believe that the covid-19 pandemic presents us an opportunity but it presents us with a responsibility and i really, really love that reframing and i think our current street system does not adequately reflect our values and i believe it's our responsibility in the recovery to make it so. thank you, very much. >> thank you. director eaken. you had another comment. >> yeah, i just briefly wanted to respond to director brinkman. i share her concern about overloading the staff. at the same time, workshops in my experience, others, over my career, they really go better if you do have preparation going into them and i know jeff is in the cue to speak zoom so he may have some thoughts about this and they may have done work

already. but i do think for the workshop to have value, we at least need a concentrated period of time whether it's during a or a special meeting and we may need more than one bite at apple to get the work done. again, as i said, i think and those need to be briefed out and prepped. i think for us to have a useful discussion. >> great. thank you all for everything you've said. i agree with everything that's been said here. the only thing i will take with director heminger of small businesses and traffic for us to recover as a city and so i think that the sales tax revenue which

helps us so while it's what is actually been harder is a lot of this have decided to have their people tele commute for the rest of the year, twitter and goggle have made similar announcements and it will be devastating on our revenues in the long-term and short and long-term because of the fact we're not going to have this sales tax purchases locally so we need to balance how we get people back to work and using alternative modes of transportation and making it more attractive and easier for them to access them and as opposed to encouraging people to tele com out commute. i did want to talk about how we can do something like a workshop or spend some time drilling down on these key areas and allowing more community input. i had a question around the masks and the cleaning and one of the things we need to do and it would be helpful if we had a more extensive demo and showing of the public of how we're doing

that. there's a we have a fogger machine we work with and we have masks but maybe you could just put a fine point on some of the key things we're doing in that area and i also saw the transit riders union was raising money to give mass to drivers and i would love to understand what we're doerg in terms of providing masks for shifts and those basic issues to help reassure the public and help better education us. if you can address that and all the topics we brought up and how we can do a workshop or drill down on the topics that we've talked about, that would be great. >> ok. all right. let me just dive in. there were a lot of points that i was able to take good notes. there we are and back. why don't i take this in reverse order. in terms of masks and cleaning, it appears that sfmta is -- i

don't know that we're the national leader but we're among the national leaders on cleaning our vehicles and keeping our operators safe and it born itself out in our virus transmission rates. in fact, we're one of a very small number of operators where there's not been a single incident of worker-to-worker transmission of the virus. this is phenomenal. and so, a lot of it has to do with the fact that we are providing personal protective equipment to all of our operators and in fact all of our frontline workers including our car cleaners, our mechanics have access and we're doing a lot of work around protecting the operator cabin and these are of course the reasons why we eliminated the cable car and f-line service at the very beginning of the crisis to make sure we're protecting our workforce. and over the last couple of weeks, we changed all of our operational schedules. both to provide every operator with the consistent shift but

also to make sure that each operator can return to the yard at the end of every shift and so that the bus can be cleaned before another operator takes the bus out for service. all of these things have enable us to -- [please stand by]

>> transportation team management, we have a team working on this and we want to support pro-business, so not imposing new regulatory requirements on business, but, basically, providing them with helpful resources because what we're finding is that businesses have a lot of built-in incentive to do transportation demanded management largely rooted in elevator capacity. , which is quite interesting. so the office building owners are doing work to spread out the

peak which is helpful for us. we're providing some additional support including the taxi-ride home programs and other things that partner agencies are supporting elsewhere. so we'll provide you more information on that and maximizing the economy. one way is by spreading out the peak. and on the idea of a workshop, we have interested in this, but we need to do it very differently than we've done workshops in the past, and so the budget workshop we've put together for you, that was a massive behind the-the scenes staff effort and all of that was very carefully staged and we had

all of that put together. if we're going to do a workshop, you get to do it in the same way our department operation's center is doing business. so we've expanded our work production output by a full order of magnitude and in order to do that, it means things are messy didn't in real-time and it's a little chaotic. but i think if you and the public can handle real-life, real-time messy planning, we would love your engagement. this may be -- this is definitely a new way of doing business but everything requires a new way of doing business, so this will be an experiment and it will not be pretty. so that said, i think there's a

lot that we can do bringing together core staff and revealing all of the data which is fantastic and hunkering down what are our priorities and it would be go good to understand w things are working. the last decongestment crisis study got plans in the 2008 recession. and this recession, however, is different from the last one in some fundamental ways and i think there's a recognition, particularly given the ffcta's emphasis on using pricing in order to advance equity and small business success rather

than raise revenue and i think there's a way that we can help frame the conversation in a different way and show the urgency doing the pricing now in or to forestall the real crisis of congestion to prevent further economic recovery. we know that this is moving forward with their study and we know that because implementation of that work requires state legislative approval, that it's not a short-term solution. put one thing that we might want to have you all consider is things that would be short-term solutions, like changing the bay area toll authority's approach for pricing on the bay bridge. so as you know, mtc in its form as the bay area toll authority reduced toll rates on the bay bridge as a result of traffic and traffic will come rip roaring back and our current policy as a region is to balance

the demand for mobility by using people's time rather than using their money. and this would be a good time to experiment with actual decongestive pricing on the bay bridge, particularly given health impacts of storing the cue for the bay bridge in west oakland. that cue dumps a lot of particular emissions on the children growing up in west oakland and they have a life expectancy less than kids growing up in other neighborhoods. so, perhaps, it is time to have a real conversation about how to manage the transportation system regionally for the public good. and i know that pricing is unpopular as you all know from the fair conversations that we we've had at this board and it's

how we balance supply and demand for all other public goods and that wasting people's time as opposed to asking them to spend their money means we don't have the resources to invest in improved services for the people who need it the most and so i'll leave that with you. if you want to take a role in that. another key issue that could help us to move forward moving on to the topic of quickville, the emergency directive has eliminated a lot of pointless bureaucracy and most of the way -- most of the rules set up around governance are set up to slow progress and most of the rules that we have to follow are about maintaining the status yo so that corrupquoso that corrupy department heads can't move forward with stupid ideas. and there are good reasons for all of the of those reasonel rules and yet, they dramatically

slow down our ability to do business. under the emergency directive, we've been able to move very quickly, but we will soon run into problems as we try to make these temporary pilot emergency measures into permanent change. so, for example, something that's been talked about for years is creating a statutory exemption in sequa for transportation projects in the existing public right-of-way so why should we continue to have to spend a lot of time doing that analysis on a bike lane striping project in the right-of-way that doesn't represent a dire threat to the california environment. these are bureaucratic steps that slow us down and limit our ability to do good work. i think we've been able to demonstrate these last two

months that government is really capable of getting stuff done if it is clear about its values, if it understands and can measure the public goods and if pointless bureaucratic rules are temporarily set aside. imagine what we could do if those rules actually supported doing good work in order to reduce greenhouse gas emissions, support public equity, support small business economy and support quality of life for all those in san francisco. so all that said, i think that we'relerring a lowe're learningo institutionalize even within the constraints of the bureaucratic rules we have to follow and we are eager to demonstrate that for muni-projects as we have with some of our bikeway projects. with that, i would just close by saying to director eakin, i love this idea of just not taking

advantage of this crisis, but acknowledging that we have a deep responsibility to ensure that we are directing our very, very limited financial and staff resources to protecting the public health of this crisis and establishing the basis of a strong and resilient and equitable economy coming out of this crisis. thank you. >> so with that, i don't know if there's any final questions -- ors, director brinkman. >> thank you. just one final comment. yes, i think that we do want to be bold. it sounds like we do want some type of nesty, down and dirt workshop scenario that doesn't create extra work for staff, but actually gives staff and gives