>> as well as a few thoughts to improve it on a basis. we do take a look at on-time performance. on a fiscal year over fiscal year basis, it dipped [inaudible] is there any chance we may be able to do the presentation? >> we will catch up on sfgtv. >> the agency perceived 77% before. during the last quarter, nine of the 37 lines evaluated achieved on-time performance of 80% or greater. in terms of the mandated goal of 85%, the bay shore express', and

of the 88 aboard shuttle were all over 85%. next, scheduled service hours delivered, the agency continues its steady improvement in this area. to 97% 2011. presidio led all divisions on service delivery in the green division delivered 93.1%. the charter mandated goal is 98.5%. on a quarterly basis, 97.6% of services levered in the third quarter and 96.2% in the fourth. the last of the metrics is a late pullout, the percentage of vehicles leaving the yard behind schedule. performance improved incrementally from 0.8% 2.7% of the party after schedule. the goal is less than 1.5%.

-- from 0.8% 7% traded the level of collisions decreased, dropping to 5267% grade the goal is 5.29%. -- dropping it to 5.7%. the crosswalk, continued to improve on an annual basis to 16% at 2011. in the most recent quarter, 17.7% of the networks maintained as employees created made -- completed major projects. on an annual basis, with a significant drop on the number of muni complaints received. the agency and employees made

notable progress in reducing the number of alleged ada violations. complaints to lower neil buses dropped, and as pertains to making -- failing to make stop announcement. complaints regarding operated cellphone used also decreased by 64% 3 we saw some good improvements, but more progress is to be made. while the percentage of what in citations and customers held steady at 48% year over year, it is worth noting significant process -- significant progress has been made. while large customer volume has significant impact on average wait time, the percentage of customers served within 15 minutes increased to 61% in the most recent quarter and the average wait time drop from 35 minutes to 14 minutes in 2011. we see improvements due to the opening at presidio.

i understand and maybe all questions regarding the matrix, but i want to give you a taste of where we stand going forward. discussions with internal and external stakeholders, conversations with the citizens of 53 committee, an assessment of our own, we identified four clear opportunities for improvement. first, how can we come up with more meaningful metrics that not only tell us how to get a better perspective on how to manage the business but are also it transparent and easy for customers to understand? the metric system or a clear muni are very--- are very muni- centric. how do we come up with more timely reporting? what can we do to make reporting key indicators and more frequent process? third, what to do to improve accountability? historically, the limit the endowment -- limit analysis makes it challenging to drive

improvement. if we speed up the time with which we do reporting, there should be much more useful tool for our leadership. last, let's make sure service standards are well integrated with the forthcoming strategic plan. to achieve these goals, we will develop refreshed service standards with management and staff, soliciting feedback of this body and other stakeholders and program for rd adoption. while we certainly have meaningful metrics in the report, this is a great opportunity to do a full review in advance of fiscal years 2013 and 2014 and come to something useful for all parties involved. that concludes my presentation. >> members of the board? we are more interested in a meaningful metrics and everything that goes into that. that would be very helpful. i appreciate your reaching out to all stakeholder groups and

individuals. i assume that would include members of the public who are not part of the group. >> one question was this -- that i want to get to the mattress -- earlier, a previous board meeting, mr. mason reported to us on the tremendous effect the drive camera had on reducing collisions. in this report, there is a reflection of progress, but nothing approaching the dramatic results that had been suggested. i suspect the case is mr. mason reported a reduction in a certain type of accident not reflected here. can someone help me reconcile those things. -- can someone help me reconcile these things? does my question make sense?

>> when i reported to you on the drive camera, there is a significant reduction. when we talk about a reduction in accidents, what he presented to us was overall system accidents, which include bus and rail. what i gave to you was a bus. there is a reduction in bus accidents. i also talked about a reduction in drive camera incidents, there had been a significant reduction in advance as opposed to accidents. >> my recollection was, and if i am getting this wrong, please tell me. you have never hesitated to be frank with me before, and i appreciate that. my recollection was it was

suggested that drive cameras had reduced accidents by sending on the order of 50% or there had been a market reduction in accidents. -- marked reduction in accidents. >> i don't remember the exact number, but there was a reduction. let me clarify the 50%. you may have seen 50% reduction in drive can events, not accidents. >> an event is something that triggers drive camera view? that is very helpful. my other comments are more travis-directed. i realize there is going to be more discussion, but this is something to which we have given a lot of thought and i think the frustration i have felt, and i apologize to those of you who have heard before, but it seems every quarter, there's an article that says whether our

rate is up or down, and it does not have a lot of meaning to the average rider. you know -- let's just take my personal situation, since i am the one talking. schedule appearance does not matter to me. i'd write the metro bus fleet. what matters is how frequently the train is coming and how long it takes me to get downtown and back. it would seem to me an awful lot of ourridership is concentrated on the metro and as we should be looking at, not schedule an appearance. -- not schedule adherents. perhaps a way to do that is when you have a line with greater frequency than 10 minutes, you are looking at trip time as opposed to schedule adherence and that sort of thing. as i understand it, we measure this on-time performance by sampling a number of routes.

that's ok, but sometimes it has been explained that we had a better performance because that meant we sampled, the routes were more on time and other times we had trouble because we sampled a route with a lot of turns and twists and potential for deviation. it seems to me we should be surveying our metro routes and the 38, 14, and 30 every quarter and picking a proper metric for those and trying to deliver something that will be most meaningful to a large number of our customers rather than an amorphous number that is hard to digest. frankly and fairly it gets to explain away every time we hear it as this is why and this is why. to me, as i said before, i don't think we should skew this by route, we should skillet by passenger experience. i'm not saying we ignore -- we

should askew it by passenger experience. since those are the ones we should be looking at, we should be looking at factors other than schedule adherents which are more important to those riders. the second comment is something the director and i have discussed, and i realized there are all sorts of difficulties with this, but this is something we should explore. in recent months, every time there has been a major delay i have personally encountered on the metro, i e-mail roberta or somebody and everytime i get a wonderful explanation back from the operation about what went wrong and what they're doing to fix it. this is stuff the public should see so they know you are on this stuff and understand it and they were just sitting in a tunnel for 30 minutes without anyone noticing. the other thing i would suggest is one we have a significant

service interruption in time or affecting lots of people, if it is possible to use our web site or communication skills to communicate to the public that if you were stuck in that tunnel for 30 minutes, don't think we believe that to be standard operating procedure. we know what happened and here is what we are doing to deal with it. >> thank you. >> someone has to explain to me why we are not running street car trains, particularly russia hour. it makes -- particularly rush hour. it makes no sense to me. i experienced waiting almost an hour to get to a meeting to which i was an hour late because i was in the metro,

waiting to get on a car that i could actually fit into. we have crushed conditions during rush hour. we know this. why are we not running three car trains during rush hour? >> i have had that exact same spirit -- that exact same experience, as many of us had. i know the agency has explored a double berthing, using more trains on the platform at the same time, but to speak to the three car train question. >> thank you. if i may, a couple of things to questions on the two-car trains. as recently as 60 days ago, we tested three-car trains. the idea would be we could make

or break them at west portal. we're going to do more tests in the next couple of months because that would add some capacity to our ability to do that. it is one of the many things. the other things we are bringing in front of you over the next several months, there is a series of upgrades to the train control system, including ones you help us on a with sign edge, the next uplink is being tested right now and it will allow us to electronically show if a train is going to be short turned at its destination so that in addition to announcements, we will have an electronic one. we are also testing something called double berthing. that is when you go into a station and you see a train in front of you and you know you are in the station and you are

wondering, i can see the platform, why can't i get out? that's something that needs to be done through the train control system that will provide customer convenience and i believe next month, we're scheduled to talk to you about the upgrade it to the replacement of the signal cable which will also help with the reliability. there are a number of things we're doing in the subway. the other thing i would say is that one of the things you have raised the bar on us immediately. our new director has a plan which you will get this week to begin to cure some of the issues in real time announcements, both in terms of what we are announcing over the system as well as using the systems we have next best to get information out. that's something we heard you

loud and clear on and we are moving on that as well. the other point you raised in terms of measuring or looking at lines, on friday that the pay committee, one of the things we are going to do on the monthly service operation scorecard we give you is an attempt to address some of the collector frustrations you have expressed about the timeliness and some of the plans travis' laid out. we're going to take one route every month and what we are going to do is talk about where it is in terms of on-time performance and why it is the way it is and what are the things we need to do to improve it. it is both a short-term set of actions and a longer-term set of

actions. there are number of things we have been asked to do and in terms of the announcements and, but part of what we want to do is tie he reporting on a real- time basis to some regular and timely reports you get so you can have a sense of what is going on with this system. >> thank you. >> before mr. haley goes too far away, to follow up on the question about three cars. there are folks on the k and the l that want to cars. i'm wondering if we can entertain that response -- that once two cars. >> two cars on the l -- we try

to get to cars on that and part of a we are doing with the plan to go to three cars in some cases would allow us to balance the load because the challenge on k line, they get one car because of the platforms on the t side. we could look at that from a service perspective, but as long as they're hitched together, it's one of the things if you look at the service standard, the t line, which is the newest part of the line, goes along faster for some of the signal priorities we put in their whereas the other end of it, the k line, i don't need to tell you, along ocean avenue and some of the stops, that is where the

balancing and the other thing about the k line is flexibility is limited if we do have a service disruption, but the three-car idea is for us to try to increase capacity without increasing the number of cars and times and locations we really needed. it would have to be done -- the only two places we could make and break trains from would be west portal and embarcadero, in the subway. >> if i understand you correctly, making a two car on a k is possible, but technically challenging? >> yes. i would be happy to take you through the whole thing why it is one car. >> thank you for the presentation.

i support and like the idea of re-examining the metrics. that's a good idea because metrics that speak more to the customer experience are really important. somebody said earlier they don't look at the time schedule, they just look to see when the next bus or train is coming. it will be important to analyze metrics that way. things like the two-way mcalester makes a difference to experience in terms of not just times, but the turns of the buses and the idea of the best being stuck behind yet another traffic light. looking at these specific routes is a great idea. with next bus, we have so much information on where the hot spots are happening. where are the buses getting stuck? maybe even including drivers on that discussion because there is the driver urban legend, you always get stuck behind a trash

truck on wednesday because that is the trash pickup day. things like that could be valuable and help in gauge the drivers in the solutions to those problems. -- engage the drivers and the solutions to those problems. one more thing -- occurred color applicatio and bus zones and the crosswalks, percent of the network maintained annually. do we have a situation -- this might -- do we ever have a situation where we have cars routinely parked in a bus zone? i know we have heard there are stopped where the bus pretty much never pulls to the curb because there are always cars parked there. the one i noticed in particular was on the 37 route at coal and parnassus where there is a faded red zone but