gathered and start to put together asscend so what you will see here on the diagram is a timeline if you will of our agencies' efforts and the work we've done thus far and also i will talk a little bit about what we're going to do moving forward in 2018. so after we did that assessment. we really had to think about ways we could improve our outreach and engagement which we also call our public precipitation. and so we did was we didn't want to assume we know the answer and that is the worse mistake you can make in public precipitation. we looked across the country and we talked to other city departments, government departments, we talked to other entities and asked them what do you do for your outreach and engagement. it didn't have to be someone that was similar to us. what are the approaches that you take? do you have best practices? i think the most stunning thing i found a lot of folks don't have this and a lot of organizations didn't have the formula or strategy in place but they all recognized the growing

need for it because of the public really demanding this and wanting more of a standardized approach. so when we gathered all that information up we started to pull together a really good core team, about 50 of our staff that represented all the divisions across the agency so we had to develop actually a standard on how we could conduct our outreach and engagements and that's how poets was generated. it was a team strategy. the key word is team because we had to make sure all the staff whatever division they were in if they were involved in implementing outreach and endangerment, they have to have a seat and say at table. the core group that we had was about 50 people, a lot of folks like myself that conduct outreach and engagement and it took a while for 50 people to come together and we made a

commitment to our staff and said while we practice these standards and implement these standards we're also going to listen and we're going to start making sure that we have classes and we start training them. we've done extensive training over the past year and i'll talk a little bit about that but the peer group is what really helps us get this started. 2017 was really the implementation of all of these efforts i've just mentioned. wore still in the process of implementing these efforts. as we move into 2018, the core thing you will hear me talk about is we're no longer talking about stand addres standards. when you think about accountability, anybody that has to conduct outreach and endangerment moving forward on a

project with our agency, they have to be accountable and they have to follow these requirements. we're not asking anymore. so it really is raising the bar for us. so let me just talk briefly to you about the three core foundations of poets really comes down to three core components. and those components, like i mentioned are requirements they're based on resources and pockets and the other is relationships and with those components and we're on the right track for success and you will see the first part and requirement and briefly there's a lot of detail around the requirements i can get into and out of respect for everyone's time here is the main part and we have to make sure that for ever project we a sass the

projects impacts, what are the impacts to the community. and identify who those key stakeholders are. before we do anything we have to know who we're supposed to be talk to go and engaging with. we have to develop a plan. the plan is basically an outline of here are the impacts for the projects and decision space. based on that decision space here is how we're going to engage with the community. here is how we're going to take their input and here we are most importantly going to make sure they understand when we take their input we're going to come back to them and let them know how their input shaped that final decision of the project and it was a big complaint we heard was people said if you are going to bring me in a room and ask me what i think, let me know what you did with what i thought. of course, the early engagement kept rising and all the discussions that i had across the city with people was it's ok if you don't have a fully thought out plan. we would rather you come to us

early on when you know there's going to be a project formulating in our community and sit down and work with us. more often than not, we find when we do the engagement there are obstacles, unless you live in that neighborhood you don't understand. you can sit down and be transparent and sometimes that loading zone that doesn't make sense those things can actually be resolved within a group. we found that was important to make sure we included that in the process and the last piece really was we have to make sure that our staff understands and know how to use all of our communications channels. there are so many ways as an agency that we can reach the public. but making sure that our staff knows how to use those ways it's not just our website, there's lots of opportunities. also, not letting a project become quiet. more often than not, i know a lot of you have heard the complaint is i haven't heard about this project for two years. as far as i'm concerned it's

starting over. if we really do our due diligence, that will not happen because we will make sure that we have on going engagement. we remind people while some are in another room building a project for a plan that's approved the project is in process. we'll second ou spend out flyerk with our aids and all of our community and neighborhood and merchants groups to remind them and the community is that the project isn't going anywhere. that was a really core piece of what we heard when we talked about our outreach and engagement. so the second r is resources. that speaks more to us as an agency and how we support our staff, right. so right now i'm really happy to say we've actually trained 100 of our staff. i think actually you know about this training because you were interested in it it's a one week long training with the international association of

public participation and this really does take our staff for a full week off site, explains to them this is what public participation is. why it's important and the foundation of your agency. here are what you consider when you put together a plan for a project. that is the one thing, i get requests all the time for that class from our staff because at that moment they truly feel they understand it so much better than they have and they feel they have some guidance and help on how they can start to develop a plan but also feel more empowered and confident about going out and talking to the public. and that's not an easy thing to do. and so, the education and train asking a core part of the training is core support. we have office hours and staff can sit down with someone like myself and more senior members that understand outreach and engagement and sit down with their project and will help them develop a plan.

because i find sometimes staff just needs that extra guidance and help. and we're also going top webinars some of which will be our own and some of which we can borrow from other true public practitioner professionals and it will be things such as best practices, tools and techniques, things of that nature that you can use. there's a pretty robust list of the plan that is going to launch with the requirements. i won't get into all the detail but if you are going to ask people to do a job you have to provide them with what they need to do the job well. and that is what we're trying to do with the resources. the last part, well relationships, right. so if we don't build trust with the communities that we serve and we don't sit down and listen to them and work with them, without a relationship and trust projects will not move forward. it's just a fundamental commonsense thing. and so we have ways in which we're trying to help staff with that. this is a very important core

piece of the poet's programs. we do have and i think some of you have heard about our district liaison program and they're actually dedicating to a specific district. some of them have built solid relationships now. they go to the community meetings. they go to the merchant and neighborhood group meetings and they understand the concerns the community has. they report back to the supervisors and their aids. a lot of the community members know them and trust them and as a conduit to the agency so that time where you picked up the phone and didn't know where to go, they clear that path and get you into the right direction. they don't solve all the problems but they do mitigate a lot of the frustrations that used to come with those problems. and then of course you've probably heard of some of the working groups we've done. we had a d3 working group with supervisor peskin and his aids

and i thought it was a successful one. we sat down with representatives of the community, merchants and neighbors and advocacy groups and really listened to them about their concerns specific to their district. sometimes when you troy to implement a project and 100 people in a room is very difficult. but finding five to 18 people that the community feels represents them, allows you to dig deep no into a project. we've gotten a lot of input on the requirements. we're launching in july, i conducted about 30 input sessions. i went out and talked to different community groups, members of the community, leaders of the community and we have talked to a lot of folks and asked them in a perfect world, if we were to conduct outreach and engagement what do you think is missing? what are we doing well and what would you like to see change and i really feel that with the

lessons learned a lot community meetings we've had the past couple years the implementation of our standards and listening to everybody the requirements really are a culmination of those efforts. but you know, when you launch something like this of this magnitude the requirements do take some time and i think the education that we're going to give and the training we're going to give our staff will be helpful and instrumental. so the last piece is really how do we know if this is all working and quite briefly, if you think about it, it really says the stake holder relationship, which we've already talked about. if we have those solid relationships and we develop that trust and we can work with these community groups, we're going to see projects move a lot more smoothly. if the project deliverly will be a important part of that because when you have those relationships and you do the right level of outreach and engagement projects around stalled the way they have been in the past.

and the last piece of course is our staff members and that is giving them the encouragement, the training, and the resources and tools that they need to go aetter job better prepared to do that's my very brief summation. i look at ed because he laughs. i do tend to talk a little bit. it's a lot of information and there's been a lot of work done these past two years and some of you have been exposed to it and been part of the process. the last thing i would only say is thank you. to really say it takes a village. we've had a lot of people, like i said, there was a 50 membership of peers that helped me with this. leadership has embraced this and stood behind me and sported it. i've met with a lot of advocacy groups and a lot of members of the public who have given us valuable input. it really has been an on going effort with people involved so i would say thank you to all of those and their support. the next step is launching these requirements and you know, putting our money where our

mouth is and see what happens. >> thank you so much for the presentation. i'm going to go to public comment first. do we have public comment? >> yes, kathy di luca and david pillpal and stephanie di luca. >> hello, my name is kathy i'm the policy and program director at walk san francisco. and i think that deanna is brilliant. i think that everything she put up on those slides captures what we see and hear in the community all the time. i was listening to what she was saying and i stopped and i just wrote deanna is brilliant. listen to her, fund her and expand this program. that's really all you need to know. except that i'm going to add a little bit more. i think that this outreach that this really deep outreach that deanna is creating for this agency is actually what can get

us to vision zero by 2024. i think we're seeing delay after delay in projects and i think that engaging community in a deeper way is going to get us there more quickly. and so i encourage you to double, triple, the amount of money and time and staff resources you put no outreach and make it a major vision zero strategy. when i think of deanna i think of the term decision space and it's a important term. she says it all the time but making sure staff really let's the public know where they can have input and not. this agency has goals and you are going to meet those goals and do certain things that not everybody is going to like. but where can you empower the community. where can you listen to them? where can you build that trust? how can you have trained staff that sometimes has to go out to the community and know they have to say we messed up. we're going to do better. that is how you build trust. you go out and i think the poet's process understands that

and will really help this agency meet all of the amazing goals that you have. deanne is brilliant, expand this program. >> david pillpal followed by stephanie. >> i agree with much of what kathy just said and i disagree with kathy on a number of policy issues but we agree that deanna is brilliant and you should support her. as opposed to my earlier comments i'm positive about this item. i think that doing this right may take more staff. i would be fine getting rid of some of the planners and hiring public outreach people. i think if we do fewer things and do them well rather than trying to do more things and do them poorly that would be better for the agency. do fewer thing things and do thm well. supporters are already on board

with what you are doing. and i think it's important to build trust with people who are on the fence about various projects and operations of the agency. people who oppose various things that the agency does. and finally, and again, agreeing with what kathy just said, be honest. when there's something that is working well acknowledge it and celebrate the people who are a part of that and when something is not working well acknowledge that and say you know, we didn't get that sign up or we didn't call that person. we really need to do a better job and do a better job and get back to those people. all of this is really critical stuff. perhaps more important than the earlier items on the agenda and some of the specific projects before you. the way we go about our business and interact with each other is important. i cannot support this work enough. >> thank you. >> next speaker, please. >> stephanie kahina, herbert winier are the last two speaker

cards. >> good afternoon. i'm the executive director of the action group. i just want to echo everything kathy said. deanna is brilliant. i'm part of the small business working group she has engage for about a year and a half now. analyzing gaps that really have been a disservice for the small business community and project implementation with m.t.a. a lot of the folks represented in that group come from diverse corridors that have different stressors and different dynamics but the one unifier we had because a general frustration of the outreach engagement processes with m.t.a. engagement being the paramount and most important thing that we are focusing on. one of the things that was expressed constantly were the financial implications these outreach engagements had and so with deanna we tried to find the root causes of why there were so many issues with it. what's going on with this,

right? and she let us workshop ideas and really get and have input on these processes and say this is not going to work and add this and take this out. it was an amazing process and just going through that process really restored trust, which is a big statement with this agency, right. it restored trust with a lot of community leaders that have lost it. and so i really want to congratulate deanna for doing that and i agree that this should be funded and implemented as soon as possibility. i acknowledge there's gaps in implementation and difficulties trying to launch this but i'm definitely hopeful that with this groundwork, that a good future is ahead for m.t.a. on this front. thank you. >> thank you, very much. >> next speaker, please. >> herbert winier that is the last person who has submitted a

speaker card on this matter. >> thank you. >> herbert winier. i'm in agreement with what everyone has said. i'd lik to extend it a little further, however. i noticed that part of the political tone of the board has been identity politics. there's been the bikers, there's been vision zero, there's the transit riders union, but what about the individual? and that is the real problem. the individuals who are affected by the decisions of this board and sadly this board has been divorced from reality at times. there's been impacts. i've always referred to the long distance that seniors in this disabled have to walk to the bus stop. and i don't know if this was taken into consideration by the board. this offers the opportunity to do that. and part of the proposal i would

like to see, if an individual is concerned, they can call people directly and express their concerns because groups can express their concerns but they can't directly reflect individual sentiment. not every group represents everything i feel. i think people ought to be able to express their feelings and this is offering the opportunity to do that and i hope the group of this organization does that directly. it's a small voices that are not heard. and this proposal enables this and i think this builds trust between m.t.a. and the community and i think it enableses his mission which basically all of us don't really disagree with.

it's just how it's being done. which is often flawed. >> thank you, next speaker, please. >> the last person who turned in aerak card. >> we have one more person approaching. >> thank you. >> my name is donna parker. and i want to tell you how happy i am that i stayed when everybody else kind of left because this was a wonderful presentation. this is what we need in the m.t.a. when sen drank fewer had a meeting and a number of us one of the highlights of her comments were there's no place to go that can tell us everything that the m.t.a. is doing in our neighborhood. so, we were there about the eighth avenue project. but, then we had concerns about the gerry which has changed names a number of times for us but that they've taken the bus

stop on ninth away, which leaves us going to park precidio or up to sixth avenue. i'm glad that you admitted to not having looked at all the information on the diversion plan because if you had you would see that eighth avenue is one of the few places on gerry that you can make a left-hand turn on to eighth avenue. that's part of the problem. the only place you can get in and out of the park and the only place on gerry street you can make a turn. so where is that going to leave people? now you will ask them to zigzag across streets, which is more dangerous than having them go direct. [ please stand by ]

>> director brinkman: please stand up and approach the p odium. >> my name is greenway i've been consulting to mta on the poets program in 2015. i want to share couple of t hings. one is how from the point of view of public engagement practitioner, how important this work is and comparative perspective, within public

agencies not just in california but really nationally. mta helped develop this program out of political leadership. which is an institute at the university of pepperdine and what they saw early on in 2015 was the something really special what attracted me was not just the project itself but the team behind it. deon in, candice and madeleine and the leadership from ed reiskin was critical. i seen all kind of efforts that start in the middle level of an organization and not ultimately been successful because of lack of sustained leadership. i ask you to give your support and continue to watch the great work that this team is doing.

because that leadership support is critical and i wanted to share with you really how much attention is being given to this work from an outside community of practitioners and public agencies. thank you. >> director brinkman: thank you for your work on the project. any more public comments. come forward. >> my name is frank. i have a background in community planning and public engagement. i want to echo. the report was actually well done. it was nice to read and c oncerned i am. what i would echo in your notes you need in not just agree with it. you need to institutionalize it that every new project fund has to be focused. your grants will end up drying up and outreach and engagement is the first place grants dry u p. i would encourage you strongly to make sure that there's a

fiscal affiliation or percentage of every new project will have a poets component built in. right from day one. otherwise your sustainability of these projects will fall flat in three years, five years. i would love to see start a year ago. coming from any other voice you need sustain this and you need to build it into a budget for every project. >> director brinkman: thank you very much. do i have any more public comments. seeing none. public comment it closed. the last public speaker, you did absolutely sum up what i i ntended to say which is it's so heartening to hear all of these public commenters about how important this is. we had a couple of examples here today as we just heard of how if we had this process in place, if we had this level of outreach and engagement, we may have had a very different outcome. we can't underestimate the

values of good, outreach and engagement and the follow-up and follow through. we're also going to have to absolutely, i know director torres will bring up the cost of this outreach. both what it cost up front to have this level of outreach and engagement and what it cost us on this side when we don't have good outreach and engagement and we have people who can't suddenly realize they can't park on air own street and they have a permit so they can't park anywhere else in the neighborhood. absolutely hear your frustration on that. i apologize that was something that a process like this had it been robustly aapplied, we would have caught that. the eighth street neighborway i felt staff frustration and that was really hard for me to watch to realize that they obviously felt like they had the wind knocked out of their sales because we didn't have a good process to get to a great solution for that street.

which that street deserve and the citizens deserve. i just want to say, i know that this is -- it's a lot of verbage for those of us who aren't in that area. it's a lot for us to understand. i'll remind us all director ramos left this board to go to sfmta to work on this. we know what good people are involved with it. i'm confident that with our support, with continuing to move forward on something like this. we will have fewer of these situations where we have neighbors come to us and say, what about this and that. you missed this, we've got this wrong. we don't agree with this because we don't understand what the impact is going on in the neighborhood. thank you very much for your work on this. i really appreciate it. you have my commitment to absolutely support that outreach work. i think we're going to start s eeing the benefit of this. we need to see the benefit of i t. we hear it from supervisors and

citizens we know we need to do better job. this is how we're going to do i t. so thank you very much for that. yes director torres. >> director torres: i don't recall hearing, i was listening carefully. maybe for incorporating our f ears and concerns. do we provide outreach meetings interactive opportunities for female -- people who can call i n? we finally set allowing public to call in and public comment. because we're statewide agency, it was much more problematic. i think that might help especially if disabled or s eniors can't get a way to go to these outreach meetings. i don't think technical requirement will be that hard. i wantedito put that out there. we can figure out if that's

feasible. >> absolutely. what public participation is all about is knowing that pecple are not going to always come to you. implementing new technology in ways that we can get to them and the gentleman said earlier, it's not just about the groups but it's about the communities. we have to go outside and actually go door to door and talk to the community. i seen those in action and they work really well. >> director torres: thank you madam chair. >> director brinkman: director boredden. >> director borden: i was congratulate them on their amazing work. i'm excited about this. people i've known since i been on this board. this has been a big issue for m e, having done community plans and working with developers to make sure that they engage with the community to reach the best possible outcomes. i'm thrilled that we are making this real. obviously the challenge will be really implementing this going forward. even backtracking on some of the

existing projects to really kind of be more robust in this area. i'm confident that we are. i'm glad to hear you say that trust is the next system of the most important aspect. one thing i heard on the board of the mta, real lack in trust of why we make the decisions we make. it's frustration when you have vision zero and trying to include transit performance and that people doubt -- they don't trust us enough to believe that the improvements are done for the right reason. it's not special interest that come up. we believe this is the best approach to achieve certain outcomes. i think that's really important. any way we can increase our ability to gather more feedback, we also hear different call for people to attend them. that's another factor is. people work and people don't have access to the internet.

really trying to be creative how to best reach people. it's going to be quite dynamic. i'm 100% supportive making sure we fund community outreach efforts. make sure we do this holding members whether it's agency and contractors accountable. >> empowering staffing to be comfortable enough say, sometimes the answers are no. true public transportation doesn't mine 100% consensus. sometimes we have to make difficult decisions. we showed we listened to folks, we can stand behind our d ecisions. that's where the trust starts to grow. >> director borden: i would love that. we can start with. we can't do everything that people suggest that we do. people come up with great ideas. point is, we have to be honest with people about the tools that we have in our tool box to make

changes. so we don't bring people together with unrealistic expectations and to say no and also you pointed out, bringing back the feedback and explaining what are the parameters when we start off with what we have to work with helps a lot in being creative. >> very much so. >> director brinkman: vice chair heinicke. >> director heinicke: congratula tions on good work. i will support this. it's something that needs to be done. it's been getting better over time. when i first started it was hit or miss. there were certain people who seem to get the praise for the outreach and maybe other folks who didn't. standardizing this is clearly the way to go not just depending on the independent and individual project managers. in that same time, i sort of

seen three categories of outreach. there's one we didn't know about it. our friends from market street here today who sat through this whole meeting. fall on that category. that's just a mistake. hopefully we'll fix that and they'll know. there's people who knew about it but they didn't feel we listened to. that we just came to them and we said here's the plan. we'll tell you about it. if you have questions ask them and we're not going to listen. there's people who knew about i t, got a chance to input and just don't like the decision. they're going to come back that's an outreach failure. by definition that's not an outreach failure, they knew about it and they participated. it's the category in the middle that i'm most worried about. to two friends from market street, hopefully that won't happen again. but that's more easily a ddressable. it's are the one in the middle. the complaint that i hear on the one in the middle is this. staff shows up with a plan,

communicates the plan and there's a sense that that just the plan. they are there to provide information and answer questions and tell you how life will be and give how fancy dissertation on why harvard public school will endorse this thing without listening to the neighborhood concerns. i saw that in your presentation. it seem like there's precollaboration in there. i realized there's tension. you can't just go out to pick the richmond, eighth fulton and say we're thinking about solving the bike problem. what do you guys think. that's not going to to do it either. there's some middle ground. i would say as you're doing this and maybe this is built in the program, be aware of the perception that we go out and tell people how it's going to be and then just impose it. i think even if you go out as we often get as board members,

several design plans with a recommended one for us to c hoose. several options within a menu for people to consider and give your input on. that will go long way towards solving problems. i think it has to be more than just listening. i think considering design alternatives considering program alternatives a bringing them to the neighbors and the supervisors and the people there so they're actually concrete choices and concrete discussions to have is going to go a long way. because the tension or the resentment that i'm talking about is palpable. it's not only bad for the policy and it can inhibit dialogue where people will feel like they will not be heard and why bother in the process. we want the neighbors to show us and fell us how to do it better. that's going to be critical.

perhaps something you're well aware of. i will tell you over 12 years of doing this, that's the complaint that i hear at this end of the process and when i'm out in the community what concerns me the most. >> i can come back if the future and talk about that. there's really definitely what you're speaking to makes lot of sense. there's different stages of project in different decision spaces. there are projects where we are here to inform you. this is a safety project. there's no work around this and no decision space. why do we ask people for their input. why do we not be transparent. there's other area where we do have parameters by which we can frame a project without having a fully baked idea where people can weigh in and help us maybe that final decision. part of that comes better educating our staff and actually better articulating that to the public. you're speaking directly into that middle area that we have to work the most. that's where the genesis, lot of

the frustration is. i hear you loud and clear. in part of the plan on how to address that. >> director brinkman: director what shoe any comments. >> director hsu: you all covered pretty well. looking forward to seeing how this gets played out. especially vice chair heinicke's comment about the perception we'll do it this way. that is really good issue we can get out in front of that as much as possible. it will go a long way. >> we are human beings, there will be mistakes. no matter how much we try as an agency. staff will sometimes miss a mark and what we should do is correct that and acknowledge it. it takes a long time. we're changing the culture of an agency. we are being looked at from a national level across the country. lot of organizations have not attempted to do this. without leadership like director

reiskin and what -- hsu behind, this would not be happening this takes time. we'll be traitor and acknowledge when -- transparent and acknowledge when mistake is made. it's really difficult job for them to talk to the public. sometimes it's very i ntimidating. not for me but other people. >> director brinkman: thank you so much. director reiskin thank you for your support for this. we're going to have citizen who are more engaged and feel like we are out there doing the best for them. our work depends on this. we're going to get there. thank you very much. >> thank you guys. >> secretary boomer: item 14 whether to vote attorney client privilege. >> director brinkman: do i have a motion. all in favor aye. any public comment ongoing into

closed return. >> how many lawyers does it t ake. >> mta board is back into open session. item 15 announcement of closed session. >> move not to disclose. >> director brinkman: second. all in favor aye. we will not disclose. >> secretary boomer: that concludes the business before you today. >> director brinkman: we are adjourned. thank you for spending your tuesday afternoon with us.

(shouting.). >> more and more city's high san francisco is committing to dislocate to end all traffic death that means improving safety for people walking and driving and safety on our

streets is everyone's responsibility people can make mistakes but not result in injury or death all traffic collisions are preventable as drivers you play a large role that will give you the tools to drive safely on streets a recent survey asks hundreds of drivers about save city introduce driving what did they say watch for distracted behavior and slow down and be patient and check for people before you turn the facts about city driving shows how important to be alert most collisions happen in good weather allowance even at 25 mile-per-hour it takes a vehicle 85 feet to stop

this is almost 7 car lengths slowing down makes collisions less savior when a person is hit by a passerby vehicle 25 minor the chance of death is 25 percent 40 percent that increases inform 85 percent slowing down didn't cost much time driving behind a person takes 9 extra semiautomatic and stopping at the yellow light takes only 30 seconds by hitting someone costs you hours and weeks of our time and maybe a life take a deep breath and take you're time cities cross america are being safely for walking and driving some streets are confusing here's what you need to know all

intersection kroukz of novelist marked some are marked to make them more visible other crosswalks and intersections are raised to the level of sidewalk to actress as speed bump and people are maybe crossing be cautious and watch for people when you approach any intersection advanced limit lines and pedestrian yield signs show drivers where people walk and stop behind the lines at stop signs and for people crossing bulb outs where the sidewalks extends into the street make that tease easy to see pedestrians and remember to slow down whether making reasons and watch for people on sidewalk

estimations extensions that maybe closer than you expect and bicyclists may motive to the left to get around bulb outs this gives people a head start allowing pedestrians to enter the crosswalk before transfer starts moving makes them more visible pedestrian scrimmage and stop the vehicles in all directions allow people to cross including department of building inspection scrambles are paired with no light restriction and rapid beacons you turn bright whether the pedestrians are there or the center is activated precede slowly as you approach the beacons especially, if their activated a pedestrian crossing light turns yellow before turning sold red back to flash

red procedure after making a full stop as long as the sidewalk is empty and, of course, stop whenever the light is red traffic circles reduce conflicts you must stop at the strewn and precede around the raise your right hand of the circle watch for people in crosswalks and people in bikes coming around the circle arrows indicate where people with bikes share the intersections and people have ride to people on bikes have the right to use the lane whether or not in the sharing bike lanes are for people protected by parks e.r. parked cars and stay

out of separated bike lanes unless an emergency dashed bike lanes are a shared zone four for vehicles to change lanes slow bike lanes allow the circles their unusually sprayed before me from other traffic some bike lanes are built to the level higher than the street but lower than the sidewalk they provide a safe separated space sponsor cyclists are around vehicles the box areas are marked with the stencil at intersections act as advanced limit lines for people to garter at a red light this increases the 1r0ir7b9 to drivers people will ride past stopped vehicles at the fronltd of the intersection give them room and stop short of limit

line behind the bike without objection and cross only after the green light and people cleared the bike box bicycle traffic lights allow people on bikes to proceed while vehicles are stopped be unaware aware of those bike san francisco general hospital but stay alert and only skrans when the vehicle is cleared the intersection let's take a quiz to see what all of learned here we go number one when do month collisions happen did you say in daytime you're correct question two if an intersection is not marched is it still a crosswalk yes did you get it right great job one more before we go on what's one of the best things to

do to avoid collisions? you can it take a breath pay attention and slow down city streets are crowded and chaotic so seeing everyone every single everything is difficult here's a test how many times did the white team pass the ball? if you answered 11 you're correct but did you notice anything else also be aware ever you're surrounded and remember that is easy 0 miss something if you're not looking for it here's some basic principles driving near peep e people from

you're driver's seat it is difficult address our mirrors to reduce blind spots people on bicycles maybe be in our blind spot give yourselves plenty of time to react look out stay on the road from building to building not just curve to curve check driveways and behind parked vehicles for people that enter our path turning vehicles are especially dangerous important people walking and collisions often occur when vehicles are making tunnels when you turn remember check for people using the crosswalk before starting you're turn watch for people on bikes traveling in the ongoing direction always check our

mirrors and blind spots patience pays off take a moment to make sure you're clear while it might feel you'll save time by driving fast or turning without checking you won't save driving only adds a few semiautomatic to our trip a collision can cost you, your job or someone's live here's important things to remember all crosswalks are legal and pedestrian have the right-of-way people cross the street anywhere children and seniors and people with disabilities are the most vulnerable think city strits give buses and streetcars a lot of the space or people returning to catch a train don't block the box this creates dangerous situation for people walking how are forced into moving traffic

and people bicycling out of the bike lane and people on bikes most city streets are legal for bicyclists even without signs people biking can fall in front of you provide a safe amount of space when passing someone on a bike a minimum of 3 feet is required by law in california and people on bikes prefer to be in the bike lane in for the this is often to avoid accidents give them room people on bikes will stay away from the traffic or watch out for open doors whoops that was a close one expect people to go to the front of the light and pass on the right

a tap of the horn maybe useful to make you're preservation known but avoid using the horn it may saturday night be someone vehicles anybody right turns are especially dangerous important biking always approach right turns properly signal early and wait for people biking through the intersection move as far to the right to people on bikes can pass on the left let's try a few more questions who are the most vulnerable people on city streets? children? seniors, and people with disabilities why do people on bikes ride close to travel there to avoid car doors what is one of the most dangerous situations for people

walking and riding bikes? turning vehicles and what can you do to make sure that everyone is safe in any situation? thartsz stay patient and alert and, of course, slow down parking and loading a vehicle on accredit city streets is a challenge weather parking and unloading always check for people in our mirrors and blind spots and on the driver's side with our right turn right hand this causes you to look 40 on your left for bicyclists when passersby exiting the vehicle make sure about opening the door know

where loading zones are if not loading zones available use side streets never stop in bike lanes or traffic lanes. >> bad weathering and visible rain and fog or low lighting make it hard to see you're vehicle is likely to slide or loss control in eye i didn't controls and create issues for people walking and biking they tried try to avoid pulled and umbrellas and construction get slippery for people the safety thing to do in conditions whether wet or icy or dark slow down and drive more carefully remember going fast may on this

save you a few semiautomatic but speeding may cause you a life or you're job people walking and biking are vulnerable people can be distracted or make unsafe decisions as a driver the responsibility for safety lies with you a collision could mean the loss of our life or you're job and dealing with the legal implementations could take years or an emotional toll if someone is killed in a crash help us achieve vision zero and everyone can use the streets safely. >> thank you for watch and following the important driving tests your remember we're counting on you