Objective

To determine the extent of implementation of the 12 recommendations included in our initial audit report, Mitigation for Extreme Weather Conditions and Flooding (Report 2022-S-6).

About the Program

The Metropolitan Transportation Authority (MTA) is a public benefit corporation chartered by the New York State Legislature in 1965. The Long Island Rail Road (LIRR), which provides commuter railroad service, is one of six MTA agencies. The LIRR was founded in 1834 and comprises over 700 miles of track on 11 different branches, stretching 120 miles from Montauk in Long Island to Penn Station and Grand Central Madison in Manhattan, to Atlantic Terminal in Brooklyn, and to Hunterspoint Avenue in Queens. The MTA 2025–29 Capital Plan has a budget of $68.4 billion, with $6 billion allocated to the LIRR. The LIRR is the busiest commuter railroad in North America, with an average weekday ridership of about 250,000. Therefore, it is imperative that the MTA-LIRR protect its system and assets and adapt its infrastructure to withstand the impacts of the rapidly changing climate.

Severe weather includes thunderstorms, tornadoes, hail, lightning, floods, damaging winds, and severe winter weather. These events can create hazardous travel conditions throughout the LIRR region and can hamper the LIRR’s ability to provide regular train service. Additionally, hurricane season can bring high winds, heavy rain, and dangerous lightning, which can result in mudslides, fallen trees, and downed power lines along the right-of-way (tracks).

In September 2007, the MTA established the Blue-Ribbon Commission on Sustainability (Commission) to develop recommendations for the MTA and its operating agencies. In April 2009 the Final Report of the Commission was released. The report predicted that, without an adequate investment in adaptation measures, climate change will have even greater adverse impacts on the MTA’s vital infrastructure, operations, and revenue streams in the future. The primary risks to the metropolitan region and the MTA service area include more extreme precipitation events, coastal storms and storm surges, flooding, and, in the longer term, rising sea levels. The report recommended that the MTA have a climate change adaptation master plan in place by 2015, one that includes realistic timetables and financing options.

The LIRR developed an operating plan for addressing winter storms and other contingencies referred to as the Winter Storm Operating Plan (WSOP). This document should be revised and updated each year with input from each department. In November 2025, the document was renamed Winter Storm Operating Guidelines & Other Contingencies (WSOG). It includes standard operating procedures for winter, which are in effect annually from November 15 through April 1. The LIRR also had a Hurricane Guide which provided direction for safely maintaining the most service possible during varying hurricane stages. The plan evaluates potential storm effects and implements service plans based on the projected storm category and path. This document is also updated annually. In September 2025, LIRR replaced the Hurricane Guide with the Coastal Storm Operating Guidelines (CSOG).  

The Incident Command Center manages incidents, makes operational decisions and handles interagency communications. It is staffed with senior-level managers from the LIRR’s 11 departments, including Transportation, Maintenance of Equipment, and Engineering. Transportation is responsible for operating train crews and for the operation and supervision of LIRR trains. Maintenance of Equipment is responsible for inspecting and maintaining its rail cars and locomotive fleets. Engineering maintains the track, switches, signal system, and non-revenue equipment.

The objectives of our initial audit, issued on March 13, 2024, were to determine whether the LIRR performed a system-wide risk assessment to identify potential risks to its system from extreme weather conditions and flooding and developed plans to mitigate their effects. We also determined whether the LIRR tested and updated the plans and inspected/maintained the equipment to ensure they can be deployed when needed.

The initial audit found:  

• LIRR did not perform a systemwide assessment of its transportation facilities to identify weather-related risks. LIRR officials advised us that a risk assessment was being conducted and was to be completed by the fourth quarter of 2023.
• Transportation, Engineering, and Maintenance of Equipment departments either were not in compliance or did not provide documentation to support compliance with the WSOP.  For example, Engineering’s Track sub-unit was supposed to have one backhoe loader, 10 front loaders and 12 light towers; however, the backhoe loader, five of the front loaders, and two light towers were not at the site. Officials stated that the equipment was currently being used in the field; however, there was no documentation showing the location.
• Engineering's sub-units Power and Track did not complete maintenance, inspections, and testing of equipment for the winter season. For example, our review of 13 pieces of snow-fighting equipment found there was no documentation to support that two pieces of equipment were prepared for five winter seasons (2018–19 through 2022–23). Another 11 pieces of equipment were missing records for at least one winter season.
• The WSOP states that the Maintenance of Equipment department’s winter preparation begins on or before April 30 annually and ends by the second Friday of October. However, Maintenance of Equipment officials stated that they procure winter operation materials and rental equipment almost year-round, which is not in conformance with the WSOP. In addition, the 45-day inspection required by the WSOP are no longer performed. However, the WSOP was not revised to reflect the actual practices.
• Our review of four Superstorm Sandy capital projects, designed to mitigate potential damage from weather, found that none were completed on time. For example, one project was supposed to be completed in August 2019; however, it will not be completed until December 2024—over 5 years later. We were advised that delays occurred due to changes in priorities, as well as issues with access to the tracks that are also used by internal and external entities such as Amtrak.

The objective of our follow-up was to assess the extent of implementation, as of April 9, 2026, of the 12 recommendations included in our initial audit report.

Key Findings

MTA-LIRR officials made some progress in addressing the problems we identified in the initial audit report. Of the initial report’s 12 audit recommendations, five were implemented, four were partially implemented, and three were not implemented. 

Key Recommendations

MTA-LIRR officials are requested, but not required, to provide information about any actions planned to address the unresolved issues discussed in this follow-up within 30 days of the report’s issuance.