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Metropolitan Transportation AuthorityPresentation to
2018 J.P. Morgan Public Finance Transportation & Utility Conference
April 18, 2018*
*This presentation is subject to the disclaimers on the following page and will be removed from the MTA Investor website on April 30, 2018
Disclaimer
• The information contained in this Investor Presentation has been prepared by MTA to provide, for the convenience of persons and entities which may in the future consider investing in MTA's bonds, a brief overview of MTA, its operations and capital programs and its currently outstanding credits. It is not intended to and should not be used as a basis for making any investment decisions. Any decision to invest in bonds issued under any of MTA's multiple credits should be made only on the basis of a review of the preliminary official statement and final official statement or other disclosure materials for the related bonds, which should be read in their entirety.
• Many statements contained in this Investor Presentation are forward‐looking statements rather than historical facts. Such statements are based on assumptions made by and information currently available to MTA. Because the forward‐looking statements are based on expectations about future events and economic performance, actual results may differ materially from those projected. The words "estimate", "projection", "plan", "forecast" or similar words are intended to identify such forward‐looking statements.
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Who We Are, What We DoMTA’s essential transportation network in NYC Metro Area
• MTA is the primary mass transportation provider in the New York City metropolitan area, covering over 5,000 square miles and serving a population of over 15.3 million
• MTA’s Network includes:• New York City Transit• Manhattan and Bronx Surface Transit
Operating Authority (MaBSTOA) • MTA Bus Company• Staten Island Railway• Long Island Rail Road• Metro‐North Railroad• Bridges and Tunnels
• MTA serves the five boroughs of NYC and seven New York suburban counties, and provides service in northern NJ and southern CT
• System Facts:• 2.7 billion annual ridership• 8.6 million average weekday paid rides• 2,952 bus route miles• 2,080 subway and commuter rail track miles• 741 stations (472 subway, 21 Staten Island, 124
LIRR, 124 Metro‐North)• 7 bridges• 2 tunnels
2
Essentiality ‐ Positive Impact for Metropolitan AreaMTA’s services are essential for the region providing critical access to work and education
• MTA operates the largest transit network in the United States and serves over one‐third of the nation’s transit riders
• Serves 4.3x more passengers than next largest U.S. system (Chicago)
• MTA’s transportation network is the backbone of NY Metro Area $1.6 trillion economy
• In 2016, MTA New York City Transit subways carried 82% of all rail passengers entering and leaving the Manhattan Central Business District each day
• Superstorm Sandy demonstrated the MTA network is critical to keeping the NYC region functioning
• Vital connection for employees and employers• MTA’s network makes the region an attractive place to live by connecting residents with an
enormous number of potential employers• Makes the region an attractive place to do business by connecting employers with a large labor pool• Low cost transport and flat fares allow equitable access to NYC’s employment centers
• Provides access to numerous schools, colleges, and universities across the region, making education accessible and more affordable
3Sources: MTA; NYMTC Hub Bound Travel Data; US Bureau of Economic Analysis
• MTA has implemented energy efficiency projects in its facilities and along the right‐of‐way, and continues to identify new projects – examples include:
• Fulton Center (first subway station to receive LEED rating ‐ LEED Silver); Mother Clara Hale bus depot in Harlem (LEED Gold); Corona Maintenance Shop in Queens; Metro‐North Railroad’s office building at 525 North Broadway in North White Plains
• Installing sustainable, recycled, composite track ties in track projects
• Purchasing new subway cars and buses that are more energy efficient
• Employing commuter rail cars equipped with regenerative braking
• Harmon Shop project – reducing energy consumption with insulated roof and increased natural lighting
• LIRR train washing facility reusing more than 70% of its water
• B&T facilities using alternative fuels, LED lights, green cleaning agents
• Focus on climate change and climate adaptation and resiliency• MTA‐Wide Climate Adaptation Task Force (report published April 2017)• Resiliency and adaption projects underway:
• Increasing pumping capacity; installing floodwalls; installing submersible drainage pumps; corrosion‐resistant duct banks and cabling
• Hardening substations and fan plants; elevating critical equipment; installing water‐resistant flood doors and barriers
4
Sustainable MTAMTA’s sustainability initiatives and successes
• Carbon Emission Avoidance• Each year, MTA’s network helps avoid net ~17 million metric tons (MMT) of Greenhouse Gas (GHG) emissions, while emitting only ~2 MMT of GHG emissions
• An average MTA trip saves about 10.5 pounds of GHG emissions
• Every week, use of the MTA network removes approximately 45,000 cars from Central Business District
• MTA’s network outperforms single occupancy vehicles, even including indirect emissions
Sources: MTA; National Transit Database
Transit Avoided Carbon MTA’s transportation network benefits the environment
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• Management and governance structure, policies and procedures have supported stable financial operations through stress scenarios
• Early 1990’s and 2000’s recessions• September 11 Terrorist Attack• Global Financial Crisis of 2008• Superstorm Sandy and other weather‐related events• Labor Actions (e.g. TWU Local 100 strike, December 2005)
• Liquidity and conservative fiscal approach protect financial operations• General reserve funded annually equal to 1% of cash budget• $350 million JP Morgan line of credit for O&M (untapped, available)• Insurance provides business interruption coverage
• On‐going and innovative initiatives enhance MTA’s fiscal stability and flexibility• Cost cutting/efficiency improvements• Fuel hedging for budget stability• Independent, disciplined and transparent fare and toll increases• Supplemental capital markets reinsurance program through MetroCat Re Ltd (catastrophe bonds)
30+ Year Record of Fiscal Stability and System Resiliency Sound financial operations and management initiatives successfully mitigate stress events and downturns
6
MTA 2018 Adopted BudgetWhere the dollars come from…where the dollars go
7
Farebox Revenue$6,277 40%
Toll Revenue$1,923 12%
Other Revenue$673 4%
Dedicated Taxes$5,377 34%
State & Local Subsidies$1,224 8%
BTL Adjustments for Subsidies
$319 2%
Revenues by Source$15,793
Payroll$5,285 32%
Overtime$794 5%
Health & Welfare$1,983 12%
Pension$1,340 8%
Other Labor$462 3%
Non‐Labor$3,603 22%
Debt Service$2,573 16%
Expenses by Category$16,040
Notes:1) Totals may not add due to rounding2) Operating expenses with debt service excludes non‐cash liability adjustments for depreciation, OPEB obligation, and environmental remediation; MTA Capital
Construction is not included as its budget contains reimbursable expenses only3) In the Expenses by Category chart, the below‐the‐line adjustments (‐$257 million) are reductions to non‐labor expenses, which reduce the category of Non‐Labor
from $3,860 million to $3,603 million. These adjustments are below‐the‐line because they are not yet allocated to Agencies
$ in millions
8
($ in millions) 2016 Actual 2017 Final Estimate
2018Adopted Budget
Projected 2019
Projected2020
Projected 2021
Operating Revenue:
Fares, Tolls and Other Revenues 8,608 8,744 8,873 8,930 9,011 9,026Dedicated Taxes and State/Local Subsidies 6,666 6,469 6,601 6,817 6,983 7,206
Total Operating Revenue 15,274 15,213 15,474 15,747 15,994 16,232Expenses:
Labor Expenses 9,238 9,441 9,864 10,262 10,620 10,981Non‐Labor and Other Expenses 3,168 3,467 3,651 3,594 3,723 3,860Expense Adjustments (including General Reserve) 47 52 209 215 227 233Debt Service (excludes Service Contract Bonds) 2,459 2,507 2,573 2,785 2,995 3,162
Total Operating Expenses with Debt Service 14,912 15,467 16,297 16,857 17,565 18,235
Net Surplus/Deficit After Subsidies and Debt Service 362 (254) (822) (1,110) (1,571) (2,003)
Conversion to Cash Basis (594) 80 138 196 63 (21)
Cash Balance Before Prior Year Carryover (232) (174) (685) (915) (1,508) (2,024)
Adjustments 0 45 576 910 1,101 1,422Prior‐year Carryover 480 248 118 9 4 0Net Cash Balance 248 118 9 4 (403) (602)
Notes:1) Total operating expenses with debt service excludes non‐cash liability adjustments for depreciation, OPEB obligation, and environmental remediation2) Adjustments are below‐the‐line adjustments affecting revenue and expense totals that have not yet been allocated to Agencies3) Numbers may not total due to rounding
Adopted Budget and February Financial PlanSummary of MTA Consolidated Statement of Operations by Category
$0
$500
$1,000
$1,500
$2,000
$2,500
2017 November Plan
2016 November Plan
2015 November Plan
2014 November Plan
2013 November Plan
2012 November Plan
Achieved Savings
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Aggressive Savings TargetsAnnually recurring savings targets are added in Financial Plans
$ in billions
• Effective January 16, 2017, MTA New York City Transit and MaBSTOA entered into a 28‐month labor contract agreement extension with TWU Local 100
• This agreement, which has been ratified by the TWU membership and approved by the MTA Board, has an expiration date of May 15, 2019
• Additional costs from agreement already incorporated into Adopted Budget and Financial Plan• Other smaller unions traditionally follow the TWU pattern
• LIRR settled with all of its unions, following TWU pattern
• MNR has settled with six of its unions; negotiations ongoing with remainder• Financial Plan included projected wage base consistent with LIRR’s pattern
10
Labor and PensionsMaking strides in labor agreements and improving funding ratios for MTA’s sponsored pension plans
• Funding Ratios for MTA Sponsored Pension Plans (as of January 1, 2017)• MTA Defined Benefit Pension Plan – 71.8%• MaBSTOA Pension Plan – 72.3%• LIRR Additional Pension Plan – 50.9%
• Secure full funding for the Subway Action Plan• Secure new sustainable funding for operations and capital• Implement biennial fare and toll increases of approximately 4% in 2019 and 2021• Achieve cost reduction targets• Enhance customer experience and fund continued investments in maintenance and operations
• Respond to general economic conditions (e.g. declining real estate revenues)• Respond to potentially higher interest rates than forecasted
11
Adopted Budget and February Financial PlanChallenges going forward
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$15.3$16.7 $17.1
$23.7 $24.1
$32.5
$0
$5
$10
$15
$20
$25
$30
$35
1982‐1991 1992‐1999 2000‐2004 2005‐2009 2010‐2014 2015‐2019
Total Per Capital Program$ in billions
Note:The 2010 – 2014 Capital Program funding level does not include approximately $7.9 billion for projects related to Superstorm Sandy (federal funding)
Commitment to Capital InvestmentOver $125 billion invested in MTA transportation network since 1982
• Since 1982, MTA focuses capital investment to stabilize, renew, enhance, and expand the system
• 20‐Year Needs Assessment defines MTA’s long term goals and objectives to:
• Preserve and maintain the system in a state of good repair
• Provide for the region’s future travel needs based on projected economic and demographic growth and changes
• Establishes the foundation for MTA’s near term, 5‐year capital programs
• Every five years, capital programs prioritize projects identified in the 20‐Year Needs assessment
• Program is first approved by the MTA Board• Capital programs are then submitted by October 1 to
the Capital Program Review Board (CPRB) for approval or rejection, in accordance with NY PAL §§ 1269‐B and 1259‐C
Strategic Capital Program Planning and Execution20‐Year needs assessment provides long‐term planning; 5‐year capital programs prioritize projects
20‐Year Needs Priority Areas(Assessment published October 2013)
• Prevent capacity and reliability backslide, maintain State of Good Repair/Normal Replacement
• Complete projects addressing longstanding problems
• Possible strategies to address current trends and support future growth:• Overcome subway capacity obstacles• Optimize the transit, commuter rail, and bus network
• Create a “21st Century” transit system• Develop a “resilient” MTA network
13
2015‐2019 Approved Capital ProgramRenew, enhance, expand
14
Renew$22.7
Enhance$2.7
Expand$7.1
Building Blocks of the2015‐2019 Capital Program
$ in billions
• Renew: MTA’s 1st priority is to protect the safety, reliability, and quality of existing service
• Replace trains, buses, subway cars and renew track, signals, yards, depots, bridges, and stations
• Enhance: Service improvements to make daily customer experience better
• Improvements such as Help Points, ADA accessibility, and next train arrival information
• Expand: Increasing the reach of the MTA Transportation Network and access to the system
• Projects such as Second Avenue Subway helps ease crowding, accommodate and create growth, and deliver more extensive and resilient service
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• Complete the installation of Positive Train ControlCongressionally mandated safety initiative for Commuter Railroads
• Expand Select Bus ServiceImprove reliability and speed along routes, designed to work with other MTA assets and in conjunction with NYC Department of Transportation
• Introduce new “contactless” tap‐and‐go fare payment technologyWill work with smartphones and across MTA’s entire network; allow customers to use single smart card or smartphone across allmodes; reduce labor costs and improve loading times (vendor contract awarded in 2017)
• Design and begin construction on Phase 2 of the Second Avenue SubwayEase congestion and improve mobility on Manhattan’s East Side
• Begin Penn AccessProvide a new Metro‐North Railroad (New Haven Line) link directly into Penn Station, providing system resiliency via a west side alternative terminus for more than 275,000 daily customers
• Complete the LIRR Double Track projectImprove service and reliability by adding a second track to the LIRR’s Ronkonkoma Branch (approximately 11 miles)
• Improve communications to customersProvide real‐time train information by completing the installation of Help Points in each of the subway stations
• Open Road TollingFully implemented on all Bridges and Tunnels facilities as of September 2017
Major Capital Program Investment ObjectivesRenew, Enhance, Expand
Funding Sources
Program Funding Plan ($ mm) % of Total
Federal Formula, Flexible and Misc $6,956 21.4%
Federal Core Capacity 100 0.3%
Federal New Starts 500 1.5%
MTA Bonds 7,558 23.3%
Pay‐as‐you‐go Capital (PAYGO) 2,270 7.0%
State of New York 8,466 26.1%
City of New York 2,492 7.7%
Asset Sales/Leases 600 1.8%
Other MTA Sources 575 1.8%
Total 2015‐2019 CPRB Program $29,517 90.9%
Bridges and Tunnels Bonds ($2.36 b) & PAYGO ($574 m) 2,940 9.1%
Total Capital Program $32,457 100%
Funding by Agency
Program Elements ($ mm) % of Total
Core Capital Program
New York City Transit $16,315 50.3%
Long Island Rail Road 2,956 9.1%
Metro‐North Railroad 2,414 7.4%
MTA Bus 376 1.2%
MTA Interagency 321 1.0%
Core Subtotal $22,382 69.0%
Network Expansion Projects(Second Ave Subway, East Side Access) 7,135 22.0%
Total 2015‐2019 CPRB Program $29,517 90.9%
Bridges and Tunnels 2,940 9.1%
Total Capital Program $32,457 100%
16
Notes: 1) MTA Capital Program 2015‐2019, approved by the MTA Board on May 24, 2017 and the CPRB on July 31, 20172) Numbers may not total due to rounding
2015 – 2019 Approved Capital ProgramRenew, Enhance, Expand
Transportation Revenue$23,001 61.8%
Dedicated Tax Fund$5,371 14.4%
TBTA General$7,529 20.2%
TBTA Sub$1,347 3.6%
Debt by Credit
Notes:1) Debt Outstanding reflects the $146.5 million draw dated 9/20/2016 on the Railroad Rehabilitation and Improvement Financing Program loan (RRIF Loan)/TRB Series 2015X2) Debt by Credit chart incorporates BANs into their respective credits3) Term Rate bonds have a fixed rate for a defined period (until the mandatory tender date) and do not have a fixed rate for the entire life of the bonds4) Excludes $34.5 million State Service Contract Bonds, $277.7 million Special Obligation Bonds, and $1.057 billion Hudson Rail Yards Trust Obligations5) Numbers may not total due to rounding
(1)
17
MTA Debt Overview$37.2 billion – Debt Outstanding on Core Credits (as of 4/14/2018)
Fixed Rate$30,201 81.1%
Synthetic Fixed Rate$2,297 6.2%
Variable Rate$2,268 6.1%
Bond Anticipation Notes (BANs)
$1,500 4.0%
Term Rate$981 2.6%
Debt by Type
$ in millions
-
250
500
750
1,000
1,250
1,500
1,750
2,000
2,250
2,500
2,750
3,000
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
2056
2057
$ Millions
TRB DTF TBTA Sen TBTA Sub
Debt Service on Outstanding Bonds by CreditStated Debt Service as of 4/14/2018
18
Notes:1) Does not reflect Non‐Pledged Revenues (such as concession revenue at Penn Station and Grand Central Terminal)2) Based on MTA 2018 Adopted Budget and February Financial Plan 2018 – 20213) Totals may not add due to rounding
Transportation Revenue Bond Flow of FundsFlow of funds provides robust debt service coverage
Pledged Revenues$13,197
TRB BudgetedDebt Service($1,522)
MTA Transportation Revenue Credit – 2018 Adopted Budget ($ in Millions)
Available for Operating Expenses
Gross Transit and Commuter
Operating Revenue
$6,607
TBTA Surplus
$636
DTF Excess
$238
State and Local Operating Subsidies (including for MTA
Bus)$874
MMTOA ReceiptsExcess
$1,686
Other (including Station
Maintenance Funds)
$531
Real Estate Taxes (Urban and MRT
Excess)
$552
Payroll Mobility Tax and Aid Trust
Account Receipts
$2,074
19
8.7x Debt Service CoverageGross Pledge Lien
• Transportation Revenue Bonds• Strengths include MTA as dominant regional mass transit provider, overall sound financial management,
diversified revenue base, and gross revenue pledge
• Dedicated Tax Fund Bonds• Strengths include diverse mix of dedicated taxes levied either statewide or in the MTA district, long record of state
support, and ample coverage
• TBTA General and Subordinate Resolution Bonds• Strengths include TBTA facilities providing critical transportation links for the region, strong historical financial
performance and solid debt service coverage levels
Notes:*On March 12, 2018, S&P downgraded MTA’s Transportation Revenue Bonds from AA‐ to A+ with a negative outlook under its Mass Transit Enterprise Ratings criteria**NAF = Not applied for
Credit Moody’s S&P Fitch KBRA
Transportation Revenue A1Stable
A+Negative*
AA-Stable
AA+
Dedicated Tax Fund NAF** AAStable
AAStable
NAF**
TBTA – General Resolution Aa3Stable
AA-Stable
AA-Stable
AAStable
TBTA – Subordinate Resolution A1Stable
A+Stable
A+Stable
AA-Stable
20
MTA and TBTA Credit RatingsStrong ratings reflect core mission and financial discipline
21
• BAN Program• BAN transactions typically ranging from $500 million to $1 billion in size• Sold via competitive method of sale • Minimum bid size of $25 million, with increments of $5 million, to facilitate wider participation• Bids awarded based on lowest true interest cost• Low cost short‐term financing• Better able to match assets and related debt liability once bonds are issued
• Green Bonds (Climate Bond Certified)• MTA’s inaugural 2016 issuance of green bonds was first Climate Bond Certification in the U.S.• Certified under the Climate Bonds Initiative’s (CBI) Climate Bonds Standards using the Low Carbon Transport
criteria• The Low Carbon Transport criteria establishes the transportation projects that are applicable for certification;
projects are determined eligible if they are compatible with an emission trajectory that limits global temperature rise to 2○C
• $11.3 billion of projects identified from the 2010‐2014 Capital Program that conform to the CBI’s Low Carbon Transport criteria; value level against which bonds are issued
• $4 billion in MTA TRB and DTF green bonds issued in 2017; total issued thus far $5.4 billion
Financing ApproachesUtilizing BANs for ability to match assets and debt liability; green bonds to expand and diversify investor base
2018 Financing Quarterly Calendar*($ in millions)
22
Purpose Q1 Q2 Q3 Q4 Total
New Money and BAN Takeout(1)
$1,324 ‐ $600 $676 $2,600
Remarketing(2) 413 190 1,012 752 2,367
Refunding(3) ‐ ‐ 574 ‐ 574
Total $1,737 $190 $2,186 $1,428 $5,541
*All information in the 2018 Financing Quarterly Calendar is preliminary and subject to change
Notes:1) Bond issuance for approved Capital Programs, including the 2015‐2019 Capital Program; new money obligations may be issued as bonds or BANs2) FRNs and VRDBs with mandatory put dates or liquidity facility expiration dates in 20183) Fixed rate TRB and TBTA bonds callable in November 2018
MTA Investor ContactAvailable as a direct resource for any questions
For more information:
Investor Contact:Marcia Tannian
Deputy Director, Finance(212) 878‐7278
Connect: http://web.mta.info/mta/investor/https://twitter.com/MTABonds
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