City and County of San Francisco Tuesday, January 03, 2012
chairperson nolan: good afternoon and happy new year.
Welcome to the January 3 meeting of the board of directors of the san francisco municipal transportation agency. Please call the roll.
Director bridges: [Resemt/
-- present.
Director oka: present.
>> announcement of prohibition
of sound-producing devices at the beginning of the meeting.
Pagers and similar devices are prohibited.
Anyone responsible for one going off May be asked to leave the meetings.
Item four, the approval of minutes of December 6 regular meeting.
Chairperson nolan: all in favor?
>> item 5, communications.
There will be no discussion of anticipated obligation under a closed session today.
Item six, new or unfinished business by board members.
>> I was aware of the advertising leading up to new year' s eve.
There were television commercials which were very well done.
from my point of view, it worked out very well.
It was like a trial of our
boarding, since it was free, despite the fact it' s sort of like a cocktail party.
But it was great. Well done.
chairperson nolan: thank you. Other directors?
>> item 6, -- seven, executive directors report.
Executive director reiskin: welcome. I am happy to be here with you.
This is the first reading of 2012.
Happy new year, everyone.
we will start of the year acknowledging some of our
outstanding employees at the as 78. We are going to start with the transit division.
I would like to ask patsy came
-- cain and ricardo
del barrio to step forward.
They are the dispatch team at
the green division, the division out of which most of the trains
run -- the lrv' s as well as the f line.
The dispatch function is not well known or understood, but these are the folks responsible
for getting service on the street every day. It is a very challenging job in
any of the divisions, but green more so, because it is the focal point of all of the train
service that carries the large percentage of our public.
We have not the number of trains we need to be able to meet our
service needs every day, because
we have trains that are failing
due to maintenance problems, or
out of service due to rex -- wrecks.
And we often do not have the operators we need because of people who are not available for duty because of the challenge of getting people trained and ready to be rail operators.
you put those two things together -- often not having enough trains or people -- and
that is when coco and ricardo go
to work, making phone calls, shuffling, doing whatever it takes to get service on the streets so people can get to
where they need to go every day.
really, it is an amazing feat that accomplish everyday.
Throughout operations, and they are well known for their
dedication in an extremely challenging role.
Coco is the lead dispatcher.
She has been with the agency 38 years. Is that right? 38 years. ricardo is the new guy.
I think he has only been around about 25 years. [Laughter]
So he is still learning from coco.
They have done amazing things for special events.
But the day-to-day service would
not happen without the work of these two.
i want to ask john haley to say
a few words and to join me in congratulating them on learning this award.
-- earning this award.
>> I would say happy new year, and turn it over to the professionals. I think you would guess which one is Miss Coco.
thank you. Congratulations on behalf of the mta for your fine work.
38 years, correct? Thank you.
>> thank all of you for this.
And I think you all on behalf of all my staff as well.
Without them, I could not make it.
I could not do what I do,
especially my son, as I call
him. [Laughter]
>> Mr. Delbardo?
>> what makes their accomplishments even more significant is being a dispatcher with the number of
rules we have in our contract, and being able to apply them on
a day-to-day basis and stay within all the regulatory rules,
such as hours of service -- not
only are these individuals
masters of charm and wit to get people to come in on their day
off, they are also very savvy in applying the rules of a very
complicated working agreement.
With that, thank you. Congratulations. >> thank you so much. Happy new year' s. Thank you for this reward.
i would like to also thank the
staff and my mom here for pulling some of the miracles we do. Some of the people are not here
on the team.
The bread and butter, the operators -- they are the ones with the good working
relationship we have with one
another, and the cooperation they give us.
We can do some of the things we do.
Without them and their cooperation, there is no way we could do it.
I found myself calling people
sick this past week because of
the holidays and other things.
"are you that sick? Do you think you can help me out?"
believe it or not, I get
cooperation from some people who are not feeling so good to come back.
It is really a good feeling , rewarding, should I say, for a lot of the operators, who put
out so much, who operates so
much with us, to pull it all out sometimes. It is difficult with all the special events and lack of equipment or one thing or
another, especially when all departments are so short because of the budget crisis or whatever.
again, thank you so much for the award, and have the new year.
-- happy new year.
[Applause]
>> I think that says a lot about
the employees of the mta, that you have people who are sick and are still willing to come to
work, with the right amount of persuasion, to make sure the service gets out on the streets.
And I want to assure the department of public health the
we do not have anybody coming in who creates and the contagion.
The next group we are going to
asked to come up is from the administration division, the marketing team.
i want to ask them to join debra
johnson at the microphone.
Communications is an area that,
before I joined the mta, a recognized as one that had a lot of opportunity here.
We serve and interact with so many people here at the mta.
the way we communicate with them is important to their experience
using our system, or just living in the city.
This group of folks worked together as a team.
They are part of the marketing department within the administration division.
And what they are being recognized for today is an effort that they had in developing the anti-crime
campaign but was up inside our vehicles, and I think on some of
the bus shelters, in response to
a real safety need we have at
the agency, said the being the most important thing for us to
be addressing to make sure people feel safer riding or system.
-- our system.
Working with the police department to identify people
being robert on board of their smart phones, this group got together to develop a campaign that by all accounts was very successful.
We are not only ourselves
feeling this was a successful
campaign, but this group was recognized by the american
public transit association in
getting an award.
They were first place for public relations awareness or educational campaign for the crime campaign.
they have also gotten five awards over the last three years, so their value is recognized not just in san francisco, but across the country.
The team is jimmy lee, our one- person shop when it comes to graphic design.
He has been with the agency five years. Mark is a public-relations officer in marketing.
Aaron likewise has been in public relations for years.
-- for four years.
They are newcomers to the mta
relative to coco and others, but are already having a positive impact.
I want to ask debra if she wants to say a few words. >> good afternoon. Thank you for those kind remarks about the team.
It is my pleasure to stand
before you and it is fitting in
reference to director bronfman
-- brinkman' s comments.
It was the creativity behind
this team -- we have our own advertising agency.
When you talk about receiving an award, it is very highly coveted, for the simple fact
that it is not done by transit professionals. These are market professionals
-- marketing professionals from the private sector. That is the talent behind us.
i would be remiss not to recognize the leader of this
team and the deputy director of communications group. They have done a yeoman' s job.
It is my pleasure to work with
them and I can attest to their skill set and talent. It is to die for.
With that, it is my pleasure to
provide iraq with his award today, January 3.
Thank you so much, eric.
And then mark as well.
Thank you, mark.
Last but certainly not least,
our graphic designer.
chairperson nolan: gentlemen, thank you for what you have done. I also understand you were
responsible for the program for
identification, which was done extremely well. Thank you. Love to hear from you.
Good afternoon.
>> thank you, members of the board.
Thank you for this wonderful honor.
I would also like to thank the director of corporate communications for his stewardship, wisdom, and guidance. To --
>> debra, our marketing
director, -- to echo debra, our marketing director helps us to
craft compelling messages that reflect the strategic goals of this agency.
My colleague, jimmy lee, whose creative contributions are nothing short of amazing.
Eric molina, our logistics expert, who has insured our offense come out without snafus.
And finally, moran, who has done
great work for the agency.
>> good afternoon, Chairman And board. Thank you for this award. I do appreciate it.
It has been a challenging few years. I want to thank my team.
I can count on them because they always have my back.
Somehow, we turn sows' ears into
purses on a daily basis.
I also want to think the management here, because they challenge us every day.
It is amazing the amount of work we can put out and win awards for. Thank you very much. I appreciate this opportunity.
Chairperson nolan: Mr. Lee?
>> I want to echo all the things they said about our team.
I am just one part of the cog
that pulls the expertise together the presented.
I also want to thank the board
and my team, and murray and deborah. It is uncommon for an agency
like this to create a very
creative environment that we feel it is easy for us to do the work we do. That are very encouraging. They are wonderful to work with.
Chairperson nolan: thank you all very much. [Applause]
Executive director reiskin: thank you.
Finally, from our finance division, I want to ask jason lee to come forward.
One of the things I have found
is we have strong operations people.
We move people every day, and take care of our rights of way.
But what we really need to move
the agency forward are smart, analytical people, people who
can dive into the data, analyze
the policy, and come up with good recommendations based on a sound foundation.
I think jason really epitomizes that within the agency.
He has only been here since 2008.
He is a manager of financial contract services, which I do not really know what that means.
but I know what he does.
He has a great understanding of transportation and transit, a
great capacity with numbers and analysis.
As one example, when we started
looking at all-door boarding and wanted to understand fare
evasion and how that might
impact all-or boarding, and I
started asking questions about
what we knew about it, they whipped out a report jason had
done two years ago, a thorough report that shows where, why,
and how it happens and what countermeasures we might put in
place -- a thoughtful, professional piece of work, which is exactly the kind of thing we need to make good decisions in this agency.
I am very glad to see jason up here and want to invite him to say a few words.
>> happy new year and thank you.
Jason just won an award from the transportation research board for the study he did on fare
evasion for under 35.
He is going to washington, D.C.
To get the award, a prestigious award for great work. Jason' s commitment to transit is unparalleled. He does not own a car.
He is always in my office bugging me about why can' t we do this or that on transit.
i sometimes, him down -- calm him down.
He worked for cta and bart.
I am proud of his commitment to the agency and system. Thank you for everything.
Chairperson nolan: on behalf of
the board, thank you. We appreciate it.
>> thank you very much for this honor.
I would like to acknowledge the sponsorship of the proof of
payment study by our leadership from finance and technology.
Some of you who might have been around when the study was
conducted -- it consisted of
surveying over 40,000 customers
on over 1000 vehicle runs, all
over the city, all times of day. That level of effort could not have been done but a single individual.
It required transit operations
and sfpd.
i wanted to thank them for that.
Our survey team consisted of
city hall fellows and interns,
as well as the 78 staff in this room today.
-- as well as some of the sfmta staff in this room today.
I want to acknowledge their effort, and the proof of payment officers.
Often, the only in counter the
public has with them is unfortunately negative, getting a citation.
But they do and not standing job helping keep our fair
regulations -- fare regulations in place. They do a lot of things work.
i want to acknowledge them.
I got to know them personally,
and they do a great job for this agency.
On behalf of all the people who
helped in this effort, thank you very much. [Applause]
Executive director
reiskin: if i
may, a few quick other updates.
On the central subgrade --
subway, some good news, one in terms of the relocations.
We had purchased the building, or were in the process of
purchasing the building on stockton street, at stockton and washington.
it was occupied by both residential and commercial tenants.
I am happy to report, to the great work of our real estate team and city attorney' s office, but all 19 households
have been successfully relocated to new homes.
Seven of the eight businesses
have been relocated, and we are about to close escrow on the building this friday.
An extremely challenging
environment to operate in to smoothly and relatively seamlessly move folks, many of
which are in a much better place.
If you are moving from rental to ownership.
-- a few are moving from rental to ownership.
it was great to be able to move forward in the project that sits
on the site of the chinatown station.
Other great news has to do with funding. We got word that state crop
wannabe -- 1b bond funds are
coming in to the tune of $16 million.
that our funds in our spending
plan that we had anticipated,
but until the bonds were sold
and the checks got to the city,
we hold off on celebrating.
We got the $16 million.
The $20 million we got earlier,
last year, consistent with the requested made the year before -- that is good.
We are working actively with the
state and through the mtc and caltrans to try to make sure the rest of the bonds committed to this project continue to be sold in line with our cash flow needs.
We will be working on that.
but the fact that this money
came through in an -- even when
the state is in a difficult fiscal situation is good news for our project. We have prepared an ordinance that would amend the planning
code as part of the special use district for the chinatown station site.
We need some changes to make our project work there, including
allowing demolition of the
building in advance of beginning reconstruction there. The ordinance was introduced by
the board President In November, and will be going before the planning commission
on January 26 and to the board of supervisors in March. that is something we have done in community work on with the planning department. It is another step on the ladder
of things we need to make the chinatown station move forward.
It is good news that that is moving.
Finally, you May have seen the press release on it.
We have initiated, or will be
initiating, a route of the 30 and 45 buses to the west side of
union square, starting on January 21.
For the time being, we are not
changing the eight.
But the 35 will loop around the west side.
That will be in place for about four years to facilitate
construction of the central subway. The central subway does have a
new website that was launched
on December 21, so I encourage
you to check that out at www
.Centralsubwaysf.Com.
It is user-friendly, with a lot of product information.
We hope that will continue to improve communication with the
public, with regard to arguably our largest and most significant capital project.
A few other points on service improvement. I May have mentioned this
briefly before, but I am happy
to announce we have finalized the plans for expansion of the
14l to daly city bart.
It was a pretty big gap to have
a major station and transit line
so close to connecting, but not actually connect.
To extend those extra blocks
will be a huge connected with the improvement between unique and bart.
-- muni and bart.
The was a lot of communication to make that happen.
We are happy to see that scheduled to start January 21.
It will run during the morning and evening peak.
the 28 and
28l-report-did
earlier we took a number -- the
28 and 28l, we are happy to
report we took a number of
pieces of the back, and as a
result changed the schedule to better match the flow.
We put some provisions in place.
The initial results are promising.
The on-time terminal departures exceed 85%.
They were far from it before.
on-time performance has improved 4%.
We are maintaining all of the runs filled. We are monitoring it closely from our management center.
The approach that Mr. Haley and
his team took to focus on that
route, making improvements and
measuring the success, which we
will continue doing as a march through the system, in this case has paid off.
Then a couple of revenue issues.
You have established at -- I think it May have been your
last -- but you established a
bond oversight committee to
authorize the issuance of debt
to support agency capital needs,
a power given to the mta through
previous voter initiatives but not previously exercised.
With that power in place, you authorized the establishment of a bond oversight committee.
today on the consent calendar, you are going to be considering appointments to that committee.
You had given the director of transportation one appointment.
I have made that appointment in
the person of jackson long -- w
ong, who is currently the chief operating person at the airport.
He has a long history with the
city and capital delivery. He is very knowledgeable.
A longtime san franciscan.
He is going to retire from the airport, but was still willing to serve with us.
The comptroller has an appointment to the committee and has appointed his head of public
finance, who I know from my time
on the capital planning committee is extremely knowledgeable about all things
public finance on bond financing, and will be a great addition to that committee.
The final two appointments will
be from the citizen' s advisory committee and counsel.
they will be discussing them at the January 5 meeting.
Once you have made yours and
they have made theirs, we will have the seven member body established. It will meet some time in the
spring after we have gone to the
next legislative steps to get the revenue bonds moving.
finally, I wanted to report back.
When we had our board workshop
on the budget, one of the things
I recommended to you was to
authorize us to move forward on
convening a stakeholder panel to
look at our budget issues, our structural budget issues as well
as our regular annual budget issues.
We have since put together a
group of stakeholders from
business, from labor, from
community groups, from stakeholder groups.
We have our first meeting today.
The outcome of this process will
be recommendations to the mta board sometime in the may timeframe.
I wanted to let you know that
process has started, and
hopefully will get us some
consensus recommendations with political support to help close
the gaps that we face here every
year, and in a more structural sense.
With that, I will close by
saying I enter 2012 with a great deal of optimism.
I think this will be a great
year for mta and transportation in san francisco. There are a lot of stars aligning that give us a great opportunity to advance the ball in a meaningful way.
We have a strategic plan for your consideration.
That will drive us in a direction.
Under your leadership, with the
great work of the staff, and working with the public, I think
we can expect good things in transportation in 2012.
Chairperson nolan: we conclude on December 28? >> that is right.
We have started our 100th year
of service on December 28, 2012.
Chairperson nolan: there will be things in the course of the year to highlight this?
Executive director reiskin: we brought a preview for you.
We will bring more events to
commemorate 100 years of munis service.
Chairperson nolan: members of the board, any comments?
Members of the public? Thank you. Next item.
>> item 8 is citizens advisory council report.
Chairman Murphy is not here, so I will assume a report.
item nine members of the public
might address the asset mta board of directors on matters within the jurisdiction.
No one seems to be interested in coming forward.
Moving on to your consent calendar, these items will be
addressed by a single vote unless a member of the board or
public wishes and item be considered separately.
I have received no request for that. The calendar is in your hands.
Chairperson nolan: is there a motion? >> motion to approve. >> I will second.
Chairperson nolan: so ordered.
>> item 11, presentation and discussion regarding the fiscal
year 2011 year-and financial audit.
-- here ---
year-end financial audit.
>> good afternoon, board members. A very quick presentation to
give you a summary of our closing statements.
As you know, our audit is part
of the city wide audit.
Our numbers are folded into the city wide financial report.
The audit is selected by the comptroller by charter.
It includes our financial audit
as well as a single audit.
We also get a management letter
each year, in terms of findings.
I am pleased to report we have no findings, so that is quite an achievement.
This is what the picture looked
like between 2009 and 2011.
we had a $127 million increase in net assets.
The majority of that was in the revenue side of the house.
We saw a $23 million increase in
operating revenues, another $19 million in non-operating
revenues, mostly from getting a grant in 2011 which we did not have in 2010.
we saw that $66 million increase in capital contributions, mostly
due to the aara grant, and an
increase in our general fund transport. We saw a slight increase in
administrative costs, as a
result of revenue expenditures
increasing by $123 million in two years.
Our balance sheet -- once again,
we recorded about a $144 million
increase in total assets, the majority in higher revenues and
the capital assets because of
the [Unintelligible]
We sought a slight increase because most of the funds were
used in the prior fiscal years.
We saw a slight increase in debt service.
We saw a $25 million increase in non-current liability, mostly due to pension and benefit
costs, and a $6 million decrease in state grants.
Our net assets and liabilities
-- $127 million.
That is a quick summary of what the numbers look like.
I would like to introduce you to
tiffany rasmussen, the audit coordinator, who will go to the audit from their perspective.
>> good afternoon.
You have a presentation that is five pages long, but I would
like to cut to the headline.
We issued an unqualified or
clean opinion on the June 30, 2011 financial statements.
we did that on October 28, 2011.
In my experience with mta, which
goes back to 2000, that is the earliest ever.
I must say it was a tremendous team effort. The controller'
s office and the
whole team in the finance group worked very closely together and we made it happen.
now we have made that happen and the office said it will try to go earlier next year. Be careful what you accomplish. [Laughter]
A great audit.
I think the management team and staff. It was a very smooth audit. It met deadlines. The statement has been issued.
the single audit will be issued this month, which is also earlier than it has ever been accomplished before.
A lot of good things this fiscal year. I will entertain any questions you might have.
Chairperson nolan: thank you very much.
>> no one from the public has an interest in addressing you on this matter.
moving on, item 12, approving the strategic plan which
represents the vision mission
statement, goals, and objectives for the agency.
Chairperson nolan: thank you, director bridges, for your willingness to serve on the overview committee.
You bring a lot of experience to this.
and I notice our treasurer. Thank you all.
Executive director reiskin: thank you, chair person. I should mention a was apparently remiss in not
providing an update on the
church and bose construction update, which was on the agenda.
Chairperson nolan: I did not mean to suggest you were remiss.
Executive director reiskin: it was an error and I was remiss.
It did not take long. The reason I did not have a report is there is no change since the last report. The project is on track.
I will bring you a real update at the next meeting.
On track, so to speak.
Moving to the strategic plan, this has been before you a number of times before.
We went into it in depth in our November workshop and got a lot of great feedback from you.
We are very proud and pleased to be bringing for your consideration final approval and adoption of the plan.
Before I have a brief
presentation to work through -- before I do, I want to acknowledge some of the staff who have been leading the charge on this.
It has been a lot of people
inside and outside the agency working on this, but a core
group drove it to where it is today.
I do want to acknowledge ann
fritzler, christopher,
patricia, and others, all under
the leadership of papandreou.
A phenomenal effort to pull
together complex ideas for a complex organization into what I think is an elegant and straightforward format.
We have put the entire plan up on the website.
I am not going to go through the entire plan.
There is a lot of narrative and text that supports the core
elements of it, which you have reviewed before.
If somebody can do the slides, I just want to quickly walk through to give you in the public an update of where we landed on the plan.
while tim is getting this up and
running, what I wanted to say is one of the first things I would
have done coming into this job
would be to start a strategic planning process, because i think having a plan to guide
where we are going, everybody working off the same sheet of
paper, going the same direction, is incredibly important. I was happy to find you have already started that process.
Tim already had it under way.
It is great we are at this point
and will be able to kick off the next fiscal year with I think a very clear direction.
The presentation is not on there? Ok.
I guess what the main points
that I wanted to convey today -- first, an update.
We got a lot of feedback from you.
We got feedback from a lot of stakeholders, much of which we
were able to incorporate into the strategic plan.
We have a complete document
today that includes not just
vision, mission, goals, and
objectives, but he performance indicators and targets for those
indicators that will encompass the whole strategic plan, along with a supporting narrative.
What we are aiming to do today is seek approval and adoption of the plan.
in the next five or six months, we would flesh out the actions
needed under each of the objectives in order to
accomplish each objective, which
in turn enables us to accomplish
each goal, and developing a complete set of measures.
What we have in the document our performance indicators.
It is not an exhaustive list,
just key things we would focus on. We showed you a draft in November.
They have been refined somewhat through what we received.
To restate it, the
vision that
we are proposing for the mta -- san francisco, great city, excellent transportation
choices, and a simple, straightforward vision that
accomplishes -- om we rely.
That is a nut shell of the
strategic plan, in large part as you saw it before.
We took your feedback and that of others, which made it a better plan.
We have a resolution for your
consideration that would adopt the plan.
With that, I would be happy to take any questions.
Chairperson nolan: members of the board?
>> in the deliberations, there were creative people.
I assume there were controversies about what should wind up in here?
Are there any in particular that you would care to talk about? Maybe would not care to talk about them, but are there any?
executive director reiskin: there was a lot of feedback, not all of which we were able to incorporate.
The controversy -- tim want to jump in.
Some had to do with the level of the specificity, and whether
we wanted to get more specific
and be more explicit in terms of cycling and pedestrian goals.
That was one area I would say was somewhat controversial.
We are trying in this plan to set the frame and not pick the winners.
I think there were definitely differences of opinion on that. There were differences of opinion in the order of the
goals.
we ended up sticking safety first, making sure people feel safe on the system.
Everything else is secondary.
Other people thought transit
first should be first, or the organization should be first.
There was slight disagreement. I think we kept the plan at a
high enough level where it did
not really beg all the tough policy questions that implementing the plan will.
You May be said it in your written remarks on the plan.
It is going to be to the mta management and board to back implementation of the plan.
there will be things we will do
that we will be bringing to you,
I imagine, under the framework
of this plan, that will not be popular and that will be controversial. It would want to achieve what we
want to, we need to support that
direction, even though not everybody May like it when it is first brought forward.
I do not know if tim wants to add anything in terms of controversial issues. >> there were no controversies. [Laughter]
Chairperson nolan: thank you.
I assumed with creative people
like you have here, sometimes there are differences of opinion, which is fine.
To me, the high-level thing is exactly what is strategic plan
ought to be, the goals. Anything else? Thank you.
We have a speaker? >> yes.
Bob has expressed a desire to address the board on this matter.
chairperson nolan: good afternoon. Happy new year.
>> I am bob planthold.
I wanted to come to positively
make a statement of support and request that you endorse this.
It is not just the content I agree with and support.
it is also the process by which this was made.
That process itself generates respect and credibility.
There was a widespread outrage through stakeholder workshops and interviews.
That inclusiveness and diversity was helpful.
The waste of responded as
facilitators was also refreshen
-- the way staff responded as
facilitators was also refresh ing.
They listened to what we said.
The process was hopeful. The content I agree with.
This is well written and understandable.
that is helpful for the general public. I thought it worth saying that. There are people who really read this and say yes.
Chairperson nolan: thank you.
Good afternoon.
>> good afternoon.
Herbert weiner, a former member
of rescue muni.
The strategic objectives are commendable, but you left one important thing out.
The expansion of resources to meet changing needs.
Part of the psychology of the
mta is to make do with what resources you have and not ask for more.
we need more drivers. We need more buses.
This should be part of the strategic plan. This is left out.
One example of this is the transit effectiveness project.
It really neglect the needs of
the elderly, sick, and
chronically ill and physically vulnerable.
This strategic plan have to address this.
Right now, what you are trying
to do is get the most buses on
the most utilized runs, but you are leaving many people who are very needy in the lurch. This plan has to address that.
i mean, I certainly -- I take real issue with the objectives.
You have to start expanding reasonably. This is very important.
If you want to make this a transit first city and have
people use cars less, you have to expand these resources.
chairperson nolan: would anyone else care to address the board on this? Seeing no one, we have a resolution before us.
>> motion to approve, with great pleasure. I know the board has put a lot
of time into this, but that is nothing compared to staff.
We appreciate the hard work on a great plan.
our silence on the board recognizes the hard work we have
done and you have done, and is not dismiss a of it.
I know a lot of work has gone into this. I appreciate it. That is a long ocean.
>> I will second with one sentence.
we had a detailed discussion at our retreat. It is obvious you listened
carefully to us, and I appreciate that.
Along the same lines as
director brinkman, my quiet does not suggest this pleasure. Quite the contrary.
Chairperson nolan: all in favor?
the ayes have it.
A member of this board a few
years ago -- this built upon worksheet and the committee did. Thank you.
>> item 13, approving the 20 year capital plan.
no one has expressed interest in addressing you on this matter.
Chairperson nolan: Mr. Papandreou, you have been dying to talk to us.
>> I appreciate that.
Good afternoon, board and director.
I am going to present fairly
quickly the 20 year capital plan.
Some of its key components and its relationship to other documents.
What you have before you is in
the appendix, a list of our 20 year unconstrained needs.
This is an unconstrained need,
not a physically-constrained need. It is what we would need in the
next 20 years to make our system work more effectively.
We also have determined that
through this new process we have
developed, called the transportation capital committed, it allows the different divisional entities
within the mta to have a voice in developing the process.
We used to have separate capital planning process, and now we have one for all the different modes of the agency.
While that May not be very
interesting, it is pretty huge for where the agency is going.
On the actual transportation
capital programs themselves, we worked on a new way of looking
at how we are going to look at our project.
We have structured it in a way that has major progress categories.
It has been quite an effective
tool to help us organize how we look at our project and how we organize them now.
certain projects will fall under
multiple categories, as they do underfunding, but we need organization which allows us to get to these pieces.
These are criteria we developed
by looking at the existing policies in san francisco, but
also regional, state, and federal government.
We asked the team to waive those criteria.
-- weigh those criteria.
We have better ways to integrate the project and meet the needs of the better streets plan and other elements that have come
forward.
what used to be stand-alone
projects, rail or pedestrian projects, now have the
opportunity to be more multi- modal and integrated.
We expect to see cost and time
savings, getting better at using our resources.
The capital planning context, as
I was mentioning, is the process
of integrating the various
and you will see there, the
director just presented the strategic plan.
These longer-range plans help
the other plants, and more
specifically, the capital plan
itself really gives us the universe of projects that will
happen over the next 20 years,
and then the capital improvement program that will come back to you, this is our work plan.
these are our priorities.
More recent than that is the capital budget.
The next two years, we are going
to build x.
We promised to build x.
We have the resources to build
what we say we are going to
build, so over the next month, we will come back to you to approve the various components men made up to the ultimate
approval of the budget.
Just to give you some
background , when we are looking
at the project and 20 years
ahead, this was a state of good repair.
The state of good repair also
ties into reliability and to safety and helping to keep out costs.
so it is a fairly large buckets , and then there were other
categories for security and the end enhancements and expansion. I will talk about that.
In summary, the project itself has a 183 actual projects.
in total, we and somewhere in
the order of 1000 projects that
the agency is agreeing to do.
It will be really busy. We have a lot of things to do.
the capital needs bimotor, when you look at it from a motor oil
perspective, -- the capital
needs by mode, when you look at
it from day -- a modal
perspective, we have basically
done a rough order of magnitude analysis and found we need about $24 billion to meet our capital program needs between now and 2030.
Obviously, this is a wish list.
After the process, we have to
figure out what we have.
And the idea is to look at strategically expand in the corridors that we need to.
we also will be experiencing a latent demand.
Also, there will be an impact on capacity.
And this one we have done more
in detail because of the relationship and of the projects we have been working on.
The majority of our work is
really making sure our actual transit fleet system is working to the best that they can.
We also have a need for the
other facility components,
including parking and traffic,
but beat primary is the system.
-- but the primary is the system.
This is very important to us, so we are working closely with
state and regional and other partners to make sure that this
does not impinge on what we have.
and then there is the central subway.
There are other corridors that we' re working on.
Doing better that we have, they will be instrumental, focusing
on the networks there are the projects we have been talking about.
And that is in a nutshell.
we are looking to
complete and there are the funding opportunities that we expect to
see, and then to get this ready for the two-year budget.
i gave you a very high- level presentation, and I would be
happy to answer any questions.
I would be remiss not to
introduce the people have been instrumental in gathering the information.
It is quite a challenge so I want to thank them.
chairman nolan: thank you. This is the easy part here. We do not have to worry about money. >> that is right.
Chairmon nolan
-- Chairman
Nolan: thank you. any members of the public?
Secretary boomer: no.
Chairman Nolan: any further discussion? All in favor, say aye.
Next item.
Secretary
boomer: item I4.
>> I am with the affairs.
With us is the advocacy program,
which we use as a free market
for our advocacy at all levels, including federal, in the coming years.
a lot of this is assuming in predicting what is going to happen.
We cannot necessarily anticipate
every issue, so this is a free-
market that happens us -- that
helps us to beat able.
we do not do this in a vacuum, ever.
We work closely with the entire
cities family and the board of
supervisors, our colleagues at the county transportation authority, and then on up.
I think you will see in this program a new component involving regional advocacy.
and we also work closely with our congressional delegation as part of the city family.
In terms of local legislative priorities, I think a lot of this will unfold in the coming
year, and this will keep them apprised with all of the activities.
we will make sure that this is oriented to the activities of
the sfmta.
These are general priorities, typical priorities.
And it is a very busy front.
we are constantly taking items to the board of supervisors for
approval, and the executive team is very involved in that, as well.
So the items that are listed here are most what would be familiar to you.
Any activity associated with the
subway, sf park, and things at the local level.
I think what we decided this
year was to look at the work
that the regional effort entails. I know some of you have anticipated at that level other capacities, but I think it is
important to realize the coordination that goes on.
We have two representatives from the city, and we are working
closely with them as well as the mayor'
s office and the board and
our staff to make sure that our interests are represented at that level. The issues that come up at this
level are high-speed rail, called tran' s -- caltrans and
the future of this as well as an advocacy for programs that will come up at the regional level.
Also, as tim mentioned, there is the regional sustainable communities strategy. That is something that drives
all of the way down to me -- to
the cip level.
This is relative to san francisco' s interest, said these the kinds of things he decided to include in the program this
year as well as bicycle and advocacy.
How can we do more in the interests of san francisco as it relates to the priorities of the region going forward.
This is the second year of the
session, which is dominated fundamentally by the state' s budget situation. I think we will not see a different tenor this year. I think our position will be primarily one of defense.
As you know, included in your program last year was the
authorization that we deal with the camera program.
This was an active, so we will consider that our victory in the
session, but as director
reiskin mentioned, we are able to make the case that state
bond issues are important for some of the issues we have, including the central subway.
The money is proposition one a
and 1 d.
We were successful this year, but the drum beat has to continue for san francisco to stay in the race.
There are a number of statewide issues. We will see how far they get
this year, but ceqa reform,
there is statewide discussion
about potential reform, whether it is thresholds for small-scale
projects to do these or other forms of sea " reform which
might be of interest -- and
other forms of ceqa reform.
There is a powerful funding agreement, which we hope is
imminent, that we do not take
anything for granted, and we hopefully will be getting good
news from the government said on the agreement for that central subway project.
The other big policy issue will
be transportation reauthorization. There is the current federal law that has been extended nine times now.
The last extension takes us
through March of 2012, and in an election year, I think it is
going to be hard for the administration and congress to come up with new funding
mechanisms that will allow for
the level of investment that interests are expressing the
need for, and so we will watch that.
We will be involved in that.
We do have a direct stake in the program, but that is the other
sort of situation that we see at the federal level, so that is a
quick overview on the program, and I am happy to answer any questions that you May have.
chairman nolan: thank you. We had intended that they would
be a presentation on caltrans --
caltrain, but we decided to
postpone that, and that will be back. Thank you.
director heinicke?
Director heinicke: this report was very well done. Thank you.
There is the vehicle license issue, which I do not see in
this, and I want to know whether
you feel you do not have enough direction, whether the senator and others are not pushing the
issue, but this is something
that is noticeably absent, and I wanted to see if that was purposeful.
>> not so purposeful other than it has been vetoed four times in a row.
i do not have any signal yet from senator leno.
He has been staunch.
He has been a defender of the
concept of a local option, and
if it would be helpful, we could certainly include that.
director
heinicke: it is not going to be pursued, then it is not worth your effort.
Chairman Nolan: thank you.
Secretay boomer: yes, Mr. Chairman, you do have a member of the public to wishes to address you.
>> I am bob.
i wanted to suggest that some of
the remarks that I made earlier
seem not to have been addressed.
There also needs to be sometimes
a defensive look at some actions, the negative
legislation that the state legislature can put forward, so in the past two years, there have been successful veto measures.
they would have made injury is more likely.
It did not come before the state legislation committee.
I met with the mayor in April,
and he mentioned possibly having a city lobbyist work on this. Nothing happened.
There were things that were
negative that were passed, and I and various other groups were
passed to get it vetoed, but you cannot count on us individually to do your work.
Watch out for the weasel actions.
especially ab909.
It started out as an educational measure, and then
for process, it became a traffic fine a lessening measure.
So it May not show up on an
initial screen, but someone needs to carefully monitor all of this stuff to find out the factors that come in.
that is what is missing here, the negative, the harm that can
come from measures that can
affect a red light cameras enforcement and levels that can deter dangerous driving.
It is too late to amend it, maybe staff can give directions in an appropriate way to watch out for this that we do not have a third veto fight next year.
Chairman Nolan: ok, members of the board, we have a resolution before us.
Director
bridges: I move.
chairman nolan: drvonfr --
seconded by director oka.
Ok.
Next item.
Secretay boomer: item 15, the
clipper card.
Chairman Nolan: good afternoon.
>> I am with the sfmta finance division, and I am here to
update you on the clipper card program. The commission began the
development of a payments
system, regularly named
translink and most recently
changed to "clipper."
this requires coordination between transit operators.
It is also intended to
streamline customer payments and transfers between agencies.
This will review the implementation, the regional and
local level, as well as the
performance of the new clipper
integrated fair -- fare gate, and we will also touch on next steps for the program.
but transitions across all
participating agencies, as well as the estimated percentage of
passenger boarding that are currently using clipper as the payment. This is as of 2011.
Sfmta met its transition calls with our monthly pass customers.
Major transition for bart and another occurred just a few days
ago on December 31, and they are expected to complete their milestones by the end of June.
At that time, all eight of the participating agencies will have met the deadline.
this next graph demonstrates the tremendous growth in the we did boardings related to clipper.
They have increased by more than
50%, from to under 93,000 in
December 2010 to 572,000 in November of this year.
You will note in the red that muni makes up the largest percentage of those transactions
with about 50% across the region.
It also represents 45% of transactions on muni each day.
To insure a successful transition, over the last year,
the agency implemented a comprehensive campaign.
We distributed more than 70,000
adult cards, process to senior card applications, and conducted
more than 180 community meetings across the city for various customers.
Between November 2010 and
September 2011, 120,000 monthly pass customers where transitions.
We were able -- a limited number of senior and young customers
that utilize these passes, one-
time use, three nonprofit in social service agencies.
We also implemented new hand-
held card readers, which allows
cable car operators to actually
deduct e-cash from the clipper cards. In conjunction with the
implementation, we were also
able to leverage the additional
existing infrastructure .
These tickets are also ballot on bus and trolley outside the metro station by using the
clipper card readers, and it automatically calculates the 90- minute transit time. Currently, we' re distributing
about 245 and limited use to get per month.
And under this current contract,
the vendor is responsible for
army and its associated with these.
There are problems reported, and they' re required to dispatch maintenance staff with an two hours.
in reality, we' re finding that
that response times closer to one hour. The equipment availability rate
has been exceptional, exceeding
99%, and with less than 50 hours
of combined downtime for all of the equipment, month.
and the reliability of the
onboard clipper equipment on the vehicles is one of the highest
priorities for the sfmta,
consistent collection through clipper. The equipment availability was
on the increase in early 2011,
reaching its peak in April, approximately 98%.
You also noted there was a steep drop the following month by
about 10%, which was significant.
We worked closely to figure out what the cause of this problem
was, and it was determined in
part to be determined to be part
of a software issue, and an
upgrade was implemented in August in order to address that, and you will see that on the
chart, where the reliability has gone up since that time.
In addition, we also implemented
an upgrade project in the yard to also assist with the availability of the equipment.
And as I said, this was a major
priority of the asset -- sfmta,
and we continue to work to identify alternative to continue
to improve this, and just as a note, when the equipment is out
of service, operators are instructed to call a central
control to notify the staff that are responsible for repairing and replacing the equipment.
Customers can also called the clipper help desk to report the outages.
In terms of proof of payment,
the transition, this has been really successful.
Each has a hand-held card reader
that allows them to access the
customer category, their last 10 transactions, and the balance on
their card, and the estimate it takes approximately two seconds per customer to check their card.
in terms of our revenue projections, I point out that we
only finished the transition officially in September, so we do not have a lot of data in
terms of revenue to go on since we have completed that.
However, early projections for
fiscal year 2012 based on the first quarter indicate there has been relatively little change in either the cash share, or monthly pass revenue.
And again, this is all it on the first quarter, so we have a lot of time left in the year to see if there are any trends that develop.
The total cash revenue has
increased 22% over last year
from 44% to 66%.
And in terms of the annual cost of the operation of clipper,
this includes ticket vending
machines and their maintenance, program phase. These are estimated to be
approximately $10.40 million for fiscal year 2012.
The majority of these are program fees which were negotiated by all of the
participating transit agencies during the development of this
program over the last 10 years, I would say.
because the noted in the previous is live are projected to be offset by a variety of
benefits, including increased
ridership due to improvements,
reduced boarding time, less cash collected in this system, the elimination of fraudulent past
years, and reduction of resources required to process
and collect revenue and distribute monthly passes.
Additional data over time will be required to conduct a more
in-depth evaluation of the costs and savings associated with these factors.
So, in summary, over the past
year, we averaged approximately 330,000 daily and weekly boardings.
We have transitioned 120,000
monthly path -- pass customers, gotten fare machines across the
system, and also regionally, at eight major agencies have now
completed as the debate that portion of their transition, and
finally, of their inspection, the equipment of availability
and targets appear to be on
track -- fare inspection.
We will continue to work to a rabbit the feasibility of transitioning additional media over to clipper.
These could include passports,
cable and card tickets, and we have a significant interest in lifeline passes, and we will
continue to collaborate with others in the region if there
are technology changes that can improve the customer experience and also the reliability of the equipment.
I do want to recognize andrew
from mtc, the director deputies ,
and we are also an ant -- happy to answer any questions.
>> thank you very much.
I think the thing that brought clipper to my attention was the experience with not being able
to charge my card or to be able
to deduct their from my card on
several mines, and it probably happened right around April,
May, when there was an issue,
and also, the experience that my
partner was actually having
regularly, not even just
spontaneously but regularly, on a vehicle like the 49, that she
would ride, and so I was mostly concerned, more than anything
else, with our overall responsibilities and things like
passenger protocol, like what does happen.
I also noticed that a lot of times, people do not seem to know that you' re supposed to when and machine is not working to go to dallas operator. I' ve never seen anybody do that.
I do not even know what are passengers know to do that.
So I am hoping that we
might get
a little bit more aggressive in
developing some sort of communications system or
something with our riders to
first of all -- so that everyone
knows that there should be
protocols to be followed, when
your car is not ted, you just do not go and saddam and give up.
You go to another machine, and if another machine is not working, then you telling operator.
I do not know if I have does not seen it and my colleagues can
correct me, and the other concern I have had, getting back
to the fares that we were missing or the revenues that we
might be missing, from 1 I understand, asking around, there were some issues with the
downloading of the data in the yard, with the machines. Or something to that effect.
I am hoping that this event in
-- and tenet upgrade May have addressed that, but I do want to make sure, I would like to be able to get a little more confidence freckly on how the whole system works and are beginning what is owed to us.
I would imagine that there are
several sort of places where we can follow the money, so to speak, where it is collected or
not to the system, back into our
books, so if we' re is any way you might be a to address any of
those concerns, I would greatly appreciate it, but I appreciate the report. This is really a step in the direction that I want it to go.
Those May be three issues, i
would love to be a to hear any kind of comments from anyone on this.
Chairman Nolan: director oka?
director oka: I have noticed on two or three occasions that
people do not necessarily know
that they should try it again, and it' s still keeps being
repeatedly, they should go to the operator.
they just go and sit down.
The operator does not do anything in that case.
But I do think that becomes a problem, because the people do
not realize, unless it beeped
once, and how much are we doing
to correct that, and is there a way to correct that?
Chairman Nolan: thank you, director oka.
Do you want to respond to
anything that director ramos brought up? >> that is a lot. I think it might be best to come back with more information on the issues that you have discussed. Would that be a king approved >>
-- would that be ok? >> we could come back with more
information, we had what would appear to be a high failure rate of the onboard units. The data does not show it. It was part of the function of what was being measured as part
of the functioning of the onboard unit.
I think in practice, most people' s experience was that it
was a much higher failure rate than the chart showed, and I
think the mta was losing revenue.
but the software change that was
made, I think it was in August, it pretty much solved that problem.
It was a significant problem.
The reports that we were getting from contractor as well
as from the maintenance folks, it is that the failure problem
has virtually gone away, and the percentage of those units that are working properly is very
close to 100, and it is staying
there, so that problem is fixed.
A deadly one-two in acknowledge
the contractor and mtc for recognizing the problem and fixing it.
With customer service issues, we had gotten complaints about
people getting the 800 number and dealing with issues. I think they have both stepped up to an extended to address those, as well.
The download issues have been resolved, as well.
I think it was on the order of $700,000 of further investment that would improve downloading, which is when they go back to the mint' s yards, to make sure
that the data from the onboard
unit is getting into the central
system, which then kicks off the revenue flow, but I do not know if we believe that we feel there
is any revenue loss right now, a
significant revenue it lost.
Diana works in somali'
s area, and if there were revenue issues, they would have been addressed.
I think that most of these issues, they are passed.
I think at this point, we feel that it is largely working well,
that we will be bringing forward to you again to move
forward with, it would not be
possible without clipper, which
means finely than to some of the communications issues that both
you and director
oka raised, the people of fast passes did not there to use an arm of the time.
I found that out with a fair inspector letting me know.
The fact that some people do not
recognize the three deep versus one beep or in nonfunctioning
unit, that it be a functioning unit. Again, that issue as someone go
away, but the effort that was
made to transition to a clipper was tremendous and help to
remove one ever was, 120,000
people over a very short period of time. Mortification is going to be needed on the use of clipper. John has been working on this as he has been developing an outdoor boarding proposal.
It is going to need to be accompanied by a very comprehensive communications
initiative to make sure that folks understand their responsibilities with regard to
payment and proof of payment and clipper in particular, so we will use that opportunity as the
transition to outdoor boarding
to address those communication concerns, which I think are very valid.
Chairman Nolan: thank you.
Director brinkman?
director brinkman: I did not know about that either.
I think a lot of these are kind
of growing pains of the system,
and I just want to chime in and say how great it is to sit on
the bus and hear that repeated
beeping as they get on the bus, and we could not do that without
this, and in the last month, I' d
think I have used my clipper
card on board, on a munich, on
caltrain, when I wrote to 04 on
my bicycle and took a public transportation back.
I have in-laws in marin.
a lot of times, it is a ferry
ride over or a bike ride.
There is one that does not yet
take a clipper, and I am looking
at a gentleman whom I know what I am talking about. The key for the report. This is very good.
I am a huge fan of clipper, and i think that this is getting closer to a system that I experienced in hong kong, where
there was one card that would take you anywhere. Thank you for this report,
because it is good to see how
is -- has progressed. Thank you.
Chairman Nolan: director ramo s?
director ramos: everyone here thinks this is addressed, then it certainly does not need to come back.
If this issue has been resolved,
particularly with a fare collection, I am comfortable moving on and not expecting anything at this point.
like I said, I thought it was addressed when you showed the chart that shared that debt, and
that was my primary concern.
I am looking forward to a
communications strategy when we
go to the boarding, and that might be the best time to bring this up again.
since mtc is here, I do regularly take transit system,
and it is a real bomber to get
on and then get on board, and
then get on another system and have them tell me, "sorry, do not know what you are talking
about pure " hopefully we can have this their scent.
My last complaint is that that be and so loud sometimes, it really is hard on a person' s years. I have heard from a few people
that when they are just trying
to take a casual, calm ride in,
if there is any way we can turn it down area I have heard it turned it down before.
It was very nice on the ears,
and I thought maybe they were moving toward that, but I think it was a fluke.
Chairman Nolan:
director heinicke?
Director h
einicke: the complaints I get about clipper are none really, as people appreciate it.
It took some convincing to get folks to do it, but now they seem pretty good about it.
I would imagine also that if we were having root problems with registration on the system that we would see resulting
complaints about tickets, and our proof of payment of buzzers would say that people are
claiming over and over again, and to my knowledge, we are not seeing that. But the problems that you described are very real as part
of the implementations system,
so I am glad it is going well, and I do not know that we need
to talk about it on that level.
The one issue I have is that we
at 330,000 daily-week day clipper boardings.
Am I remembering right that we
have 700,000 boardings total?
Do we anticipate that 330,000 number going up significantly?
And I guess I am a this point a little surprised that your than
half of our boardings are clipper boardings, and I am just wondering why is that?
>> I believe that generally represents the best passes, so
is the adults, the senior, and the young. That is a big chunk that has moved over. The cache bears on the clipper
are still quite a bit less, and that is probably the most
difficult, the people would pay cash because they are local and choose not to buy or because of the frequency with which -- with
which they use munis were people coming from out of town. There are a couple of other categories.
Our next biggest category is lifeline passes, which are think is on the order of 20,000 per month.
we have been talking about the
ability to transition lifeline
pass holders over, but the passes are really kind of the low hanging fruit.
And we have gotten our big categories already, so the next
is really moving to, aside from lifeline, moving to cash bears,
which is going to be much slower.
>> right, and we have discussed
that before, and I know you know my views.
My view would be to move to a cashless system or as close to it as we can.
I think the efficiency and the
safety and the revenue, there are all sorts of reasons to do
that, so our would just give you my reaction. i was surprised of the number after all of the average, it was still this low.
I guess it is not an indication of the success of clipper. It is an indication the I
misunderstood how many cache bears where having on a daily
basis, which is apparently a
lot, so I would just reiterate I
would as a policy matter favor doing whatever we can to move away from cash there'
s, and it is interesting to hear that even
on a lot of people, you know, you are making more than just one trip or something like that are unwilling to load up a clipper card, and I wonder if
one thing to look at there is a
differential one-time affair for
clipper versus actually throwing coins into the box, to give
people incentive to do one-time hits with the clipper card.
>> if I could, I think that financial incentives are something that we should look at.
The indexing policy that the board put in place a number of
years ago for the upcoming
fiscal years, because of the weight indexing policy is
structured will raise fast pass
theirs but not single-use theirs because of the way the formula
works and because of rounding, some of the adult fast pass with
bart will go to 72 to 74 to 76,
and the adult fare will stay at
two dollars, so single use and
cash versus clipper, something that the board, that will be happy to bring for the board
consideration, all the passes that I mentioned are already clipper, but for single use
theirs, many of them are cash.
One thing we could do is that if
you tap your clipper card, it is $2.
If you want to use cash, it is more.
director: the reason I favored the indexing program was to
avoid arbitrary increases for pure financial budgeting reasons.
I think there is a reasonable
and legitimate exception to the indexing program if you are
making a fair differential for
transit policy reasons, which
this would be, so I for one would not oppose looking at that
sort of thing as we revisit
fares the next time around.
Director
bridges: I think
another got to 90%, which is the best in the region.
Director: I know that director
brinkman and I think I to eye on this. There is somebody up there with a quarter, slowing the whole thing down.
i appreciate your report, but I' m surprised by the number and want to know what we can do to
get that number as close to 700,000 as we possibly can.
Director oka:
it is my hope that paratransit'
s can be switched over to the clipper card also.
I have been pushing with
mtc
since the beginning of time. We need one mechanism that works
on everything, and, you know, I would love to see that before my time on this earth.
i am not going to hold my breath, but we should be able to do that.
Chairman Nolan: thank you very much. I thank you for bringing this to our attention, director ramos.
Secretay boomer: Mr. Chairman,
no one has indicated an interest
of addressing you up to this point. >> good afternoon, director.
First, I want to wish you a happy new year and a major happy new year from munich. With all of the stuff I learned
from this today, I thought it
was just like the old days, so i learned something, and that May improve your numbers.
One little complaint that I have
heard about, the student clipper cards, it is very difficult for
people to add money to the student clipper cards.
There should be a place where
every mile or so on major routes
where you can get off and just recharged on a monthly basis.
It is easy in my neighborhood, but I never heard people who cannot do that and have to go downtown, and that is completely out of the way, so we should work on that.
And I want to add my voice that
we should sometime soon nubbers
is still young get people to use clipper card for every ride.
The advantage is that when you
have your small increases, they just go right into the clipper
card, and of course, you' ve already started to speak that if you want people to use the
clipper card 100%, then you May have to charge a premium for the cash there, and I do not think it is a problem, even for
visitors, when they know they are staying at a hotel.
You can seldom a clipper card, and they can go to the walgreens
or something, and then you get zero cash.
That should be the ultimate, so happy new year. Banks are not.
chairman nolan: -- thank you.
Chairman Nolan: thank you.
Ms. Boomer?
Secretay boomer: you are at the time of the meeting when you determine whether or not to go to closed session.
chairman nolan: closed session?
>> the board voted unanimously
to settle the
cheah case and
moved the murillo case to the next meeting.
Chairperson nolan: we are finished. >> and I win. >> it is the first time ever.
