decided to do is take all of this information that we gathered and start to put together a process and 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 engament. 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 ire 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 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 quirement 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 engagih. 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 t 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 guidanc 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 o whi 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 goio 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 prm a 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 theirtric 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 anls toot they need to go out and be better prepared to do a better job. 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 supported 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 the community in a deeper way is going to get us there more quickly. d 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 makingure 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 t 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 thisut. 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 like 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 a speaker 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 lo 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 comnity 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 commers 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-upnd follo through. we're also going to have to absolutely, i know director torres will bring up the costf 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 verge 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 newchnolgy 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 b 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 youinted 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. 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 havequestions 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 seemike l 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 ve r 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 and 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 yea of d this, that's t 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 byhich 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 t sh 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.

so i want to thank everyone for being here today at the civic center bart station. we are all here today because we care. we care about our commuters in san francisco, we care about the residents that visit and work in our city. we care about the people on -- the residents who live in our city. we care about civic pride here in san francisco. civic center and the bart station is at the heart of san

francisco. it is the door way to our city government and city hall, it is -- that's better. it is the doorway to the plaza, to market street and mid market, the crowing part of our downtown ridor.this is the heart of san francisco. it has become unfortunately a glimpse into the homeless and behavioral health issues that we have here in san francisco. it is not safe. it is not acceptable anymore. so today i'm proud that we are announcing a partnership between our san francisco police department and part that is going to increase staffing here at civic center bart station. san francisco police department, we are going to be increasing foot patrols by over 300 hours per week. bart is also going to be

increasing their staffing levels as well. we need to make a difference for the commuters that use bart. d to make a difference for san francisco residents and we need to make a difference for visitors who come to our beloved city of san francisco. let's also make sure to know that this is not a police matter alone. i'm proud to be joined by barbara garcia who runs our department of public health. this is also a public health issue and an issue that we are going to be dealing with through our healthy streets operation center. bart is now going to be a participant in this effort. we are going to coordinate with our homeless department, with our department of public health, with our department of public works. this will be a coordinated effort to make sure that civic center bart station once again is an area at civic center station that we can be proud of. at the end of the day this is

building upon a lot of initiatives that we have focused on over the last six months around homelessness, around behavior health on our streets, around the cleanliness of our streets. this applies to every area of san francisco as well including our bart stations and our city. civic center bart station has been the example of what has gone wrong and now our city government in partnership with bart is stepping up and making sure that we have a plan into the future that will once again make our civic center bart station an example and a symbol of pride for the residents of san francisco as they commute through here. so i want to thank everyone for being here today. i'm going to turn it over to our police chief, bill scott. >> we are increasing and chief scott can -- actually, why don't i let chief scott talk about it.

>> good morning, everyone. first of all let me thank mayor farrell for his leadership. the last month he introduced the idea that we had to collaborate better to get things done in this bart, in this platform to make it safer and make it cleaner and to make it the pride of our great city. at that time he brought all the parties together and asked us to draft a plan that would address the issues and concerns that have been repeatedly voiced by members of our community. although the platforms between our community platform and the bart platforms are shared underground in this corridor we do, between chief rojas and our folks, we knew that we had to work better and more collaboratively to get these problems solved. both riders in both systems go back and forth to school, work and visit the many great tourist attractions in our city and the idea that each system or each department is responsible for

separate law enforcement duties in this platformannot be a barrier for us working together. the only concern that we have is that people when they come here and take public transportation that they feel safe, that they have a clean environment and that they are able to go to and from where they need to go to without worry and without concern. i agree with mayor farrell wh e wholeheartedly that the only way that will occur is all these people standing here working together. this partnership we believe will do just that. the san francisco police department, as the mayor said, we have a healthy street operation center, better known as hsoc. we use that initiative to collaborate efforts between our various city departments to address the very issues that we have in this bart station. with that we will be increasing

our footlyresenc almost five ld by nearly adding approximately 500 patrol hours a week to this effort. we believe that will make a tremendous impact and enable us to do what we need to do to keep this platform safe, clean and for our residents and our people that use this transportation hub to enjoy it. i'd like to thank keith carlos rojas from the bart pd who has really been a partner in this and we believe jointly that we will really make a difference in terms of realizing mayor farrell's vision to make this the safest transportation hub in this region by working together our officers will be able to respond to immediate concerns and more appropriately proactively work to identify on going behavior that we get calls

about all the time that contribute to threats to public safety. additionally, we will work in partnership with all of the city agencies and organizations under the healthy street operation center initiative that i mentioned to be able to get the individuals who need help to that help. so with that i'd like to turn this over to chief jas and thank you this morning for being here. >> good morning. chief carlos rojas with the bart police department. i'll keep my comments brief. we are very excited with this new partnership with the san francisco police department. while historically we worked well with the san francisco police department i think this has really refocused our commitment to the civic center station that is truly the gateway to san francisco for many people. as both mayor farrell and chief scott stated this is one team and it doesn't matter if it's a

san francisco patch or a bart patch we are in it together and we want to make sure that our riders feel safe in our stations as well as throughout the city and county of san francisco. we do cover a very large area and there isn't a better partner th the city and county of san francisco so we are very excited about this. i would be remissed if i didn't also recognize our board of directors for their leadership and then allowing me to do the difficult job. director joe is with us today if you want to say a few words. >> thank you very much. member of the bart board of directors. i think it's clear that anyone who rides bart or anyone who rides muni comes off at civic center station the problems that we are seeing aboveground with homelessness with drug addiction are really coming down into our stations. bart is not a social service agency, bart is not a public health agency and the only way we can get to grips with these problems is indeed collaboration

with the city of san francisco and with the other cities and counties that we serve. that's why this is such an exciting moment because not only are we starting to collaborate much more deeply with the san francisco police department and the bart police department because ultimately our riders are not particularly concerned whose badge it is, they just want to know that they are going to be safe. we are independent -- integrating much more deeply into problems and i think that's something that's going to be critical to making sure that our riders and muni riders have the safe and clean experience that they deserve. so i'm going to hand it over to barbara garcia at the department of public health. thank you. >> good afternoon. barbara garcia, director of health. i want to thank mayor farrell for all his support in the last many months of expanding services for us. many of those services will help

individuals who people are concerned with who are seeing open drug use and mental health issues. i also want to thank the san francisco department of -- the san francisco police department and the bart police. we've been working for many months with both of these agencies to identify individuals who they have been concerned with for many years at times. we have those individuals in our hands in terms of their names and we are identifying them and trying to get to them and trying to provide support. so we really are doing an individualized approach to this and we are also looking at the issue of ensuring that today we have our homeless out reach team from our homeless department as well as our street medicine team and they will work together to make sure that we are working with individuals as they come across them in bart, leaving bart or in the surrounding areas. i'm very proud of the work and collaboration that we've done and i can tell you that we have

worked and have helped individuals that both of these entities have identified to us and it's complex work. many of these individuals have long term mental health issues. they deserve the kind of support they need. we are going to refocus on this and really provide as much support as we can to individuals. this is the end of this press conference but we are going to be taking questions, not from the podium but from the side. i want to thank all of you for coming today and being interested in this issue. tha souuch. >> we're here to raise

awareness and money and fork for a good accuse. we have this incredible gift probably the widest range of restaurant and count ii destines in any distrt in the city right here in the mission intricate why don't we capture that to support the mission youths going to college that's for the food for thought. we didn't have a signature font for our orientation that's a 40-year-old organization. mission graduates have helped me to develop special as an individual they've helped me figure out and provide the tools for me that i need i feel

successful in life >> their core above emission and goal is in line with our values. the ferraris yes, we made 48 thousand >> they were on top of that it's a no-brainer for us. >> we're in and fifth year and be able to expand out and tonight is your ungrammatical truck food for thought. food truck for thought is an opportunity to eat from a variety of different vendor that are supporting the mission graduates by coming entirepres at the parks >> we're giving a prude of our to give people the opportunity

to get an education. people come back and can you tell me and enjoy our food. all the vendor are xooment a portion of their precedes the money is going back in >> what's the best thing to do in terms of moving the needle for the folks we thought higher education is the tool to move young people. >> i'm also a college student i go to berkley and 90 percent of our folks are staying in college that's 40 percent hire than the afternoon. >> i'm politically to clemdz and ucla. >> just knowing we're giving back to the community.

>> especially the spanish speaking population it hits home. >> people get hungry why not eat and giveready. i think we have a full house tonight. i call to order. welcome to the tuesday, june 19, meeting of the san francisco entertainment commission. my name is bryant tan, the commission president. we don't have a lot of people to send this message out to tonight, but if you have -- if you are a member of the public and would like to speak when i call public comment, we have public comment forms. you can fill one out and hand that to the staff or just come to the microphone. second, we ask you turn off your cell phones or put them on silent, including commissioners and myself. and then three, thank you to sfgov tv and media services for airing this meeting to the public every time we meet. we can go ahead and start with the roll call. >> commissioner lee. >> here. >> commission