The New York City subway is the primary public transportation system in the city, moving millions of riders daily through a vast network of trains, tracks, and stations. This page covers CBC’s work on subway fare policy and affordability, operational efficiency and staffing, capital planning and modernization, fare evasion, and system safety.
This page was created with AICBC Insights uses AI to group, analyze and present data and recommendations from CBC's publications. Always reference the cited sources to verify important details..
MTA leadership should increase significantly its commitment to subway cars in the 2020-2024 capital program.
The MTA must prioritize subway car investments to avoid placing added pressure on the fleet’s maintenance and squandering hard-fought gains in reliability.
The MTA must consider its other regular state of good repair and normal replacement programs at all of its agencies alongside subway car needs.
The MTA must implement modernization plans, such as the Fast Forward proposal, over the next decade to restore proven car maintenance policies and replace all cars operating past their useful life.
The Metropolitan Transportation Authority should explicitly relate the measures identified to progress toward achieving a state of good repair for all system components including stations, track, and line equipment.
Equal attention should be given to the more hidden elements of the system that are vital to reliability and safety.
The Metropolitan Transportation Authority might benefit from moving from the current system of five-year capital plans to a ten-year capital plan that is revised every five years.
Key Data
As of May 2026, 76 percent of transit trips are on the subway, making it the primary mode of public transportation in New York City.
As of April 2026, less than 6 percent of 400 rail lines around the world use two or more train operators, making one-person train operation (OTPO) the global industry standard.
Expanding the Fair Fares NYC program by raising the income eligibility threshold to 250 percent of the federal poverty level would provide transit access to an additional 722,000 New Yorkers. This initiative offers a cost-effective alternative to fare-free buses by allowing riders to use both subways and buses while addressing low enrollment through improved outreach and simplified sign-up processes.
Recommendations related to Subway
Raise the Fair Fares income eligibility threshold from 150 percent to 250 percent of the federal poverty level to make transit more affordable for low-income New Yorkers.
Improve education and outreach to increase program utilization among eligible riders.
Simplify enrollment processes to boost participation in the transit discount program.
Implement infrastructure improvements and operational changes in collaboration with the MTA to improve bus speeds.
Key Data
$146 million
— The cost of expanding the Fair Fares program.
$232 million
— The total annual cost of the Fair Fares program after the proposed expansion.
722,000
— The number of additional New Yorkers who would be eligible for the program under the proposed expansion.
31%
— The percentage of eligible individuals currently enrolled in the Fair Fares program.
3
— The average number of rides per week taken by each current enrollee.
75%
— The portion of current Fair Fares trips that occur on the subway.
Expanding the Fair Fares NYC program to 250 percent of the federal poverty level is a more cost-effective way to improve transit affordability than making buses fare-free, as it provides targeted support for both bus and subway riders. This approach would cost $146 million annually, significantly less than the $900 million required for fare-free buses, while preserving fiscal resources and maintaining the efficiency of the transit system.
Recommendations related to Subway
Raise the Fair Fares NYC eligibility threshold to 250 percent of the FPL.
Improve low uptake and utilization of Fair Fares NYC through expanded education, outreach, and enrollment strategies.
Leverage proven strategies, such as signal priority and physically separated busways, to make the City's streets more conducive to faster bus traffic.
Work with the MTA to further improve bus speeds.
Key Data
$900 million
— Cost of eliminating bus fares in the first year.
76 percent
— Percentage of transit trips that are on the subway.
$146 million
— Projected annual cost of expanding Fair Fares NYC eligibility to 250 percent of the FPL.
70 percent
— Percentage of 2025 Fair Fares rides that were on the subway.
$3.1 billion
— Amount the MTA's 2026 budget relies on in subway fares.
379,910
— Number of individuals enrolled in Fair Fares NYC as of March 2026.
Proposed legislation requiring two crew members on all New York City subway trains would prevent the MTA from adopting industry-standard one-person train operations and realizing operational efficiencies. This mandate risks wasting billions of dollars in capital investments intended to modernize subway signals and hinders the MTA's ability to improve service and increase ridership.
Recommendations related to Subway
The Legislature should oppose S9586 and A10706, which would restrict the MTA’s use of one-person train operation.
The MTA should be allowed to follow facts and implement national and international best practices for staffing and technology investments.
Legislators should focus on big-picture questions like the MTA’s financial sustainability as it faces out-year budget gaps and federal funding challenges.
Policymakers should focus on forward-looking investments rather than policies micromanaging subway staffing and operations.
Key Data
6%
— Percentage of 400 rail lines around the world that use two or more train operators.
$5.4 billion
— Amount allocated in the 2025-29 capital program to modernize subway signals.
$5.0 billion
— Amount allocated in the 2020-24 capital program to modernize subway signals.
630,000 is the number of riders who travel through Penn Station every day—making it the busiest transportation hub in the nation. The catch? It was designed, reportedly, for just 200,000. Revitalizing Penn Station is a bit of a white whale for its many stakeholders, including three transit agencies, two states,…
Prohibiting one-person train operation (OPTO) would hinder the MTA's ability to modernize and operate efficiently, costing the agency millions annually. Adopting OPTO, which is the international standard for subway systems, would allow for significant cost savings that could be reinvested into service improvements.
Recommendations related to Subway
The Governor should veto A4873/S4091, which would prohibit the Metropolitan Transportation Authority from using one-person train operation.
The state should leave operational strategies and decisions to management as the best, most flexible path to high quality service at the lowest cost.
State laws should focus on ensuring agencies are high performing and transparent, and that management is accountable.
The Governor should veto the bill because it would impede the MTA’s ability to provide more efficient, reliable, and modern subway service.
Key Data
$442 million
— Estimated annual savings from using one-person train operation systemwide, which could be reinvested to close the MTA’s structural operating budget gap or improve service.
$10 million
— Estimated annual cost of ceasing one-person train operation on the A, G, M, 5 and all of the shuttle services.
New Yorkers' perceptions of subway safety remain alarmingly low, with only half of residents feeling safe during the day and less than a quarter feeling safe at night. These figures reflect a broader trend of persistent dissatisfaction with public safety and government services across the city.
Key Data
50 percent
— of New Yorkers feel safe in the subway during the day.
22 percent
— of New Yorkers feel safe in the subway at night.
$15 billion is the amount congestion pricing is expected to yield for MTA infrastructure investment—to bring trains, tracks, yards, and signals to a state of good repair, increase accessibility, and expand subway service. As congestion pricing is challenged by the Trump administration, this speaks to the larger question of the…
New Yorkers' satisfaction with subway safety has declined significantly, with a 40 percent drop in daytime safety ratings and a 52 percent drop in nighttime safety ratings compared to 2017. Currently, only 44 percent of residents rate subway services as excellent or good, reflecting broader dissatisfaction with city services.
Key Data
40%
— decrease in daytime subway safety ratings compared to 2017.
52%
— decrease in nighttime subway safety ratings compared to 2017.
22%
— of New Yorkers report feeling very safe or somewhat safe on the subway at night.
44%
— of New Yorkers rate subway services as excellent or good.
$1.5 trillion is the MTA’s total asset value—the trains, buses, yards, and stations...all the infrastructure moving New Yorkers round the clock. At a recent CBC event, MTA Chair and CEO Janno Lieber and President of Construction and Development Jamie Torres-Springer discussed congestion pricing, fare evasion, congestion pricing, state of good…
John (“Janno”) Lieber was confirmed as Chair and CEO of the Metropolitan Transportation Authority (MTA) in January 2022, following his nomination to that position by Gov. Kathy Hochul. Lieber has been serving as MTA Acting Chair and CEO since July 2021 and is the Authority’s 15th Chairperson since it was…
The Metropolitan Transportation Authority faces a $2.7 billion annual structural deficit that requires immediate action to avoid severe service cuts or massive fare hikes. To achieve long-term fiscal stability, the agency must implement productivity improvements, including one-person train operations on subways, and align employee health care costs with other state workers.
Recommendations related to Subway
The MTA must implement a two-year wage freeze starting next year to help cover the structural deficit.
The MTA should implement service cuts starting in 2023 if other revenue and savings targets are not met.
The MTA should proceed with the regularly scheduled 2021 and 2023 fare increases to keep up with inflation.
The City should undertake robust efforts to promote its Fair Fares program, which provides half-price transit service to lower income residents.
The MTA should increase its subway and bus operations and maintenance productivity to realize significant annual savings.
The MTA should reform how it deploys conductors, including implementing one person train operation (OPTO) on subways and fare payment modernization on commuter rail.
The MTA should take significant steps to reduce employee and retiree health care spending to align premium sharing with other New York State employees.
Key Data
$2.7 billion
— The MTA is facing a long-term structural deficit of approximately $2.7 billion annually.
$1.6 billion
— Increasing subway and bus operations and maintenance productivity could save $1.6 billion.
$512 million
— Reforming how the MTA deploys conductors, including one person train operation on subways, could save $512 million.
$663 million
— Reducing employee and retiree health care spending could save $663 million.
$2.9 billion
— The MTA could realize up to $2.9 billion in annual savings by 2024 through identified operational reforms.
24/7 is the number of hours and days New Yorkers traditionally have had access to the subway system. In response to the pandemic the MTA suspended overnight service to clean and disinfect the subway, giving riders the confidence they need to return to the system. The pandemic decimated revenue and…
Sarah Feinberg was appointed Interim President of New York City Transit in February 2020. Feinberg oversees the 48,000 person workforce of NYCT, as well as operations for New York City subways, buses, paratransit services, and the Staten Island Railway. Feinberg served as the Federal Railway Administrator from 2015 to 2017.…
The Metropolitan Transportation Authority faces a $15.9 billion budget gap through 2024, necessitating difficult decisions regarding service levels and potential borrowing to maintain operations. To mitigate drastic service cuts and layoffs, the agency must prioritize operational efficiencies, such as aligning subway maintenance with other large systems and adjusting employee health benefit contributions.
Recommendations related to Subway
The MTA should focus on improving the system’s operating efficiency, which could mitigate the most painful of these drastic service cuts.
The MTA should bring lagging bus operations and subway maintenance efficiency in line with other large systems to achieve $1 billion in savings.
The MTA should equalize employee and retiree health benefit contributions to those of State employees to save $200 million annually.
The MTA should collaborate with labor, who should be active partners in generating savings.
The MTA should treat the conversion of short-term debt to long-term debt as a last resort, only after increasing efficiency, adjusting service levels, and determining federal aid.
Key Data
$15.9 billion
— Total budget gaps facing the MTA between 2020 and 2024.
$4.5 billion
— Amount of gap-closing initiatives the MTA has begun implementing.
40 percent
— Proposed service cut on New York City Transit services.
50 percent
— Proposed service cut on commuter rail services.
9,000
— Number of layoffs that would accompany the proposed service cuts.
$1 billion
— Potential savings from bringing lagging bus operations and subway maintenance efficiency in line with other large systems.
The Metropolitan Transportation Authority faces cumulative cash deficits projected to reach $740 million by 2023, a figure that could increase if planned budget reductions and transformation initiatives fail to materialize. An updated fiscal dashboard now allows for the tracking of revenues and expenses across various transit business lines, including subways and buses.
Key Data
$740 million
— Cumulative cash deficit projected for the Metropolitan Transportation Authority by 2023.
The Metropolitan Transportation Authority's 2019 operating expenses and debt service totaled $17 billion, with the New York City Transit and Staten Island Railway accounting for $10.4 billion of that amount. Capital plans for subway and bus infrastructure increased from $11.7 billion in the 2010-2014 period to $17.1 billion in the 2015-2019 period, while future funding relies on Central Business District tolling to support the 2020-2024 capital program.
Key Data
$10,422 Million
— 2019 operating expense and debt service for NYCT & Staten Island Railway.
$11,672 Million
— 2010-2014 capital plan spending for Subway & Buses.
$17,118 Million
— 2015-2019 capital plan spending for Subway & Buses.
$15 Billion
— Amount of MTA's 2020-2024 capital program that must be supported by Central Business District tolls.
$60,000
— Income threshold for zone residents to receive a personal income tax credit under the Central Business District tolling plan.
According to a CBC report, the number of NYC Ferry passengers for all of last year is less than the number of passengers who ride NYC subways in just one day. Mayor de Blasio defends the ferry service & says it’s a long-term investment.
A new study by the Citizens Budget Commission finds that each trip costs taxpayers $10.73. That's more than 10 times the subsidy for a trip on the subway at $1.05. Watch the original segment here .
The New York City transit system faces significant capital needs, with the proposed $40 billion Fast Forward Plan aiming to modernize signals, improve accessibility, and replace aging subway cars and buses over a ten-year period. Operating expenses for subway and bus services reached $11,259 million in 2019, while capital plan spending increased from $24,118 million in the 2010-2014 period to $33,270 million in the 2015-2019 period.
Recommendations related to Subway
The Fast Forward Plan prioritizes a modernized signal system on 5 lines during the first 5 years.
The plan includes the addition of 50 new accessible stations and 150 rehabilitated stations in the first 5 years.
The plan calls for the procurement of 1,850 new and modified subway cars and 2,800 new buses in the first 5 years.
The plan targets a modernized signal system on 6 additional lines during the following 5 years.
The plan includes the addition of 130 additional accessible stations and 150 rehabilitated stations in the following 5 years.
The plan calls for the procurement of 3,000 new subway cars and 2,100 new buses in the following 5 years.
Key Data
$11,259
— Millions in 2019 operating expense and debt service for Subway & Buses.
$17 billion
— Total 2019 operating expense and debt service.
$24,118
— Millions in total 2010-2014 5-year capital plan spending.
$33,270
— Millions in total 2015-2019 5-year capital plan spending.
$40 billion
— Estimated cost of the Fast Forward Plan.
$11,672
— Millions in 2010-2014 capital plan spending for Subway & Buses.
The Metropolitan Transportation Authority faces significant fiscal and managerial challenges that require urgent attention from partners in Albany and New York City. Proposed solutions include implementing congestion pricing to fund capital investments, conducting independent audits of repair needs, and allowing greater flexibility to close subway lines for necessary maintenance.
Recommendations related to Subway
The MTA should establish a congestion pricing zone in Manhattan and devote all resulting revenue exclusively to MTA capital investments.
The MTA should conduct an independent audit of capital costs and state of good repair needs.
The MTA should implement procurement reforms to improve fiscal health.
The MTA should have greater flexibility in closing subway lines for construction and maintenance.
$17 billion is the preliminary budget for the Metropolitan Transportation Authority in 2019, an increase of 2.1% from 2018. CBC's Director of Infrastructure Studies Jamison Dague breaks down the preliminary budget and discusses looming risks, such as subway car reliability and progress of the various "action plans" put in place…
The New York City subway system faces a critical need for significant investment to restore its aging car fleet to a state of good repair, as reliability has declined due to deferred maintenance and reduced capital spending. Achieving this goal requires a long-term commitment to funding and implementing modernization plans, such as the Fast Forward proposal, to replace outdated cars and improve maintenance practices.
Recommendations related to Subway
MTA leadership should increase significantly its commitment to subway cars in the 2020-2024 capital program.
The MTA must prioritize subway car investments to avoid placing added pressure on the fleet’s maintenance and squandering hard-fought gains in reliability.
The MTA must consider its other regular state of good repair and normal replacement programs at all of its agencies alongside subway car needs.
The MTA must implement modernization plans, such as the Fast Forward proposal, over the next decade to restore proven car maintenance policies and replace all cars operating past their useful life.
Key Data
$9 billion
— Estimated cost relating to subway cars.
35 percent
— Decline in mean distance between car component failures (MDBF) from 2011 to 2016.
125 new cars
— Number of new cars needed per year to replace the fleet on a uniform 40-year schedule.
112,208 miles
— Mean distance between car component failures (MDBF) in 2016.
$8.3 billion
— Combined cost of R211s and additional cars required under the Fast Forward plan.
$1.2 billion
— Amount authorized in the MTA’s current capital plan for subway car procurement.
The 'Fast Forward' plan offers a promising strategy to modernize New York City Transit by prioritizing subway signal upgrades to enhance reliability and safety. To ensure long-term success, the Metropolitan Transportation Authority should align its capital planning with a ten-year horizon and focus on maintaining all system components, including less visible infrastructure.
Recommendations related to Subway
The Metropolitan Transportation Authority should explicitly relate the measures identified to progress toward achieving a state of good repair for all system components including stations, track, and line equipment.
Equal attention should be given to the more hidden elements of the system that are vital to reliability and safety.
The Metropolitan Transportation Authority might benefit from moving from the current system of five-year capital plans to a ten-year capital plan that is revised every five years.
$418 million is the amount Governor Andrew Cuomo wants New York City to commit to the Subway Action Plan, the emergency plan to address repairs to the distressed subway system. Politico NY senior reporter Dana Rubinstein discusses this and other pressing transit issues.
Mandating two free transfers for subway and bus riders would reduce annual transit revenue by $40 million, undermining efforts to fund a $1.5 billion system stabilization plan. Preserving this revenue is essential to support $650 million in necessary capital investments, especially since current fare structures already provide an affordable service.
Recommendations related to Subway
The Governor should veto A3439/S2560, a bill mandating two free transfers for persons purchasing a ride on Metropolitan Transportation Authority subways and buses.
Key Data
$40 million
— Estimated annual revenue reduction for the MTA if the bill mandating two free transfers is enacted.
$1.5 billion
— Cost of the Subway Action Plan currently being implemented to stabilize the system.
$1.21
— Average fare revenue per ride in 1993.
$2.25
— The 1993 average fare revenue per ride adjusted for inflation to 2017 dollars.
17 percent
— The amount by which the inflation-adjusted 1993 fare exceeds the 2017 year-to-date average revenue per ride.
$1.91
— The 2017 year-to-date average revenue per ride.
Queens residents across all 14 community districts report satisfaction with feeling safe on the subway during the day, though the survey highlights significant dissatisfaction with subway services in Community District 14. These findings serve as a management tool for city officials to identify and address areas where municipal services and quality of life require improvement.
The New York City subway system suffers from long-term underinvestment and neglect, with recent performance metrics showing significant declines in reliability. To address these issues, the transit agency should prioritize capital improvements over system expansions and shift its funding model to rely more heavily on motorist cross-subsidies rather than increasing the burden on taxpayers.
Recommendations related to Subway
The MTA should re-task uncommitted funds and funds in the current capital program to work that can accelerate the process of bringing the subway to a state of good repair.
The MTA should seek additional motor vehicle use charges to cross-subsidize transit.
The MTA and its workforce should more aggressively pursue efficiencies at the agency to make the stabilization plan self-sustaining.
MTA management and the Transport Workers Union should pursue a cooperative arrangement to provide significant productivity savings.
The MTA should adopt a mileage-based user fee, also known as a vehicle-miles traveled tax, to better reflect the actual use of roads and bridges.
Key Data
62 percent
— Subway on-time performance in May.
$16.1 billion
— Continuing needs for the subway listed in the 20-year needs assessment.
$12.7 billion
— State of good repair and normal replacement investments included in the originally approved plan.
$4.8 billion
— Amount included in the 2015-2019 capital plan for system expansions.
$80 billion
— Total authorized for capital plans spanning the 2000 to 2014 period as of March.
2,700
— Number of permanent new workers to be hired under the stabilization plan.
To address the deteriorating performance of New York City's subways, the Metropolitan Transportation Authority requires $456 million in recurring annual operating costs and $380 million in new capital investments. Rather than relying solely on state and city funding, the plan suggests that labor unions and motorists should contribute through productivity savings and increased user fees like congestion pricing.
Recommendations related to Subway
The MTA’s unions should contribute to productivity savings to help cover the cost of added workers.
Management and the union should alter night shift differentials to reduce the cost of maintenance in the expanded Fasttrack program.
The MTA should implement the use of “split shifts” for operators and conductors to reduce subway operating costs.
Policymakers should increase contributions from motorists through measures like congestion pricing, expanding the taxicab tax, or a vehicle-miles-traveled user fee.
The mayor and governor should reach out to labor and motorists to elicit their cooperation in reviving the transit system.
Key Data
$456 million
— Recurring annual operating costs for the Metropolitan Transportation Authority's plan to reverse subway performance deterioration.
$380 million
— New capital investments required for the Metropolitan Transportation Authority's plan to reverse subway performance deterioration.
74,000
— Total number of people employed by the Metropolitan Transportation Authority.
55,000
— Number of Metropolitan Transportation Authority employees who operate the subways and buses.
12%
— Portion of the Metropolitan Transportation Authority's mass transit system funded by tolls.
The Metropolitan Transportation Authority's Enhanced Station Initiative allocates nearly $1 billion to aesthetic and technological upgrades at 32 subway stations, diverting critical funding from essential structural repairs and system-wide performance improvements. Because these enhancements often target stations that are neither the most heavily used nor the most dilapidated, the agency should reevaluate this strategy against the urgent need for signal system upgrades and other state-of-good-repair projects.
Recommendations related to Subway
The MTA should reexamine whether the enhancement of 32 stations is worth the trade-off against other critical capital needs during its 60-day review.
The agency must prioritize investments in the signal system and other state-of-good-repair work to ensure the system operates safely and reliably.
The MTA should ensure that capital resources are directed toward the system's neediest and most heavily used stations rather than aesthetic upgrades.
Key Data
$921 million
— Total funding allocated for the Enhanced Station Initiative in the 2015-2019 capital program.
$37 million
— Average cost per station for the Enhanced Station Initiative projects.
$22 million
— Average cost per station for renewal projects not part of the Enhanced Station Initiative.
8 percent
— Share of annual weekday entries to the system accounted for by the 32 Enhanced Station Initiative stations.
$1.1 billion
— Amount added to the 2015-2019 capital plan for subway station projects in May 2017.
$40 million
— Cost for the four stations in Package 2 of the Enhanced Station Initiative, compared to their previously budgeted cost of $16 million.
Residents across New York City report a significant disparity in subway safety perceptions, with 81.5% feeling safe during the day compared to only 46.4% at night. While 54.5% of city residents rate subway services as excellent or good, Bronx residents report lower satisfaction levels, particularly regarding safety at night.
Key Data
81.5%
— NYC residents who rate feeling safe riding a subway during the day as excellent or good.
46.4%
— NYC residents who rate feeling safe riding a subway at night as excellent or good.
54.5%
— NYC residents who rate subway services as excellent or good.
31.5%
— Bronx residents who rate feeling safe riding a subway at night as excellent or good.
Subway performance has deteriorated significantly since 2013, with on-time arrivals dropping from 84 percent to 66 percent and mechanical failures increasing as car replacement slows. Despite billions in approved capital investments, the transit agency faces a backlog of uncommitted funds and reduced commitments for essential repairs, necessitating more transparent and prioritized spending to modernize the system.
Recommendations related to Subway
Righting these worrying trends in performance will require managerial and policy reforms.
The MTA will need to work with regional partners to ensure the riding public is spared as much inconvenience as possible and ensure scheduled trains run on time.
Leaders should prioritize those investments needed to restore the system and enhance capacity in the most cost-effective manner.
A more transparent process should be pursued so that the public may hold the board responsible for distributing limited capital dollars wisely.
To modernize the system, these investments should be accelerated to the maximum extent possible.
Key Data
165,946 miles to 119,090 miles
— The 12-month rolling average for the mean-distance-between-failure of subway cars declined 28 percent from January 2013 to March 2017.
84 percent to 66 percent
— The share of subway trains reaching their scheduled terminal on time fell between January 2013 and the time of the report.
$33 billion
— The amount of authorized capital investments that remained uncommitted as of March 2017.
$12.7 billion to $12.4 billion
— The reduction in total state of good repair and normal replacement commitments in the MTA 2015-2019 capital plan.
0.3 percent
— The decline in subway ridership in 2016.
The Metropolitan Transportation Authority's revised capital plan prioritizes expensive expansion projects like the Second Avenue Subway and Long Island Rail Road expansion over critical maintenance and signal modernization needed to improve subway reliability. Despite a 10 percent increase in the plan's size, funding for essential state of good repair work has actually decreased, leaving the system's most pressing infrastructure needs underfunded.
Recommendations related to Subway
The MTA should reprioritize funds for more appropriate state of good repair work and for the modernization of the subway’s aging signal system in future capital plan amendments.
The MTA Board should require more transparency regarding changes to the capital program and emphasize the benefits of spending capital funds on state of good repair projects and existing system improvements.
Board members and the public must remain engaged in the MTA’s capital planning process to ensure the region does not squander opportunities to reinvest in the transit system.
Key Data
$29.5 billion
— Total five-year capital plan amount following the addition of $2.8 billion in investments.
$20 billion
— Estimated size of New York City Transit's continuing needs in 2017 dollars.
$12.4 billion
— Reduced total state of good repair and normal replacement commitments following the May 2017 amendment.
$2.7 billion
— New capital commitments added for two system expansions, including the Long Island Rail Road Expansion Project and Phase II of the Second Avenue Subway.
$2 billion
— Funding allocated for the Long Island Rail Road Expansion Project to build a third track.
$700 million
— Funding added for Phase II of the Second Avenue Subway.
The 2017 NYC Resident Feedback Survey reveals that 81.5% of residents feel safe riding the subway during the day, while only 46.4% report feeling safe riding at night. Additionally, 54.5% of respondents provided a positive rating for the quality of subway services in their neighborhood.
Key Data
81.5%
— Proportion of residents who feel safe riding a subway during the day.
46.4%
— Proportion of residents who feel safe riding a subway at night.
54.5%
— Proportion of residents who rated subway services as excellent or good.
New York City's Access-A-Ride paratransit program, which provides service for the mobility impaired, is highly expensive, costing $461 million in 2015 and relying on a significant cross-subsidy from subway and bus fares. To improve efficiency and reduce the financial burden on the transit system, the program should shift more trips to lower-cost providers, better manage demand, and seek alternative revenue sources like Medicaid reimbursement.
Recommendations related to Subway
The MTA could shift these trips to its broker car service (BCS) program, which uses a for-hire vehicle broker to complete trips using black cars and liveries.
The MTA could also consider an overhaul of the contracting relationships that make up the paratransit program by altering its service design and contracting a single, full-service broker.
The MTA can also reduce demand by providing incentives for use of the fixed-route system by paratransit customers when appropriate.
The MTA should revisit the policy of doubling the AAR fare to discourage excessive use of paratransit.
The MTA should pursue Medicaid reimbursement for non-emergency medical transportation (NEMT) trips to defray some of the cost of paratransit service for eligible trips.
Key Data
$461 million
— Total cost of the Access-A-Ride program in 2015.
$71
— The cost per trip for Access-A-Ride in 2014, the highest among 29 peer cities.
17
— Number of Access-A-Ride registrants per 1,000 service area residents, the highest among peer systems.
$126 million
— Potential annual savings if the MTA shifted all ambulatory customers to the broker car service program.
$184 million
— Potential annual savings from doubling paratransit fares.
$14 million
— Potential annual revenue generated by pursuing Medicaid reimbursement for non-emergency medical transportation.
Reducing the allocation for Phase Two of the Second Avenue Subway from $1.5 billion to $535 million is a prudent decision that prioritizes the maintenance of existing transit infrastructure over new construction. This adjustment acknowledges the reality of funding constraints and construction delays while ensuring that current subway lines serving millions of daily riders remain safe and reliable.
Recommendations related to Subway
The MTA should ensure that keeping existing services in a state of good repair takes priority over pushing new projects.
The MTA should not jeopardize reliable service and safety on current subway lines in favor of a fast pace for new service.
The MTA should adjust the timetable for Phase Two of the Second Avenue subway to fit the capital plan to available resources.
Key Data
$1.5 billion
— Original amount allocated for Phase Two of the new Second Avenue Subway.
$535 million
— Revised amount allocated for Phase Two of the new Second Avenue Subway.
$3 billion
— Amount cut from the MTA's initial $32 billion capital plan.
$1.0 billion
— Funding scheduled for construction work in 2019 that was moved into the next five-year plan.
$420 million
— Funding allocated for planning and design in 2015 and 2016.
53,000
— Average weekday riders entering the Lexington Avenue line at stations above 96th Street.
The subway system faces significant maintenance challenges, with current investment policies projected to delay a state of good repair for all stations until at least 2067. Structural conditions vary widely across lines, with the 7 train currently ranking as the worst-maintained line and the 6 train ranking as the best.
Key Data
37 percent
— The 7 subway line has 37 percent of its 618 structural components not in a state of good repair.
26 percent
— The C subway line has 26 percent of its 2,011 structural components not in a state of good repair.
15 percent
— The 6 subway line has 15 percent of its 1,288 structural components not in a state of good repair.
15,275
— The subway system consists of 15,275 structural components, such as stairs and platform edges, that are rated for safety and performance.
2067
— Current investment policies are projected to not achieve a state of good repair for all subway stations until at least 2067.
199
— The proposed 2015-2019 capital program includes improvements to components at 199 subway stations.
NY1 A new report urges the Metropolitan Transportation Authority to pick up the pace on making station repairs throughout a system that's more than a century old and to look for new ways to fund the work.
The Metropolitan Transportation Authority faces a persistent challenge in maintaining subway stations in a state of good repair, as the current pace of work is insufficient to address the thousands of structural components in disrepair. To improve progress, the agency should reallocate capital funds from expansion projects, enhance project management to reduce costs, and explore public-private partnerships to secure additional investment.
Recommendations related to Subway
The MTA should reallocate available capital funds from new expansion projects to state of good repair work.
The agency should improve the management of station projects to lower costs and permit more progress with available funds.
The MTA should experiment with new models of public-private partnerships at selected stations to secure additional capital and implement projects more efficiently.
The agency should identify opportunities for introducing station conservancies to marshal resources for ongoing rehabilitation and maintenance.
The MTA should invite private partners into station-related public-private partnerships to leverage private sector capital and expertise.
Key Data
15,275
— Total number of structural components across the subway system.
3,195
— Number of structural components, or 21 percent, that will not be in a state of good repair after the 2010-2014 capital plan.
$5.5 billion
— Amount included in the proposed 2015-2019 capital plan for expansion projects across the mass transit system.
$43 million
— Cost per station for ADA accessibility projects in the proposed capital plan.
$210 million
— Value of subway station improvements included in the 2014 agreement with the developer of One Vanderbilt.
The Metropolitan Transportation Authority struggles to maintain subway stations in a state of good repair due to limited funding and the ongoing deterioration of components, with current capital plans failing to keep pace with necessary rehabilitation. To address this, the agency should shift funding from expansion projects to station repairs, improve project management to reduce costs, and explore public-private partnerships.
Recommendations related to Subway
The agency should reallocate available capital funds from new expansion projects to state of good repair work.
The MTA should improve the management of station projects to lower costs and permit more progress with available funds.
The agency should experiment with new models of public-private partnerships at selected stations to secure additional capital and implement projects more efficiently.
The MTA should identify opportunities for introducing station conservancies and inviting private partners into station-related public-private partnerships.
The agency should conduct a rigorous assessment of expansion projects to ensure they are not initiated at the expense of existing assets.
Key Data
15,275
— The total number of structural components in the subway system.
21%
— The percentage of structural components that will not be in a state of good repair after the completion of the 2010-2014 plan.
$5.5 billion
— The amount allocated for expansion projects across the mass transit system in the proposed 2015-2019 plan.
$210 million
— The value of subway station improvements to be completed by the developer as part of the agreement for One Vanderbilt.
$43 million
— The cost per station for ADA accessibility projects in the proposed plan, which is more than double the cost of most station renewals.
$1,338 million
— The amount included in the proposed plan for projects to improve station components.
The proposed legislation to increase free transfers on subways and buses would reduce MTA revenue by $40 million annually, undermining the agency's ability to fund critical capital investments. Current fare structures already provide significant value, as inflation-adjusted fares have significantly outpaced the actual average revenue per ride of $1.70.
Recommendations related to Subway
The Governor should veto S3228/A2607, a bill that would mandate an increase from one to two free transfers for persons purchasing a ride on MTA subways and buses.
The state should avoid depriving the MTA of fare revenue that is necessary to support debt service for critical capital investments.
Key Data
$40 million
— Annual revenue reduction estimated if the bill mandating an increase to two free transfers is passed.
$1.21
— Average fare revenue per ride in 1993.
$2.05
— Inflation-adjusted equivalent of the 1993 average fare in 2014.
20 percent
— Amount by which the inflation-adjusted 1993 fare exceeds the actual 2014 average revenue per ride.
$1.70
— Actual average revenue per ride in 2014.
$500 million
— Amount of capital investments that could be supported by fare revenue.
The Metropolitan Transportation Authority requires over $14 billion annually to operate, with costs largely driven by labor and debt service, while current funding relies on a mix of fares, tolls, and tax subsidies. To ensure a sustainable financial future, the system should restructure its funding model to rely more heavily on user fees and targeted tax subsidies to cover operating costs and necessary capital investments.
Recommendations related to Subway
Mass transit users should pay fares sufficient to cover 45 to 50 percent of the operating costs of those services.
The cost of road infrastructure—bridges and tunnels in the MTA’s case—ought to be borne entirely by motorists.
Motor vehicle user fees should generate a surplus large enough to cover 20 to 25 percent of the cost of mass transit services to help compensate for the negative externalities of vehicle use.
Tax subsidies to mass transit should comprise 25 to 30 percent of the operating costs and also fund “catch up” capital investments needed to bring the system to a state of good repair.
Key Data
$14 billion
— Annual operating cost for the entire system.
$7.4 billion
— Annual cost for the New York City subway and bus system.
$5.7 billion
— Annual revenue generated by the fare box.
$16.6 billion
— Estimated funding requirement for mass transit services in 2018.
$2.1 billion
— Projected unfunded deficit for 2018 under current policies.
$8.6 billion
— Annual costs related to labor, including wages and fringe benefits.
The Metropolitan Transportation Authority faces a $19 billion funding gap over five years, requiring a shift in how mass transit is financed to cover necessary repairs and improvements. To address this, the state should implement a combination of a vehicle-miles-traveled tax and more rational tolling to increase the share of costs covered by drivers.
Recommendations related to Subway
The State of New York should create a new revenue stream to support borrowing that fills the gap in the capital plan and contributes 25% of the MTA’s operating costs as well, specifically by implementing a combination of a vehicle-miles-traveled tax and more rational tolling.
The funding model should be adjusted so that drivers cover 25% of MTA mass transit costs.
Elected leaders should implement, over a period of years, some combination of a VMT tax and more rational tolling to sustain and improve transportation facilities.
Key Data
$32 billion
— The amount the Metropolitan Transportation Authority needs over the next five years to repair, replace, and improve its facilities.
$13 billion
— The amount the Metropolitan Transportation Authority currently has available for its five-year capital plan.
$19 billion
— The funding gap the Metropolitan Transportation Authority faces over the next five years.
11%
— The percentage of MTA mass transit costs currently paid by drivers through bridge and tunnel tolls, state license and registration fees, and gasoline taxes.
$2.1 billion
— The total needed new revenue annually from motor vehicle user fees to support borrowing and operating costs.
The Metropolitan Transportation Authority faces significant financial instability due to recurring deficits and heavy reliance on borrowing for capital projects, necessitating a new funding model. A proposed '25-50-25' formula suggests reallocating costs so that bridge and tunnel tolls, transit fares, and tax subsidies each contribute specific portions to cover operating expenses and capital repairs.
Recommendations related to Subway
The cost of bridge and tunnel facilities should be funded entirely through user fees paid by motorists.
User fees paid by motorists should also generate a surplus large enough to cover approximately one-quarter of the cost of providing mass transit services.
Mass transit users should pay fares sufficient to cover approximately one-half the operating cost of those services.
State and local subsidies to mass transit should cover at least one-quarter of the operating cost of those services and fund 'catch-up' capital investments needed to bring the system to a state of good repair.
Key Data
$17.1 billion
— The annual operating and financing expenditures of the MTA's agencies budgeted for 2012.
$2.6 billion
— The amount of additional annual revenue the 25-50-25 policy would provide by 2016 without new taxes.
$32 billion
— The amount of MTA debt outstanding in 2011.
$16.8 billion
— The total investment in five major MTA 'megaprojects' including the South Ferry Terminal and Second Avenue subway.
$3.6 billion
— The amount of cost overruns associated with the five major MTA 'megaprojects'.
53%
— The MTA's system-wide farebox operating ratio in 2010.
The Metropolitan Transportation Authority could generate approximately $93 million annually by capping the number of rides allowed on unlimited 7-day and 30-day MetroCards, rather than relying solely on broad fare increases. This strategy would provide significant revenue to support capital plans or mitigate fare hikes while still offering discounted travel to heavy users.
Recommendations related to Subway
The MTA should cap the number of rides permitted on the 7-day and 30-day passes to generate revenue.
The MTA should use more information about how high-volume passholders use the system to guide the setting of specific ride caps.
The MTA should consider capping unlimited passes at a number above the break-even point to avoid causing hardship for straphangers while still securing needed revenue.
Key Data
$93 million
— Annual revenue generated by capping unlimited 7-day and 30-day passes at 22 and 92 rides respectively.
$147 million
— Expected annualized revenue yield from the 2015 subway and bus fare increase.
$15 billion
— Funding gap for the proposed MTA capital plan.
28.4 million
— Estimated monthly number of 'free' rides taken on unlimited passes.
26 percent
— Increase in total subway and bus ridership between 1996 and 1999.
The MTA's 2015-2019 capital plan fails to adequately prioritize essential infrastructure repairs and signal modernization, leaving a $15.2 billion funding gap while committing billions to expansion projects without clear justification. The agency should postpone new expansion commitments and instead focus on establishing rigorous planning criteria and improving project management to ensure the system reaches a state of good repair.
Recommendations related to Subway
The MTA should embrace the more ambitious schedule for Communications-Based Train Control (CBTC) and provide the necessary funding in the 2015-2019 plan.
A prudent course for the MTA would be to postpone commitment to new expansion projects until an improved planning process is established and used to assess multiple potential projects.
The MTA should rethink the management of large-scale projects, especially those for expansion and for improvements in the signal and communication systems, to promote more effective implementation.
Priorities should be set for how the available money is used, and plans should reflect established criteria for selecting among alternative investments.
The MTA should revise the proposed capital plan to address the serious shortcomings regarding infrastructure repair, signal modernization, and expansion project planning.
Key Data
$32 billion
— The total amount of investments called for in the MTA's 2015-2019 capital plan.
$15.2 billion
— The amount of the MTA's 2015-2019 capital plan that remains unfunded.
$5.5 billion
— The amount allocated in the capital plan for expansion projects.
$10.8 billion
— The updated estimated cost for the East Side Access project, which was originally approved at $6.3 billion.
$16.9 billion
— The amount of available funding identified in the plan from federal, state, and local sources as well as the MTA’s own borrowing.
The state can utilize $4 billion in legal settlement funds to improve its financial position by prioritizing pay-as-you-go capital investments over borrowing. This approach would allow for critical infrastructure improvements, including the renovation of approximately 200 of the city's 468 subway stations.
Recommendations related to Subway
The state should increase pay-as-you-go capital investments to accelerate reaching state-of-good-repair for key assets in the transportation and transit systems, such as funding renovations at about 200 of the city's 468 subway stations.
Key Data
200
— Number of the city's 468 subway stations that could be renovated using settlement funds.
468
— Total number of subway stations in the city.
NY1 The head of the Metropolitan Transportation Authority warns that subway tubes flooded during Hurricane Sandy likely still need repairs on equipment damaged by saltwater.
NY1 As the MTA prepares to raise subway and bus fares once again, a fiscal watchdog group says riders should pay even more than what the agency is expected to propose.
The New York City subway system is relatively efficient compared to other large U.S. heavy rail systems, ranking first in cost per passenger trip and second in cost per passenger mile. Despite this strong performance, there is significant room for improvement in non-vehicle operations, such as station maintenance and staffing.
Recommendations related to Subway
The MTA should pursue efficiency improvements in non-vehicle operations, such as station maintenance, where the subway system ranks in the middle of the group.
The MTA should explore practices in Chicago to identify potential new initiatives for improving subway efficiency.
The MTA should continue efforts to terminate redundant staff such as former token booth clerks to improve efficiency in station staffing.
Key Data
$3,313,127
— Total operating expenses in thousands for the NYC Subway in 2009.
6,461,133
— Daily passenger trips on the NYC Subway in 2009.
$1.40
— Cost per passenger trip for the NYC Subway in 2009.
$0.33
— Cost per passenger mile for the NYC Subway in 2009.
The New York region's transportation system, including its extensive mass transit network, suffers from inadequate maintenance and inconsistent financing that relies too heavily on subsidies rather than user fees. To ensure a competitive economy, the region should adopt a public enterprise approach that increases user fees to cover a larger share of operating costs and establishes a regional board to prioritize capital investments.
Recommendations related to Subway
To ensure sound transportation financing in the region, the governors of New York and New Jersey should create a new entity with authority to set and enforce regional transportation policies and priorities.
Motor vehicle user fees should be dedicated to transportation agencies for two purposes: (a) to meet fully the operating costs of roads and bridges, and (b) to provide a cross-subsidy to mass transit of one-quarter of mass transit costs.
Mass transit riders should pay a fare sufficient to cover one-half the transit agencies’ operating costs.
The existing backlog in maintenance and repairs caused by a history of under-funding and neglect should be eliminated at an accelerated pace and be financed by general fund appropriations.
New capital for improvements and expansions should be generated by (a) borrowing to be repaid in the same manner as identified above for meeting current operating expenses, and (b) ensuring that contributions to capital from third parties are used for this purpose.
Key Data
$1.2 billion
— The total mass transit deficit in the region in 2001.
$3.5 billion
— Total user fees collected from riders in the region, representing about 38% of total mass transit expenses.
45%
— The projected system-wide farebox recovery ratio for the MTA.
New York City's subway system faces significant challenges, including high operating costs and a massive $20.4 billion gap in funding required to reach a state of good repair. To improve competitiveness, the city must focus on increasing off-peak ridership, modernizing signaling systems to boost capacity, and addressing the substantial maintenance needs of its aging infrastructure.
Recommendations related to Subway
New York’s leaders should address how to improve transit system efficiency and ridership.
New York’s leaders should address how rapidly to achieve a state of good repair for the existing infrastructure.
New York’s leaders should address how much new mass transit capacity is necessary.
An initiative aimed at identifying modern human resource measures could help enhance New York’s future competitiveness.
Experiments with higher fares at the busiest time could identify effective ways to shift some ridership to the less crowded hours.
Exploration of modern signaling and train control systems seems desirable since it could prove more cost-effective than construction of new lines as a way to expand rush-hour capacity.
Key Data
$20.4 billion
— Estimated funding needed to achieve and maintain a state of good repair for facilities operated by the Transit Authority.
30 to 40
— Potential increase in the number of rush hour trains on the busiest subway lines if modern signaling and train control systems are achieved.
35,000
— Increase in capacity of people per hour projected from the new LIRR connection to Grand Central.
70,000
— Increase in capacity of people during the full morning peak from the new LIRR connection to Grand Central.
11.1
— Square feet per passenger on the subway system for the 24-hour period in total.
4.2
— Square feet per passenger on the subway system during the peak morning hours.
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