thank you, director tomlin.yes, i wanted to thank director hemminger for his comment about risk and being transparent about risk. the reason why the subway is working better today than it has in decades is not because we have more resources, but rather because the team has been really thoughtful about risk and communication in trying new approaches in order to operate it better and maintain it better. i think we've learned a lot over the last couple of years about the necessity of being very up front and transparent about the risks and things that we worry about and tracking those over time so that we can make course corrections continually as well as build trust. the presentation that dan , i believe gave to the train control subcommittee had a much longer discussion about risk, which dan also presented to the entire executive team and will be using as a model moving forward so that we're continually reporting on the things that are worrying us, whether it's schedule or cost or installation concerns or contract

thank you, director tomlin.yes, i wanted to thank director hemminger for his comment about risk and being transparent about risk. the reason why the subway is working better today than it has in decades is not because we have more resources, but rather because the team has been really thoughtful about risk and communication in trying new approaches in order to operate it better and maintain it better. i think we've learned a lot over the last couple of years about the necessity of being very up front and transparent about the risks and things that we worry about and tracking those over time so that we can make course corrections continually as well as build trust. the presentation that dan , i believe gave to the train control subcommittee had a much longer discussion about risk, which dan also presented to the entire executive team and will be using as a model moving forward so that we're continually reporting on the things that are worrying us, whether it's schedule or cost or installation concerns or contract

director tomlin. direct to answer director henderson's question, this is, as staff described, they are working on detailed design for a longer term solution that would cost more in capital resources than we currently have access to. so again, this is a short term impact movement that is aimed at helping us get the resources that we need for a much, much longer term fix. but one of the things that i'm hearing from all of you is that the direction that we had heard to move really, really quickly in order to maximize safety of the network to the extent that we could, given our staff constraints, that's and our capital resources that we have aired that we have, we have moved too fast. and you would like us to slow down the pace of the improvements in the network in order to bring you more up to speed on the design details and present some of the choices that i think staff have resolved at the staff level and perhaps do spend a lot less time on rapid expansion of the network and instead spend more time on

director tomlin. direct to answer director henderson's question, this is, as staff described, they are working on detailed design for a longer term solution that would cost more in capital resources than we currently have access to. so again, this is a short term impact movement that is aimed at helping us get the resources that we need for a much, much longer term fix. but one of the things that i'm hearing from all of you is that the direction that we had heard to move really, really quickly in order to maximize safety of the network to the extent that we could, given our staff constraints, that's and our capital resources that we have aired that we have, we have moved too fast. and you would like us to slow down the pace of the improvements in the network in order to bring you more up to speed on the design details and present some of the choices that i think staff have resolved at the staff level and perhaps do spend a lot less time on rapid expansion of the network and instead spend more time on

director tomlin. direct to answer director henderson's question, this is, as staff described, they are working on detailed design for a longer term solution that would cost more in capital resources than we currently have access to. so again, this is a short term impact movement that is aimed at helping us get the resources that we need for a much, much longer term fix. but one of the things that i'm hearing from all of you is that the direction that we had heard to move really, really quickly in order to maximize safety of the network to the extent that we could, given our staff constraints, that's and our capital resources that we have aired that we have, we have moved too fast. and you would like us to slow down the pace of the improvements in the network in order to bring you more up to speed on the design details and present some of the choices that i think staff have resolved at the staff level and perhaps do spend a lot less time on rapid expansion of the network and instead spend more time on

today's special guest is jeff tomlin. >> hi. you are watching san francisco rising. focused on restarting, rebuilding, and reimagining our city. our guest today is the director transportation of the sfmta and he's with us to talk about the agency's 23-24 budget with the muni equity strategy and new projects across the city. welcome to the show. >> thank you it is good to be here. >> i see the sfmta's budget for 2023 and 2024 has been approved. how will it help provide a strong recovery during the next few years for our riders, operators and staff? >> it has been a challenging couple of years. covid wiped out the basic finances. our agency is funded primarily from transit fares, parking fees and a fixed set aside for a general fund and covid has meant we have lost more than half of our parking and transit for revenue. we are not expected to recover them until 2027. this budget takes a one-time federal release funding and spreads that out between now and 2025. and our task is to rebuild trust with the voters that sfmta can actually deliver on their goals and that inclu