Did our ACRE officers know this MTA information?

The following information is contained in the MTA – Wide Financial Plan for 2004 – 2007 and the Final Proposed Budget for 2004. This proposal and Financial Plan was approved and signed by Katherine N. Lapp, the Executive Director and Chief Operating Officer for the MTA. All of this information is available on the MTA web site.

2004 outlook: The MTA estimates that over 298 million cars will cross MTA owned bridges and tunnels generating more than 1 billion dollars in revenues.

Ridership in 2004 on the LIRR is expected to increase 1.7%
Fare Revenue on the LIRR is expected to increase 9.0%
On time goal for on time performance is expected to be 94.8%

Ridership on Metro-North Railroad is expected to increase 1.1%
Revenue on Metro-North Railroad is expected to increase 8.0%
On time goal for on time performance is expected to be 97.5%

On page 240 the following predictions are made: Revenue generated on Metro-North is expected to be $379.1 million in 2003; $410.9 million in 2004; $415.4 million in 2005; $420.6 million in 2006 and $424.9 million in 2007

Page 194 states: In addition, relief day overtime in the Transportation Department is reduced in 2004 as a result of increases in the average headcount, saving $1.7 million.

Page 242 states: In 2003 management received no raises but got a $1.3 million vacation buy back provision.

Also stated: The 2004 health and welfare cost component reflects a 15% increase in health care premiums and an increase in enrollment. Costs in 2005 through 2007 contain a rate increase of 8.4%.

Also stated: The 2004 represented (agreement) payroll is discounted for step rate and vacancy savings. Labor costs also reflect provisions for accrued sick days and 13C payments. A provision of $1.9 million has been included in the 2004 budget for an increase in paydays and for additional payments for weekend holidays that occur on scheduled employees rest days (July 4 & Christmas Day). The represented payroll reflect increases based on an established MTA bargaining pattern followed by regional CPI through 2007.

Page 192 states: The major assumptions for the years 2005 – 2007 are: no significant change overall in service levels; continued improvement in on-time performance, mean distance between failures, safety and other key measures; wage increases driven by pattern bargaining through contract term (and CPI thereafter) and increases in the average headcount; and increases to capital reimbursable activity levels.

Did our ACRE officers know or review any of this information before they went in and negotiated away our craft and futures against an established MTA bargaining pattern?