mta did established mous with each department.rt timeframe contributed to the difficulty of getting them properly signed before the start of the fiscal year. in the review, we did find that of the 25 departments reviewed, six are not fully signed and dated. those with bated signatures were not find -- or not signed before their effective date. with regards to requiring written approval, mta did not the menm theou -- did not amend the mou to collect taxis. subsequently the service was included in its billing. even though the error was identified in did not pay the overcharge amount of $25,000, the error might have been averted if the mou reflected the changes in the agreement. as we stated, while there are mous in place, we want to make sure it say allied services mta is expected to pay for at all times. president chiu: the voters created a separate governance structure for that mta. with that is a separate budget and, in fact, the board of supervisors, as an example, does not have to -- does not have direct power over individual b

many of these seem to be addressed in the mta presentation. finally, i would like to speak to commissioner chiu pose a question about i.t. because i did not think our point of view was represented -- commissioner chiu's question about i.t. there are also areas where special expertise is required. typically, that is in the application development. it is a good idea to have people who address that, not to rely solely on a central source. commissioner campos: thank you very much. mr. reiskin, wondering if you have comments to the point that there were some items that were pretty important in the audit. there was something missing in the presentation in terms of response to those items. >> as i mentioned i think at the outset, we agreed with all of the recommendations but two, with which we partially agreed, both of which i covered, between the two different hearings we have had on this project. we responded in writing in detail to each recommendation, and i'm sure that has been provided to you all as well. this is a high level presentation. we to

this is why the mta was put together. creating a comprehensive picture of the transportation system. at the start, there were only four rail replacements. by engaging internally and having the engineers from sustainable streets as part of the equation, they were able to develop a much better project that subsequently went through the various approval paths. it is that process, as well as the community process, that we are now pushing towards the front of the project. we will not do any work in the right away that has not been vetted by transportation engineers, other folks, and that is something that has not been happening despite the fact that it was more than 10 years ago that the mta was put together. that is the biggest improvement we can make, other than some of the nuts and bolts identified in the audit. commissioner campos: commissioner wiener. commissioner wiener: i want to follow up on that, and being familiar with that project, being in my district, it is an incredible project. i want to thank the mta for workin

supervisor campos: i think that is the next step the four we hear from the mta. i think we need to build more into the question not so much of whether or not there are mou's that are being complied with but whether or not the expenditure is appropriate -- i think we need to delve more into the question. it might be helpful to narrow the focus of your review on the top 10 departments, for instance. that might be one way of delving into it more deeply without it being so, you know, challenging. that might be one approach that we take. how long would it take for you to do that kind of review? >> i do not have a timeframe. one thing i will say is once we have collaborated, we will definitely make it a priority and propose a timeframe and determine if it works. supervisor campos: you have an agency that is facing a deficit, a multi-million deficit for this year and even more next year. there's talk about increasing fees and fines. at some point, there might be a fare increase. before we go down that road of actually charging the riders, the consumers more to use the s

this will be a good thing for the mta. it will have some similarities, possibly integration with the puc. it will not be a city-wide enterprise solution, though it has the potential to be so in the future. because we are implementing these systems and on the to integrate with the other city agencies, that was the impetus behind the suggestion that we need more staffing and in areas of i.t. project management. that is one area where we have pretty much zero staffing. much of the city-wide conversation about consolidation of functions has been around that. we do not need our own e-mail network, administrator. the nuts and bolts should be centralized. the agency-specific projects need leadership in project management to make sure they do now overrun cost and schedule, as i t projects tend to do. that is an area where i know our i.t. staff is short. commissioner campos: another point made in the audit was that with some of the problems, delays, overruns of some projects, because of the way i.t. is structured, the systems you h

in february, the mta did a follow-up study to the 2009 study. they published it in february and it showed our fare evasion rate at 8.45%. they look at every part of fare evasion, which included paying partial fares, differences in transfers, and things like that. the cost to the mta is about $19 million a year with the rate at that level. clearly, our goal is to bring that way down, assure compliance, and, you know, get muni to where it needs to be. currently, the mta covers about 40% of the citation amounts issued by the transit fare inspectors. next is used -- youth fare evasion. there is no difference between adults and juveniles and how we act with them, but i will say, when we decriminalized fare evasion, the juvenile piece of it was not decriminalized, and mainly that is because of the juvenile traffic court system and what have you. that is why you see far more warnings issued to juvenile stand citations. as you can see here, of the 3900 citations we issued, only 27 were juvenile. most of that is that we want to educate our youth in the c

first up, we have the mta director, ed reiskin. >> good morning. very happy to be here. want to thank supervisors cohen -- supervisor cohen for her leadership and bringing forward an issue that is very important to us. since i am here, i want to reflect on and apologize for the rush hour this morning. we had a very unfortunate occurrence where we had a private vehicle drive down into the portal that disrupted all the subway activity for this morning. the police have arrested the individual who was driving the vehicle, and i say this not just because it is timely, but because i think it is indicative of the partnership we have between the police department and the mta. the police department folks work very expeditiously and quickly to book deal with the individual but also to assess the incident to perform their investigation and work with us to get service back for the hundreds of thousands of people that we served each day in the subway. that really is indicative of the partnership we have with the police department every day, that we are grateful for coming to the matt

the mta accounted for 36.6% of that total. $33 million in overtime that the mta budget did,, at -- and that figure was revised to $35 million, and if you actually look at the actual in terms of what was spend at the mta for the fiscal year 2010-2011, spent $48 million. that was spent in overtime. that is about 40% of the cities over time. so if we're talking about the mta having to deal with budget deficit, having to balance its books, you cannot do that unless you address this very important issue, unless we have a sense of what they are doing to look at that issue. the reason why we are here is because one of the things that supervisor farrell and i realize is that agencies have not had a plan, a written plan for how to tackle the issue of overtime. we have asked the mta to come back to us. we did that in september, and they said it would take 60 days to come back to us and present a plan for how they're going to address the issue, and that is why we're here. i want to ask the representatives to please come up and tell us, present to was the plan they have put together for handling a

this is why the mta was put together. creating a comprehensive pre

mta needs to move off of it. we continue to seek and actively pursue opportunities to improve facilities. including this creek facility. the central subway project, we are proud to report, on -- as of january 10, we are now the owner of the chinatown transportation site. we are under a leasing option to purchase bancroft avenue. our transportation management center is across the street from our administrative headquarters, the agency determined its need a professional services on this side, for real estate, in the 21st century. we issued an rfp in 2011. three of the more qualified. of the agreement was not to exceed a set amount in five years -- qualified. the agreement was not to exceed a set amount for five years i would be happy to enter any questions -- five years. i would be happy to answer any questions. >> any questions? >> we have heard significant input from the key -- from the community, where you are. -- community on where you are. i would like to emphasize that it is urgent that there are some members

this is another step forward by the sf mta. we look forward to seeing the results very soon, starting here. there will be 30,000 in san francisco eventually. now the largest city to do this anywhere in the world. thank you. [applause] bu>> with leadership like a scene from the three gentlemen behind me, they have set a clear course and strong direction for us. there are a number of folks within the mta that will execute. i want to acknowledge a few of the folks at the mta that have gotten us to this point were driving the program forward. jay is the project manager for sf park. he has been a great leader setting the model. steven lee, lisa foster. george reynolds and the neter -- meters shop putting it todd monology -- putting the technology on the street. i went to acknowledge all the great staff behind the effort. it is city staff partnering with the private sector. the mayor has been strong in pushing technology and partnership with the private sector. we have a great private-sector partner here who has done the work elsewhe

the next slide explains the resources assigned to the mta from the police apartment. besides myself, the staff are comprised of one captain, one sergeant, and seven uniformed officers that are responsible for the -- the sergeant and seven officers are responsible for uniformed patrol. we have one sergeant and four k- 9 teams, comprised of an officer and their dog. they basically deal with issues relating to bomb threats and possible devices on our system. they have been highly successful. we utilize the dogs when we get reports of suspicious packages, and they are able to go in and make a determination if there is in fact a problem, and they are able to get transit moving, which is something we are very supportive of. their primary responsibility is to muni metro rail system, but we put them wherever the need is. there secondary responsibility is to assist transit fare inspectors, which they do about three days a week. they work a staggered schedule and are on duty approximately 13 hours per day. supervisor avalos: is this group -- what portion of the work order with