The SFMTA must tighten its belt to keep buses and streetcars running while adding new sources of financial support. Here is SaveMUNI’s proposal for doing just that…..
SaveMUNI Plan to Meet SFMTA Funding Gap
Date: June 20, 2025
SaveMuni recognizes that the SFMTA faces serious financial issues in the coming years. But it must not cut transit service in response to budget shortfalls, Instead we propose a strategy of shared sacrifice to meet the challenges ahead.
We urge the SFMTA to analyze each of our recommendations for cutting expenses and raising revenue. By showing a serious commitment to closing its budget gap, voters are likely to be much more receptive to transit tax measures on the 2026 ballot.
# 1 – SFMTA must commit to focusing its entire resources onto providing transit services in an efficient manner.
ACTION – Cut the SFMTA budget by 12 % from non-Muni operations
Potential savings: $ 180 million.
HOW –
a) Increase efficiency through red lanes, better scheduling, transit preferential signals and signal timing
b) Eliminate positions for planners and project managers working on projects unlikely to be funded in the near term. Use outside consultants only when absolutely necessary.
c) Eliminate street improvement projects unless they improve Muni service or can be proven to improve safety.
d) Evaluate the cost saving opportunities from consolidating vehicle storage and maintenance facilities
e) Redesign paratransit to reduce costs, ensure consistently excellent service and improve customer satisfaction. Look for funding support from agencies that provide disability services.
f) Reduce or eliminate service on the Central Subway at least until the fiscal crisis has ended and hold contractors liable for defects
g) Negotiate agreements with other bus operators to pick up riders at San Francisco stops to augment Muni service at no additional cost to the SFMTA
h) Adopt a more aggressive stance to shifting capital funds to Muni operations
I) Consider the cost implications of switching lightly used routes to shuttles or to on-demand service.
j) Lower cost of living adjustments, especially for employees with salaries over $ 150,000
k) Look for other opportunities to eliminate positions not related to providing Muni service in accordance with a thorough outside management audit.
# 2 – SFMTA must look for additional revenue
ACTION – Increase revenue from fares, parking and other sources.
Potential revenue: $ 40 million
HOW _
a) Eliminate discounted fares for higher income seniors and school aged riders. Look for support for free fares for school kids from the San Francisco Unified School District.
b) Vigorously enforce fare collection and rider behavior standards on buses and trains and at stations and bus stops. Look for support for homeless riders from the Department of Homeless Services.
c) Increase ridership resulting in increased fare revenue
d) Increase parking revenue through better enforcement and marketing of the downtown facilities. Adopt a discounted monthly parking fee for the Sutter-Stockton garage and for other facilities where nearby residents can make use of empty spaces
e) Plan for substantial increases in fines from daylighting and red light camera citations.
f) Increase revenue from advertising on vehicles and concessions at stations and bus stops
g) Increase fees on developers when they receive benefits from projects that claim to be transit dependent.
h) Institute a license fees for scooters and electric bicycles to help pay for maintaining bike lanes and related infrastructure
I) Restart efforts to institute congestion fees to provide funds for transit and reduce traffic for
buses
j) Explore selling naming rights to SFMTA properties
# 3 – Tax new modes of transportation to support Muni service
ACTION – Tax Avs, TNCs and Shuttle buses.
Revenue potential: $ 30 million
HOW
a) Revive Proposition L which created an additional tax on Autonomous Vehicles (Avs) and Transportation Network Companies (TNCs)
b) Charge additional fees for shuttle buses that use Muni bus stops or neighborhood parking spaces
# 4 – Develop a public private partnership to help pay for Muni service
ACTION – Create a non-profit, funded by downtown and tourist businesses to support the cable cars and historic streetcars
Revenue potential: $25 million
# 5 – Negotiate more flexible labor practices
ACTION – Meet and confer with labor unions to affect mutually beneficial solutions
Savings potential: $ 25 million
a) Allow existing bus operators to work part time and provide part time work for new operators
b) Change work rules to foster more efficient operations throughout the SFMTA, with a focus on reducing overtime
c) Lower negotiated cost of living adjustments and benefits
# 6 – Longer term actions to reduce expenses
ACTION – Consolidate shared functions (such as purchasing, driver training, human relations, information technology) under a regional authority to reduce costs and stop duplication. Savings potential: Unknown
# 7 – Approval of a regional sales tax to support transit
ACTION – 50 % plus one vote by the voters of San Francisco, Alameda and Contra Costa counties in November 2026.
Revenue potential: $ 80 million plus
