confirm that the data is reported to the public in a way that's easy for everyone to understand. we make recommendations on those things. since the last audit, the sfmta has improved the way it communicates with the public. for example, it has rebranded what used to be known as the limited buses to the rapid, which is a little bit more intuitive and user friendly actually what the service is. and it has also increased the ability for people to play around with the data on-line for key performance month tricks or indicators. and transtat allows the user to view the data set which allows for more accurate analysis. so these next couple slides are going to look at the performance trends that we've seen in these metrics, and they are sorted for the strategic

plan goal. and the trends are related only to this current audit period. so actually for all of these, i'll just note that any metric that ends in a .1 is a key performance indicator. these are ones that people can play with on-line. so in terms of the goal related plan, crimes are down, which is a positive trend. and i'm not going to go through all of these. you can find them in the report, which i'll remind you guys later. so in the second goal, overall customer satisfaction is up, and for reference, a 2.5 is a neutral score. so this is actually 3.2. it's pretty good. gaps and bunching refers to multiple buses all coming at once, and then having a gap between service.

really influences people's day-to-day feeling with muni, and it's a big deal. so during this term, gaps improved, but bunching got worse. so the city charter calls for sfmta to be on time system wide at least 85% of the time, and although the on-time performance did improve over the cycle, we are still short of that 85% target. on this site, we just wanted to note that the sfmta did reach the city charter goal of service hours delivered of 90% in fiscal year 2016, and the agency should be very proud of this. for goal three in the strategic plan, we just wanted you guys to keep in mind that this audit focuses only on transit specific metrics, and these are just the ones that are

associated with muni. the last goal, goal four, shows that employee satisfaction is holding steady. again, the 2.5 would have been a neutral score, and so here we are at 3.4. so overall, we have verified the accurate collection of data and reporting, and staff should be proud, as i mentioned, that they turned so much data into meaningful performance into solutions and customer spurns. and although the kpi's were not meant in any of the met rikz, the quality of the data being analyzed now as tim just mentioned should help the agency establish smarter targets for the new strategic plan being developed now. there -- and lastly -- there we go, there are several metric specific recommendations in the

report, and i encourage you to go on-line and read it for more detail. overall, as new methodologies occur, we make sure the documents are clear and understandable. with data integration, the agency shows -- should leverage new technology as it becomes available so that quality insights can ultimately help with more than just reporting and putting it on-line. it can actually help the day-to-day customer experience. and last, as the customer service data management services improve, sfmta should ensure training is provided for new systems so that can be utilized adequately. thank you. >> thank you very much, mis-ericson. >> i'm just going to provide a

brief response to the audit of staff recommendations. so we fully or partially concur with all of the general recommendations in the audit. on this first one, we partially concur because we feel it's important to report all historical performance data, whether it's perfectly impartial wi comparable with prior reporting or not, but we'll take special instances to note the data changes really preclude any meaningful historical trend analysis. for the goal one specific recommendations, we concur with all of them. we do -- the one that we do not concur with is related to the

metro muni falls on board 100,000 miles. we will be discontinuing this reporting. while we do continue to track this method internally and also report it to the mta, it will not appear with the strategic plan metrics starting in july. we concur with all the recommendations for goal two, as well. on this first one, the muni customer services take has taken the lead to establish standards for customer complaint resolution for all complaints beyond those just specific to operator conduct. so we'll be adopting those methods for the next strategic plan, as well. and for the service delivery metric recommendation, we're really excited to transfer

these to the outputs of the new radio system that is now on all of our bus vehicles and soon all of our lrv's as well. and lastly, we concur with all of the goal three and four recommendations. we will not be taking the auditor's recommendation to conduct our employee survey on a biannual basis. we will continue to conduct it annually, and we have just conducted or most recent one, and we'll share the results very soon. while the content may seem like ancient history, we've asked the director to come up and talk about some of the trends and current performance. >> good afternoon, mr. haley. >> good afternoon or evening as the case may be. just a couple of these.

we're in the midst of literally a technology revolution as we introduce new systems and operationalize them, if you will, so you begin to see as the data was touched on more accurate data and using it both to manage as well as to provide customer information. i think as you have stressed as a board, we are working to continually improve communication to our riders, not just during delays, but across the board. that's a major agency initiative. i think this is one we'll talk more about as we gord forward, n -- go forward, not only with service management. we have a more reliable fleet to change the way we do business. this is a long time coming. technology will help, but also looking at a management plan as

a way we do our work, we should be able to do less frequent inspections and do them in less time with less people because of the changes in the components and the technology, so there's also some other key things you as a board approved a few years ago. a key negotiating point to get -- bring on the use of part-time operators. we still have a long way to go to leverage that. that will be a key efficiency measure going forward. so on boyds of the operations aoperations -- both sides of the operations and maintenance, there's opportunities. looking ahead, as we introduce more lrv's into service on the register front, the good news is we're seeing significant ridership increases in the rapid bus network. that's what we had hoped for, and it's playing out that way, so we're very claezpleased wit

that. with the additional of more lrv service, that will deal with the main customer complaint of crowding, but should also allow us to further build ridership in that area. we think we'll be bringing more information forward, but we think despite the efforts and more competition from different sources, we've held our own from a ridership perspective. i will say only here just to -- our flynn division which operates, among others, the 38 group, it's the first division where all 120 some-odd of the buses are new fliers 68 foot buses. in the month of december, the main distance between failure or the standard measure of liability for the bus fleet system wide was 6600 miles, which is an improvement dramatically over what it's been, but that's a blended

average and includes from orion's and flier flynns. that's new hybrids. we think as we introduce more reliable vehicles into the system, that will continue to rise up in the reliablity. and today, i'm pleased to say with some fast breaking news, in beautiful cookston, minnesota, the temperature was an even zero today. we approved the first article inspection for the first 44 trolley which will mean the prototype will be here probably in first or second week of february , so that was a little bit of good news that will help replace our least reliable fleet.

we continue to look at ways -- we've reduced our emissions dramatically. we have among the cleanest fleets in the country and have introduced several initiatives including a pilot to introduce some pilots in all electric as our system would allow, so we're moving forward in -- on many areas. the modernization of the infrastructure, a big program, capital investment program to work on the elevators and escalators. we hope to get the service managed in one location at 1455 market in the next few months as we complete the radio, and we're going to continue to leverage our new technology systems to do both predictive main nan main -- maintenance and to provide better customer service, so that's a quick

overview of what's taking place. >> thank you, mr. haley. i find it hard to believe that the 5r hasn't had more growth. that's my bus. directors, comments, questions? anyone? well, i know that you see th e these -- joel sees the statistics all the time. >> yes. i'm so pleased with the presentation not just that was done today, but the reporting and keeping to the -- all these numbers and metrics that we aspire to achieve, including this friday, we'll be right back at it, looking at how these metrics turn into these results. thank you to staff. it just shows how good everybody's doing. i know it can be tedious, but it's worth it in the end. i appreciate the work of

nelson-nigard to really bring out those good results. thank you. >> directors, any questions or comments? i think we have one member of the public who wishes to comment? >> clerk: yes, madam chair, david fillpell. >> yes. i waited to comment about this because i care about this particular provision. it was included in prop e, and i think it was important and still do. the original purpose was as staff and the consultant indicated, both to validate the methodology and the numbers in the service standards reporting, validate all that, but also to provide meaningful management recommendations about how the railway in particular is operated, a. and i'm a bit disappointed that i didn't hear more about that. i hear a little on the data refining and collection efforts, but i think as we can get management-type efforts,

whether it be how the rail system is operated, how part-time operators are deployed, system management that happens at other properties, all of that was very much intended to be a part of this effort. i also note the lag time in reporting here. this is actually data from 1.5 to 3.5 years ago, so i'm hoping that the next quality review covering fiscal 17 and 18 is reported back to this board is roughly a year and not roughly two years, so we're talking more current events, although i do appreciate the additional contextualization that john haley provided. finally, i've heard different information about ridership over the last few years. i had heard that it was going up, that it was going down,

that it was flat. it would be good to have the actual numbers from the various fiscal years including fiscal 17 so that we have that information there. thank you very much. >> thank you. seeing no more public comment, public comment is closed. once again, i just want to thank you. please understand the lack of brevity of comments doesn't mean we continue to appreciate it. we always say if you don't measure it, you can't improve it, and as i said earlier in this meeting, all we need to do it look to other transit agencies to see how important it is to gather this data and then continue to improvement. >> actually i recommend that we do item 16 before we save ed, the best for last. >> okay. >> item 16, revice community

service. [ inaudible ] >> miss hammond? >> good evening rk members of the board. diama hammond, manager revenue collection and sales. as i recall, i was before you several months ago to talk about the recommendations related to our fees and fines from the municipal fees and fines task force. since that time, there also has been a state law that has been passed related to similar matters to our payments -- to our payment plans. we also have worked with our internal stakeholders, direct customer service staff, our customers, and what is being presented to you today is a culmination of all of that feedback and the recommendations. these changes are twebd

intended to make these proms -- as far as we're able to do in our research, we are the only local jurisdiction that provides a community service program in lieu of parking and transit citations, so we're very proud of that. we are recommending changes to this. couple of the major ones is lowering the processing fees for all participants, and to increase the time period for completion for the largest amounts enrolled. right now, our fee structure really makes it not very useful fore people who may only owe a few hundred dollars in citations, so we want to make sure that we accommodate all of our customers. also we are recommending that once a year we have a waiver of that fee for low income customers. so again, that's on the community service side.

in regarding the changes to the payment plan, most of these are really driven by assembly bill 503 that was passed this fall. the provisions go into effect july 1st, but while we were coming before you with some of the these other recommendations, we decided that we would continue to be a model in this area for the state and get these changes in place as soon as possible. this bill actually doesn't require that we make the changes to the payment plan. what it does is require that all jurisdictions offer this type of payment plan if they want to continue to use the mb hold as a method for collecting on citations. so the -- the main changes associated with this is it creates a $5 payment plan fee for customers enrolling, $25 maximum for all other customers. the rest of the resolutions are related to low income

customers. again we're lucky to have such a robust program on the other side for transit eligibility, so this is a lot less onerous to move forward, so we're happy to be able to do so. also one change. in consultation or ongoing discussions with representatives from the municipal fees and fines task force, we implement a 90 day retroactive period where folks can take advantage of these changes. the bill doesn't consider any kind of retroactive period, but you know, we felt that this would be a good compromise with the folks we've been working with to allow that to happen. we appreciate your consideration, and happy to answer any questions. >> great. thank you very much, miss hammond. this is one of those really important things that i think is invisible to a lot of people in the city, but if you understand the huge impact it can have, then, you really appreciate what a huge benefit this is going to be to a

certain segment of our community. directors, any questions? i think do we have public comment? >> clerk: madam chair, we do. ann, followed by crystal brown. >> hi. my name's ann 1 toolgaer. our goal is really to assess and reform fines, fees, tickets, pnl penalties that sometimes have a disproportionate impact on low income san franciscans. we worked really closely with the sfmta and specifically with diana hammond and e mmet nelson, and we agreed that we know that consequences for transportation violations need

to hold people accountable, but we want to make sure they don't pose an inequitable burden for low income san franciscans. i have handouts if you'd like to see the presentations again, and they're on our webpage. i just want to say that since our task force concluded, we've had a really open and consistent dialogue with the sfmta and diana hammond. i think it's been really constructive, and about every other month, we've been meeting and bringing together people who are really on the front lines of serving some of the most vulnerable people in our community. a lot of legal service providers, many of who were here earlier but couldn't be here to comment on folks struggling with homelessness. we just want to say we support

these recommendations put forward today, and think they'll make these community service options and payment plans much more accessible and workable for people who are kind of at the hardest edges of our economy. and we think these changes are really a great first step. we really look forward to working with sfmta moving forward. >> thank you so much. >> thank you. >> and thank you so much for all of you do moving forward. i think the presentation you gave earlier was fantastic, and really helped me to see and understand what we need to do to make these things so much more equitiable, so i appreciate it. all right. next speaker, please. >> hi. my name is crystal brown, and i also work on the financial justice project, and i'm here to read the comments on one of the fines and fees task force

members who had to leave earlier today. she says, san francisco mta started its leadership onic maing fines and fees affordable to low income san franciscans years before we even had a fines and fees task force here in san francisco, and we are very graceful for the mta's leadership and willingness to work with kmund leaders to forge the best solutions. she says those will be first notice of the three month parking amnesty program to everyone with parking tickets. this will be a good start to ensure equal access to the program and will likely bring in revenue that the city wouldn't otherwise get. we have many residents who have given up on paying their parking tickets but would participate in this amnesty

payment plan because they could afford the payments. we encourage the department to work with other city departments on media informing people of the amnesty opportunity for the same reasons. we are again grateful for sfmta's leadership on this issue and look forward to working together on toeing and implementation of today's changing. thank you. >> thank you very much, miss brown. >> clerk: scott nelson? >> i'm scott nelson. i'm on the coalition for homelessness, and i was also on the fines and fees task force. i think the changes proposed would be highly useful. every day, i work a thing called citation defense, and every day people come in with citations, and we have an ongoing program with the district attorney that we can help people with their rider's citations, but we're always

telling people with the mta citations about the only thing they can do is pay the $78 to enroll in community service, so this will greatly help by lowering it to 25 or $5 for low income people, and we -- we have been working with the mta, miss hammond and some of the treasurer's office staff, and it's been highly useful meetings. we continue to meet, and we hope that going forward, we can continue to make these changes and they'll affect the low income people in san francisco and so that they can pay a portion of what's owed and hopefully moved forward and be responsible citizens. >> thank you. thank you mr. nelson, and thank you so much for the important work that you do for the city. anymore public comment? no. seeing none, public comment is closed. directors, do i have a motion to approve? >> approve. >> second?

>> yes. >> all in favor? opposed? >> clerk: madam, we're going back to 14, which is a fiscal year discussion about the mta's fiscal year 2017 annual report. >> mr. reiskin. >> good afternoon. madam chair, members of the board. we had, i guess, ancient history in item 15. this is much more recent history. i assumed when i got here today and saw the room full, people were here for this item, but perhaps i was mistaken. so we have just today, i guess, released the annual report. it is on our website. cristen smith, our marketing manager who oversees the website is putting together the

annual report which is a lot of work by a lot of people of trying to capture in a readable and usable format a ton of work done by a ton of people over the last fiscal year. and although they said it's the fiscal year 2017 annual report, it does actually bleed into fiscal year 18, so you'll see some things that happened in the second half of calendar year 2017 in the report. the report is on-line, and i want to encourage folks to dive into it. there's a lot of good information in there, a lot of kind of personal stories. it's not just that numbers and statistics. what i'm going to do for you today and for the benefit of the public, though i will do it expeditiously, given the time, is just provide a little bit of an overview, a glimpse into some of the highlights from the annual report, and we'll be doing it from the perspective of the framework of the strategic plan and consistent

with how we've reviewed things at the policy and governance committee, and also tee up as we go into discussions of the strategic plans. we've got some slides to go through. streets for all is the title or theme of the annual report, which i guess you can see on-line. of course it has some of the general information, which i trust you all are familiar with. if not, you all are probably in the wrong seats. so just -- i'll just walk-through the four goals and then the financials. so starting with goal one, some highlights. i spoke about this to some extent before, but a lot of progress made on vision zero, including some specific projects, like the work in golden gate park, which is part

of the mayor's -- executive mayor lee's executive directive, as well as a number of protects bike lanes below. that's the image i made reference to in my director's report, a very powerful and compelling outreach effort in order to really make tangible what we're talking about when we're talking about vision zero. safety on muni remains a top priority, as well. and within goal one, there are a number of things, and i think john made reference to some of the technology improvements that have safety elements, we heard and by general public total about the el taraval, which has been legislated by this board last year.

-- only to flag and acknowledge that the muni collision rate is trending absolutely in the wrong direction. there's a lot of work that john's team and transit have done collectively with the safety division and training -- [ please stand by ]. >> you already got the preview of this from john, not just the buses, but of course the new light rail vehicles, and he informed me as we were sitting

here today that we could have the next one going in service as early as next week. that's exciting. you know all about the benefits of these new vehicles, and you heard about the amazing reliablity difference that we're already seeing on the rubber tire vehicles that we expect to see on the rail vehicles, as well.

[ please stand by ]. >> some of the strategies, again, the congestion and the streets works against us, given that the majority of the system operates in mixed traffic in san francisco. the -- probably the seminole indicator of the strategic plan is mode shift, and i think we'll want to talk about this next week in terms of what our next goals should be. we met and exceeded the 50% goal that we set in 2012, but we also know we have a larger goal of citywide 80% by 2030, so this means we need to start seeing this rise even faster than it's been over recent years; that the probably least interesting or understandable metric in here is one that will be changing, but suffice to say that the bar's moving up is a good thing.

so goal three is about improving the quality of life in san francisco. we are named by apta social security the top measure of sustainablity. it goes up through gold, and so platinum is way up at the top. there's very few agencies in the country that have achieved this standard. it's based on some rigorous criteria. it's everything from the condition of the fleet so how we're managing our resources internally, so it's a high honor and a recognition of the good work that we do, not just within our agency but with our partner agency such as sf environment and sf planning. a number of things. we did bring the climate action strategy to you last year.

did see a redux in oction in o emissions, and the mode shift goal helps in this regard, too. a number of innovations in terms of the broader way that people have gotten around, some of which have been some of the more controversial items that have gotten to the board. but i would say that we're leaders across the country for city transportation departments in some of these things such as the on-street car share program, the principles we've established for emerging mobility. many of them being put to the test with things such as autonomous vehicles and really getting the long-term planning that we need for transportation in san francisco underway under the connect sf initiative. again, related to the equity conversation we had with fees,

making sure that muni is and remains affordable, still pretty ground breaking and far and away more than just about anyone is doing, our municipally program, but we, together with b.a.r.t. and san francisco state launched the gator pass, which means that every san francisco state student, on their student i.d., is also a clipper card, and so they get access to b.a.r.t. and muni through fees that are paid by the entire student body, so it's a huge inducement for san francisco state students to get to and from school on public transit. so this is that big drop, as we've updated our vehicles and changed our fuel type. there's not a whole lot more that we can do here, other than the -- as ultimately getting to

a fully zero emission fleet. there was a comment that john made about ridership on the rapids. it's significantly up. and overall, we're largely flat -- and we do publish this information, and it's on our website, just to the previous comment. we're seeing the biggest increases where we have the most service. we are seeing some dropoffs as many other agencies, but most agencies are seeing system-wide drop offs, but you can see we're not. we're holding rather level. we continue to work on capital project delivery. basically, we have, as you know, a very large capital budget, and doing these things timely, and we're staying within our budget, given a lot of external circumstances, is getting more difficult, but we've been putting a lot of

internal focus on our business processes and systems and outreach up front so that we can keep this moving in the right direction. cost, this is one we're looking at different ways to measure -- we invested a lot a number of years ago, which is why this cost went up, when we added lots of money into the budget for enhanced main nantenance. it has come down a little bit. it's frankly not what we're focusing on. we're focusing on providing adequately in the service, but it's nice to see the number coming down a little bit. and continuing to chip away at our structural deficit. it looks like there will likely not be a measure on this ballot for june for transportation because there was one introduced seeking the same

funding source, but there will likely be the regional bridge toll measure on in june, and still the possibility for a measure later this year for local transit to continue to try to address that gap, but the mayor's 2045 budget and transportation task force will be coming out with their report soon, and it will help reduce the structural deficit. and finally goal four, which is about our employees. so a number of things that we've done, some of which you've seen, the uniforms, continuing to work on rest room facilities and hiring to make sure that we're adequately staffed. a lot that we're doing in the realm of communications. you've probably seen our field sites, big monitors to share information about the agency with the front line employees, who aren't necessarily sitting

in front of a computer all day long as office staff may be. focusing a lot on wellness. a lot of demonstrated and well researched benefits of a robust wellness program, and i think ours is one of the strongest in the city. it's a model for a lot of the city programs who work closely with the city program, but want to make sure that our folks are healthy so that they are healthy when they come to work, and they can be healthy when they leave work, as well. also focusing on the diversity of our staff to make sure that the people that are working in the agency are reflective of the people that we serve. so in terms of the employee rating that was referenced to it in the last presentation, it's been -- generally, the overall rating has been holding fairly flat, which is not what we want. i think we'd like to see it

improved. we're at a 3.4, whereas a 2.5 would be neutral. we still have a number of employees that report dissatisfaction with their job, and that's not conducive to improving the agency, so we've kind of redoubled our efforts there, so you'll hear more about that next week. this data may not be fully accurate. it represents what gets entered into a system that's used for tracking, but still not where we need to be in terms of what everybody is clear of what they need to do in terms of the fiscal year, and how they did relative to that expectation of the end of the year, so it's a work in progress. this is a metric of external stakeholders, not just muni customers. that shows a decent amount that are somewhat or very satisfied

with the sfmta overall, but a pretty sizeable amount that are not. and this also, as well as other talk of things, other valid initiatives suggest that we definitely have some work to do in this regard, and you'll hear more about that, as well, particularly some of the work that we've been doing in the outreach and engagement in your direction that we hope will help turn these. i won't go through the budget slides, but the report does show the budget, which has been steadily growing a little bit faster than inflation. on the revenue side, continuing to grow, as well, though you'll see that the muni fairs have not been growing as much. they're becoming a smaller percentage of our overall operating budget, where the general fund support is becoming a larger one, which is great that we've had that support but does create some risk, particularly with the potential of any kind of

economic correction or downturn. the capital budget will take you in detail. this is a snapshot of what it looked like in the last five years cip. and then, we do have in the report a view of -- and list of a number of the capital projects that were completed in the fiscal year. so there's a lot -- that was mostly looking back. there's obviously a lot looking forward. a number of these major capital projects, for example, are well underway, and we'll be moving towards completion, so a lot of changes still to come on the streets of san francisco. and i think a strong fiscal 17 lays the foundation for continued acceleration towards getting these projects done and getting the rest of the work of the agency done in the next fiscal year. so that -- that was maybe not as quick as it should have been, but a quick overview of the report. i do commend it to your

reading, and would be happy to answer any questions or accept any feedback. >> yeah, thank you for this report. i have kind of a couple questions. i know the issue with traffic and collisions is very frustrating, and i wonder if we see a correlation when traffic congestion increases, that we have in the boom periods or if they might be correlations -- i know we've been hiring a lot of new drivers, and new drivers are sometimes a lot less experiences to look out for things that more experiences drivers are. do we know that the correlation might be? >> so i don't know how far back we've looked in terms of our collision rate and congestion in the city. that would be something we could look at to the extent we have good data for both. i think certainly talking to operators and other safety professionals, we're definitely just seeing so much more competition for space, we're

seeing frustration of driver's, that the great majority of our collisions are very minor. they are mirrors getting hit, which seems to suggest it's people rushing, people getting squeezed into tight and unyielding rights of way. in terms of the hiring of operators, that's something that we've looked at a lot, and it's interesting. we do see there's a little more on the newer folks as they get used to maneuvering these large vehicles around the city. but then when we've looked at this before, we've seen another rise for folks -- i don't know if it was five to ten years or ten -- ten-plus years out, so it's not just -- not just the new folks, but some of the folks who have been there for a while, you think maybe get comfortable or complaceant, and do need some refresher training, but there do seem to be trends related to tenure and

training, and we are doing things to address them. >> the other thing you mentioned is employee satisfaction. do we see more satisfaction in the more established employees or -- >> so i don't know the answer to that. we've looked at it versus front line ad station versus managers. i don't know offhand in our employee survey, and the numeric gurus are not here. it's front line employees that have the lowest satisfaction. the managers and some of the office staff and skilled craft workers, surprisingly, perhaps

are at the higher end of customer satisfaction -- surprising just because their work is more maybe akin to the front line, but maybe one major difference is they don't have public facing jobs. so the public facing folks that are out there on the streets are -- have much lower job satisfaction. >> don't quote me, but maybe we can look at some more things to do. people are more challenging to deal with in the world in general, so any sorts of interventions that we can do to help people deal with, or anything, but yeah, it's interesting. thank you. >> to echo you, director reiskin, it's fabulous reading. everything we've achieved and what we need to do is in that report. if you haven't had a chance to dig into it, directors, before our workshop, it will be a good way to remind yourself of what

we do. directors, any comments or questions? director reiskin, it's taken the annual report to a whole new level. it's very approachable, so it's going to be encouraging that somebody who has a question, i'm going to direct them to the website to read. all right. and i think -- >> clerk: madam chair, there was a member of the public who had expressed an interest. i don't know if lynn lohama is still here. >> she left. >> clerk: okay. any other public comment on this matter? okay. moving on, directors it would be appropriate for a motion to invoke the attorney-client privilege and motion to go to

to discussion litigation. the board voted unanimously to approve all three matters. directors it's appropriate for the -- that concludes the business before you today. we're adjourned.you.

>> today, i wanted to kickoff and welcome you to the first every family well forum (clapping.) >> compromising is carmen chu currently which this of the family forum we put this event dough went to a lot of community meetings and we're he and she about families worries and troubles aaron planning for the future and ahsha safai for buying a home and college and

retirement and for many of the seniors how to passing on their prompts to their kids. >> the family forum benefits throughout san francisco i'm supervisor norman yee representing district 7 people are homeowners fritter buyers and they don't thinks the planning. >> what you'll notice if you walk around today's activities multiple languages transactions available for people in the seminars and 101 counseling and the today, we not only have vendors that have come here the seminars where people are lining about important topics was of most unique pieces we have one-on-one free counseling for people so important that people understand about taxes and how you transfer your assets to our

next generation because we do it wrong as you may know to lose much money. >> we did if grassroots on the radio and worked with all nonprofit and partners to get the word out we personally went to community meeting to tell people about this event we'll have a whole line of people that will wait to ask skews i'm thinking about passing on my property or so glad i can speak but i cannot speak english well we created in first every family forum and hope that will bring a lot of people good information to plan for their future three hundred people signed up for 101 counterand we so hope that is a model for success for the future and hope to do more if we learn from this one to be better

an -- welcome to members of ocii and the public. madam secretary, please call the first item. >> thank