this is from the first and second quarter of fiscal year 2009, 2010, 2011. you can see non preventable accidents, these are not the fault of the mta. my main concern from a safety standpoint is how do we stop those preventable accidents. the way we operate in this dense track, if you look at how over the past three years, the preventable accident rates have gone down.

you can see that we have had a 31% decrease in overall accidents over the last three years in that particular time. we have seen a definite improvement in bus safety. accidents on the real side have gone up to where they were in fiscal year 2009. the accidents have climbed during the first two quarters and we have seen an increase in coalitions on market street.

we are working with the traffic engineering group to look at ways to mitigate these accidents happening again. we have seen a decline in real accidents. for the third quarter of this year, we have had a total of 38 accidents. we have seen a decline in real accidents. -- rail accidents. now we have 20 hours of coverage per day out in the field.

yet people that come in at 6:00 a.m. and they go until midnight. we have 20 average of coverage. we have seen some definite benefits with coverage out in the field. the operator training group handles all of the rail and bus operations. recently, we had a change in management and we put 45 instructors through a recertification class so that they can be attracted to safety institute, minimal standards, and also the outlines. these folks are also qualified instructors under the california education code. that is a big benefit for us as

an agency. we also certified new instructors to help us with that the hiring taking place right now. these new instructors that we certify, they have been a tremendous help to us. we have a some changes on the real side. last quarter, we had a rash of derailments. we put all of our rail operators through the stretch -- switch operations training. only two of those operators did not pass. we had pretty good passing rate, we only had two that did

not pass. the next group is responsible for the safety and side of this atilt -- facilities. they're there to make sure that we comply with all of the -- guidelines and also the epa. they also conduct safety committee meetings and they meet on a monthly basis. they go over industrial safety issues. this group also conducts the monthly facility inspections. any issues found are brought up to the safety committee for resolution. if it cannot be fixed, it is up for them to come to some conclusion.

they conduct personal equipment training. they cover all of our facilities and they do a great job. they're doing a good job because in this particular slide, we are looking at the employee injury rates. in the first the second quarter, we have had an 8% decrease in the employee injuries. employee injuries, we have seen a significant decrease this quarter. the majority of the entries that we see our injuries that occurred during the operators.

the facility injuries, we have seen a significant decrease in all of the injuries out in the facilities. next, i will turn it over to deputy chief murphy. >> thank you. >> good afternoon, everyone. when i first got to the mta, we listened to the comptroller's office and they helped us build a database. now that we have gone through all of 2010 and we are into 2011, we have an accurate data base as to crimes that are committed on muni.

on a daily basis we research all the different databases that provide us with information regarding crime. each police station sends us copies of the reports. thirdly, i have a dedicated person to do just the statistics. this is broken down by police district and citywide and then the individual captain's look at the statistics and then they develop their own enforcement plan for that district. the central district, their problem would be pickpocket's as opposed to the mission which might be graffiti. this is up to the captains to

develop their own enforcement plan and what they do is that they actually put it on the calendar for me and they send it to me and they tell me that this is what the officers are doing this month. i take that information and i plan to that with the information that the officers have that are actually working for the mta. right now, there is one the tenant, three sergeants, and 20 officers working specifically just for mta. -- responsibility is for muni metro. that is a sergeant and seven officers. they work hand and hand with the canine units. we now have five dogs. they have all passed their tsa

training. the other team is a plainclothes team. they have done a great job. when you look at the last sheet, you can see that we put together a comparison now that we have the numbers for all of 2010 and we can compare the month by month analysis. each station can look and see how they were month by month and look back year to date. i will direct your attention to the bottom right-hand corner. >> thank you. members of the board, are there any questions?

members of the public? >> i will speak. i wanted to address the issue of the report which did not include taxis. if i'm not mistaken, both the individuals that came before you that work for you have some say and some oversight over taxi enforcement. none of that had been addressed today. i would like to ask why. to address the fact that there is an mou out there and they're

still drivers getting attacked. this goes between the police officer and those that have responded to the incident and a reported incident and those getting to be not getting to the agency. i am concerned that this has not occurred or if there is any waist towards it or any documents to show this is happening. i believe that we should be able to hear some reports on how issues are being handled and also those regarding the illegal taxis and limousines. you think that would be part of your discussion. i had a meeting with the number of the staff regarding the --

issue which came before you some time ago. well, there was some compromise. however, the documents that had been discussed and approved have not been implemented. i am concerned that all they do is go to hurt the public and hurt the service on the streets. i am really concerned about this taking its time and not being taken care of in a timely manner. >> i wanted you to look at the data sheet on the head of security and enforcements. there are mistakes in the cumulative totals for year to date, 2010. this is added wrong. this is a different base for every district except for

richmond. if you look at the numbers, the results are even better. the central year to date is not 44, it is 49 using the numbers on the streets. forepeak, 57, not 52. for mission, 48, not 47. for park, 32, not 29. in tenderloin, 9, not 8. there are some mistakes that you have to question could there be typos in any individual column? how did so many errors get in here? it looks good and the numbers that i said would be even better but this needs to be corrected to be reliable. >> ok, thank you.

>> in light of that last comment, we will double check these numbers to make sure that we get back to you. in terms of the question about taxi enforcement, i believe that he gave you a report which is regarding the taxi enforcement. we will update you quarterly on tax enforcement issues. >> and presentation and discussion regarding the implementation strategy. >> it is my pleasure to bring before you and effectiveness project implementation plan. we had a meeting with our policy group and it was to sit down and discuss what has occurred since

you adopted the plan in 2008. what are some of the actions that have been taken? to lay out a road map with the actual budgeting or lay down of some of the projects that will be implemented over the next few years to truly breach in some life to this plan. i have to point out -- to truly breeze then -- to truly breathe in some life into this plan. we were much better off when we had the -- completed in the fall of 2008. we relied upon the information to guide our decisions in that timeframe. going forward, we are looking at how we can enhance the service with this information.

i will turn it over for a power point presentation. >> i am the service planning manager in our transit division. this is really intended to be an implementation strategy. this is a document that is going to help guide our work going forward. many of you on the board were intimately involved in the development of the transportation project. for some of our newer board members, this was joined the sponsored by the mta and the comptroller's office. and through that partnership, we were able to tackle this work in a really database approach. this is the first system-wide

study any generation. we tried to understand where are the customers try to come and go, who are potential customers that we are not appealing to in our current state, how can we make our operations designed better serve the end user? through that work, we conducted extensive market research. we did a few interesting things. the first thing that we did was consumer research. let me tell you what products we have and delivered to you. what are you looking for an transportation service? what we heard it is reliability and travel time were the most important features to our customers and would-be customers from people are making travel decisions around san francisco. we also look at travel patterns. we looked at where people were

starting and ending their trips throughout san francisco and trying to understand what market transit was serving well like getting people into the downtown core and what would be serving better proof we have identified a real opportunity to increase ridership and service between the neighborhoods, not having quick choices to be able to get from -- to city college. the second thing we did was a service assessment where we looked at all of the routes, how many people were getting on and off of the bus at every stop. one of the key findings that came out was that you have corridors like mission, of erie,

judah? we are caring about 70% on these routes? if we improve the travel times and reliability, they have an opportunity to touch the majority of our customers. we first developed proposals to restructure the service in february of 2008 and then we conducted an extensive outreach process as well as employees or other policy makers. we have heard a lot of feedback and the change is that we are bringing them to this board. where we left this was in october of 2008 and a task force of the board which provided input into specific route proposals.

this is like the 14th mission, these are caring the majority of our customers providing quick service. the local network are like to 21 -- and the 24, they combined with the rapid network to create a grid. this is really a lot of customers in san francisco to get where they are going. this is really our goal to make service as efficient as possible. the community connectors are those that go into our affiliate

neighborhoods. people can get where they are going either by going through the park station or in some cases, the caltrans station? this is like the ball park shuttles. they fill in the markets and complement our service all around. since the planning process, we have accomplished a tremendous amount of work. most significantly, this service restructuring that to place in december of 2009. many of the proposals that were originally identified have already been implemented through that work. i know that the last meeting that you had where john haley presented an overview, you had asked for very specific examples of how this has influenced our

planning and our transportation policies but i wanted to take a moment to walk you through really how this has changed the entire culture of how we do transit planning within san francisco. in addition to significantly in forming the changes as well as the subsequent changes in may and september, we also have had an opportunity to redo all of our schedules. one of the findings of the transit effectiveness project was that we have under sourced key management positions including our scheduling department. we had fewer schedulers than transit, a system about 1/3 of our size. since we have implemented this, we have increased the number of schedule as we have had and provided them state-of-the-art training so that they can really use the running time data that we were collecting to create better schedules and more

efficient schedules. as part of the changes, we adjusted a running time as 60% of our weekday schedule and we make refinements and reiteration still our service. we have reduced the amount of stand by hours so that the amount of service that we are delivering is maximized and we have a more efficient schedule than we did when we started this process. on the supervision side, we have developed an absenteeism policy that helped to make sure that our operators come to work each day and that we're minimizing the amount of this service that we face. we have developed a line management center. now, that was what came out of the transit effectiveness project. you have this date -- great data source. this can be used as a supervision tool to make sure that you are not having early departures, to make sure that

you are managing gaps in service. we have been using this to manage our rail service and we have started to use it on the bus as well. another critical component to making our services run faster and more reliably is prioritizing transit within our congested right of way. the travel time reduction proposals are key to making that work happened. there are also complementary. as we have been working on. -- these are also complementary projects that we have been working on. -- will create a dedicated lane for transit and this is another example. on the infrastructure and vehicle reliability side, we have restructured or read prioritize our capital program

to focus on the state of good repair work. -- read prior diced -- prioritizeed our capital program to focus on the state of good repair work. we have been improving our distance between failures. we have become dated-oriented on how we do our day-to-day work. initially, we have done automatic passenger counters. we have found that it was very hard to get the largest sample size that we wanted so we increase it to 30% of our vehicles and we developed a very specific plan. over the course of a week, we were able to sample almost every trip within the system. this has helped the plan but

also in other ways. when we were doing the shelter, the shelter contractor used the automatic passenger information to figure out places to put advertising. the implementation strategy that i will review was developed by our consultant team with comptroller's office support. this also had executive level review and incorporates changes that have occurred since the planning process. the goal which will guide this came out of the planning process. this includes reliability, reducing travel times, improving customer experience.

we are developing and continuing to develop relationships when the community, our customers, and employees, and delivering cost-effective service. we really want to stretch our resources as much as possible. this includes performance metrics tied to each of these goals so that we can monitor our progress. the implementations strategy includes four categories of initiatives. the travel time reduction proposals on our rapid network, service changes, other capital investments that are supported and long-term studies and plans that will inform the decisions moving forward, particularly as we prepare for some of the long- term growth that is expected. it also includes a very detailed

schedule of when we hope to deliver each of these items, cost estimates, and potential funding sources. this includes a description of the environmental review process. the organizational structure that we have put in place to deliver this work that we think will be critical to continued acceptable implementation. the travel time reduction proposals i think are one of the most exciting aspects of the transit effectiveness project because they have the opportunity to reduce our travel time anywhere from 10-30% and also have the potential to increase the amount of service that we're able to deliver to our customers are making us more efficient. by saving vehicles on our route, we are able