sometimes with trackless, that is where the breaker is. we need to help our operators better with that and also help the public understand. there are a number of things like that that we could do. the other thing is -- we have talked about this in various committees -- the mission is an ideal candidate for us to begin a process of rear boarding, using fare inspectors. i think the management introduction in january was the first time we had been able to staff the line management center during the rush hour. first we start with light rail in september. now we have got it in january. that is the new technology that allows us to manage the system more aggressively. finally, as we are reviewing our own policies, staying accountable to the question that you have asked, everything we are doing is committed to reducing time and improve performance. commissioner campos: measuring the line, is that your locator service? i think you would have something that would record, electronically, the day you have about into girls, where the spacing is between

despite the difference in service, it is operated with polboth trackless and motor. in is a line rich with ridership and service, and also, we manage it aggressively to stay on time. some of the characteristics for us, challenges to the mission line, congestion along the corridor, double parking, those sorts of things. the other thing affecting the time, because of the ridership, we use 60-foot motor coaches, trackless. those are the oldest part of our fleet, the least reliable. with the help of the board of supervisors, one of the things we are doing -- and we are in the middle -- is a program to rebuild some systems and components on those vehicles. the reliability of that fleet is a challenge. so with that, sthose are some of the things we focus on a day-to- day basis. the next thing is just to show you the support from ridership. there are various locations which are really important. what are we doing right now to manage service and keep it on time as best we can? with the amount of the locals, expresses on this line, we want to make sure that we are consistent,

we are a little bit further behind on the trackless side. now, the next time you invite me back to talk about this, you should be able to ask me, and i should be able to tell you, in the cases of switchbacks, in what percentage was there something within five minutes, and next time, should be able to tell you 85% of the time or 95% of the time. >> a man -- supervisor avalos: a mandate so that you can only do a switch back when you have one coming in five minutes? >> i have confidence on the enforcement, but now, i have set up the system so that i will know, so next time i come back, you can say, this is your mandate. how are you doing to enforce it? i will tell you how often we were successful in doing that. on the communications side, generally, i am open to suggestions. we try to do things in multiple languages. i think we need to give our operators a lot more help than we are giving them. i would actually invite any kind of suggestions that you may have a, writers, to more effectively communicate. we realize that we do things in three lan

he trains every type of rail vehicle, whether it be new or old, as well as every one of our trackless, and has introduced successfully a number of new made it -- a major training programs, including recently a blue light/blue flag training procedure. with that, he does a fine job in all of his endeavors. >> thank you. on behalf of the board and the entire sfmta, thank you for your outstanding work. >> thank you very much for this award. [applause] >> our next award is a group of war going to the mta taxi services team. will the following employees step up to the podium and bear with me as i tried to work through these pronunciations. we have some creative names here. [reading names] has you are well aware, in march 2009, the end he assumed a response ability for the regulation of the taxi industry. today, the mta taxes services that worked daily with an industry that includes 5000 vehicles, 7000 drivers, and nearly 40 private businesses. in that short time frame, this team has achieved many significant accomplishments that include acquiring 50 all electric batteries, switch, and plug-