Transcripts For SFGTV Municipal 20240704

Identify speeding taxi drivers, speeding. And were developing a program to coach and retrain drivers to improve safety outcomes. Were also updating on vehicle camera requirements, and we do Service Audits out in the field. So we have Enforcement Team go out in the field and, test the dispatch services, request a ramp taxi test Response Rates, look for customer service. So thats an ongoing program. The point i want to emphasize on this slide is that we, imbue our work with a culture of care. And i know thats important to that, to the board. Its very important to us as well. So, how we support each other internally and then how we serve the public is critical to how we function. And, its part of everything we do. We the certificate on the right in the slide shows, its a certificate that we actually handed out to every staff member honoring each person for their years of service. And, at the end of handing out all of the certificates and announcing each persons years of service, we had the team guess how many total years that we represent our small team. Any guesses, its almost 350 years for a for a small team. So. And 40 of that was Annette Williams about im about 25. So weve got some longevity. But but its important to us to honor and support the team and again, and pay it forward into the work we do at the community. Im not going to mention too much more in this slide. I think ive covered a lot of it already. And, we, we love having the opportunity to talk about efficiency and innovation with our team. Its embedded in everything we do. And i think its really great to have the opportunity to share some of the efficiencies and some of our efficiencies in innovation go way back. So they started in the 1980s when a developing our paratransit program, we included taxis in paratransit, and that its been a crowd pleaser. The satisfaction for paratransit is very high. Were at a 92 satisfaction rate. In our last survey, which was done in 2022. Yeah, really good numbers and, whats really great is that its not only a crowd pleaser. So the community likes taxis and our, you know, its an important part of paratransit. But those trips are super Cost Effective for the agency. So if we did not have Paratransit Taxi Service and we didnt group our taxi trips and the group van service, wed lose massive efficiencies and it would probably cost us about 20 million a year more if we provided the standard van service. And of course, its important for us to provide that standard van service. Its ada compliant, but were able to offer a higher level of service that customers like, and that helps the agency achieve these massive efficiencies. So were also going to be the first Paratransit Agency in the region to pilot clipper 2. 0 on paratransit in 2025. So thats exciting for us, were streamlining the paratransit recertification for people whose disabilities are not likely to change. And so were implementing a short form for recertification. And that will help us achieve efficiencies, were doing a lot of work in the scooter share program. Weve, put in place some geofencing restrictions to help improve safety along the embarcadero, improve parking outcomes. Weve also launched a Safe Parking Program and offer an opportunity for the scooter permittees to get a reduction in the fines if they move the device faster. And so if we get a complaint that a device is blocking the sidewalk, the Response Rate prior to the Incentive Program was north of six hours. Now its about 45 minutes. So weve seen really great outcomes. There weve launched a number of public facing dashboards to focus on transparent Building Trust with the community and provide thing data. Weve i think we have about 2829 public facing dashboards, including scooter trips, scooter complaints and some taxi data. So theres a lot we have that were really proud of, and the team has even posted dashboards showing tnc wheelchair pickups not only in San Francisco, but across the whole state. So weve even done some work with the data that comes into the cpuc, because its so important for us to be able to track and manage that, in this next budget cycle. Were were also continuing our taxi upfront fare pilot, which we launched in 2022. And that allows customers to book and pay for a taxi trip in advance. It also allows for some third party trips to be provided on taxis. Those are trips that originate as uber trips that are provided on taxis, and weve seen great outcomes on that. In year one, weve seen an increase in taxi driver income that those that participate in the pilot, have seen their income increase about 40. Weve seen a lot of new drivers joining the taxi industry, so weve got a lot of exciting programs that were working on, and we appreciate the boards support through all of this. Thank you. Thank you so much, so ill talk briefly about the remainder of the agency, which is the six divisions that kind of quietly stand behind the other divisions and do all of the work that makes their work go, thats the Human Resources team, my team, the finance and it team, Facility Management and Data Analysis also known as the strategy team, the board of directors, which is the support for all of you, our external Communications Marketing and Outreach Team and our Government Affairs team, things that we plan on doing over the next year is well be working very closely with our policy makers to shape Autonomous Vehicle regulation. Of course, an issue very near and dear to my heart will be working with the Regional Transit agencies as well as state elected officials, to advocate for a Regional Transit measure in 2026. Arp 2. 0 is actually quite a big endeavor that is going to require at least three changes to state law, and weve already begun the process for advocating for those changes. And well be coming back to you this spring and summer to talk more about those efforts. And then, of course, the Communication Team, as always, is going to be leading our efforts to communicate our objectives to the public, particularly around projects. And you making sure that we are reaching out to our marginalized communities and using our social Media Channels and media media partnerships to proactively tell all of the good work that our agency is doing. On the efficiency side, my team will be working with the Controllers Office to simplify our financial restructuring, our financial structure when it comes to project reporting, which sounds like a small thing, but could actually completely transform the way that we do the accounting for our what appears to be in the system. Over 3000 active projects, which could potentially mean that were able to put together lots in dribs and drabs of projects that have been physically closed but not financially closed. And put together tiny little pieces of money like a snowball to create something to fund some of these unfunded needs, the Asset Management team is working on an electronic Asset Management system that could automate inventory control, making automating the process for identifying when more parts are necessary and ordering them will be auditing our utility use to make sure that were using energy in the best possible way, which will both reduce costs and make sure we meet our climate goals. And, thank you, chair kent. And then, will be, working will be implementing new web software so that we are making sure that our web services are accessible to those with different visual abilities. And as always, strengthening our communications with our customers and our colleagues. On the innovation side, we are implementing an electronic Management System to track and resolve payroll and Employee Relations issues similar to the way that we do when we have it. Service needs. Well be working with state legislators to modernize curbside parking. Thats part of our arp 2. 0 program, implementing best practices for project delivery and ridership recovery, launching a Community Liaison program out of the Community Communications team to build on cultural competency and build trust and then, as always, as we mentioned at the workshop, elevating the muni brand by entering into partnerships for sponsorships that help us come up with cool merch, so thats all of the great things about our budget. But i also have sad things to say. And that sad thing is that despite having 1. 4 billion, we have at least 150 million in unmet needs. And those needs range from, the fact that the state just passed automatic speed enforcement, at which were all very excited about, but there are no there are currently no capital dollars available to buy the cameras that would help us implement that program. We now have a partnership with bart where we have elevator attendants in the civic center elevators to make sure that your elevator ride is clean and safe. The we dont have the operating revenue to continue to support that program, as i mentioned on the capital side, we also have some maintenance, some of our, the maintenance related to our transit radios is coming off of warranty. So thats an expense that we didnt use to have that we now need to absorb in the operating budget that we dont have funding for and nonrevenue vehicles. When we think about vehicles in the mta, we think about busses and lrvs, but theres actually the tiny little gophers, the park actually gophers. I always call them gophers, but theyre technically gophers, we need to fund those so that we continue to so that we can move pcos around the city. And then all of our maintenance people have to move big, heavy tools and Replacement Parts around the city, and they do those in nonrevenue vehicles. And we do not have, the operating money in this budget to support some of those vehicles. Ted shared with me that he has vehicles in the streets that have been there since 1989. Thats a little bit old. And so they need to be replaced. So these are all problems that im going to be trying to solve in the next 60 days. And so i think that even though we have 1. 4 billion, theres actually so much need that needs to be met, and that doesnt even begin to address the need for all of our hopes and dreams around expanding service, meeting our climate goals, meeting our equity goals. Thats 150 million just to do the things that we have to do. We so what weve heard from the community. So far is i think theres been a general understanding that inflation hurts and things are getting more expensive, we have been hearing concerns about cost of transit fares and making sure that the changes are equitable. We hear a lot about fare compliance, and everyone is very interested in making sure that any changes in fares are paired with programing around fare compliance and then also making sure that there is a, a shared burden between our different transportation modes. When we look at increasing our fees, and , and our next steps, as i mentioned, the general fund is about to come up with the joint report. In the next 2 to 3 weeks, well be updating our general fund estimates. We will be working with the mayors Budget Office to make sure that we have our citywide pension, Retiree Health and other centrally calculated costs loaded. Were going to continue to work with our city departments to hopefully push down work order costs. Will air will be continuing to work with the labor teams to negotiate our labor contracts. And then, of course, were looking for ways to fund the strategic investment of transit fare inspectors that we have been talking about since the workshop. And all of this has to be done within the context of balancing the budget, meaning that what we spend has to match the revenue that we generate, so where we are today is were at the beginning of march. The next time that you will see the finance team is on march 16th, when we will present be presenting to you a change in the transportation code that will hopefully make all of your lives much easier and more transparent when approving the budget, and that will come to you on march 16th. Then on april 2nd, youll have an additional chance to hear about the operating in the Capital Budget on april 19th, you could have the opportunity to pass both the operating the Capital Budget or the operating budget or the Capital Budget. And then on april 23rd, youll have a Second Chance to pass the budget, which you could again pass the operating and the Capital Budget or the whatevers remaining that didnt get done on april 19th. And we do have to submit a balanced budget to the mayor on may 1st. The mayor will submit the budget to the board in june, and then the board will have an opportunity to reject our budget by august. If they take no action, then we pass and we are done, and that brings me to the end. So happy to hear your questions. Wow okay. Thank you so much. And i know this has been like two hours of presenting to the board. And also this is just a tiny fraction of all of the presentations and outreach and Stakeholder Engagement youre doing about our budget. So thank you for all of your hard work and diligence, colleagues, i know youve been sitting silent for a long time, but i think im going to ask you to be silent a little bit longer so we can go to Public Comment first, and then we can have our board discussion. Taking that comment into advisory. Is that okay . Okay. Who would like to speak on the budget . I do have some speaker cards. Nick, levi, rishi , simba, tina, martin. Chair. Is this a 1 minute or 2 minutes, given all of the substance we could do two minutes. Thank you. Okay, chair, you can board directors, director, talmud. Im going to be very quick because, you know, this is has been a long, long meeting and a long presentation. First off, i took the 38 today. It was 20 minutes faster than what apple maps said , which was incredible. And i thought i was going to be super late to this, i was not, bree has done an amazing job with a very hard thing, the one thing that i really want to kind of make sure to emphasize on and something that ive really appreciated, especially from this board of directors. It has been the ability to prioritize, you know, to achieve the goals that we have already set of being a transit first city and achieving these crazy climate goals that we need to achieve. And just like all sorts of things that are really important that we havent been able to achieve yet, dont stop doing that, especially for Something Like this, you know, we really want to push mode shift, making sure that we hit that 80 goal. Doing that could mean, you know, hard things like increasing, you know, parking fees and ticket fees and just all these other things that, you know, push people outside of their cars. And to make that kind of uncomfortable decision to potentially try a new form of transportation. And, you know, there are different ways to go about this, and you are all experts in this. So please keep prioritizing doing that. And, you know, especially when it comes to this budget, dont just fill the hole and make sure that we can get to the next year. Make sure that we can really, really like push that mode shift Going Forward and use this as an opportunity for that. Thank you, thank you. Next speaker, please. Hey, my name is rishi and i proudly took the 49 to get here. I kind of have this vivid nightmare of what happens if we raise fares. Ive just sprained my ankle and my rec basketball game and i hobbled to the bus stop and the sign flashes. Next bus, 29 minutes away, i overhear others say its three bucks each to ride muni. Lets just split an uber and the debt spiral begins. Now i get it, your guyss hands are tied in the immediate future, with fares and parking and service as kind of the only levers. And candidly, i think none of them are good. But in this forced reality, i strongly urge you to reject any fare increases or waiving of clipper discounts and any service cuts. I also have a bold ask. I think each of you should give a Public Comment at the soups and in sacramento, i request each of you to ask for more general funding. I ask for funds from the police budget, and i think you should ask for prop 13 reform to sustainably fund transit. So today we should be rejecting fare increases. But tomorrow i think we need to be advocating for the transit that we deserve free muni full service. Thank you. Thank you. Next speaker, please. A few more speaker cards. Tina martin, travis wilson, cyrus. Hall, tom radulovich, sophie pepin. Okay good afternoon. Amin. Almost night time, but, my name is pj eugenio, and im with sam khan, seattle Market Community action network. I urge you not to raise bus and light rail fares in order to fill gaps in sfmtas funding, we are here again talking about fare increase, i know that ridership is up, but not the same numbers prepandemic because working class families are havent recovered from the pandemic, and yall are trying to raise fare, do you really think that, do you really think that increasing fare will increase ridership . Right, if people are already struggling to pay the fare now, i feel like mta is out of touch with the people that they are serving or just simply dont care at all, if the fare increase happens, we are all going to be back here next year or the year after, and sfmta will present again on how they need to increase the fare due to low ridership. Stop putting hardship on the backs of working class families. Thank you, thank you. Next speaker, please. Good afternoon, board of directors. Or i guess its good evening. Down to, my name is zachary friel. I am a d5 resident and i work also at som. Can i urge the board to reconsider raising fares on muni as it will have significant impacts on transit riders like myself . I take the five fulton every weekday to get from where i live in Western Addition to where i work in soma, i do not have a car in the city, so i am very dependent on Public Transit to commute and to go to other neighborhoods in sf. As a student and a part time worker at a Community Serving nonprofit, i earn only just enough to make ends meet in this very expensive city. Raising fares on muni would be another financial burden for low income commuters like myself. To bear. And i urge you to push for policies that center and prioritize the needs of low income transit riders like myself. Thank you, thank you. Next speaker, please. Were getting two minutes or one. Two. Okay good evening, directors, im going to get wonky. I want to point your attention to the 340 million in revenue from prop b funds in the cip. This is about 80 to 85 of the prop b funds across the five year period. I just want to note that prop b only requires 25 of its revenues to go to Capital Funding. That means theres well over 100 million in the five year plan. So actually probably over 250 million. That is flexible. It could be capital or operations. And that to me indicates that the operational deficit is a choice that weve made. Its not a destiny that we have. And of course, this implies trade offs. Were already in a budget crisis. The agency desperately needs Capital Funding dollars, particularly discretionary dollars. Weve already heard that today. Programs we all value modern facilities, state of good repair, safer streets. All of them require and need that money. But i would propose that such trade offs need to be made in the open before we raise fares 20 for the 70 of riders that use clipper, it would be a relatively small change to move the 12. 7 million from the prop b revenue back into the operations budget and make that budget hole. My point is not to bring a particular plan to you today, but that there seems to be more flexibility and room for maneuver than his first apparent in the budget. There is room for how we deliver on our transit first values as a city, ill go with this. Other forms of funding have also been taken off the table. I just want to name that that this board has already approved a parking meter hour extension thats just off the table. That extension alone would cover the entire deficit as well. Ill keep it for that. Thank you very much. Thank you for your comment. Next speaker, please. Good afternoon, directors. Tom radulovich with livable city, yeah, i was a transit director for about 20 years. So the job that you now have and you know, we live in a society, this is not news to anybody. We live in a society that is deeply inequitable and deeply unsustainable. So i always ask myself when i was looking at a budget, does this move us in the right direction . You know, are we simply indexing inequality for inflation . Right in this budget, or are we moving decisively towards the future that we want to place this more equitable, more sustainable . Id ask you to ask the same things about this budget. When i look at the Capital Budget, im looking to see if we can meet our mode shift commitments. We have this goal 80 sustainable trips by 2030, are you making the investments in this budget . You know, the down payments in this first two years, but also in the 20 years of this budget, are you making the investments thats going to accommodate that . You know, do we have enough transit to accommodate double the number of transit trips . Are you making those investments today so that we have that capacity when we need it . Are you making the investments so we can have a four fold increase in walking and cycling . These are on our citys plans, but are they in this budget, when i look at the operating budget, i just think we have an assumption in 20th century american thought that driving and parking should be free or cheap, and that we should pay for transit transits and enterprise. Are you perpetuating that in this budget . And id say to a great degree, yes. You know, youre not charging for meters on sundays, even though i have to pay to ride the bus on sunday. Youre not charging for, meters on in evenings. Half the city is not paying anything to store your car on the street all year long. Those are inequalities, so to say. Its to share the pain budget. And were like, you know, both modes were taking from theres a lot of people who, you know, are really privileged in this society. Were in cars and around parking and driving. Theyre not being asked to pay anything. Theres a lot more on the backs of transit, so you need to align this budget with your values. You know, this this budget needs to get you not all the way to this more equitable, sustainable society, but two years worth. Thank you. Thank you. Next speaker, please. Good evening, directors. Thank you. I just wanted to highlight something from the really extraordinary presentation that was incredibly detailed, it said that revenue proposal should be distributed across the transportation modes so that everyone shares the burden. And then it said that we must increase equity and protect those with the least resources. Thats not city policy. We have a transit first policy that says how were supposed to allocate that burden. And its not by putting it on the transit riders who are making the sustainable choice. And of course, those two bullet points are contradictory. Prioritizing equity is incompatible with putting more of a burden on transit riders, who disproportionately have the fewest resources and options. Growing transit ridership must be a priority, and i fear that fare increases would instead decrease ridership and dig a bigger hole for the future. It would be too simplistic just to stand here and say fare increases are bad, the fiscal cliff is inevitable, and revenues are essential to even just maintain the Transit Service we have. But i hope were not lured into a false choice and really look at all the options, whether thats considering moving some Capital Funds back to operating or the already approved parking meter hour extension, expanding residential parking permits, and at least have an open and public discussion about the trade offs that could, preserve the clipper discount and avert a 20 fare increase. Its important the public really understand these trade offs between fare increases and capital investment, and what wed be getting or giving up on the capital side. I also hope that there can be more attention to funding for active communities plan implementation. The agency has put millions of dollars and years of staff time at this point into this huge planning effort thats engaged Community Organizations across the city. Its important we honor the time that the community has put into this outreach effort by ensuring that we allocate the resources needed to create the vision theyve asked for. Thank you, thank you. Next speaker, please. Good evening. Directors dylan fabris from San Francisco transit riders, im here today to ask you to please defer the decision to implement any fare increases until we can have a more thorough public discussion of the budget that includes additional revenue sources, including general Fund Allocations and parking policies. For the past four years, transit riders have been borne have borne the brunt of sfmtas covid related changes and were still only at about 85 of the service that we had before the pandemic, asking the majority of riders, including paratransit riders, to now pay 20 more than they were paying before for 15 less service at a time when many are still struggling to make ends meet financially is a losing strategy when it comes to many of our shared goals and policies, from climate to transit first to equity to vision zero. If were trying to get more people on transit, we should really be lowering fares like we do at underused parking meters. I understand that the agency needs to balance its budget. I understand that the year three forecast is grim, but before approving this budget, which proposes to raise transit fares at a higher percentage than any metered parking fines or rates, we need to have an open public discussion about whether or not it makes sense to balance the budget on the backs of transit riders, when other Funding Sources may be available. This cycle, we have not talked at all about increasing parking meter hours. Weve barely talked about changes to meter rate policies, like adjusting the base rates to reflect the rising cost of maintaining the program, and paying pcos, and we still have questions about exactly how sfmtas general Fund Allocations are divided up, and whether or not an additional amount can or should be shifted to operations. As a city, we need more people riding transit and to get more people on board, it needs to be affordable. From the west side to the bayview, fewer people will ride if costs go up, and we already have one of the highest fares in the nation, please consider the impact that this proposed budget will have on low income clipper users and our mode, shift and Street Safety goals, and do not approve any fare increase until we can truly examine all the possible revenue sources. Thank you, thank you. Next speaker, please. Hello, my name is sophie, live in glen park with a few others here. I take the 14 and 49 and the 44, up here to say pretty much what everybody else has been saying about raising fares. I appreciate, you know, that were in a tough place with the budget, and theres been a lot of Great Community outreach already. But, you know, just to reiterate, cars are not the future. Not everybody in the city can drive, lots of people dont have cars. Theres just no way. If we want as many people as we want to live in the city, that everybody can own a car and park a car in front of a business, we have to have sustainable and affordable transit operations. Removing the clipper card discount amounts again, 20 of increase for a 79 of riders compared to the only 15 to 13 of raising parking fines and residential parking permits. And as others have mentioned, no changes to parking meter rates or hours so far, San Francisco is committed to being a transit first city, and although removing the clipper card discount, i appreciate that that is intended to be equitable , that there are a lot of lower income riders paying cash fares, you know, still 79 of people are paying via clipper. So its still a huge fare increase for most of your riders, and according to your 2019 survey, 53 of low income riders from that ride muni dont have a car, so, yeah, just reiterate, we really need to be a not car for city. We have to we have to fund Public Transit, and not on the backs of riders who are choosing the sustainable option. So thank you. Thank you for your comment. Next speaker, please. Good afternoon. My name is christopher peterson. Im here to second the comments that many people have made, about the importance of this board, really looking at expanding enforcement, expanding hours of meter, parking meter hours. I understand the politics are difficult. The board of supervisors, and im guessing the mayor didnt really like it last summer, board of supervisors president aaron peskin said last summer he downplayed the significance of putting it off. He said, oh, the study will be done in september. And then we can make decisions and move on. While its march. Still no study. All that money is being lost. And now were talking about increasing fares, cutting services, or at least having, you know, if we want to increase one bus route, we have to cut back on another bus route. Were hearing all the challenges with funding, all sorts of important programs. But in the meantime, we cant touch the issue of expanding parking meter hours. So i strongly urge this board to go forward with that. And if the politics are too difficult, call out the political leaders who are saying they value free parking on sundays and evenings. More highly than they value Public Transit. Thank you. Next speaker, please. Hi, my name is travis wilson. Im a michigan resident who loves Public Transit. I took the 49 to get here today, increasing the fare for clipper users, disincentivizes them from using Public Transit, which may be their only form of viable transit. And, i think that if San Francisco is a transit first city, then it should continue prioritizing, making, transit options more attractive than driving and parking or taking a rideshare. And just like in principle, its like, make the right thing easy, thank you, thank you. Next speaker, please. Good evening. My name is simon with the tenderloin, Traffic Safety task force. Im also an organizer in the neighborhood. You already know, where my positions are in terms of fare indexing and, clipper card, basically. No, on it, we need to increase ridership and i know part of the survey that mta did last year was, you know, people were asked what would make them take transit safety fast and reliable, if affordability wasnt brought up, have mta ask how much people are willing to pay, i think thats a fair question to ask people before we introduce any increases in fares. We also talk about the shared pain and kind of to echo whats been mentioned, we really need to look at parking fees, cars take up a lot of space. They take up a lot of room in the city, they should also carry the burden of, you know, implementing our streets and also help with our transit out. So parking should be on the table. And i know its a political landmine, but this body exists to be apolitical, so i think we. Need to push back on that, and also the tenderloin Traffic Safety task force, you know, sent you a letter of priorities and two of the priorities, talked about, increasing, adoption of, fare discounts in our neighborhood. I know we asked for like, 75, adoption rate. I think that also needs to be put out there, but it would also be good to know how much would that cost the city, i think on the workshop, all the discount fares and free fares cost about 24 million, and i think we can find that money especially for the people that it serves, so, to put it short, no fare increases unless all revenue, options are on the table. Thank you so much for your time. Thank you for your comment. Are there any other speakers who would like to address item 12 the budget . Please go ahead, im going to make one comment about the free transfer pilot that the mtc has set up. It has a 250 limit for a free transfer, so if fare increases go above that, then were going to lose out on the free transfer. So i want to if you can consider that when making this decision to try to keep the free transfer program that mtc started for at least 18 months. Thank you. Thank you. Any other speakers on the budget item . Okay. Seeing none, we are going to close Public Comment on item 12, and now we have 114 slides worth of content to discuss, and its 6 00, okay. So what im going to do is this im sure we all have a lot of questions and comments, and we are not adopting anything today. Theres no voter action today, but i do want to get a sense check from the board about sort of the most significant challenge in front of us, which is the closing this gap. And there is option and theres staff recommendations is in slide 14, which theyre putting forward, which have not shifted since what we discussed at the board workshop in january, and i would just like to get a sense from my colleagues. Are you still feeling in a position to adopt this or would you like to see any changes . And yeah, could you put up slide 14 . That would be helpful. I have it on the laptop nsf. Gov if you want to or okay. Sf gov tv if you can pick it up again. There we go in the operating. Sorry. Yes. In the operating slide deck and 12 b and i typically wait for you all to speak and then i speak, but im just going to go ahead and share that where i am at is i would like us to at least have some meaningful options in front of us for how to close this budget deficit, and i would like to have a reasonable option in front of us if we can, when we go to make the final decision that doesnt include raising transit fares or doesnt include raising transit fares as much as as 5 million of the of the 13 million gap closed by transit fares. I am i am moved by the comment that that we are committed to equity and i you know, in my ideal world, we would be paying people to ride transit because we want to incentivize people to ride transit. So this is this is something that has shifted for me somewhat since the board workshop. And i just want to be transparent with my colleagues about that. I would at least like to see some options rather than sort of this be the only option that gets us to close the gap. Id love to hear from other colleagues. Obviously any other questions . This is the most probably critical decision in front of us. So id like to start here, but then obviously i want to open it up to any other thoughts you have. Director haynes, please. Yeah, ill go and i and i, and i, generally agree with your, sentiment. Madam chair, that, i would at least like to see some options that dont involve but involve raising kind of fares or or raise them less than we, possibly are before us. That said, i am curious about i guess this is a general philosophical question. The those who are eligible for a free, free or discounted rate really program but dont know about it, how do we plan to in this process, sort of engage those folks to either enroll them or help them enroll or like one of the commenters said that it automatically enroll them in in the program if theyre eligible. Good evening, members of the board diana hammond, senior manager of revenue. Thank you for that question, i would just clarify one point that i think is lost a little bit on the statistics in terms of Participation Rates for our Lifeline Program. Its based on the entire population of eligible adults in San Francisco. And we all know that not every one, maybe because of the geography of where their work is or, you know, for other reasons, they dont take transit. So we have about a 46 Participation Rate of the eligible population in, one of the things that were looking at, we know that things have changed, though. We have an on board survey that is being in, initiated soon. We were able to work with the project team to really make sure that we include those questions, to be able to drill down and to understand the demographics of our of our riders and how theyve changed over time, but we have done a lot in terms of simplifying the process where, you know, anyone who is enrolled in some in existing programs, they can show a medical card to automatically , become eligible. We also worked with hrsa to implement a shared database. So that customers can just come in and give us their name and their consent, and were able to look them up automatically. We have online programs. Weve partnered with fare inspectors to give out information. So we are doing a lot, but im really looking forward to Getting Better information about our ridership and what it you know what it is. Post pandemic so that we can do more targeted work on communicating. Thank you. I will say, given the options that we have. Before us today, even though i concur with our chair on wanting to see another option, i do, still support the staff recommendation. I think if we have if we have to raise fares, i think staff is proposing the best way to the best way to do it. But again, i would i, i tend to side with, jerry in that i would like to see another option, yeah. Thank you, madam chair. Thank you so much, director henry. Director hemminger, please. Thank you, madam chair. Two quick questions and then ill make a couple comments, its unclear to me for transit fares in this slide whether youre continuing to suspend the inflation. Indexing is that what youre doing . So in our understanding of what you had asked for at the workshop was to index fares. But im asking about your recommendation in this case, we would not index fares. The only thing we would do is reduce the clipper discount 0. 25 each year over two years. So you would suspend you would continue the suspension . Yes. Indexing that we put in place with the pandemic. Yes so that would make how many years when weve suspended that policy. Six. Well look, we ought to just be honest and say were getting rid of the policy. If thats what your proposal is, because if you suspend it for six years, you dont even know what it looks like anymore, so secondly, then on parking fees and fines, your proposal is to escalate by 5, which i assume is greater than inflation. Correct inflation would be about what . Well, its the combination of inflation and cola and cost. And our negotiated mou rates have been higher than cpi. So together those end up being about 4. So its about 1 more much different than the 5. Correct. And ill tell you where im going with both of those comments is i do believe, well, let me say two things. One, i dont think we should be solving for 13 million in new revenue. I think we should be solving for 13 million in revenue and cost savings, and the combination of that is obviously debatable, but i dont think we close the gap, entirely with revenue, secondly, i, i think it would be much fairer. To the public who uses all of these modes, and most people use multi all of these modes. Theyre not just a transit rider. Theyre not just a motorist. They get around in all kinds of places. And our whole Investment Plan is trying to make sure make that easier, i do believe it would be easier to explain to the public and fairer to our, users, as if each one of these columns under option said implement inflation indexing, and in the case of transit fares, you wouldnt be focused on clipper riders, you would be focused on all riders and say that we did suspend the policy during the pandemic. The pandemics over, and its time to get that policy back in operation, in my opinion, because it was a good policy and because its trying to narrow that gap between our costs growing faster than our revenue. And as long as that continues to be your default, youre going to be chasing your tail. We will never catch up to the car, so i my recommendation, madam chair, for what its worth, is that we try to true up all of these, categories of fares and fees and fines and treat them all the same. And thereby share the burden around all the users who use our system, including for many of us, multiple uses that we make of that system, and in terms of the Cost Reduction, i look obviously, if we could avoid it, thatd be great, but i got to believe in a billion and a half dollar budget, we can find a couple of Million Dollars of cost savings, that that brings me to the final point. And i dont im not trying to leave a sour taste in anyones mouth here, but i still think this exercise is slightly ridiculous, when the deficit is so small in relation to the overall budget, i know weve got to focus on the next two years, and year three is not before us, but year three is what matters, and year three is scary as hell. And its not a ridiculous exercise, because if we have to go through it, were talking about very sharp reductions in service and increase fares and doing all sorts of things we never want to do, so i, i just leave that as a note, that i, i would have preferred actually rolling this whole discussion back and just finding out a way, to use the rounding error of 13 million and just say, look, we weve got a good cfo. She solved the problem, so ill leave it at that, if i may, director hammer, youre just reminding you of two. A couple of things from the workshop last year. We put 300 positions at over 100 million on budget hold. And then this years nonlabor instructions are to reduce 30 million in nonlabor in year one and 20 million in year two. So were already looking at over 150 million in reduction in expenditure reduction. I know you are. And look, im not ignoring it and its not unimportant. But given the fact that youre headed down that path, finding a couple million more, i have every confidence you can figure that out and try to do the least damage as possible. The reason i dont think its justified. Tried to shoot this whole, exercise dies at revenue is that i think the revenue raisers ought to be driven by what we need and by minimizing the load that were asking our users to pay. And not arbitrarily shooting at 13 million, just as i think its important for the users, to pay a fair amount each, each mode, i think it would be fair, for this exercise to do the same thing with cost versus revenue. And i would also note that that was one of those were some of the options that we presented at the workshop. Was it indexing each of the indexing, parking fees and fines and indexing transit fares, residential parking permits. All of our permits are indexed because thats part of the Cost Recovery model. And then the taxi fees are all indexed. I would just point out that indexing reduces the amount of revenue generated by both the transit fare option and the parking option, so we would actually be generating less, less revenue, which would make your three harder. What that means is you have to take on some kind of Cost Reduction strategy to and again, i just dont think thats a bad idea. Youd obviously like both cost and revenue to stay as low as possible, but to the extent you dont make it with the revenue which you start with, then you can make it up with the cost at the end. So i just, if i may interrupt, i want to be clear that over the last four years, as weve dealt with the worst financial crisis in our agencys history, we have still doubled the pace of delivering vision zero quick build projects and dramatically expanded transit priority treatments. Weve done that by getting a lot more efficient. Weve run out of efficiencies, so were at the point in our budgeting where were gutting it. Projects that are designed to have our hr staff not have to enter the same data three times by hand, because our ancient databases dont talk to each other. Were at the point now where were saying no to critical maintenance projects that are necessary in order to sustain the real gains that weve had on ridership that have been as a result of trying to move back, deferred maintenance. So i just i want to be really clear with the board and with the public that theres no way just left to wash away. Weve done that to save money at this point, we need to cut either Public Services or maintenance or projects like our it work that might bring us into the aughts and out of the 90s. Can you just remind us, cfo mcwhorter, if we did, the indexing and inflation just for the transit fares . I think the current eliminate clipper mobile gets 5. 2 million over two years. Can you just remind us what that would contribute . Dan, it was it 3 million . I cant remember off the top of my head i think it was about 3 million off the top of my head. But i can certainly go back in the documents and look. I would also note that, you know, as weve started the conversation with, the Regional Transit planning authorities, the what were hearing about the regional revenue measure is that the expectation is that we have demonstrated that we have done everything we can on our own to raise fares as part of the overall strategy, not not to raise fares. Excuse me to that. Weve weve done as much as we can to solve our own problem as part of the larger advocacy strategy for the regional measure. So while i certainly agree with you, 13. 7 million is a rounding error. It is part of the overall strategic advocacy case. Its around the much larger and to your point, more significant problem of 240 million in year three. Are there other colleagues who would like to weigh in on this particular piece of the budget puzzle . Director kahina, these are hard choices, and, you know, i, i would like to avoid raising any fees, period, but i dont think were there, and i think this is why this is such a tough choice to try to understand. How do we look at both sides of the equation, knowing that, you know, from what director tubman said, weve exhausted one side of it. Now we have to really focus on the other piece of it. And its hard. Its really challenging. And really difficult. I im kind of in the same wavelength as chair ekin, in the sense that i think the only way i could even digest or even fathom, like increasing fares for transit riders, is really understanding how were going to expand access to discounted or subsidized fees. Like, thats the only way i could ever consider that. And so i do, as were looking at everyones work plan. And i appreciate that in the presentation that every, you know, director did mention what their work plan is for, for their team. And that was really illuminating, i didnt see that there. And so that that is something where, you know, i would really stress that if, if we are going to do one, we cant do one without the other. And so i would really want to see some sort of a work plan or a strategy to expand on that and to really understand what that strategy is going to look like, so that i can understand, okay, if we are if our priority and if our value set is to make sure that we are, you know, a budget tells a story. And if the story that were trying to tell is that we are really trying to support our most vulnerable communities with the least amount of choices, how are we actively doing that and how is our budget telling that story, and thats part of it. And so i. Thats, you know, a note or some guidance that i would love the team to, to come back with us, come back with that information once we are in a moment to make a decision. But, you know, i would love to explore that scenario of what if we dont increase fares . What if we do increase them, but we expand how we allow folks to access subsidized programs . What does that look like . What does that strategy look like . What does that investment look like . Because i imagine it would be an investment, that it wouldnt be cost neutral in many ways because perhaps it is an additional staff, perhaps its, you know, Additional Support for folks to handhold them through that process. And that could be the strategy. Right, additionally, something that i know is near and dear to many of my colleagues hearts is safety, you know, i, i think its hard for folks to digest a fare increase if theyre not feeling safe taking transit, if theyre not feeling that the experience is, you know, theres the cost benefit is really challenging for them to see in their day to day, ride. Right. And so that is something that i would also like to, to understand, like what is the investment there . What is the tangible difference a writer will see, come next year if they increase, if theyre paying more in their fees, in their, in their fares. Right, those thats, thats the level of nuance that i think would help myself. And also, i think at fellow Board Members and perhaps members of the public really understand what is the benefit of increasing a fare and what does that look like to the day to day rider, because if they are not going to see that, then its going to be really challenging to vote to approve that. Right but this is a really, you know, i, i gotta hand it to you. This is really challenging work, and i really do appreciate all the all the care the team has put into presenting this information, there are a lot of really great successes that were highlighted in this presentation to a lot of great innovations that were highlighted, too, so i, i just want to recognize that, and its those innovations, those things make us, you know, proud to serve for, quite frankly, and quite make me proud to serve, so i it was really, like, enriching to see that piece of it too. So thank you, bri. Not seeing other hands raised, i want to ask a question about equity, because thats a kind of core guiding principle that you raise. Many in the audience spoke about equity as important to us. And, you know, i appreciate the ability of this staff to really get into the details around equity and really do a robust analysis. So i just i kind of want to hear you unpack. And, you know, if you need more time to do this, we can just punt this conversation, really unpack how we are thinking about this as the equity scenario. And i remember jonathan looking at you, we had a clipper and we had a Clipper Equity scenario. One of our previous budget cycles. And i dont think its a surprise the board chose the Clipper Equity scenario. So when you think about it what just kind of walk us through. Right. Because we know that the average income of a muni rider is a lot lower probably than the average income of a person who has the privilege to own and operate a vehicle. And then we have the percentages that have been tossed out that were looking at a 5 increase, and some of the vehicle related fees, and were looking at a 20 increase ultimately, in the transit fares. So how in your mind, sort of is this an equitable proposal and how might we strengthen it as an equitable proposal if, or is there a further equity scenario that we could come back in a subsequent conversation and really say, you know, really turning up the dial . This is the most equitable scenario we can put forward for the board to adopt. So i think one thing to think about and sometimes im a cfo, so i love a percent. But sometimes the number is actually important as well. Kind of thinking back to the conversation in the Capital Budget about kind of the, the elephant of the fleet and the mouse of the it, the, the, the absolute dollar value chain, even though 5 is less, less than a of a percent than the increase to transit fares, its 5 of 100. So the absolute change, the absolute dollar value impact to the driver is more. And because the process of the budget that is supported by parking revenues is much more than the percentage of the budget supported by transit fares, the overall dollar, the impact of the dollar value is much higher, right. So its the comparison between 20 of 3 versus 5 of 100. One is 20 and one is less than 0. 25. And so certainly theres a theres an argument about demographics and who we serve. There is the percentage based argument. But when you look at the absolute dollar value for a driver or an rpp pass holder, right, in particular is going to pay more than 20 more for their rpp pass. And a transit rider is going to pay less than 25. A transit cash fare rider, excuse me, is going to have no increase at all. And the clipper rider will increase 0. 25 in year one. And so to me thats part of the equity argument. And then i think the other part of the equity argument is not just what it costs, but what do we provide. And on the rest of your very long agenda, julies going to be talking about our equity strategy. So i think i to truly understand how the agency approaches equity, you all we also have to talk about not just how much we charge, but where and how are we providing the service. Let me also add a couple of other points. So were starting from a situation in which we had a temporary discount for clipper to serve the policy function of promoting clipper and getting it widely used. And i feel like weve achieved that, at the time we didnt have data about who was using what form of payment. Its now clear that people who pay in cash are disproportionately lower income, oftentimes engaged in a cash economy, and that people who use clipper or muni mobile are disproportionately higher income. Of course, its not pure, but thats how it works out. So we have realized that while the temporary clipper discount serves or served a really good policy function, it also created an inequitable situation that we want to correct for, and so this staff recommendation says we are going to continue not or recommendation is that we would continue not indexing the 3 cash fare, and instead get the function of indexing by looking at clipper and cash together so that we index up as a whole while avoiding doing that for cash users, partly for equity reasons. Also, partly so that people dont have to carry dimes , but i think the Racial Equity issue is getting to director kahanas point, which is we want to make sure that price isnt an obstacle to being able to use transit, that that transit is access to opportunity, and people of all means should have access to opportunity. And so an area i think of perhaps deeper exploration is how do we make sure that were taking advantage of our discount programs and removing obstacles for accessing those programs, because we also know that we have riders who are eligible for those programs and are not accessing that, and that , i think, is the greatest inequity in the system. I feel like were all seeing the very Tall Mountain we have to climb ahead of us, so that that is what is silencing my colleagues right now, is there any further call, comment or discussion on this item . Director tarloff, just briefly, i, i, i really appreciate the, the, forced pull arguments around equity and, fares that that were here in Public Comment and, and, and from the board side, the, and from you director tomlin, about access to discounted fares, i think that thats just really the heart of the problem. And and the only thing that i want to contribute to the conversation is that i feel like there is an opportunity for a Robust Partnership between the agency and these advocacy groups to, to figure out how can we achieve our equity goals by, making king discounted fares more available to the riders that need them. And, and i think that, the constituencies that these people serve, you know, that there theres a, theres a connection thats missing and, so, you know, i, i just i would just like to highlight that for, for everyone present, and, its almost a little bit of a put your money where your mouth is kind of a, a comment from me, because there are these programs and theyre not being theyre not being taken advantage of. And for many good reasons. And, and i think that thats part of, possibly part of our, you know, fare evasion problem as well. So, and thats something that we hear from the public, regularly, that it does not feel good to pay a fare when others are, are not. So, theres, theres an equity piece there as well, just in terms of fairness, so thank you. All right. Not seeing further, colleagues wishing to speak on this, i am hoping we can continue to have conversations about the budget before the final adoption date, and i would love maybe its on april 2nd or whenever it is. I would love to ask if you can bring back just as youve got this slide, which is a staff recommendation, maybe a, b and c, or at least two, one of which really has a robust analysis of equity behind it. And is responsive to the Public Comment that you share, that youve heard through your outreach about concerns about, transit fare increases. And really, at the end of the day, what a tiny amount of money that 5 million is compared to a principal, which, you know, i dont think anybody loves, which we want to support transit ridership and we want to support equity. So i think you hear that loud and clear. Director hemminger, please. Thank you, madam chair. I would like to pursue if we can, director kahunas idea of access to these programs. And. Look, i know the Lifeline Program in particular has been challenging. Because it has been underutilized and weve been scratching our heads about how to get it more utilized. So maybe this is the opportunity where we could figure that out. I think it also be helpful, and i havent seen the data in a long time, but itd be helpful to get the up to date information on clipper on, on, standard transit fares on the taxi. I mean, we ought to see the, the equity data on all of the users of our system. So because thats, thats whos pitted against each other in this exercise, and, and, look, ill leave it at that, but if, if we could have that information the next time we talk about this subject, thatd be helpful. Okay that will close item 12. Thank you, cfo mordor and the whole team, and well move on to item 13. Places you on item number 13, approving various parking and traffic modifications along the k ingleside line on ocean avenue as part of the k ingleside rapid project and amending transportation Code Division two, section 601. If i could please have members of the audience exit quietly. Transportation Code Division two, section 601 to designate full time transit only areas on ocean avenue eastbound between Junipero Serra boulevard and frida kahlo, and westbound between geneva avenue and Junipero Serra boulevard. Just a moment. Directors anna hakman from my team. This is michael rhodes, transit priority manager. Anna hakman from my team will be here in just a moment to present on this project. Taking a nap. Gearing up for the late night. All right. Thank you. Transit riders pay 1,000. Okay. Thank you, thank you. Please go ahead. Good evening. Directors my name is anna hakman, and im a transportation planner in the transit Priority Team at sfmta today, ill be sharing the k ingleside rapid project proposal for your consideration in. This project focuses on the k route on ocean avenue between Junipero Serra and geneva avenue. It aims to improve reliability, capacity , and Traffic Safety for the k ingleside lines. 13,000 daily riders and everyone who visits ocean avenue. It is an outcome of the Extensive Community planning effort of the ocean avenue mobility Action Plan Task force convened by supervisors sapphire and melgar, and it supports the Muni Service Equity strategy, which identifies the k ingleside as an equity priority route and the ingleside as an equity priority neighborhood. In 2021, the sfcta convened the ocean avenue mobility Action Plan Task force to recommend transportation improvements for the ocean avenue corridor. For this process and the proposals developed from it were strongly championed by district seven supervisor myrna melgar, whose district encompasses the majority of the corridor with support from sfcta and sfmta staff, the task force recommended two large and three small proposals to address transportation challenges on ocean avenue. As one of the two large projects, the task force recommended ocean avenue muni forward improvements for the k ingleside, which is the k ingleside rapid project we are discussing today. The k ingleside rapid project aims to address multiple challenges on the ocean avenue corridor. It would increase train capacity on the k by expanding boarding platforms to enable two car trains to operate on the corridor. It would improve reliability and travel time for the k by implementing transit lanes and removing one low ridership stop. It would make boarding areas at upgraded boarding islands safer and more comfortable, and it would improve Traffic Safety on the corridor for everyone by deterring speeding and improving pedestrian visibility with improvements such as pedestrian bulbs and transit lanes. Heres a summary of what were proposing today. Following an extensive outreach process, transit lanes on ocean avenue from Junipero Serra to frida kahlo to reduce speeding and improve transit reliability, extended and widened boarding islands at eight train stops to provide safe loading. Transit stop consolidation at westgate and cerritos to reduce delay signal timing changes to improve signal progression for transit and traffic, and turn modifications to reduce turn queues that delay the train and bulbouts flashing beacons, a new stop sign and daylighting to improve walking safety. This proposal was developed following a Community Outreach process which began several years prior to initiating this specific project. Weve heard about the need for transit and safety improvements on ocean avenue, beginning with the balboa reservoir, cac and continuing through the ocean avenue mobility action plan process. We launched active outreach for the k ingleside project. Following the wrap up of the ocean avenue task force, our outreach process over the past year has included pop up events at stops, door to door merchant outreach, a selfguided open house at the Ingleside Branch library where we shared our initial proposal and multiple community meetings, and a multilingual Community Survey of riders, which received over 200 responses in the fall. We continued targeted outreach while making project updates. We then held our virtual public hearing in january during the hearing, our online materials were viewed over 400 times and we received over 60 comments providing input on the project. Overall we have heard strongly supportive feedback during outreach, reflecting the strength of Community Task force input on the initial proposal. Most survey respondents supported every proposed project element, including 59 of respondents supporting transit lanes and 70 or more supporting other elements like boarding, island upgrades, pedestrian bulbs, signal timing improvements, removing the west gate, cerritos stop and left turn signals during community presentations, and our public hearing, we have heard a few areas of concern. These include increased congestion and the possibility of diversion to side streets due to transit lanes, the impact of parking changes for merchants on ocean avenue, and some requests for additional safety measures. Based on the feedback weve heard during outreach, we work to address concerns we heard from the community, as well as issues that arose through our own review of the proposal. Weve developed a loading plan with input from merchants and sought to add back parking where possible. Were working to reduce vehicle and transit delay and improve safety by proposing additional turn signals and turn restrictions, and weve strengthened our Pedestrian Safety measures with the addition of flashing beacons and reconfigurations of several intersections. Expanding boarding islands to accommodate two car trains on ocean would require us to remove about 4 to 5 Parking Spaces at the stops, being extended, plus a few additional stops or a few additional spaces for daylighting. We heard from Community Members and supervisors melgar and sakai that parking availability is crucial on this commercial corridor. To lessen the impact, we looked for opportunities to add back parking supply to the neighborhood, including 12 spaces we would restore at westgate and cerritos and nine spaces we would add by converting parking from parallel to angled on dorado terrace. The locations of proposed parking add backs are all within about a five minute walk of spaces, which would be removed at miramar and victoria. Fairfield ensuring continued parking availability for commercial areas on ocean. With these parking additions, the net change in parking on the corridor would be a reduction of 12 Parking Spaces. We have worked to address the prevalence of double parking while reducing the impacts from removing parking and adding transit lanes by conducting door to door outreach with merchants to learn about their loading needs and develop a loading plan for the corridor. Ocean today has relatively few loading zones for its commercial activity, adding commercial passenger and general loading on blocks most impacted by parking changes would help reduce double parking and keep vehicles moving in the travel lane. Loading zones would convert to general or metered parking outside of loading hours. We did extensive Data Collection and traffic analysis while developing this project, and while we found that the transit lanes should generally work well, we identified some ways to help them work better. Our original proposal restricted only one left turn, but. Our analysis showed that left turn queues may delay the train more often in the future with fewer travel lanes and during outreach , we were asked to restrict left turns to reduce conflicts. Based on this, were proposing left turn restrictions at key locations, particularly transit stops and at three intersections with high volumes of left turns. Were proposing new lagging left turn signals. These measures would help reduce train delay due to left turn queuing, while maintaining most left turns on the corridor. We estimate the restrictions would add at most one minute to driving times for affected drivers. These changes would also increase safety by reducing left turn conflicts, especially between people walking and driving. Weve also strengthened the proposed safety improvements on ocean avenue by adding flashing beacons to the proposed bulbs at unsignalized crossing locations. We also took a closer look at the configuration of several intersections, including granada avenue and Plymouth Avenue. At these intersections, we have sought to reduce turn conflicts and improve visibility of people crossing ocean. At granada, weve heard of many close calls between people driving and people walking across ocean avenue. Today the intersection is very wide and drivers coming from granada have a poor view of people entering crosswalks or other vehicles approaching when turning left onto ocean. Its also one of relatively few unsignalized intersections on the corridor nearby at Plymouth Avenue. Both legs of the intersection, which are about 100ft apart, are signalized, which can create confusion for drivers. At granada avenue, we are proposing to consolidate the two existing crosswalks to a single location and require drivers on granada to turn right. This would reduce three potential conflicts between left turning drivers and people walking to one. Flashing beacons at the new crossing location would improve visibility of people walking across ocean. For drivers at Plymouth Avenue, we would add a left turn signal for drivers heading west on ocean towards southbound plymouth and eliminate the left turn for drivers heading east on ocean towards northbound plymouth. We are proposing to remove the signal from the western leg of the intersection, which would clarify the intersection for drivers and people walking to a new stop sign and right turn only requirement for southbound drivers on Plymouth Avenue would reduce potential conflict from removing the signal to preserve a signalized crossing, we would relocate the western crosswalk to the remaining signalized leg of plymouth. If you approve the project today, we would aim to implement quick build elements this year while we begin the design process for the permanent improvements, we would aim to begin construction of the permanent project in 2027, aligning with our transit and Intercity Rail Program grant. This project does not include rail replacement, sewer or water scope, so we anticipate that the construction impacts on the corridor would be much less than on a combined city project, such as taraval street or van ness avenue. During the construction phase, we would work with merchants to mitigate issues they face. We are committed to working closely with ocean avenue businesses during quick build implementation and construction of the permanent project. To recap, todays legislation for your consideration includes transit, taxi and left turn only lane on ocean avenue. Extend transit boarding islands at eight locations on ocean avenue with parking removal. Restrict left turns off ocean avenue at seven intersections. Add left turn signals at three intersections, and add right turn only onto ocean avenue at three intersections. Remove transit stops at Westgate Drive and cerritos avenue. Establish sidewalk widening for pedestrian bulbs at five corners and one midblock location, and rapid flashing beacons at three intersections. Remove traffic signal on west leg of Plymouth Avenue and ocean avenue, and establish stop sign on Plymouth Avenue. Southbound parking additions at Westgate Drive and cerritos avenue, Plymouth Avenue and on dorado terrace and color curb changes to add loading zones on and near commercial areas on ocean avenue. Thank you directors, im happy to answer any questions about this project. Thank you so much for the presentation. Given the late hour, im going to go right to Public Comment and then well have board questions and conversation anyway. Men wishing to address the board on item 13 k ingleside project. Hello, directors, dylan faber, San Francisco transit riders and id like to express express our support for the k ingleside rapid project, this project includes important safety and transit reliability upgrades that are overwhelmingly supported by the community, and were really excited to finally get two car trains on ocean avenue, and we look forward to working with staff on getting the remaining two stops, also expanded to support, to be long enough for two car trains as well. Yeah. This project will speed up trains and improve safety on a hazardous road, which is a win win. And i urge you to approve the project. Thank you, thank you. Any other speakers on item 13 . Hi, directors. Im also in strong support of the k ingleside project. I think it will do great to finally alleviate some of the problems at west portal with, you know, the decoupling of trains, its what we should be doing, you know, throughout the rest of the system. And i know that you guys are working on that and first of all, thank you guys for staying so long. Its crazy how long this meeting has been, i did also want to make a point real quick, that theres been a lot of, you know, fear, uncertainty around the free to call away, protected bike lane, this will be a Critical Link for people using the k ingleside train, as well as people trying to use slow hurst or hurst, however you say it. And i would love for you guys to consider this as, like a complete transportation package and not just, you know, project by project, we saw today that there was a lot of uncertainty around the 17th street bike lane. Im sure that once thats in the ground, people will have less doubt about it. And well see how great it is, you know, people being able to get around safely. So i urge you guys to be brave about the free to call away, protected bike lane as well. But in terms of this project, please approve it. And thank you so much. Thank you for your comment. Next speaker please. Anyone else in the room . Anyone else left on item 13 . Okay. Any accommodations online . Secretary silva okay, colleagues , the item is before you. Director kahina, please. Thank you so much for your presentation, anna, it was incredibly thorough and detailed. So thank you so much, i also had the benefit of having a briefing by anna, and it was also very beneficial for me to learn about this project, and i did want to give you an opportunity to talk about, the boarding island on aptos and ocean, there is a middle school there, and i just wanted to understand and why that isnt an ada boarding island and plans to if theres a way to improve that, our ada access to that boarding island, if thats possible, so the, the boarding island at aptos is one of the, the islands that we would be expanding to accommodate two car trains today. Its a narrow 60 foot platform in each direction, and we hear frequently about complaints about the that its a very unsafe situation for students. After school who spill into the street while trying to wait for the train, that is a location where were very interested in adding an ada platform, because of the some of the challenges, just with the streets, the street configuration in the area between short blocks, the curve of the roadway, we need to do some additional engineering Feasibility Analysis before we can conclusively determine if were able to build an ada platform, at that location. But it it is something where were looking into and very interested in trying to achieve. And what is an analysis like that look like, its just sort of understanding, you know, when theres like a curve of the, of the street, like, are you able to locate the, the ada platform close enough to the train that youre not interfering with the dynamic envelope, but youre still, you know, meeting the ada guideline in terms of the gap, between the edge of the platform and the train, and so, like, where where would that mean that we could actually put that platform and where would it be relative to the boarding islands . And, this may be a question more for director tumlin, but, im wondering, do we have is there an existing policy in place that, determines whether or not or not determines, but that requires us to have ada platforms near schools, i will defer to transit director julie kirschbaum, who can talk about our keystart policy. Because our light rail, system is a legacy system that predates the americans with disabilities act. Its, accessibility was handled programmatically, which means that we set a sort of a minimum number of accessible platforms that we needed to have on each line, and then any new lines had to be, you know, completely accessible. We have then worked for the last two decades to do better than that minimum standard. And add accessible, platforms every time we go in and do a construction project on one of these corridors. In addition, we have worked with Accessible Services to identify locations where they feel we have specific gaps, for example, on san jose, theres a very, very long stretch. So our preference would be to have every stop be accessible. Our kind of minimum requirements are already being made, and then were using time to bridge where we are today to kind of our long time goal. And so i mentioned this mostly for my colleagues to consider if this is something that we as, as, directors want to take a stand on or like, think of, you know, ways to, to make this a requirement and to make sure that we i know we do as much as we can and we push the envelope to, to be as compliant as possible or go beyond compliance, actually, but thinking about mostly how we want our network to function and how we want it to be accessible, especially for, public facilities such as schools or hospitals and things of that nature, i, i do think that we should have some sort of commitment, if not a policy in place that says we will do our utmost to have ada compliant boarding islands, in, in locations that are adjacent to schools, if thats not already a policy, but more of a practice that we try to have, so im just putting that out there. Its not something thats agendized. Its not something we can talk about. But i just wanted to note that for my colleagues as something for us to consider down the road, i think its very Timely Feedback as well. You heard kate torin say that we are going to be be, developing a accessibility key, update and framework for all of our transportation networks. And so if that is a priority for the board, wed be happy to talk about the, opportune city as well as the complexity as part of that process. Im sure there are a lot of complexities to consider, especially with just like the physical aspect of a street, and the width and all of those things. So, and i did have one more question about, merchant outreach and engagement, this is this particular corridor is an invest in neighborhoods corridor. And so im wanting to give you an opportunity to speak more about your collaboration with food and supporting merchants as we implement this project. And if this project is going to be part of the construction mitigation program, yes, we so we do, plan to work with food as, as part of the construction outreach for this, for this project and ensure that were, working with, with merchants, as much as possible. And how what does that look like . So i know with the construction mitigation program, theres tiers of involvement of how much we can, how many resources we can allocate to a specific corridor depending on the scope of the project and how involved it is. Right. And so, in terms of this particular scope and this particular project, where does this project fall within that spectrum, so i think on at this point, we, i, i dont think i can speak to the exact level that it would fall at, but we would be using that in the guidelines and working with wd to determine that level. And i think our Communications Director would be able to provide Additional Information if you needed it. Great. Ill follow up with them. Thank you anna. Thank you director. So please. I thank you for the presentation. And again, i really like the graphic. So whoever the rest of your team does this is amazing i love it. It just really makes it really clear of, you know, what are we offsetting and what are we doing , in terms of the proposal of the parking and loading solutions, i had a briefing with the team, really briefly, and i think it is not a surprise for me to ask again that that, i see similar patterns happening. And every time we improve, neighborhood business corridor for the purpose of enhancing our transit corridor, which is amazing. But then the unintended consequences is the loading area with, with the loading zone that we stripe yellow, some of them i really want to continue to i really want the team to continue to really dig deeper into the enabling Small Businesses to be able to offload their goods where they dont own any vehicles that are heavier than 6,000 pounds, which is the minimum. My, my, my general understanding, which is the minimum, low capacity that is classified as a commercial vehicle that will allow them to get a permit fit, in the dmv, let alone how much extra cost that they have to bear. So i want to make sure that this is not this project im talking about. Overall lesson learned, this is something that i constantly hear feedback from merchants on stockton street and also a couple other neighborhoods where they found themselves not able to, you know, offload their goods, whereas then the fedex truck is literally parked in front of their store the entire time. And those trucks are huge. So they they are a little nervous and actually started to get a little frustrated because that means they cover their storefront. So i know that there arent too many. Its not as dense as the other neighborhood that i was actually, listed as an example, but i wonder if you have. I think the conversation had already started, and i really want to follow up and make sure that we get to the bottom of this because because i think the next project coming forward, i would actually will really expect a thorough, comprehensive solution to address our mom and pop merchants loading and unloading dilemma that we have inflicted on them. Yes, weve heard this loud and clear from merchants organized throughout the city, and the parking team will be developing some pilot options shortly. Well come back to you that will be great. Thank you. Okay okay. Any other, is this director hinsey for this item . Secretary silva . Yes. Okay. Sure. Yeah. I just had one question, and ill be really, really quick, given the hour, and its only one stop, but if you could speak a little bit to the stop consolidation. I mean, im not concerned about it because its only one stop. But if i know youve thought about it. But if you could speak to the stop consolidation and more of the rationale for doing that, that would be good just to get that on the record, yes. So were proposing to consolidate one stop at westgate and cerritos, this stop is only one block away from the existing stop at aptos, where well be extending the boarding platforms , its also the lowest, lowest ridership stop on the surface portion of the k line, and among the lower ridership stops in the entire light rail system. So, we did hear about 59 support from or. Sorry over 70 support rather from our survey respondents for consolidating at this stop. And it will help to improve reliability and reduce delay on the k line. And then lastly, just a global question. Thinking about that. This is a theres a capital Element Capital project element to this. Is there any element of the project youre worried about not getting in the quick build phase and having to wait until the Capital Construction . Or are we going to get the benefits of the project through the quick go through the quick build phase to , so we are hoping to get, as many of the benefits of the project as possible during the quick build phase, i think one thing that we are exploring is the feasibility of constructing concrete quick builds, temporary boarding islands to actually extend those boarding islands in a temporary manner while we design the permanent improvements, but that is something that were were still working on the feasibility of. All right. I would be in support of that if we could maximize the quick little implementation benefits that we get. I think that would be good, because this does look like a great project for the safety benefits stuff. Thank you, madam chair. Thank you so much. Director hines. Director hemming, are you tapping your screen . Okay, weve got, weve got a motion in a second. Ill second. Okay im going to make a very brief comment, and i totally want to move us forward. I just want to say that the sense of momentum around these muni forward projects, in the sense that we are investing to tangibly improve the rider experience, is very evident. And so i just want to thank you, miss hartman. Also director kirschbaum, and i dont know where sean kennedy is. If hes still here, went home. But just for continuing to raise the bar on these muni forward projects. Its just so exciting to see and thank you so much. I just have two questions around kind of operations and enforcement of this space. So i love that were making this a transit only lane and in a lot of cases, still sort of allowing left turns, and then just again, we saw this come up in the written comments. We received a general question around enforcement. And what if we see the lane getting clogged and kind of how are we going to were going to put the improvements on the ground. And you told me in our pre briefing that this really is pretty much exactly what you want to do to speed up the train. And how are you going to monitor it and make sure that you know the operation of a day to day is achieving those goals, so we will be, monitoring the project after, quick build and permanent implementation. Just to ensure that its operating as we expect , and, you know, if we if we saw Something Like, you know, unexpected left turn queue delays, then we could look at making additional turn restrictions or turn signals to address that or similar types of, of modifications, we, and then just from an enforcement standpoint, we would, you know, work with our, our parking Enforcement Team during project rollout in order to, to enforce, and conduct outreach around the loading changes and parking changes. And we also, you know, with, like the transit lane, we are aiming to do a red transit lane. And we do find that just compliance is, is higher with those red transit lanes. And of course, we also, as part of our legislative agenda, are seeking to have ways of automatically enforcing Traffic Safety rules without having to do traffic stops. So right now we have cameras that allow us to sight for people parking in the bus lane, but we would need additional authorization to allow for automatic enforcing enforcement of driving. Yeah yeah. And also accommodating the legal use of that inside transit lane for left turns at certain locations. Yeah. Okay. So i mean, i think i would just give the same general sense of direction as we talked about with 17th street was for staff to continue to monitor the operation and continue to make adjustments as needed to achieve the project goals. And wed obviously love to get a report back at some point about how its working. But thank you again for the indulgence. Weve got a motion and a second. Can you please call the roll on that motion . Director hemminger i hemminger i director henderson a henderson i director hinsey i kinsey i director so i so i director tarloff i tarlov i director katina i chair can i can i thank you the item is approved. All right. Thank you. Please call the next item places you on item 14 authorizing the director of transportation to execute modification number two to contract number one. 308 for the l taraval Improvement Project. Sunset boulevard to west portal with nk construction to add special track work to replace a Half Grand Union junction at 46th avenue and taraval street, increasing the contract amount by approximately 4. 7 million to a total of approximately 65 million, without extending the contract time. All right. Good evening, directors, sorry about my voice. I, partially lost my voice today, thats all right. So my name is, adan sarabi. Im, the director of capital programs and construction. Im here today to. Do you need some water . No, its just i just lost my voice. Oh. I think director hemminger was getting used to. Thank you, im here today to provide an update on progress of el terrible Improvement Project and also requesting your approval, on a contract modification number two, to, replace additional track work at 46th avenue and taraval. I just think just given the time, i think you can assume this is a diligent board. And weve all reviewed the slide deck. Sorry, was that you can assume this board is a diligent board. Weve all done our homework. Weve all reviewed the slide deck and many of us have had briefings. So just feel free to preserve your voice and speak about the critical issues. Thank you. Appreciate it. Well, thank you. The l taraval infrastructure Improvement Project is the result of collaborative effort effort between sfmta, puc, and public works, significant investments have been made in taraval to replace miles of nearcollapse water and sewer lines, correcting safety, accessibility and maintenance problem, and repaving and beautifying with landscaping, setting it up to thrive for the next 50 years, based on the feedback received from the community and to reduce the impacts, on on the neighborhood, the project was split into two segments. Segment a was extended from sfsu to sunset boulevard, which was successfully completed on time on budget, back in july 2021. Segment b of the project spans from sunset boulevard to west portal, covering over 20 blocks currently under construction. Progressing nicely, when complete, this project will improve transit reliability, accessibility, enhance pedestrian, pedestrian and transit rider safety, replacing water and sewer infrastructure. Enhance landscape and replace road pavement along the l taraval line. What does include in the scope of work . L taraval project has been managed and led by mta, but this is not transit only project. It includes many critical transit elements, but also upgrade and modernize many other Critical Infrastructure elements as. As mentioned in collaboration with puc and p w 100 years old water and sewer lines have been replaced, it was absolutely critical to replace these utility, lines and this major underground, work is now 90, 95 complete, the road pavement will also undergo, to, through, total reconstruction, meaning we will not only resurface, the top two inch layer of asphalt, but also install, ten inch concrete road base to improve pavement durability for years to come, the project is, replacing more than 14,000ft of rail originally installed back in 1970s, which were significantly worn and in need of replacement. As part of this effort, we are now, utilizing the rate fixation support system for rails instead of the traditional tie and ballast system. This new system offers numerous benefits over the old system. Future trains will cause less vibration and nose noise, and this new system is expected to, have a longer lifespan, the project also includes the replacement of the old overhead system, which exhibited significant rust and damage. Another important aspect of this scope involves upgrading 91 curb ramps to meet current ada requirements. The upgraded transit stations will feature boarding islands to facilitate safer on boarding and off roading for riders. Muni riders are not going to be forced to exit exit into traffic, resulting in serious safety problems anymore. These islands will also act as a barrier between the traffic. And muni, fostering a safe environment for all road users. There will be, six new key stops, which are elevated ada ramps for wheelchair access, to the trains. This is all to enhance the safety and accessibility, we will also upgrade transit priority Traffic Signals for more efficient, time saving muni trips. And the project is also adding 45 led street lights to replace High Pressure sodium lamps, they last longer. They use, 75 less energy, and they provide better lighting. So, so many improvements happening along the corridor. So the goal, the goal is to make taraval more inviting for everyone, these are the photos from the completed segment a of the project, showing decorative cross, crosswalks, new landscaping, new elevated ada platform at 40th and taraval with decorative tile and the completed track work. What you dont see in these, photos are the new sewer and water line beneath the road, doing all this work at once means there has been significant disruption to the neighborhood. And it makes the project take longer. But it also means, by collaborating with other city agencies, we do all this work at the same time, so the community wont have to go through this pain again. One once finished, we hope that the improved safety and accessibility and upgraded utility infrastructure will also stimulate Economic Development by attracting more customers to the business, to the businesses, investors and new residents, to the neighborhood, heres a quick overview of the project timeline, design and Community Outreach for this project took place from 2014 to 2018. Segment eight from sunset boulevard to sfsu started in 2019, was completed on time and budget, in the summer of 2021. Segment b, from sunset boulevard to west portal, started, back in january 2022, still under construction. And on a schedule to complete in this fall. What is the current status of the project . We are, focused on getting this project done and doing all we can to reduce the pain of construction. More than 95 of the sewer and water work is complete, and 80 of the rail installation is also complete. Four out of 12 boarding islands and 60 ada ramps have been upgraded, so far, so we are making a lot of Good Progress and almost all major activities are done. The scale and complexity of this project demanding extensive planning, strong Stakeholder Engagement and technical oversight to ensure the seamless sequencing and phasing of the project, i would like to highlight a couple of key factors that have been significantly contributed to the success of segment a, and have facilitated the progress of the segment b, the first and probably the most important, factor is investing in people. Everything we do is only possible through dedication and creativity of our staff. We continuously look for opportunities to enhance the culture of collaboration and investing in partnerships. And, and Stakeholder Engagement, timely communication and transparency are the most important factors, while we are interacting with stakeholders, whether collaborating internally or engaging with external stakeholders such as contractors, our objective is to proactively identify the issues and address them before they escalate into costly delays and claims. We are conducting regular partnering sessions with our counterparts at other city agencies and the contractor to proactively, proactively address the issues. As. The second important factor that really helped us to improve the overall project delivery is implementing dynamic risk assessment. There are always risks in every project, and in many cases these risks are not avoidable. We prioritize Risk Management throughout all project phases. Our project teams regularly review the risk registers to identify potential risks and implement the, appropriate mitigation measures. This proactive approach enabled us to address risk in a systematic manner, rather than simply reacting to them. No project in this size and scale can be constructed successfully without partnering with community. We are especially proud of how we have built a Critical Community partnership throughout this project. Partnership between mta , our contractor, and the community that have been key to our success in the design phase. The projects outreach process included three open houses, door to door outreach, multilingual surveys, writing outreach on trains and at stops, meetings with neighborhood, neighborhood and business groups, and the letter summarizing the project scope mailed to over 16,000 addresses within the sunset. A survey taken by over 1200 stakeholders has shaped nearly every aspect of the proposed project. The feedback received throughout the outreach process influenced the project design. In many ways, including restoring multiple stops proposed for removal, reducing the number of Traffic Signals, replacing pedestrian bulbs, and developing the passenger loading zone evaluation. We have also focused on Community Community engagement during construction. Our communication representatives are stationed at the field office, working every day to communicate the latest developments to residents and Businesses Supporting local businesses, in a top priority for us. We are working with local businesses and residents to maintain access to their business during construction, and we are available every day to answer questions and address their concerns in response to their feedback, we have added angle parking on taraval between 14 and 15 avenue, move the stored equipment, moved our staging areas, added pedestrian crossings and paused construction during holidays to minimize the impact the project team and our contractor also worked so hard to accelerate the construction and keep the project on schedule. It is still not easy for businesses. We understand that we continue to do all we can to support them. We keep listening, learning, and making changes until we get it right and be a better partner for Small Businesses. Im giving you this overview not to say we are perfect, but we are committed to keep improving the transformation, the transformation of our Capital Project delivery is a constant work in progress. As part of the process, we are systematically documenting Lessons Learned from all projects and actively sharing those valuable lessons and insights with other project managers and divisions, helping them navigate the similar challenges, challenging situation more effectively, the level Improvement Project is one example of how this integrated approach and utilizing Lessons Learned from past projects, help us to keep the project on schedule, on budget. One of our Lessons Learned is the importance of continuously monitoring and inspecting project elements during both design and construction. When the project is initially scoped. In addition to technical and engineering factors, there are many other considerations such as cost, funding, availability, schedule, Community Impact that affected decision of what to be included in the scope of work. These conditions and considerations may change over the life of the project by continuously evaluating these factors and monitoring the scope of work, it would be possible to identify any possible missed opportunities. When l taraval project was scoped it decade ago, there were certain elements of the track work that were not included in the scope of work. However, through inspections and engineering analysis, it became apparent that additional track work at the 46th avenue also need to be replaced within the next 3 to 5 years. We propose to do this work now, which will result in significantly lower costs compared to addressing it later as a standalone project. So what it takes to replace this track work . We have secured 4. 7 million in funding. This covered the entire cost and there will be no project delay or time extension required. The work is estimated to take five weeks to complete throughout the construction. In the westbound lane on on taraval will remain open to the traffic. Residents west of the 46th avenue will be impacted. But we maintain their access to their driveways throughout the construction. This potential impacts have been communicated with the residents and businesses on 46th avenue, and they have expressed their support, their support to complete this work now, rather than postponing it for a few few years, what are the benefits of acting now . As mentioned, the tracks are not in a good shape and eventually they need to be replaced to improve the safety by doing the work. Now we are taking advantage of existing rail service shutdown. The contractor working on segment b has extensive track installation experience. They have already installed and replaced more than 10,000 linear feet of tracks on the same corridor, so its safe to, its safe to say that there will be no learning curve and the work will be implemented effectively. We have commitment from the contractor to do this additional work without, within the contract duration and no time extension is required by doing this work now, we are also avoiding future interruptions to our service and the community. We will also get to use the same staging area that we are using now. With that, i would like to request board approval to amend the contract to increase the contract amount by 4. 7 million to replace the special track work on 46 and taraval, thank you and happy to answer any questions you may have. Sorry. Again, thank you so much for powering through your voice. Having some challenges, im going to go to Public Comment and then well come for questions. Would anybody like to comment on the l taraval item . Okay. Seeing no commenters in the room, well close Public Comment. And director hinsey, why dont you start us off . Sure. And i, i hate to make you talk more, but hopefully youll, maybe have some reinforcements. So can you clarify for us this segment of, track that were approving today, was not included in the original segment a or b . Yeah, they were not part of the segment a or b scope of work. Do we have a reason or a best guess . I know staff in that division is new, but do we have a best guess as to why that is and why that would to me, why this arose now were trying to understand. But, you know, as i mentioned, i dont know when back then, when they scoped the project, what kind of constraints they considered. What what factors they, took into consideration, in terms of the funding and, the cost saving. Julie, do you want to jump in . Well, aiden and i have been doing forensics on this, since we came to the shared recommendation that it was really going to be the most, Cost Effective and Service Effective to get this work done. And we, we applied a very high bar because we are going back into an intersection that is completed and asking the adjacent businesses and residents to endure another five weeks of, of construction. I think the answer is very much related to the cost. You know, this is its a very complex piece of track. Its produced by a monopoly, nor track and, and at a very high cost. And i am sure that the version of aiden and julie a decade ago, you know, probably saw this as an opportunity to both save time and save money, but we already have a crack as well as visible wear in this track, and we believe at this time it is very prudent to implement this additional work in your contract. And you all know more about this than we do in costing and pricing and all that, so are you confident that we got this 4. 6 million is the best deal out there that we can get . Yeah, this 4. 7 million that we are asking, 500,000 of that is a contingent nc plan. So basically, if we dont face any unforeseen condition, thats going to stay with the, project at, 50 of, this, 4. 2 million is basically the material cost, so normally the material cost, equipment fees are, market fixed price, not really negotiable. So basically the contractor is going to providing us with the invoice. And this is, this is this is the this is basically determined what the market condition, so of that 2 million is we had our subject Matter Experts and track engineers, they put together independent cost estimates and they, had the very similar numbers. So im confident that we got the, fair cost proposal. Okay. Well, i, im supportive of this because it, i think that weve demonstrated that this, this portion of track is in, disrepair, and i think theyve gotten the best deal, and i most importantly, i dont want to disrupt, businesses worth more than we already have on that corridor. And were already asking them to do five more weeks, so i dont want them to do five more weeks, five years from now. And so i, i but i would i think you would all be interested to see kind of what you come up with in terms of the forensics and the look back, because this was clearly an oversight by by somebody, but im, im here diligently working to, absolutely. As part of the project, we are documenting the Lessons Learned. And, you know, we should be able to share our analysis and the Lessons Learned with the, board of directors. And then we are still, even with this last contract modification, we are still on budget and on time for the project. Thats correct. The funding that we are asking, basically this contract modification is basically for the additional work that we are doing, the original scope of work is within the budget. So, yeah, we can say the project is on budget, on schedule. Okay. That thats good. Thats thats a silver lining. Thank you, madam chair. Thank you very. Are there any other questions from colleagues . Director tarlov, please. I just have a question about. How the Communications Department and i dont know, their i dont think theyre here to answer this question, but how , if we are to approve this, how the communication with the public is planned, theres been a lot of Media Attention on this project, and, and, just a plan around how to help, journalists understand, the need for the project, the history, you know, so that its, so it doesnt become a, an unnecessarily negative news story. You. Sure, so basically, so the that the press that we received, what we saw recently in the media, there were some, negative, press around the project. And just, i guess its, the journalists talking to the people who had, some claims against the project, and they claimed some damages caused by, our construction with the, be fully investigate all those claims, all of all these claims that we received so far, we only, found only one valid claim, the window broken. One of the businesses, and, you know, even even that we were not 100 sure its caused by our construction. But, you know, since it was, it was the possibility we took the responsibility. We were working with the contractor to address that issue. But, you know, most of those claims already rejected. But since we, saw, a lot of concerns about it, we are doing another round of investigations to make sure they are not really caused by our, contractors. We have a claim process. We have project team, basically, specifically working with each businesses and residences to, make sure that, you know, if there is any damages caused by these contractors and construction. We basically respond to it. But, director carloff, to your point about this particular for action, i think the message is relatively straightforward that our predecessors admitted this section, presumably to save money because it was expensive. We have since determined that, in fact, it is really necessary in order to make sure that the entire corridor is at a state of good repair. We consulted with supervisor engardio and all of the surrounding businesses and said we have a choice. We can we can complete this work now at a low price and with minimal disruption or or we can wait and do it later and it will cost more and take longer. And the businesses were very clear. There just they wanted the project done and they want the Train Service restored. So i think theres strong agreement from the community that this is worth the investment to make sure that we fully complete all of the infrastructure. Thank you. Well, thank you for staying up so late, and, im going to be making it short. I really understand leverage ing what we have already out there with the same team of folks that are doing the construction on using the same staging area. Things already kind of in place in the construction mode. So it is a no brainer to do it now than later, because we are going to use the same, you know, process to finish the job. Right, so were not going back to them like five years later, like director tomlin was saying that like, hey, you know, were going to rip up your street again. So we really dont want to do that. So thank you for identifying this issue. I understand that like ten years ago when the engineers and planners are trying to look at this project, it might have not been, irreversible, situation conditions that they might think that this track can still last longer than they anticipated. So i am in full support of amending this contract to, have the team go out there and actually do it. And i really want to make sure that everyone is fully aware of that. This is not something that we didnt it this is not something wrong with what we had just finished. This is something that was is, back then it wasnt broken. So we really need our Communication Team to make sure that the message deliver across that it is truthful and understandable. Right. And so i want to make sure that this is, if not on schedule, but actually finished before the schedule. If you can write, you know, just like when you buy an apple phone and they said it delivered it to you in six weeks, and then all of a sudden it show up in like, you know, three weeks, then everyone is happier. Then you know, then the other way around. So i really applaud you, being able to come up here and you know, did what you need to do as an agency to make sure that we have a full on, safe, track system for our future. So thank you. Its not an easy thing to say. Hey. Excuse me. You know that we, we need to fix this. You know, its, thank you for being so responsible, and i really appreciate it. Thank you very much. I just want to mention that the credit of identifying the issue, it goes to maintenance of way inspection. Inspection team, we try to facilitate and accommodate and do this work, through the existing and executing it through this contract, absolutely. We are trying whatever we can to do to accelerate the construction. And at the minimum, stay on schedule. Yeah, really, the key is make sure that communication do deliver across, in the exact clarity that we, we want everyone to understand. And then also construction is always happen when you start the construction. Theres always something. So just please make sure to work with our i dont know how you do the communication. I know that youre out there talking to everyone like they got the really high level senior, staff, to, to be outreach. But i think you should arm yourself with the communication folks and have all the language that needs to translate to talk to everyone. So thank you. I am all support of this item, and i want a motion. This okay. Yeah. Yes. Your motion. Great and, director henderson, please. Oh, sorry. I keep going. Sorry. Just one quick question, so the discovery of the crack and the other or the need for this was as a result of discovery of some issues, and it wasnt anticipated. And i just wonder because we have so many of these long terme projects, if there is a way to build into the process. Some ability to, to sort of anticipate these kinds of things coming up so that, because i think, you know, as jeff said, or director tomlin said, the, our predecessors did not anticipate needing to do this work right now. And so, you know, it just sounds like to me, if but for the crack in the in the track, this may have gone another however long amount of period, amount of time before it was addressed. And so i just hope that theres a way, for the staff to be able to build into these long terme projects a way to continue this type of inspection. But also preempt some of this so that we can get to it before theres a crack. And also, incorporated into the scope of these bigger projects, without having to do these modifications. So i think, i think all the work that you all have done on this, i know theres been a lot of time and effort, and i appreciate all of the work that you presented. I just want to make sure that the staff have a way to anticipate some things like this, or just build it into the process for the future. Absolutely. That thats actually part of the Lessons Learned from this exercise to continuously monitoring and inspecting the project, the scope of work and the elements inside the project, scope of work to make sure we are capturing everything, especially the missed opportunities. Yeah yeah, sure. Thank you. Director kahina, please, thank you chair, so with any contract modification, theres always an opportunity to strengthen our agreements with folks, i just wanted to get a sense if we use this opportunity to strengthen any language that we want to strengthen in our agreements, do we feel comfortable with it, particularly around, any clause in our agreement that around liability for any claims or damages monies that folks may cause as a part of the construction process, it seems like thats thats the thing thats getting some press right now. And i just wanted to see if we feel comfortable with the language thats there right now, or if were seeing this as an opportunity to strengthen that, i think we have a very Strong Language in our current contract. So basically, the contractors normally, indemnify, the city and the agencies, if they cause any damage to any properties, businesses and residents during the construction within the project limit, the liabilities on the contract for, but we are, you know, see the partnership with the contractors and also the businesses we try to help that, facilitate that process to make sure we hear, the claims from the residents, investigate that, and also help the contractor to understand those concerns and hopefully facilitate to address those concerns. And i say this more than anything else, because weve seen a series of contracts that have come in other meetings and in other projects that weve done where, it really when opportunities to reexamine our agreements, come its, its been really beneficial for us to reexamine, what those agreements have been to see if theres, you know, as you implement a project, there are things that come up and things that youre like, i wish i could have had a stronger language around this, this particular clause or this particular thing as we implemented the project, and were in a moment where we where we can implement some of those learnings, so i just want to make sure that the team has some direction from us to do just that, as we are, reviewing this agreement and, modifying it, that we also modify it in a way that it captures some of the things that we would like to adjust in, in certain clauses or languages, certain parts of the agreement. Absolutely thank you. Okay. I think that concludes our comments. We have a motion and a second. Can we please call the roll. On the motion director heminger heminger, director Henderson Henderson i director hinsey. I nz i director. So i so i director tarlov i tarlov i director kahina i kahina i chair ekin i ekin i thank you. That item is approved. Thank you. Please call our last item last. But certainly not least item 15 presentation and discussion regarding immune Service Equity strategy update. We do have part of the team joining us remotely for this item okay. So as yeah did you get some food. Okay. All right. Good. Good evening, directors, sean kennedy, chief planning officer for muni, and i first off, i just want to say i apologize for not being there, in person. I have a health issue that im dealing with, so i had to be at home today, but, but with that, let me let me pull this up and get going. So here it is. No worries, sean, at all. Thanks lets see. Is it, christine, im sure my screen is it. It is up. It is not coming up yet. Yep. Its not coming up yet. Do you want to share it from the room . Maybe from the room computer, maybe. Yeah. Im going to go step over to that, computer to try to pull it up. Oh maybe i see seans screen now. Yep. Yes, you are. Yep. Okay, great. Great excellent. Okay, so, thank you, thank you, directors. And, you know, really exciting news in general. And as weve, weve talked about in this venue many times, muni is more reliable than ever, just fantastic news. Cant say that enough, but here today specifically to talk about how were going to be using and how we have used the equity strategy , to prioritize service and capital investments, given our cost neutral budget outlook, and before we delve too deep into the details a little bit of background, because i know we have several new Board Members, since we last discussed the equity strategy, but this work dates back to 2014, the, the mta board at the time created a policy in 2014 that as we went through every, biannual service and Service Adjustment related to the budget, we approve a, equity strategy update as part of that, that budget approval process. The equity strategy is a neighborhood based approach, really the tenant of the entire equity strategy is to focus resources on people that that have few, fewer transportation options. The idea is really increasing access and opportunities, for those historically marginalized neighborhoods, obviously, we have an amazing city. And the idea is to really improve access for all in the city, not not just those that that have transportation options, there are nine neighborhoods that make up the equity strategy neighborhoods, as well as one Citywide Initiative thats based on accessibility, each route that touches one of these, these equity strategy neighborhoods is considered, an equity strategy route. And this talks about, what routes, are correlated with what specific specific neighborhood. And essentially what we do is look at metrics, which well get into here in a little bit for each of these routes. And then compare them to the citywide, citywide average, this would be our fifth report, were focusing on obviously this report on on really im having a flat budget, and cost neutral Service Changes. And ill talk more about what that means, youre coming up, but before i do that, just a quick look back, in the last equity strategy, we had 21, Service Improvements that were that were called out, in the report, even though we have obviously very constrained resources and are trying to, you know, still get over the covid hump, we were able to implement 19 of those 21 recommendations, things, including restarting the 31 balboa, getting the six parnassus back into service and increasing frequency, on the one california, we also did other things like transit only lanes on the on the 38, which has been brought up several times today, and extending the towaway zones on, on the one california. So a lot of work related to equity strategy over the last several years. And i want to point out that, you know, the equity strategy really is having a more far reaching effect than just service and capital changes, we have really changed the way that we do business in general. And ill talk more in the next slide about Headway Management. But another one i wanted to point out, is dixit weeks and i know jeff, or excuse me, director tumlin brought up in this directory report, this friday is yet another fixit week, these have really been a Game Changing way, to address service and really reduce the number of, of incidents that weve been having in the subway. So, as muni gets better in general, equity strategy neighborhoods are better off, just for a minute, talking about Headway Management, you know, theres very few agencies. We were one of the few and biggest, agencies in north america to start, Headway Management really shifted a lot of our work to the tmc and are able to spread out on the service much better than before. Weve actually got some numbers that will go over here a little bit later in the presentation on, on how how well, our operations teams actually doing on, on spreading those, those headways, we also do focus line workshops. Most of the muni forward and service work that my group does is external facing, doing a lot of work with stakeholders and Community Members and riders, to make the Transit System better, a great example is the m line and the k line that that we just talked about earlier in this meeting, but we also have started the reverse of that, which is, is, working internally with our operations folks, looking at specific specific lines and figuring out where some issues are that, that we might be able to manage the system better, manage the line, better. So, so working with internal staff, not just external facing folks to improve the service, a couple examples of where weve done, equity strategy, capital work, the 27 bryant, i think is a great example of that work, we really did a full uniform treatment on the 27 line. And, you know, the 27, really never would have come up, in our, in our muni equity or, excuse me, in our muni forward, priorities. Just because its a its a relatively small line compared to some of the major lines that we typically work on. But it was coming up as a reliability problem, during equity strategy analysis. And so several years ago, we took that work on and, and, have created transit lanes on seventh and eighth street through soma, did a number of bus bulbs and moving stops and optimizing stops throughout the tenderloin in the, in the southern part of the 27. So you know, made it made some big strides there as well as mission , downtown mission, is also another area that that came up through our equity strategy work and that we have, now put on transit lanes from 11th to first, in downtown, downtown mission, one other, kind of General Program i want to bring up thats related to the equity strategy, and we were you you all were kind of talking about access earlier, a project that were trying to work on for access at the at the really individual stop level is the flag stop conversion program, last year, the board of supervisors, had, you know, essentially asked us to remove flag stops. We have about 1500 flag stops. Approximately in the system, the idea is to at least make, space at the front board, the front door of either a bus or, or a rail car, accessible from the curb directly. So that people do not have to go around or, or or through parked cars. They just have direct access to the curb, we started that work about four months ago, focusing, first really on equity strategy routes, about 74 of the 300 flag stops that weve done to date, have been done on equity routes. So were going to be continuing that work. And in, in late 2024, the work will get a little bit more difficult because right now were just, addressing near side, stops. And that only, only requires a 20 foot red zone, essentially daylighting the intersection at a transit stop. But when we start having to get into far side stops and changing far side locations, thats going to require more than 20ft of red curb. And so, you know, we do anticipate there to be some more discussion, with, with the public as we, as we start to implement those, those changes in the future. So did want to just touch on, on that program, real quick, but as we now get into our current equity strategy, how we reviewed the system and how its working, to date, im going to call up my, my Service Planning manager, jessica garcia, who is going to run through, some, some specific examples and Data Analysis. So jessica. Hi. Good evening, board directors. My name is jessica garcia, and i lead our Service Planning team here at the sfmta. And as sean mentioned, im going to talk through the transit data that we look at as part of the equity strategy. And we look at Different Service metrics at the route level, but also look at how the performance of the equity routes compared to the non equity routes, as an indicator of how well we are prioritizing the routes in the system. And to do this comparison, we evaluate the routes by our defined Service Categories that are shown here. So we are comparing similar routes to each other. For example, it wouldnt be as meaningful to compare a Rapid Service to a connector service, since they have different frequencies and different ridership patterns. So in the next few slides, ill cover the comparison of equity and non equity routes in these Service Categories and the metrics that are included in the equity strategy this year are Service Delivery, crowding, performance and then some travel time and access data. You go to the next slide. So for Service Delivery we look at two different metrics that are shown here. So theres percent of Weekday Service filled and then hours delivered. And when we talk about service delivered were talking about the number of runs or shifts in the schedule that we are filling with operators that are available for service. And in the table here, the numbers are between 99 and 100, which is really showing how well were doing with increasing training and matching our Service Plans to our operator availability, the second number here, which is service filled, is, is what were sending out the door. Plus, accounting for any unplanned service disruptions. So that could be anything from, like a mechanical issue on a vehicle or a passenger disruption, or also just an unplanned protest or march thats in the city, so overall, these numbers of service filled and delivered are pretty similar between equity and non equity routes, for Service Delivery. So you go to the next slide for crowding data. This is similar to what we presented back in the fall. We look at trips that are over our crowding capacity. So our crowding capacity is defined threshold for how many people can fit on the vehicle, depending on its size and, and we defined a crowded trip as a trip where the passenger load meets our crowding threshold for at least 5 of the stops along that trip. So this table here shows the average percent of trips over capacity for each service category. And looking at daytime Weekday Service. And the goal is to have these numbers as close to 0 as possible. And on our higher frequency, higher ridership routes, the average percent of trips is ranges from 1 to 8. Overall, the equity routes on average perform similar or better than non equity in the same category. And we are showing in this table the fall 2023 data, which is what we focused on for the equity strategy itself, but also taking the opportunity to show here the data that were seeing since we implemented our january service change, to provide you all a preview of what we are seeing in that data so far. So its only showing about the first four weeks of data, but we are seeing some reduction in crowding for the frequent and the grid routes. Next slide. And one of those frequent routes i wanted to highlight that we were seeing crowding trending down on since the january change is the 24 divisadero, which is also a equity route. So this table here shows the changes in crowding at the route level and specifically the inbound direction during the 7 to 8 a. M. Hour at 15 minute increments. So this was a time period that we really targeted to add some service and address some of the crowding we were seeing. And then looking at the fall data, we saw, 16 to 53 of the trips in these increments were over capacity. And then since making those small changes in january, we are seeing percentages now in the 0 to 30 range. And those changes we made included adding an additional bus to the am peak to increase the frequency from 10 to 9 minutes. And then we also shifted the peak service 30 minutes earlier. So that schedule matched the crowding pattern that we were seeing already at 7 a. M. Next slide, so going back to the equity strategy data review that we conducted, we also evaluated ad performance data. And in this case we were looking at headway adherence for our more frequent routes. And headway adherence measures. How well spaced the busses are based on their planned frequencies instead of how well they stick to an actual time schedule. So on average, for weekday daytime service, the equity routes are meeting their plan frequencies about 89 to 90 of the time. So overall, the equity routes on average are performing better or similar in these categories, next slide, so the last piece of data that we review is related to travel time and access from the different equity neighborhoods. And during the pandemic, we developed the equity toolkit, which you all might be familiar with, which was a tool that measured Service Coverage and essential job access from each of the neighborhoods at various commute times. So we were now expanding this tool to not just look at how many jobs are accessible, but also, other key destinations, how many are within reach of these neighborhoods, such as Grocery Stores and parks, medical facilities, libraries, so this slide here is showing the bayview neighborhood, and well have in the report well have the same map for each of the neighborhoods, so thats an overview of all the data that we were looking at for the equity strategy. And i will pass it back to sean to wrap up. Great. Thanks. Thanks, jessica. So in this in this iteration of the equity strategy, we have a couple recommendations based on the data review, one, we were reconvening the muni equity working group. So we had our first meeting, last week, and we will be meeting every, every 2 to 2 and a half months, for now, until the next, the next budget cycle, you know, this this this group is not, you know, its about 15 members or so, really meant to help guide us, through metric identification, talking through cost neutral Service Changes and how we should be looking at the system. What what things are actually, important to consider as we, you know, have a very limited amount of resources, to play with. We know that crowding is going to continue to rise because ridership is going to continue to go up. So were going to have to be making some some hard decisions on on how to move service around and how to how to make those decisions on where to take service from and where to put it to. So were going to be using the equity, working group to help us through, coming up with a policy on that. And then also as we talk through specific changes with them to make a cost neutral, cost neutral changes, we, were going to continue to do transit priority projects, obviously, including the 29 sunset, second phase, as well as the 22 on fillmore or the one california. Project in the in the end, as well as, as well as working specifically on the t line, so those are, those are whats, whats really in this next two year process, its going to be, as we said, cost neutral. So its really going to be a lot of kind of policy setting and then minor tweaks, around that. So we have no real specifics right now because obviously we dont have we dont we dont have those, those minor tweaks at this point, that said, we also wanted to mention title six, title six is not the same as the equity strategy, some people do get it confused, they are kind of in the same lane or family, but they are not, not the same thing. Title six is a federally mandated, process that that all agencies that get federal funds need to make sure that when they make changes to their service, its not having a disproportionate burden on, on, protected groups. And so, our, our title six analysis looks back over the last two years as we made a number of changes to the service as weve been recovering from covid. Just to make sure that that we did not have any unforeseen issues, from a title six perspective. And we found that there is no disparate impact on communities of color and no disproportionate burden on low income communities, but did want to point that out because, you know, every time we have a Major Service change and, and, and when we look over the last two years, all the changes that we did, if you if you agglomerate all those changes together, you do reach the threshold essentially of a Major Service change for our system. We found that, you know, theres no theres no title six issues. So we do need that approved as part of the budget package as well as the, the equity strategy, next round. So thats basically what were what were presenting to you all today is a info item, just to go over the background and talk through, what were proposing. But then as part of the budget, the budget item coming forward, at the next meeting, i believe actually the 416 meeting, will be the budget item. So we will be asking you to approve both the title six analysis and the and the equity strategy. For 25, 26 as, as part of that process. So, i think with that, glad to take any questions or discussion. Excellent. Thank you so much. Im going to see if anyone would like to speak in the public on this topic of the equity strategy. Thank you for still being here. Hello, im kind of here just for educational purposes, but on behalf of my friends that ride the 33 that just got its service cut, i feel like this is kind of relevant. Everyones bummed. Everyone wants the 33 back at its, running times. The. It used to be 15 minutes, i think, and now its 20 minutes, and its. Ive heard many complaints from, 33 riders. Also, i was wondering, in terms of equity, like what, if were taking into consideration, like, different types of transportation coming together, on, on particularly like on the, on the muni trains, i feel like on the muni busses, theres great, collaboration in being able to put your bike on the bus versus on the muni trains. Theres like a pretty strict restriction on that. I dont know if like i, after seeing all the, budget, constraints of muni, if this is even like something to be bringing forward. But the, yeah, that would be really cool if there was bike availability on muni. Trains. Also, those stairs are pretty steep. Also so sorry guys, going over time, also, seating at bus stops, and i the flagpole, bus stops, those are just the ones that are the poles with the little yellow on the top right, i feel like those are the ones that are the most severely impacted by lack of seating. Lots of people i know have told me that they have to sit at bus stops on the ground and we know San Francisco ground is not cool to sit down on. Okay. Thank you. Thank you for your comment. I dont see any other commenters. Well close Public Comment. And, colleagues, do you have any comments or questions on this item . Do you have one burning question on. Not exactly. If it starts, itll never end. What okay, you know, im given. This is coming. This is coming for approval. In a few months. It is or a few weeks. Go ahead and ask questions. Thats what today is for, john. I wonder, you know, like, pretty soon that t line is going to get a little bit, you know, you know, didnt interrupt it. And then were going to have to beef up 15 or whatever else is those all these. And also you have all these like on demand busses that serve the bay view neighborhood. Is it part of this equity, plan or thats something extra, director, are you referring to, like construction work on the on the t line and then. And then how well have, extra service to make sure people have still have Mobility Options during that construction. Yeah. Theres really, like two, two, two things that im aware of, like, you know, we know that that t line is going to get disrupted because that bridge needs to get renovated for sea level rising. So that one and then so, thats one thing. And then the other part is like, i was told by some, some Community Members living in the bayview, area, they were pretty happy that or excited that maybe there is Something Like the on demand bus call that they actually would go and get them because those neighborhood are so dangerous too. They dont feel really comfortable to walk just to the stop. So im just curious to wonder, are those these two things are part of this equity, plan that you have in place or its totally different. No. So, so really, the equity strategy is essentially a principle that, you know, well be well be providing, connecting and service and access to, to those nine neighborhoods, and that that includes during construction. So, you know, when the t is under construction and the t is interrupted, we will be definitely putting enough busses on the, on the, on the bridge to, on the bus bridge to emulate the capacity that the t was, was providing those neighborhoods and the travel time and things like that. Its not specifically construction, mitigation issues are not specifically in the equity strategy, but from a principle standpoint, the equity strategy will govern, you know, how much extra service we put on the t line from a bus perspective, during that, during that construction period, as far as the bayview shuttle, that is a Pilot Program that, did not come out of this equity strategy work, but it is a Pilot Program that we are working with, our, our colleagues on. And by we, i mean my transit Planning Team is, is working to make sure that were helping them design an, you know, a bus, a bus system that will be, as, as, as as as good and relevant as possible to make those trips. And so we are involved with that, with that bus pilot project. But but that did not come out of the equity strategy, work itself. Oh, okay. I want to add, i think your example of incorporating equity principles into this construction is so relevant to how weve made this a living document. So, for example, the most Cost Effective shuttle during the slaves creek bridge would be to take people from the bayview to basically the dogpatch, where then they would transfer to the train. But because of our equity principles and wanting to ensure continuity along the length of the route for our bayview customers, we will be providing a shuttle from the bayview to downtown, and it will overlap the t line, which will continue to go to the dogpatch. So that that is how sean and jessica are taking and making this like a living, breathing, process. And im sorry to brag about you after the end of a long night, sean, but it is one of the things that im very, impressed with by this work. Thank you. I have no more question. Thank you. Doctor katina. Sorry. Just one. One. Suggestion or maybe something. I dont know if we have this already, so we dont need to build it, but, first off, like, kudos to the team. Like, i think its really great that we are tracking very similar to the non equity neighborhood. So i just want to celebrate that. That is a huge win, also so, its really, you know, its really great to hear that a lot of the investment that weve made on this equity strategy and implementing it is paying dividends and that were seeing that a lot of like our our bounce back with our service is actually on these equity lines. And i think that that is a wonderful thing to highlight. Its wonderful that we can celebrate that as well. That investment in equity is not something that we have to kind of like, okay, we have to do like equity, like its actually paying off and its actually something thats worthwhile and is improving, our agency in many ways. And so, just also want to name that and celebrate that piece, something id love to see for the next, the next time you guys bring this forward to us. Like, i know we were looking at, having, like, service neutral changes and were trying to not add more service in this proposal, what i would love to see is, is there a way for us . And maybe were already there to create a network of sorts of, of, connections that are less ten minutes or less in service. So that, you know, as were hearing folks say, oh, the 33 now is like a 20 minute wait is if theres a way that every neighborhood can get a version of a ten minute line by connecting to another ten minute line. Right, and seeing how we can create sort of this like Ten Minute Network of, of reliability throughout the city. We may already have this data. We may already have this network or this web, but i think it would be great for folks to, to see that. And even for transit riders to have that readily accessible as theyre planning their trips, like maybe this, this bus route is not going to be the one that, you know, thats going to connect me to that next ten minute bus. You know, its actually this one, as folks make decisions on which line to take and in their respective neighborhoods to get to their respective destinations. So actually, id love to take this one, if i may, because im im totally there with you. And in fact, one of the things that weve seen during the pandemic as as our downtown commute ridership has dropped dramatically. Our neighborhood to neighborhood ridership has increased, in part because san franciscans now transfer. And thats partly because of the speed, frequency and reliability improvements that weve made on our main lines. And so if you go to any muni shelter and look at the muni map or go online to look at the system map, you will see that all of the dark blue and red lines in the map intentionally create a grid that serve every neighborhood in the city that serve our equity priority neighborhoods especially well, and deliver Service Every ten minutes or significantly better all day long. So yes, lets highlight that and lets, you know, lets i think it would be great to message that to folks that there is a way to connect to different lines across the city, that where there are reliable, service connections, because i think it will help with this narrative of my bus now, the bus line that i relied on so much is now 20. Its coming in 20 minute intervals versus that 15 or versus that ten. You can now we could say, well, lets point to this map. And we could see that actually if you just walk a couple blocks, its actually you can get connected to a ten minute line really easily. And so i think thats something that, you know, we should broadcast and we should make, you know, make it very visible for folks even in the muni mobile app, make it very clear that thats, thats a way of getting around, food for thought. But id love to see that if we do have that handy, wed love to just see a slide on that, at the next presentation. That that sounds great. And i would i would say thats a fantastic framing of a of a building block, and just laying out just just laying out the vision. I mean, were going to be working with, you know, our muni equity, working group and other stakeholders over the next year to really define and develop a shared vision for the future of the system starting in 2026. On you know, what would we do if we had additional money . Where could this system go . What what would what could the system look like, and, you know, starting with that where were at now and, and as, as you and, and you and director tumlin were talking about, we have a, a pretty Robust Network already, but where where should the future go and what can we Work Together on to make the system look like in the next five years, say, especially given additional operating funds and then, you know, in the very longer tum vision is this five Minute Network that weve already laid out, that we want to get to in the next ten plus years, where we, you know, were just taking that that ten Minute Service even to the next level and, and providing, even even a Larger Network of a, of a five Minute Service as the kind of longer tum vision. So anyway, i sorry, i dont want to take too much time, but im excited by the direction and, and, that that sounds great. We will for sure add that to the next slide deck. Okay. Thank you everyone. I see no further, board member comments on this one. Im going to go ahead and close this item and close this marathon meeting. And i will just say, in closing, i hope you print out slide 12 and put it on your wall, because thats a bunch of a pluses in my mind for equity roots and for all the roots. And thats really phenomenal outcome. On that note, thank you. We are adjourned. And the polls just closed. So lets go see what happened. Thank you everyone get watching. 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And finally, there are no refunds if you return to our car hsa and thats it youre all set the license plate will only be saved for the duration of our parking time check for the area and show youre parked legally and theyre an easy way to pay for parking. We hope this video has been helpful thanks for [music] welcome to the 2022 sfmta bus roadeo. Today what we will see is competitions of different levels. We will see transit operators through a obstacle course. Also see the office rfs maneuver the g4 cars through a course. inaudible [beeping] then also have a element of inaudible who are doing inspections and repairs and some of the equipment related to our buses. [applause] i enjoy coming to the event because of the camaraderie with the staff and seeing the departments and everybody meeting arfbd so the more we can do these things the better well be and it helps the agency grow. The winner of the local bus roadeo the person goes to the national inaudible one additional item we add to the event and call it a fun event where managers at the senior level get to test their skills operating a bus. inaudible transfer officers inaudible basically maneuver the course and they inaudible interesting to see some of the main managers run the course out there. They havent had as much experience but they did pretty well. Ill submit the bus damage for the bumps they did to the body shop for estimates. [applause] behind us we have vintage buses that were brought out for folks to see. Some of these vintage buses are sfmta, part of the historical fleet. Two others belong to the Pacific Bus Museum and a personal bus of a individual that owns it. We take great pride in the historical buses we have and try to keep it up to date. It is a way to bring employees together, Work Together as a team. A great morale booster something the employees have been asking for a year and it is great today because you can see how happy they were to once again do something they really enjoy. [cheering] first place inaudible [applause] third place goes to monica collins. inaudible this is my last roadeo. Im throwing in the towel. How are you feeling . Long hard day, its so good to see all of you today. I know people had to get through traffic but as i scan the audience, im excite today see so many familiar faces. We are here to celebrate San Francisco, there on your hill, my city, fair as the queen of ol, supreme in her 7 hill splender, you from your golden gate of gold, facing the orient sun burn