MTA Capital Program 2008–2013 pot

February 2008 MTA Capital Program 2008–2013 2005-2009 Capital Program TABLE OF CONTENTS Page Overview: The MTA 2008-2013 Capital Program - i - “Building for the Future on a Firm Foundation” 2008-2013 Introduction: Investment Summary and Program Funding - 1 - I. Core CPRB Capital Program - 7 - MTA NYC Transit 2008-2013 Capital Program - 13 - Overview Program Plan MTA Long Island Rail Road 2008-2013 Capital Program - 45 - Overview Program Plan MTA Metro-North Railroad 2008-2013 Capital Program - 73 - Overview Program Plan MTA Bus Company 2008-2013 Capital Program - 101 - Overview Program Plan MTA Security 2008-2013 Capital Program - 111 - Overview Introduction MTA Interagency 2008-2013 Capital Program - 115 - Overview Program Plan II. Capacity Expansion - 123 - Completing the Current Expansion Projects: MTA Capital Construction Company: - 125 - Overview Program plan East Side Access Second Avenue Subway Fulton Street Transit Center South Ferry Terminal Regional Investments Miscellaneous 2005-2009 Capital Program New Capacity Expansion Investments - 141 - Overview Investments to Implement Congestion Pricing New Capacity Expansions to Support Regional Growth Communications Based Train Control Second Avenue Subway Next Phase Penn Station Access Jamaica Capacity Improvements #7 Fleet Expansion Capacity Planning Studies Sustainability Investments Program Project Listings (blue pages) - 149 - (not paginated; follows order above, beginning with blue pages for MTA NYC Transit and ending with blue pages for MTA Capital Construction Company) MTA Bridges and Tunnels 2008-2013 Capital Program - B-1 - Overview Program Plan Program Project Listings - B-25 - i Proposed 2008-2013 Capital Program 0 100,000 200,000 300,000 400,000 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 1000 1500 2000 2500 Train Delays Ridership (Number of Delays) (Millions of Rides) THE 2008-2013 CAPITAL PROGRAM: Building for the Future on a Firm Foundation In the early 1960’s, the New York Metropolitan Region’s mass transportation network faced financial collapse and a crisis of capacity. The MTA was created 40 years ago to bring the region’s disparate transportation entities under one management umbrella, optimizing coordination and providing a central focus for policy and long-term planning. Also that year, a Program for Action was initiated, which promised for the first time a “systems” approach to transit operations and development. But difficult economic times across the region interrupted those plans, and poor financial practices resulted in deferred maintenance and insufficient investment. The system deteriorated and many much- needed expansion projects were trimmed or abandoned. Without a viable funding stream, the MTA lost its ability to keep up with the needs of the system and its vision for improved service. The first five-year MTA capital plan, approved and financed in 1982, began the rescue of a system on the verge of ruin. Over the last two and a half decades, six successive capital plans have invested over $76 billion to transform the system. Improving the infrastructure and ensuring its ongoing maintenance has been the success story of the MTA. Reliability, as measured by mean distance between failure, has soared increasing by 343% on LIRR, 119% on NYC Transit and 176% on MNR since 1996. Greater reliability has propelled ridership, resulting in over 850 million more trips in 2007 than in 1996. The system is safer, with customer injuries reduced by a third and employee injuries reduced 60% in the same time period. Security has also been enhanced with the completion of critical hardening projects and the implementation of other security initiatives. The investments in improving core infrastructure and its ongoing maintenance underlie this success and form the foundation for every Capital Program, including this one. And with the initiation of the first expansion of the region’s transit and rail network in decades, MTA has added further to this success. History has shown that good stewardship of the system means not only addressing today’s problems and challenges, but laying the groundwork for the promise of tomorrow. New York is a world class city that is in competition with European and Asian cities for much-needed jobs and investment. London, Shanghai and others are making huge investments in their transportation infrastructure in anticipation of growth. New York must keep pace. ii Proposed 2008-2013 Capital Program Delivering reliable service depends on continuous investment in both the visible and invisible infrastructure to ensure that every component continues to function and serve the needs of our customers. A reliable and robust transit system — supported by an appropriately-sized capital program — contributes to the State’s economic vitality, and the quality of life in the region. Transit improves mobility, reduces traffic congestion and pollution, increases access to affordable housing, provides incentive for development, and spurs employment. Analyses conducted by the MTA and the Port Authority have forecasted that every $1 billion in MTA capital spending generates an estimated 8,500 total jobs, $440 million in total wages and $1.5 billion in total sales or economic activity in New York and the New York region. Last year, the MTA’s annual ridership reached levels not seen since the 1950s. This milestone demonstrates the progress made in the MTA’s rebuilding effort, but the need for renewal continues. Some components of the system still require upgrade and, once upgraded, all require regular replacement to prevent slipping back to failure. When the program was initiated in 1982, it was widely recognized that maintaining the condition of the asset base would require billions of dollars in annual investment — not just once, but in perpetuity. Adding to that, with the rising cost of construction and historic growth in ridership, even the current pace of capital investment leaves us falling behind. Therefore, a significant component of this program continues to invest in the core components of the system. While this core program ensures the increasing reliability of the current service network, that network is at the same time reaching the limits of its capacity. In the coming years, the demands on the system will only intensify as the region’s population is expected to grow to unprecedented levels. If unaddressed, transportation may be the single biggest barrier to the region achieving its full growth potential. The 2008-2013 Capital Program addresses these growth needs in the capacity expansion section of the program. It proposes funding to award the remaining contracts necessary to complete two projects designed to expand capacity — East Side Access and the first phase of the Second Avenue Subway — but these projects alone will not respond to the robust needs of an economically strong, competitive, and growing region. Therefore, this program defines the new capacity improvement projects that are required over the next five years as a down payment on the region’s future. Investing in the Core System Infrastructure As the largest regional transit provider in the Western Hemisphere, the MTA’s network of commuter railroads, subways and buses handles 8 million trips each weekday, while our 7 bridges and two tunnels serve approximately 900,000 vehicles each day. Twenty-four hours a day, seven days a week, over 5,800 buses navigate the city streets and our 8,500 rail cars travel over 2,000 miles of track and service over 700 stations. Delivering reliable service depends on constant investment in the core system to ensure that every component of that system works. These visible components of service are supported behind the scenes and beneath the streets by the tens of thousands of components that make up the “invisible” infrastructure. This infrastructure, both visible and invisible, must work well in order for customers to experience good service. A failure in any one of these tens of thousands of assets can mean delays for hundreds of thousands of customers. iii Proposed 2008-2013 Capital Program The 2008-2013 Capital Program provides a range of investments to address all components of the basic, core infrastructure. Investments of $7.7 billion in the visible infrastructure include $3.2 billion in station rehabilitations and component replacement to improve the customer environment, and $4.5 billion for ongoing fleet replacement and expansion, which will continue to provide transit and railroad customers with both enhanced comfort and a ride that is less prone to breakdown. The MTA’s continuing capital investments of $11.5 billion in the invisible infrastructure will ensure even further improvements in reliability. The program invests in: replacing track to allow the trains to operate smoothly and at maximum speeds; rehabilitating pump rooms to remove water from the system and new investments to prevent the type of flooding that crippled the system last year; replacing fan plants to maximize response to smoke conditions; modernizing signals; and overhauling the extensive power system to ensure uninterrupted electricity to move trains and operate these support systems. Investments to expand or reconfigure maintenance shops, rail yards and bus depots accommodate the growing, more diverse fleets. Investments proposed for this 2008- 2013 core program are designed to follow two structural guideposts. First, continue the rehabilitation and normal replacement of the system’s core assets at a pace consistent with the rebuilding program commenced in 1982. Second, plan capital investments to be of similar quality as the existing system. In that regard, the recommended Plan is sized to allow for paced continuation of core asset rehabilitation and normal replacement and completion of the expansions of the existing system. However, even with these guiding principles, the value of this core program of work has been increased to take into account the rising cost of construction and project uncertainties. Today, cost escalation affects many elements of MTA’s capital program, driven in part by material and labor cost increases, the complexity of the work, and the high volume of work supported by a limited pool of contractors. Since the full impacts of this construction market are not fully known and many of the project estimates in this accelerated program are not refined, the program includes a fund for market and project uncertainty. It also includes a project review process that will govern the use of this fund and provide other programmatic controls to validate costs in this uncertain market. Invisible Infrastructure is Critical to the MTA Network Track Length: 1,960 miles—enough to reach from New York to Santa Fe, NM Mainline Switches: 3,259—supporting the complex network of rail service branches and express and local transit service Signal Blocks: 14,850—controlling over 9,000 trains a day with nearly 5 million passengers Fiber Optic Cable: Over 975 miles—enough to reach from New York to St. Louis, MO Power Substations: 524—using more than enough power annually to light the city of Buffalo for a year Third Rail: 1,271 miles—enough to reach from New York to Lincoln, NE Pump Rooms: 301—pumping 17 million gallons of water each day Ventilation (Fan) Plants: 197—clearing air in tunnels during emergencies B&T Structures: 368,940 tons of steel and 3.9 million cubic yards of concrete B&T Bridge Cables: 49,368 feet, containing iv Proposed 2008-2013 Capital Program Investing in Capacity Improvements The 2008-2013 Capital Program proposes to allocate all remaining funds needed to complete the LIRR East Side Access project, and the first phase of the Second Avenue Subway. These projects represent the first major system expansion since the 1940s. East Side Access will bring LIRR trains into Grand Central Terminal, saving as much as 40 minutes a day on the round-trip commute of more than 76,000 daily customers. It will also ease congestion at Penn Station, paving the way for Metro-North service to Penn Station in future years. The first segment of the Second Avenue Subway will provide service from 96 th St. to 63 rd St., where it will connect with the Broadway (N/R/Q/W) line. This project will provide new service to Manhattan’s East Side and reduce overcrowding on the already overburdened Lexington Avenue (4/5/6) line, significantly improving travel time and conditions for hundreds of thousands of New Yorkers each day. It also completes a new subway terminal at South Ferry and completes the Fulton Street Transit Center, which support the ongoing redevelopment of Lower Manhattan. (Funding for the extension of the #7 subway line to support development of Manhattan’s Far West Side, a project funded by New York City, is included in the previous 2005-2009 program; during this program period all contracts needed to complete the extension of the #7 subway line to 11 th Avenue and 34 th Street will be awarded.) These investments, as significant as they are, will not allow the region to deliver on the promise of its future. The New York City population, currently estimated at 8.2 million, which in itself represents historic growth since the 1980s, is expected to continue on this trajectory, growing by another 1 million people over the next 20 years. And transit investments, widely recognized as fundamental to economic prosperity, must keep pace. MTA Region Population & Annual MTA Ridership in millions 10,000 11,000 12,000 13,000 14,000 15,000 16,000 17,000 18,000 1970 1980 1990 2000 2010 2020 2030 Year (2010-2030 projected) Region Population 1,500 1,700 1,900 2,100 2,300 2,500 2,700 2,900 3,100 3,300 MTA Ridership Population Ridership All portions of the region are expected to experience robust growth that will require the complementary implementation of new transit services. The future anticipates the v Proposed 2008-2013 Capital Program While investment in the existing system maximizes reliability and operational capacity, some parts of the network are at maximum capacity, and some travel patterns are inefficiently met. redevelopment of areas of the City that have lagged in growth since the 1970s. This future must be supported by continuing investments in the Second Avenue Subway to serve Harlem and Lower Manhattan, in capacity enhancement projects, such as communications based train control, particularly on the Queens Boulevard Line and the Flushing Line to provide more service to Queens and on the Westside of Manhattan. It must be creative in its implementation of Bus Rapid Transit, providing faster and more competitive service to areas of the City not easily accessed by the subway. The growth anticipated in Long Island requires a rail system that can both bring more workers into jobs in the City and also one that can bring more workers to jobs on Long Island. This requires investments to increase capacity in Jamaica, a third track to allow the railroad to provide more reliable service to Manhattan, double tracking between Farmingdale and Ronkonkoma to improve throughput and ancillary investments in yards and rolling stock. Growth anticipated to the north requires Penn Station Access, which will provide easier access for Westchester workers to the Westside of Manhattan as well as new stations in the City, such as at Co-op City, for greater access by City residents. It also requires investments to allow West of Hudson customers to connect to New Jersey Transit’s Access to the Region’s Core. And regional investments in transit access to Stewart Airport and over the Tappan Zee Bridge will facilitate anticipated growth into and out of the northern suburbs. Investments such as these will span many capital programs but must begin now if the region is to reach its potential. Recognition of the need for this kind of bold investment underlies the regional congestion pricing discussion and the requirement for this accelerated capital program. A pricing program to address congestion promotes and expands the use of mass transit in the region while also promising to provide significant additional resources to help support the kinds of long-term investment in transit infrastructure described above. The investments needed to complete the capacity expansions currently underway, to implement new and enhanced services aimed at accommodating expected auto diversions which result from congestion pricing, and to begin new capacity expansion projects to support the growth in the region are fully discussed in the capacity expansion section of the 2008-2013 Program. Looking ahead, we must maintain our momentum while building for the region’s future The 2008-2013 Capital Program presents, by any reckoning, the most ambitious program of investment ever proposed by the MTA. But it is the path to the continued and growing economic vitality of the region. It addresses the investments needed to protect the core infrastructure — the maintenance, repair and upgrade essential to the reliability of the network, and to enhance customer satisfaction with our service. And, building on this foundation, it defines the additional investments needed to address today’s capacity constraints as well as the emerging needs of tomorrow. This is not an either-or choice; both categories of investment must be made if we are to achieve the broader promise of the future. vi Proposed 2008-2013 Capital Program Unfailing, long-term support is critical to fulfill the promise of an attractive, sustainable and prosperous New York metropolitan area. Along with this ambitious program comes the enormous challenge of a renewed financial commitment to the MTA’s Capital Program. This will be especially difficult as the State and the region face economic and fiscal constraints. The vast improvements in quality and reliability brought about by successive capital programs also leave us vulnerable to complacency. However, failure to invest in the future of the MTA would ignore the lessons of the past and the demands of the future. New revenue streams, like the proposed congestion mitigation fee, are critical to this plan but will not alone be sufficient to support fully the region’s future needs. A comprehensive financing plan will be needed. [...]... core program, the security program, the interagency program and the network expansion program These program discussions are followed by detailed project listings in the same order Proposed 2008-2013 Capital Program 11 (This page intentionally left blank) Proposed 2008-2013 Capital Program 12 MTA NEW YORK CITY TRANSIT Proposed 2008-2013 Capital Program 13 Proposed 2008-2013 Capital Program 14 MTA NEW...THE MTA 2008-2013 CAPITAL PROGRAM Proposed 2008-2013 Capital Program 1 (This page intentionally left blank) Proposed 2008-2013 Capital Program 2 THE MTA 2008-2013 CAPITAL PROGRAM INVESTMENT SUMMARY The proposed MTA 2008-2013 Capital Program to sustain the existing core network, enhance security and build new rail lines is presented in three tiers: Tier 1, the core program, totals $20,038;... program, totals $26,304; and Tier 3, which adds new expansion investments, totals $29,554 billion (Table 1) Table 1 MTA 2008-2013 CPRB Capital Program All Agency Summary ($ in millions) Proposed 2008-2013 Program Elements Core Capital Program: New York City Transit $14,265 Long Island Rail Road 2,630 Metro-North Railroad 1,770 MTA Bus 363 Security Program 590 Interagency Total Tier 1 Program Core Program. .. 2008-2013 Capital Program 6 THE MTA 2008-2013 CORE CAPITAL PROGRAM The proposed MTA 2008-2013 Capital Program to sustain and enhance the existing core network totals $19,027 billion (Table 3) A great deal has been accomplished since 1982 to restore the MTA network to a state of good repair While there remain some assets in need of modernization, ongoing normal replacement is the focus of the core program. .. work Depots – The proposed 2008-2013 Capital Program includes $925 million for depot investments Major projects include partial funding of a new depot to replace the existing Jamaica Depot and support expanded depot facilities related to congestion mitigation, funding to explore and conceptually design potential locations for a new Lower Manhattan Depot, and the reconstruction of the Clara Hale Depot... run on, as well as buses – are the core of the proposed 2008-2013 Capital Program Prior capital programs have brought all NYCT 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 Proposed 2008-2013 Capital Program 15 capital program Capital investments in cars, in concert with the Scheduled Maintenance... $4.5 billion of bonds for the MTA s capital program, assuming congestion pricing proceeds can be fully securitized The MTA was requested by the Governor, the Mayor and the leadership of the State Legislature to accelerate the submission of the 2008-2013 Capital Program to the Capital Program Review Board by a month as compared to the statutory deadline Consistent with programs submitted previously,... sources The funding plan will reprogram $160 million remaining from the discontinued LaGuardia Airport Access project carried in the 2000-2004 capital plan Given the overlap of the 2005-2009 approved program and the 2008-2009 proposed program, approximately $1.9 billion of 2008 and 2009 approved program funds will be allocated to the Proposed 2008-2013 Capital Program 4 2008-2013 program which will, in part,... this vast is substantial and continues forever Highlights for each of the agency programs are noted below Table 3 MTA 2008-2013 Capital Program All Agency Summary ($ in millions) Proposed 2008-2013 Program Elements Core Capital Programs New York City Transit $14,265 Long Island Rail Road 2,630 Metro-North Railroad 1,770 MTA Bus 363 CPRB Core Total $19,027 Numbers may not total due to rounding HIGHLIGHTS... 2008-2013 Capital Program includes a host of “system improvement” projects which will enhance service capacity and create new system capabilities to increase customer satisfaction More than 15 percent of the proposed 2008-2013 Capital Program is devoted to system improvement investments, a significant increase from prior capital programs Projects include: • Capacity enhancements – The capital program . and Program Funding - 1 - I. Core CPRB Capital Program - 7 - MTA NYC Transit 2008-2013 Capital Program - 13 - Overview Program Plan MTA Long Island Rail Road 2008-2013 Capital Program. Overview Program Plan MTA Metro-North Railroad 2008-2013 Capital Program - 73 - Overview Program Plan MTA Bus Company 2008-2013 Capital Program - 101 - Overview Program Plan MTA. February 2008 MTA Capital Program 2008–2013 2005-2009 Capital Program TABLE OF CONTENTS Page Overview: The MTA 2008-2013 Capital Program - i - “Building for