just for clarity on the item not in the there's only one told them section. >> one - there is an enclosure which which is the vision zero high injury mapping data and then there is an attachment to one of the agenda items that is in the actual packet of the materials and that's the presentation that tom is giving right now. >> sorry for the confusion. >> sorry to interrupt. >> okay. then we talk about evaluation being a part of vision zero we want to make sure we're tracking the forest fireness of the action in all the program areas tim showed day showing high injury the multiple high injury that is again be the

baseline we're tracking to show us where we're making progress and we'll talk about this when we get into the strategy update but it is important that we're tracking outcomes vision zero is about outcomes not the pcos or dollars we put in but how many lives we save and towards vision zero you'll look at the evaluation through that lens we'll talk about later on policies we did a good job to coordinate the policies we'll have control over again by the commitment we got from the board of supervisors and from our own leadership that is important probation officer to look outdoor and upward at the state

level to look at the laws that might be holding us back if vision zero from safety enforcement to look at whether or not we should drop some programs for 25 miles to 20 there are issues we've got get to later i want to talk about the delivery of the projects something i know has been a concern for the public and for commissioners over the last year so what i want to emphasize a lot of has changed in the rifrp between sfmta and the partnering agencies that help us with vision zero vision zero nodes those more than you know more than the board wouldn't just mta it is a great role public works and the puc are very important

partners i'm going to talk about some of the ways we're cooperating our efforts better and they're bearing fruit up on the screen we have an image of an internal tracking database dashboard that shows the projects that we have in the pipeline with the status with the status of those projects and it is drawing from shared information that is information that sfmta has within our capital program and our financial controls the idea to have all the agencies talking from a common mr. chairman where are the projects and the details and flipping behind schedule we are working from a common story that's the first thing pull up

something that we're working with depending to show transparency so while the dashboard gets into the nuances of the incredible that might not be what the public wants to see i'm pulling up the tractorer that will eventually be on the city's website and which members of the public and members of the board of supervisors and other stakeholders can use to get a quick look at the projects and hopefully, if you have questions on where we are not on schedule. >> so next slide

okay another issue i know is a concern how are reprioritizing projects we have lots of data about where the injuries and crashes are occurring we also know that we made a commitment to deliver 24 projects in 24 months we have a pipeline of over 40 projects we're trying to move forward i want to make it clear to everyone the projects we're bringing forward in the pipeline and the pipeline behind those 40 projects we'll schooler not stop at 40 they were found on the multiplied mobile network on the streets tim talked about the idea when you look at the map you see the goodgraphies

spread over the city one of the interesting things i found when i was looking at the data the initiative walk first safety action approach showed that south of market and the tenderloin were kind of the real high collision locates for pedestrian safety projects and that's what we focusing a large number of trafficking on and safety promotions that are designed to protect pedestrians from moving vehicles and quite a few streets outside the geographies vehicle versus other is safeties alameda boulevard and sunshine boulevards and speeding and red light running will certainly be urging all our tracking tools to address those

as well and i think that perhaps the important point vision zero is a citywide project not a one-time but all business related to travel and all those tools to bear that's what we see going forward. >> we'll also pulled rolled up a summary of first 24 promotions in our cue the total price tag $26 million you can see i won't go through the chart but a wide range of funding sources that is before prop a and. >> bob: fund were brought into the picture we've got a large amount of money from prop a and we're seeing some positive

coordination from the ta staff and c e ways to bundle those and keep the important oversight over our spending to take some of the bureaucratic steps we need to take before we go into those promotions and take the particularly and i'm grateful to the ta staff for that and, of course we have there are state funds, funds from the budget and so it's a broad funding base before prop a and it will increase as we go forward. >> actually mr. maguire we're missing this slide it could be one that you added i want to copy i know a number of colleagues that asked about the funding for vision zero if we

could get a copy of that slides or additional slides okay sorry about that we'll make sure that you get a copy. >> i'm sorry go to the next one. >> i think that is it also i know that we are we've got a question from the members of the public but i'm interested in looking at how prop a and b will help us deliver on vision zero amongst the other priorities that sfmta the kind of thinking with the department with the passage of those two measures. >> that's a go question i think there are two parts to the answer one is that that broadens the base for projects close to half of the money is available under a prop a is going to go

towards projects under the vision zero umbrella with the high network so obviously the most important russel's roles is to provide the source and we're committed to help with this vision zero strategy other important thing that the prop a does it gives us the ability to you know bring on specialized staff necessary to move across jurisdictions and agencies to do initiative things to work through the challenging jersey and on 19th avenue and howard street require a fairly broad set of resources skills so the staff initiative properly and, of course for the funding

as well so i'd like to move on to identifying some of the specific challenges to project delivery and some of the ways in which we are delivering so in the san francisco plan the ta i thoift thought that was a major challenges delivery for small challenges those are unique to the projects that we're doing under dislocation not central subway stuff it is the small concrete projects that also seem take too long and some of the lessons for the kinds of things seem observe i read this document before i came to san francisco it is lacking a strong and clear leadership to implement the policies and many others are unique to the way we've worked in san francisco i

want to go through them one by one and talk about in as a work in project but the first is the strong leadership i think our transportation importantly policy is at the policy level we we have strong leadership before n the board and board of supervisors that leadership needs to have sort of a single point of accountability i personally feel and my staff the sustainable street at mta wears accountability for delivering those projects and making them happen that is where that accountability is going to sit next two had to do with in the way the designs were made not having a high priority of modes

and not having the ability to break through the building conversations to make the bold choices we need to redesign the streets and i think the value of vision zero at this point pedestrian safety is the most important role whether it's large or small-scale is while mobile hierarchies are being developed it is important within the city with the needs to slow down traffic and pedestrian safety is the number one priority within the mta next point had to do with the agency cooperation issues so one of the first ones we've done is to convene principle level workshops with the department of public works and with the city

engineer groups and i and our staff are going through and looking for barriers the things with are sloan the schedules where outreach or funding or contracting and knocking those barriers over one-on-one we've benefited from having a coalition that pulls together the policy and direction of vision zero they're focused and very, very focused leadership at the agency level to commit to getting those projects down u done there was a reference in the report among the cultural question he another really good breakdown through public works is achieving the projects one of the champs that was raised in

san francisco this is true in any city when you want to build a lot of small projects that is what vision zero is an effort we win intersection by intersection across the city it can be hard to get to work that through the city's conceptually systems all an approach that the contractors like to bid on big project a we're going to bundle up the intersection treatments into a few large contracts so dph can have a few that are constantly goes around the city rather than four or five most for the boyd process number 7 was the lack of funding for that the cooperation and the preimplementation this is a place where the ta staff has

really open to responding to our need for flexibility in the saw way to execute lots of projects all at once we're bundling the projects within the prop a funding we're taken on the challenge of a little bit of project training for all the staff in delivering the projects there was a good objection some staff enacts with the public they can do better and sfmta i'm sure you're aware of has launched an agency wide really upping our game in public talking with the public in a

respectful way and finally the also the spectrum of sequa which can be while it's important law it can be a tool for individual occupants of important projects even for the board consensus so slow down the projects one of the things at metro the sequa form process that shifts you us away from the vehicle model towards a travel model that is the right way to do environmental review and a in a city in an urban environment this is all the things we're pushing hard to overcome the project delivery and in this urban community last year this is what is beginning to change in the project overall.

>> thank you. i really appreciate the slide i know the last two subcommittees they were asking a lot of questions of the challenges and this is incredible important to have this discussion it is good to hear the values amongst the department when we have multiple agencies working on the same project it will sometimes include planning they have to go through the department if there is a conflict you you know understanding we're prioritizing the pedestrian safety and it is the highest mode we looked at whether there is a chflt or disagreement that's i what's the progress we're going to work that through. >> well, for - >> is there someone with a final say each department has a

different head. >> transportation department mta has the final say but the way we get to a point of consensus to get to a yes rather than force the issue is the principle level workshops having the senior staff at dph and mta getting together and hashing things out with the new line the vision zero is again, i think that is the point it happens it is our hope not to act as a power but act as a consensus builder. >> thank you supervisor mar. >> yeah. going to acknowledge the transportation authority and mta have done a good job giving us the grupts u updates and

since the june be presentation the small project delivery i appreciate having it in front of us we're ten times smaller new york city that maybe why you're pleased that the managerable i appreciate our altitude i know that while we have someone to take think the leadership of the bicycle coalition we want to be as efficient as possible in saving lives thank you. >> regardless the scale of the city san francisco is similar to new york in its compleekt and the cultural city a lot of the lessons from new york on working through consensus and vision they do apply here it doesn't matter on size. >> supervisor wiener. >> thank you, madam chair and thank you for the presentation i have a few questions one

following up on the question about coordination or sometimes lack thereof it is sometimes, we focus on a lot the legislation we passed unanimously a year year unlawful ago to create a design committee there was folks in the same situations one department would object and create unresolveable situations accident project would die it seems like from what i can tell this is more coordination but we still hear about situations where one department or another will voice is concern and it just becomes stuck so have has that improved obviously from what you can tell

do you think we're moving at a good direction and are we avoiding some of the situations in the past and recently for example with the fire department came in at the 11th hour and shipyard project and decided that the streets needed to be 1ib9 or significantly widower that was a lot of drama to get it resolved if we have a lot of public drama it wouldn't have gotten resolved can you comment. >> it's hard to comment on the before or after but i walked into a situation where the project was the primary challenge and you know what i've seen change over the last two months since i've been here

maybe isn't representative of the time you're talking about but i'm impressed but you can compare every new york city we have issues there is a willingness to again for both staff and principles to engage in the mayor called us together another his working group some of the i've heard the issue you're describing hashed out i am hopefully it is moving in the right direction but i don't want to say. >> i appreciate what you said early on ultimately the mta has the final say i understand i'm in complete agreement you have to work hard to try to achieve consensus but don't want to achieve consensus at the cost of

a project you can find agreement through watering something down but it is important to take a strong run at agreement we saw a situations where the school pulled out last year, i was proud of mta the fire department was obtaining and they went ahead and acknowledged the agreement i don't know if that would have happened before i've had a lot of discussions with the fire department for some reason the fire department has its own interpretation of the fire code and makes a decision g about what the city can and can't do under the state law even if the city attorney has a different view so for example something called the appendix fee to the fire code this idea

instead of 24 clear a 26 clear he o 13 foot lanes appendix fee does not apply in san francisco the city attorney says it didn't apply but the fire department keeps trying to apply it i passed ann an agreement amendment to a fire code with a bulb out and the fire department took the position to violated state law they don't have to follow it has the mta encountered those types of situations with the interpretation of the state law. >> i'm not familiar with maybe yet with the debate over appendix b i'll have to

familiarize might have with it the issues with the fire department their concerns are real we need to acknowledge they're also cross examining on coming from a point of view the way i approach any sign progress to say the first one to keep everyone safe and to save lives i think that the way in which that is going to play out is going to be different for every project i don't have a specific examples to sort of counter what you're saying by one of the things i'm committed to doing is working closely with the fire department of going out into the field with the apparatus not the regulatory and the appendix can the state

law says by the way how the fire department realties to keeping everyone save if the abdomen strange versus realty is different. >> fire safety is important your fire department is one of the best departments in the country they don't a spectacular job in putting out fires we've made progress with the fire department there's been a collaborative process both they're continuing challenges and i won other question this came up on if you went i think that was the finance committee a couple of months ago a vision zero update i made a point it's not in this presentation a breakdown of the investment of

the supervisorial district and i'll previous face this by saying i'm not a believer of taking the policy for example to create surely we should be receiving a disproportionate amount of funds because they are having problems but at the time the breakdown was extreme i think we received something like one or two percent of the funds and district 4 was lower and other districts in terms of the viewers on the level of south of market or the tenderloin or chinatown they're serious challenges in those areas so i don't think we've gotten updates since then but i'm concerned about the extreme nature of that.

>> this is something we can certainly come back maybe two points are we tabbed looking at the whole range of risks not only concern risks there are some very unsafe streets we've lost vehicles in crashes i think we can expect to see the focus of vision zero truly shift going forward with the priorities and the other thing if many cases the solution for street lights on alderman may not be of things about are expensive but rather clever work with signal timing and we'll certainly come back with the information to keep it

separate. >> i agree the numbers that extreme so it caught my eye of my office can get an update for the new year about that particular issue. >> thank you. >> i'll go to my last slide this is the delivery message ta paper went on to talk about 5 buckets of issues that might be challenges those r were meant to look at the areas we're looking forward in the areas of funding we've talked about the strategies that mta or ta is exploring and improving the funding between mta and ta staff