Transit performance metrics track the operational efficiency and service quality of New York City’s public transportation systems, including subways, buses, and commuter railroads. This page covers CBC’s work on bus speeds and operational improvements, subway car reliability and maintenance, capital planning and project prioritization, labor productivity and work rules, paratransit efficiency, and transit agency fiscal sustainability.
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..
The City should raise the Fair Fares NYC eligibility threshold to 250 percent of the FPL to better serve low-income residents.
The City should improve low uptake and utilization of Fair Fares NYC through expanded education, outreach, and enrollment strategies.
The City should leverage proven strategies, such as signal priority and physically separated busways, to make the City's streets more conducive to faster bus traffic.
The City should work with the MTA to further improve bus speeds through operational changes.
The MTA should include a complete accounting of the system’s current and potential future capacity needs.
The MTA should disaggregate data to the functional group and component level.
The TYNA should include data on asset condition, needs, cost, and improvement timeframes.
The MTA should detail all projects’ benefits and costs based on rigorous analysis, standard measures, and MTA goals.
The upcoming TYNA should provide clear and complete data on future transportation needs.
Key Data
As of May 2026, New York City’s buses are some of the slowest in the nation, with an average speed of 7.0 miles per hour, which is 29.3 percent slower than the 9.9 miles per hour average among other major US bus systems.
As of February 2024, the Central Business District Tolling Program is designed to generate enough annual revenue to fund $15 billion in capital spending for the MTA’s 2020-2024 Capital Program.
New York City's bus system suffers from slow speeds, averaging 7.0 miles per hour, which is 29.3 percent slower than the national average for major bus systems. Rather than implementing costly fare-free bus programs, the city should expand the Fair Fares NYC program to 250 percent of the federal poverty level and implement operational improvements like signal priority and physically separated busways to enhance transit efficiency.
Recommendations related to Transit Performance Metrics
The City should raise the Fair Fares NYC eligibility threshold to 250 percent of the FPL to better serve low-income residents.
The City should improve low uptake and utilization of Fair Fares NYC through expanded education, outreach, and enrollment strategies.
The City should leverage proven strategies, such as signal priority and physically separated busways, to make the City's streets more conducive to faster bus traffic.
The City should work with the MTA to further improve bus speeds through operational changes.
Key Data
$900 million
— The estimated annual cost of eliminating bus fares in the first year.
7.0 miles per hour
— The average speed of New York City buses.
29.3 percent
— The amount by which New York City bus speeds are slower than the 9.9 miles per hour average among other major U.S. bus systems.
400,000
— The number of New Yorkers currently enrolled in the Fair Fares NYC program.
$86 million
— The cost of the Fair Fares NYC program in fiscal year 2025.
722,000
— The number of additional New Yorkers who would become eligible for Fair Fares NYC if the eligibility threshold were raised to 250 percent of the federal poverty level.
The Metropolitan Transportation Authority's Twenty-Year Needs Assessment process requires significant improvements to ensure transparency and effective capital planning, specifically by providing comprehensive data and linking investments to performance goals. Future assessments must move beyond high-level aggregation to detail specific asset conditions, costs, and projected demand to facilitate informed decision-making.
Recommendations related to Transit Performance Metrics
The MTA should include a complete accounting of the system’s current and potential future capacity needs.
The MTA should disaggregate data to the functional group and component level.
The TYNA should include data on asset condition, needs, cost, and improvement timeframes.
The MTA should detail all projects’ benefits and costs based on rigorous analysis, standard measures, and MTA goals.
The upcoming TYNA should provide clear and complete data on future transportation needs.
The Metropolitan Transportation Authority faces significant operational challenges, including crew shortages that resulted in 50 million canceled customer trips in 2022 and a decline in annual employee attendance by 19 days over the last two decades. To stabilize the system and improve service, labor and management must modernize work rules, shift-picking processes, and health care benefits while expanding One Person Train Operation.
Recommendations related to Transit Performance Metrics
The MTA and labor should ensure transit workers return to pre-COVID attendance levels to improve service reliability.
The MTA should expand One Person Train Operation (OPTO) to modernize operations and utilize capital investments in automatic train control.
The MTA and labor should modernize the shift-picking process by replacing the current in-person, on-paper system with an online platform.
The MTA and TWU should switch retirees to a high-quality Medicare Advantage plan to restrain ballooning health care costs.
Key Data
19
— The average number of days worked annually by subway and bus workers has shrunk by 19 days over the last two decades.
50 million
— Nearly 50 million subway and bus customer trips were canceled in 2022 due to crew shortages.
$400 million
— The MTA plans to save $400 million by increasing its own productivity.
The Central Business District Tolling Program aims to reduce traffic and emissions while generating revenue for the MTA, but requires careful implementation to avoid excessive exemptions and credits that could undermine its goals. To ensure success, the program should prioritize variable tolling, limit exemptions, and establish a system for monitoring and reporting operational metrics to guide future policy adjustments.
Recommendations related to Transit Performance Metrics
Vary tolls based on the time of day and day of the week to prioritize both raising revenue and reducing congestion and emissions.
Limit exemptions to those specified in the law and perhaps to for-hire vehicles (FHVs) and taxis, and do not provide credits for MTA or Port Authority of New York and New Jersey tolls.
Clearly communicate the tolls to enable drivers to know how much they would pay for different trip times and modify their trips accordingly as the law intends.
Monitor and report congestion pricing outcomes and operational metrics to inform future policy adjustments.
Consider charging a VMT fee for trips occurring entirely within the zone.
Key Data
$1 billion
— Annual revenue goal for the Central Business District Tolling Program.
$5 and $14
— Estimated cost increase for non-exempted vehicles if exemptions and credits are increased.
2026 is the year the MTA will likely have spent all of its one-time COVID-19 federal aid, and when the MTA will have to address the estimated $2.5 billion annual structural operating deficit which that aid is now covering. At an event with CBC Trustees, MTA Chair and CEO Janno…
The Metropolitan Transportation Authority faces a long-term structural fiscal imbalance, with a projected $2.4 billion shortfall in 2024 despite federal aid. To achieve fiscal sustainability, the agency should implement operational reforms—including productivity improvements in maintenance, bus speed increases, and conductor staffing changes—that could yield up to $2.9 billion in annual savings and reduce the workforce by nearly 13,000 positions.
Recommendations related to Transit Performance Metrics
The MTA should increase subway facility maintenance productivity to the national peer median to save nearly $1.9 billion annually.
The MTA should increase local bus speeds by 15 percent to permit an average reduction of 13 percent of vehicle-hours while maintaining service frequency.
The MTA should expand One-Person Train Operation (OPTO) on subways to reduce the need for train conductors and align agency operations with national peer systems.
The MTA should implement proof-of-payment on commuter rail to allow for a 50 percent reduction in the conductor workforce.
The MTA should increase active employee premium cost-sharing for health insurance to the 18 percent level paid by non-represented employees.
Key Data
$2.9 billion
— Total annual savings from implementing all proposed operations reforms by 2024.
13,000
— Total workforce reduction by 2024 resulting from the full range of savings actions.
$2.4 billion
— Projected cash shortfall for the MTA in 2024.
$981 million
— Annual savings by 2024 from improving subway facility maintenance productivity.
$367 million
— Annual savings by 2024 from increasing hourly productivity for bus operations.
$512 million
— Annual savings from conductor operating reforms, including OPTO and proof-of-payment.
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…
The NYC Ferry system relies on a high taxpayer subsidy of $9.34 per trip, which is significantly higher than most other public ferry systems in the country due to its flat fare structure. To improve financial sustainability, the system should reconsider its current operating strategy and pricing model, which currently recovers only 24 percent of operating costs.
Recommendations related to Transit Performance Metrics
The city should reconsider the operating strategy and pricing model for the NYC Ferry system given its high per-trip subsidy.
The system should adjust fares to vary by route to better align with operating costs, similar to most other public ferry systems.
Key Data
$9.34
— NYC Ferry's per-trip subsidy in fiscal year 2019.
24 percent
— The portion of operating costs recouped by NYC Ferry through fare revenue in 2019.
$2.75
— The flat fare for NYC Ferry, which is a primary driver of its high subsidy.
$9.88
— The per-trip subsidy for the New Orleans Ferry in 2017.
14 percent
— The recovery ratio for the New Orleans Ferry in 2017.
$5
— The amount of subsidy per trip required by the other five large public ferry systems.
The Metropolitan Transportation Authority operates with a 2019 budget of $17 Billion for expenses and debt service, while managing multi-billion dollar capital plans that grew from $24,118 Million in the 2010-2014 period to $33,270 Million in the 2015-2019 period. To support the 2020-2024 capital program, the upcoming Central Business District tolling program is required to generate $15 Billion in funding.
Key Data
$17 Billion
— Total 2019 operating expense & debt service.
$33,270 Million
— Total 2015-2019 5-year capital plan.
$24,118 Million
— Total 2010-2014 5-year capital plan.
$15 Billion
— Amount tolls must be set to support for the 2020-2024 capital program.
202 is the number traffic related fatalities in NYC in 2018, a record low. NYC DOT Commissioner Polly Trottenberg joined the podcast to discuss the success of Vision Zero, her approach to managing city transit, and her role on the MTA Board.
4.7 mph is the speed at which taxis travel in Midtown Manhattan. Nicole Gelinas, a Senior Fellow at the Manhattan Institute, joins the podcast to discuss traffic, mobility, and the MTA.
New York City's transit system faces significant financial requirements, with 2019 operating expenses and debt service reaching $17 billion and capital plans growing from $24.1 billion to $33.3 billion over the last decade. The proposed $40 billion Fast Forward Plan aims to address performance issues through extensive signal modernization, station accessibility upgrades, and fleet expansion.
Key Data
$17 b
— Total 2019 operating expense & debt service for the MTA.
$24,118
— Total dollars in millions for the 2010-2014 5-year capital plan.
$33,270
— Total dollars in millions for the 2015-2019 5-year capital plan.
$40 billion
— Estimated cost of the Fast Forward Plan.
$11,259
— Dollars in millions allocated to Subway & Buses in the 2019 operating expense & debt service.
The Mayor’s Management Report fails to fully capture resident satisfaction regarding transit and quality of life, as evidenced by the discrepancy between official metrics and public sentiment on issues like traffic congestion and bike safety. Incorporating citizen feedback into official performance reporting would provide a more accurate assessment of how city policies impact the daily experiences of New Yorkers.
Recommendations related to Transit Performance Metrics
The Mayor’s Management Report should be broadened to include citizen satisfaction measures to provide a more accurate picture of transit and quality of life performance.
The City should rethink how it assesses traffic and street maintenance so that indicators better capture what New Yorkers experience.
Key Data
7.1 miles per hour
— Average travel speeds in Manhattan’s central business district in fiscal year 2018.
113,222
— Number of for-hire vehicles on the City’s streets in fiscal year 2018.
70.5
— Miles of bike lanes installed in fiscal year 2018.
19.6%
— Percentage of residents citywide who were satisfied with traffic.
14.7%
— Growth in the number of Citi Bike trips between fiscal years 2017 and 2018.
71.5%
— Percentage of the City’s streets maintained with a pavement rating of good.
New York City's subway car fleet has experienced declining reliability, with the mean distance between failures dropping 35 percent between 2011 and 2016, falling below the agency's 150,000-mile goal. To restore the fleet to a state of good repair, the transit authority must prioritize approximately $9 billion in necessary investments within the 2020-2024 capital program, despite competing demands for network expansion.
Recommendations related to Transit Performance Metrics
MTA leadership should increase significantly its commitment to subway cars in the 2020-2024 capital program to return car reliability to its previous highpoint.
The agency must prioritize subway car investments over network expansion projects to avoid placing added pressure on the fleet’s maintenance and squandering hard-fought gains in reliability.
The transit authority must fully fund and implement the Fast Forward plan to restore proven car maintenance policies and replace all cars operating past their useful life.
The agency should maintain a laser focus on keeping the fleet in a state of good repair through a combination of scheduled maintenance and regular replacement.
The MTA must secure funding for the remaining $8 billion required for subway car procurement and retrofitting, as only $1.2 billion is currently authorized.
Key Data
$9 billion
— Estimated cost relating to subway cars.
35%
— Decline in mean distance between failures (MDBF) from 2011 to 2016.
150,000 miles
— Agency goal for mean distance between car component failures (MDBF).
112,208 miles
— Mean distance between failures (MDBF) in 2016.
$1.2 billion
— Amount authorized in the current capital plan for subway car procurement.
$8 billion
— Amount left to be financed in future capital plans for subway car procurement.
The Long Island Rail Road is less efficient than the Metro-North Railroad, with higher operating costs per hour, mile, and ride, partly due to legacy costs and lower labor productivity. To improve financial performance, the MTA must prioritize productivity reforms and standardize work rules in future collective bargaining agreements.
Recommendations related to Transit Performance Metrics
MTA management should begin identifying its agenda for improved productivity.
Simply standardizing work rules across the two railroads could help generate savings.
The MTA should seek commitments to increase productivity in future collective bargaining agreements.
Key Data
$1,453 million
— LIRR operating expenses in 2017.
$1,310 million
— Metro-North operating expenses in 2017.
$172 million
— Potential savings from aligning LIRR per-mile costs with Metro-North in 2017.
$13 million
— Potential annual savings from applying split shifts to LIRR.
This week's data point is 30 days - the period in which MTA New York City Transit will conduct a "top-to-bottom" review to identify changes necessary to improve its performance. CBC's Director of Infrastructure Studies Jamison Dague discusses underinvestment and how resources are being directed in the capital plan with…
New York City's transit system faces declining performance metrics, with subway on-time rates falling to 66 percent and mean-distance-between-failure for subway cars dropping 28 percent since 2013. Simultaneously, the Metropolitan Transportation Authority struggles with capital project management, having authorized $33 billion in investments that remain uncommitted while failing to meet infrastructure funding needs.
Recommendations related to Transit Performance Metrics
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.
As the MTA reevaluates the current capital program and looks to the 2020-2024 plan, 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
66 percent
— Share of subway trains reaching their scheduled terminal on time as of 2017.
28 percent
— Decline in the 12-month rolling average for the mean-distance-between-failure of subway cars from January 2013 to March 2017.
197
— 12-month rolling average of Long Island Rail Road trains canceled and partially canceled per month as of May 2017.
1,590
— Average number of delayed Long Island Rail Road trains per month as of May 2017.
$33 billion
— Amount of authorized capital investments that remains uncommitted as of March 2017.
The Port Authority's 10-year, $32 billion capital plan lacks a transparent needs assessment and objective prioritization criteria, leading to potential underinvestment in state of good repair projects. Instead of relying on data-driven analysis, the agency continues to allocate resources based on political "bi-state parity" between New York and New Jersey, which undermines regional infrastructure goals.
Recommendations related to Transit Performance Metrics
The Port Authority should develop a publicly-available needs assessment that identifies spending necessary to bring facilities to a state of good repair.
The agency should establish a set of criteria for selecting enhancement and expansion projects that includes benefit-to-cost analyses.
The Port Authority should discard the use of bi-state parity to allocate capital resources between “New Jersey” projects and “New York” projects.
The agency should publish a needs assessment based on a component-by-component survey to ensure the public can assess whether planned investments are adequate.
The Port Authority should apply a set of criteria for selecting projects to build public confidence that the agency is acting as a good steward of transportation infrastructure.
Key Data
$32 billion
— The total value of the Port Authority's 10-year capital plan.
$11.3 billion
— The amount of pay-as-you-go capital investment, representing 35 percent of the plan.
$3.5 billion
— The cash disbursement allocated for the replacement of the Bus Terminal through 2026.
$8.8 billion
— The total amount allocated for "Renew" projects, which are often described as state of good repair work.
$3.9 billion
— The estimated shortfall in state of good repair work, representing 30 percent of the total needed.
$1.7 billion
— The cost of the proposed PATH extension to the Newark AirTrain.
New York City's Access-A-Ride paratransit program is the most expensive in the nation, with a 2014 cost per trip of $71 and a high volume of registered users. To improve efficiency and reduce the heavy reliance on internal cross-subsidies from regular transit fares, the program should shift ambulatory trips to lower-cost providers, increase fares, and better utilize Medicaid reimbursement for medical transport.
Recommendations related to Transit Performance Metrics
The MTA could shift ambulatory customers to its broker car service (BCS) program, which uses a for-hire vehicle broker to complete trips using black cars and liveries, potentially saving up to $126 million annually.
The MTA could provide service more efficiently and improve the customer experience by offering a subsidy program that allows paratransit users the opportunity to use the City’s taxicab fleet and Transportation Network Companies (TNC) like Uber and Lyft.
The MTA could consider an overhaul of the contracting relationships by altering its service design and contracting a single, full-service broker to consolidate the multiple management layers.
The MTA should revisit the policy of charging a higher fare, as doubling the fare could save as much as $184 million annually by reducing trips and increasing fare revenue.
The MTA can reduce demand by providing incentives for use of the fixed-route system by paratransit customers when appropriate.
The MTA should offer feeder service, trips that connect users with accessible fixed-route stops rather than door-to-door service, in a greater number of appropriate situations.
The MTA should seek to generate additional revenue by securing Medicaid reimbursement for non-emergency medical transportation trips.
Key Data
$71
— The cost per trip for Access-A-Ride in 2014, which was the highest among 29 cities with paratransit programs providing at least one-half million rides annually.
17
— The number of people registered to use the service per 1,000 residents in New York City, the highest number even when adjusted for population size.
$126 million
— The amount the MTA could save annually by moving all ambulatory customers to the broker car service (BCS) program.
$184 million
— The potential annual savings from doubling paratransit fares by reducing trips and increasing fare revenue.
1.23
— The number of trips completed per revenue hour, a measure of productivity where Access-A-Ride ranked 26th of 29 systems.
$461 million
— The total cost of the Access-A-Ride program in 2015.
The MTA's decision to reduce funding for Phase Two of the Second Avenue Subway prioritizes maintaining existing service reliability and safety over new construction projects. By focusing on Phase One, the transit authority aims to alleviate crowding and improve service on the Lexington Avenue line, where passenger volumes have caused recent declines in train reliability.
Key Data
53,000
— riders enter the Lexington Avenue line at stations above 96th Street on an average weekday
165,000
— riders enter the Lexington Avenue line at stations between 68th Street and 96th Street on an average weekday
NY1 At close to $30 billion, the MTA is about to get handed a record sum of money to maintain and expand a transit system that's showing wear and tear from record ridership, but riders shouldn't expect quick fixes.
Subway station conditions vary significantly across lines, with the 7 line having the highest share of structural components not in a state of good repair at 37 percent. While the 6 line currently ranks best with only 15 percent of components needing repair, the proposed 2015-2019 capital program aims to address structural issues at 199 stations to improve overall system functionality.
Key Data
37 percent
— Share of the 7 line's 618 structural components not in a state of good repair.
26 percent
— Share of the C line's 2,011 structural components not in a state of good repair.
15 percent
— Share of the 6 line's 1,288 structural components not in a state of good repair.
199 stations
— Number of stations included in the proposed 2015-2019 capital program for component improvements.
327 structural components
— Number of structural components expected to be fixed by the proposed 19 comprehensive station renewals.
15,275 structural components
— Total number of structural components across the subway system rated for state of good repair.
The Metropolitan Transportation Authority's current pace of subway station rehabilitation is insufficient to reach a state of good repair, with projections indicating that all station components will not be fully maintained until 2067. To address this, the agency should prioritize reallocating capital funds from expansion projects toward station maintenance, improving project management to reduce costs, and exploring public-private partnerships.
Recommendations related to Transit Performance Metrics
The agency should reallocate available capital funds from new expansion projects to state of good repair work to accelerate station improvements.
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 to help marshal resources to rehabilitate and maintain stations on an ongoing basis.
Key Data
467
— Total number of subway stations requiring rehabilitation and repair.
21%
— Share of structural components that will not be in a state of good repair after the completion of the 2010-2014 capital plan.
2067
— The year by which a state of good repair for all station components would be achieved at the current pace of progress.
$5.5 billion
— Amount allocated for expansion projects across the mass transit system in the proposed 2015-2019 capital plan.
$43 million
— Cost per station for ADA accessibility projects in the proposed capital plan.
The New York City subway system struggles to maintain its 467 stations in a state of good repair, with 21 percent of structural components currently failing to meet this standard. To address this, the transit authority should shift funding from expansion projects toward station rehabilitation, improve project management to reduce costs, and leverage public-private partnerships to secure additional capital.
Recommendations related to Transit Performance Metrics
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 expedite project timelines and transfer risk.
Key Data
467
— Total number of subway stations that require rehabilitation and repair to maintain a state of good repair.
21%
— Share of the system's 15,275 structural components that will not be in a state of good repair after the completion of the 2010-2014 capital plan.
$5.5 billion
— Total funding allocated for expansion projects across the mass transit system in the proposed 2015-2019 capital plan.
$1.3 billion
— Total funding allocated for structural and architectural station component work in the proposed 2015-2019 capital plan.
$43 million
— Average cost per station for ADA accessibility projects in the proposed 2015-2019 capital plan.
The MTA's 2015-2019 capital plan fails to adequately prioritize bringing existing infrastructure to a state of good repair or accelerating the modernization of signal and communication systems. Furthermore, the plan commits substantial funds to new expansion projects without establishing clear selection criteria or demonstrating the capacity to manage these complex undertakings efficiently.
Recommendations related to Transit Performance Metrics
The MTA should embrace a more ambitious schedule for Communications-Based Train Control (CBTC) installation 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.
Explicit criteria should be established for selecting priority projects and evidence should be considered as to how well a range of potential investments meet these criteria.
Attention should be given to rethinking the management of large-scale projects, especially those for expansion and for improvements in the signal and communication systems, to promote more effective implementation.
Better planning and greater transparency should precede investments in system expansions.
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.
$5.4 billion
— The total shortfall in the Board-approved plan compared to the 2013 needs assessment.
$10.8 billion
— The current estimated cost of the East Side Access project, which was originally approved in 2000 at a cost of $6.3 billion.
$815 million
— The amount by which funds designated for communication and signals at New York City Transit were reduced from the needs assessment to the adopted plan.
$743 million
— The amount committed to the Penn Station Access project, which the report argues is premature.
The PATH rail system, which connects New Jersey and New York, faces growing annual deficits projected to reach $487 million by 2018, largely due to high operating costs and low fare recovery ratios. To address this, the system should adopt a more equitable financing model that balances costs among passengers, taxpayers, and motorists, potentially including a transfer of operations to New Jersey Transit to improve coordination.
Recommendations related to Transit Performance Metrics
Adopt a '50-25-25' or 'equal shares' funding model to share the cost of operating the transit system among all who benefit, specifically by allocating costs among passengers, taxpayers, and motorists.
Implement a tax subsidy to cover a share of the cost of services, justified by the broad economic benefits to employers, workers, and shoppers provided by an efficient mass transit system.
Consider transferring PATH operations from the Port Authority to New Jersey Transit to facilitate the collection of a tax subsidy and improve coordination with other bi-state transit operations.
Increase passenger fares to better align with the actual cost of a ride, as current fare revenue covers only a small fraction of expenses.
Utilize distance-based fares or peak pricing to make the fare system more equitable and increase revenue.
Key Data
$487 million
— Projected annual deficit for PATH in 2018.
$383 million
— PATH's annual deficit in 2013.
23%
— Share of operating and capital-related expenses covered by fares in 2013.
$3.91
— PATH's operating expense per passenger trip in 2012.
244,000
— Average weekday ridership for PATH in 2013.
62%
— Percentage of total expenses represented by the deficit in 2013.
The Metropolitan Transportation Authority requires a comprehensive overhaul of its financial and operational practices, including adopting GAAP-based budgeting, establishing a unified labor relations framework, and accelerating the implementation of modern signal technology and fare collection systems. To ensure long-term viability, the agency must also prioritize achieving a state of good repair for its physical assets and coordinate with regional partners to expand critical trans-Hudson rail capacity.
Recommendations related to Transit Performance Metrics
A reinvented MTA should balance its budget on a GAAP basis to address long-term fiscal problems.
A reinvented MTA should have explicit policies for how it seeks to raise adequate revenues, ensuring the share from auto users is significantly higher than is currently the case.
A reinvented MTA would have a legal framework for labor relations that permits all employees to bargain under the same set of rules and prohibits strikes.
A reinvented MTA would have a timely plan for bringing its assets to a state of good repair and would give highest priority in its capital investments to achieving that goal.
A reinvented MTA would make the financial investment and operational changes necessary for far speedier conversion to Communication Based Train Control.
A reinvented MTA would quickly initiate planning and deployment of a new fare collection system that reduces collection costs, permits flexibility in future fares, and speeds passenger flow.
A reinvented MTA would take the lead in working with other major regional transportation agencies to develop a plan for expanded trans-Hudson rail capacity.
Key Data
$33 billion
— The MTA's long-term debt outstanding in 2013, which grew from $14 billion in 2000.
$10 billion
— The MTA's unfunded OPEB liability at the end of 2013, up from $1.3 billion in 2007.
15 percent
— The estimated current cost of fare collection for the MTA.
68,000
— The number of employees at the MTA.
60 percent
— The portion of total MTA expenditures devoted to compensating workers.
$115 billion
— Total capital investments made system-wide since 1982.
Understanding transit fare ratios requires distinguishing between operating ratios and recovery ratios, as different methodologies for calculating expenses and allocating revenue significantly impact the resulting figures. Comparing transit systems necessitates using consistent metrics, as variations in accounting for capital costs and retiree health insurance can lead to misleading conclusions about financial performance.
Recommendations related to Transit Performance Metrics
Users of transit data must be aware of whether the indicator is an operating ratio or a recovery ratio, as operating ratios are notably higher because they exclude certain expenses.
Analysts should be cautious in using separate ratios for New York City Transit subways and buses, as the combined figures are more meaningful due to the way fares are allocated and the higher per-trip operating costs for buses.
When citing transit financial data, it is important to be clear about what is being measured and how the figures might be misinterpreted to facilitate a productive discussion about the role of fares in financing mass transit.
Key Data
56 percent
— The combined New York City Transit subway and bus operating ratio.
40 percent
— The maximum recovery ratio for the combined New York City Transit system.
77 percent
— The operating ratio for New York City Transit subways.
36 percent
— The operating ratio for New York City Transit buses.
76 percent
— The operating ratio for the San Francisco BART system.
47 percent
— The recovery ratio for the San Francisco BART system.
New York City's bus systems, which handle over 2.6 million daily passenger trips, rank among the least efficient in the nation regarding cost and labor productivity. While slower average speeds due to traffic congestion contribute to some operational inefficiencies, they do not account for the high costs per hour of service, indicating a need for significant operational improvements.
Recommendations related to Transit Performance Metrics
The MTA should follow the important directions for improvement identified in the benchmarking analysis to address the relative inefficiency of its bus systems.
The MTA should utilize comparative analysis as a tool to identify and implement operational efficiencies across its bus systems.
Key Data
2.6 million
— Number of passenger trips handled by MTA buses each day.
7.7
— Average speed in miles per hour for NYCT Bus, one of the three systems operating at less than 10 miles per hour.
8.6
— Average speed in miles per hour for MTA Bus, one of the three systems operating at less than 10 miles per hour.
9.8
— Average speed in miles per hour for Chicago Transit, one of the three systems operating at less than 10 miles per hour.
10.7
— Median speed in miles per hour for all 10 bus systems analyzed.
2.3 million
— Daily passenger trips for NYCT Bus, which is more than twice the 1.1 million trips for Los Angeles.
The Metropolitan Transportation Authority's services were benchmarked against other large U.S. transit systems, revealing that while New York City subways are relatively efficient, bus operations and commuter railroads perform poorly in terms of unit costs and labor productivity. The analysis highlights that the most significant opportunities for efficiency improvements lie in addressing high vehicle maintenance and non-vehicle operations costs within these underperforming transit divisions.
Recommendations related to Transit Performance Metrics
The MTA should explore practices in Chicago to identify new initiatives for improving subway labor productivity.
The MTA should prioritize efficiency improvements for the two large bus systems, as they are inefficient compared to other large U.S. bus systems and comprise a major portion of operating expenses.
The MTA should address high vehicle maintenance and non-vehicle operations costs, which are the most troublesome functions in both the bus and commuter rail units.
The MTA should utilize comparative unit cost and labor productivity measures to identify priorities for ongoing efforts to control costs.
Key Data
$8 Billion
— Total 2009 operating expenses for the five largest MTA passenger transport divisions.
41%
— Portion of total MTA operating expenses accounted for by subways in 2009.
$1.40
— Cost per passenger trip for the New York City subway, the lowest among the ten largest U.S. heavy rail systems.
7.8
— Average miles per hour for New York City Buses, one of only three systems operating at less than ten miles per hour.
$0.57
— Cost per passenger mile for the LIRR, the highest among the ten largest commuter rail systems.
The Metropolitan Transportation Authority frequently experiences significant delays and cost overruns in its capital projects, yet it lacks a transparent and consistent system to track and report on project progress. To ensure accountability, the agency must modernize its management information system to provide the public with clear, updated data on project milestones, budgets, and status.
Recommendations related to Transit Performance Metrics
The MTA should commit to an improved management information system for tracking capital projects and to greater transparency in informing the public about the status of its capital projects.
The MTA should improve its capacity to manage mega-projects and improvements in signaling and communications systems.
The next five-year plan should be based on a realistic assessment of what can be accomplished.
Key Data
$18.6 billion
— Total cost of 798 capital projects scheduled by the MTA for work in the three-year period from January 2005 to December 2007.
$28.1 billion
— Total commitments proposed for the 2010-2014 MTA capital plan.
90 percent
— Cost increase of the Fulton Street Transit Center above the initial estimate.
24 percent
— Cost increase of the South Ferry Terminal above the initial estimate.
35 percent
— Cost increase for the Automatic Train Supervision project.
51 percent
— Cost increase for computer based train control on the Canarsie Line.
New York City's performance management framework often prioritizes output-based metrics over outcome-based ones, failing to adequately capture citizen-centric data like transit wait times or road smoothness. To improve accountability and service quality, the city should align its budget with program performance, adopt comparative benchmarking, and expand the use of public perception surveys.
Recommendations related to Transit Performance Metrics
Connect money and performance in the budget – the budget should be reorganized to better track programs and program performance.
Focus on efficiency measurement – measuring and reporting unit costs should be a high priority in every service area.
Improve outcome measurement and reporting – leaders should push to develop and track desired results for every service area.
Develop and present comparative performance measures – New Yorkers should be able to compare the caliber of their services to those provided by other competitor cities.
Expand the use of citizen-derived outcome measures – public perception of City services should not just be measured by complaints but also by satisfaction survey measures.
Key Data
$257
— Refuse cost per ton in 2002, as reported by the Department of Sanitation.
4
— Number of efficiency indicators NYC reports out of 42 total indicators published by the ICMA.
140
— Number of outcome indicators NYC reports for 41 agencies.
73.0%
— Percentage of streets maintained with a pavement rating of good in New York City.
16.8%
— Curbside and containerized recycling diversion rate in New York City.
14 seconds
— Average wait time for 3-1-1 calls in fiscal year 2006.
New York's transportation system, while extensive, faces significant challenges in operating efficiency and service quality compared to international peers, with high costs per passenger and a substantial backlog of maintenance needs. To remain competitive, the city must address these inefficiencies, accelerate repairs to existing infrastructure, and strategically evaluate the necessity of new capacity projects.
Recommendations related to Transit Performance Metrics
New York’s leaders should address three key issues: how to improve transit system efficiency and ridership, how rapidly to achieve a state of good repair for the existing infrastructure, and 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.
The initiative could be made even more effective if employers were encouraged to cooperate by facilitating flexible working hours.
Modern signaling and train control systems are capable of reducing safe headways, which could increase the number of rush hour trains.
Key Data
$20.4 billion
— Estimated funding needed to achieve and maintain a state of good repair for facilities operated by the Transit Authority.
$12.2 billion
— Estimated funding needed for New York City highways and related facilities over the ten-year period spanning fiscal years 1998 to 2007.
$81
— Per capita annual investment in rail transit in New York.
8 percent
— Increase in ridership in 1998 compared to an annual average increase of just over 1 percent during the 1992-1997 years.
30 to 40
— Potential increase in the number of rush hour trains on New York City’s busiest subway lines if modern signaling and train control systems are achieved.
80 percent
— Difference in subway trips between the 1946 peak of over 2.0 billion and the 1.1 billion trips in 1998.
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