april, 2013, and that was two days in april, when there were only two days in april where the system had enough lrvs. and i know that in december of 2012, there were zero days when muni had enough lrvs to hit that number. >> yes, actually between then and april, we had two wrecks come back. >> right. >> and the version, and so yeah that is how. >> so as not to be too lrv centric, for the trolly coachs in april and on half of the weekdays and, there were not enough trolly coaches and between my understanding is that between the coaches the lrvs that is approximately half of the rider ship of the system. more or less. >> yes. >> and the problem that it could be also both availability and reliability. and they are the oldest of our

fleet for the entire trolly coach network that is best and it is useful to only apply one subset is 20 plus years old and so we have moved to retire many of those and we hope to have a new replacement vehicles here. within hopefully within 12 to 18 months. >> great. >> could you keep explaining, i just want to understand average daily hold count, and the delays. okay the main distance? do you want me to speak to that one? >> average hold count, where you want to be with this number, 189 looks like about 20

percent of our total number of vehicles, which is where you want to be, you want to have 20 percent in the reserve because part of that, and what we see here is this 189. includes vehicles that are being put in for their mileage and inspections we do on all of the fleets. so that... so the impact of this number again is most reflected and some what skewed toward the lrv and we had in the systematic program of the last say 6 months working with the fta and then retiring the oldest trolly coaches. so, this number of 189 in terms of the average daily hold count, that is probably if you look across the system, it is on the order of 20 percent, and the number in and off itself would be okay. but the problem with this number is that it is disproportionately getting on the lrv and this is a bit of

and it masks the real issue for us. just focusing on the 189. line delays are ten-minute delays, times the number and again, in the month of april, for example, 70 percent of our line delays on the rail side were caused by the vehicle, and another 14 percent were caused by the control system. and it is not that the train control system is failing, in fact it is at historic levels for its reliability. and the issue becomes, again, the delays and they occured around portal entries, we had the opportunity that no one else that i am aware of in the country has. we have 1100 times a day, we have the opportunity not to get a train into the tunnel because of the need for a connection

between the on board computer and the signal systems. and so we have a goal of just over 99 percent so what that means is about 30 times a day, you would have 30 trains that would not quite make that connection, which what that means is that the train will have to get a special command and then operate into the system, and cut out or manual which means that it goes much slower and increased to the safety margins. and so, a lot of the line delays and that occurred, and are related to the vehicles themselves which are the biggest source, the second one. are the interaction between on the rail side the interaction between the vehicles. so, and the infrastructure. >> okay. >> i am sorry. >> so when you say 200, you mean 200 vehicles were delayed more than 10 minutes or 200 lines?

or? >> no, this is the number of delays that are over ten minutes. so you have other delays that are less than ten minutes. >> i understand that. >> no. i am asking is it every time that one bus is delayed or is this every bus that was delayed completely is the whole schedule. i wish to... is it... >> i would, for we have system-wide and i know and i can provide the numbers, but in the month of april, 2013. we have between 6 and 700 total delays. not all over 10 minutes and so this is a subset of the delays that are over ten minutes. >> my understanding is that so if you have say a bus or a light rail vehicle that breaks down and impacts the entire line and it is for ten or 15 minutes, that is one line delay

even though there might be 20 vehicles that are delayed as a result. >> and it counts as one. so the one line delay can have pretty dramatic ramifications including for other lines that are in the subway since you have multiple lines merging together. >> okay. >> and mr. elliott. in terms of the entry into the system, and if you are speaking on the positive of many opportunities. for problems. and there seem to be in my experience a number of problems getting the system and that is a problematic area because you are merging several lines into one subway line. are we making progress in terms of addressing some of the church issues? >> first of all it is not your imagination, it is a problem and yes we are making progress and here is what we have done

from, and we have done about 90 days ago and we realized a failed entry and when the vehicle coming in-bound could not get automatic train control and what we found is that there are three basic cause and one is the vehicle itself and not being able to make the connection and what we have done is we are now at almost 100 cars and we placed something called a tucometer and which is what talks to the signal system on the vehicle. it should be replaced every couple of years according to the manufacturer and ours have never been replaced. this has made a difference in the people's side tf and we have also identified a repeat vehicles and asked for them things antennas to do things like a program for that. and on the operator's side we found that that many of these

result that the sensitivity and the system and we have to go to follow the right prompts or commands and we put up a sign to remind the workers to retrain on the protocol and the procedure and it has been replaced multiple times, there is new, and we have done track work there and we are also working on the infrastructure and we are seeing, more and more improvement in that area. society you have got to drill down on all three of those variables. and right now, what we are seeing is a little up tip in what you don't, when you go into the tunnel, if you are in cut out, you have a chance to reacquire the train control

system and usually when you reacquire the system which we are seeing in more and more cases that indicates say, that it was not the train or the infrastructure and we can work with our staff to work on that. so we are moving aggressively. and consistently in that area. >> i have a question about the bus crowding. and this said in april, that there was about 7 to 7 and a half percent during pique hours of buses that were over 100 percent capacity. and now, first of all i would imagine that is quite variable by lying and i am going to guess that the geary and stockton and some of the rail lines were probably experienced potentially a higher percentage of crowding than some of the smaller lines. and there are any number of the one and even the vehicles that

are rich in service and the one in california. and you have crowding at peek, and so this is a blending of all of those in the bus crowding. >> and then my understanding from mta is that the reason that this category from overcrowding is limited to buses is that for the light rail vehicles is that because you are in the subway and tagging into the system and not under the vehicle that the mta does not have the same measurement area for the percentage of light rail vehicles does it become over crowded. >> that is correct, they are on a major portion, on the river tire side and an automatic passenger side over the doors that provides a very accurate count of the ridership that it is not on this generation of

cars, so the rail cars are checked through the combination of the gates and union checkers out there taking counts at various times. they don't have the technical capacity to judge overcrowding on the lrvs? >> well, i think that we can we have some technology, and i think that we we have enough information that we have overcrowding as far as when and where we also know that. we are able to with the next bus we know that the trains are in the management center we observed the platforms that we know where the crowding is to the extent that we have the precision that you will, with the numbers if you do with 100 percent, and we have of the apc and where it does not... that is not at a... that does not place us in my opinion at a

major disadvantage in that regard. >> that the agency is aware that they are pretty severe decision in the lrvs during the rush hour. >> yeah, and i think that we know where the crowding is, and we know, why it occurs and we know what we need to do to resolve it, i think that it is a number of steps a number of which i think that it will be rolling out with the june schedule change. so, great, thank you. >> anything else on the measurements for that? >> no. >> okay. >> i think that we have talked about this to some extent of the under investment in the system. some of the source of the problems and i think that it would be just to i mentioned up front that there were things that we were doing that we feel with your support and oversight will continue to move forward

on some of these programs, that will improve the system, and i think that we have done some things, you see, and in any number of areas, some, you see up here and some of the initiatives on the day-to-day performance on the travel time, i would add to that, your working leveraging, and the organization configuration to you or signal priority wherever we can and we are going through a a systematic review of all of our schedules to both to look for opportunities to make them more efficient. and we also are pushing capitol projects that will benefit this and we are going through something called the snag standardation right now and we will increase safety and make it eelser for the operators to see it and the signals of going through the constant operating reviews of the way that we run the system and the five fulton pilot is coming and that is one

of the things that we are looking for ward to and part of when i say signal, systematic review of the schedules, excuse me, part whaf we did was over the holidays, we just take a look at the number and the amount of service that we had and we looked for an opportunity to or to match the service up with the rider ship as more people take off for the holidays. and that resulted in some savings for us as well. looking at those kinds of things, i think that the third point is critical. and the line management center, is this is using and we are in a transition phase and we have a world class control center coming in a couple of years but in the meantime, what we have to do is really take the technology that is available. the way that we supervise and

make those adjustments and intervene strategickly and you have to presume in a system like ours that you are going to have issues every day in our effectiveness and managing the service, everything from when you do have an issue of an incident that occurs in the subway, and our ability to get in there and make the right call and look at the roles and responsibilities for mechanics with a train over every 90 seconds in rush hour you need to move those things along. one of the things that i think that it is important to point out and, again, your help and support has been critical here. is to really align the capitol program to address the critical needs of the system. and the program, or the replace x or the bus will be turned over in five years. and it is passed the light that will make a big difference when you are going through a triage

process. and it replace, the infrastructure projects are critical, and they do just as i described the impact day-to-day. the two incidents last week, that impact it in terms of causing major delays, and the source of those problems. and failed components on the overhead lines in the chart. which is a yard that is due for the capitol program and so it is critical that we deliver our capitol program and we deliver the operation and again as we go through the system and look at the way that we supervise it and take advantage of the opportunities and the technology that we do have to improve the management in the system and finally the over

several months that we heard loud and clear the importance of hearing and communicating. >> but there are problems, but there are going to be problems to that. and this has been something that has been a major initiative to our director. and i was beginning to effectively social media to communicate delays to support the operating staff with the technology that we have and it would be more aggressive in the customer out reach. so, with that, that is a brief overview of the state of the system. >> all right. >> thank you, mr. haily. >> do you have a question? >> no, i wanted to go back to the management center. and i know that last year we had, i think it was last year that we had a long conversation in the budget committee about a new management center at 1455 market street and so is that

now open and in place. >> no, it is not open yet. it is under construction, the construction part of it is done what is coming is the principally the new radio system which will allow us to move the entire bulk of the center and the line management center that i talked about into that facility. that will be a major upgrade. you know, our current radio system is state of the art and on the 1971, and it is very, you know, basic communications when there are delays and the controller can talk to one operator at a time and it makes frustrations for the passengers. and this is what we have done and with the line management center is a bridge. we tried to take technology and we are getting and using the next best informational on the

real time basis to coordinate with the people in the field and the control center to better manage the service and we think that has made a positive difference. but, i think that it won't have, or it has a good impact but it will not have the dramatic impact that the new control center should have. >> if the hope, also with the new radio system that you will be able to make more announcements to the riders in the vehicles themselves because i know that is part of the experience that is frustrating is not knowing what is happening when you are stuck underground. >> actually we have... we are committed to doing that and you are absolutely right and we hear it all of the time and we know that it is a major source of frustration. we had until a lot of it left the burden of that too much on the operators and we still work with them to get them to make announcements but we are also making announcements now and delays from the line management

center as well as through twitter, and other social media to get the word out. and part of the announcements that we are doing to continue to work to the train control system to make sure that an announcements that are being made in the station are matching the destination signs on the trains and both, and it is important to make more announcements to use whatever technologis that we have and we are also our new website, it was available and we are also posting delays. and we are look at any other vehicles that we have to make announcements and variations. >> in terms of announcements in the station and on the train, it is good to centralize it and, more clear the more operators that are suprerb and

there are times when the announcements that the passengers can't hear it and i don't know if it is a problem with the speaker system but at times it is loud and clear and at times it is inaudible. >> yeah, to continue to work on that and we checked the various systems and that is coming up for the up grades and thank you. and i just want to say that you have a very hardest jobs in san francisco, i think that it is a competition between you and mr. riskin sometimes and i know that as envisioned of being a supervisor i know that at times it is frustrating muni rider and sometimes i complain to you about the specific issues and i always found you to be very not just responsive but good at explaining why the different problems have occurred and so i appreciate the work that you are doing. >> thank you. >> thank you. >> mr. riskin.

>> thank you. chair person, weiner, and vice chair kim and i just want to echo, what john said in terms of just, appreciating the focus that you are putting on muni and the transportation system and recognizing i guess, specifically through what the form of this hearing, the linkage between the transportation system muni specifically and the economy of san francisco and the impacts that can have, adverse impacts when it is not working but also, we should remember that muni is a lot of what makes san francisco economy work. and contributions that muni makes to enable the economy of san francisco to function every day as you say are hard to match across the country. we have 90 percent of our residents within two blocks of a muni stop and so it is phenomenal coverage and we are the 7th largest transit system in the country in terms of ridership and so a lot of san

francisco's economy is really under pinned by the service that muni provides. i too rely on muni and sometimes the frustrated muni rider, i would say that most trips get anywhere i need to go and in a reasonable expectation, how that should happen. but certainly, as you saw from some of the data, there is still too much of the time when that is not the case. >> but, i think that john did a good job and not only touching on where some of the challenges are but some of the things that are coming to improve some of that, the turnover of the bus fleet, and the new radio system and the new control center and the new public address system and so there are some good things on the way, however, if we move to the slide i think that the big picture and this slide just kind of summarizes really where you started and i would concur with probably all of your opening remarks is that we have not invested in this

system in the transportation system in the last generation and i think that is true with a lot of the infrastructure in the city, and it is true of our health facility and of our streets and our sewers and certainly true of the muni system, and this shows the annual structure deficit for the mta and 300 million a year and so this is just looking at the assets that we have and the services that we provide, the cap between the resources that we have to operate and maintain the assets and verse what his we need and we he is made that to be on the order of 320 million 70 of it in operating budget and 260 in the capitol. that is where we would need to bring the system into a state of good repair. the chart just shows really just one way to look at how we have failed to keep up. we as a city have failed to keep up with one metric which

is population of the city, our service hours, you will recall when we started the recession, or even before, muni started cutting service to just balance its budget and while there has been some restoration of that, we have not kept up with the population growth and that is not a perfect indicator of demand on the system, it certainly is a relevant proxy i think and, that is just since 2001, and i don't think that anybody would say that service in 2001 is where we wanted it to be. but our service hours, has declined relative to the population over the years. and that is not the quantity of service, and as you saw from some of the data quality to the service too, when we are meeting or getting the service out of the door and sometimes halfway through the run the bus is breaking down and adding

daoet lays and the people's experience. so, our ability to meet, we can generally meet the 98.5 percent service delivery goal, of prop e and the 85 percent on time performance goal, we are nowhere close to being able to meet based in part on this lack of investment. over all of these years. and to give it a little more perspective specifically on the capitol side, as we focused down to what we called the mission critical assets of muni. over all the agency has 12 or a little over 12 billion dollars worth of assets, that is everything that parking garages and signals to signs, the core muni part of that is about 6.69 billion dollars worth of assets. and you can see them, broken down here a good chunk of it and the vehicles and the

overhead lines and also a significant part of the problem. and as john made reference to, that was the overhead lying infrastructure and it was in large part responsible for the numerous delays that we had in the last week and a half. so, of that more than 6 billion dollars and the infrastructure and more than a tenth of it is beyond the taste for life and you can see that john made the reference and the trolly coach vehicles and nearly a fifth of those vehicles is beyond those useful way. and so just to kind of clean up the backlog. and we would need the 680 million dollars just to get vehicles, and other infrastructure within their life span, and that does in the necessarily bring them into a state of good repair and just to give you a snapshot of some pretty big numbers in regards to the challenges and from that

number from the others and that is the amount of money and all of the aspects. >> and the cleaning up that bag log as well as breaking everything up into a state of good repair. and that is the current system. and so if we look forward and what we are seeing through the plan bay area process and through the san francisco transportation planning process is we have a lot more people that are coming into san francisco, the population which 30 years ago was something like 630,000 and today it is 800,000 and 20 years it will be over 900,000 and we are going to have a lot more jobs in san francisco. and you can see from these maps that both the population growth and the job growth are going to be some what concentrated largely in the north east and the south east sections of the city and a little bit in the south west as well.

and so, the point being that we are straining to get out say the 114 light rail vehicles we need to provide a service although that is below what we really think we need, to move today in san francisco population we will be challenged all the more so as all of these folks come to san francisco to be able to move them primarily on transit. unless they have to bring their own cars and make their trips in their car on the roads which is what they said at the outset further degrades the service and putting more service on the street as well as more pollution in the air. and do you have an estimate for the percentage increase in the number of vehicles that we are going to need say for, the 920,000 people that will ultimately live here and actually the number may be higher than that and the range could be 950,000 or more.

but you know, we know we have had and we need a bear minimum of 114 lrv and we really should have 125 functional lrvs in the system. and there is a number of trolly coach and motor coach and do we know what percentage of increase that we need and a number of functioning vehicles. >> right now as john said, our full fleet is 151 vehicles. we project the need for an additional number of vehicles in the next five years to get us up to 175 vehicles and beyond that our fleet plan which i think is going to 2030 or 2040 projects the need and i think that ultimately a need for another 75 vehicles and so it is well up over 200 vehicles, that we would need in order to meet the future demand and we have in our