we have capital projects that are either completed or nearing completion. and the prop-k live ranting goal has been i met. while i appears that they're on track to deliver the program as promised, we found it challenging to navigate the t.a. website in the annual report to obtain basic information on thing like status or progress. the information is there, but in so many places, that where t

showcasing their accomplishments. for you it could be stats on items such as how many items were planted, muni vehicles purchased or how many paratransit trips were provided. all that information is there but requires a lot of searching to get to that info. and then as you prepare your annual report, you could improve the process to q.c. the data presented just to ensure the information is as accurate as possible. similarly for your website, really just provide a prop-k home page dash board to that showcases all

there are packets that are volumous and often not as easy to digest or to go through and that is a challenge because you want to be sure that your yes or no vote represents what you think is best for the agency. so please keep that in mind when you look at this slide where we compared the information from your annual budget to peers. first of all your budget contains all the necessary information but it is the shortest, mainly because you have summary paragraphs for the major budget categories while

others have more narrative or even a separate report for certain elements. there is really no right or wrong and it is truly a fine line between too much and too little information. if you feel what's been presented to you is sufficient for you to make an informed decision, then there is really no change warranted. the other question we were asked to look into is how different or similar the t.a. is in their use of consultants. so, starting at the global level, looking at your fiscal year 17-18 budget, you spent $12.9 million for technical professional services which includes your typical engineering consultant firms. a majority of the services are consumed by your c.m.a. and tima programs and prop-k expenses were only $1.1 million. on the administrative professional side which includes services for i.t. and legal, prom-k expenses were

$1.2 million of the total $1.7 million. what it really shows, though, is that prop-k consultants made up less than 1% of your total expenses in fiscal year 2017-18. which does not seem unusual for an entity such as yours. now aside from the cost, the t.a.'s used of consult tanlses is similar to peer agencies and not atypical. what you have on this slide are key areas showing functions performed by in house staff or consultants. at most agencies, you'll have an in-house staff performing overtype of activities while consultants would be in the weeds doing the actual studies, designs or construction management. that is why you see check marks for both the in-house and outsourced column. the two area where is the t.a. is different is that the principle engineer position is currently vacant and that would be a position that would oversee consult tanlzes on

larger projects and then currently you also have legal and you have tech support outsourced as well. changing that composition may make sense if the agency grows and experiences greater need to bring in legal and i.t. in house. so, concluding on the budget focused area, no change is warranted to the annual budget unless the board wishes more discussion or description on specific line items. and then probably lower priority but may make stones evaluate cost and benefits of bringing i.t. and general counsel in house as well as hiring for the engineer position that has been vacant for a couple of years now. also related to communicating budget information with more specific to prop-k, there are improvements that could be made in terms of conveying information that is available on the t.a.'s website and in

various documents to sponsor finance staff to help in their own budgeting and planning. it appears that there is currently a disconnect between prop-k budget data that the t.a. main atlantas and what sponsors are aware of. the holding round tables on a regular basis to discuss your five-year priorization programs and strategic plan updates as well as any other funding needs should help improve lines of communication and understanding of t.a. sponsor needs and challenges. the other consideration in this area is possibly revising the grant amendment process and really consider establishing a minimum board approval threshold for policy level grant budget aementzes involving funding increases and delegate any amendments below that threshold to the executive director. the third and last focus area, almost there, related to how

the t.a. processes sponsor reimbursements, especially its timeliness in reviewing reimbursement requests and turn-around payment. so tt.a.'s goal to turn around sponsor reimbursement requests is within 30 days of receipt, which is in line with government accounts payable practices. if we're looking at last year, which actually is two years ago, the average processing time was 31 days with 40% of the invoices taken longer than 30 days. last year fiscal year 17, the averaging processing time improved to 21 days so the goal was met but could be improved, especially it seems like some of the holdup could be mitigated by implementing a process for t.a. staff to follow up with sponsors in a more timely fashion. we saw an invoice, for example, where it took almost two months for t.a. to follow up with a

sponsor after an initial question went unanswered. so in terms of sponsor reimbursements a couple of recommendations on how to expedite processes using requests. give than there was a general improvement from the last fiscal year to this one, there may only be small operational changes required to gets that almost perfect score, if you will. a start would be to kaukt time study to identify how long it actually takes to process a payment, corelates that with other work that is on the staff's plate to help identify whether there is a need to temporary reassign work to accommodate peaks or if there is a true need for additional staff. another quicker fix may be to require staff to set reminders for themselves to follow up with sponsors when they do not get a response. and other options include only taking reimbursement requests that exceed a certain threshhold to the executive

director for approval, which may also reduce the processing timeframe. the next set of considerations seems straight -- seems fairly straight forward, but may require some additional work and discussions with sponsors as they relate to execute service level agreements that define the roles and responsibilities for all parties involved and then having expectations set and clarified will help everyone understand what it takes to get paid in a timely and efficient manner. so this concludes my presentation. but i welcome any further discussions or questions. >> thank you. by way of background, when i first became chair, i was interested in having something akin to a budget analyst-type function at the t.a., another set of eyes and ears and this is the first work nrauk we've

seen from the consultant that we hired. i heard a little bit from colleagues. some colleagues were interested in having more independent reviews on particular items. i think that this is very heppellful. i want to hear from staff as to staff's response about the recommendations. i think we should think about this over the august recess and reagendaize the actual implementation of some of the recommendations. and i also want to add that in our role as members of the board of supervise source, as chair of the budget committee, supervisor cohen knows, when we lock at that budget, it comes with a set of performance metrics and people in the public understand how their dollars are spent and i think it is something that we might want to pioneer at the t.a., whether it's average days that it takes the process of payment or a set of metricks that we can track from year to year so i add that as a recommendation as well. but i'd like to hear from staff as to -- i mean, some of this

makes great sense. i've been very candid and it doesn't take much to see that our website -- i don't want to say sucks -- but could benefit from some improvement. if you actually look at the city's website, particularly the controller's website, some of those dash boards are very, very helpful to policymakers and members of the public. i know that the t.a. has been undertaking a revamp of the website and i totally agree that highlighting my street s.f. makes great sense in the same way that the planning. departments, property information map is like the go-to thing on that website. i would like to have a robust discussion about whether or not -- and this is, you know, plug your ears, stan, whether or not it makes sense and what are the benefits and detriments of bringing legal functions in house, i.t. functions in house. i do agree that the annual

report should show that reconciliation that ms. liu spoke to. with, that why don't i turn it over to staff to hear their response. >> sure. thank you, chair peskin and thank you so much, leanne, and to sjoberg's team for this very helpful review. the process itself provided a lot of insight into even our own staff given they were administering the prop-k program for 30 years. next year is the 30th anniversary and it is gratifying to see that we appear to be delivering on track as promised to the voters that we always felt was the case. it has been very helpful to also hear feedback from other partners in the city, family and across the region on things that we're doing well and things that could be improved. we take to heart the recommendations about communication, everything from the website. of course, which is being updated to our online tools, to sitting down, you know, with partners at our sort of biggest

allies and the largest grantees to, you know, maybe semiannual have a more in-depth conversation. all of that at the management level, at the staff level. we very much appreciate those recommendations. in terms of the in-house versus consulting balance, it's good to see that we're in line and good value provided by our consultants. i think the in-house recommendation for general counsel will be looking at that closely as we look at the treasure island tolling program. that elevates the level of -- certainly the operational responsibilities, the external sort of partners that we're dealing with and potentially even things like cyber attacks. i think we want to be very thoughful and deliberative about how we plan for that role. so thank you very much once again. >> are there any questions or comments from commissioners? is there any public comment on this item? seeing none, public comment is

closed. and colleagues and staff, if we can mull these recommendations over and bring this back for more discussions in september-october, i would recommend that and thank you again to the sjoberg team and ms. liu and we'll continue this conversation in the fall. >> one quick question. do we have a copy of the presentation? >> yes. yes. it's in my binder. >> ok. i didn't -- >> and if you want me to have staff e-mail you -- >> get it through a t.a. staff. thank you. >> that would be great. ok. next item, please. >> item 14, update on the muni service equity strategy report. this is an information item. >> mr. kennedy. the moment you've been waiting for.

>> ok. well, thank you. good morning, commissioners. sean kennedy. i'm the acting deputy commissioner of transit. as a little bit of background before i get going,s in 2014, m.t.a. staff worked with external stakeholders as well as this body and our board to develop an equity policy. that was then approved by the m.t.a. board in 2014. it was designed to improve transit performance in neighborhoods that have a high percentage of low-income and minority populations. 2016, we then developed and our board adopted the first equity strategy and i'm here today to

go over the 2018 version of that strategy. before i get into a summary of the 2018 projects, i want to note two major changes between 16 -- the 16 strategy and 18 strategy. one is that we added an additional neighborhood. the ocean view engelside neighborhood by city college was added to make eight total neighborhoods being looked at through the equity strategy lens. and the second is the outreach approach. in 2018, we really relied heavily on data and data analysis and then worked with a smaller working group of interested stakeholders around the city to verify that data and work through some of the analysis and the processes. in 2018, we received a cal trans grant that could be a sustainable transportation planning grant that was really

helped us focus a lot on individual outreach efforts, getting down at the grassroots level, not working just a working group but talking to people about how to improve transit in their neighborhoods. what could be done to improve transit and really looking at not just riders but also people that don't ride muni. what can we do in the neighborhood, how come you're not riding munis, is is there a way to improve conductions, or is it too crowded. you need other resources to ride our system and provide that service. so, through that extra outreach effort and focus on talking with individuals at the neighborhood level and the really block level, we attended over 40 community meetings and these things ranged from backpack giveaways to sunday streets to just yourty cal neighborhood meeting that was taking place. we talked over 500

organizations -- excuse me. we collected over 4,000 surveys is. once again, this was about not just riders and people who ride on the service, but people who weren't righting our service and how could we improve muni so we touched over 65,000 people in this process, got information from many of those 65,000 people and used that to develop our recommendations that then fed into this two-year operating budget cycle. this list here shows the ones in gold have already been implemented or are being implemented in the next month and the lines in gray there are going to be implemented in the next several months. really exciting stuff, quite honestly. the 48, for example, extending the service to the beach right now. the 48 subs at west portal except during the peak periods when it goes out to the beach. we heard from a number of individuals in the intermission

specifically that having that service to the beach all day long would be a huge benefit to them. of course, we also heard from d4 residents about that as well. increasing service on the 29. in 2016, we increased service on the 29 during peak periods. but this time we really heard a lot about afterschool, the 29 serves a lot of schools. it's very busy during the 2:00 to 4:00 time period so there was a lot of discussion about how we can improve service during the nonpeak periods and add some buss to that line during the traditional nonpeak time periods so we're excited to be doing that. and also doing things like the 9r, up sizing, calling it upsizing going from a 40-foot bus to a 60-foot bus on the 9-r that adds capacity and reduces crowding for those people riding that service. so, really exciting on where we're going with these recommendations.

and then next steps, obviously we'll be implementing these changes in the next several monthers and monitoring these changes over the next two-years to see how they're doing. we really learned that the more contact -- obviously if it is not rocket science t more contact you could have with these neighborhoods and these groups, the better it is for everyone and so we're really incorporating that outreach strategy into our work plan. a lot of these groups when we don't necessarily have anything to talk about, we're just going to listen, find out what's going on in our neighborhood and we're hoping that way we kind of have an organic equity strategy to, quote, term equity strategy will just be folded into all of our work and how we do everyday business on the service planning side. so, we're pretty excited about that as a next step. and with that, i purposely kept

this pretty short. so i will love to take as many questions as you guys want and we can go from there. >> thank you, mr. kennedy. commissioner ronen? >> thank you, mr. kennedy. i really appreciate this work. i just had one question. i see that you and you're very adamant that they expanded the 9r to 50-foot buses which both go through the portala neighborhood. but i notice you don't call out or specify the portala as a particular focused neighborhood. and i'm wondering if that was just including it with the outter mission and just not naming it. i just want to make sure that you're surveying those residents in similar ways because there is so much congestion on san bruno and the buses are packed. both the 8 and the 9 every single day to the point where

people can't get in and where especially on the 9 there are pretty much sites every single day. >> great point. the naming of the neighborhoods -- these neighborhoods -- we were just trying to identify rough areas. as you know, our services go through a number of neighborhoods and a number of areas so portala is just kind of -- i don't want to say lumped in, but it's the general vis valley area and we don't draw specific lines on who we're talking to. we've been working with them for a number of years now on improving the nine specifically. those relationships are developed and will continue to be fostered as part of this process. like you said, the 8s and the 99r, it's a really good problem to have as far as from a sustainability standpoint. it's great that there are so many people that want to ride that service and we have to find a way to get them better

and more frequent service and reduce some of that crowding. but we heard the same comments that you just said add news nauseam, numerous times over the last six months so. >> out of curiosity. since you switched to the 60-foot bus on the 9s, i kid you not there was a fight. >> i believe it. so, the incidents have gone down. we get -- if an operator reports that one of the patrons calls our 3-1-1 system and tells us there was a fiesing -- there was a fight on there, we have noticed that the numbers have gone. it's self-report so ited's hard to say that definitely the numbers have gone down. but it seems to be in a downward trend, as does crowding on the line. i think those really kind of go hand in hand. if you are not face-to-face with somebody all the time, everybody can move out and

tensions can decrease a little bit. not just the 9r. but we have seen less incidents over the last several months after we implemented that. >> thank you. that's all. >> commissioner brown? >> i see that the western edition is one of your focus neighborhoods and i was actually in supervisor breed's office as a legislative aide when this process started. and i know you were out in the western edition a lot. and community centers talking to the seniors and there were a few things -- first of all, i don't see anything on here, on your list of what you are going to do, improvements for the western edition. i didn't see it on your list. that is number one. and then number two, and then i'll let you answer the questions. and then number two, as i know there were a lot of the seniors

had a lot of issues around that area. you know, we have a lot of the h.u.d. properties, senior sfrrs. we were moving bus stops at the time and they felt like walk ago few blocks for seniors was hard, especially if there is an increase in climb. and then the second was of safety. because a lot of the bus stops were in dark areas and they didn't feel safe going to the bus stop or being let off on the bus stop. when it was dark. can you address that and let me know what is happening with the western edition since it wasn't on your list? >> you bet. so, western edition has been really the focus -- in 2016, we implemented the 5r service in relation to the equity strategy. drastically increased ridership and reduced crowding just like on the 9-r and we've continued to work on mcallister street and fulton for that matter to

improve those services. and we're looking at improving, making some small-captal adjustments and the 31 balboa, for example, is that on that list. it's indian daughtered with stop signs, especially outer portion of the line which throws it off getting through the western addition. one of the things we serious doing is working on improving reliability and frequency of the 31. we're rolling out new signage at our stops that include a small that include a new beacon of light at the stop of the stop sign. really am by cents light.

-- ambient light. there is more safety with eyes on the street type of idea. there's probably people waiting there, that time of thing. but we don't have a program right now, at least of developing, you know, electrical capabilities at every stop. where we do have electrical capabilities, we've been putting in nex bus, for example, and work on putting out a new nex bus in the future with solar panels and solar way to light the next -- unfortunately that takes a lot of power. so that is something we need to find a way of addressing specifically in viz valley and a lot of neighborhoods that we're talking about. especially safety issues waiting for the bus x amount of sometime a real issue and something we need to work on. >> thank you, commissioner brown. and thank you, again, mr. kennedy s. there any public

comment on this item? seeing none, public comment is closed and this is an information item. can you please read the next item? >> item 15, update on the district 10 mobility study. this is an information item. >> ms. hyatt. >> good morning, commissioners. rachel hyatt. rachel hyatt principle planner and this is a status report on the district 10 mobilities study which is the district 10 end tip planning project and the big picture here is supporting health and livability throughout district 10 as it grows. so a significant share of the growth in residence in the city will happen in district 10 and this is an effort to look at ways to support the mobility of

existing and future residents through this growth to support health and livability by reducing vehicle miles of travel, strategis that reduce vehicle miles of travel and are independent of muni. talking about noninfrastructure strategies in addition to that would supplement muni service. these are recommendations that could be deployed as pilots in district 10. could be included in developer strategies, to help them meet their trick caps in major development areas or as pilots sponsored by the private sector. we are building off the needs that we know. there's been a lot of planning in transportation planning in district 10 in recent years and so we've heard a lots from the community about what their needs are. we're not starting from scratch there. we are coordinating with the studis that have been done in district 10. the equity strategies, starting

with them, starting with the bayview neighborhood transportation plan that this agency conducted in 2010, working with m.t.a. and their parallel plan, the community transportation plan at the bayview, we're working closely together with m.t.a. on these compatible efforts. we just wrapped up outreach events in june and july, including in spanish and we partnered with the community use stror do the language outreach. and the purpose of this work was to engage residents in sort of imagining and creating a transportation sthafs would meet a need that they have. so, we drew pictures and designs with residents, a

transportation service that would address a particular trip that they have. and coming out of that is about 25 different ideas. so to inspire folks going into exercise, we sort of suggested four types of categories. the first is emerging mobilities and on-demand transportation services. like car sharing, scooter sharing, like micro transit and we heard a lot of interest in microtransit. we heard a lot of interests in car sharing, this time of on-demand service to supplement muni for things like senior travel or for use of school or recreational travel. we also looked to gauge interest in tools that would support people's trip making, make their trip planning and

way finding easier. i guess the name for these types of tools could be moenlt as a service. what that means is tools that support tripen mraiing, trip payment, navigation all through one interface and weave your elements of your trip together and show you different options. these can be tools on your phone, on your smart phone or on the street through a kiosk and there are photos there from chicago and from brooklyn where they're piloting kiosks that support transportation and other services. another type of strategy, noninfrastructure strategy that we're looking to gain interest in is rewards and incentives. such as bart perks but expanding that idea to other types of trip making and types of trip purposes, other

travelers. we did hear one of the participants in our group was enthusiastic about a program in his workplace where he gets amazon reward for taking transit and there was interest in rewards. people getting rewards for local businesses, for instance, for taking transit. and lastly, and this really applies to any of the type of strategis that we're talking about in this effort, partnerships between community organizations and the entitis that would implement these strategies like developers and like the service -- private service providers themselves. like the transportation coordinators who will be designated in many development areas there. will be transportation

coordinator, identified on site. is there a way to expand the reach of those services beyond the development areas. we heard interest in that in the outreach that we've just done. no that we've heard and created, i guess, communities about 25 different ideas. we need to screen those and identify the parties and the partnerships that would help implement them. whether it is a developer resources, whether it's private services that could help sponsor the efforts, put those teams together and work on refining the ideas. we will bring back more finite set of strategies and the teams that would help to make them a reality. and we will bring recommendations, final recommendations by the end of the year.

thank you very much. happy to take any questions. >> are there any questions for ms. hyatt? i thought maybe commissioner cohen might have some questions for you, but she is off the floor. so why don't we open this up to public comment. is there any members or members of the public that would like to comment? seeing none, public comment is closed and commissioner cohen has no questions so thank you for your report. and with that, we will read the next item. >> item 16, investment report and debt expenditure report for the quarter ended june 30, 2018. this is an information item. >> ms. fong? >> this is typically the time when we report back on our quartzly investments and quarterly debt reporting and assets and liabilities. since we're approaching the close of june 30, 2018, we'll

be reporting out our financial information later in november when we complete the annual fiscal audit. today aye like to report out how we're doing in our investments. as of june 30, 2018, we have approximately $43.6 million of cash sitting in the bank. 47% of the funds are invested in the city and county treasury pool. we alsos have sufficient liquidity in funds in terms of meeting our fiscal year 18-19 budget at this point in time. in terms of debt reporting, back in november of 2017, eight months ago, we issued the t.a.'s very first sales tax revenue bond. as of the first eight months, we are approximately 43% spent on these bond proceeds. this is healthy for our program and we've been spending them on the five major cash flow projects. there is a document in this packet that lists out how we've

been spending these funds over the past eight months. >> thank you, ms. fong. another healthy financial report. any questions or comments from commissioners? seeing none s there any public comment on this item? seeing none, public comment is closed. colleagues s there any introduction of new items? seeing none, is there any general -- oh, i'm sorry. commissioner ronen. >> i just wanted to make a motion to excuse supervisor -- >> i was going to get to that in just a moment. apparently, colleagues, commissioner mandelman did not realize that we were having a t.a. meeting today. so, it happens to new commissioners and with that, is there a motion to excuse commissioner mandelman? made by commissioner ronen, seconded commissioner fewer. without objection s. there any general public comment?

seeing none, public comment is closed and the t.a. is adjourned.