That tool. When you start in a new Information System such as we did on august 3, we didnt go into it with a fully populated database. We did it with a mostly new database. So we prepared how we would begin to use the new data as folks come in our doors after august 3. But we have to go through a validation process in order to ensure what were looking at and that all of the prework we did to produce all of these measures is going to be valid and stand up to our data integrity checklist. We are close. Hoping in the next 30 to 60 days to be completely back on course. It was expected that we would have a delay, and we had a bit of a delay. I want to be up front about that. The nice thing is epic is friendly about us taking the data out. That has been a real struggle with our electronic platforms, and thats not the case with what we have today. Weve talked about benefits realizations before. I mentioned decommissions systems. That work is beginning in earnest at the beginning of the calendar year and will take us to july, where we expect to spin down, which is something i. T. People dont like to do. We like to keep old systems on as heaters. But we plan to demission our Legacy Health record system by the end of the fiscal year. The great news about that is we dont need them anymore. The second piece of good news is we wont be paying for them anymore. Thats been part of the budget and Financial Plan for epic since the beginning. Id like to take a few moments, and i know were getting towards the end of our time today, to talk about the our in our records, patient record exchange, something i mentioned at the beginning. Since august 3 up through october 1, we have exchanged Health Information with 215 other Healthcare Organizations across the united states. Its possible there are some international ones in there. I didnt dive deep enough to doublecheck. If you look on the bottom left, you will see who our highestvolume Information Exchange partners are. I dont think there are any surprises there. Whats really powerful is in basically just shy of two months of being live with epic, 43,000 of our clients have had their records appended by Healthcare Information from other Healthcare Organizations. This is pretty powerful stuff. In addition to that, nearly 14,000 of our patients, their information has been requested and sent across this trust framework that i mentioned before with this Industry Consortium that epic is a member of to augment the records of our clients in other places. So really very powerful. We dont have to do anything special for this to happen, it just happens. So our epic journey, we spent a number of years in what i would call a getready phase. Were definitely past that. Were coming up to the tail end of our getgoing phase, where theres been a strong focus on having a really Good Governance program for epic, for having a great go live, which we did. Now were in this period of time which we call stabilization and well be there for the next few months. During this time of stabilization is where we process people, process, and technology, the couple of examples i shared with you before. Whats really exciting is as we march into the new calendar year, were getting ready to get better. Getting better means tuning our governance process even more so we can do two activities in parallel. One of them is beginning the optimization of the epic environment so it can do things its not doing today. We have a straightforward implementation and without violating our principles of sticking to that, we can still make it better. So were going to begin that process. In parallel, we will be locking in the scope and schedule for wave two and three of epic. When were done with that in a few years, well be in a Continuous Improvement environment, where we will bank on everything that we learned and all of the Good Governance thats in place so we can keep Getting Better. So epic is both hard and it has been very rewarding. I just want to share with you the message that were sharing with all of our staff because not every day is a great day with epic. Its okay to feel frustrated. This is the first message that were sharing with our staff because we have really changed a lot. More than a thousand changes were made in order to get ready and learn epic. Sometimes you look at the screen and youre like im not sure i remember how to do this, which is a reminder that were all in this together. When i go in front of epic, i look at the screen and im befuddl befuddl befuddled. The good information is we continue to help and train and build tip sheets which are in the epic users first pane when you log in. You go to a place called my learning home. Thats where you go when you log into epic. We are an organization of helpers. I think during go live this was really evident and a lot of people could see how well everyone reached out and was supporting everyone, and thats the environment that we need to continue to maintain as we move forward with more change in epic. So weve asked staff to be there for one another because some day youre going to need some support as well. With that, im happy to take your questions. I have not received Public Comment request for this item. My question is im an epic user and a frustrated epic user at times were all in this together. Yes. What is your i. T. Or your help line for an epic provider . What is the Response Time for someone to be on the line to be able to help one walk through whatever the issue is . I mean, is it five minutes . Is it ten minutes . I mean and what is do you have the adequate staff to be able to help those that are a bit befuddled, especially with epic going live . So we have a lot of support across the board. A program that we set up for the go live was to establish a super user program, where we could have people much closer to where the value is being generated and the work is being done who are actually super users. We have team of infomaticists who can dive in. With regard to actually calling on the phone, when you call on the phone to our service desk, youre calling the general i. T. Service desk, and the pickup times are less than two minutes now to get you in there and get your issue noted. Many of the items that are coming in are being redirected to analysts on my team who are resolving these items in just a day or two. Thats not all of the items, but weve reached that point where the number of items coming into our service during the day and the number of items were resolving, weve worked down a significant amount of the go live backlog. Okay. Thank you. Thank you. Thank you so much. I dont think we can overstate the significance of this accomplishment, having been through the same epic process, and the potential to improve patient compliance and care coordination. Ive had about six patients almost that ive shared with doctors of the county and at u. C. And being able to reach into these records and really do a much better job for the patient, its astonishing, how having these systems that used to be siloed and vulcanized be all one. It makes such a difference in a great outcome. I want to congratulate everyone involved and say as the few epic go lives that ive seen have been your team is spectacular and awesome. I think theres a show where theres a gold buzzer or something i think you deserve a gold buzzer. Thank you. Ill happily try and accept that comment, having only been here myself only 90 or 100 days. But its obvious what a full court press there was by every part of this organization to be ready for epic and it totally paid off. If i may add to that, i do think its important that we recognize the people who arent in the room and worked on this for many years and no longer with d. P. H. I want to acknowledge director garcias leadership. Alice chen who was committed to this and made a lot of this happen. And also wynona medolovich who was acting c. E. O. For many months. I think its important that as we move forward and go into the next stage that was spoken about, that we recognize the reason were at this point today is the incredibly hard work of literally hundreds, i think in some cases thousands of people to make this work. It was really that leadership, including the leaders i just mentioned, that helped us get to where we are today. Thank you [ indiscernible ] my question was from the patient perspective, when patients come in and theyre told they are able to access their records on their mobile device, for example, is there any kind of orientation offered to them or a guide they might receive, or are they more figuring it out on their own . I cant totally answer your question. Im not sure if anyone is out in the audience who may be able to assist. Doctor, i think you can address this better than i can. In terms of signing up for the Patient Portal, we have Information Support for the patients to get into the portal. Once they get onto the portal and they have access navigating through the site or submitting a quarterback with he have a contract with an outside vendor that specializing in providing the firsttier support. Obviously if they need to ask about lab results, that would be routed back to our desk. Is it an inapp chat function or a phone call . It is a phone call to the service, person to person. They would help the patient navigate real time because they know how to access the portal. Thank you. Thank you. Im just going to ask if presumably the app is better than the ucsf . [ laughter ]. That app is really a problem. [ overlapping speakers ] is there a language capability . Yeah, thats a great question. Right now it is limited in terms of other languages. So no to answer your question. That could be one of the whether they in wave two, three, four, or five, in this community it would be useful with the diverse languages we have. No doubt, as well as other epic communities where they serve large communities of multiple languages. That certainly is a push that all of these epic users is going to be pushing. Especially with my chart and the Patient Portal piece of the technology is being so readily available and enabling to the patient and client, we have to push that. Theres no ifs, ands, or buts about that. No, youre correct. Its a nationwide issue that really would make sense for epic. More towards our own problems and within the time frame and i forget on schedules could you remind us because youve done a great job getting this all together and having the basic epic work. Now in terms of the optimization so to speak, we know that laguna is a challenge. Do you have some time frame upon which you would be able to i guess enhance it and optimize lagunas use on a longterm basis, trying to close the chart out when they talk about in terms of years versus days, right. Secondly, our Mental Health programs and avatar and the timing in terms of trying to unify those records. Maybe ill go backwards. Well start with the Behavioural Health. So Behavioural Health is slated for wave three which is i dont want to commit to a firm schedule. Its after wave two which will likely go live in 2021. So its in late 2022 or 2023 before were fully in place with the replacement to the community Behavioural Health function i mean the Electronic Health record. To your first question about optimizations for laguna honda, part of the process is to be inclusive. We had a domain structure presented several months ago. The idea with that domain structure is its a place that has almost no i. T. People engaged, which is probably a great thing, and its all about the line of business being able to bring items together that can be prioritized that are based on how do we not just get better against our performance outcomes, how are we Getting Better for how folks are engaging in the system. That is the process that weve been using so far. Id be happy to take more information about the laguna honda concerns and make sure that we get that roped into our governance process, so that as we approach making epic better for all of us, that we can address those. Yeah, the thing i raise there is mostly because it is sort of different from most epic acute care, that there seems to be an issue of having it flow in as seamlessly as it does at the hospital. I dont know where all the priorities are. I do think laguna or its joint conference should understand what is happening there so we can understand the challenges staff had in terms of trying to optimize the use of an electronic record over there. Sure. Laguna honda is the largest longterm care facility in epics customer base. Sonch so i think a report back to there would be quite useful. Commissioners, other questions . Thank you very much. Congratulations again. Thank you. Commissioners, item 10 is other business and we have several Public Comment requests for this item. Just so you know making comments, i have a timer. When the buzz buzz ergos off thats time for you to end your sentence. Good evening, commissioners. My name is nathan dang, this is holly and kyle. We have pharmacy students from San Francisco joined by some of our classmates in the back. We are here to bring attention to a current pharmacy related issue, pertaining to reimbursement rates authorized by the 2013 California Senate bill 493. So the services affect patients all over california, but especially in San Francisco. So sb419 had expanded the practice for pharmacists that authorized them to perform Additional Services such as nicotine replacement therapy, as well as participating with other providers in the evaluation and management of various disease states. This bill, however, didnt address payment or reimbursement for these services. My name is kyle merchant. Really what were just advocating for is support in implementing additional codes so that pharmacists can be reimbursed appropriately for services, because not every patient is as straightforward as come in, lets have a discussion, and here is what youre looking for. Sometimes we have more complex situations and medical histories that need to be taken, discussions that need to be had with patients. I think this will be especially important as we move towards the implementation of prep being made available in pharmacies. So as you know, people [ indiscernible ] this is to expand the ability for pharmacists to furnish prep which is proflax sis for h. I. V. We can give a 60day supply in our practice. In the spirit of getting zero, i believe i also have well give you a 30second extension. Thank you so much. I think its paramount that we include reimbursement for the pharmacist counselling because the adherence to these medications is critical and the only way this will be happening is counselling in the scope of the community. Thank you. Hello, my name is manuel and im a pharmacist student as well. This is my first time at this hearing. Thank you for this opportunity. I just want to start by addressing that i know were trying to understand and address Mental Health issues, specifically those that may be untreated, its dr. Hammer and ms. Martinez mentioned in the presentation a while back. I want to bring to light the implicit biases in the government and also officials, the sfpd as well as local security guards, their attitudes they may have towards a subset of our population and those afflicted with Mental Health conditions. Im wondering what kind of steps the condition plans to take in order to mold the attitudes of our city to humanize attitudes to be more empathetic when interacting with the subset of homeless individuals, perhaps less likely to incarcerate them and more so aiding them and escorting them to hospitals, social support systems, as well as shelters. If we start with the city employees, we can expand on that towards the population of our residents. So they will no longer see someone on the streets and think they are crazy, because thats really not the case. But its just that theyre not intentionally being disruptive. Its just some underlying Mental Illness thats not been resolved. Thank you. Hello. My name is jane. Im also a pharmacy student from ucsf. Currently i also intern at the santa clara hospital down in south bay. I have a lot of counselling sessions with the patients there. A lot of them are homeless and they end up being discharged back to the streets. Beyond the counselling sessions, we also talk about go on tangents and about their personal lives. What i hear from patients theyre struggling to access public washroom facilities, theyre not clean or not accessible. A lot of them travel around the city as well. This is something i wanted to bring up because i wanted to bring attention to how feasible it is to increase access public washrooms in the city, that were helping the Homeless Population to improve their health hygiene, but also to increase the cleanliness. I wanted to bring it up and see if it is feasible in the city budget. Good evening, commissioners. My name is franceska okala and i am also a secondyear pharmacy student at ucsf but also expressing some of my concerns. There was a bill signed into law that allows h. I. V. Postexposure proflax sis and preexposure proflax sis to be in pharmacies. My comment today is this access to medication is extremely important to several of the vulnerable populations weve been discussing all throughout the session today, including homeless patients who might be using injectable drugs of abuse. My concern i wanted to bring up to the commission is how exactly the department of Public Health wants to implement these services in the coming year and how its going to be advertised to these vulnerable populations to make sure they get access to these resources. Good evening, commissioners. I am also a secondyear pharmacy student at ucsf and a pharmacy intern. I am also here representing just my own self and concerns and beliefs. As was just mentioned the bill was recently passed, but beyond promoting this new accessibility of two of the most vulnerable populations, i also wanted to ask the commissioners to explore potential ways to help promote training for our pharmacists as well. Under sb159 in order to make preexposure and postexposure proflax sis available, pharmacists are meant to attend training. I would ask that we provide this training in San Francisco department of health as well as make Resources Available to ensure that we have enough resources for that. Thank you. Seeing no other new business, do we have a motion to adjourn . I had one quick comment. Are you sure . Do we have a motion to adjourn . So moved. Do we have a second. Second. All in favour. Aye. Were adjourned. [ ] good morning and welcome to the Transportation Authoritys meeting for today, election day, tuesday, november 5th, 2019. Our clerk is mr. Alberto kinta nix a. Role call. Pai role call . We have a quorum. Thank you, colleagues. I have a request from commissioner valley brown to be excused from todays meeting. Is there a motion to that effect made by commissioner stephanie and seconded by commissioner mandelman and we will take that without objection, even though it might upset council. With that, can we go to the Citizens Advisory Committee. Mr. Larsen, good morning. Turn your microphone on, john, and go ahead. Good morning. Im the care of the Citizens Advisory Committee and im here to report on the most recent meeting of the cac. Beginning with item 5, allocation and appropriations of prop k funds for 6. 5 million, cac members expressed concerns of tacs used the express lane by the doorpool and express lane project request. The main issue was t n cs adding to congestion in similar ways to add congestion on city streets. There was also keen interest in the equity study and how it would be structured and conducted. They were to free up regular lanes from slower moving heavy vehicles there and thereby speed up regular requests. The members were surprised even though the station predated the add, there was little to provide accessibility in the ensuing years. The longterm plan is to move the station with the tunnel realignment, that is so way off, staff were urged to think about technology and Infrastructure Solutions that could be deployed to make the 22nd street station accessible now and for the foreseeable future. Moving to item 6 on your agenda, the amended programme of projects for the 2020 art tip funds, they asked about the communicationcased Train Technology that would be the subject of the tip funds. The biggest concern was how to avoid the mun imeltdown in the metro. Sfta staff noted the new system will be side by side with the system in a series of phases and if there were to any problems, the new system could revert to the existing system to avoid delays and system break downs. The cac received an update on the geneva san jose study carried over from a previous meeting. It was encouraged to see that pedestrianfocused improvements were addressed at this complex intersection with a number of transit, traffic and transportation conflicts. Especially with regard to the mline midblock, dropoff and boarding areas that result in passengerring walking on san jose avenue in the middle of the street. The popup meetings during commute hours with met with favorable response as a way to obtain public input. During Public Comment, the cac was reminded the balboa park station is the se second largest transit hub in the city. We were encouraged to link better transit lines and take note of the comparative left of investment in this outer naked neighborhood in the city versus downtown. Lastly, there was an update on a regional measure and the faster freedom affordability speed transparenctransparency equity. The branding strategy might be met with public skepticism given the recent history of delays in big transportation projects and relatively small gains in transit speed people have experienced over time. The consensus is that any additional regional measure request should move transit forward in big ways. And that completes my report. Thank you. Thank you, mr. Larsen. Any questions for mr. Larsen . Seeing none, my members who would like to comment on the cac report . Seeing no members on this site, Public Comment is closed and thank you for that presentation and advice. Mr. Clerk, could you please read the Consent Agenda . Items 3 and 4 comprise of Consent Agenda, approved octobed considered for final approval. Staff is planning to present on this item but prepared to present if desired. Any items may be considered separately. So because this is a Consent Agenda, we only take Public Comment on the approval which is item number 3, but i have a request to speak on item number 4 from an individual who spoke on item number 4 when it was presented on the first reading. I will provide with your concurrence that individual the opportunity to speak to this at general Public Comment. Any Public Comment on item number 3, approval of the minutes of october 22nd . Seeing none, Public Comment is closed. Is there a motion for the Consent Agenda . Moved by commissioner mandelman, seconded by commissioner yi and can we have a role call. role call . If we can start the role call over. Well truncate this vote because commission hainey did not vote and commission yi voted for commissioner hainey. Please start the role call. role call . We have final approval. Allocate 870,000 with conditions and athappropriate 5. 7 million. Miss laforte. Good morning. Good morning. If i could ask jen to come and help me with the technical aspects of bringing up my presentation but ill get started, if its ok with the board. Dont spill your coffee. Ok. So there are six requests in front of you today and ill just dive right in. The first is four allocation requests that relate to the downtown programme. The pennsylvania lineman is one of the key recommendations that came out of the rail alignment benefit study in 2018 and its known as the rab study and this alignment for pennsylvania avenue has been endorsed by this body and also by mayor breed. Thanks, jen. And so, this is the preferred route to go south from fourth and king via tunnel along pennsylvania and this allows the infrastructure to avoid at grade crossings at 16th street and a major eastwest corridor serving mission bay and Mission Bay Drive. The recommendation to advance the preenvironmental work is consistent wit the recommendations from the Peer Review Panel youve heard about recently and this project and funding request will be done within two years and this is for the scoping work that will eventually lead to project initiation document to establish a basis for project development. So the participation authority will lead this effort but we will do so in close coordination with our partners and with the related projects that are stemming from the recommendations of the Peer Review Panel. So this is a visual graphic of the alignment for the pennsylvania avenue alignment. It is shown in orange and you can also see in the lower part of the green where it touches the wrong, where the grade separations are. These are the two grade separations along the cal train corridor in San Francisco. The next request is for the 22nd street ada study. And this is a request from caltrain to explore the feasibility of potential improvements to the 22n 22nd street station which was constructed prior to the ada passage and this is really essentially going to assess what is possible, what are some improvements that could be made in light of in recognising there have been landscaping work done but also that theres a 22nd street station study, that the Planning Department is doing right now, but if the station should move or the location be impacted by the findings of that study, there was no plan for implementation of moving the station any time in the near future. So this is to assess what could be done in the near future to potentially improve the accessibility of the station. And at this is done at the request of commissioner walton and commissioner waltons office will definitely be involved in convening a Stakeholder Group to put key milestones in the study as far as input on the goals and conceptual designs and draft recommendations that are outcomes of it. These next two requests includes scopes of work that advance recommendations in the caltrain business plan. Cowaso one is adopting a longre service vision, like the number of trains and how often they run and that will be further defined over the next year and a half as this proposed study which is for stations and terminal planning is conducted. So consistent with a longrange service vision, this particular project will look at the longterm maintenance systemwide at both lines, north and south. Considering the existing sites, new sites, considering potential supplemental facilities. In particular, we know theres a lot going on or considered at fourth and king and what size footprint is needed and various objectives including the maximum potential at the site, so all things taken into consideration. And ultimately, caltrain will be working to produce a final report by december of 2021. There are 42 atgrade crossings along the caltrade alignment. The two in sanfrancisco, at 16th street and Mission Bay Drive will be addressed through the pennsylvania avenue alignment work that we will be conducting. But this effort is, you know, the work that well be doing will be done in parallel. It will this particular project will lead to development of a policy and it will help caltrain to establish goals and objectives and priorization criteria to manufacture the investments that caltrain will be making to potentially, you know, either enhance the existing facilities and what to do, where the trains and the cars have potential conflicts at grade. Next request is from sfmta for the hyde Street Safety project and this is a funding request to match a caltrain grant awarded to the mta to do planning and engagement on hyde street between grove and ofarrell. They have Different Community organizations to figure out some conceptionual designs and some recommended improvements to really enhance the street, enhancing Pedestrian Safety and also really just transforming the street into a complete street effort and so final report would be expected in about two years. And the last request is an appropriation request from the Transportation Authority for the carpool and express lane environmental phase one. And a bit of background on this request. In late 2018, the board approved the Corridor Study report and a prop k senator b one Partnership Fund exchange for this project. This Fund Exchange approved 6 million in sb1 Partnership Funds for street resurfacing exexchange for 4. 1k for the props. We didnt programme them because of the uncertainty of prop six which would have funded the fund program. Prop 6 was defeated and in now this project is ready to start the environmental phase and were seeking approval to advance the 4. 1 million in prop k in the street resurfacing category to allocate it in this current year. This work will include preliminary engineering and various different environmental and detai technical studies thal form a draft document. It will fund at the board request, a robust equity study informing project decisions and ultimately advance social justice is one of the goals. So that will be done as a part of the funding request and in your packet of materials for the Powerpoint Presentation and for folks watching at home. , there are additional slides after mitive slide thamythank you slis interested and in would ultimately be to create an express and or carpool lane from san matteo to fifth and king street to create a continuous facility. Im here to answer any questions as are various project managers. Colleagues, i know weve been individually briefed on this item and are there any questions from members . If not, there are members of the public who would like to testify on this item number 5 . Please come forward. Seeing no Public Comment, Public Comment is closed and can we have a motion to move item number 5 made by commissioner walsowalton and seconded by commissioner ronan and on that item, i think we have the same house. Item is passed on the first read. Improve the 2020 Improvement Program and this is an action approvement program. Im joined by the San Francisco national agencies, dan howard who will give a longer presentation after my brief introduction. So we did last month we came to you regarding the 2020 Regional Transportation Program but as a reminder, this is a fiveyear Investment Plan for state transportation money and as the Congestion Management Agency for sanfrancisco, we recommend the projects. So last month, you approved a list of programming that is included on page 65 of your packet, as well as therevisions today. In the 2018, this body was 18 million for light rail lines ax el counters project. These are devices to identify the location of the trains within the munimetro subway. However that technology is outdated and mr. Howard will get a little bit more into that in a minute. Since the sfta is moving forward with a communicationsbased control approach. Since the new train control system, the a axel counters are folded into that and we are refunding that to the new train project. And i know chair peskin and chair mandelman have heard about this in detail from the performanceworking group. It has been fascinating. Youll hear more in a second. But the first two phases would be the phases that are covered or contributing the 2018 ourtip funds which covers the first two phases of the seven covering the entire metro subway and the t third down to 23rd street. The second part of the action is to revise the 2020 ourtip reports. Since you acted last month, we identified a discrepancy in the amount of funding available. So we have another 778,000 that we are recommending putting towards the new flyer overhaul phase three project and that will result in increasing the scope of work from 13 to 14 vehicles. The next steps, in november, well submit the request for the amendments to the metropolitan Transportation Commission and that will consider the item in december and forward it to the california Transportation Commission for approval in march. And with that, i will turn it over to dan howard. Mr. Howard. I gave a version of this presentation at the muniworking group last month. First couple of slides to give you a primer on what automatic train control is, its a Safety System that prevents traintotrain collisions and thats important to recognise as we consider upgrading the project, is that the primary mission is to prevent trains from colliding into each other and if that, its done an exceptional job. Currently, the train control system operating in the marketway subway between west portal stations. And that traincontrol system essentially brings the trains in automatic mode from the portugalportalon to the subway , there have been a number of issues with that system that have lead to subway delays that im sure many of you and the public has experienced. Currently the way the system operates, a train will ping the central Computer System and does a handshake at the portal which is essentially the train internally checking the ability to determine its position and also checking the Communication Systems on board the train. Once it does that, it then is able to proceed in automatic mode and handshake is source of many delays weve been able to experience and thats because some of the issues with the age of the system. The system, one it is able to communicate with the train, it then controls the use and activation throughout vehicles through the subway only. Operators open and close the doors but other movements are automated. On the surface, the system is very manual. Its first come, first serve when a train arrives at an intersection or junction, it basically requests a route through that system or through that junction immediately without consideration to which train gets priority or any other operational considerations. As a result, we see that trains on the surface tend to arrive at the subway bunched and that results in congestion subway arrive vanesse station and congestion inbound at the embarcadaro, as well as west portal. Those are caused by trains entering into a fashion and in an unplanned based on the service operations. As i mentioned, the three portals multiply that handshake multiple flies system failures. Each system provides an opportunity for the systems to not communicate. In other metro major systems, chicago, d. C. , atlanta, those handshakes at portals are typically performed once from when the train leaves the yard. When we do it in San Francisco, we perform that handshake every time a train goes into the sub subwasubway and back out. So were multiplying the amount of times for that delicate procedure to take place and that, in turn, multiplies the amount of failures. The system is 20 years old and probably closer to 30 by the time we replace it with the new system. Every morning or traincontrol operators load the system on a series of three floppy discs. In the age of the internet and usb sticks, we can understand how that might not be acceptable and there are more modern systems were able to present. The system is designed in a fairly rigid and unforgiving manner where all of the subway lines converge and so if theres a problem in the tunnel, that problem usually spreads out to the remainder of the system. The result, therefore, is congestion. This graft shows the capacity and congestion. Essentially, as i mentioned, you have six lines in the Market Street tunnel and you have the red line is what we have scheduled to operate in the tunnel. So at the peaks, were looking at 41 to 42 trains per hour. Then the orange line, at the bottom, its showing what were able to deliver through the Market Street tunnel at embarcadaro and thats closer to 30 and 35. The gap between the two lines basically indicates the congestion present in the system and thats experienced by riders everyday when theyre stopped in the tunnel between stations. Another issue we have is were slow to recover from failures. So as an example, once a train fails communication at the portal, its unable to recover communications, except for those six Access Points that you see along the graph there marked in the orange xs. The train has to travel in manual mode to one of those xs at half the speed of a regular of an automatic train and then it has to stop and then it has to reestablish communications through a procedure that both the train controller in federal control and train operator have to perform before the train can then recover automatic mode, proceed at its normal speed at be on its way. Thats just one failure, one communication failure of one train. We experience on average ten of those a day, due to the age of the system. And in some cases, in february, we experienced a complete failure of the central Computer System which required all of the trains, lost communication for all of the trains and that required that all 45 trains on the u. S. A. Ha subway had to go h this procedure one by one to recover service. As a result, we were unable to recover for two and a half hours following that initial failure. So im here to announce the train control project, upgrade project for which were requesting funds for the stipulate program. The plan is in phases, as you see before you. Phase one would be on the surface on embarcadaro and third street, for that corridor. The reason, thats a critical corridor for the operations at fourth and king, a major bottleneck and were looking at the ballpark, the chase center and tline as priorities for investment in train control. The other opportunity that we have for performing on the surface is were able to get it right on a green field, relatively green field investment and the reason why were able to do that is because theres no train control system operating on that segment. So were able to completely stand it up, test it without interfering without rail operations and without having to worry about cutting over the new system which would come in phase two. As i mentioned phase two in the subway is actually much more involved and requires decommissioning of the existing train control system and replacing it with the new one and thats something we want to undertake after weve proven the system in phase one. Following the two phases, that would cover a large majority of the benefit from this project and we would expand the train control system to the rest of the system, line by line, over the course of eight years. The advantages of the new traincontrol system ive hinted at through the disadvantages of the existing system, one of the main ones is we would get modern equipment, so a new system use wifi and cellar that the Current System doesnt use. We would be able to allow for a Better Software update. I mentioned how we load the software currently and this would allow us to predict faults, so we would be able to in a redundant system to determine a fault occurred, correct it and then repair it before that even affects surface. Another advantage is that it would send predictions and provide estimated arrival times to each of the Traffic Signals to prepare for the trains arrival and hopefully adjust the signal so that the train will arrive on a green light. The last item, which i mentioned in reference to bunching in gaps at the portals, it would allow train controllers in central to supervise the trains all over the system and that would cause them to bthem to take reaction y see bunches and gaps or issues on the surface to impact the subway, they can take smaller corrective actions that are less disruptive to the tools available to them and that will result in better service. This is the budget and funding plan for the first two phases of the project. These are the sources for phase one, which, again, is the embarcadaro and phase two, which is the subway replacement. We get funding from the repair and this is a major portion of phase one and were looking at funds from mtc and from prop b. And this is the total program cost for all seven phases. You can see it stretches from fiscal year 21 to fiscal year 28 for the last line. It was a total project budget of 300 million. And thats over ten years. And were looking at some other competitive grants, such as the trcp funds, some cag funds, as well as local geobonds and other revenue revenues to make e remainder funding for this project. With that, i finished with my presentation and happy to take questions. Questions for mr. Howard . Commissioner mandelman and i received the briefing and youre all, as well as the public to attend the munirelate working group. Ireliability group. Commissioner marr . Thank you for the presentation. I think this is a good investment if it could result in significant improvements in the reliability and the efficiency of the lightrail system. I just had a question about one of the slides on that chart showing the schedule versus the actual capacity and somebody that represents district 4, where folks really rely heavily on the end lines to get to and from work and downtown and, also, experience frustration on a daily basis with just the overcrowded lines, especially during commute hours. I just wanted to understand better what was the reason for the big gap between the scheduled lines and the actual and whether this new train control system is the main reason the inadequate train control system is the main reason or are there other factors causing that big gap . Through the chair, the congestion we experience in thee resulting congestion loss is not as a rut. Result. Other cities run tencar trains