what are the sfmta needs, especially someone project, and the debt. the official statement is a comprehensive story of the sfmta for investors, but you will note it is focused a little bit more or a little bit heavily on the risks flood. bondholders ask the question, what could go wrong, and if that goes wrong, where would that lead us? and those are questions that we need to address as part of your offering document. the offering document also has information on the bond ratings, assisting in the financing. we will have the financial statements, some general city operations, and it will also describe the undertakings that the sfmta makes to provide ongoing disclosure to the public markets about the sfmta. so many close with the take away, which is what u.s. commissioners should be doing with the preliminary official statement in your packet. first of all, you should review the draft. you should look at it, and if you have concerns about either inaccuracies or important issues that you feel may not be adequately addressed, you are encouraged to bring

these were reviewed by sfmta. they concurred with 17 of the 19, partially concurred with two others. let me just highlight some of those recommendations under these categories. with respect to project time, cost overruns, we had recommended an asset management team to improve accountability for project execution for assets foreign generating -- for generating projects as part of the state of repair initiative. and then having within that asset team, the skills to execute those projects. another concern was accuracy of the estimates. we have looked at a sample of projects and found 12 out of 13 of those had four runs in both cost and schedule. the second item, board reporting an oversight. we are recommending that there be -- the tracking was done in quarterly reports, project by project, with no overview on program and portfolio law loss. these are sort of an aggregate. -- portfolio levels. we provided that in the document that we delivered. one issue was the use of approved budgets, rather than baseline budget, t

sfmta met its transition calls with our monthly pass customers. major transition for bart and another occurred just a few days ago on december 31, and they are expected to complete their milestones by the end of june. at that time, all eight of the participating agencies will have met the deadline. this next graph demonstrates the tremendous growth in the we did boardings related to clipper. they have increased by more than 50%, from to under 93,000 in december 2010 to 572,000 in november of this year. you will note in the red that muni makes up the largest percentage of those transactions with about 50% across the region. it also represents 45% of transactions on muni each day. to insure a successful transition, over the last year, the agency implemented a comprehensive campaign. we distributed more than 70,000 adult cards, process to senior card applications, and conducted more than 180 community meetings across the city for various customers. between november 2010 and september 2011, 120,000 monthly pass customers where transitions. we were abl

i am director of safety, training, security, and enforcement for the sfmta. today, i will have the commander speak to you about the partnership between our agency and the police department and how we perform enforcement on the muni system. she joined us in may of last year, and before that time, we had issues regarding how we did fare enforcement and security on the system. we met and devised a plan of using the comstat statistics to target high-crime areas. as you will see in the presentation, shall go over some of the hot spots in the way we do our saturation that you will get a better understanding and the public will get a better understanding of how we perform enforcement. i will turn it over to her, and then i will be up here with her for questions. >> supervisor -- supervisor avalos: is that for your powerpoint? do you want to be able to speak from the microphone? then i guess. thank you very much for holding this hearing -- >> yes. thank you very much for holding this hearing and giving me the opportunity to tell you what we're doing with our partners

the profit the sfmta is making selling the dalliance is unacceptable. to read agency control of the business and at the same time make a profit out of it, it is a conflict of interest. i think it has got to be stopped, ok? thank you for your time. chairman nolan: thank you, sir. next speaker. who is next? secretary boomer: [reading names] chairman nolan: good afternoon. >> good afternoon, a board of directors. from the very beginning, there are several repeating concerns, cash -- repeating concerns, including the non responsiveness of the mta as well as the failure to disseminate information, as to when the meetings are, access to the notes from the nygaard study. the pair transit program, which your scheduled to vote on today. these issues were identified years ago and most recently five months ago. ban still, what is difficult to accept is one of the mta has not address these very real concerns, it is nonetheless proceeding with its vote as scheduled. we were actually advised that our concerns would be addressed next year, which is an exercise in futi

sfmta met its transition calls with our monthly pass customers. major transition for bart and another occurred just a few days ago on december 31, and they are expected to complete their milestones by the end of june. at that time, all eight of the participating agencies will have met the deadline. this next graph demonstrates the tremendous growth in the we did boardings related to clipper. they have increased by more than 50%, from to under 93,000 in december 2010 to 572,000 in november of this year.

one of the key partners in making sure the project is successful is sfmta. i will have them come and give you a few tips on what to look for. [laughter] >> on behalf of all my colleagues at the sfmta we are pleased to be partnering with all the other city agencies as well as the community to bring forth this pilot. in addition to enhancing the pedestrian experience, we have done quite a bit on stockton street, including the pedestrian scramble signals recently. in addition to enhancing the experience through this pilot, one of our primary goals is to make sure that the traffic and transit continue to operate satisfactorily throughout this corridor. for that to happen, we will need everyone's cooperation. i think the best tool is compliance and cooperation. i am sure that will be the case. i am really looking forward to this pilot being impactful, the official, and ultimately successful. thank you. [applause] >> another partner to make sure that while you are shopping at tsa is -- that while you're shopping you are safe is the finest police department. >> i h

i want to thank ed for his leadership at sfmta, the leadership of the board, supervisors got leaner -- scott wiener. this is a great launch for the pay by phone program we are announcing today. earlier this year, i have the privilege of announcing sf park. there was a great deal of interest. we rolled that out to the delight of many people who started using that application to lessen the congestion when they were looking for parking. we are starting today in our castor district to want the pay by phone program that will allow you to use your smartphone and be able to pay a parking meter. then you have an electronic reminders sent to your cell phone while you are eating or shopping to remind you that the parking meter needs to be replenished so you do not suffer the consequences of a ticket. it is not to say we are decreasing revenue for muni, but ed and the board have decided these are conveniences' the public need to have to allow the traffic congestion to be lessened and make its smarter the way we do things. i get to announce with our partner here today with the pay by phone applic

reliability of the onboard clipper equipment on the vehicles is one of the highest priorities for the sfmta, consistent collection through clipper. the equipment availability was on the increase in early 2011, reaching its peak in april, approximately 98%. you also noted there was a steep drop the following month by about 10%, which was significant. we worked closely to figure out what the cause of this problem was, and it was determined in part to be determined to be part of a software issue, and an upgrade was implemented in august in order to address that, and you will see that on the chart, where the reliability has gone up since that time. in addition, we also implemented an upgrade project in the yard to also assist with the availability of the equipment. and as i said, this was a major priority of the asset -- sfmta, and we continue to work to identify alternative to continue to improve this, and just as a note, when the equipment is out of service, operators are instructed to call a central control to notify the staff that are responsible for repairing and replacing the equipment. c

that led to a broadening of the scope of the project, but what were the internal decisions within the sfmta that led to a rail replacement project to a complete street project? was there a decision made by the board of directors? approval of the project outside of project management that led to the broadening of that scope? >> the project was approved by the mta board, but you are touching on something that is another fundamental opportunity at this audit helps to point out. part of what made this a complete streets project was not just the outreach to the community, but the prophecies of the mta, transit folks, talking to the streets folks. this is why the mta was put together. creating a comprehensive picture of the transportation system. at the start, there were only four rail replacements. by engaging internally and having the engineers from sustainable streets as part of the equation, they were able to develop a much better project that subsequently went through the various approval paths. it is that process, as well as the community process, that we are now pushing towards the front o