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INSIDE THIS ISSUE…

They Saw Red Read about the proactive steps some employees took to keep coworkers safe. Details on page 2.

On the WILD Side We’re taking yet another step to combat the impact of “slip‑slide” on our service and equip‑ment. See story on page 3.

Taking the Final Lap The M8s are being tested down the home stretch and our New Haven Line customers can’t wait! Read about them on page 4 – 5.

October 2010The News Publication for MTA Metro-North Railroad Employees

Customers now can receive personalized service at our new Customer Service Center Window in the heart of Grand Central Terminal! Opened since early September, this new outlet reinforces our reputation for excellent customer service. See story below.

Our new Customer Service Center (CSC) opened September 7th across from

Window 27 on the Main Concourse in the heart of Grand Central Terminal, giving our customers an easy and convenient outlet at which to stop and make inquiries or resolve issues!

(You might remember the new Custom-er Service Window — at the foot of Vander-bilt Hall ramp — was previously the home of the “I Love NY” folks.)

“In relocating the CSC to Grand Central — putting customer assistance literally within arm’s reach of our commuters — we continue to elevate our reputation for excellent customer service,” Senior Director – Customer Service and Stations Susan Doering says.

“While our customer representatives expertly field a lot of inquiries, having the CSC located in the Graybar Building and temporar-ily in 345 Madison was less than convenient

for customers with limited time before or after their commutes,” Doering adds.

(The CSC was located in the Graybar Building for about a decade and then had temporary digs at 345 Madison Ave. for the past six months or so.)

At the Customer Service Window, a staff member is ready to assist seven days a week, from 8:30 AM – 5 PM. During the weekdays, if customers’ queries or issues require more time or research, they’ll “step inside” to speak with a Customer Service Representative, Monday through Friday, 8:30 AM – 5 PM.

How many customers require some type of assistance? You might be interested to know that the CSC receives more than 5,000 customer contacts a month — most via the email option on our website.

While almost all inquiries can be handled from afar, many customers prefer to speak to someone personally, according to Manager-Customer Relations Ted Bowen.

“The CSC is the ‘face’ of Metro-North in terms of fielding issues about which customers may need, or want, more explanation,” he explains. “For example, when there is a service delay, they can come by for a simple, but detailed, explanation of why the delay occurred.

“So, too, when there are service cuts or fare increases, customers can interact with someone in person. This goes a long way in diffusing any misunderstandings or misper-ceptions and retaining customer loyalty,” Bowen notes.

With the opening of the CSC, customers will have a number of locations at which to stop for help — we will still have available the Information Booth where agents are equipped with train schedules and information, the uniformed Customer Service Representatives who roam the Terminal ready to dispense directions and help, and the Station Master’s Office which boasts a waiting area as well as schedules and brochures and other helpful employees, Acting Director-Customer Service Tom Mitchell says.

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continued on page 6Read us at home at www.yourmnr.org

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What the other members of our MTA family are up to.

Rail News

2 3Creation of the MTA Business Service Center The MTA Business Service Center (BSC), which goes live January 1, 2011, is a new shared services operation that will consolidate and redesign key back office administrative processes that are currently stand-alone operations in Human Resources, Financial Services, and Information Technology at the MTA and its agencies.

The BSC was formed in 2009, after several studies authorized by MTA senior management and the MTA Board. Over the past year, a project team consisting of representatives from all MTA agencies and consultant partners has assembled and begun working toward the BSC “go live” date of January 1, 2011.

The BSC will help the MTA achieve greater efficiency, transparency, and cost effectiveness on an agency-wide scale.

Creation of the BSC is a significant step toward a unified enterprise that will have a far reaching impact on MTA’s customers, operating agencies, employ-ees and business partners.

The BSC is located at 333 W. 34 St. (between 8th and 9th Aves.); telephone is 646-376-0123.

The services being rendered by the BSC include:• Human Resources (Benefits, HR

Administration, Hiring and Employment, Pension, Training Administration, and some Compensation functions)

• Finance (Accounts Payable, Fixed Asset Accounting, General Accounting, and Payroll)

• IT Services (BSC/ERP Infrastructure, PeopleSoft Support)

• Customer Management Center (Cus-tomer service for Finance, Human Resources, and IT/PeopleSoft)

• Business Operations (Agency Liaison, Performance Management, and Communications)More information will be forthcoming

about changes over the coming months in Weekly News and On Track as well as on our websites.

Click on the “Business Service Center News” link on our intranet at http://www.mnr.org/, or extranet at www.yourmnr.org. And stay tuned.

Ale

rt!Back in June 2008, a few observant individuals

saw something that made them “see red!” There was a spike in stop signal violations (when a

train goes through a red sign), raising an early warning " ag for Operating Rules Director Bill Parsons, and Human Resources’ Vice President Greg Bradley. Director – Operating Rules – Operations Services Andrew Favilla and Assistant Chief Training Officer – Operations Larry Bova, were charged with raising employee awareness.

Bova says, “It was definitely unusual in comparison to previous years. We wanted to nip this in the bud.”

The two immediately began looking at different railroads and their experiences in combating this problem. “We decided the best approach was to remind our employees of the rules,” Favilla notes. “And to make sure our message was communicated to all employees who work along our right-of-way, we developed the Red Alert campaign with members of Operations Services, Safety, Labor Relations, and representatives of ACRE.”

“It was a true collaboration, and it resulted in what we believe is a very effective means of getting our message out to the workforce,” Bova adds.

“We now produce a series of posters and handouts, distributed on a regular basis in all terminals, to remind our operating employees that remaining alert prevents injuries and catastrophic accidents.”

“This is not just about running red signals,” Favilla explains. “We remind them that cell phone use is prohibited, to remain aware of track work along the right-of-way, proper door procedures… the list goes on. It’s really a situational awareness program.”

Sometimes the “communiqués” are “ripped” from recent headlines. One very effective “Red Alert” focused on a 31-year M of W veteran on BNSF territory in Minnesota walking out from behind his inspection train and into the path of another train to his death. The reason: he was using his cell phone. Other “Red Alerts” issued have focused on the cause of the MertroLink collision in Los Angeles and the MBTA collision in Chicago.

“We try to let you know that a momen-tary distraction can cause a major incident, so it is important to remain alert at all times, for your sake, our customer and our coworkers,” Favilla says.

“And one of the most effective ways to do this is by illustrating what happens when a colleague in the industry doesn’t,” Bova adds.

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In our never-ending quest to combat the negative effects of “slip-slide” on our fleet, we rolled out recently a new Wheel Impact Load Detection (WILD) system, which senses flat spots on wheels.

Flat spots on wheels resemble what the surface of an object, such as an apple, looks like after it has been run across a grater. According to Chief Mechanical Officer John Kesich, when flat spots become severe enough, they can cause wheels to break, damage rail, give a poor ride quality, and create unnecessary noise. Flat spots, in other words, can cause problems for equipment, customer and communities!

It is during the “slip-slide” period — peaking in November — when fallen leaves on our rail become crushed, turning into a slimy substance, and causing a train’s wheels to “lock” during braking, that flat spots are most prevalent.

(A prime example of how flat spots are detrimental for our fleet was in 2006 when one-third of our Hudson & Harlem lines cars were taken out of service due to flat spots.)

“We conducted a WILD pilot program in 2007, realizing very good results — we significantly reduced the number of flat spots

operating in service and had a much quieter season,” Kesich says.

With the good findings in hand, we proceeded to install a permanent system last summer, and completed acceptance testing this spring, on all four tracks of our Park Avenue Tunnel where our Hudson, Harlem and New Haven lines converge on the way into or out of Grand Central Terminal.

The WILD system uses sensors applied to the steel rails to measure and transmit the amount of pressure a passing wheel exerts on the rail to electronic boxes mounted alongside the tracks which then send the data back to a dedicated computer server.

“We receive real-time data within five minutes of a train’s passage, and it contains the train number, car number, date, time and direction of travel, plus wheel pressures for each wheel.” Kesich explains.

Once the pressure exerted by a wheel reaches a certain level, we know it is time to true or grind the wheel back to a smooth roundness. This preserves the equipment, the track and customers’ ride.

(What actually happens is the train car is taken out of service, the defective wheel

is trued — about 1/4 inch of the wheel’s radius is taken off and the car is back in service the next day.)

And for you trivia folks... wheels on average get one flat spot a year, and each wheel can be trued five times.

“Because this Wheel Detection method lengthens the lifespan of our 4,200 wheel sets (or 8,400 wheels), we plan to reduce wheel maintenance costs in the future.” Kesich notes. “There are no additional labor costs associated with this system, but there are exceptional advantages.”

With such a quiet ride, customers may be able to hear the leaves fall!

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(Above) The Wheel Impact Load Detection (WILD) system was tested on our Park Avenue Viaduct — now it’s in the Park Avenue Tunnel; (below, right) flat spots can require taking a train car out of service.

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4 4 5

TheFinal Lap...

We’re reaching the final lap of the extensive testing being conducted on the four pairs of M8 pilot cars (test cars) currently on property!

Meanwhile, we also have four pairs of production cars (cars that go into revenue service) in New Haven, and at press time, an additional two pairs of M8 production cars are due into Baltimore Harbor.

Sebastian TooveyPatrick CashinPatrick Cashin

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(Left) New M8 cars sit in Grand Central ready for a white glove inspection; (below) MTA Chairman & CEO Jay H. Walder (left), Metro-North President Howard Permut (center) and members of the Metro-North/LIRR Committees get an M8 briefing from Acting Senior Director-Capital Programs Tim McCarthy (right).

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4 5 5expected to be completed in early December.Dynamic testing is when we actually

operate the M8s, first in single pairs, then in multiple configurations, along the New Haven Line during nighttime hours.

During this phase just about everything — acceleration, braking, clearance, signal interference, wheel climb on tracks, etc. — is put through the proverbial wringer as they log 4,000 miles of run time.

(You might remember our previous story about the M8s, which had just started static testing where they went through nearly a month-long battery of tests without moving an inch!)

“We conduct dynamic testing along as much of the New Haven Line as possible to ensure the cars will provide customers with an excellent ride,” Project Manager David Dykstra notes.

So far, findings show that the propulsion system required some minor adjustment; we’ve also discovered a few minor issues with cab signal changes, but that’s a good thing because Kawasaki — manufacturer of the train cars and official M8 testers — can correct the issues before they start producing the “real” M8s.

The arrival of these production cars signals a huge milestone in bringing those sparkling red beauties into New Haven Line service!

Meanwhile, the eight M8 pilot cars, which have been undergoing extensive tests since early this year, are sprinting toward their final phase of dynamic testing and, we must say, things are going very well!

These pilot cars have been moving smooth-ly through their final-stage tests which are

As for the production pair that arrived in August, it will undergo a shorter period of static and dynamic testing — about 1,000 miles — from late-November through mid-December.

And if all goes well, as we expect it to, this pair of M8 production cars will be the first to go into service!

“We expect that sometime in December, all testing of the eight pilot and eight production cars should be complete — at that point we’ll sign off on the cars (it’s called acceptance of the cars), and Kawasaki will start rolling off the M8s in earnest — we actually anticipate having M8s in service around the New Year!” Dykstra enthuses.

Right now, plans call for 6 to 7 additional pairs in January/February, followed by a short production hiatus during which time Kawasaki will work on retrofitting the four pairs of pilot cars that we conducted all those tests on.

If all goes according to schedule, we hope to have all 300 M8s wending their way along our New Haven Line territory by the second quarter of 2013!

It has been a long road travelled by us, our partner, the Connecticut Department of Transportation (ConnDOT), and our New Haven Line customers who have waited patiently for their turn at the equipment pot of gold! n

Sebastian Toovey Sebastian Toovey

(Left) New M8 cars sit in Grand Central ready for a white glove inspection; (below) MTA Chairman & CEO Jay H. Walder (left), Metro-North President Howard Permut (center) and members of the Metro-North/LIRR Committees get an M8 briefing from Acting Senior Director-Capital Programs Tim McCarthy (right).

(L.-r.) The M8s boast spacious rest rooms; there are ADA-compliant areas for disabled customers; high-back seating high lights the M8s; and the high-tech engineer’s cab.

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For Your Benefit...

For additional information you may contact: • Employee Benefits Department .......................................... 212-340-2217 • P&A Group ........................................................................800-688-2611

or online at .................................................................. www.padmin.com

As many of you have already heard, the Federal Government’s new Patient Protection and Affordable Care Act (“PPACA”) now allows Metro-North employ-ees to cover adult children under their health plan until the age of 26. Many employees have called the Benefits Department seeking clarification of this new law. Your most frequently asked questions have been:

Q. When will this act go into effect?

A. This act will go into effect for all Metro-North Railroad employees on January 1, 2011.

Q. I read in the newspaper that this law goes into effect on September 23, why do we have to wait until January 1?

A. The federal law provisions require plans to cover dependents up to age 26 as of September 23, 2010 or the next plan renewal date, whichever is later. Since our plan renews yearly in January, the effective date will be January 1, 2011.

Q. What are the eligibility requirements?

A. Your adult child can enroll or remain on your health plan whether or not they are: married, living with you, in school, and financially dependent on you until the age of 26.

Q. Is my adult child eligible for dental and vision coverage.

A. Unfortunately, the new act does not apply to dental and vision coverage.

Q. My adult child works and has coverage through their employer. Can I enroll him or her on to my coverage?

A. If your adult child is eligible for, or is enrolled in his or her employer health plan, he or she is not eligible for coverage under your plan.

Q. How will I be notified of my adult child’s enrollment rights?

A. You will be notified in writing and you will be provided with at least 30 days to enroll an eligible adult child. We anticipate that the enrollment period will begin on or after November 1st. Please check our website for more information. (www.yourmnr.org).

This FAQ is meant merely to summarize the new law and to provide you with a better understanding. You will be provided with more information closer to the enrollment period.

It doesn’t stop there... “When customers can’t stop by, they can call our Customer Information Center seven days a week from 6 AM – 10 PM at 212-532-4900 to speak with a CIC staff member — at other times, calls will be handled by our new IVR (interac-tive voice response) system so information is available 24/7,” he adds.

(Our CIC handles a whopping 4,000 calls per day!)

Oh, and did we mention our website at www.mta.info/mnr, which is loaded with information?

Suffice to say, with the relocation of the CSC we are raising the bar on what customer service is all about!

Ebony Owens

(Above, left) The new Customer Service window is open for business; the CSC staff (front l.-r.) Chamelle Wilson-Phillips, Raymond Hess, Rachel Murphy; (back l.-r.) Ted Bowen, Michael Giliof.

The first of Metro-North’s “Harvesting Our Diversity” event was held in Grand Central Terminal in early October and was a resounding success! Employees stopped by to enjoy some music, memo rabilia, and munchies that showed the rich diversity and history that makes Metro-North... well, Metro-North!

Celebrating Our Diversity

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Patrick Cashin Ebony Owens

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By 2013 We Will Achieve:

9% reduCTIOn In COST-Per-PASSenger

We spoke to some employees at 347 Madison Avenue about how we could attain this goal.

Melvin Del OrbePep Head Clerk – Controller’s OfficeBy keeping excellent on-time per for m ance, we at tract more cus-tomers who want a more efficient, con ven ient, and

comfortable way of traveling. We also need to continue marketing our services – promotions and reverse commuting for example.

Kathy HolbackManager – Operating BudgetWe need to continue to monitor our spending and budget from the ground up and

justify all costs including those of a dis cre-tionary nature. We need to be vigilant to determine which savings can help defer any cost increases to our customers.

Miriam Velez Senior Analyst – Controller’s OfficeTo achieve this goal, we need to cut back wasteful spending, and reduce operating expenses where we

can – while it might not seem like much, turning off computers and lights at night saves on electrical costs.

Michael ReddicClerk II – Mail&RideBecause of the bad economy when we’ve had budget worries and ridership declines, I am not sure if we could achieve that

goal in this climate. We might have to wait until there is some recovery.

John Valakas Senior Analyst – BudgetWe could start selling more advertising – the ads in the GC North and Roosevelt Passageways are

prime examples. Maybe we should wrap trains with advertising like the buses; I read Amtrak just started doing that on their trains.

Annette Moss Clerk II – Mail&RideOne way to reduce our costs is by keep ing our rolling stock in good shape. By doing this, we keep cus-tomers satisfied with our service.

We also need to make sure we are stream lining our processes and not repeating steps or tasks.

T o Whom It May Concern —

This morning (July 18) I left my phone on the train after departing at Harlem-125th St in a bit of haste and went to the ticket counter to see what could be done. I was met with a pleasant, professional, prompt and even sympathetic ticket agent who went above and beyond, making every effort.... Ultimately, I was able track down the phone and with any luck it’s on the way to Grand Central now. Regardless of that outcome, I want to make sure to commend the ticket agent for her pleasant attitude and extra efforts to assist me. She should be held as a model of the standard of excellence for service on Metro-North. It’s often these brief interactions that can make or break one’s day and it’s just refreshing to have such a pleasant one. Sincerely, —JamesSaNdeRS

CusTomerCoRNeRThis column will highlight a customer letter that shows how, on a daily basis, our employees’ dedication and hard work contribute toward Metro-North’s reputation as a brand name for excellence.

Patrick Cashin

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Executive Editor: Mark MannixEditor/Writer: Joe Antonacci

Managing Editor/Writer: Nancy HuieInquiring Photographer: Kyle McCarthy

Creative Director: Michael StetsonSenior Graphic Designer: Barbara Sarcich

Published for the employees of MTA Metro-North Railroad by Corporate & Public Affairs345 Madison AvenueNew York, NY 10017

On the Road to Vision 2013Here’s how the railroad stands in some of our key goals for 2013 as of August 31, 2010:

Aug 2010 YTD 2010 GoalAchieve Zero Injuries:FRA Reportable Injuries 16 102 132Lost Time Injuries 10 67 82Achieve 98% On-Time Performance:On‑Time Performance (E of H) 98.4% 98.0% 97.7%Mean Distance Between Failure 127,910 144,758 110,000Achieve 98% Customer Satisfaction:Consist Compliance (E of H) 99.1% 98.6% 97.9%Customer Complaint Index (per million riders) 133.1 139.8 115Transport 100 Million Customers:Ridership (E of H) 6.74 mil 52.1 mil 77.2 milAchieve 9% Reduction in Cost Per Passenger (from $11 to $10):Fare Operating Ratio 59.2% 58.0% 53.3%Cost Per Passenger $11.07 $11.31 $12.00Achieve $75 Million Increase in Non-Passenger Revenue:Incremental Non‑Fare Revenues $9,183 $2.153 mil $5.237 mil

For more information, visit our intranet at www.mnr.org or our extranet at www.yourmnr.org.

MOVIN’ UPCongratulations to these employees who were recently promoted or transferred: Frances Abelto to Yardmaster – Sec ond-ary Yard – Operations Services on 6/23/10; James D. Brown to Asst Supervisor – Track – Track & Structures on 6/3/10; Michael C. Cooney to Asst Supervisor – Track – Track & Structures on 6/3/10; Sean M. Fahey to Senior Planner – Customer Service on 6/25/10; Kevin J. Fiore to Asst Supervisor – Track & Structures on 6/3/10; Todd A. Lange to Assistant Director – Capital Programs on 6/9/10; Anthony Morello to Asst Supervisor – Track – Track & Structures on 6/3/10; John C. Paterson to Operations Manager – Operations Services on 5/26/10; Giacomo Raguseo to Director – Operations Services on 6/2/10; Allen J. Rossney to General Foreman – Operations Services on 6/16/10; Harold F. Sager Jr. to Asst Supervisor – Track – Track & Structures on 6/3/10; Christopher G. Tompkins to Manager – IT on 6/2/10.

MOVIN’ ONHere are more of your co-workers that have recently retired. Best wishes to all!

Merlin Figuenick Jr. Electrician – NH – M of E 12/2/75 – 3/12/10; Andrea M. Leonzo PEP Chief Clerk – M of E 11/27/72 – 3/13/10; William A. Riker Power Station Oper. – GCT – Operations – GCT 7/1/74 – 3/31/10; Bruce E. Anderson System Road Foreman

– Operations Services 6/2/75 – 3/31/10; Walter P. Brovarski Technician – Operations – Op Admin 2/20/90 – 3/31/10; Thomas E. Odea Conductor – Operations Services 6/14/71 – 3/31/10; Bruce R. Berthel Conductor – Operations Services 8/15/74 – 3/31/10; Stephen B. Tarsus Foreman – Track & Structures 10/16/75 – 4/1/10.

The MTA Board approved in early October a series of fare policy changes to take effect on or about January 1. These fare changes are expected to yield a 7.5% increase in fare revenue. This fare revenue increase, along with one planned for 2013, was agreed upon with the Legislature as part of the MTA rescue package enacted in May 2009. The new fare structure takes into account customer feedback that the MTA received at a series of 9 public hearings held through-out the MTA’s service territory in Septem-ber. Last winter, after the passage of the rescue legislation, the MTA learned of a $900 million funding gap. It was caused by shortfalls in State tax revenue as well as cuts to State aid. Despite a shortfall of this magnitude, the MTA was able to hold to the 7.5% revenue increase by undertaking the largest and most comprehensive cost cutting initiative in the MTA’s history. A series of internal cost cutting actions taken this year will save $380 million in 2010 and generate more than $500 million in annual recurring savings that will grow to more than $700 million by 2014.

Green Light For New Fare Policy8

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