were requiring of the team to get this final concept developed. we took the time to look at the consultant team and how best to utilize their team and what we needed to do to bring those concepts to bear within the community. we took about six months to do that. our work slowdown in that period of time. in getting to the concept development that we had a originally envisioned, we are six months of schedule. supervisor mar: i understand why the city project team requires four agencies, but there is a design team with three entities and six or five specialists with several storm water management studies.

>> very similar to the debt on the city side of the team, the report -- required skills on the consultant side are similar and to have the best technical skills, we need a consultant teams to build a team in order to address all of the issues being outlined. for example, one of the things that we heard early on about the project was a way to address it in any meaningful way. that is the reason behind the size of the team. >> several -- supervisor mar: several months ago we authorized something that was passed that asked for this project to involve near-term pilot projects in test for the diversions of automobiles and figure out how we reduced delays and approved safety on market

street and supported the business and cultural environment. can you talk about pilot programs that will be embodied in what it is you are doing? >> there are two separate ones that exist on market street. the first is more of a citywide pilot in terms of testing things that may or may not be good interventions. some of them are not associated with this project, specifically. we are in the process of determining what pilots can inform this project, and that is basically necessary for environmental review, if we determine that we want to place an innovative bicycle facilities or want to work on certain other interventions, we need to define what that means for this project as we move forward. we are working on those definitions right now. supervisor mar: is one of those

options to close down market street to cars? >> currently, no. we do not have that option at this time. we are contemplating that as part of the study and to meet the goals of the project overall, but we have currently not identified a pilot project. not yet. we will know more about that in the next few months. as i said, we are still working on meeting the goals of the project. supervisor mar: given the feedback about this being mired in bureaucracy, how can we make sure that this project stays on track? the fact that we are behind already is not a good sign. the fact that we are over- staffed and, obviously there

might be a difference of agreement on this, but this project is not seem to be going in the right direction. what is your suggestion on how we can better monitor this to get it back on track? >> i think we have made great strides on the initial agreement and coming back to the community, because the progress is not -- processes are ready for us to bring out. that said, i and we're headed for that shortly in the next couple months. there will be a lot to show soon. to keep it on track in the long term, it is about time we securing of funds. we started with an initial budget that was low for the project. we attempted to move forward on an aggressive timeline and this is what brought us to where we

are now. to keep the funding coming for the project, it but helpless to keep on schedule. supervisor mar: obviously, i appreciate that. a bit of funding has already been committed. i am not exactly sure if it is the budget so much as -- i know there are a lot of cuts in the kitchen. if i want to get a status update on this, can you tell me how to do that? i do not want to spend the rest of this committee's time on that, but it is something i am interested in. >> absolutely, i would be happily -- happy to schedule that with your office. >> to add on to that response, we are happy to bring the item back. in addition, i know that the

director of the agency has been working on closer oversight of the project. there has been closer recognition in the fact that there needs to be stronger recognition for the team and for the project. supervisor mar: is there a shared vision on what the project should entail amongst shared agencies? >> i think we do have a vision on what was meant to be accomplished. ways of doing the project management to recover that time in a gain efficiency. chris already spoke to the strategies that are renegotiating the contract on the city's side, and i think that these are inherently large and complex projects that need special management to get through the process. supervisor mar: such as? >> well, be might have -- when

we did the major projects, like the embarcadero or the f line tracks on market street, we created special purpose entities to help deliver these projects. this is very early in the planning stage, but we should be early to creating that sense for a spotlight in capacity in delivering those kinds of projects. supervisor mar: the idea of limiting the number of private automobiles is something that i think many folks are excited to think about experimenting with. frankly, i was surprised with the suggestion in one of the contemplated pilots. can you address that? >> i am not as involved in the day-to-day considerations. i know it is on the table, but

as for a pilot i think the team has been very careful on which pilots to advance at this stage. there was a wide range in concepts in demonstrating the narrowed down choices for the narrowed down strategies. i would ask that become back in a month or two to demonstrate that. supervisor mar: i would like to get briefed from staff on those specific ideas. i asked to participate to get a sense of what is going on. >> thank you for your interest. supervisor mar: -- supervisor wiener: one of the challenges that we sometimes have in these massive, interdepartmental projects, is that there is no clear lead agency or there is a

director is working group, so you end up with conflicting visions that can create all sorts of problems and delays and cost overruns. by personal view is that with these mega-projects, it is the mayor's office that should be playing that coordination of vision setting role. of course, with support from the agencies and the board. i think that, not just in so many areas, but they can help to navigate these things in stead -- instead of a unified vision. i mentioned it to the mayor's office and i do believe that the mayor's office should be playing the lead agenda in setting a role for the better market

street plan. that is my personal opinion. let's thank you for the input and direction. >> colleagues supervisor wiener: -- colleagues, and more comments on that? is there any public comment on this item? seeing no one, public comment is closed. is there a motion to forward item number five? or not? supervisor mar: i want to say that i would probably support a motion, but there has not been something from my standpoint that we like. the case has been made for continuing to increase this budget. suffice it to say, many of us are watching this closely and want to make sure that the money is well spent.

supervisor wiener: can we take that without objection? that will be the order. do we need a motion to advance that? >> item number 10. update on the sunset elementary school and ap giannini middle school safe routes to school project. >> by way of background in may of 2011, the authority allocated $779,000 for air quality improvement funds.

the project included improvements in the avenue between 35th and 41st ave. this stretch in the sunset district included a branch library and sunset elementary. i will not go through the conceptual project of the design, but there is an up-to- date design in the project and i want to say that the project now includes a new bike facility from 20th avenue to the great highway. it is an entirely new bicycle facility. it goes across the school area as well. in june of 2011, the authority board allocated designed funds for portions of the project.

consistent with deadlines in federal funds, the $579,000, there is a deadline by which assets mta had to submit design packages to local assistance and federal obligations. that deadline was missed in we are currently working with mta to develop a recovery plan as presented in the memorandum of this year. i want to be clear about the deadlines, the february 1 deadline is the middle deadline, and it is generally when caltrans wants to partially approve the package. there is a little bit of wiggle room between february 1 in april 30. we are in there right now. once it gets in, they have to approve the federal fund

obligations. making sure that they are prioritizing everything. supervisor wiener: supervisor mar: -- -- supervisor chiu: -- supervisor chu: i want to understand of this project is in any jeopardy for not moving forward. can you explain that process? >> the initial process deadline was missed. what happens is all the projects in the region will go through process of reviewing them and getting them done by april 30. if the project is in by april 30, it will be toward the bottom end.

in they can take two to three months for them to do the review. getting them to move it up, once it is submitted before april 30, it is generally safe to say it is moving forward. supervisor chu: being at the end, does that mean it is in jeopardy, or that it just gets review later on? >> reviewed later. supervisor chu: in terms of timeline? >> this is a bit confusing. this is like the tax deadline. everyone turning in the project late, there is a real time crunch. if i were a betting person i would say that this had a chance to make it through, but there is still a slight risk. supervisor chu: can you explain to me where it was the ball was dropped them up >> yes, and we

have staff here. there are four major regions -- major reasons for that. one with the addition of the new bicycle facilities. there had to be extra design in the conceptual section to make sure it was put in. the project manager on the switch left, so they had to reassign the project manager. also, the mta street division, which is not managing this project, reorganized to the geographic team. finally, there was a bit of a breakdown between the mta in

anddpw -- and dpw. because the project managers had switched, this project was not high enough on the list to get a designer moving in time to meet the deadline. we have discussed the deadline with mtc and they have a manager ready to go on the project, ready to move forward in the next week or two to put the package together. that piece is all set. everything is moving forward to meet the deadline at this point. supervisor chu: the issues that we are seeing here, can the mta address them? between the dropping of the ball and we design, we missed a deadline?

it was finally successful and now we potentially have a project in jeopardy. >> paulo, commissioners. then summarized the dynamics for the well, and they were brought over from another section. although this was a bit of a scramble, we have learned a lot about these safe house to school projects. now that the project has fallen steadily into the final program

project manager, we are well positioned to move forward. supervisor chu: who knows when the next reorganization might be, but we could see other projects that will fall through the cracks again. how does the m.t.a. plan to deal with these issues and a large structural changes? >> this is something that has been done for all staff. that information is helpful for people to gain understanding of what the various metals are. there has been a great sharing of information amongst all staff and we continue to work with finance representatives in

terms of the redundancy out there. we all understand these projects much better. it is more working with local systems, folks at caltrans, the various players. this will present the sort of crises. supervisor chu: you mentioned this during this a front to scroll program, but there will be other program plots of money that will be coming forward that similarly had different kinds of deadlines and enemies they work with. is there a way that the mta is going to deal with this structurally ballot deadlines in grant money to be fulfilled to meet certain milestones? >> definitely. the level of understanding in

all projects is improving and i think that it is developing into a relationship in a continuing a relationship of finance and transportation. we are pretty in those processes. supervisor chu: did you want to answer? >> good morning, supervisors. in the grant procurement manager. our ability to secure federal highway loans has not been typical for your said house school grants. we have been good at giving grants. we started with 2, 6, 12, 15, we of probably up to 25 of those grants. the process involved, as mike has talked about, is a completely different way of giving grants, but it is also the way that the projects have to get pounded. we are all kind of moving each

other up the learning curve to get these projects funded moving forward. i am kind of looking at it in terms of a bull's-eye. the managers are aware of the deadline, but we need to be more aware of them and working into a schedule like this that starts happening -- stopped happening,. . supervisor chu: it might be appropriate for this one, or plans and programs, to understand how the mta is internally managing these deadlines. we have seen two in the most recent month and it is causing us a lot of heartburn. we do not want to see money that we have received fall to the wayside. so, this is just the latest example and never the do not want to see any future once. >> i second that, commissioner. that is an excellent request.

the federal highway has been administering grants for a long time and they are constantly changing. we know that there are many more fun programs than we used to have in the past. given what happened recently, while i think that things happening here should not be happening, the region is also struggling a little bit. for mta is the biggest recipient, but the other sponsors have had kickoff meetings with finance staff and project managers to go over the deadlines with regular check-in. we want to make sure that no one drops the ball and we are always aware of the deadline. caltrans has been a painful checklist to turn the packages into real concrete meetings with project manager finance staff on track. supervisor chu: thank you.

>> very quickly, i wanted to let the committee know that probably in the fall of 2012 we will see another request for this project to do the local match portion for construction and funds. we will see a final design at that point with updates on a specific design. we will be meeting with the commissioner's office in early april to operate around the staff of the project. supervisor wiener: any comments or questions? is there any public comment on this item? seeing no one, public comment is closed. is there a motion? is that a typo? this is just an information

item? no action is required. thank you. we will now go back to item no. 6. >> #6. recommend amendment of the adopted fiscal year 2011/12 budget to increase revenues by $39,451,841, increase expenditures by $30,104,501, and decrease other financing sources by $122,420,000 for a total net decrease in fund balance of $113,072,660. halthis is an action item. >> cynthia, finance and administration. this starts on page 23 of your packet. before you you have an amendment to the fiscal year 2011-2012 budget. each year between december and april we take stock of all of the new grants and any changes that may have happened during the year, or any unforeseen expenditures that may have popped up. we take a look at the current budget and we compare those numbers within the

transportation authority and adjusts the budget accordingly. if you take a look on page 28 and page 30, on page 28 we have a detailed listing of the changes we like to make for revenues, expenditures, and other financing sources, and on page 30 we have the results of these changes. i would like to walk you through the results on page 28. just so that you will get an understanding on the changes we're making. under revenue, there has been a delay of funding and the cmac programming for our brands. -- car grants. there has been a timing difference, a temperature difference regarding the final

report and decelerated spending in these programs referring to the next fiscal year. we also have a handful of new programs, from the federal state planning research project all of the way down to the federal balboa park station. those are all new rounds with funding that we received four grants after it was completed last may. next, we have the stateab1 ab11. we are in phase one of the project and we anticipate completion by june 30 with an additional $36 million in revenues and expenditures to be completed this fiscal year. next, we have more grants, more grants that have either been spent in the last fiscal year, or more grants them -- that we will be spending in this fiscal year.

coming from a line item down to the regional development authority spending. we also have $146,000 that we are adding to to the designation that has been accepted to run the transportation island transportation program. that item was approved back in october 2011. as we are going down the schedule, we have other avenues. a large revenue projects that consists of $707,000 a dpw because -- for dpw and the federal highway administration emergency release grant for a great highway project. we also have some refunds from projects like tjpa . below that, we have the $750,000

addition to the budget. the $2.5 million that we will be receiving to move to the new building at market street. telling them the list, we still have expenditures. unfortunately, most of the revenues is the bit -- vehicle registration fee. it should cost about $10 for the people of san francisco. there has been a delay in the expenditures in the 2011 crop b expenditures ap -- roprop d expenditures. going down lower, to the debt service, we are removing the $300 million anticipated bond issuance. we do