Supervisors. We have limited switchbacks. One of the things that we were very concerned about was that we didnt impact the rest of the system. So weve tried to be very transparent about that during this overall process we have seen an overall decline in switchbacks. We have had a slight increase in deadheading, which is another technique we use if we three or four trains stacked up at the terminal, we will send one or two to kind of express past customers, knowing that there is a train behind it. But we also continue to use that technique sparingly. While we have reached our goal in terms of major subway delays, as you know, this is an incremental goal because ultimately we do not want to have long delays in the subway. I wanted to talk through some of the instances that weve experienced over the last six weeks. The first one was breda with a door malfunction. It was almost a 40minute delay, but what im excited to report is that it wasnt that visible to customers because one of the achievements of this 90day plan is we now have the embarcadero crossover fully functional. We have removed the very old legacy wiring which was creating problems with our a. T. C. S. System. So while we did have a train broken down at that platform, we were able to work around it so that customers experienced slower service, but no major stopping. On july 18, we lost the embarcadero station for most of the day due to flooding. We were performing a routine inspection and ended up with a broken water pipe. This system is over 50 years old and we do need to learn more about what is needed to get it into a state of good repair and we will be focusing on that and including that in our upcoming capital planning. On july 24, we had a bredaa. T. C. S. Failure. We had trouble reaching the operator which made it an extended delay. And on july 26 we had a delay due to the master controller, which is how the operator gives power to the vehicle. Here is an area where we are making an investment in the bredas. One of the areas of vulnerability is these master controllers. So were in the process of a Capital Campaign right now to replace the master controllers, which will shore us up from this type of issue in the future. Were not going a massive investment in the breda, but we do have about 10 million of Strategic Investments that were making. This is an example of one that is badly needed. The next thing i want to talk about is not in the subway, but i do want to talk about the fact that we had a pretty significant delay on the sunday of outside lands. My goal for any special event besides delivering fabulous Customer Service and introducing new people to the system is to stay out of the paper. For the most part weve been able to do this. Weve had incredibly Successful Special events over the last three years, but that was not the case on sunday. Where we had a kind of a unique problem. We had an operator who was driving a vehicle and he pulled up to an accessible stop. The unlike the lrv4s, where we can raise the steps up to the door, the bredas raise all or nothing. The steps raised and we couldnt get them back down. Our intent and the operators instincts which were good was to get to the next accessible stop and let customers off, because he was very concerned, as were the staff in the field, about having customers step down that big 3foot gap. Because it was a packed train, because customers didnt have good information about what was happening, they kept pulling the emergency alarm so we were not able to get the vehicle to a place that we could safely offload it. That was coupled with very Poor Communications on our part, which is something were working to shore up. One of which is looking at expanded hours of operations for our customer information officers. As you know, we have one of the most robust social media and customer Information Systems in the country integrated into our control center, but as we prepare for the warriors and as we prepare for more focus on latenight activities, there is a need for increased hiring. So that is something we are currently investigating. And then looking at yesterday, we also had a pretty significant twohour delay in the subway. It was related to another incident that we had on the night of august 15. We are still investigating it, but it was in the same area where we had the major overhead wire down at the end of april. It does kind of initially appear that there is some relationship in how those repairs were made. So we went in last night. Weve made adjustments. We believe that the area is now stable, but its something that we will be watching very closely and i will report back when i have more information. I apologize that were currently in the middle of that investigation. That being said, in contrast to the incident we had at the end of april where we were bringing customers only to castro and church station because we had made a big investment in getting the venice crossover and the embarcadero crossover going, we were able to provide continuous service. We singletracked trains between those stations. Were still learning as we go on this, but i think getting people to venice and providing some surface to the subway in addition to surface buses, we give people more choices and we take what was a very bad incident and made it hopefully just a bad incident. While none of that is good news, im thrilled to report that we are making amazing progress with this current early shut down. As you know, weve been shutting down the subway at 9 30 every night since august 12 and allowing our maintenance away folks to go in and do that longdeferred maintenance that really needs more like a six to eighthour window that we dont typically have. Some of the things they have done is replace eight switch points, replace corroded track, clear a whole backlog of c. P. U. C. Findings on our track side. Theyve also done a lot of accumulation, removal of sand and mud, and really cleaning out switches, which is going to allow for easier inspections moving forward and better visibility in the subway. Our signal Maintenance Crew is in the process of theyve replaced 800 of 1300 backup batteries, which will also make us more less vulnerable. And have done a deep inspection of the entire cable from west portal to castro. Our overhead lines crew has replaced 1200 feet of wire in two locations and they have removed eight splices in the system. As you may recall a defective splice was the cause of the large subway shut down we had. In addition, our mechanical group is doing some of these deeper inspections of our fans and our firesuppression system. And our buildings and grounds folks have been giving the stations a really big clean. So im very optimistic that this idea of twice a year doing a relative relatively quiet clean doing these repairs is going to buttress us up and protect us from major incidents throughout the year. I know im running short on time, so i will say the subway travel times have been relatively stable. We are experimenting with a new metric to share with you today. This is called slow subway trips. We looked at our scheduled subway time and we added the fourminute buffer for being late. Then we looked at what percent of our trips are exceeding that. Thats an attempt to try to measure how variable the subway is. So can i pause you here on this slide . Yeah. The most significant drop in slow subway trips seems to be k. L. M. Outbound p. And peak. Is that due to our management of the west portal section . I believe that is. Both a combination of the traffic changes, moving the 48 stop, the parking control officers. So anecdotally i have been out there and watched it several times and it seems to be working well. Well get to the embarcadero one when it comes up. Pass along that this appears to be good news and theres no real explanation for it, especially as we enter the school year. Thank you for that feedback. The next metric i wanted to call your attention to that we have not been talking about previously is lrv vehicle availability. We havent talking about it just in the context of the lrv4s. We have a 90day goal of increasing availability to 35 vehicles a day. Our interim goal for august was 30 vehicles a day, which were very close to hitting and have been hitting over the last couple weeks. We increased the schedule very significantly over the last 18 months. We added two car tline trains, we made running time adjustments on all of our lines. So everything got more cars. In some ways our schedule outpaced our vehicle availability. Part of that is because we only implement a new schedule three or four times a year and we dont always know exactly where our vehicle availability is going to be at. So what that has meant is more onecar trains than i would like to see in the system. Were doing our best to space those out. As the vehicle availability improves, that will also improve. But i did want to flag that while youre seeing onecar trains, we still have more overall trains in the system than we ever have on the past. On the typical day were getting between 140 and 150 trains. We would like to see that number increase to closer to 160, but big Progress Given 18 months ago we were closer to 115, 120. I have a question. Do we have flexibility to fix those schedules . Because i understand that we have a kind of fixed schedule and it changes routinely. But on the lines where we might be understaffing for the consumers all they know is the bus is coming eight minutes apart, ten minutes apart, the schedule is immaterial to them. Are we able to make adjustments to take into consideration the amount of minutes those buses are apart, instead of relying on the underlying schedule . We are able to do that and we do especially when were handling misservice. Instead of having one bus in ten minutes and one in 30, well spread it out to 20 minutes. The kind of small changes youre talking about is pretty hard to do without a schedule. Im not saying i have any big answers, but if theres anything to figure out, a trend on certain lines, maybe we have a modified a and b or Something Like that that we could work with. Thank you. On the lrv availability, it is frustrating for customers to see a onecar train in the rush hour when the system is backed up already. Its inefficient to have a onecar train. I assume now that the coupling issue is fixed, there will be a priority placed on twocar trains in the morning commute; is that fair . Yes. Our vehicle availability constraints are worse in the afternoon than the morning because the same idea, peak times, but the difference is a little bit that the jam appears to be inbound. So when you have a onecar train as opposed to a twocar train jamming it up. As long as i just want to be clear that there is a priority to return to twocar service in peak time as we can. Absolutely. We always put out as many vehicles as are available. Im routinely coaching my maintenance folks and theyre aware of the fact that theyre only sending out trains theyre really confident arent going to break. Just artificially increasing this number and having problems down the line creates bigger inconvenience for our customers. I have another question about the communications. I know we upgraded our Communications System and made systemwide announcements, but the episode on the 15th that i texted you about because someone was upset to be on a train for 45 minutes without any information. In that instance, do we know what went wrong with the information on the system. Was there too many people on the train that they didnt hear it . I believe in that instance it was due to the lack of management at the Transportation Management center at the time. As i was talking about looking at the hours of latenight service, that adjustment needs to be made. Thank you. For the lrv4s, i remain optimistic that we are going to achieve our reliability goals. The issues that weve been having on the vehicles are isolated to very specific subsystems. We have been putting in technical fixes. That being said, we are not meeting our current trajectory of the reliability program. We should been seeing almost 7,000 miles between breakdowns in july and we were closer to 4,300. A third of those breakdowns were related to the breaking system. Theres a hydraulic pumping unit that is locking up. It took a very long time to diagnose the problem because it was being impacted by an electrical surge that was only visible when the vehicle was operating. So they werent able to replicate it in the factory setting or at a work bench. They have identified the problem. Its actually a threepart problem and we have a commitment to seimens to have this repaired by the end of october on all of the vehicles. This is an item thats under warranty. These kind of fixes happen at seimens expense. But right now its impacting our service significantly. So we are working very closely with them to try to expedite these kinds of repairs and get back onto the reliability program. The goal is to get to 25,000 miles between breakdowns, which would essentially mean a breakdown fewer than three breakdowns a year. And then in conclusion, i do want to highlight all of the amazing staff work that has gone into preparing for the chase center. Our strong focus is on safety and transit reliability, making sure that we are maintaining strong access to the hospital, as well as to our customers along 3rd street. We finished the platform this month, which was a milestone and provi provides flexibility, not just during events but at all times of the day because of the crossovers in front and behind the platform. So work is underway. Were going to be starting some dry runs over the next couple of weeks. We do anticipate that the first few events are going to be hard. Were going to learn as we go, but weve had a tremendous amount of coordination. Things like the ticket being your ride home is i think a great example of kind of the upfront partnership for this work. Okay. So packaged with my update, we also wanted to invite the public to provide comments on the Transit Working Group thats underway. Vice chair borden, along with Ed Harrington are chairing this work, which is sponsored by the mayor as well as supervisor peskin and supervisor mendelman. Its an opportunity to review operations and look for opportunities to review our work. To learn from other properties. It has a deep bench of Industry Experts which have been already been a huge resource to me personally as a sounding board as we work through some of our toughest problems. The first session was very interesting, both in kind of the ideas that they shared, but also in some of the areas where they endorsed steps that were already taking, including the significant investment weve made in maintenance over the last several budgets under your leadership. The item today is an opportunity for the public to share any thoughts or feedback they have, which we will then share with the working group. So i welcome that discussion. Okay. And thank you, julie. I wanted to add as the vice chair and talk a little bit this group is mostly technical experts focus on transit operations. Theyve worked around the country, and theyre helping us drill deep down. We set up a series of subcommittees within the working group to really look at issues. One is technical and operations group, which i know has been working really closely with julie and they are looking at the lrv issues, fleet, scheduling and management and all those types of issues. That group is meeting. There is organizational design and governance group, looking at how we are structured in our Financial Authority in relation to the city and all those kinds of issues. We have also a group focused on context in the region and looking at how we all piece together across the mobility spectrum, as well as things like growth and equity, land use planning. Then the final area is work force and hiring group. So really talking about training and hiring and maintenance and culture and all those things that matter to the agency. So well have our next meeting in september. The meetings are open to the public, but its a passive meeting. So there arent opportunities for Public Comments, which is one of the reasons were having this opportunity today for you to offer comments on this working group. I believe the board of supervisors, either acting as a Transportation Authority or at the board transportation land use may also conduct a similar meeting. Okay. Thank you yes. One quick comment. I just want to say i appreciate your thoughtful approach to tracking metrics and data. And just since operator availability is so key to our ability to hit Service Delivery goals, i wonder if we could also track operator availability and how were going towards hitting that full employment goal. Thank you. Okay. Chair heinicke my comments are three. Number one thank you for the progress on west portal. It does seem to be working, both anecdotally and according to your data. As i said before, please communicate to the team to keep up the good effort. Number two, i appreciate the updates on the significant delays or disruptions. You know what im going to say, but the outside lands things for us to fail on a communication effort like that is not acceptable. We have a system so that we can communicate to all trains. Even if its difficult to have a Communications Operator going 24 7 at all times, we know in advance when the big events are going to be. We know in advance when the significant disruptions can be. And to have that many people on a train in the heat without some message from the m. T. A. Is a failure. Please in the future when were planning to these events, even if we dont go to 24 7 communications, which is a good idea, make sure communications is staffed for those events so people can hear what is going on in live time. There was some fortune to come out, no panic, no physical injury, no stampeding, none of the stuff that can happen in a bad situation like that. Im happy that the people behaved so well. Thats something we need to recognize. Even if we dont go to 24 7. For special events where were going to have largescale transportation events in off hours, we need to have a communications presence set up. Third, nothing in this presentation about the embarcadero turnaround. Im not going to ask you about it today. We have a lot of people who want to ask about another aspect of our transit system. We have addressed west portal very well. From my reading of the data and my own anecdotal experience every morning, the embarcadero turnaround remains a choke point. Ive given you my ideas how to address it. I know youre addressing those. In the next report or the