tv [untitled] April 9, 2011 6:30am-7:00am PDT
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we always try to focus on things that are mandated, and there are a couple of things, as well as complaints. the continued to turn in a strong performance. there was an improvement in the second quarter, and the goal was 90%. also, a percentage of has this report. we are still over the goal. and then i would like to point out the number of m.u.d. complaints dropped from nearly 6000 -- the number of muni complaints. those are both great signs.
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that concludes my brief, 935- minute presentation. chairman nolan: madam clerk -- director lee? director lee: we have the results for the fourth quarter -- first quarter. we get the report another quarter. we miss the target. that is six months we have lost. is the data available on the basis so we can see it? going into the next quarter, the month that pops up, are we doing anything differently to try to do anything to improve our performance, where do we just wait for three months to go by, and then we find out, so the question is, can we get this information on a monthly basis. >> on-time performance,
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specifically, and we're actually going through to look at the monthly or quarterly basis to have a better indication. we hope to have that done within the next two or three months, and we hope to come to this body been some suggestions for the on-time performance reporting. director lee: so we are saying we do not have that? >> it is on on-time performance. >> travis does accurate data collection. john may have a different answer for you. i think john would say he probably watches it every hour, but -- >> thank you.
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in terms of the information on the system, , with some of what you heard in the previous presentations, we have got a real time information on the system. we put out a delete ", which we would be happy to suggest couple of formats on a weekly basis that would give you a snapshot of performance of the system in terms of delays and service, if that would help you gauge where we are. at the same time, the on-time performance, in the way we measure it, it is with a combination of visual observations and automatic passenger counters, and this is taking a look at some of the
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things we want to do to improve our on-time performance. and there is some of the routes. there is the lowest performing one, and there is a range of why. i mentioned this a couple of weeks ago. on a monthly basis, we're going to do a performance audit, which we will take another look at the schedule, the on-time performance, the open runs, and some of the incidences at the locations, it turns, how many, and those kinds of things come back on a route by run bases with a recovery plan, but in answer to your question, i would be happy to provide a report to fill in the numbers, and we can pretty much customize it to get whatever information you need. >> if the chair would not mind,
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note we could have that at the meeting to see where we stand, and notify the board members if we are not trending in the right direction instead of waiting. >> i am happy to do that. as i said, we are data rich in terms of especially some of the investments we have made in technology. we can analyze and use this to give you a snapshot of where we are. director lee: i'd like to see something proactive instead of reactive. director oka: why are we doing that? >> he was just seconding
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director lee's comments. chairman nolan: director heinicke? director heinicke: i have a two- part question. why is it down, and are you confident it will go back up in the next quarter or two? >> why is it down? let me start with the first part of the question. part of it is what we mentioned, in what we mentioned in this particular quarter, there was a 29% drop, et and part of this is what we described. there are three categories of routes. and one was circuitous and does not have a chance.
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it makes a number of stops, and it shows upper -- up. we hold it intentionally to connect with four or five routes that run at night. another one is the express. in this particular corner that was measured, we wait for the train to take people in this particular quarter. almost 60% of the time, so that is going to reflect it. the other one i wanted to point out, because it reflects the on- time performance on the rail system is the kt line. it is the longest, and one of the reasons it is hardest to keep on time, because it has no
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flexibility once you leave. there is no switch, which means we do not have the ability to make an adjustment. on the other hand, during the same quarter, the j line was 76%. part of that is because we have the ability to react and make adjustments. part of the reason that it declined in this particular quarter is, i think going forward, what we need to do to make the on-time performance improved, but the number one and the most basic thing, frankly, is that we have to make sure that we minimize, absolutely minimize the runs. you have for mr. mason talk about the trade programs we have in place right now. we have done a lot of hiring.
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we are still in a catch-up mode. we need to eliminate the number of runs that we have, and there will be a comprehensive plan to do that. that is the first part. the second is we have to continue to do more of what you saw with a slight uptick in the bus program, which is focused and targeted. in this data that i am talking about, we have got very specific data, mechanical data. we need to look at the components on the real side that causes those failures and address those with our resources third, i think we need to move forward on some of the things that you have heard earlier, talking about the rail lines, especially multiple stops, stop signs.
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it is very difficult. during one of our last meetings, we talked about going with 97% of the subway schedule, and the subway, for the most part, has been consistent. the delays are coming on the surface lines. so some of the things that we talked about and this board has asked us to look at, we are ready to move ford -- forward, so i think we have to look at prudent capital investments, short-term, and it will make a difference, and they could be technology driven in terms of those kinds of things. the other part of that is the service management, making sure that we make adjustments. we are doing that now all of the
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time. this gives us the ability to make performance adjustments. on the rail system and now on the other system. director heinicke: do you think that will be up in the next quarter, or can you not tell? let me end with that. it sounds to me from the explanation, and, again, every time we have this discussion, i just wonder if we are really doing this survey right, because a ha mr.ley -- mr. haley said -- these were deliberately not on time. i do not want to delay this more, but i am glad that there are some ways to look at this. it is not just that we are
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surveying different lines, but if there are changes we can make to make it a more accurate depiction, i think we should look at that, and the reality is that we should revisit the schedules. chairman nolan: ok, anybody else >> one thing we need to point out, the service standards, each is surveyed twice a year, so i think that goes to director lee's point in terms of monthly data. six months of the year, those lines are not serving as part of the on-time performance figure, but what we have done in the last year, in the brief to use some time ago, this year, we wanted to migrate from the current process we have now to the passive the counters, and right now, we are in a bit, so that is what is going on in
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terms of on-time performance, so this has been a challenge for this agency. when we take our 75% on-time performance figure, we were literally filling everyone regardless. we were in a different situation. now, there is more overtime, and this is more hiring as part of the negotiations, things of that nature, and that was just last year. and then it started back of. we are hiring operators to deal with attrition. we hit a very high level of missed runs, and i think this is a little bit hesitant about what happened in the last quarter. chairman nolan: ok, thank you. members of the board? thank you very much. secretary boomer: mr. chairman, seeing no public comment, item 15, the local hire.
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>> this will be presented by art director -- deputy director. chairman nolan: miss? >> this will be moving pretty quickly. this is a response to a board member request. chairman nolan: way to go. we have all of this. maybe we can begin? >> certainly. good afternoon. i am virginia harmon. i am with the sfmta.
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this is for both are small business programs and other requirements. as you may know, bees are the principal method that we used to ensure that the local community, both businesses and individuals, are providing the opportunity to work on these. outreach is a key component for opportunity. we are trying to participate in as many outreach programs that we can. we recently held a certification workshop, it in january, we had an event where many participated. we're very excited about the event.
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we will present -- a specific focus on work force requirements. for a complete list of events, there was data which was sent to you last week, and there are additional copies on the table. one final thing on outreach, if you become aware, it will be useful. do not hesitate to contact me. we do want to do this as you possibly can. on our contracts, we have our small business program. we all know about some of these programs. i am sure there are many others, and though there are many, it is
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really not all of that complicated. we have compliance programs on our contract. we receive funding from the sfmta. if we receive funding for aid projects, we do this person into caltrans. this was recently upheld by the courts. there is the local business enterprise program. this is for the funding source, including local, whether or not they are professional services. i can provide more detail. as you know, as such, we are presently implementing projects.
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under that program, we look at marketplace availability. in order to be awarded the contracts, they must demonstrate good faith efforts. to receive credit, the contractors must do things in one of three ways. there is the san francisco human rights commission and the transportation guidelines. this is to determine responsiveness, it provides general oversight and monitors contracts. the contracts that we already bid, what these look like, throughout the bidding of these contracts, there is a significant level of concern was expressed about whether local
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businesses are provided the opportunity to participate. in spite of the fact that these contracts have been been under which it was that generally prohibits things, we see significant levels of business enterprise and you can see that for every contract so far, they are committed to achieving the but dissipation bowl -- the participation goal. these are the remaining contracts. the contract went to call your attention to is a country where there is a 6% goal and a requirement that 50% be included. korea to see significant levels when that is bid.
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on the subway contracts awarded to date, approximately $261.3 million. 38.1%, and another oat -- and another amount. there are 80 subcontractors, and 45 of them are local business owners. there are additional details in the updated memo that you were sent earlier. and then, we move on to the employment requirements. overview, and with respect to wages, minimum compensation ordinance, a fair living wage
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to employees working on city contracts. it regularly adjusts. on the construction contracts, these are identified by trade enforced by the office of labor standards and enforcement. the accountability regulations require that vendors provide health care for those that have $50,000 that last for at least one year. there is equal benefits ordinance that provides the same benefits that they provide to their employees with spouses. there are also opportunities and on another contract, the number
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of entry-level trainees -- a consultant is obligated to place one trainee, and the amount goes up. these are typically are local residences. we're also implementing in the minority goals and the female goal for each trade. there are requirements which may require an apprentice. there are 51 employees based on
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the contract. and on the design packages, we are projecting 30 trainees. and this shows a breakdown of the contract which is still in progress. our participation rate -- it well exceeds what is needed for federal regulations. this despite the short in terms of hours. in terms of local residents, we are nearing the 20% benchmarks and should exceed that level but contract completion. the second relocation contract, this is getting underway.
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we are, again, exceeding the federal minority goal. the participation in 17 plus%. we do hope to see improvement as some of you know, on march 25, a new ordinance came into effect. it mandates that 20% -- the amount increases annually in increments. it requires the segregation of local funds to ensure a maximum amount. sfmta leadership, director ford
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and another, have been involved. while we wait for direction, we continue to express our commitment to doing everything within our power to make sure that san francisco residents have the opportunity to work, including on the central subway. we will continue our partnership with the work force development with the intention of achieving the 20% local residency.for this year. we will hopefully implement the requirements to the massive extent possible according to lott, and we will continue to maximize these. we will continue to track and report. finally, we are in the process of setting up a trainee program, a program that is modeled on a similar program and we are
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working to collaborate and expand on the program. the purpose of the training program would be to have the workers have a safe working conditions in and around the job site, in addition with working on the central, website. that is it for my report. if you have any questions. >> thank you for that report, which was very thorough. i have a couple of questions. are these to the office of work force development? >> yes, that is correct. they come through the first source hiring. and there are additional trainees? >> absolutely. these are allocated to the project.
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the number of trainees are increased. >> thank you again, not only from today, but if you could keep me abreast of how that is going? i am very pleased with this report. chairman nolan: thank you, director beach. when we were in washington, this subject was brought up. i assume this is your opinion that the way this is being done
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here would not bring up objections because there is a local share of this? >> we cannot separate the local match from the federal requirements, so the local money is federalized because it is matched. however, the program we are running here is not a mandate. we are running it through by encouraging or in getting people prepared to compete for those positions and making those positions available, working with city build and local first source, so we are creating a pipeline that will get us to the 20% without making a mandate with any of the contractors. we believe we're 26 us all. without this ordinance, we are right at the brink of 20% already. the efforts that we put in in the very beginning to make sure that san francisco people had jobs, it could be a bit more
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aggressive. they do a great job. this is not just for local hiring but also for small businesses. this is on a local business side and others. chairman nolan: there are other transit areas doing something similar. >> just as an example, we had the deputy secretary here a few months ago, and i understand that there was the work that
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