SFMTA Racial Equity Action Plan
SFMTA Racial EquityAction PlanPhase I – Internal Programs & PoliciesSAN FRANCISCO MUNICIPAL TRANSPORTATION AGENCYDECEMBER 2020
Contents4 Overview & Requirements5 Executive Summary8 Baseline Strategies10 Focus Areas & Structure11 Project Management Team12 Process13 Department Background16 Current Workforce Demographic Data17 Results from Department Assessment and Employee Survey18 Accountability20 Focus Area 1: Hiring and Recruitment34 Focus Area 2: Retention and Promotions42 Focus Area 3: Discipline and Separation52 Focus Area 4: Diverse and Equitable Leadership66 Focus Area 5: Mobility and Professional Development70 Focus Area 6: Organizational Culture ofInclusion and Belonging84 Focus Area 7: Boards and Commissions90 Appendix A: Vulnerable Populations Assessment92 Appendix B: Actions for the Future93 Appendix C: Historical Icons
Overview & RequirementsThe SFMTA Racial Equity Action Plan (RE AP) supportsthe agency’s prioritization of racial equity withinits workplace and service delivery in alignmentwith citywide legislation (SF Board of SupervisorsOrdinance No. 188-19) and in support of the agency’scommitment to racial justice. Legislative mandatesrequire that: All city departments, including the SFMTA, submita RE AP to the Office of Racial Equity by December31, 2020. The RE AP contains indicators to measure currentconditions and impact, goals and objectivesachieved through changes made within programsor policy, and actions to demonstrate how theSFMTA will address racial disparities withinthe department as well as in external projects,programs and policies. The SFMTA produce annual reports on RE APimplementation progress, as well as update its REAP every three years.The RE AP is a process and strategic plan for theSFMTA, guided by the Citywide Racial EquityFramework and the Office of Racial Equity (ORE) toenact institutional and structural change to advanceracial equity.Racial equity is a set of social justice practices,rooted in a solid understanding and analysis ofhistorical and present-day oppression, aimingtowards a goal of fairness for all. As an outcome,achieving racial equity would mean living in aworld where race is no longer a factor in thedistribution of opportunity. As a process, weapply racial equity when those most impacted bythe structural racial inequities are meaningfullyinvolved in the creation and implementationof the institutional policies and practices thatimpact their lives.1The RE AP will be divided into two phases: (1)prioritizing racial equity within the workplace (due12/31/2020) and (2) outlining how the SFMTA willprioritize racial equity through agencywide servicedelivery (begins 2021). Initiatives from the RE AP willbe incorporated into the SFMTA Strategic Plan.An interdivisional project team is leading the agency’sfirst RE AP, which documents internally facing actionsfor the next three years. RE AP project managementwill transition to the agency’s Office of Race, Equity, &Inclusion (OREI) when it is formed.Adapted from Anti-Oppression Resource and raining Alliance(AORTA) and the San Francisco Office of Racial Equity14Executive SummaryBackgroundEvery member of the San Francisco communitydeserves to thrive. Our city should be one whereall can reach their full potential regardless of anyidentity or experience, such as their race, gender,or what neighborhood they grew up in. That idealis intimately linked to the transportation system,which connects us to opportunity, enrichmentand community. While transportation access canopen doors, shatter barriers, and foster communitygrowth, we also acknowledge that transportationprograms and policies have reduced access toopportunities through direct effects, such asinequitable service delivery or costs, and indirecteffects, such as residential segregation. Theseconditions have created inequitable outcomes forracialized people in San Francisco, which has beencompounded by the intersection of race with class,gender, disability, sexuality, immigration status, andother identities and experiences.Achieving an equitable and inclusive future requiresan honest appraisal of the past and how it hasshaped our present reality. San Francisco has a longhistory of social inequity that has inhibited specificpopulations from being able to advance or evensurvive. The SFMTA and its previous iterations areincluded in that history, condemn it, and apologizefor it. In the 1860s, despite numerous court casesthat upheld the right of Black people to ride publictransportation in San Francisco, segregationpersisted. Black riders like Charlotte Brown wererepeatedly forced off horse-drawn streetcars whileother Black riders like William Bowen were evenphysically assaulted by operators. Much later, in1941, Muni finally hired its first Black transit operator,Audley Cole. Cole’s hiring was met with vocalopposition from the union, resulting in many Whitestaff resigning or being forced to resign becauseof their refusal to train Cole. The first White staffmember who agreed to train Cole was met withviolent retribution from his colleagues. On a largerscale outside of Muni, land use and developmentpolicies set the stage for lasting patterns of racialexclusion. Redlining in the 20th century withheldinvestment from Black, indigenous, and other peopleof color (BIPOC) communities throughout the city,thousands of Japanese residents in the city facedinternment during World War II, and during the1950s, urban renewal in the Fillmore displaced morethan 10,000 Black residents from the neighborhoodto clear the way for new development and greateraccess to downtown for commuters from thenorthwestern part of the city. Inequities like thoseshaped present-day disparities across indicators suchas income, health, education, and employment.Presently, the civil unrest following the death ofBlack Americans at the hands of law enforcementand the devastating and disproportionate impact ofCOVID-19 on Black and brown communities furtherlay bare persistent structural racial inequities.As the manager of San Francisco’s streets andtransportation network, SFMTA has the immenseresponsibility of ensuring dignified access andfreedom of movement for all through its communityengagement, planning, and service delivery. Theagency also has a significant responsibility to almost6,000 employees to dismantle any harmful cultures,practices, and policies that reinforce anti-Blackness,structural racism and bias in the workplace. TheRacial Equity Action Plan is a process and strategicplan for SFMTA, guided by the citywide Racial EquityFramework, to enact institutional and structuralchange to achieve racial equity. This plan, which willbe released in two phases, is guided by the vision tocreate a city and organization where our diversity,inclusion and belonging are advanced; racial andsocial disparities are reduced short-term, andeliminated long-term; and racial and social equity isachieved, establishing equalized access, opportunityand outcomes for all. It is a living document thatshould be assessed frequently and revised on athree-year basis.This document, the first phase of the plan, focuseson the work that must be done to ensure thatour worksites are supportive for all employees.It does so by 1) assessing current conditions inseven key focus areas for all employees, especiallyfor BIPOC; 2) identifying necessary staffing andresources; 3) holding our agency accountable bysetting timely, measurable goals and commitments;and 4) intentionally addressing interpersonal andinstitutional racism within the SFMTA.5
6FindingsActionThe SFMTA has long made a commitment to equitya core tenet of our values, culture, and institutionalpractices. Over the years, the agency has madeprogress in creating a more diverse and inclusivecity and department. Programs such as the EqualEmployment Opportunity Office strive to honoremployees as the agency’s most valuable resource,and employee-led initiatives like the OutstandingWorkplace Committee’s Diversity and Inclusionsubcommittee exist to acknowledge, recognizeand celebrate the uniqueness of all employees.However, our review of current conditions in theseven internal focus areas established in the CitywideRacial Equity Framework brought to light racialdisparities among staff that do not align with ourvalues and highlighted key structural barriers andpatterns that could perpetuate racial exclusion withinthe SFMTA if not addressed. For example, whilewe have a diverse workforce overall, employees inmanagement and leadership positions do not reflectthe same diversity – while White employees areonly 14% of the workforce, they make up 50% ofsenior management and 67% of the Executive Team.Further, employees, especially BIPOC employees,have frequently reported feeling unheard, that theyhave little to no control over their work environment,and that they are unable to give feedback toimprove their workplace for themselves and theircolleagues. In addition, a close look at disciplinarydata reveals that formal discipline is only routinelyadministered in the Transit Division. Further analysisshows that Black Transit employees, especially Blackwomen, are disproportionately subject to disciplinaryactions. Finally, we need to create a more supportiveworkplace that better retains Black employees – inFiscal Year 2020, Black employees represented 55%of 11 terminations. While these findings are alarming,they provide us with insights on how to reversenegative outcomes and advance racial equity. Thefollowing goals and selection of actions provide anoverview of how the SFMTA will address the issuesidentified in each focus area in the next three years.1. Recruitment and Hiring. Recruitment &hiring processes produce a workforce that ismore racially and ethnically diverse across allclassifications, and that prioritizes advancingequity as a core function of their work. Review and update minimum qualifications toincrease access. Create classification-specific job outreach plans.2. Retention and Promotion. We retain andpromote more BIPOC employees by addressingany bias and inequities in policies, processes,and practices. Identify pay inequities by monitoring salaryincreases. Enact a comprehensive in-reach communicationplan for recruitments.5. Mobility and Professional Development. Weapply an equity lens when providing professionaldevelopment opportunities in order to supportthe engagement of frontline workers2, whoare predominantly BIPOC, and address currentpatterns of inequities. Publicize internal training opportunities on theagency’s intranet page. Launch a professional skills mentorship program.6. Organizational Culture of Inclusion andBelonging. Staff have a strong understandingand awareness of racial and social inequities andhow to address them in their work. The agencyactively fosters an intentional organizationalculture committed to inclusion, belonging, dignityand well-being. Apply a racial equity lens in the developmentof the SFMTA Facilities Transportation DemandManagement (TDM) plan, which identifiestransportation needs of employees not reportingto 1 South Van Ness. Finalize and implement a tool and process forreporting, tracking, investigating and quicklyresolving internal complaints that do not fallwithin the scope of EEO but raise real toxicworkplace and environment issues.3. Discipline and Separation. The agency’sdisciplinary processes help achieve serviceexcellence by focusing on staff members’ overallperformance and eliminating racial disparities,taking a restorative approach to diminishdisproportionate adverse impacts. Create a new Agencywide Corrective ActionPolicy so that the process is focused oncorrective action and results in helping the teammember be successful. Establish a Disciplinary Action Tracking Processthat enables the review of disciplinary action toensure proper and consistent use of correctiveaction policies.4. Diverse and Equitable Leadership. We are ledby people who reflect the diversity of our staff sothat employees feel their interests are represented.Our leaders prioritize eliminating racialdiscrimination and biases in polices, programs,and practices in order to ensure the equitabletreatment of their staff. Annual workshop for Executive Team to examineracial inequities and develop personalized actionplans to lead on racial equity work within theagency. Document a transparent process for promotions.7. Boards and Commissions. The SFMTA Boardof Directors demonstrates their commitment toprioritizing and advancing racial equity, leveragestheir power to hold the agency accountable, andlooks inward at their own understanding of whitesupremacy and how it manifests in order to serveall San Franciscans. Create a racial equity decision-making resourceto support the SFMTA Board’s evaluation of theagency’s budget, projects, and services. Build the Board’s racial equity capacity throughan in-depth training module designed by theSFMTA’s REI officer.Frontline workers consist of Muni Operators, Muni Station Agents,Proof of Payment Officers, Parking Control Officers, and other staffwhose physical labor keeps San Francisco moving.27
Baseline StrategiesThe San Francisco Office of Racial Equity (ORE) sets forth the followingbaseline strategies3 for all city agencies to address within their racialequity work and racial equity plans. These strategies will guide theSFMTA’s work towards racial equity.2Investigate and challenge“race-neutral” or colorblindpolicies with positive intentionsthat may have negative, disparateimpacts in practice on peopleof color. For example: usingeducational requirements andqualifications not related to jobfunction.3Commit to reviewingand conducting all internalpolicies and practices with aracial equity lens, specifically:hiring, recruitment, promotions,discipline, compensation, andleadership appointments.5Strengthen racial and ethnicdiversity of employees at all levelsfrom staff positions to managerialand director level positions.7Base data and decisionmaking around local and regionaldemographics that acknowledgethe historical segregation,outmigration and displacementof people of color, especially theBlack, Latinx and indigenouscommunity from San Franciscoand the Bay Area.1Lead with race and centerintersectionality. Programs and policiesmust expand to acknowledge andinclude the needs and lived experiencesof our beloved community, includingbut not limited to the following: thosewho are trans and queer, womenand femmes, formerly incarcerated,immigrants, undocumented,unhoused,multi-lingual, disabled and low-income.4Disaggregate andtransparently share departmentaldata by race and gender formanagement and staff. This alsoincludes disaggregating raciallymonolithic classifications such as“Asian.”6Create and maintainresponsive systems and feedbackloops for employees to safelyvoice their concerns to maintaininternal accountability.8Provide continuous,standardized supervisorial,implicit/explicit bias, and antiracism training opportunities forall staff, especially Departmentleadership, mid-level managersand other individuals in a positionto hire, fire, manage, and developteams.912Assess and re-establishfair pay structures that disruptracial and gender pay gaps.111314Review data around thedistribution of training, travel,and professional developmentfunds and create intentionalstrategies to support theprofessional development of stafffrom historically marginalizedcommunities.1516Increase membershipand representation of historicallymarginalized communitiesthroughout the ranks of the26 Building Trades by reducingemployment barriers andincreasing career preparedness.Invest in training, mentorship,and professional developmentopportunities for vulnerable groupswith barriers to employment, includingbut not limited to the following:previously justice-involved people,transitional-aged youth, peoplewith disabilities, immigrants, olderworkers, transgender and gendernon-conforming people.Evaluate, review, andupdate existing disciplinary andseparation protocols to eliminateracial inequity, specifically aroundanti-Black bias.Provide support fordepartmental affinity groupsfor historically marginalizedcommunities to create safespaces at work.17Leverage existingapprenticeships and preapprenticeship programs toadvance racial equity goals.18Reform the culture ofinclusion and belonging, freefrom micro-aggression and microinequities and dismantles whitedominant work culture.3810Develop action plansthat redress workplace issues thatenact harm upon employees, butdo not meet Equal EmploymentOpportunity standards.Adopt policies andstrategies that will dismantleoccupational segregation, whichfunnels and concentrates Black,Latinx and indigenous workersinto lower classification positions.Page 5 of the San Francisco Citywide Racial Equity Framework Phase I9
Focus Areas & StructureProject Management TeamRacial Equity LeadsThe following seven focus areas for the RE AP arerequired by ORE and guided by the Citywide RacialEquity Framework Phase 1: Internal Programs andPolicies. The focus areas represent priorities foradvancing racial equity within the SFMTA’s internaloperations and workforce:1. Hiring and Recruitment2. Retention and Promotion3. Discipline and Separation4. Diverse and Equitable Leadership5. Mobility and Professional Development6. Organizational Culture of Inclusion andBelonging7. Boards and CommissionsLegendFor each focus area, the RE AP identifies the SFMTA’s current state, necessary staffing and resources,and outlines timely and measurable goals to hold the agency CTIVESACTIONSTIMELINEIMPLEMENTATIONOutlines thepresent state foreach focus area.The SFMTA’s highlevel vision for thefocus area.Expanding onthe departmentalgoal, theobjectives detailspecific goals thatthe SFMTA willactively pursue.Exhibits howthe SFMTA willachieve eachobjective. Theyare specific,measurable, andtime bound.Start and duedates for eachaction.Key milestonesfor each action,includingestimated dates.Dante King, Former Leader of Cultural Change,Equity, Employee Experience and EngagementChiamaka Ogwuegbu, Acting Deputy Chief of StaffChiamaka.Ogwuegbu@sfmta.comRacial Equity TeamHuman Resources PartnersAdrian Scott, Transit Operations ManagerAdrian.Scott@sfmta.comAdrienne Heim, Public Information Officer,Adrienne.Heim@sfmta.comAmmee Alvior, Transit Operations Manager,Ammee.Alvior@sfmta.comAndre Wright, Associate Engineer,Andre.Wright@sfmta.comAndrea Contreras, Environmental Review ManagerAndrea.Contreras@sfmta.comAnne Fritzler, Planner, Anne.Fritzler@sfmta.comAuggie Mense, Budget Analyst,Auggie.Mense@sfmta.comErin McAuliff, Senior Planner, Erin.McAuliff@sfmta.comGrace Kong, Performance and Analytics ManagerGrace.Kong@sfmta.comJennifer Molina, Planner, Jennifer.Molina@sfmta.comJesse Rosemoore, Planner, Jesse.Rosemoore@sfmta.comKim Walton, Planner, Kim.Walton@sfmta.comMaia Moran, Planner, Maia.Moran@sfmta.comRobin Courtney, Safety Budget & Admin ManagerRobin.Courtney@sfmta.comTalor Wald, Asset Management AnalystTalor.Wald@sfmta.comTracy Minicucci, Planner, Tracy.Minicucci@sfmta.comKimberly Ackerman, Human Resources TORSSTATUSLEADPRIORITYEASY LIFTElements needed toperform actions (e.g.financial,humanand/or material).Quantifiablemeasures ofprogress onobjectives andactions.An action’scurrent status(ongoing,in progress,completed, andnot started).Staff responsiblefor the actionand/oraccountable for itscompletion.Each focus areagenerally identifiesthree top priorityactions (Tier1) and threesecondary priorityactions (Tier 2).All others aretertiary actions(Tier 3).Denotes actionsthat can beimplemented withrelatively littletime, effort, andresources by theLead.Level 1: Can accomplishwith existing staff andresources with minimalimpact to other workLevel 2: Can accomplishwith existing staff andresources but willde-prioritize other workLevel 3: Requires additionalstaff or other new resourcesRomika Williams, Workforce Development ManagerRomika.Williams@sfmta.comRashid Herd, Workforce Development ManagerRashid.Herd@sfmta.comWilliam Miles II, Merit & Exams ManagerWilliam.MilesII@sfmta.comJames Cerenio, Talent Acquisition ManagerJames.Cerenio@sfmta.comKitty Wong, Talent Acquisition ManagerKitty.Wong@sfmta.comMary Donovan, Employee Health and WellnessManager, Mary.Donovan@sfmta.comParveen Boparai, Employee & Labor Relations AnalystParveen.Boparai@sfmta.comDerek Kim, Former HR Chief of Staff11
ProcessDepartment BackgroundJuly 2020Citywide REFramework released2018 - 2019Staff survey & interviewsJune - Aug.2020PreliminarydraftThe SFMTA’s Racial Equity Action Plan developmentbegan in 2018 after SFMTA staff participated in theGovernment Alliance on Racial Equity (GARE) cohort,where they learned about Racial Equity Action Plansand were equipped with a RE AP template. Usingthis template, a self-assembled group of SFMTA staff,led by the GARE cohort graduates, worked to createa draft RE AP. In April 2019, efforts were renewedwith the addition of a Leader of Cultural Change,Equity, Employee Experience and Engagement at theagency, as well as by a process to create the agency’sOffice of Race, Equity and Inclusion (OREI) that fall.To supplement the last agencywide employee surveyin 2018, staff were surveyed and interviewed in 2019to understand how the agency falls short in termsof equity and inclusion, and how the agency couldbetter achieve just outcomes, internally and externally.Aug. - Oct.2020Dec. 15, 2020Present to MTABfor adoptionDec. 31, 2020RE AP due to SF Officeof Racial EquityOct. - Dec.2020Further development Internal & externalfeedback and finalizationwith action leadsIn August 2019, the Board of Supervisors passedThe Office of Racial Equity Ordinance (No.188-19)establishing the citywide Office of Racial Equity andrequiring all city departments to create Racial EquityAction Plans by December 2020. That winter, theSFMTA’s RE AP steering committee was formedto provide initial guidance before the project teamwas identified. The following July, the Office ofRacial Equity released the Citywide Racial EquityFramework Phase 1: Internal Programs and Policies.An interdivisional project team was then assembledto build on the foundation established by previousgrassroots and steering committee efforts and createthe internal phase of the agency’s first RE AP.The project team drafted a preliminary RE AP insummer 2020. That fall, the project team partneredwith action leads, staff responsible for implementingthe actions, to refine actions and ensure thefeasibility of plan implementation. Between Octoberand December 2020, the project team engaged andsolicited feedback from the Office of Racial Equityand from all SFMTA staff via a multipronged in-reachstrategy. Using the resulting feedback, the projectteam finalized the RE AP in early December 2020.On December 15, 2020, the RE AP team presentedthe plan to the SFMTA Board of Directors foradoption, before submitting it to the Office ofRacial Equity by December 31, 2020. RE AP projectmanagement will transition to the agency’s Office ofRace, Equity, and Inclusion once the office is staffed.12Established in 1912, the San Francisco MunicipalRailway was the nation’s first publicly owned transitsystem. Today, Muni is the nation’s eighth largestpublic transit system and home to the greenestvehicle fleet of any major city in North America.While carrying more than 200 million trips per year,Muni accounts for less than one percent of thecity’s greenhouse gas emissions. In 1999, voterscreated the SFMTA by passing Proposition E, whichmerged Muni with the Department of Parking andTraffic to form an integrated agency to managecity streets more effectively and advance SanFrancisco’s landmark Transit First policy. In 2009,the SFMTA merged with the Taxi Commission tofurther streamline transportation management inSan Francisco. Today, the agency operates Muni andSF Paratransit; regulates taxis; manages parking andtraffic; facilitates walking, bicycling, skating, andscooting; and implements strategic, communitybased projects to improve the transportationnetwork and prepare for the future.Throughout the SFMTA’s history, BIPOC staffhave faced barriers from within the agency itself,ranging from blatant racial discrimination to subtlemicroaggressions. Despite ongoing barriers, theaccomplishments of Black and brown staff left lastinglegacies within the agency and beyond—legacies builtdespite the oppressions they faced rather than inresponse to them. The individuals highlighted belowrepresent a small fraction of BIPOC staff who weretrailblazers despite the barriers they faced; for moreinformation on notable BIPOC staff, see Appendix C.Larry Martin4 was a Muni operator and long-timecivic and labor leader who championed the workingclass, advocating for and representing workers’rights, ultimately becoming the Transport WorkersUnion (TWU) International administrative vicepresident. While at Muni, Martin helped createyouth-oriented programs and partnerships withschools. He played a major part in starting the MuniTransit Assistance Program (MTAP), a program thatsupports safe transit experiences for youth ridingtransit after school, that continues to be investedin and expanded. He also developed a school fieldtrip program to inspire local children to visit theirneighborhood operating divisions and aspire tocareers with the Municipal Railway.Fannie Mae Barnes was the Municipal Railway’s firstfemale cable car grip, successfully completing thehighly specialized and challenging training in 1998.Barnes started at Muni as a bus operator in 1981,spending the six years prior to becoming a cable cargrip as a cable car conductor. She was unfazed bythe language used at the time by Municipal Railwayseeking “men of steel” to be cable car gripmen5.H Welton Flynn’s6 long tenure in transit began in1970 with his appointment to the Public UtilitiesCommission, which oversaw Muni operations. Flynnwas the first African American appointed to a citycommission and served the longest term of anycommissioner in San Francisco’s history. Flynn leda series of service innovations and infrastructuredevelopments including Muni's monthly Fast Pass,the launch of Muni Metro subway service andthe City's first accessible transit services program,and the implementation of both the Cable CarSystem Rehabilitation Program and the Third StreetLight Rail Project. He developed the Minority andDisadvantaged Business Enterprise Program, whichopened contracting opportunities to minority andwomen-owned businesses and was the first programof its kind in the nation. Flynn’s program became themodel for contracting, with implementation in citiesacross the country and is used by what is now theFederal Transit Administration.Bay Area history reveals massive inequities in whoowned land, who had access to financing, and who heldpolitical power, all of which influence who can call theBay Area home. BIPOC in the region today still have farless wealth, less access to resources and transportationoptions to get to places like high-quality schools andjob centers, and lower rates of homeownership thanwhite residents. San Francisco’s streets and transit areintertwined with our legacy of segregation.The San Francisco Municipal Transportation Agency, LorrainePhelan, “Memorial Services Being Held for Longtime TWU LeaderLarry Martin”, aspx?ID 2094SFGate, Laura Hamburg, “Getting a Grip on the Job: First womanto work up front on cable cars”, -On-the-Job-First-woman-to-work-3015987.php5The San Francisco Municipal Transportation Agency, Jeremy Menzies, “H. Welton Flynn: A Pioneer in Public Service”, public-service613
There have been many San Francisco leaders whowere courageous enough to speak out against theseinequities. Mary Ellen Pleasant, a leading figure inCalifornia’s abolitionist movement and an activeparticipant in the underground railroad, arrived inSan Francisco in 1852. In 1866, she sued both theOmnibus Railroad Company and the North Beach andMission Railroad for discrimination after being deniedservice. In 1868, Mary Ellen Pleasant won damagesin one of these lawsuits, winning the right ofAfrican Americans to ride public transit in California.Charlotte L. Brown challenged racial segregationin the early 1860s when she filed a lawsuit againstOmnibus Railroad and Cable Company due to beingcontinuously forced off a horse-drawn streetcarbecause of her race. Within that decade, therewere several court decisions upholding the right ofBlack people to ride on public transportation in SanFrancisco. In another example, the conductor anddriver of a horsecar on the North Beach and MissionRailroad were convicted of assault and battery forforcing William Bowen off their car7.Fast forward to December 26, 1941, when Munihired its first Black transit operator, Audley Cole.The carmen’s union was opposed to Cole’s hiring,and it was three months before he was taught howto operate a streetcar. Spencer Rogers, the firstman who tried to train him, was hospitalized afterbeing severely beaten. The union said there wouldbe a penalty of 100 for anyone willing to trainhim. As a result, 14 men were suspended by Munimanagement and threatened with dismissal forrefusing to train Cole. A compromise was reachedbetween management and the union when WesleyMason, Muni’s chief instructor, agreed to train him.14After World War II, the Board of Supervisors formedthe San Francisco Redevelopment Agency to revitalizeneighborhoods. The agency pushed for aggressiveand strategic redevelopment of neighborhoodsoccupied predominantly by BIPOC in the South ofMarket and Western Addition neighborhoods of SanFrancisco. They used the term “blighted” and “slumclearance” to justify pushing out existing residentsand businesses from the area to attract wealthierresidents, revenue generating establi
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