Tumlin will talk about this, but last week we did have a press event with supervisors peskin and preston announcing that we will be delaying our fare increases. Obviously when we were voting upon that fare increase, we could not have understood the magnitude of what was before us and not to mention we didnt really have a path forward in being able to fund the operations, so i want to thank you supervisors peskin and preston for working with us to come up with solutions which i cannot tell you what they are today. But to look at how we can fill those funding gaps which primarily effect us in year two of the budget cycle, not so much in year one. That will be coming back to us in the future. And also with that we will not be having a Charter Amendment related to sfmta. Thank director tumlin for his work in working with the supervisors, and just say it was a pleasure to be there to represent the board last week at kirkland lard. And with that, i will turn it on to the next item. All right. If no other new or unfinished business, item 7, directors report. Good afternoon, directors. I am jeff tumlin, you director of transportation. And it has been another really busy couple of weeks. As most of you know, on saturday we did another round of muni Service Improvements foes kued primarily on alleviating overcrowding on the highest ridership lines. The data we have about standing passenger loads at every stop has been hugely helpful for us to rebound service and directing it where its most needed. Its also revealed the geography of San Franciscos essential workers. On lines like the 8, 9, and 14 that serve Mission Street, visitation valley, and other parts of the southeast parts of San Francisco, our frequency is higher than its ever been, and that is because thats the frequency that we have to keep running our buses in order to serve our essential workers. Weve also been able to expand service to another line restoring the 30 stockton to alleviate crowding on the eight and extending the 43 and other small tinkering improvements and these are likely the last improvements we will make until august when were hoping to bring back the real system. I want to point out to all of you that the Financial Impact of the covid crisis has been devastating for our service. We are expecting a fairly longterm loss of between 20 and 30 percent of our service hours. In addition, if we dont find an alternative to social distancing for insuring low rate of virus transmission on the buses, that represents another 67 loss of capacity for the service. Of course, the United States is really the only country in the world that is relying on social distance, on transit, and it relies on social distance on transit, but not in other modes of transportation like airplanes. Were hoping to find a solution to that conundrum and learning from the worlds best practices and places that actually respect the health and safety of transit rider, but also the utility that transit provides. I also think its worth pointing out the scale of this loss. So muni carries precovid about 750,000 riders per dade. A 2030 Service Capacity loss is the equivalent of losing all of the lanes of traffic on the golden gate and san mateo bridges. Adding in the loss of capacity due to social distancing means that the loss of service is the equivalent of all of the lanes of traffic on the golden gate, richmond, san mateo and bay bridges combined. This is a big deal and ultimately in order for the San Francisco economy to improve, we have to find a way of funding additional muni service. And thats going to be a challenge to us. But in august we are planning on making some smart changes to the system, including rethinking the rail system. As you know, the rail system has been the least reliable part of our muni service, and while reliability has improved dramaticcally on the buses as we switch to Headway Management rather than schedules, our rail system is not prepared to come back in the same way that it was before. So one of the things that is actually on your consent calendar today is the naming of the new crossover portal which we are hoping to use come august in order to run three car shuttles in the subway between what portal and embarcadero with a lot of capacity using three cars. This means we will be making changes like terminating the j line which we hope to come back in august. Terminating it at Market Street in order to improve reliability of the subway. But also make it actually faster for j riders to get downtown because its faster to get off the train and walk down stairs and hop on a threecar shuttle than it is to deal with the problems that we experience in the west portal. Similarly, we are also looking at interlining the k and the l. So l line passengers rather than continuing on into the subway, those trains would continue out down ocean avenue and this introduces a sort of new concept for muni which is High Frequency lines that include transfers because as we have seen from the ridership patterns based upon our essential workers and as we know land use patterns in San Francisco will change, not Everyone Wants to get to their office job in the financial district. And so we need to take advantage of greater reliability and greater frequency serving all corners of San Francisco and accommodating the need for transfers. We also know that our capacity limitations are going to get in the way of San Franciscos economic recovery t. The reality that the entire regions highways and the south to market grid are experiencing congestion. The Transportation System cannot move anymore cars than it is moving today, and the Transit System is going to be constrained in its ability for the next at least year and a half. We know we also need to make investments in the bikeway system, making it possible for people of all ages and abilities to feel safe and comfortable on a bicycle, a skateboard, scooter, and other forms of bike form mobility. For the last couple of weeks we have implemented 24 mile of slow streets in neighborhoods scattered across the city, some of which are widely successful and tracking people on bikes and scooters that we have never seen before. We have also through our partners implemented another 19 lane closures to cars opening streets up to people like twin peaks boulevard, shelly drive, and golden gate parks. Were expecting another 10 miles of slow streets or closures in the coming two weeks. We recently completed the protected bike ways and get start with the embarcadero quick build project later this month. We are expecting to complete a major gap in the bikeway system on the third street bridge starting in july. We may be coming back to you in the coming month or two for a dramatic expansion in that program in order to address the fact that well over half of san franciscans car trips are trips of less than 5 miles, so in an era of limited transit and car capacity, it is one of our greatest remaining opportunities. You probably also know that street sweeping enforcement or at least warnings started this week. Actual enforcement will be starting next week. Weve also launched together with our partners at the department of public works, Mayors Office of economic and workforce development, and other city agencies the shared streets program. It started with our folks doing 350 temporary loading zones for businesses to allow their customers to pick up and drop off at the curb. We since received applications for 150 applications for outdoor seating on the sidewalks. 175 applications to have merchants take the parking in front of the shops to put up seating or other services. We are now looking at 13 applications for full street closures in order to provide for Retail Services and Outdoor Dining in a way that is safe in the covid area. We will be hopeful to provide you the greater updates on that on the next Board Meeting. The application for those went live just last night. And thats the attention we have received so far. Parking garages are mostly reopened, and we have had time to implement a new Payment System for the garages to ensure contactless payment for everyone. We have also been investing heavily in our taxi Service Partners in order to help support them and their Economic Needs in this time. We have waived and temporarily lowered insurance requirements. We have also been advocating for the medallion holders to defer their loan payments for a longer period of time. We believe that its in the Credit Unions financial interest to ensure the survivability of the taxi drivers businesses in order to and were also purchasing taxis for City Employee workrelated trips and promoting the department of work essential worker ride home program, and we have been very impressed by the essential trip cars we started in the immediate postcovid area to i a dress the san franciscans left behind by our dramatic reduction in muni service. Over 1600 riders have signed up for that, and were continuing to sign up new people. Weve also, of course, been partnering with the taxi drivers and partnered with the taxi drivers to keep themselves and passengers safe including providing them with personal protective equipment both for themselves as well as for their vehicles. As you know because it was in the news a fair amount last week, we made a tough and important call on our relationship with the San FranciscoPolice Department. The Police Department are our key partners. We work with them every single day in order to ensure the safety of people traveling in San Francisco as well as the safety of our operators. At the same time, the image of police in riot equipment stepping off muni buses was jarring for many of our passengers and our employees, particularly our africanamerican and latinx communities. We, therefore, decided to take a stand to say while we support Police Officers for a variety of reasons to antipolice brutality protests. So were continuing to collaborate with the Police Department in order to support the chiefs leadership as he works to change the culture at and at the same time we strengthen sfmta. We believe a strong partser inship with the local partnership is important to move city forward while openly acknowledging the Structural Racism within our organizations and the way our organizations are perceived by all people and particularly the most vulnerable. With that, i will pass it to k director borden. Are there any questions or comments at this time . Director eaken . I am curious, director tumlin, when you talked about the rearranging of the different lines and you made the comment that not everybody wants to get to a job downtown. I am just curious thinking about my own organization and thinking about organizations that friends work at and if we have looked at what, when, kind of when commuting is expected to resume, and are our decisions prem dised upon those scenarios . A do we have flexibility to adapt . Nobody knows what the future really holds in terms of peoples Comfort Level in commuting downtown. I wonder if that is something we have thought about. That is right. In the sfmta recovery plan, the last stage is clear that is when Office Buildings fill again. An and what is remarkable about this particular period of time is who gets to tele commute varies tremendously by both geography as well as social demographics. The folk who is work in downtown Office Buildings by and large are tele commuting. The nature of the work allows for tele commuting to occur. And the demographics of the people who work downtown and tend to be more affluent and tend to be more white. On the other hand t essential workers who are out there today t geography is quite different. Its much more oriented around the neighborhood commercial districts and the mayor institutions like the hospitals that are distributed in a quite different way around San Francisco. Therefore, on lines like the 14 mission, ridership is nearly up to normal on the 1420 and the overall ridership is still down by about 80 . We see the same phenomenon on the h. Travel between valley and china town, extraordinarily high. To answer your further question, all the exchanges, we built a lot of thinking into building each phase of the recovery, and we are continuing to emphasize because we have to right now in order to accommodate some reasonable social distancing on the buses, were having to direct our resources at very High Frequency on the highest ridership lines. And investing in Headway Management in order to improve reliability. An unintended consequence of the response to covid has meant that transferring is a lot more convenient now than it has been in decades. Transferring from one very frequent and good reliability line to another, thats easy. Transferring from 20minute line that runs plus or minus every 10 minutes to another line of the same, thats terrible. You are on mute. Madam chair, you might be on mute. Sorry about that. Does that fully answer your question, dr. Eaken . Yes. Director heminger . Thank you, madam chair. Jeff, on the question of capacity constraint, i believe one of the things that you sort of improvied was golden gate transit picking up and dropping off passengers within the city. And as you know, theyre not the only transit operator running around our streets. And i wonder if theres more juice to squeeze out of that fruit there with the transbay buses or more to do in the peninsula . We have been trying to thinking about better ways to partner with the other bus agencies. They are also mostly facing even worse financial constraints than we are, so a. P. Transit service is dramatically limited right now. The ability for them to leave the trans bay transfer center and operate on San Francisco streets, i dont think there will be a possibility of that for quite some time. What has been remarkable, though, in the covid period is the way the crisis has brought the property together. We are realizing we are all in this together. We have the complex same sets of messages to deliver, and we are also suffering from the financial crisis. And so what had previously been seen as impossible allowing only transit possible and that is a decision director mulligan and i made in, like, half an hour. In the covid period, weve just sort of implemented it to see if somebody would object. And no one did. Its not necessarily solved a huge mobility program. We have not seen a lot of riders taking advantage of that, in part because of the different operating pattern. Similarly, there is much less opportunity for a Similar Partnership with san trans because they have withdrawn most of the on street bus services in San Francisco, but with that said, there is now a forum at the regional blue ribbon Transit Commission to talk about what would actually be necessary for greater, fair collaboration across all agencies to reduce some of the transfer penalties, handing off from one operator to another. The way the fare integration issues has been solved in other regions is having a huge amount of federal money directed to solving the problem or state money. We are not seeing that either by the state of california or by the federal government, so were really not quite sure how we can afford it without cutting core service. But that is a conversation thats being had had now at the region. Great. Thank you. Director brinkman. I love the changes you are contemplating for the j and the kl. And the j terminating at Market Street has been talked about before and i think it will help that with both portals. And the kl is fascinating. That could be a really good thing for people. Two questions. One, what sort of outreach are we going to do to let people know about the changes as they come up . It is hard to do outreach on a line that is not actually running yet. Normally we do outreach on the trains with posters or with the director romos hanging from the bar flyers he brought us from australia. And the second is, what do we see the frequency of the three car shuttle being so that people transferring from the j will kind of have an idea of what sort of crowding or what sort of wait time they might look at . So we have been having a lot of internal conversations about how to do outreach in the covid era. That is also getting us to rethink how we should do outreach in a noncovid era. Conventional outreach in San Francisco tends to be dominated by a small number of people who show up all the time. It tends to be dominated by people who have extra time on their hands or by people who are either very angry or who are very focused and a single issue. In San Francisco its quite difficult to involve the actual users of the system in a substantive way, and it is impossible to involve people who would benefit from a change that dont yet exist or dont yet know that change is coming. So also the conventional Engagement Process results in projects taking a very long time. So what weve been learning from particularly with the quick build bike projects is that so longs as our improvements are very low cost and indeed very temporary, we can do engagement that is not only faster and more cost effective, but also more substantive by doing engagement while actually doin