We assigned them and put them in our return to work so we can provide better visibility and Better Customer Service to our employees. It was interesting to note that from march to october, during the covid19 shelterinplace, really intense period, they return to work team has respond to over 9000 emails from march to october. In october alone, have responded to 425 calls. For fy 19 and and 20 they responded to 5500. Thats is a staff of six people who done that. Its interesting, i heard lot about staffing and you mention that one of the things was the shortage in staffing. There has been and the team has been dedicated to make sure to try to provide enhanced customer service. One things that we have been committed is communicating. I hear lot about communicating, making sure there are updates. We sent over hundred emails about benefits and telecommuting, employees went to shelterinplace, what about their laptop, how did they get supplies, can they take equipment from their office. Benefit changes. We sent tout updates before we went into shelterinplace. In march, we worked to rebrand our internet so that each Business Unit within h. R. Unit has presence on the internet. Its another way to include that connection, that engagement and that visibility with employees. Employewhat is their function. Who works in h. R. , who do i call if i have a problem. Who can i reach out to . Those are services that we want to communicate to our employees if they have that knowledge. Another service that we offer within, hr, i call in unsung heroes. Its our peer assistance program. We have three peers on staff in h. R. For fy 19 and 20 they responded to 161 cases. They work actually at the division level. They work at the division satellite and offices. They are there to be another resource to employees. Of the 161 cases some of them wanted to have someone to talk to. Sometimes they wanted to talk about life work issue and wanted to know to call for Employee Assistance program. They provide one on one services to front line employees. This year, they offer specialized presentation to field operations. Just one example, they had several sessions. We talked being visible to our shift employees. They will give presentations about deescalation, about how to handle certain situations. Providing service and information regarding the Employee Assistance program. Im really proud of their engagement and the support they did provide to front line employees. Another thing that im proud of in terms of visibility that we have accomplished at sfmta, we have created data policy. There are several data metrics that we are committed to h. R. Team as well as in conjunction with e. E. O. And virginia harmon and her relationship. Commit to providing biannually and we post on our internet and various demographics whether its discipline, whether its information how far they commute, about the general demographics. We have this all identified in our policy and were committed to communicating that twice a year. We do post that on our internet as well. I think its another way that we are showing commitment to our employees in terms of enhanced visibility, transparency and customer service. Small thing and important, employees need to know who to call. We do update and provide resources to managers. I want to mention, one of the things too Deloris Blanding mentioned, news letter is another way to updating employee. We have biweekly news letter that we send out to all staff through email and Communications Team helps with that. Its important to mention, we dont just communicate via email, we also have an operator portal where we post information. I make sure that employee engaged with our union leaders. This year, probably four or five months, able to get another group of employees and get them email access. Another way were trying to make sure that were visible and using our technology to the best advantage that we can. The other area that Doris Blanding focused on was e. E. O. Compliance. This part,ly turn over to my colleague virginia harmon who is our e. E. O. Officer. She will provide the update on the rule of the e. E. O. Is defined with the sfmta. In compliance with the regulations is condition receipt of federal funds. It requires that we do several things, including resolving e. E. O. Complaints. That function for sfmta is handled outside of our agency through a work order with another City Department. The Citys Department of Human Resources. Were also obligated to report demographics and employment practices, review and hiring process, set goals to adjust workforce gaps and recommend corrective actions and provide e. E. O. Training. These functions are handled by the internal sfmta e. E. O. Office which is myself, tony battle, who handles hiring reviews and training and supervisor training support and unit the sfmta e. E. O. Office is subject to review by the federal Transit Administration every three years during the f. T. A. Training and review. With respect to the blanding report, number one, f. T. A. Regulations require that the e. E. O. Officer reports to the department of transportation. We long established that reporting relationship to the department of transportation. Number two, one of the recommendations of the Deloris Blanding report was to separate e. E. O. Compliance from e. E. O. Management. E. E. O. Complaints are investigated outside of the sfmta in a citywide process by the Citys Department of Human Resources. Given the issues that have surfaced regarding e. E. O. Investigations conducted bethe City Department of human resource, including the frauder waited by the staff, the mayor office developed a approach to improve city wide function to audit performed by a law professor, Professor William gold and city comptroller office. One of the issue we continue to struggle with referral is none. E. O. Complaints but the e. I. Re. E. O. Complaints process. Number four, we presently received quarterly and annual reports from reports on sfmta complaints. Our Human Resources section is working to further improve the process by working with d. H. R. To establish Mediation Program providing an alternate process to resolve complaints. Next slide shows the proposed new reporting structure for adjusting complaints. Lets hope that this new reporting structure will create visibility and accountability and improve complaint referral for prompt resolution. Director brinkman in response to your earlier question as manager of supervisors, we need to take responsibility for our handling of our internal employee complaints both e. E. O. And none. E. O. With regard to complaint followup, the corrective action, complaint followup is built into corrective action which is implemented by sfmta management. Ill pass presentation back over to director kim ackerman. Thank you. Chair borden does that conclude your portion for now . I will go to the next slide. The other area that deloris talked about h. R. Staffing and training. One that you heard a lot jeff talk about in terms of h. R. Staffing and need to hire more h. R. Team. One of the things i wanted to start on number four on here, this slide, which talks about Employee Relations team. I want to mention this first and foremost. That really has been very important for us to move forward to make sure that we had that team properly staffed. Im please to say that our manager started on monday. Im very excited. We actually since i started last september, i gone through four specific posting and interviewing. Its four posting to get to this point. Im excited to have her on board. We have three additional vacancies. We have seven staff. With her, we have eight and well have plenty more to complete and round out that team. Deloris blanding mentioned the about documentation training and specific training for the h. R. Analyst. Thats going to be a priority for the e. L. R. Manager moving forward. Well be focusing on additional training for them regarding employee misconduct, the whistleblower complaints were handled through chief of staff. That will go through the e. L. R. Team and we have someone focusing on that. Couple of other things that are important on this slide that i want to point out. Deloris blanding talked about the h. R. Liaison. She really wanted she mentioned about what is their role. Im proud to say that we have worked hard on that. We developed an h. R. And does help to define the h. R. Liaisons role within the organization. Talked about really how they varies and really helps the manager through the hiring process and the bureaucracy of the agency. Theyre also more than that too. They are critical. They help keep the h. R. Team engaged with the field staff and whats happening and whats going on. They have been instrumental as we go through the covid19. They will be lifelong with us. Say, these are some things that are going on in the field. We identified h. R. Recruitment policy that we workeed on together. Whenever theres a position and a manager wants to fill a position, that manager has to go through the hiring process just like everyone else. So it is a competitive process. That way Everybody Knows everybody playing by the same rules and everybody has to go through the same process. Virginia and i really committed to that and since that policy has come in place, we have not been doing direct appointments, engaging managers with the competitive process. The last thing that i want to mention on this slide number seven. One of the recommendations of the Deloris Blanding report was establishing office hours within the different divisions and basically having an e. L. R. Analyst go to different divisions. This is something you can see. Thats really something that we have really pushed on for couple of reasons. We dont have the staffing to do that at this point. We are in shelterinplace and lot of our staff is working remotely. Then thirdly, one of the things that im tasking my e. L. R. Manager with, how can we make our profits more efficient so that way we dont necessarily have to be out if the field but we can use technology. We are working through that. I know thats the priority that past e. L. R manager does. Well be providing more information. Another area that Deloris Blanding talked about in addition to h. R. Staffing and training but to training to support our workplace culture. Im really excited about this. Workforce Development Team has been working hard on these specific areas. One of the things that Deloris Blanding says, we need to have all of our m. T. A. Supervisors and managers complete 24 plus. Its a Training Provided by d. H. R. Right now, we say that it is mandatory. You can see theres circles here on this one. That is one of the things that we want to do next year as we want to make it mandatory and make sure holding managers accountable and have them attend the training. It wouldnt be for new managers it will be for current managers, make sure they are attending but its not just one time. Its also refresher training. The reason i have circles, i want to get my e. L. R. Manager and workforce manager to collaborate. It is important to mention, i know Deloris Blanding talked about the training model for unacceptable conduct. The d. H. R. Does offer the online 24 plus training for managers and supervisors which does has module for conduct. Workforce Development Team provides specific training for our senior managers on identifying, responding to immediately to inappropriate conduct. Thats one area Deloris Blanding talked about. They provide training on respect in the workplace, emotional intelligence, they have workshop for senior managers. We provide senior managers training once a month. E. E. O. , virginia harmon and her team going through training to field staff as needed. I want to mention here, for fy 19 and 20 we have 660 employees that receive respect in the workplace training. We want to make that have all 6000 employees trained. We will move the ball forward on that. One of the things Deloris Blanding talked about was brown bag training sessions on various topics. Thats something we are doing. We are doing lunch and learns that we offer to employees on stress management, managing employees and supervisorring employees while working remotely. Weve had lot of conversations today about the Performance Management. We did roll out a new Performance Management tool and policy this fall. Its been four months ago. We also incorporated assessments part of that. We want to meet that need. Definitely moving in the right direction on that. Weve had training develop. I want to hold employees accountable. One of the ways to do that holding managers accountable. Incorporate those metrics and those goals with the Performance Management evaluation tool. Well provide more information to our manager and supervisors, to provide training and support to them but also holding them accountable through the Performance Management process. We are going to be providing Community Training on gender inclusion and communicationing across cultures. Workforce team is really doing great job in terms of providing training support. Well be providing leadership training for midlevel americasa managers as well. We want to provide training to our managers. The next area that i want to mention discipline and corrective action. Also Deloris Blanding three areas that she recommended that we provide that m. T. A. Need to provide some Additional Resources for. One of the establish new system to direct corrective action. She recommend a Case Management of disciplinary action. She wanted also to recommend to blew workman comp. These three have all open circle. All of these are really kind of wrapped up recommendations as part of the Racial Equity action plan. Weve identified time frame for these as well but for all of the objectives. We also identified parts responsible for it. In this one here, it will be my e. L. R. Manager. We will be responsible for putting together corrective action policy, a form that managers will use, a process to make sure were retaining that information. One of the things we have to look at is the metrics. Who are are the managers that are giving the discipline. Is it manager giving it one manager in one division have significant amount of disciplinary action as opposed to another manager and why. What are the corrective action look like they are giving. We have to make sure that we have all of that and were retaining and we have record of retention process as well as i want to make sure that we have process for e. L. R. Review and approval. Once we get pulled this together, we have this as an objective in Racial Equity action plan which will be accomplished next year. Second part of that is to make sure once we get through that process, make sure were training our managers. They understand the policy, they understand the expectations. They understand the process for retention and engagement with e. L. R. And what that, looks like. We mentioned in the Racial Equity action plan, better Case Management module. Making sure we evaluate the discipline. It will be kind of Case Management model looking to take e. L. R. Staff and managers and staff within the different televisions and working with them to review the disciplinary action before its actually given to the employee. Thats going to be another phasedin process that well have to work through with our Management Team to get their buyin to get an understanding and move forward with that recommendation. The third one i mentioned about itsing up internal process of compliance and investigation intervention, virginia, really mentioned this, thats going to involve person who will triage the complaints and triage them as an e. E. O. Or through e. L. R. That will involve that complaint tracking tool. We also reference in Racial Equity action plan. That we have in place for next year for 21 to have accomplish as well. Those are the various five areas that Deloris Blanding really focused on. I think its important for us to mention our next step too. We want to make sure that were communicating our accomplishment and who were doing and not doing. What were not doing, meaning what we havent accomplished yet. We are working with the Performance Group and working on a blanding report card which we will show our progress and well post it on the m. T. A. Internet. Well be working with my Management Team and Performance Team will have that in february of next year. Well update that periodically. E. L. R. Team will start working in january on all the various disciplinary action. We are committed to providing blanding report update in march of next year. Well up date employees on that. Continue working with the team to accomplish justice. We have objectives in that document, not just from the discipline but improvement and hiring and promotions. It goes back to the first thing, which was one of my first priorities which director tumlin talked about, to fulfill all h. R. Vacancies. Were working toward that. Th