Necessary trip . So theres a lot of work that weve been doing over the last few weeks that feels like a year and a half because weve done a year and a halfs worth of work in the last few weeks. Were very fortunate in the city of San Francisco under the leadership of mayor london breed and especially under the leadership of the department of health, under the leadership of dr. Grant colfax, we knew what was coming, and the city acted quickly as most other places. And as a result, San Francisco is in better condition than so many other places around the world. Here in San Francisco, we watched what was happening in wuhan, and even what was happening in seattle, who was a week ahead of us. San francisco infection rates tracked neatly in response with those other cities in a similar timeline. This allowed us to do scenario planning and get ahead of the crisis before it hit us. We knew that things could get very dire indeed. Wuhan shutdown their entire system. Our city did its efforts for a sheltering in place that didnt include a complete lockdown, but we didnt know what was coming at us. So we looked at very carefully at where were all the vulnerabilities in our system . So the very first thing we did was shutdown the cable car and histor historic street car lines. We did this to protect our drivers. On the historic street cars and cable cars, theres no separate space for the driver, so we shut those down very quickly and waited for bus replacement. The next step was the decision to shutdown the rail system. This was hard for us because of the capacity offered by our trains and the relative protection that our trains offer our operators, but our trains are not resilient. We were carefully watching as an increasing number of our workforce was being exposed elsewhere to somebody who was covid positive and needing to go into quarantine, and then, we started getting our first positive test cases at the agency. The rail system was unique in that there are a relatively small number of Mission Critical positions where if we missed just one or two of those people, it would have been difficult to meet the maintenance challenge. So as our ridership was plummeting, and as we were preparing for what we knew especially love blacks and latinos, love okay. So that was rude, thank you, sfgovtv. So the decision to shutdown the rail system was also driven by our necessity to increase cleaning crews. We increased them where they were needed. Our crews were cleaning enormous rail stations. Our [inaudible] sfgov, is there a way for restricting access to this call or at least cutting off sound . Hopefully, youll be on that. In any event. Is this system in any way related to zoom . Just having the guy doing me, maybe one or two or three [inaudible] and we can do with respect, too, too these this is david. Ive just unmuted all. Go ahead, jeff, and unmute yourself, please. All right. Thats excellent. That should work. So once again, one of the other critical reasons we shutdown the rail system was to be able to reallocate our car cleaners and station custodians in order to direct them to do more thorough cleaning for our buses and for our facilities. [please stand by]. We knew that we needed to have a system that was going to be resilient to an unpredictable amount of change. We also knew that we had to direct more service to our highest ridership lines because were having having a challenge onlines like the 14 mission, the 38 geary, the 8, and the 9. We were having problems with passenger crowding and social distance. We were leaving people behind, and having more people on our bus than would meet the d. P. H. Guidelines. In order to direct more service at the lines that need it the most, we especially needed to cut basically all of our lower ridership lines. These were painful cuts. So our effort was to look at the data. Weve got great data, and we new the lines that were experiencing cuts, and we knew the lines that were experienced the highest riders. So we stripped Everything Else out and started there. The next set of services were Critical Services. Where are the Frontline Services . Where are the Grocery Stores . Where are the Critical Services . So we wanted to make sure that the lines were served not with a Critical Service right in front, but within a tenminute walk. Next, we wanted to make sure that all neighborhoods were connected at some level, and then, most importantly, we ran the whole muni equity strategy to make sure that we were directing the most service to the neighborhoods with people who have the fewest alternative choices. In a few wealthily neighborhoods, people with limited Transit Services, that means that people can drive. And director heinicke, we gave you permission to drive to our last Board Meeting. Were asking those san franciscans who can drive, please drive, those who can bike, please bike, and those who can walk, please walk, identifying those parts of San Francisco that have the fewest choices. So the map is a map that we released on monday, and that were preparing to put into service tomorrow morning. It is grim, and if we can consider this a sign of success, we have heard from people in every single San Francisco neighborhood complaining why their neighborhood was singled out for stripping away service. So weve cut everywhere but held onto the Critical Service that san franciscans most need. Were now, today, spending a lot of time doing some additional service, particularly for elderly People Living in hilly neighborhoods, where weve removed a lot of service, for people who necessarily havent signed up for our paraTransit Service. Who can walk a block to get to service, but who cant caulk cant walk Transit Services. Were looking at for 6, you can get 30 of cab service, and looking at ways we can expand geographic coverage of those service to Service People who would otherwise be left behind. This would be in a time where were experiencing significant financial losses but a big help to others who are greatly in need, including our taxi drivers. I can also point out that even though were making these Massive Service cuts, these service cuts dont make us money. We continue to pay our operators. We offer very generous sick leave terms to our operators. We want to make sure that our operators that are feeling sick dont show up to work. Our drivers are frontline workers that are continuing to go out there and put themselves at risk for the benefit of our public. Now our service is stripped down, weve got better availability. Our cart cleaners are cleaning more efficiently. Were getting more guidance from d. P. H. On how to do that in the most efficient way, not only for our vehicles but our facilities. Were especially grateful for the advocacy by the citys Emergency Operation center, and particularly mayor london breed, who are seeing Bus Operators and our p. C. O. S and other frontline workers as First Responders, so we are getting our crew on the list for additional personal Protection Equipment as well as access to early coronavirus testing as well as access to overnight hotel rooms or for people who need to people working but not in selfquarantine. Were so grateful to the city to be able to offer these benefits to our workers. One of the struggles in all of this has been communicating the intensity of change both to the public as well as to our workforce. Ive been trying to do a threeminute video directed to our informal or internal workforce every single day. If you all like, we can send you copies of those. Roberta may have been forwarding them to you. They are our best effort at trying to keep up with the essential news as it arises and also to create a standard of deep transparency and truth. One thing we continue to emphasize as an agency is that we can only get through this if we maintain pretty radical transparency and truth because its going to require real trust. Were going to have to trust each other, and theres going to have to be trust up and down the chain of command in the organization in order for us to truly come together and make this work. So thats a summary of our health and service impacts. As all of you know, this Health Crisis is quickly becoming an economic crisis well, its already an economic crisis. Almost all of our sources of revenue, parking fees and fines are down to nearly zero. Transit fares are down by about 90 , and our biggest source of revenue, which is the general fund, is being walloped by the hotel tax and sales tax and business and transfer taxes. So the work that were doing now while at the same time developing this budget is to figure out how do we deal with our Financial Reality while minimizing all impacts to our workforce and preparing ourselves and the city for a very rapid recovery . Thanks Speaker Pelosis office in particular, we will be receiving a fairly significant amount of money from the most recent federal stimulus package. We are now having conversations with m. T. C. About how best to divvy that up, including posing really uncomfortable questions to the regional agency, including to what degree should we divvy up the agencies money, and should each dollar of financial loss be seen the same across all agencies instead of looking at the stimulus package as an opportunity to consider equity and how we spend our money. Specifically, should we be directing more revenue at the agencies that serve passengers who have the fewest choices . All transit properties throughout the region are going to have to make service cuts in order to balance our books. Should we all make the same percentage of service cuts or should Services Like tridelta transit, which carries an overwhelming share of transit dependent riders or a portion of the muni service, like were operating now. Should we look at those as more valuable than Transit Services that are designed to provide an alternative to driving for people who do have a car . So we are leading that conversation at m. T. C. Along with some of our sister agencies, that how do we put the system back together again in a system that is more equitable, more regional, and better connected . Other things that were working on, as two of you directors have already told me, to never waste a crisis, and so theres another opportunity that were taking advantage of in this crisis, which is to further our efforts at cultural change within the agency. Theres nothing like a crisis to bring people together, and t the many of the previous cultural changes in the agency that got in the way up and down across the agency and limited information in silos, that is breaking down. People are having open communication. People are collaborating across silos. People are getting together to offer Creative Solutions to problems rather than just complaining about the problem and blaming someone else for it. Were also seeing many people stepping it up, going above and beyond the call of dutiy. Five of our transit operators, have been have volunteered to transport persons under investigation and covidpositive individuals for the department of Public Health. This is work above and beyond the call of duty that reflects the commitment to Public Service throughout the agency. Taxi driver like corey lamb have been providing essential needs for people with disabilities. Our transit drivers have been helpful in getting people to the hospital and people with disabilities. Our car cleaning crews have stepped up like heros. Myra phillips, who oversees that unit, has been phenomenally adaptive, trying to use her services for the betterment of the agency. Cristina leon is connecting with people in her neighborhood, trying to help people who need help buying groceries. Traffic has rigged up hand washing stations and has m macgyvered up solutions. We are coordinating closely with a whole variety of City Departments to help solve problems. Our parking control officers have basically been the handy men handy people for the entire city, being used in all variety of services as essential Disaster Service workers. So thats a very quick summary of whats going on. As director eaken said, were also starting to think about how do we take advantage of the time period between the shelter in place order being lifted and full economic recovery in order to get an enormous amount of work done and get San Francisco ready for rapid recovery and also to be a Better Agency . Were looking forward to that time period where hopefully well be able to get some money out on our streets, where hopefully, well get some money directed at essential projects, and directing some other money at essential traffic systems. We want to make sure that we take advantage of this time period. We want to use this time to educate about reducing Greenhouse Gas emissions and help in what will be an increase in jobs in a more civil San Francisco. Finally, i just want to close by thanking all of you for your hard work, the way youre working together, the way were allowing governance to continue and our public bodies to meet despite the shelter in place order, and i really, really want to thank personally mayor london breed for her efforts to ensure our frontline workers are treated with the respect that they have earned by showing up and fighting for the city in this time of crisis and for the ongoing leadership of the Public Health, in particular, dr. Grant colfax, who saw this coming, who convinced the mayor and all of us rest of the Department Heads that listening to the scientists and doctors early in this scifi movie was going to be a wise decision. So thank you to all of them. Please get the word out, once again, that muni is only for essential riders and people making essential trips. Thank you. All right. Thank you, director tumlin, for all that youre doing and that very comprehensive update. Certainly our mayor and i think the former mayor can be a source of celebration. My understanding, miss boomer, is we have five people who would like to make Public Comment on director tumlins report, is that correct . Roberta, you appear to be muted. Clerk mr. Chair, we have five people on the phone line, they may or may not wish to provide Public Comment, however, at this point, we need a longer pause so our moderator can connect the system in the background, i believe, following the earlier disruptions. Okay. So well wait for that, and Board Members, be advised that once we get Public Comment, well turn it over so if anyone would like to ask director tumlin questions or if you have any comments, you may do so through chat as you always have. Clerk the moderator will let us know when we can go forward. My plan is to wait and not go forward with anything until we have Public Comment. Is that all right . Clerk yes, mr. Chair. Miss boomer, are you in contact with the moderator so you know whats going on . Clerk yes, mr. Chair, i am in communication with him. So he asks for our continued patience. There is an issue on his end. Well, if that issues going to persist for some time, we can proceed with director comments. So is there an e. T. A. On when Public Comment can be opened . Clerk i will ask. Hold on just a moment. All right. Mr. Chair, he needs five minutes. Very good. So director rubke, you have a question for director tumlin, please proceed. Thank you. I was wondering, in connection kind of following up on what director eaken was talking about earlier, if any consideration had been given to opening up our streets, certain streets, select streets for biking, walking . I think certain cities have done so during this shelter in place period, and so i was wondering if staff has looked at that as an option . Yes. So we are looking closely at what is going on around the world, including many of the not just the successes of that, but also the failures. New york had a tragic failure, not surprising, and their most recent efforts had been written about. Some other cities have had success, but in many ways, problematic success in that open streets became an attraction in and of themselves. So here in San Francisco, were been waiting to see if our efforts to manage the problems that weve been experiencing in Golden Gate Park and at ocean beach and marina green to be resolved before expanding that line of thinks. So these are questions right now that were exploring with rec park and the whole Emergency Operations center. Can we learn from the efforts of other cities to create these spaces but manage them in such a way that they dont become too successful, and also manage them, design them in such a way that dont require putting our own workforce at risk or violate the shelter in place order because of the amount of management that is required. So stay tuned on that. Well likely be getting some more answers later this week. Very good. Ive been told that were up for Public Comment. I know that theres some other directors that want to ask questions, but i want to get to Public Comment, reminding the public that this is Public Comment