power
NR
0.0
3.0
0.0
0.0
0.0
3.0
Element Total 01
Category Total 705

$18.6
$19.2
$33.6
$5.9
$23.5
$100.8
$18.6
$19.2
$33.6
$5.9
$23.5
$100.8
213
SHOPS AND YARDS

M - 706
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 SHOPS AND YARDS

01
Harmon Shop Replacement - Phase V
SGR
0.0
0.0
0.0
385.6
46.0
431.6
02
Harmon Wheel True Improvements
NR
0.0
0.0
2.0
0.0
0.0
2.0
03
Brewster YD Improvements - Design
SI
0.0
0.0
4.2
0.0
0.0
4.2
04
West of Hudson Yard Improvements
SI
0.0
9.2
8.0
7.0
0.0
24.2
05
Mentoring Program - Shops and Yards
SGR
0.0
0.0
10.0
0.0
0.0
10.0
Element Total 01
Category Total 706

214
$0.0
$9.2
$24.2
$392.6
$46.0
$472.0
$0.0
$9.2
$24.2
$392.6
$46.0
$472.0
MISCELLANEOUS
M - 708
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 MISCELLANEOUS
01
Systemwide Lead/Asbestos Abatement
NR
0.2
0.8
4.0
0.0
0.0
5.0
02
Environmental Remediation
NR
0.3
0.0
2.3
0.0
0.0
2.5
03
Railroad Protective Liability
0.9
0.9
0.9
0.9
0.9
4.5
04
Independent Engineer
3.1
0.0
4.9
0.0
0.0
8.0
05
Mentoring Program Administration
1.4
1.4
1.4
1.4
1.4
7.1
10.0
11.0
11.0
11.0
11.0
54.0
3.0
3.6
4.2
3.6
3.6
18.0
15.0
0.0
0.0
0.0
14.0
29.0
06
07
Program Scope Development
08
OCIP - Insurance
09
GCT/ESA Unified Trash Facility
SI
12.9
0.0
0.0
2.2
0.0
15.1
10
Systemwide Security Initiatives
SI
0.0
7.9
9.0
0.0
0.0
16.9
11
EAM Reserve
0.0
4.0
4.0
5.0
0.0
13.0
Element Total 01
Category Total 708
TOTAL PROGRAM

$46.8
$29.6
$41.6
$24.1
$30.9
$173.1
$46.8
$29.6
$41.6
$24.1
$30.9
$173.1
$98.4
$618.4
$739.7
$567.1
$297.3
$2,321.0
215
Commuter Railroad Agency Summary

Commitments
($ in millions)
AGENCY
2015
2016
2017
2018
2019
Total
All Years
TOTAL
$131.8
$718.3
$814.7
$650.0
$520.3
$2,835.1
TOTAL
$98.4
$618.4
$739.7
$567.1
$297.3
$2,321.0
$230.3
$1,336.7
$1,554.4
$1,217.1
$817.6
$5,156.1
TOTAL COMMUTER RAILROAD AGENCY PROGRAM

216
MTA Bus Company
BUS COMPANY PROJECTS

U - 703
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
02 BUS COMPANY PROJECTS

01
Purchase 53 Articulated Buses
NR
0.0
0.0
48.1
0.0
0.0
48.1
02
Purchase 292 Express Buses
NR
0.0
0.0
196.1
0.0
0.0
196.1
04
Depot Bus Location System - MTA Bus
SI
0.0
5.2
0.0
0.0
0.0
5.2
05
On-Board Audio Visual Ph 2 - MTA Bus
SI
0.0
12.0
0.0
0.0
0.0
12.0
06
Automated Passenger Counting Pilot & Ph 1
SI
0.0
0.0
0.0
6.0
0.0
6.0
07
Component Rehab: LaGuardia, Baisley Pk [SBDP] **
SGR
10.8
0.0
0.0
0.0
0.0
10.8
08
Rehab and Facility Upgrade: Spring Creek [SBDP] **
NR
0.0
8.2
0.0
0.0
0.0
8.2
09
Rehab and Facility Upgrade: College Pt (SBDP] **
SGR
0.0
9.5
0.0
0.0
0.0
9.5
10
Paint Booths: Eastchester, College Point **
NR
0.0
0.0
0.0
4.9
0.0
4.9
11
Bus Radio System - MTA Bus Share
NR
34.5
0.0
0.0
0.0
0.0
34.5
12
Environmental Remediation **
NR
0.0
4.5
0.0
0.0
0.0
4.5
13
Chassis Wash & Oil-Water Separator at Eastchester
NR
0.0
0.0
2.5
0.0
0.0
2.5
14
MTA Bus Rubber Tire Service Vehicles 2015-19
NR
0.0
0.0
3.6
0.0
0.0
3.6
15
Project Administration
1.5
3.0
3.0
3.0
3.0
13.5
16
Design/Engineering Management Services
0.8
1.5
1.5
1.5
1.5
6.8
17
Construction Management Services
0.8
1.5
1.5
1.5
1.5
6.8
18
JFK Windows Replacement [SBDP]
0.0
0.0
0.0
3.0
0.0
3.0
$48.3
$45.5
$256.2
$19.9
$6.0
$376.0
$48.3
$45.5
$256.2
$19.9
$6.0
$376.0
$48.3
$45.5
$256.2
$19.9
$6.0
$376.0
Element Total 02
Category Total 703
TOTAL PROGRAM

NR
217
MTA Interagency
MTA POLICE DEPARTMENT

N - 710
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
28.5
01 MTA POLICE DEPARTMENT

01
Public Radio Phase 3
SI
0.0
28.5
0.0
0.0
0.0
02
Poughkeepsie Facility
NR
0.0
0.0
2.0
0.0
0.0
2.0
03
Other Facilities
NR
0.0
0.0
2.3
0.0
0.0
2.3
04
REP-ESU Fleet
NR
0.0
0.0
0.7
0.0
0.0
0.7
05
Program Management
NR
0.0
1.0
1.0
1.5
1.5
5.0
Element Total 01
Category Total 710

218
$0.0
$29.5
$6.0
$1.5
$1.5
$38.5
$0.0
$29.5
$6.0
$1.5
$1.5
$38.5
MTA Interagency
MTA PLANNING
N - 711
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 MTA PLANNING INITIATIVES

01
Core Planning Support
SI
0.0
2.5
2.5
2.5
2.5
10.0
02
Corridor Planning Support
SI
0.0
2.5
2.5
2.5
2.5
10.0
03
Capital Program Support
SI
0.0
20.0
35.0
35.0
35.0
125.0
Urban Core Infrastructure Reserve
SI
04
Element Total 01
Category Total 711
TOTAL PROGRAM

0.0
20.0
20.0
20.0
20.0
80.0
$0.0
$45.0
$60.0
$60.0
$60.0
$225.0
$0.0
$45.0
$60.0
$60.0
$60.0
$225.0
$0.0
$74.5
$66.0
$61.5
$61.5
$263.5
219
MTA Interagency Summary

Commitments
($ in millions)
AGENCY
2015
2016
2017
2018
2019
Total
All Years
TOTAL
MTA POLICE DEPARTMENT
$0.0
$29.5
$6.0
$1.5
$1.5
$38.5
TOTAL
MTA PLANNING
$0.0
$45.0
$60.0
$60.0
$60.0
$225.0
$0.0
$74.5
$66.0
$61.5
$61.5
$263.5
TOTAL MTA INTERAGENCY

220
EAST SIDE ACCESS

G - 709
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 EAST SIDE ACCESS

01
Program Management
NE
10.4
9.7
7.5
4.9
0.0
32.6
02
Design - GEC
NE
18.0
10.5
6.5
3.2
0.8
39.0
03
MTA Management
NE
12.0
9.9
9.3
12.6
0.0
43.9
05
Manh Structures 1-MNR ForcAcct
NE
0.0
10.9
8.1
0.0
0.0
19.0
11
OCIP
NE
20.9
76.2
0.0
0.0
0.0
97.1
13
Construction Management
NE
47.9
51.3
38.3
20.4
0.0
157.9
15
Vertical Circulation Elements
NE
0.0
0.0
5.6
0.0
0.0
5.6
16
General Conditions
NE
11.1
9.2
8.8
7.4
0.0
36.5
18
Harold Interlocking ForceAcct
NE
0.0
19.6
21.9
15.5
8.5
65.5
21
Mid-Day Storage Yard Facility
NE
266.0
0.0
0.0
0.0
0.0
266.0
23
Harold Structures EBRR & WBBP
NE
0.0
26.6
1.3
0.0
0.0
27.9
24
EBRR
NE
0.0
0.0
77.3
2.3
1.0
80.5
27
FA Systems Testing & Commissioning
NE
0.0
0.8
6.2
8.9
9.6
25.4
28
Rolling Stock
NE
194.5
0.0
0.0
0.0
0.0
194.5
32
Management Reserve
NE
0.0
20.3
20.8
0.0
75.0
116.0
34
Protect Locomotives
NE
7.5
0.0
0.0
0.0
0.0
7.5
35
Systems Package 1 - Facilities
NE
225.2
0.0
13.3
0.0
0.0
238.5
36
Systems Package 2 - Tunnel Systems
NE
37.5
0.0
0.0
0.0
0.0
37.5
38
Force Account Warehouse
NE
0.0
2.9
1.3
0.5
0.0
4.7
39
Utilities
NE
7.0
10.3
6.3
5.4
6.3
35.3
40
Construction Management - Other
NE
5.4
10.4
7.2
1.4
0.0
24.4
41
A Tunnel/D Approach Structure
NE
42.9
4.7
0.0
0.0
0.0
47.6
42
GCT Caverns
NE
777.4
0.0
0.0
0.0
0.0
777.4
44
Arts For Transit
NE
0.0
1.7
0.0
0.0
0.0
1.7
45
48th St Entrance at 415 Madison Ave
NE
0.0
16.8
0.0
0.0
0.0
16.8
46
Caverns and Concourse Detailing
NE
0.0
5.0
10.0
5.0
0.0
20.0
47
Building Owner Cost
NE
1.0
0.0
0.0
0.0
0.0
1.0
49
Material Warranties
NE
7.2
7.2
0.0
0.0
0.0
14.3
50
Operational Readiness Training
NE
0.0
0.0
0.0
3.6
0.0
3.6
51
Test Trains
NE
0.0
0.0
0.0
1.8
0.0
1.8
52
Force Account Support
NE
0.0
2.2
0.0
0.0
0.0
2.2
53
Project Management Contingency
NE
0.0
0.0
35.0
0.0
29.0
64.0
54
Cab Simulator
NE
0.0
4.3
0.0
0.0
0.0
4.3
55
Program Contingency
NE
21.5
25.0
15.0
0.0
0.0
61.5
$1,713.3
$335.5
$299.8
$92.9
$130.2
$2,571.7
$1,713.3
$335.5
$299.8
$92.9
$130.2
$2,571.7
Element Total 01
Category Total 709

221
FULL LENGTH SECOND AVE SUBWAY

G - 710
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 FULL LENGTH SECOND AVE SUBWAY

01
SAS 2 PE, Design & Environmental
NE
0.0
135.0
0.0
0.0
0.0
135.0
04
SAS 2 Construction Management
NE
0.0
0.0
0.0
50.0
0.0
50.0
05
SAS 2 Project Support
NE
0.0
20.0
0.0
20.0
0.0
40.0
07
SAS 2 Prelim Const/Utilities
NE
0.0
0.0
0.0
0.0
270.0
270.0
98
SAS 2 Real Estate
NE
0.0
0.0
40.0
0.0
0.0
40.0
$0.0
$155.0
$40.0
$70.0
$270.0
$535.0
$0.0
$155.0
$40.0
$70.0
$270.0
$535.0
Element Total 01
Category Total 710

222
PENN STATION ACCESS

G - 711
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
31.1
01 PENN STATION ACCESS

01
Design
NE
0.0
31.1
0.0
0.0
0.0
02
Program Management
NE
0.0
9.3
0.0
0.0
0.0
9.3
03
Construction Management
NE
0.0
0.0
0.0
16.1
15.0
31.1
04
Track & Structures **
NE
0.0
0.0
0.0
237.6
0.0
237.6
05
Communication and Signals **
NE
0.0
0.0
0.0
56.3
0.0
56.3
06
Power **
NE
0.0
0.0
0.0
106.2
0.0
106.2
07
Stations
NE
0.0
0.0
0.0
0.0
188.0
188.0
08
Shops & Yards **
NE
0.0
0.0
0.0
0.0
30.6
30.6
09
Rolling Stock Specification
NE
0.0
0.0
0.0
0.0
4.9
4.9
$0.0
$40.4
$0.0
$416.2
$238.5
$695.0
$0.0
$40.4
$0.0
$416.2
$238.5
$695.0
Element Total 01
Category Total 711

223
REGIONAL INVESTMENTS
G - 714
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 REGIONAL INVESTMENTS
01
WBBP & EBRR F/A Connections
NE
0.0
0.0
0.0
12.2
5.9
18.1
02
East Bound Re-Route
NE
0.0
0.0
0.0
0.0
148.8
148.8
04
Loop & T Interlockings
NE
0.0
0.0
0.0
3.9
3.9
7.9
07
GCT Concourse & Facilities Part 2
NE
0.0
0.0
0.8
0.0
0.0
0.8
12
Sunnyside Station
NE
0.0
0.0
10.0
0.0
66.5
76.5
Harold Loop Civil Structures - Part 4
NE
13
Element Total 01
Category Total 714

224
0.0
0.0
0.0
0.0
57.8
57.8
$0.0
$0.0
$10.8
$16.2
$282.8
$309.8
$0.0
$0.0
$10.8
$16.2
$282.8
$309.8
ESA RS / ESA RISK RESERVE

G - 715
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 ESA RS / ESA RISK RESERVE

01
ESA Rolling Stock Reserve
NE
0.0
78.1
0.0
0.0
0.0
78.1
02
ESA Risk Reserve
NE
0.0
0.0
0.0
0.0
131.0
131.0
Element Total 01
Category Total 715

$0.0
$78.1
$0.0
$0.0
$131.0
$209.1
$0.0
$78.1
$0.0
$0.0
$131.0
$209.1
225
MISCELLANEOUS
G - 716
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
01 MISCELLANEOUS
01
Misc Engineering/Prog Support
0.0
27.9
27.9
27.9
27.9
111.6
02
MTA Indep. Engineering Consultant
0.0
4.2
4.2
4.2
4.2
16.8
03
MTA SBDP Administration
0.0
1.6
1.6
1.6
1.6
6.5
Element Total 01
Category Total 716
TOTAL PROGRAM

226
$0.0
$33.7
$33.7
$33.7
$33.7
$135.0
$0.0
$33.7
$33.7
$33.7
$33.7
$135.0
$1,713.3
$642.7
$384.4
$629.0
$1,086.2
$4,455.6
CPRB Agency Summary

Commitments
($ in millions)
2015
2016
2017
2018
2019
Total
All Years
TOTAL New York City Transit
$1,045.8
$3,978.3
$4,102.4
$3,745.5
$2,976.8
$15,848.8
TOTAL Long Island Rail Road
$131.8
$718.3
$814.7
$650.0
$520.3
$2,835.1
TOTAL Metro-North Railroad
$98.4
$618.4
$739.7
$567.1
$297.3
$2,321.0
TOTAL MTA Bus Company
$48.3
$45.5
$256.2
$19.9
$6.0
$376.0
$0.0
$74.5
$66.0
$61.5
$61.5
$263.5
Core Subtotal
$1,324.5
$5,435.0
$5,979.0
$5,044.0
$3,861.9
$21,644.4
TOTAL Capital Construction Company
$1,713.3
$642.7
$384.4
$629.0
$1,086.2
$4,455.6
TOTAL 2015-2019 CPRB PROGRAM
$3,037.8
$6,077.7
$6,363.4
$5,672.9
$4,948.1
$26,100.0
AGENCY
TOTAL MTA Interagency
227
Bridges and Tunnels
STRUCTURES
D - 701
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
2015
2016
2017
2018
2019
Total
All Years
NR
0.0
0.0
4.6
0.0
10.5
15.1
SI
0.0
0.0
0.0
0.1
7.0
7.0
$0.0
$0.0
$4.6
$0.1
$17.5
$22.1
NEEDS
CODE
AW AGENCY-WIDE
98
Tunnel Vulnerability Improvements - Phase 2
X4 Design for Physical Barriers
Element Total AW
BW BRONX-WHITESTONE BRIDGE
07
Fender Protection around Tower Piers (Const)
NR
0.0
1.6
0.0
19.1
0.0
20.7
14
Miscellaneous Structural Rehabilitation
NR
29.3
0.0
0.0
0.0
0.0
29.3
Cable & Suspender Rope Investigation/Testing
NR
84
Element Total BW
20.2
0.0
0.0
0.0
0.0
20.2
$49.5
$1.6
$0.0
$19.1
$0.0
$70.1
48.9
CB CROSS BAY BRIDGE

18
CB Scour Protect/Repair/Rpl CB/MP Pier Fender Sys
NR
0.1
1.6
0.0
47.2
0.0
24
Conceptual Design Rehab/Reconst Rockaway Crossings NR
0.0
0.0
0.0
6.6
0.0
6.6
$0.1
$1.6
$0.0
$53.9
$0.0
$55.6
Element Total CB
HC HUGH L. CAREY TUNNEL

28
Miscellaneous Tunnel Structural Repairs- Phase III
NR
0.0
0.0
0.0
0.1
4.5
4.6
48
Design for Rehabilitation of Manhattan Plaza
NR
0.0
0.0
0.0
0.1
3.5
3.5
$0.0
$0.0
$0.0
$0.1
$8.0
$8.1
23.7
Element Total HC
HH HENRY HUDSON BRIDGE

07
Structural Rehabilitation
NR
0.1
1.7
0.0
2.2
19.7
89
Skewback Retrofit
NR
0.0
83.2
0.0
0.0
0.0
83.2
$0.1
$84.9
$0.0
$2.2
$19.7
$106.9
6.7
Element Total HH
QM QUEENS MIDTOWN TUNNEL

18
Manhattan/Queens Plaza Structural Rehab
NR
0.1
6.7
0.0
0.0
0.0
40
Conceptual Design-Misc Tunnel Structural Repairs
NR
0.0
0.0
0.0
0.0
4.5
4.6
$0.1
$6.7
$0.0
$0.0
$4.5
$11.3
Element Total QM
RK ROBERT F. KENNEDY BRIDGE

04
Queens Anchorage Rehabilitation
NR
1.5
0.0
0.0
0.0
0.0
1.5
19
Seismic/Wind Retrofit & Structural Rehab Ph1
NR
0.1
5.1
0.0
11.3
51.8
68.2
20
Cable Inspection and Rehabilitation
NR
0.0
0.9
2.2
1.9
11.3
16.3
22
Interim Repairs - FDR Ramp
NR
0.0
0.0
25.9
0.0
0.0
25.9
70
Miscellaneous Structural Rehabilitation
NR
0.1
4.7
0.0
7.4
81.6
93.8
$1.6
$10.7
$28.1
$20.6
$144.7
$205.7
Element Total RK

228
Bridges and Tunnels
STRUCTURES
D - 701
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
TN THROGS NECK BRIDGE

53
Approach Viaduct Seismic Retrofit/Structural Rehab
NR
10.3
0.0
13.0
139.1
0.0
162.5
87
Design for Anchorage & Tower Protection
NR
0.0
2.1
11.2
0.0
0.0
13.2
$10.3
$2.1
$24.2
$139.1
$0.0
$175.7
Element Total TN
VN VERRAZANO-NARROWS BRIDGE
10
Anchorage & Piers Rehabilitation and Sealing
NR
4.3
0.0
44.9
0.0
0.0
49.2
32
Steel Repair & Concrete Rehabilitation
NR
0.0
0.0
0.5
1.8
31.6
33.8
34
Main Cable & Suspender Rope Testing - Phase 1
NR
0.0
0.0
43.1
0.0
0.0
43.1
89
Tower Pier Rehab/Construct Mooring Platform
NR
0.8
0.0
2.8
18.1
0.0
21.6
$5.0
$0.0
$91.2
$19.9
$31.6
$147.7
$66.6
$107.5
$148.1
$255.0
$226.0
$803.2
Element Total VN
Category Total 701

229
Bridges and Tunnels
ROADWAYS & DECKS

D - 702
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
AW AGENCY-WIDE
X1 Agency Wide: Planning/Strategic Initiatives
SI
Element Total AW
0.0
0.0
0.0
0.0
50.8
50.8
$0.0
$0.0
$0.0
$0.0
$50.8
$50.8

23
Construction of New Harlem River Drive Ramp
SI
0.0
26.4
0.5
0.0
114.4
141.3
65
Reconstruct Manhattan Toll Plaza Structure & Ramps
NR
0.0
0.1
12.5
0.0
211.5
224.1
$0.0
$26.4
$13.0
$0.0
$325.9
$365.3
Element Total RK

49
Replacement of Grid Decks on Suspended Span
NR
0.0
0.0
310.4
0.0
0.0
310.4
55
Study for Bx/Queens Approach Viaduct Replacement
NR
0.0
16.2
0.0
0.0
0.0
16.2
$0.0
$16.2
$310.4
$0.0
$0.0
$326.6
2.0
0.0
28.6
0.0
31.2
Element Total TN
11
Brooklyn Approach Reconstruction
NR
0.6
80
Prelim Design for Suspended Span Lower Level Deck
NR
0.0
0.0
0.1
8.6
0.0
8.7
84
Reconstruction of VN Approach Ramps - Phase1
NR
4.1
12.5
0.0
0.0
269.5
286.0
Design for Belt Parkway Ramps Widening
NR
86
Element Total VN
Category Total 702

230
0.0
0.1
4.2
0.0
0.4
4.6
$4.6
$14.6
$4.3
$37.2
$269.8
$330.5
$4.6
$57.2
$327.6
$37.2
$646.5
$1,073.2
Bridges and Tunnels
TOLL PLAZAS & ATMS

D - 703
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
AW AGENCY-WIDE
32
Installation of Rotating Prism Signs
NR
13.6
0.0
0.0
0.0
0.0
13.6
36
Install CCTV/FiberOptic Infrastructure/Integration
SI
0.0
0.0
1.2
0.0
9.5
10.7
52
Traffic Detection/Incident Mgmt Systems
SI
0.0
0.0
3.2
0.0
0.0
3.2
57
Advanced Traffic Mgmt Systems Enhancement/Upgrade
SI
0.0
0.4
0.0
7.7
0.0
8.1
63
Replace Toll Equipment & New Toll Initiatives
NR
0.0
8.5
0.0
12.8
0.0
21.3
Toll Collection System Rehabilitation/Upgrades
NR
65
Element Total AW
3.7
0.0
48.2
0.0
15.6
67.5
$17.3
$8.9
$52.6
$20.4
$25.0
$124.3

88
Toll Plazas & Southbound Approach Reconstruction
Element Total HH
Category Total 703

NR
0.0
81.7
0.0
0.0
0.0
81.7
$0.0
$81.7
$0.0
$0.0
$0.0
$81.7
$17.3
$90.6
$52.6
$20.4
$25.0
$206.0
231
Bridges and Tunnels
UTILITIES
D - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
AW AGENCY-WIDE
73
Facility Monitoring & Safety Systems Replacement
NR
0.0
0.0
0.0
0.0
2.3
2.3
80
Advanced Traveler Information Systems (ATIS)
SI
0.0
0.8
10.8
1.3
0.0
12.9
NR
0.0
0.0
3.7
4.7
11.6
20.0
$0.0
$0.8
$14.6
$6.0
$13.8
$35.2
0.1
0.3
0.0
6.9
0.0
7.3
X3 Bridge Structural Health Monitoring Initiatives
Element Total AW
32
39
Installation of Fire Standpipe Connections
NR
Install Electronic Monitoring & Detection Systems
SI
Element Total BW
0.1
31.0
0.0
0.0
0.0
31.1
$0.1
$31.3
$0.0
$6.9
$0.0
$38.3

07
Rehabilitation of HCT Ventilation Systems
NR
0.0
0.1
0.8
84.7
0.0
85.5
30
Installation of Smoke Detection/Alarm Systems
NR
0.0
0.3
1.2
9.1
0.0
10.6
64
Brooklyn Service Building Electrical Rehab.
NR
0.0
0.3
1.5
5.5
0.0
7.3
$0.0
$0.6
$3.5
$99.3
$0.0
$103.4
18.7
Element Total HC

13
Replacement of Facility Lighting System
NR
1.4
17.3
0.0
0.0
0.0
19
Replacement and Upgrade of Substations
NR
0.0
0.4
1.3
1.5
12.1
15.3
$1.4
$17.7
$1.3
$1.5
$12.1
$34.0
42.2
Element Total HH

81
Rehab of Tunnel Controls & Communication Systems
NR
0.0
0.0
0.0
42.2
0.0
91
Installation of Smoke Detection/Alarm Systems
NR
0.0
0.3
1.0
5.8
0.0
7.0
$0.0
$0.3
$1.0
$48.0
$0.0
$49.2
Element Total QM

07
Electrical/Mechanical Rehab of HR Lift Span
NR
0.1
0.3
15.3
0.0
0.0
15.6
21
Install Fire Standpipe/Upgrade Protection System
NR
1.1
22.8
0.0
0.0
0.0
23.8
60
Install Electronic Monitoring & Detection Systems
SI
0.0
35.4
0.0
0.0
0.0
35.4
66
Relocation of 13KV Substation
NR
0.0
0.0
0.0
19.2
0.0
19.2
$1.1
$58.4
$15.3
$19.2
$0.0
$94.0
Element Total RK

58
Replace Electrical Eqmt & Rehab Tower Elevators
NR
0.0
0.0
0.6
0.0
2.2
2.8
60
Anchorage Dehumidification
NR
39.1
0.0
0.0
0.0
0.0
39.1
$39.1
$0.0
$0.6
$0.0
$2.2
$41.8
Element Total TN

232
Bridges and Tunnels
UTILITIES
D - 704
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
30
Elevator Rehabilitation
Element Total VN
Category Total 704

NR
0.0
0.7
1.5
0.0
7.6
9.8
$0.0
$0.7
$1.5
$0.0
$7.6
$9.8
$41.7
$109.8
$37.7
$180.9
$35.8
$405.8
233
Bridges and Tunnels
BUILDINGS & SITES

D - 705
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
AW AGENCY-WIDE
12
Hazardous Material Abatement
NR
0.0
1.5
9.2
0.0
0.0
10.7
66
Operations Command Center Rehab/Replacement
NR
0.0
0.1
0.1
25.4
0.0
25.5
$0.0
$1.6
$9.3
$25.4
$0.0
$36.2
0.0
1.1
3.7
0.0
0.0
4.7
$0.0
$1.1
$3.7
$0.0
$0.0
$4.7
0.0
0.8
2.4
0.0
0.0
3.2
$0.0
$0.8
$2.4
$0.0
$0.0
$3.2
0.1
2.8
0.0
33.4
13.9
50.2
Element Total AW

80
Rehabilitation of Ventilation Buildings
NR
Element Total HC

36
Rehabilitation of Ventilation Building
NR
Element Total QM

58
Rehab Robert Moses Bldg & Ancillary Facilities
Element Total RK
Category Total 705

234
NR
$0.1
$2.8
$0.0
$33.4
$13.9
$50.2
$0.1
$6.2
$15.3
$58.8
$13.9
$94.3
Bridges and Tunnels
MISCELLANEOUS
D - 706
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
4.0
AW AGENCY-WIDE
10
Enterprise Asset Management
0.0
4.0
0.0
0.0
0.0
15
MTA Independent Engineer
0.0
1.4
0.0
0.0
1.1
2.5
18
Protective Liability Insurance
0.0
2.5
2.5
2.5
5.6
13.1
21
4.7
4.7
4.7
4.7
5.2
24.0
22
Miscellaneous
0.1
3.5
2.6
0.0
0.0
6.1
28
Scope Development
0.0
6.7
1.6
1.6
2.5
12.5
85
Traffic Enforcement Support
0.0
7.8
0.0
0.0
0.0
7.8
94
Small Business Mentoring Program
0.0
15.6
0.0
0.0
0.0
15.6
$4.8
$46.2
$11.4
$8.8
$14.4
$85.6
$4.8
$46.2
$11.4
$8.8
$14.4
$85.6
Element Total AW
Category Total 706

SI
235
Bridges and Tunnels
STRUCTURAL PAINTING
D - 707
Commitments
($ in millions)
ELEMENT
DESCRIPTION/PROJECT
NEEDS
CODE
2015
2016
2017
2018
2019
Total
All Years
AW AGENCY-WIDE
95
Miscellaneous Agency Wide Painting
NR
Element Total AW
0.0
30.4
0.0
0.0
0.0
30.4
$0.0
$30.4
$0.0
$0.0
$0.0
$30.4
28.8
0.0
0.0
0.0
0.0
28.8
$0.0
$0.0
$28.8
84
Paint Tower Interior Base Cells and Struts
NR
Element Total BW
$28.8
$0.0
$0.0
0.0
0.9
0.0
2.6
17.2
20.6
$2.6
$17.2
$20.6

30
Replacement of HHB Overcoat System
NR
Element Total HH
$0.0
$0.9
$0.0
0.0
0.5
0.0
3.9
27.7
32.1
$0.5
$0.0
$3.9
$27.7
$32.1

70
Paint Suspended Span/Bronx Truss Steel
NR
$0.0
Element Total RK

49
Painting of Suspended Span
NR
0.0
0.0
26.3
0.0
0.0
26.3
60
Anchorage Dehumidification - Painting
NR
7.9
0.0
0.0
0.0
0.0
7.9
$7.9
$0.0
$26.3
$0.0
$0.0
$34.2
0.1
1.1
5.8
34.8
0.0
41.7
Element Total TN
49
Paint Suspended Span Upper & Lower Level Steel
Element Total VN
Category Total 707
TOTAL PROGRAM

236
NR
$0.1
$1.1
$5.8
$34.8
$0.0
$41.7
$36.8
$32.9
$32.1
$41.2
$44.9
$187.9
$171.8
$450.5
$624.8
$602.3
$1,006.5
$2,856.0
All Agency Summary

Commitments
($ in millions)
2015
2016
2017
2018
2019
Total
All Years
TOTAL New York City Transit
$1,045.8
$3,978.3
$4,102.4
$3,745.5
$2,976.8
$15,848.8
TOTAL Long Island Rail Road
$131.8
$718.3
$814.7
$650.0
$520.3
$2,835.1
TOTAL Metro-North Railroad
$98.4
$618.4
$739.7
$567.1
$297.3
$2,321.0
TOTAL MTA Bus Company
$48.3
$45.5
$256.2
$19.9
$6.0
$376.0
$0.0
$74.5
$66.0
$61.5
$61.5
$263.5
Core Subtotal
$1,324.5
$5,435.0
$5,979.0
$5,044.0
$3,861.9
$21,644.4
TOTAL Capital Construction Company
$1,713.3
$642.7
$384.4
$629.0
$1,086.2
$4,455.6
TOTAL 2015-2019 CPRB PROGRAM
$3,037.8
$6,077.7
$6,363.4
$5,672.9
$4,948.1
$26,100.0
$171.8
$450.5
$624.8
$602.3
$1,006.5
$2,856.0
$3,209.6
$6,528.2
$6,988.2
$6,275.3
$5,954.6
$28,955.9
AGENCY
TOTAL MTA Interagency
TOTAL Bridges and Tunnels

TOTAL 2015-2019 CAPITAL PROGRAM
237

MTA Capital Program 2015-19

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MTA Capital Program 2015-19

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MTA Capital Program

Renew. Enhance. Expand.

MTA Capital Program

Renew. Enhance. Expand.

Were going to need every cent we can get to accomplish these

An investment in the MTAs Capital Program is an

The Fulton Centers Oculus.

2015-2019 Program Priorities and Major Objectives

We will also advance the following major investment objectives:

A Better Capital Program

These economic benefits can be multiplied by working

Innovative Project Delivery

Expand Component Replacement Program

Become a Better Business Partner

Better coordinating MTA support services to

Revising contracts to more equitably hold the

Work with Labor Unions for Better Results

Improve Project Oversight

Expand Risk Assessments

well expand for 2015-2019 capital projectslimits

Better Asset Management

Update Design Standards and Project Specifications

Build on FASTRACK Method for Selected Closures

In addition to overhauling the way we invest,

Small Business Development Program

Overall, thanks to these improvements:

All this will yield a total savings of more

Twenty-Year Needs: Informing Investments for a

The MTAs 5,000 square-mile network

Renewing, Enhancing, and Expanding a $1 Trillion Asset Base

Investing to Ensure Safety

Positive Train Control, or PTC, is a state-of-the-art

More than 4,500 security cameras are online throughout

Communications-Based Train Control for

Modernization of Invisible Infrastructure

Bridges and Tunnels

Responding to Changing Needs and Demographics

Transit travel to suburbs and boroughs

The huge spike in transit use over

Average Weekday Ridership

A More Sustainable New York and MTA

Every year, the MTA

million metric tons

17 million metric tons of CO2 emission =

New York City Subways - $14.2 billion

NYC Transit Subway Capital Program Overview 2015-2019

Replace tunnel lighting on various lines - $31m

Purchase 940 sixty-foot R-211 subway cars

Station renewal at 20 stations on six lines $408m

Install one new vent plant, rehab one

Paint elevated structures on six lines - $242m

New Fare Payment System investments $419m

Replace 72 miles of track and 127 switches

Rehabilitate segments and repair structural

Rehabilitate emergency exits - $48m

Make priority repairs at various car

A Better Capital Program

NYCT is pursuing more efficient and less costly ways to

Install advanced CBTC signals on the