-- the beauty of having a close by, there is a long line at the embarcadero center -- if there is a long line at the embarcadero center, then they can refer everyone else over to the customer service center. mt a offices will provide support. certainly, especially for the card issuer, stolen, lost replacement, we definitely remanding -- recommend going there. the last point on the slide to make -- we brought in a new trading manager. it is a big job to be a constant qualified customers servers representative. having a trading manager, that will help in the overall quality of information.

i understand there is concern from constituents because the way the senior car distribution is different from what mta has done in the past. i wanted to talk about why that happened. mtc, having to work with seven agencies -- every agency did their youth and senior differently. mtc knew that as far as a regional program, we needed one consistent way. our request was to find a common approach that looks for all the rules to be implemented. we were somewhat agnostic to what the process looked like but it seems to be consistent throughout the region. we are going through some challenges now with the senior car distribution. seniors need to learn about how to work with the clipper card, how to get one, and that is something great that the staff

has done. we are reaching out to various senior centers across san francisco, but the work is not dead yet. there is still time to get this card into the hands of seniors who want that discount. once a senior gets the card, they do not need to worry about their discount. they can ride on anybody's vehicle. yes, we it knowledge it may be difficult now. we think we have the right strategies but it will take time to work through the senior center. once we are done i think you will see a happy constituency. it is just getting through tough times. the youth program is similar. supervisor chu: we did receive a number of questions about the opportunity to apply and submit applications through the senior

resource centers around the city. i know in our district the senior resource center on judah is a location where individuals can turn in those located -- applications. how is your organization or the mta providing that information, letting people know about these resource centers? i think that is a good opportunity to broaden the availability of resources and access to this information. >> there are a number of centers accepting that. there are a number of locations listed on the clipper and mta .com website. >> and people can call 311. supervisor chu: are we proactively getting out and letting people know where

people can work with these community members? >> yes, we are, and we are also investing more senior community members. lastly, the rtc card. the discount is similar on the clipper card. the card distribution is the same. the rtc, a few years ago, we started issuing translink cards to rtc customers. as each agency came on line, each company could activate it as a transit payment vehicle. what we have heard has happened, people with the old card, they did not treat them like a credit card, which is what they are sort of, so we are working with various agencies here to

identify that there are some defective cards due to general wear and tear. as i mentioned earlier, we are seeing a good number of rtc card holders transitioning. about one-third of them are already using the card already for their discounts. >> it is my understanding on the mta website, it says the adult fast pass will not be available as of november 1 but the youth and senior passes will be available until february and then the impasse until april. on the clipper card website it says all of these fast passes will only be available on the clipper. i understand that is a discrepancy between the clipper and mt a website that someone is looking into. but i just want to clarify that is the transition schedule for these cards. >> that is the correct schedule.

i believe fast pass is moving over to clipper in november. we are hopefully changing it so that it is clear as to the headline that it is the a pass. wish we could have done it earlier. moving on to talk a little bit about what our efforts have been regarding communities with limited english deficiencies. this also started from earlier in the year. mtc worked with the transit agency's as we were defining our market launch to define what their specific concerns would be. what we have done is worked through that with mta and as we are learning more we continue to modify that. over the summer we sponsored 17 events in san francisco.

we've been educated consumers about clipper, how to use it, how to get the card, and all of the event or multilevel. that allowed us to reach out to all the communities in san francisco. to highlight some key things that we did as a part of that out reach, we had a ride along on some key bus routes. we were targeting non english speaking communities. another of that that we participated in was the autumn moon festival. that was a great success in that we received 250 applications for the car there. lastly, we have the press event in october. that is marking what we had planned. we were contacted by the community, and based on that

information, conversation that we have had with n t a staff, we are collaborating on a more enhanced wrapup starting in january. we are working to identify specific strategies to ensure the outreach addresses the perceived needs that they have. we do know that part of that will be an advertising campaign that targets non english- speaking communities. specifically, the chinese speaking communities. that will be in january. some of the things we expect our print ads, newspaper ads, with a focus of education, explaining how the cards work, how to get the card. >> thank you for your efforts. i had a couple of thoughts. i know there was a pickup in the branding within the chinese community because the name kept on changing.

now i appreciate that there is a name to establish that brand within the community. there is almost no bilingual or trilingual information on your web site. i wonder what you will do to address that. >> we do have some translations available on the website. >> i could not find it when i visited. >> certainly, some feedback is that it needs to be more prominent. that is the first thing we will do. there are some translations available in chinese and spanish on the website. the other point is we have in place for a number of years a number of language lines where you can call in and we can have it arranged for any language. >> i would strongly suggest making it more accessible to a different languages.

and the vending machines themselves provided little information in other languages. if you could talk about what you would do in those areas. >> i would defer that conversation to mta. in the last slide to talk about is the a pass transition. it is happening for the november event in window. there has been a number of activities that have taken place to support that. what i want to talk about is some of the specific things that mtc has done to support it. mta will be talking about the planned activities in place but based on our lessons learned we have dedicated a special efforts to ensure a transition is moved. the first is we have increased staffing of the customer service center. we have added five additional staff this month.

they have been trained. secondly, an important aspect is a refresher training for frontline personnel. they are our best chance at helping a customer when they are on the site trying to choose a card for the first time. we have given a change order and are providing additional support. as well, we have just authorized last week additional outreach teams to serve as ambassador. implementing the decision for the frontline personnel are key teams at bus stations, other locations try to coach people, trying to teach them what is going on. you mentioned for this month only we have the existing fast pass members, that we are providing them with a pre loaded

card so that people will not be left in the woods. what they will need to do is figure out how they are going to get their pass reloaded for next month. that is part of what the investors will be doing. here is your card, do you know what you need to do? based on our previous experience, we had an outreach team that was pretty busy. i guess as well there were some questions about the vice performance of the readers themselves. we had a change order with our contractor where we're doing a campaign. they are inspecting the readers and making sure that they are operational. if not, we have an adequate spare supply so that we can ensure that availability of devices is within the 99% range. as well, the contractor is working with mta to ensure their maintenance staff are fully trained.

we want to get the device is up to that level so that once the contractor goes away we want to make sure it stays there. it is just a matter of ensuring maintenance staff are sufficiently resources and are bringing additional staff and are trained to do the job well. that is happening right now. some of the people that should have been here today are out there making sure the devices are going well. our goal is to get the devices up and make sure that were continues so that as we see these subsequent transition to occur, devices will be there working for the customers. that concludes our comments. i would be happy to ask any questions or we can transition over to the mta staff presentation. >> i did not expect there to be two presentations today. i am just wondering what your responsibilities are to each other for managing this, who is

ultimately in charge of making sure that klipper is going to work in san francisco. >> mt si's job is -- job is to support mta in their transition. they are the lead. what i would say is we have been operating in the smart card with ac transit, golden gate, so we have experience under our belts. we are not going to allow a gap to happen. for example, talking about the devices. ac transit was at about the same level for their buses. the institute -- they instituted some changes and now they are up near the 99% range. we have used the experience of what we did with ac and applied it here. we did not wait for need to figure it out. we have contractors that are

assisting us. we have put quite a bit of effort into this. in our eyes, it has been a success. >> but at the end of the day, the policy stops with the mta. i appreciate you. thank you so much for working through these issues. >> thank you for the opportunity to present this transition. >> good afternoon. just to clarify, we would like to apologize because there were two presentations. the overarching program, clipper, covers all of the

issues, the of reach as well as the implementation. mt a certainly makes the policy decisions and are to be held accountable. primarily the reason for two presentations are to address the specific issues from the m.t.a. site from which the mtc was not directly involved. they did support us in oversight. the automatic fare collection program, the project utilize two contractors. ours was the one that did all the infrastructure to get all of the old gates disconnected to get our systems and infrastructure preparations done. that is on track at about two

and a half million dollars. the second contractor that is utilized for the installation is cubic. they perform the installation of the fare gates, the ticket vending machines, both displays for the subway stations. that contract value is roughly at $90 million. the demolition and infrastructure preparations began earlier this year and were substantially completed in july. equipment installations began on august 2 and were substantially completed earlier this month. just a point of clarification, i think there was a lot of information in the media about the program cost being $30 million. i believe the publication or directing the cost at cubic. if you the contract is $90 million. the overall program to install the infrastructure is roughly

$30 million. that program cost includes the to the contract, 19 million, a two and a half million for the job order contracting, as well as the administrative cost not only for the mta, mtc bargaining for their station, as well as the marketing outreach for systems integration. it is an overall cost of $30 million. >> could you provide that budgeting to us after this meeting? there have been a lot of numbers that have been used. i just want to get a chance -- a sense of what the city has done. >> yes, sir. the new infrastructure is comprised of ticket vending machines, clipper cards, and the new limited use tickets for our cash customers. many machines all have credit, debit, and cash capability.

each fare gate has a smart card reader with a separate magnetic card reader and it includes a new extra wide accessible gate. the new system includes new revenue ridership monitoring and control capabilities and it utilizes the central database that we already used for the fare box system. it might help if we could count -- and to an overhead for the fare gate issue that was expressed earlier. it was unfortunate on september 17 the press found it necessary to demonstrate fare evasion that it illegally to bypass our gates. i will keep talking until we can switch over. >> are wanted to thank the

presser for pointing this out. -- i wanted to thank the pressure for pointing this out. >> this program is not like any other program that mta implements. we complete our construction to a construction date and then go back to compare the performance with the contract to make sure that we have everything that was paid for. it is not unlike the vehicle programs were vehicles are produced, procured to us to burn in. during that time, we find a idiosyncracies, inadequacies, things that we did not expect. this type of program is a technological program. in a technology contract you have a where you have to settle in. -- you have a period where you have to settle in. what i mean by that, the logic. does the logic that was written in code devised of each element

in infrastructure, does it perform the way it is required? in july, in the test lab, we found we had a potential vulnerability with our sensors. vulnerability was related to the fact that we procured infrastructure that was standard contractor infrastructure. we did not reinvent the wheel. it saved us money in design cost, retooling costs, and in doing that, most of the infrastructure has been utilized in agencies around the u.s. which are gated forbearers systems. what i mean by that is the inflows that you have to tap into, if you do not use the tap out mechanism that is inherently in this infrastructure, it puts a burden on the sensors to identify if someone is in the lane wanting to fix it. the center logic that we found in july was at a logic that

allowed a patron on the outside or unpaid area to be able to circumvent the sensors that are trying to denote whether someone is in a lane exiting. in this graphic, this is the typical fare gate arrays. what you see is a set of gates and the gates are installed in a location where our bare walls war -- open and close. each fare gate plane has a set of five sensors. these centers operated in logic to control the gates. in open mode, if a patron is entering, they hit the target and it overrides the centers on the exit mode and entry is formed. the exit mode, -- i am sorry.

you have a question? in the exit mode since we are not using a tap out function, the beings have to form that logic to allow the gates to open. we have targeted readers at each gate for entry. magnetic readers are temporary. as i mentioned earlier, we had a problem in july. the problem with the normal logic was found in some of our testing in which we use our staff. part of our testing team, a lot of our operations personnel was part of the testing team to put the gates through tests. it is just unfortunate, that at that time, we determined we would go ahead with the

installations and we would also parallel a software update that we would roll out at the end of the installation. it is unfortunate that factions >> from my standpoint, the public was mystified as to why there was a decision to implement a tapping, tap out system. i wonder if you could talk about that decision, why was that not something that we figured out beforehand? it seems like an obvious problem with what you implemented. >> logic would drive you to believe that would be a simple enough system to utilize. however, we have a combination system that is needed in the

subway, yet it is open in the avenues. you can open -- enter the vehicles through the doors and you do not even need to tap to enter the vehicle. we knew it was going to be a huge transition period to move from our magnetics and multi types of their media to start types and it would be difficult on our patrons if we drove the paper media away initially. utilizing a tap in, tap out would not deal with the people having the paper transfers, the people with other types of their media. we chose not to activate that out. it is still a component of our gates. at such time that we feel the transition is strong enough, we move most of our products over to the smart clipper card. it is time for a policy change. the agency will then take a look at at tap

out technology. supervisor dufty: how many vendors did you look at? how many criteria? what kinds of technologies did you evaluate? >> the program itself is actually very old. starting the initial look at the vendors. in the transition of the contractors on the translink clipper card side, when cubic

took over on that side we would remove the technology and moving the fare gate system and the opportunities that push us in the direction to analyze cubic was american recovery and investment act funds. the funding team available was enough to move was in the direction, saying that we had to be shovel ready. we were not in the place to do a full performance check. it was a sole source situation

and not through city contracting. by virtue of the fact it was a contractor. the mta was granted the funding, but the m o u and partnerships that the mtc had utilize their contracts. supervisor chiu: having this competitive contracting process is an important point. the fact that we had problems with this that were publicized greatly by the press that came out of it, it gives me a lot of concern and it is something that i think that many of us will be monitoring as it proceeds. >> the fare gate issues, circumventing the sensors, oct. 3rd be deployed the software updates we have been working on since july. this deployment reconfigured the sensors and open logic to mitigate the methods

demonstrated. the second stage of software deployment happened on october 15, where the contractor used new configurations for station flow. if we could switch back to the power point, i could go to the remaining slides. the limited use ticket recovery process feet, which became an issue recently, the new ticket vending machines issued limited use tickets for cash customers. we had instituted an issuance fee on these cards intended primarily to recover costs on the ticket and the kurds the use of the full clipper card so that over the life of the program the agency was not expending a tremendous amount of funds to