Dana Lang

• Office: BART Board, District 7
• Election Date: November 5, 2024
• Candidate: Dana Lang
• Due Date: August 26, 2024
• Printable Version

Thank you for seeking GrowSF's endorsement for the November 5, 2024 election! GrowSF believes in a growing, beautiful, vibrant, healthy, safe, and prosperous city delivered via common sense solutions and effective government. Our work includes running public opinion polls to understand what voters want, advocating for those changes, and ensuring that the SF government represents the people.

The GrowSF endorsement committee will review all completed questionnaires and seek consensus on which candidates best align with our vision for San Francisco.

This questionnaire will be published on growsf.org, and so we hope that you use this opportunity to communicate with voters.

Please complete this questionnaire by August 26, 2024 so we have enough time to adequately review and discuss your answers.

Table of Contents

• Your Goals
• Executive experience
• The Issues
  • Budget & Ridership
  • Station & Station Area conditions
  • Safety
  • Housing
  • Access
  • Performance
  • Automation
  • Expansion
  • Governance
  • BART Holiday Sweater Shortage
• Personal

Your Goals

We'd like to get some details about your high-level goals and how you intend to use your elected office to achieve them.

Why are you running for BART Board, District 7?

My career as a public servant has uniquely prepared me for helping BART at this critical time when BART faces a $400 million funding deficit in the next fiscal year. I am prepared to work immediately to return BART to financial stability.

I earned a BA in Economics from Wellesley College, an MBA from Cal Berkeley's Haas Business School, and I have spent my 24-year career securing hundreds of millions in transportation and security grants in the Bay Area. BART needs a transportation professional to get it back on the right track. To earn back riders, we need to make sure that BART is safe, clean, and reliable.

Securing new funding for transportation is something I have built my career upon, including serving as the Federal Transit Administration liaison for the Metropolitan Transportation Commission, security grants coordinator for the SF Muni Railway, grants unit manager for the SF Police Department, and small business affairs officer for the San Francisco International Airport. Each of these agencies faced dilemmas or crises at some point during my time there, and I was very instrumental in securing millions in new funds to support operations and capital projects.

What is your #1 policy goal?

Financial Stability. We must weather the current fiscal crisis, increase revenue, and create a sustainable funding model so that costs and revenues are in balance. Without financial stability, goals that are important to riders, like safety, cleanliness, and fare restructuring, are simply not possible.

How will you build the coalition and political capital to enact your #1 goal?

Fortunately, I have worked with career public servants in San Francisco, Oakland, Sacramento, and Washington D.C. to secure funding for the public entities as a transit professional. As a BART board member, I will move to the advocacy side of the table and continue building relationships with our local representatives in the Bay Area, Sacramento and Washington D.C. who can help support BART through legislation and budget allocations. There are many transit advocacy organizations in the Bay Area, like SPUR, and various bicycle coalitions, and ridership groups who I plan to engage to strengthen our power to enact change. I will also leverage my relationships with the Mineta Transportation Institute and the Metropolitan Transportation Commission to support BART.

Will the power of the office of BART Board, District 7 be enough to achieve this goal?

I am the only candidate for BART District 7 who has worked professionally at securing hundreds of millions of dollars to help stabilize budgets at government agencies for over two decades. My insider knowledge and ability has assisted transit agencies and other public agencies with funding needs for our community, and I believe that my experience gives me an edge when discussing the financial structure and needs at BART, so my holding the office will move the goal of financial stability forward.

What are your #2 and #3 policy goals?

Improved safety and cleanliness are extremely important policy goals.

BART has a safety perception issue. Before the pandemic, half of BART's operating cost was paid by ridership fares and, while trains were full, they felt safe. People are now afraid of using BART because it is often dirty and doesn't look cared for. Homeless people who need housing assistance often sleep on the train, and this keeps riders away from transit. Train stations seem empty and that makes riders feel vulnerable.

I will use my experience in public safety and transit security funding to seek resources to promote safety, and I will use my experience as Vice Chair of the BART Police Civilian Review Board to inform and promote policies that create a safer transit experience. I will work on coordination with cities so that they can work with BART to provide services to homeless people who are on trains so that they are assisted and not criminalized. I want to continue to support ambassadors, crisis intervention specialists, and other monitors at the stations to help riders feel safe.

By focusing on increasing BART's cleanliness, BART will see increased ridership and could avoid the downward spiral of reduced service. Stations and trains need to stay clean to create a safe environment that allows people of all ages to feel comfortable riding at any time of day or night. Since the pandemic, cleanliness has become a more critical public health issue. Riders deserve a safe, healthy environment and access to clean bathrooms at the station. Cleanliness on trains and in the stations promotes a sense of safety for passengers, and, when BART is clean, it feels like we as a community are taking care of it.

Will the power of the office of BART Board, District 7 be enough to achieve these goals?

My experience as a transit professional and as current Vice Chair of the BART Police Civilian Review Board assures me that change is possible--however, these efforts require funding to support changes, and that is why my financial expertise is a critical asset that BART needs now. We can find funding to hire workers to clean the stations, but safety requires a commitment to working with local jurisdictions and nonprofits to providing support to homeless people and individuals in crisis. Public transit has always been a space that attracts some of the most vulnerable people in our society, and I will work to make sure that BART continues to work with groups that can help these individuals find what they need rather than seek sanctuary on BART and in its stations.

What is the top single policy you would like to reform in 2025?

Figuring out how to fund BART is the most important policy to reform so that we don't have to worry about further fiscal cliffs. BART's financial structure is 50 years old. While it is great to have it pay for half of itself, it is also a public service that needs to be reinforced and protected. BART is the only transit agency in the nation that has remained dependent on ridership fares. While this worked for a long time, now is the time for a new paradigm that allows it to serve our community without fear of bankruptcy or fiscal cliff.

Is there an "out there" change you would make to state/local government policy, if you could? (For example: adding at-large supervisors, changing how elections work, creating a Bay Area regional government, etc.)

Voters are requesting that transit agencies collaborate more, and I agree that by collaborating there may be opportunities for efficiencies and lessons learned.

Tell us one thing you think needs to change in SF that the average voter wouldn't know about.

San Francisco needs to be more effective with enabling persons that work in San Francisco to live near their work. Housing is extremely critical, and more housing needs to be created near transit and in the inner core of the city.

Executive experience

Please describe your experience running large organizations, managing executive teams (including hiring, firing, and performance management), driving cultural change and clear communication throughout all levels, effective financial management (budgets, reporting, audit, etc.), and any other relevant experience.

Dana Lang & Associates – Principal Consultant (2018 – Present) Assist clients to apply for government and foundation grants, respond to RFPs and assist with project outreach and implementation. In 2022 I led the team of 2 other persons for Luster National's business and community outreach & engagement for Link21 project, and provided grant writing service for other projects.

San Francisco International Airport – Small Business Affairs Officer (June 2015 – June 2018). Assisted small businesses to obtain contracts from SFO through outreach and education. Conducted monthly workshops at SFO on various topics (i.e., Certification, Access to Capital, Pathways to Concessions), and coordinated with local chambers and advocacy groups. Certified businesses as Airport Concession Disadvantaged Business Enterprises (ACDBEs) utilizing the California Unified Certification Program (CUCP) process and standards.

San Francisco Municipal Transportation Agency – Senior Administrative Analyst

(2007 – 2009). Prepared homeland security grant applications and assisted with project management, budget preparation and procurement of safety and security equipment.

Metropolitan Transportation Commission – Federal Grants Liaison (2000 – 2007). Served as primary contact to the Federal Transit Administration on behalf of 25 Bay Area transit agencies to expedite access to funding and resolve issues. Program Manager for Non-urbanized formula funds and Elderly and Disabled Transportation Program. Provided monthly status and legislative reports to MTC's Transit Finance Working Group, and advised all transit agencies of the status of funding and how to expedite funding to their agency. I assisted transit agencies with grant preparation and reviewed and approved all grants.

San Francisco Police Department – Grants Unit Manager (2009 – 2015). Supervised all work of the SFPD Grants Unit (3 persons) to procure and manage approximately 20 federal and state grants annually. Coordinated interdepartmental agreements, MOUs, work orders, and vendor contracts. I hired staff for this unit, grants accountant and grants analyst, and this unit procured grants, prepared progress reports, invoiced funders, and purchased grant-funded equipment and services. I coordinated all funder site visits, and was in charge of meetings with external and internal auditors.

Please describe a time when you had an underperforming subordinate and how you handled the situation, including (and especially) how you were able to increase their performance.

Note: Please remember that this questionnaire will be public, so do not include any personally identifiable information.

I had an underperforming subordinate who was not familiar with excel spreadsheets, scheduling tools, and leading zoom meeting. I conducted a couple of sessions for 2 staff, then provided a template for them to use for future tasks. This enabled them both to move beyond and gave them more confidence in their ability to create documents and schedule meetings.

Please describe a time when your organization faced an extreme challenge and how you got the organization through it.

While working at the San Francsico Municipal Transportation Agency there were large budget issues, which led to a slow down of projects. I was able to secure $52 million in new funding, which was applied across various departments which needed security related equipment. We used in house staff to install equipment, which enabled current staff to use funds not previously available to their department. This $52 million was considered phenomenal, as it came during the Great Recession of 2007-2009. I received an award from the SFMTA Board for securing federal and state funds from a variety of federal and state sources.

The Issues

Next, we will cover the issues that voters tell us they care about. We hope to gain a better understanding of your policy positions, and we hope that you use this opportunity to communicate with voters.

Budget & Ridership

Please explain the cause of BART's current budget problems.

BART has always been funded primarily by ridership fares. Before the pandemic, it operated with about 60% of revenue from ridership fares with the rest of funding coming from government allocations of state and federal tax revenue and grant programs. Most other transit systems rely on a farebox recovery of between 15-30%. BART also uses a distance-based fare system that can feel expensive to long-distance riders with rides ranging from $2.30 to over $15 for a one-way trip. BART operates in a place with varied population density, unlike New York City or Paris. It needs financial support if we want it to perform like train systems in New York or in Europe or Asia, so it is time that we look at how to overhaul how BART service is sustained, and it is time to review how to make BART attractive by reviewing and possibly overhauling its fare structure.

What changes does BART need to make to shore up its budget, and what level of cost-savings or additional revenue would that bring?

Initially, BART needs emergency assistance. It needs funding to sustain its service while addressing the fiscal cliff, and that means asking for state and federal support in the range of $375-400 million dollars for at least two budget cycles. I would address the fiscal cliff by reviewing a realistic forecast and working with staff to optimize operations and secure more funding for the upcoming 18 months, while COVID relief funds are still available.

In the longer term, the fiscal cliff should not be addressed by a flat rate, long term tax if there can be flexibility built in to increase taxes only as needed. Incentives should be included to reduce taxes when new revenue is generated (advertising, leasing) yet encourage the agency to continue to create savings. BART can support Transit Oriented Development at its stations to increase ridership as more stations become destinations in themselves. While riders are returning to work, BART is not being used to capacity since, so ridership revenue has not returned. Making BART attractive as a travel alternative to driving is important to BART's fiscal stability.

If revenue is not restructured at BART, it is possible that service will have to be reduced, and that would reduce ridership even further. A pilot program to reduce fares could bring ridership back to the system, but fares would need to be increased again so that BART could gain back the 50-60% of its budget.

How would you build the political coalition to make these changes?

Changes like restructuring a regional train operator's revenue streams require significant support from every jurisdiction served by BART, so I would work to communicate how BART benefits the entire region. Additionally, I would work with regional leaders on how to fund BART with a flexible tax as referenced above. Prioritizing BART's value as part of the Bay Area's economic engine means gathering with leadership at the federal and state level, the Metropolitan Transportation, and in San Francisco, Contra Costa County, Alameda, San Mateo, and Santa Clara Valley Counties so that the future of BART as the spine of Transit in the Bay Area is funded in a modern way. I would also work with ridership and environmental advocates so that political leaders could continue to increase understanding about why funding BART is so important.

Do you support a revenue measure to address BART's current budget problems? What type of revenue measure do you envision putting before the voters and when?

I am supportive of a regional funding measure as long as it builds in goals that can be broken into early deliverables, such as:

• Review of potential operational saving and efficiencies in advance of taxation;

• Review of potential new or expanded revenue streams (retail, leases, naming rights, franchises, licenses, advertising);

• Forecast model that includes savings and allows modification of taxes when in future years if efficiencies and new revenue streams are successful; and

• A transparent system and internal audits of expenditures and progress.

Should BART conduct fare enforcement operations? Why or why not?

BART should address fare evasion through systems that are equitable, such as taller fare gates, license plate readers at stations, and other security measures that treat everyone equitably. BART police officers should not become fare collectors; they are peace officers who conduct safety patrols and assist passengers with safety concerns. If conducted, fare enforcement deterrence operations should be conducted by licensed BART police officers, but with oversight to avoid profiling and criminalization of poverty.

I support BART spending $90 million on the new taller fare gates because lower fare gates enabled persons to avoid paying, and fare enforcement was often random and uneven. The new fare gates remove the "attractive nuisance" element and make paid riders feel more equitable about their payment.

If you don't believe BART should enforce payment, please explain why not paying is acceptable to you and how BART will make up for the lost revenue.

It is not acceptable for riders to not pay to ride BART.

San Francisco, Alameda and Contra Costa counties support BART operations through a series of tax measures. San Mateo does not support BART operations, other than through a small fare surcharge which does not nearly cover the cost of the service. What would you do to fix this, and how would you build the political coalition to fix this? What would you do if no fix could be found?

I would form a committee composed of members of BART's transportation community in San Francisco, Alameda, Contra Costa and San Mateo to develop a new regional funding model that is more holistic and sustainable. This committee could convene at the Metropolitan Transportation Commission (MTC), which has a long history of working collaboratively with transit agencies. This committee could also include academic advisors from Cal Berkeley's Transportation Institute or the Mineta Transportation Institute.

If no fix could be found within 2 years of convening, BART would need to take stronger measures, such as requiring that San Mateo County pay more towards cost of service, or raise fares in their county.

What would you do to increase BART ridership in the short and long term, and how would you build the political coalition to make that happen?

In my view, people want to ride BART. They think it is not safe to do so, and they find it unsafe because it can feel empty at times and is sometimes not clean. BART must continue to fund crisis intervention specialists and ambassadors to ensure that those experiencing mental health crises can be treated without it becoming a safety issue that deters riders from taking BART. Traffic congestion is much worse than it has been in a long time as potential riders are returning to the office. Fewer people are working from home, and I want to help create incentives that help them see that BART is still the fast, reliable alternative for travel around the Bay Area. Fare incentives inviting riders to have a limited number of discounted trips can lure riders back once they realize that they don't have to sit in traffic.

The coalition that would help increase ridership on BART starts with working with congestion management agencies to help fund programs that would incentivize riders to get back onto BART. I plan to work with City and business leaders who want to revitalize San Francisco by increasing patronage of businesses along Market Street and beyond. And

Do you have some "out-there" ideas for increasing revenues that don't include raising fares?

I would like BART to consider retail at stations that does not require a great deal of capital investment. Mixed use retail could be service kiosks, food trucks, and farmers markets on or near BART property, so that the station areas are more vibrant. BART has had success with branding, such as sweaters and rail goods, so I would consider other licensing, leasing opportunities for concessions.

Station & Station Area conditions

**The cleanliness of station interiors greatly improved due to the mobilization of more cleaning staff in 2023, but the exterior conditions at 16th & Mission and 24th & Mission remain very bad. What causes this mismatch in conditions, and what can the BART board to do resolve it? **

BART's Board of Directors can work with the City to develop these areas into small businesses that can make the areas more a part of the neighborhood. These areas can be developed into destinations rather than open areas that aren't well cared for.

What do you think of the conditions of the stations and station areas along Market St, and what would you do to improve those conditions?

Since the pandemic, and because of the high cost of housing, these areas are seeing more homeless people. The BART Board of Directors needs to inform, from a transit perspective, and support the San Francisco Board of Supervisors' efforts to make these areas safer while not criminalizing homelessness. The issue is difficult, and everyone who works on public access to services needs work together on ways to help make public spaces safe and accessible to all of us.

Safety

In February 2023, BART increased the number of BART Police on the system, with a record number of riders now reporting they have seen BART PD on a trip. 79% of riders report they feel more comfortable riding BART when police are present. Should BART continue deploying BART police at the current levels?

Absolutely. The presence of BART Police officers often creates a deterrent to criminal activity, and having them on the trains means that they are nearby if an incident occurs. This also enables officers to engage in community policing, and get to know the neighborhood and persons for which they are responsible.

What else needs to be done to improve both actual and perceived safety on BART and in BART stations?

BART Police Officers need to continue to ride trains and patrol BART stations. And BART the BART Ambassador Program gives passengers someone to consult with questions and to seek help if needed. BART needs to support and encourage kiosk-style businesses in BART stations to provide services to passengers and to make stations feel safer and populated. Even as technology has changed the way many services are provided, coffee stands and food that can be purchased conveniently on the way to a destination are still needed.

Housing

Do you think BART should be actively working to increase housing production in and around BART stations, and why?

Absolutely, BART should actively work to increase housing near BART stations. Persons who live near BART are much more likely to use transit, a step in removing carbon emissions from the atmosphere.

If yes, what would you do to increase housing production in and around BART stations?

I would support BART's TOD policies which recommends that up to 30% of housing serve as low income and very low income units.

Do you think BART should be building housing on its parking lots, without replacing the lost parking in new parking structures?

Yes, when feasible BART should create housing in under-utilized surface lots. Those who live in mixed use transit oriented development housing are more likely to travel on transit and forego car ownership altogether. There will continue to be some need for parking, but future transit riders will have more access to "last mile solutions," such as bicycles, scooters, and Uber/Lyft shared rides.

Do you think that BART's affordable housing policy is helping build housing around BART stations? Absolutely!

Access

Do you think BART should be actively working to make it easier to access BART stations without a car?

Absolutely, BART should increase safe routes to transit stations.

If yes, what would you do to increase access to BART stations without a car?

I will advise BART to focus on creating safe routes to stations, including lighting, bike paths separate from traffic, and walking routes that are well-lit and safe. I would have BART invest in bike lockers and other security that deters bike theft.

Performance

BART regularly faces delays, either from malfunctions or police activity. What policies will you enact or change to minimize delays?

When I worked at SF Muni (2007 – 2010), when there were light rail breakdowns, summoning replacement vehicles (bus bridges) was immediate and efficient.

I would work closely with the BART-AC Transit subcommittee to ensure that AC Transit is immediately apprised of a need for bus bridges when there is a malfunction. I would request a contract with AC Transit to ensures standby capacity in as little time as possible.

When BART does face delays, do you think BART effectively communicates to its riders about those delays to help them make alternative arrangements? If no, what would you do to solve this problem?

I am not sure whether BART communicates effectively, but it should ensure riders that they will be apprised of any breakdown within a very few minutes, and that there are standard protocols and set time goals for assuring riders of the circumstance and solution.

BART has struggled with keeping its elevators and escalators in good working order. What would you do to increase the up-time of escalators and elevators?

I appreciate the bathroom monitors, ambassadors, crisis intervention specialists and other staff that now work at BART. It is important that elevators and escalators are maintained and monitored so that these do not become public health hazards.

Automation

Would you support automating the trains, like many international cities (and Disneyland) have done decades ago?

Automation is not recommended on BART at this time until BART can afford to make safety upgrades. On August, 29^th, there was a fatality at the Downtown Berkeley BART station because someone was too close to the train, and in July a woman was pushed in front of a train at the Powell Street BART Station. While automated service could be implemented now, it is safer to do if there is a barrier between the trains and the station, like at the automated shuttle at SFO that carries passengers from the SFO Bart Station to the SFO terminals. BART could do it, but I would need to better understand fatality concerns in international cities. While using Disneyland as an example is tempting, the population using the monorails at Disneyland is not comparable to an urban city.

If you support this, please indicate a prospective timeline for these upgrades, what they may cost, and how much they may save, as well as expected improvements in performance and reliability for the system. Please also explain how you will build the political coalition for automation?

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I do not support automation at this time. If automation were implemented, train operator savings would be minimal in terms of the budget as maintenance of the trains and stations is the bulk of BART's Budget.

If you do not support automation, please explain why.

While automated service could be implemented now, it is safer to do if there is a barrier between the trains and the station, like at the automated shuttle at SFO that carries passengers from the SFO Bart Station to the SFO terminals.

Expansion

Do you support the BART expansion to San Jose, and why or why not? If yes, how much do you think the project would have to cost before it is no longer worth it? If not, what would you do about it?

I support the BART expansion to San Jose. It is critical that this move forward, as so much has been invested. There may be alternative designs, but this project should move towards completion.

Do you support a second rail crossing of the Bay (known as Link 21), and why? How would you assess whether the cost of a second rail crossing is worth the benefits?

At this time I do not support a second rail crossing because the demand for service is no longer present. When the demand is there it should be reconsidered.

Governance

Should BART have an elected or appointed board, and why?

At this point BART should have an elected board. BART crosses into several counties so it would be difficult to arrange an alternate model, but perhaps it can be explored in the future.

BART Holiday Sweater Shortage

In a bit of fun, what will you do to solve the BART Holiday Sweater shortage? Every year, the sweater fully sells out quickly, depriving BART fans of delightful whimsy.

BART should consider allowing multiple vendors to sell licensed merchandise, and have items sold all year at kiosks, online—not just during the holidays (my sweater is still on back order).

Personal

Tell us a bit about yourself!

How long have you lived in San Francisco? What brought you here and what keeps you here?

I am a California native and grew up in the Bay Area. I worked in San Francisco for a long time and live in Oakland. I love the charming neighborhoods and architectural jewels, restaurants, and natural assets.

What do you love most about San Francisco?

Great food, great people. I truly enjoyed working for the City of San Francisco, as so many departments collaborated, which resulted in better outcomes on any issue of mutual concern.

What do you dislike the most about San Francisco?

Issues such as homelessness, and high prices. I knew persons who had good paying jobs with the City of San Francisco who needed to work a second job just to afford a shared apartment in the City.

Tell us about your current involvement in the community (e.g., volunteer groups, neighborhood associations, civic and professional organizations, etc.)

INTERESTS:

BART Police Citizen Review Board (Dec. 2021 – Present). Dana was appointed by BART Board Director, Robert Raburn, to represent District 4, which includes parts of Oakland and San Leandro, and the city of Alameda. The purpose of the BPCRB is to increase visibility and provide community participation in the review and establishment of Bart Police Department policies, practices and initiatives. This board will receive complaints, recommend corrective actions, and provide engagement that encourages change and improvement to BART police services.

Conference of Minority Transportation Officials (COMTO), NorCal Chapter, Executive Board Member (2003 – Present). Scholarship Chair (2003 – 2009) assisted chapter to award over $300,000 to local minority college students; Chapter Vice President (2010 – 2011); Chapter President (2012 – 2016). Received the President's Leadership Award at COMTO' 16^th Annual Scholarship and Industry Awards Dinner (December 2019).

Cal Berkeley African American Initiative (2017 – Present) – This initiative provides resources to address the under-representation of African American students on campus and to improve recruitment, yield, retention and graduation rates. Since 2017 the African American Initiative has awarded over $4 million in scholarships to incoming Cal Berkeley students.

Cal Alumni Association (CAA), Outreach Committee - Assist CAA with outreach to alumni and students to increase lifelong engagement with the university.

Tae Kwon Do – Pitts Martial Arts Academy (2003 – Present) – Awarded 1^st degree black belt in 2006; 2^nd degree black belt in 2016; 3^rd degree black belt in 2020.

Thank you

Thank you for giving us your time and answering our questionnaire. We look forward to reading your answers and considering your candidacy!