hear it the most. you don't know what day someone is having. your words of kindness can make all the difference. i will stop with that and see if there are other directors with questions. [please stand by] [please stand by]

>> do you want to start that? >> sure, i can start it. [indiscernible] that's an opportunity for people who are report to us to give anonymous honest feedback to us. it's important for the employees to take the time to speak honestly about what is working and not working. the supervisors with give their feedback i think another area

that's been really important to me, i'm spending lot more time -- [indiscernible] [phone ringing] [indiscernible] >> we're also looking for ways to move beyond kind of the traditional focus on discipline to more performance-based

planning. i think that is a work in progress and it's something that brent jones is going to be talking about later in the presentation today. we started a site on our operator portal that solicited feed back on peopleback. to make sure every comment and question gets a response. another really valuable place that we found a tremendous amount of feedback this year is through our union partnerships. tom and jeff and i brent and others were meeting often weekly with our union partners to keep

up with the pace of change. as a base of survival method but wanting to make sure that as we move forward with things that we're always testing and using a soundingboard. we don't want always agree on everything but we found a tremendous amount of shared objectives to tackle this year's challenges. >> i do want to point out that we're about 35 minutes behind schedule now. as we think about how to manage the time, let's keep thing snappy. >> chair borden: are there any other questions from the directors? we'll go on to the next portion. this is all part of item 7.

>> now, that was the good news. we got through a hard year. we're going to get through the next year. we do want to lay out some of the challenges that we see to inform the board conversations moving forward. the first challenge that i want to point out, it's something that the controller office presentation highlighted is the continued uncertainty with how covid will roll out. we have a lot of things that we do like hiring and building schedules that have long lead times. we don't know when to initiate that work because covid doesn't have a playbook. we're learning things as we go. i'm optimistic that we may be able to see reduction in the covid capacity restrictions by

late summer early fall. we also could see a change in trend in the virus and not be able to experience that recovery. we need to continue to plan for multiple scenarios. that's what's been able to make us successful to date and that is how we will get through that challenge. the second challenge that i want to talk about is driving. lot of us got reintroduced to cars over the pandemic. what people probably discovered was that cars can be really comfortable and convenient. yet, they continue to be

completely and geometrically impossible. dealing with that people driving, more people being used to driving while facing the reality that they put a tremendous negative extra on like walking, biking and transit, is a challenge we'll face as we head into recovery. uncertain around regional travel will compound some of that auto dependency. sfmta relies on connections to regional transit partners. many of who have been as impacted or more impacted than we have by the financial crises that covid has created. the uncertainties of their service affects how people make

connections to our service. that is something we have to continue to monitor. we have made amazing progress under covid to work really as a cohesive region around transit issues and i'm excited to see that as a positive trend that comes out of 2020 and 2021. but the fact remains that if the regional transit network doesn't recover, it will have residual impacts to our own service. while we made tremendous progress in the subway, our work is far from done. another challenge that we will face, especially as we allocate scarce capital resources, is the need to continue to invest in a

state of good repair for both our subways, facilities and a lot of our street infrastructure which tom will talk about in a moment. >> speaking of the infrastructure, we started to realize how much deferred maintenance has become an issue with our routine traffic safety infrastructure. we've been hyperfocused and with eyes open with our board. we have not been spending as much money as we should on making sure we don't have deferred maintenance backlogs. with crosswalks and timing of

traffic signals. it will be difficult to hire new staff or even purchase the material might be necessary to do that deferred maintenance. we are going to face tradeoffs. things can start to get less behind. one concrete example, we have been counting on money from the t.m.c. tax to pay for a retiming of large number of traffic signals, slow down the progression of speed vehicles. that's just one small example of a tradeoff between preventing the deferred maintenance and delivering -- [indiscernible] >> i think perhaps, the biggest challenge that we face as an

agency, has to do with workforce planning and hiring. coming into covid, sfmta had hundreds of vacancies. that reality helped us to survive the financial crises but it's also going to hinder our ability to quickly recover. we have not hired major positions in 9 or 10 months. once we turn back on the hiring process, there's going to be complexities like creating lists, difficult to hire classifications like maintenance technicians, that are going to hinder our ability to grow and

respond nimbly. >> another key question to ask is answer the question, what is the proper tradeoff between the thoroughness of our public outreach and communication with the project and the speed which we deliver projects. since we converted our vision zero program, we have reduced the amount of time it takes to actually get a safety improvement on the street from a matter of years to a matter of months or weeks some cases. the delivery end of construction is no longer the factor that makes whattard for us to get all the change on the street we talk about all the time. in some cases it is going to be become level of communication that we expect of ourselves when we work with the public.

covid constrained our ability to do the face-to-face outreach. particularly in neighborhood where is there is limited uptick in things like zoom meetings. we found some creative ways to gather feedback and cost effective but also robust fashion. it is cost effective and if it's done right, it's more meaningful and more inclusive of voices who can't make it to face-to-face meetings and aren't going to want to for several years. you think about projects like rolling out sunday evening meters, which is critical to our management and important piece of our budget expectation --

[indiscernible] we've done good job informing people. we haven't gotten everyone's full buy-in. how far do we go with getting -- making sure we have a large number of people on board with the changes that we believe maybe necessary before we go ahead and make those changes. final thing that i see everyday, i know we're really -- we're talking about lot of different ways -- i want to be clear what it is we're talking about. we're not just talking about people who are tired of doing their jobs. people who are doing this jobs, if you're directing traffic and

just working the streets of san francisco, you spent the year warning worried about your personal health and safety. wondering whether the pandemic will end and whether you are safe and whether you have enough personal protective equipment, whether the public respect you enough to not do harm to you at a time when people are under stress. you worry about your family. i have heard so many heart breaking stories people who worked dedicated employees worked for us for so long who have not found the balance they need between their personal responsibilities, family and children and elders they care for and their communities and show up for work everyday. they do show up everyday. the personal losses that people suffered. so many people in our agency, thank god we have not experience

community spread in the sfmta. there are hundreds of lost love one they lost parents. they are really struggling. they continue to show up. if we don't find a way to provide some emotional relief for them, we will burn our staff out. you can talk about this emotional, there's a quantitative side too. state of emergency has limited the need for process requirements. which we're able to invest new programs and try them out and implement things.

we hit a limit of what we can do officially, however. there's a lot of issues around the city that are not resolved. there are shared spaces that when the rain come this week, will be revealed to cause problems with the drainage in the streets. our ability to bend the rules and say yes to as many people as possible, that ends when the pandemic end as does our ability to push our staff at the pace we're going at. we need to map a path out of crises mode.

people who work for us, everybody see on this call, we are absolutely 100% devoted to san francisco and public service. we want to be accountable for performance. we want to be accountable for fix things that goes wrong. we have got to find ways to make our workforce more resilient. we have got to stabilize the agency through all the difficult choices and priorities we'll be talking about over the rest of the workshop so that people see a focused stable agency emerging from a crises, continuing to be a great place to work and serve san francisco everyday. >> these last slides, i won't spend lot of time on them. jonathan and tim will walk the board through this detail. i do want to flag a couple of things.

one is that pre-coyed, -- pre-covid we faced a structural deficit. that means we didn't have a enough services to meet all of the safety and mobility needs of our transportation system. that budget has challenges has been compounded by a year of austerity measures. when we say that we've identified almost $120 million of savings, that has come from reducing over time from doing very limited hiring to shifting staff to fill core needs. it has significantly reduced our ability to deliver programs and

if we continue at the level of savings into 2021 and 2022, it will mean continuing with the current service levels. the challenge that i think that's going to create is that as mobility increases, as people finally get to leave their homes for something other than work or basic trip to the grocery store, what now might be somewhat frustrating gap in the service is going to become intolerable. as we prepare for the city to reemerge without the resources to properly serve that, i think we face a tremendous challenge as an agency to continue for

people to have faith in our service and what we can deliver. that doesn't mean that we're going to stop saving. at the board's direction, we will continue the austerity measure, at whatever level you deemed appropriate. we're also looking for as many creative ways as we can to expand on those savings. things like doing an early retirement of our fleet so we can significantly save in parts, is an example of something that is in the works now. i recently consolidated management of our rail and rubber tire maintenance divisions both for shared learning as well as for some resource efficiencies. all of these challenges are things that we confront everyday

and we succeed at everyday. they do, i think, define the landscape for which you're going to have to make some hard decisions moving forward. >> am i up, julie? >> yeah, i think it's important that we lay out all of the challenges for the board. this is just a few more slides. then we can entertain all discussions. i want to flag for the board that we're going to pick up on some of these themes later in the workshop. we don't have to dissect all of these challenges up front because we're going to be

revisiting them throughout the course of the two days. >> thank you. board members, jonathan rewers i'm the senior manager of budget financial planning analysis. we want to give you a sense of where we stand currently. you'll see we've kind of laid out what our total revenue losses are. we'll cover that more detail tomorrow. it's nearing $600 million, julie just noted the austerity measures and reduction in expenditures that occurred in the current fiscal year. we have a projection what we think we will receive from federal relief, low end of about $230 million that should be positioned to close our budget deficit in the current fiscal that leaves about $86 million for the next fiscal year we will

have discussions about what additional expenditure savings looks like. that discussion will occur in the session tomorrow. we'll be working to solve about $134 million budget deficit in fiscal year '22. the other thing that we done is in light of ben rosenfield, our city controller said, rather than just purely update our 5-year financial forecast, we developed a number of scenarios kind of considering some of the questions that the board members had today. this is the part one that we're working to plan for. we will go through this as we look at our longer fiscal outlook. we'll look at the different alternatives that we have. this is the one that we're recommending that we plan for. you'll see that it show the roughly just over $100 million deficit close to $153 million. you'll see revenue recover but

not enough over the 5-year forecast. we need to plan for a long-term measure for the agency to restore service to pre-pandemic level. but to make sure that we have the system is resilient and welfare the ability to provide a base level of service that people can expect with certainty. we will go into this more detail. we wanted to give you a sense of the short-term budget deficit, $134 million and our longer term structural deficit that we will be working to close. that's all i have. >> if you could shift back to the board members for feedback.

>> chair borden: great. director eaken has questions. >> vice chair eaken: director mcguire i want to speak to the question you raised around outreach and how much we want to balance outreach with getting things done. i was pleased to hear director tumlin say that the entire agency has gotten more efficient over the last year. what i sort of wonder from you, director mcguire, do you feel that your team has pushed the envelope on how to do outreach in way that's respectful of the timely staff and it's respectful of the time of the public who participate in our meetings? it feels you can do just as much work to set up a public outreach process as you could citywide.

it feels like based on the financial concerns of our agency, based on what we heard from you with staff burnout. i would recommend in we move toward the larger scope like maybe there's a minimum scope of a project that merits a really robust public outreach process. i just wonder if there's some efficiencies there in terms of looking at an entire network of protected bike lanes as opposed to looking at small projects that are intensive on staff's time. other question i will ask, director rewers, i didn't see anything about the prospect for future federal stimulus. we all know biden administration made this top priority. i would have to assume that there's going to be something that comes in 2021. i wonder why we're not showing any prospect of the additional

federal support? >> we're not showing that today. i think that is definitely up for discussion tomorrow as the board considers various options and scenarios to close the fiscal year '22 deficit. interesting thing is, the board has been through this two times already. with cares and with the additional federal funds that we're getting now from the fiscal year '21 bill. again, it is for all of you to consider the level of risks and again, my advice to the board is that we always consider the tools that buy us the maximum amount of time to see if additional federal relief will come about. what we want to do again, create stability in service, maintain that relationship with our

riders and see what timing brings. that will be up for discussion tomorrow. as we talk about different options. i just got asked that question by the board of supervisors. you are not the only one thinking of that. >> i like to add that our first priority should be protecting our staff. nothing would destroy everything we're trying to accomplish than being stuck in a situation of having to face layoffs. one of the baseline assumption we trying to build to is what do we need to cut in order to hold on to our people who helped san francisco get through this crises, being out there everyday? >> does that number the refinancing of the bond money too? like the refinancing? >> the 134 is before the

refinancing. we will -- we're in the process of making that happen. you can assume that as a potential solution to begin the process reducing the deficit. we didn't want to -- we have not officially included it in because we have not completed the transaction. we don't know yet until somebody buys the bonds how much savings we can realize. that's on the list bringing that budget deficit down. >> director hinze: i saw that you have a slide about ability to push our staff during the pandemic and that those allowances, if you will, going

away after the state of emergency ends. do you see that as a possible barrier to making this program, shared spaces permanent. how do you see that affecting the permanent and the possible permanent of those two programs in particular? >> they do require lot of time. you're correct to draw that between them. making sure that we're able to rotate people who are on emergency response rotations back into the regular jobs to relieve the folks back in the office. it's up to us to provide that

relief and manage the workload. reflect on what director eaken said a minute ago, looking at scale and scope of the outreach. we expect the same amount of -- same amount of time to move one parking space down the street to build a whole network of slow streets and shared spaces. without of the silver linings with covid, we found technology-based tools, like crowd sourcing and mapping and virtual and houses like twine peaks. we need to explore more. that is a really important way to see it through what you just

described. >> we're seeing the benefit of living experiments as an outreach tool. that is certainly something that we will continue as we think about outreach efficiency. sometimes having to get everything perfect on paper, overwhelming challenge. once it's actually implemented and then tweaked based on feedback and based on performance, we're able to get to a project that everybody is satisfied with. >> chair borden: any other questions at this time? this presentation is part 7? is this still part of item 7 or the next item? do we have another presentation for this time?

>> i believe it was supposed to be for item 8. >> chair borden: okay, perfect. if there are no other questions from board members. i like to open up to public comment. are there callers on the line at this time? >> you have four questions remaining. >> this bob i'm a senior with the lifelong disability. i was hoping at some point, you board members would be somewhat questioning some of the statistics you just got in the beginning of this presentation. you were told about more wheelchair ramps being made. sounds good but 90% of those who have a mobility disability do not use wheelchairs. we don't always need wheelchair ramps. we need responsive service. i'm bringing that up as an example where at the church and

market intersection, you taken out a stop that serves customers from safeway. people have to go across multiple lanes of two streets in order to get to the bus stop. that means pushing your grocery cart or carrying in your hand. all that is unnecessary, unless you're acting like being accountants. you're having a hard time convincing passengers of that. it's not just that you're not really responding to. when you saw a map of the changes in on the 27 line. you ignored that has no service to the dental school. it has no service to the independent living resource research.

months ago, about to deklein and taking away that stuff to staff. nobody responded. not a chart, just a simple map or look at the intersection say this does not serve people well. that's it for this session. >> thank you. next speaker please. >> hello. hi everybody. this is trevor adam i'm the chapter president. i'm enjoying the presentation and everything you guys have offered. i think it's a big push. i think there's a lot that needs

to be considered. as you can imagine, regulations of the city are more difficult now than ever. we really want our leadership and you all, the board to consider the means that we need to do our job. that's helping keeping us safe and covid safe and putting in safety measures we need to do our jobs effective. lot of p.c. o.s feel like it's falling on deaf ears to speak about these measures and convince you how important it is we need your support. i will continue to do so. we need to see action for that way we want fall victim to complacency and that way they won't take it upon themselves to go ahead and self-colt.

we need to make sure we have adequate staffing. we've seen an increase in covid pods case -- positive cases that's extremely staggering. it really is causing an uproar in morale. i want you all to consider really safeguarding this group you guys will be relying on so much. i'm more than willing to work with anybody to come up with ideas to address the fierce issues.

>> chair borden: next speaker please. >> hi, can you hear me? >> chair borden: , yes, we can. >> thank you members of board. i'm the president of planners and environmentalist specialist chapter local 21. i'm so proud to work for the sfmta. i started out as an intern as an agency back in 2015. i wanted to work for the sfmta since i learned what it can be a transportation planner. one of our key responsibilities is to secure the future of our community before tests, we built model, we prepare for the unexpected setbacks. the pandemic is one of the setbacks.

we're asking the board to approach the budget the way the planner would. we know that the sfmta received $374 million in cares act funding last year. we know that among the second round of aid, the agency rainy fund and the city yearly $1 billion in in reserve, the sfmta doesn't need to make reduction in services and staff. san francisco is used as a case study to access issues to innovative transportation policy and design. esteemed members of the board, you have the opportunity right now to carry this legacy forward and lead the nation. please continue to invest in city workers to make san

francisco bolder. >> you have four questions remaining. >> thank you. i'm pleased with the accomplishment. i like to see more car police. so i can give out my business. i appreciate the importance of fixing the subway. i want a better subway. the reason i talked about opening the subway. i usually use the subway.

it's not academic. when i lear i would go -- leave i would go to van ness and the subway is real for me. i want go get the subway fixed. i want to get the subway open because it's something that i actually use and it makes my life easier. i want things to be easier. subway gets me to places quickly. we have to prioritize turning the subway back on. thank you. >> chair borden: next speaker

please. >> you have four questions remaining. >> things go from bad to worse and m.t.a. is the agency of deficits and shortfalls. one way saving money is not going on these ridiculous projects as gary street, all that money was weared and should have been on new buses and drivers. this should have been 20 years ago. now you're stuck with the bill. essential subway another you should stop these ridiculous plans and use that money to shore up your deficits. this is a very wasteful agency. it supposed to done realistic

project and to the detriment of the public. your motto is we break it, you walk it and ride it. what's happening is that the -- the system has gotten worse. they are getting less ridership. make transportation system work. thank you. >> chair borden: is that everything? thank you for your comment. next speaker please. >> you have three speakers remaining.

>> good afternoon and directors. [indiscernible]

>> chair borden: are you still speaking? are you done? i don't know if you got cut off. your extension was not strong. ms. carter? maybe we'll go to the next speaker. if she got cut off, we can her back in. >> you have two questions remaining. that financial >> i'm an engineer with the sfmta and the capital program construction division and member of local 21. i worked for the city for over 17 years. i'm proud to work for sfmta. in 2020 i along with staff has become more than an engineer. i alongside with others at sfmta

staff became covid disaster service to getting from it seat and agency. we have to keep our passengers and operators difficult. we have worked in cleaning our businesses and i and others, we're working in it san francisco covid command center. in this great city, i i know the board is asking scad to? up with -- federal relief knowledge just passed is going >> president breed: is calling for $20 billion for the relief

ate aid. we have the fondling to asset fund -- now we'reasking you to t that support it. thank you very much. >> chair borden: next speaker please. >> one second. hayden miller. i wanted to comment on sole of the successes but also the failures of m.t.a. this year. somebody who rides the 38 everyday it's been great to see the temporary transit lanes implemented. one thing that the agency struggled with is the covid response. you will see in my letter,

m.t.a. has said, they are not up to par like, people are not wearing their masks. there's no hand sanitizer on the buses. it's kind of like out-- outrageous. we should be investing in safety now during a pandemic. you spoke about being grateful for the staff. i feel like as i mentioned earlier, the front line staff, i don't know they feel that way. they don't feel like they have been taken care of now. they've been coming to work everyday. it's a -- it's really dangerous. we need to take better care of

our frontline workers and passengers. i think the m.t.a. really needs to work on that. thank you. >> chair borden: next speaker please. >> you have one question remaining. >> yes. i would like to thank them for their presentations. wasn't focused on where enforcement number efforts, the number and congregation where parse -- to take place. going forward, the issue is to help your bus operators with

keeping the path clear for their moving of the people by as i exthere a 24th to mission, cars just parked wherever they want. and it block the bus going for review he goes. there's a problem with not sufficient parking for it food delivery people or an yet they are blocking major bus line. it's very difficult to get -- docitations where they are

warranted. also, somebody text messaging is very annoying when you're watching it online. thank you very much. >> chair borden: thank you. reminder to anyone on the call, if you're not speaking, please yourself on mute. i see people are not on mute. your background sounds can be quite loud. next speaker please. >> you have zero questions remaining. >> chair borden: with that, this item is back before directors. are there any final comments before we move on to our next

item? >> director lai: i want to make sure i understood the comments, i heard staff presenting that we have not had community spread within the agency but also heard one of our parking control officers calling in, stating that there is an increase in covid cases. in >> in the cases of sfmta our staff are tracking lower than

the local average. with one exception as well as central subway project, we have not been able to establish any workplace transmission based upon our extentive contact tracing. the cases have been random and attributable to community spread. that said, covid is terrifying to our front line personnel. we take it very seriously and we continue to emphasize not only all of the protective measures that we ask people to do in workplace to keep that up but to also spread the word about that and maintain precautions at home. we continue to be very proud that we have one of the lowest covid transmission rates of any agency of our kind. >> director lai: then follow-up

question about vaccination for workers. i believe i saw transportation service providers should be under phase 1b. my understanding was that was still the vaccination plan but there's been discussion at the state level about going to basically just an age-aced rollout and wondering what that means for our workers and then also if we've done any kind of anonymous polling within our own agency as to our members, our staff willingness to take the vaccine if and when available. >> director tumlin: this has been in the press a lot last week. transport workers are in phase 1b tier 2. the state seem to have announced that after they complete phase 1b tier 1, they will be switching to age-based

distribution center t which means transportation workers are no longer in the priority queue. other labor unions throughout the state of california are deeply concerned about this, particularly all of the frontline workers who have been working all through covid. that aid, the vaccine is in short supply, state has the control over it. we are pursuing all avenues in order to rectify that problem and get your frontline workers vaccinated if they want to. currently the position the city, vaccination will not be mandatory. indeed, we have some evidence that there is a share of workforce who will not want to be vaccinated. but the majority very much do want to be vaccinated. we want to make sure those vaccines are provided.

>> chair borden: director yekutiel has a question? >> director yekutiel: this is a question probably to you and director tumlin. i want to get a sense of kind of a larger question about this workshop. director tumlin, you mentioned you want this to be an opportunity to get some direction from the board on these big questions. seeing how the agenda is mainly presentations and questions on us, my question is, where do you want -- where the place that we give you that direction? there's a lot coming in here. there's a public component of this. i worry that at the point of this to get some clear directives on these major questions. i'm wondering where you want that to happen. there's like a distinct place for that to happen?

>> director tumlin: this is the information part. later this afternoon, there are some specifics that are built in the presentation. you will see those. then tonight, you'll have a homework assignment to come back to us at 1:00. that will help to reveal some of those. we got a lot more tradeoff questions for tomorrow. as we go along, if you want to express like this is more important than that or you better hold on to this and that -- feel free to contribute those. we have whole team taking notes. if you want to just listen to get all the facts, that's also good. >> i presume, my colleagues and i reviewed the slides in advance. if there's new information that's not in the slide, maybe

cover those. we got 80 slides for today. maybe we can just move quickly through those. thanks a lot. >> director tumlin: we were told to prepare and read them and look at them and think about them. i'm sure the other directors did. same with director eaken. trying to figure out what's the best use the staff's time. i'm not presume to be overly directive in my question. i'm trying to make sure do i this right. >> chair borden: we do have a little bit of situation where apparently public comment was not working well and people were not able to get through. i'm going to open public comment for people weren't able to get through or dropped. you have to 10 if they want to speak. this is on item 7. this is for anyone who missed it

or was dropped off the line or had their time cut short. >> the number is (888)-808-6929. the access code is 9961164 you do need to dial 1, 0 to be added to the speaker line. you will get a prompt that will tell you're entering question and answer time. this is public comment period. >> you have three questions remaining. >> hi i'm nicole christian. i'm with seiu local 10. i have listened patiently waiting for public comment on some of the things.

few of the items that i see particular problem is the safety and well-being of front line workers. lot of times people say frontline, they're thinking just muni drivers. there are many more frontline workers. we have p.t.o.s, car cleaners and we have customer service staff and street ambassadors, all of these are frontline workers that are being put at risk. one of the things that is most notable to me is the car cleaner position. we supposed to hire 50 new car cleaners. those 25 are tempt exempt instead of a regular hire. which speaks to the disingenuous nature of having staff morale being number one importance.

if those people are hired directly hired and not tempt exempt hired, they have a pathway to city employment. they have a pathway to retirement. they have a pathway to union wages. tempt exempt they can be let go at any time. that does not inspire confidence. going forward, you really need to look at the health and safety and car cleaners are number one this that aspect of health and safety. >> chair borden: next speaker please. >> you have two questions remaining. >> greetings sfmta board members. my name is kimberly. i'm an active member of the seiu 1021 and union steward and on

the seat committee. i want to clarify some items that i heard in item 7. jeff, you indicated that we had a culture of one that was -- that is not the case. by the way, we don't need food to be jolly or happy. we only need respect. we meet monthly only about 10% grievances are acknowledged or followed through. we expressed in our last meeting that we are not being heard. we want the executive leadership to be more transparent when it comes to the needs of seiu issues. as far as the field operations, there are lot of issues going on and it's getting worse. director tumlin, tom mcguire,

julie, we're all employee meeting on november 10th, whereas still operation staff poured their hearts to you about their grievances and e.e.o. issues they are experiencing now. they were initially happy when you took the time to hear them out. now all of sudden they are retaliated upon. at least three of the five that were on the call. the culture you have described is not what is occurring. the racial equity plan is no help to them as most of this plan will not go into effect until 2023. our guys need assistance now we have a culture of racism and employees being passed up on promotional opportunity. whereas your number one you're woman latino you're being passed up. not to mention name calling --

[indiscernible] >> chair borden: thank you for sharing that. this is very important information. thank you. next speaker please. >> you have one question remaining. >> good afternoon, this is pete wilson. thank you for having me on. i want to say thank you for director tumlin and others for pointing out or saying and stating that avoiding it layoffs is number one. we appreciate that. hope that continues to be so with the appointment of a new secretary of transportation pete buttigieg in washington d.c. one of our concerns is safety of our operators. did get notice that another operator was spat upon

yesterday. that is a frequent occurrence. we have brought this up before. it is unfortunate that somebody brought up the idea more masks and sanitizer on the buses. we appreciate that. i don't know what is the answer more security on the buses or what. we never hear about people being caught for these types of issues and it's a major safety concern. i have a concern that i expressed before to jeff and julie and others. i'm hoping that the tokens do come back. we do have nice fancy new cash receiving machines on those buses. they do serve some excellent purposes. they won't let people put in a $50 bill anymore. on the other hand, they only one nice crisp bills. people are standing there as we're getting more people pay cash again. they're breathing on the operators. please bring back the tokens.

it's good for the environment so we can reuse them. as somebody from seiu pointed out, hiring of people, not making them union members, not give the benefits of a real job, i feel for you. we also have that with t.w.u. members or positions as well. t.w.u. represents the disease control investigators tracking covid throughout the city and county of san francisco. thank you very much. >> chair borden: are there any additional callers on the line for item 7? >> you have zero questions remaining. >> chair borden: with that, we'll close public comment. unless there are any final comment. we'll move on to the next one. item number 8. >> presentation and discussion regarding post-covid recovery programs and projects, vision

zero progress and plans, priority settings for transit service and delivery and capital investments. >> director tumlin: we are little behind time. as requested by the board member, we can cut straight to the point in order to focus on issues we're asking for guidance on. >> thank you director tumlin. my name is sarah jones. i'm the sfmta planning director. it's really an honor and a pleasure to talk about recovery planning here with you today and for reasons that we all know well. what we need to do and what's before us is actively transitioning our emergency responses to support in the post-pandemic, those things that the last 10 months have shown us

we very much need to prioritize. that is equity, economic recovery and something that's really crystalize with our sense and use of street of public space that supports the city. recovery planning feels to me like what we're doing is building a bridge across a gap to our post-pandemic future. of course, i know a bridge has features that you need to use on both sides such as a safe path of travel that's free of obstacles. much of what we're doing in this emergency will be needed taken desired in the recovery and beyond like that safe path to travel. a bridge has been that you don't need on other side. you need it for the gap like suspension cables. where we're now, we will not always have the same limitations that we have now on muni service. we will not always have the same level of need to help businesses dig out of this very deep hole they have found themselves in.

during our recovery, we very much do need to do so. in building our bridge, we're thinking about what might be on the other side. really, what we need to think about too now is a sound and stable way across this gap of recovery. we have great tools for that in this agency. of course during this pandemic, we've added more. we're going to need to be collaborative and wholistic. we need to be bold about taking action and trying things. we're going to need to be iterative and make adjustments in what we do. we will need to stay focused on the objectives, the purposes and the values of what our multimode of transportation means for the city. recovery planning is something that we have to be thinking about on two levels now. first there's the practical matter of future listing of the

emergency order and expiration of the emergency response approvals that will come 120 days after that. we don't know exactly when that will be. we really know that we need to get ahead of that. we. don't want to be scrambling. we have a need to start establishing a sense of stability and certainty. then there's also the level on the ground situation of increasing activity. it's definitely already happen since we first went into shelter-in-place. it's going to continue to happen and we need to be able to support levels of reactivation and reopening as they go. in these next slides i will talk through both levels and go through our emergency programs and how we're going about making them stick. i'm not going to be going into

in-depth. i want to give you a sense what you're going to be seeing over the next several months. let's start with our streets as public spaces. the shared spaces program is something that has been a multiagency collaborative from the start. the overall lead of the mayor's office but our agency lead is monica. looking ahead, we have been working with the mayor's office and our other agency partners to create a epermanent -- permanent shared paces program. which will be an opportunity for businesses to engage with the street in another way than they did in the past. that's going to be coming to you. we're dealing with many critical considerations in that. that are spanning the practical and revenue side of it and also some big policy issues that are

raised particularly around equity. now we'll move on to shared streets. this is a really good example of what i mean by bridging. slow streets was established within emergency response purpose of social distancing. it has a really important recovery purpose of being a part of a network for travel that will be needed to supplement limited muni service. then in the long-term, once we're out of all of this, slow street has been a great way to advance many of our values here at sfmta. in looking at slow streets we have a dual effort. one is to create and ensure our recovery network that is not necessarily all will be permanent but also isn't

depending on this time limited emergency authorization. then the second part of this effort is to start bringing forward streets for permanent slow street designation. you start hearing about those a couple of weeks ago. then we have kind of a street area that i think about as recreation streets, which is really a new definition of understanding of purpose of our streets and our spaces. this is about the three big car free areas that were established for emergency purposes on upper bay highway and golden gate park. the first two of these are under the formal jurisdiction of the recreation parks department. we're working with them on those. first one is upper great highway. we are doing lot of traffic

calming and diversion on the neighboring streets to deal with the current condition. we're working with rec park on what their recommendation is going to be for a post-emergency project that looks at how this might work in recovery. we're looking ahead to a joint hearing late they are spring on that between this board and recreation parks commission. golden gate park, the car free path opportunity spans the entirety of the park but of course the real focus has been about j.f.k. drive east. again, in partnership with recreation and park department, we've been working with the museums in the park to support their need for access during this emergency period. looking ahead, we're participating in a working group that's been convened by the

county transportation authority and the outcomes of that group as well as further outreach and lot of input on this issue is going to inform rec parks recommendations on j.f.k. drive. it's likely possible that process is going to identify complementary improvements that are under sfmta's jurisdiction to support access to golden gate park. you'll have a joint hearing on this what we're looking to later this spring. twin peaks it boulevard. we got a preview of this couple of weeks ago. you will be considering the proposal in an upcoming hearing. the panhandle protected bike lane. that was a situation we in more spaces needed for cars.

particularly in the social distancing situation, much space needed for bikes than for people walking and rolling. what this project did adjusted for that and rebalanced that allocation of space a little bit. while it was done for social distancing, it serves good purposes long-term. at this point, they are planning to bring that forward for action in the future. now moving on to transit. clearly, this has been a huge focus of what we have needed to do to support people in this emergency. in the emergency and beyond, our transit riders need and deserve the very best that we have to offer in our multimodal system in the city. huge amount of focus making sure transit is available to support the essential business of the city during the pandemic and

people conducting it. first the temporary emergency transit lanes are tetls. it was looking ahead what the need will be. we saw the travel time savingses that we were happening with shelter-in-place. we recognized right away that congestion was going to rise as activity increases. it's essential preserve to travel time savings from that congestion. looking ahead to on the tetls, there's going to be some going forward. but really taking action on the evaluation and outreach support coming recommendations on permanent for the tetls. then the service changes, this

has been just a heroic effort. amazing team, mostly women, what's happening with service changes, we are going to be coming up on a year since the service changes first went into effect. the tetl equity analysis will be coming before you. later on in the fall, really talking about a holistic and thoughtful approach to managing service during the limitations that we have during recovery. some of our non-physical and yet, still really important meaningful programs, one of them is the essential card helping seniors use taxis as one way of filling the gap that we haven't

been able to do with transit. annette williams it leading this. this is a really welcome addition. we need to figure out how it stays in the picture as we think about our whole picture of paratransit. our ambassadors, this was a new program created. we have evolved and leveraged this and revamped approach to support and fare compliance that's under kim burris, the security chief. to give a shot out to the crossing guard who pivoted to supporting transit riders during this time when unfortunately, their services were not needed for schools.

transportation demand management. this is not something a specific program as a broad and really critical area of engagement. this is led by john knox white. we have worked with other entities across the city who need and use transportation. basically everybody to really get a ahead of congestion and make sure that people aren't burdened by having no choice other than driving during this time. this is my conclusion. even though this slide talks about challenges, i really want to end on a high note here. the reason that we have these challenges is because of our commitment to playing the role that we need to play in recovery. there are deep needs in the city. there's a lot of uncertainty. we are navigating it together. with that, i will wrap up. i don't know if you want to take questions or go straight into

the next presentation. >> chair borden: are there any questions? i know director heminger has a question. >> director heminger: thank you madam chair. i've got couple of comments. maybe i can help us transition to little direction giving here. i want to talk about three of the strategies that were described here. i guess my answer to the three is -- [indiscernible] i do believe making the shared spaces permanent makes a lot of sense. i think it's been a real silver lining in a very dark cloud that we have hovering over all of us. i do worry, though, long-term about the question of cost rory. -- recovery. we're giving up lot of spaces.

i was encouraged to hear that issue is being considered. in terms of looking forward to a decision by our agency on that question, cost recovery is going to be uppermost in my mind. i'll note just parenthetically, right now, those shared spaces are allowing lot of restaurants, i think to stay open for business. i think those shared spaces will be inevitably valuable. lot of people will want to eat outside even if it's allowable to eat inside. i do think there's a place for us to have a meeting of the minds. on the question of slow streets, i think it's been a another clear winner that we have improvised our way into during

the pandemic. maybe my yes-but answer may sound trivial. we got these all over the city now. they sort of look like hell. i hope one of the questions that we're looking at is if we're going to make them permanent, can we avoid having a bunch of busted sandbags all over town? finally the transit lanes, which we have been doing for some time. these are emergency lanes. what i would hope we can do is take advantage of the time timesavings they are providing y getting more rapid bus service on those transit lanes. that's rapid with a capital "r."

i know we had to put that aside. now we're looking at a future where we can start bringing stuff back. can we bring more lanes back, lines back as rapid transit? my answer on all three is yes. i do think the details are going to matter on all three of these and more. thank you, madam chair. >> chair borden: thank you director heminger. i see that director lai has a question. >> director lai: thank you. i'm going to state them as comments. two points one on the shared spaces. it's great that we're going to move towards looking at permanency. i see that as a great

opportunity for us to take stock on the equity question around shared spaces. i just don't mean how we're distributing them citywide but balancing the private versus public interests. that will be very important to me. i agree with director heminger about the cost side. the equity side is equally important. just hoping that as staff continue to try to be more efficient with your outreach efforts, this hearing perhaps leaning more heavily on virtual resources that were not forgetting to capture our community and those who have limited access to virtual meeting. i'm sure staff is going to be covering their basis.

don't want to forget that it's really important that we're going fast but we're capturing the range of folks. >> director yekutiel: being restaurant owner it saved lot of my peers spaces. there are lot of folks who are looking forward to investing in their shared spaces over the long-term post-pandemic. just to reiterate that this program i think could do lot to actually make small businesses in san francisco little bit less burdensome. it's very expensive to run a brick and mortar small business in this town.

shared spaces program is a little bit of relief that people are taking advantage of once the pandemic is behind us. on the slow street front, i would love for the -- i believe it will be the planning department within the agency to come up with a proposal, what a city wide connected slow streets program would look like versus piecemeal, versus one by one. frankly, just from the perspective of advocacy and unity around what a big bold project would look like post-pandemic. if we're looking at kind of how we think of a long-term impact, i think it will be a lot easier for advocates and folks just thinking about the city's

long-term urban infrastructure to get behind what a citywide design and network would like like versus piecemeal one by one. would love to see what that looks like versus closed corridors the weekend. thank you so much. >> director hinze: i wanted to say to director -- >> you're speaking my language on that. talking about a network and connecting with kind of the destinations that we really want to serve. i think that's a key piece of slow streets in recovery. it needs to be a network because it's serving to compliment other

transportation options that we can offer. it really needs to work that way. thank you for that comment. >> director hinze: i have a follow-up question. to director yekutiel point, last week, we were sort of informed that there was 75% -- [indiscernible] to be considered permanent. i want to make sure we're doing the appropriate level of outreach and taking everything into account.

>> vice chair eaken: i want to align myself with director yekutiel's comments. please bring the board network connected protected streets citywide. we had a workshop with activist asking for that. we were told we would see it at this workshop in february. in that regard, i see regularly both j.f.k. and great highway is part of transportation network. i see them as recreation

streets. those are key parts of citywide transportation network. i want to make sure we're making that point. i think that's the right idea. i i can follow-up and have another conversation with john knox white on this. i want to know what more we're doing to encourage people and walk and bike during this time. it goes beyond infrastructure and street piece. >> chair borden: let's move on to the next presentation. [indiscernible]

>> good afternoon. i understand that we need to move through the slides quickly. i will work to get through this in under 10 minutes. this afternoon, i'll be sharing updates on trends in progress in 2020 as well as themes for moving forward in 2021. our fatalities have been holding steady. this is the lowest year since 2014 with number of deaths and fatalities. we found increase in vehicle collisions and motorcycle fatalities. we had an overall decrease in injury collisions. all many cities and around the

u.s. have seen an increase in fatalities this past year. we do know that we have much more to do. we advanced systemwide upgrades through our programmatic work including leading pedestrians in the role of walking speed and upgrading intersections with daylighting and crosswalks. we launched air chinese language campaign.

we heard from the board in october as well as from advocates and the public we need to improve our communications around the work that we're doing and our vision zero. we developed a dashboard highlighting our work, especially around the engineering improvement. the image you're seeing is a still snapshot of an interactive dashboard that's available live now on vision zero website for m.t.a. website. when you click on any one of these icons you will get more information on the metrics this is an evolving product. there will be updates especially as we undate the strategy this

year. we want to make sure that dashboard is reflecting those new commitments and reflecting new ways of measuring our progress that you are interested in. we would like your feedback on this dashboard to make sure that it is communicating our progress. also building on conversations from october workshop for vision zero with the board, we heard lot of feed back on our approach. i want to reflect back on some of the direction we're heading for 2021. through 2020, we had completed or planned quarter level projects for over half of our network. through quick build, the we anticipate engineering to build out the remainder of the network that we have. looking ahead, we plan to continue expanding our program with 10 new corridors in the pipeline for 2021. we are going to be accelerating our program wide systemwide tool

that we know are working. things like daylighting and pedestrian intervals and we'll looking to exhaust and innovate around authority to lower speeds. our expanded quick build program reflects how our approach to safe streets evolved moving away from large capital projects and focusing on those cost effective approaches. even within the quick build program, i want to highlight that there are ranges of treatments that we can do. within our quick build program, we can deliver just paint and post, for very low cost per

smile. deliver a more comprehensive quick build project that includes, paint post, signal and concrete. quick builds have been an effective tool to slow speeds and reduce conflicts. not every street can be redesigned because of the geometry of the streets. that's where lot of our systemwide tools come in play. we are continuing to expand in 2021 with the systemwide tools balancing costs and impact. we're kicking off daylighting project on the -- we heard that you like more cost in trade-offs for the tools we're deploying.

i'm sharing high level information. if you're looking officially, you can see with daylighting and upgrades, these are very low cost and effective tools that we're able to deploy systemwide across our hiin network. with red light cameras these are much more expensive tools than like daylighting. unlike daylighting, red light cameras are intended for more

target development. we move ahead, we will continue to focus our resources on these low cost proven tools but also using our more effective tools and targeted but more limited capacity. lastly, we're focusing being innovative. implementing our first 20 miles per hour neighborhood this spring in the tenderloin will be reducing speed limit on market street. we're going to be pursuing these local changes while advancing state level work to support changing how speed limits are set. which will give us a lot more flexibility especially on the hiin street network.

we'll continue to seek state authority. all of this work exists within a commitment to equity and we know that we have vulnerable populations, drug users and committees that are disproportionately burdened by traffic fatalities. we're looking to elevate this commitment in 2021. we made a commitment in our strategy that our work should not exacerbate any unequities that we have. we want to think about that as we move to update our strategy.

we'll be revisiting the strategy thinking about the commitment we want to carry forward, new ideas or strategies you like us to consider and evaluating gaps in areas that need to be address. we'll have a survey launched in few weeks. we're doing office hours, seeking input on questions, thinking what we eliminate and what we do differently. looking ahead, we'll have a survey we'll launch in mid-february to get public input. we'll plan to revisit the board

in the spring to gather your additional feedback and we're aiming to have a draft strategy to circulate in the summer with a release this fall. we still have a lot of work ahead of us. we do think that san francisco is making real progress in the investments we're making. as a city an an agency, we remain committed to the goal and appreciate the board support and also for the board leadership in embracing innovative change. thank you.

>> chair borden: do you have any questions at this time before public comment? >> vice chair eaken: thank you so much. i want to say the dashboard is look really good. thank you very much for being responsive to the request from the board vision zero team. really great to see that. i guess, i'm clicking around on the website as you invited us to do. i'm still not seeing where we need to go. i'm seeing like 7 miles of protect bike lanes in 2020. i'm not seeing staff to get to vision zero. how many miles protective bike lanes we need.

love to see that as you evolve and approve upon the dashboard. i'm totally disheartened, heart broken that this year we had more fatalities than in it previous year. i guess i was hoping against hope that with v.m.t. down and so many people working from home, we might have a better year. i just wander, the same way we need to set a trajectory for all these other pieces. i sat here with my notes over the weekend. literally mapped out, we had 29 fatalities in 2020. in the year 2021, if we're on trajectory, 22. then 15 and then 8 and then zero. have we done that thinking about how these numbers need to move so we know we're on track to not

take the numbers seriously. i don't know. that data belongs in your dashboard as well. the number of fatalities and injuries and trajectory towards what zero actually looks like. >> thank you director. we do want to reflect as we go through the update to the strategy, really reflect some of the new goals and metrics within the dashboard. i do certainly expect that the metrics that you're seeing and the dashboard are going to evolve overtime. i think an important metric that we're expecting to be released soon is the severe injury data from 2019 and 2020. lot of the data that we're

relying on now is from our police department. we know that our severe injure data which linked in the hospital record is more accurate reflection of injury severity. >> director heminger: i know

you've been doing a boat load of engineering especially in the last 5 to 10 years. we're not getting the output. we got plenty of input. we're not getting the outcome we want. i know that you're going to spend lot of time in sacramento trying to get automated enforcement. i realize that is a linchpin to maybe a quantum leap on this bar chart. i want to ask again, i think i raised this question the last time we talked about vision zero at length, what can we do in the meantime? especially what can we do in the meantime on enforcement? i know the engineering efforts is going to continue. it's only going to take us so far. what will it take for this to be a priority with the san francisco police department? they are the guys who hand out the tickets. is there a partnership we can forge there.

i know they got lots of other priorities. this is 20 people every year. can we get them interested in another effort? >> one thing that's changed over the last couple of years on the engineering side, we have tool box to throw everything we got. ryan talked about how we use every tool we got. it's little harder what the equivalent that will be for enforcement. is we don't end up inadvertently

that has something unintended and really bad racial inequities on certain neighborhoods. we start this in 2014 with a commitment from the police department to do something we call focus on the pod. that was a good goal. that was a goal to get the police to focus on the behaviors that our data, we found out from data, are actually killing people, getting away from ticks and focusing on especially speeding and the other behaviors that kill people. however the overall pie of traffic tickets has shrunk since

the number of tickets written in 2014. some of that's covid. it's a little hard to say we can get this level of commitment in calendar year 2021 for two reasons. number one the spreadsheet -- we want to be part of a larger effort within the police department to reduce the racial equities actions. that's it. that's not the answer i would have expect to give to you in 2014. >> i know that's large in the legislative negotiations as well. i'm mindful of it. i'm not sure that should be used

as an excuse not to mount any effort at all because there may well be racial disparities in the number of people being killed. we got to find a way to get to a better outcome. we're just treading water. i know it's a frustrating thing. i'm sure the staff and the advocates that we tried a lot of new ideas. you said, tom, we're sort at the bottom of the tool box. i just worry that we're waiting for sacramento to save us. that's not great a strategy. they take a long time to do something even if it seems so obvious. i'm just looking for us to be able to do something to mount an effort before, assuming the best

case scenario, we get legislation from sacramento. >> as we look at cities around the world, even here in the united states, san francisco results are as far as we can tell the best in the united states. all of our peer cities are experiencing significant and many cases record breaking ups in pedestrian and cyclist fatalities. that we're holding steady. it's miraculous, particularly when we have the full power of the state and federal government working against us. the state government prioritizes motorists convenience over safety and has for the last seven years. -- we see the mass of vehicles

are at record breaking early ins. elon musk is tweeting the dwight delight his new cars can go from 0 to 200 miles an hour in a matter of seconds. this is what our motor vehicles are being designed for. it's not even just the convenience of motor vehicles. a crazy aggressive behavior. that is celebrated in our streets and our culture. this is what we're up against. we're all ready to go to sacramento and really fight for what matters we're going to continue struggling with our tiny budget. >> i know it's what we're up against. maybe you're of glass half full

high. our vision is not to kill fewer people in new york. our vision is zero. i guess it doesn't offer me a whole lot of comfortable that in a lot of other cities -- >> director tumlin: nor it shouldn't. we know what is necessary to get to zero. the most critical things on that list are outside of our control. >> yes, agree again. i will stop here. what do we do in meantime? it has taken us a long time to get to where we are in sacramento. which is no bill. it's probably going take us a longer time to get to a bill. even if we do so, we're talking about a lag of two, three, four, five years. seems we ought to put on our thinking cap, what can we do that doesn't rely on sacramento?

>> director tumlin: we have some ideas for you. we're happy to about those ideas in more detail. next thing on the list will be extremely unpopular. downtown portland succeeds in its slow traffic fatality rate. all of its streets are timed for 11 or 12 miles per hour progression. >> chair borden: we have another question from director eaken. >> vice chair eaken: i wanted to directly respond director mcguire put on the slide a question. investments in infrastructure, education and outreach. i think i heard you director mcguire earlier say, it's one of air value. we want to be inclusive of the community. i want to provide some direct guidance and feedback on that question.

which is that if we know, statistically based on 15 years of data that director heminger referred to, if we know people will continue to be severely injured and die on these certain streets, i'm willing to move in the direction of more infrastructure less outreach.

>> chair borden: at this point, director lai will hole on to her comment. we can move on to the next one which is fast frequent service. >> we'll keep this as short as possible. as we think about how to restore service, i think there's a lot of lessons that we can take from the core covid network. muni really shines when it's quick and customers can comfortably transfer from one route to the next. but the covid network had some difficult tradeoffs as we talked

about. as we restore service, really think about how about restoration of downtown and the tourism industry. we think that service restoration is an opportunity to start a dialogue with san franciscans about the transit system of the future and what it looks like. how frequent would the core network need to be for people to make seemless transfers.

how we close budget gaps that compromise quality and rider's trust. i'm grateful as we head into this journey to have all of you and to be supported by incredible transit management team. we had bunch of questions at the e