Committee clerk john carroll and Serena Williams your cell phones and other electronic devices. Your copies of any documents to be included should be submitted to the clerk. Items acted upon will appear on the november 19th board of agenda and mr. Chair, we received a letter from the office of supervisor brown to be excused from todays proceedings. Ok. Can we excuse supervisor brown out objection . Thank you. And mr. Clerk, please call item number one. Agenda item number one is an ordinance amending the health code to require the department of Public Health to maintain and operate at full capacity an adult residential facility with no fewer than 41 beds. I would like to welcome Carolyn Goosen to present. Thank you. As you know, the board passed legislation on the adult residential facility two weeks ago, codifying an agreement reached between our office, sieu101 and the Mayors Office to save the adult residential facility which is the only boarding care facility for severely mentally ill people. The board passed a legislation and we duplicated the file because our office was working out details. The specific structure and parameters for the management staff working group. Before you today is an amended duplicated file that incorporates all of the details and because these are substantive amendments, my understanding is that they will sit for a week and be voted on at the next jo meeting. They are as follows, the working group shall consist of 12 members, six staff from dph, four are staff representatives from sciu101 and to two local 21 representatives who work at the Behavioral Health center. Members may receive their regular salaries for time spent on the working group during regularly scheduled hours and appointees from 101 shall serve in the provisions. The working group shall hold the inaugural meeting not more than 30 days after and following the meeting, they shall meet at least once monthly and progra pa report. We were like to thank everyone from the Mayors Office, dph and local 21 who have been working out these amendments with our office collectively and everyone reached a joint agreement on what you have before you today. So thank you so much and im happy to answer any questions. Thank you so much. Any questions . Thank you. Thank you. Are there any members of the public that would like to testify in this item . Seeing none, Public Comment is closed. Can we accept these amendments without objection . Great. And continue it until next weeks meeting. Since the amendments are substantive, well need to continue it to next weeks meeting and the november 21s november 21st meeting of the jao Committee Without objection. Thank you. Mr. Clerk whe, please call items 2, 3, 4 and 5. Item 2, declare an intention to establish city and county special tax 21 for condominiums and future annexation, determining matters and making appropriate findings. Number 3 is a resolution day declaring board of supervisors in an aggregate amount not to exceed 1,697,600,000 for the city and county of thousand district number one for the pier 71. And four is for special tact district 20192 for the Lease Properties at pier 70 and future annexation area for committee of a whole hearing on january 14, 2020, making other determination and agenda item number 5 is a resolution declaring the intention declaring the intense to incur indebted missns not to exceed 1,841,600,000 for the city and county of San Francisco special tax district 20192 for the pierleased properties. Thank you, supervisor walton, the floor is yours. Thank you, chair mar. My statements will refer to items 25 and i want to thank you for hearing these items today. Pier 70 is an important project with over 1600 units with new housing and 470 onsite Affordable Housing units. It takes a previously underutilized part of district 10 and will turn it into a vibrant new neighborhood for all of San Francisco. Community benefits include a Transportation DemandManagement Program for a source pr prevailg wage and onsite childcare. The Community Facilitys districts are are critical part of funding this project and it will fund approximately 170 millions of the 300 millions of Public Infrastructure improvements for both this development and the greater neighborhood. The cfd ensures that the neighborhood is well cared for beyond the construction phase and into the future. Wyatt lando is here to present and i urge you all to support these measures. Thank you, supervisor walton and thank you, chair mar and supervisor peskin. Im wyatt lando with the support finance team working on finance projects and i will present the four resolutions as a pair of resolutions each for two community facilities, districts 1 on the leased properties and one on the condominiums and the associated resolution to incur indebtedness for each item. So ill start by going over the project as a refresher and then ill go over the project financing structure of which the two tax strict districts are a l piece of and ill talk about where we are in the process of the the financing structure and the current step which is the special tax district and finalize just looking forward. So briefly, the project itself was entitled in 2017 and it is in the dog patch neighborhood between 20th and 22nd, east of illinois by the street line and the 35acre site in total, the two Community Facility districts youre hearing today cover 28 acres of that and it will create between 1600 and 3,000 residential units, 1. 1 to 1. 7 million gross square feet of commercial and nine acres of open face and theres a robust Public Benefits package that has been previously approved through prior legislation including 30 onsite Affordable Housing and many of those benefits are funded directly by the Community Facilitys district, tax districts. So the financing structure for this, theres multiple sources. The first source is developer and they make the initial investments to start construction, which started last may and is ongoing. We have a street improvement permit and are well underway in the construction phase. They will be reimbursed through the lan value having ground leases and sell the condominium parcels but the key piece and the final piece of the financing is the communitys facilitys district and Infrastructure Finance district generating the funding to create these horizonal improvements which include roads, parks, sewer and water, electricity. And so what weve done to date previously, the board of supervisors has authorized the financing district in september of 2018. The irs or infrastructure and revitalization district in october of 2018 and the isd is in brin blue and the irsd is ine orangish brown more Affordable Housing over yard site. Well be forming this at a later date and this is a future phase of the project and over the summer, approved in september of 2019, the board of supervisors amended the citys special tax law which allows special uses for the pier 70 with sealevel rise protections and thats included with what the Community Tax districts will fund. So the current resolutions are the resolutions and intention and this is the noticing process. There will be a later process after this in december or january for the actual formation and the public election, which will occur in january. So the two cfds, Community Facilitys districts are the condo cfd and leased property and each has a resolution and intention to incur bonding and indebtedness, which this is a common practise with all of the portfolio bonds we could issue, not to exceed amount and not authorizing a bond issuance and we will come back for each bond sale in the future. So the four taxes in the cfds are the facility taxes paying for those horizonal improvements which includes, as i mentioned before, parks, roads, sewer, et cetera and theres an arts tax to fund the Community Space and arts building. The shoreline tax which fund shoreline protections and studies but also along the waterfront as a whole, so as a source for our seawall and the services tax is the ongoing maintenance and operations and this continues in perpetuity as supervisor walton mentioned, this funds the site to maintain and keep it vibrant for forever. So whats next after this . This is the resolution intention and this is approved by the board and we will form the communitys facility district by special election and introducing it in december, have the election in january and we will issue bonds later in 2020, when we will bring forward additional legislation at that point to issue those bonds. So thats it. If there are any questions, please let me know. Yeah, actually i did have a question on the project overview slide where it shows the residential units. Theres a wide range, 1,645 to 3,025. So in a later phase, there are several parcels which are flex parcels and they could be either commercial or residential parcels, depending on the project at that phase. And this is five to ten years in the future and thats where the range comes from both commercial and residential. Theres a limit within the agreement, the dda and thats how it went there. Does that range affect the 30 on site . So the 30 on site affordable is required and that must be met based on the number of units. Got it, thank you. Thank you very much and request your recommendation for these four resolutions. Thank you. I would like to move lets take Public Comment first. Are there any members of the public that would like to testify on these items . Seeing none, Public Comment is closed. Supervisor walton. I would like to move items 2, 3, 4 and 5 forward with positive recommendation to the full board. Can we take that without objection . Great. Out thank you. Thank you. Mr. Clerk, please call item 6. Item 6 is a resolution changing the name of the greater rencone hill benefit district to the eastcut benefit district, receiving and approving the annual report for the eastcut Community District for fiscal year 20172018, smutte submittee law of 1994 and management district with the city. Thank you. I would like to welcome the Senior Program manager for the office of economic and Workforce Development along with the Deputy Director for this Community Benefit district to present on this item. Thank you, chair and good afternoon, supervisors. Im with the Workforce Development, part of the team to oversee the cbd program. Youre hearing the fiscal 20172018 benefit district and this is a resolution to officially change their organizations name to the eastcut Community Benefit district. As you may know, the community been district and Business Improvement districts are governed by two pieces of legislation, the state law as the 1994 act and local landfall whiclocal law. This covers the at for fiscal year 201718 and ensure that all cbds is bids are meeting Management Plans and we conduct a review of annual reports and the financial reviews or statements and we provide the board of supervisors with a summary memo which is in your packet. The eastcut cbd was formed in 2015 and set to expire on december 31, 2030. It was north of 2. 4 million in fiscal year 201718. Their assessment role submission was 3. 3 million. And the executive director of the cbd is Andrew Robinson who, unfortunately, could not be here today. Mike riger, the Deputy Director is here in his stead. They have Public Safety, cleaning and maintenance, parks and green space, communication and development, management and operations. Oew staff reviewed the budgetrelated benchmark and the first is whether the variance between the budget amounts was within 10 Percentage Points from the Management Plan and benchmark two for this cbd is a little complicated, whether 1 for the Public Safety area or 1. 4 came from general benefit, whether 140 hundredths was received and 6 79hundredths came from sources other than assessing revenue. Benchmark three between the budget as for each category was within ten Percentage Points from the actuals and four is whether theyre indicating amount of funds from the current fiscal year and designating projects to be spent in the upcoming fiscal year. For a benchmark one, the cbd did not meet this requirement and they cant explain why and it was due to the parks and green space area, the sales force park not opening up, which is significant expenditure there and did not assess for that portion of the budget. For benchmark two, the cbd did meet this requirement for all three of its different category areas and the reason this is structured differently than the other Community Benefit districts, it deals with different general benefit components, allocating towards the parks and green space component. And for budget versus actual benchmark 3, the cbd did meet this requirement and benchmark 4, the carryforward did indicate this in their annual report and met this requirement. So the eastcut cbd met three out of four benchmarks and did not meet benchmark one specifically for the Green Space Service as assessed for half of the Management Plan budget for this fiscal year due to a delay in the completion of sales force park which when fully constructed and operational will have an allocation of 2. 5 million. This particular cbds management al locaallocates in the services opposed to the totality of the district and cbd implemented a new initiative to partner with the downtown streets team in the fiscal year and partnered with the city to trim and maintain over 1,000 trees during this fiscal year and maintain an active board and several subcommittees. In conclusion, they performed well in implementing their service plan and its in the third year of operation and continually increased partnerships with the Community Stakeholders and municipal agencies. The cbd maintains an active board and oewd believes the eastcut will successfully carry out its mission and service plans. If there are no questions, i would like to invite mr. Riger to present on the service of the cbd. Thank you, chris and thank you, supervisors. Im mike riger, the Deputy Director of the eastcut Community Benefit district. The east cut district unites the historic rinkon hill and transbay transit and includes part of south beach. The general boundaries of the district here on this map basically Second Street on the west side and harrison and i80 freeway on the south and stewart street on the east and Mission Street to the north. So we fully encompass the new trans Bay Transit Center and sales bay park. We have over 4200 properties in the eatcut with 700 more residential units and more than 1 million square feet of commercial space under constructioconstruction. We have three core areas, cleaning and safety, park expose open Space Management and communications in economic development. We implement services 24 hours a kayday, certainly seven days a. We do sidewalk cleaning, Community Guide and Homeless Outreach and we have a neighborhood Security Patrol program. In terms of hours, our Security Patrol is from 4 00 p. M. To 7 0r cleaning and ambassadors go from 6 00 a. M. To 8 00 p. M. And as i said, we have 24hour dispatch and so items can be reported at any time of day. In terms of fiscal year 1718 statistics, we had over 1700 calls for service in the district and we removed nearly 2,000 graffiti tags and in some case, those are just as small as stickers on a pole but often times theyre large spray paint on walls of buildings and nearly 2,000 needles collected and 130,000 pounds of garbage removed and over 3,000 trash cans top. So the city trash cans, when they call, they empty and when they get full, we go true and top those off. And we just have a few pictures of some of the work in the district, showing staff abating graffiti, reaching out to homeless and picking up large areas of trash. So in terms of Neighborhood Parks and green space, ultimately, we will be maintaining five different parks within the district and currently, the two parks that online include emerald park which is on harrison street and sales force park and recently opened in july. The other parks online in the future are underrathe underras tjap into the Transit Center and also guyplace park which should be done here before the end of the year and what were calling transbay park and is the section of the transbay terminal to be developed as one of our parks. And here are images of our parks, emerald park on harrison street and sales force park, going pretty well so far with its opening and guyplace park, a rendering reopening [ laughter ] reopening, correct. And guy place park construction is nearing completion on this one. And here is a couple of images of underramp park is that by lansing where it comes around . Once you get to the top of guy place, you enter lansing and its a small pocket park. Underramp park, this is done by cmg and the schematics are ready to go where were currently working to get the design process started for that and were working on the operations budget for that before we begin design. But you can see in this slide, this goes up to Howard Street on the top and into the Transit Center and then it continues through the alleyways and under all of that bus ramp. And then you can see the ramp here overtop. In terms of Community Building, as the neighborhood rapidly grows with 12,000 people, the eastcut cbd is looking to activate the neighborhood in the evenings and the neighborhood. In fiscal year 1718, we activated retail spaces with Popup Community events and we have some images here. And we also help to engage in forums to introduce people to new ideas, as well as super visceral candidate forums. When d6 was up for reelection, we held a forum over on 101 Second Street and we have also collaborated with resiliant by design to share thinking on Climate Change and sealevel rise. Finally, we would perform familyfriendly events and have held popups in the open spaces in the district of which we have approximately 40. And in terms of community planning, this is what the district looked like 15 years ago. And this is what it looks like today. Some of the images, some of the buildings in this image are ghosted in, but they are now complete, including the avery at 450 fullsome street and 500 fullsome street is actually almost completed, as well and starting leasing. So with so much change happening rapidly, the eastcut cbd with sf planning and other agencies to develop a public realm plan to ensure the district is vibrant and responsive to Community Needs and to date we engaged over 3,000 people in the process through inperson meetings, community prototyping like the image on the right and online. We are now in the writing phase of the project to look forward to bringing forward to you all in the coming year the soda plan, which is the south downtown activation that were working on with planning. In termin terms of our budget wh costs to the eastcut cbd, our parks budget sharply increased by 46 and we actually spent less last year on the park due to the closure been with we expect the parks expenses to make up a piece of the budget going forward. And then after that, its cleaning and safety that make up 43 of our budget and communications and management of the organization make up roughly 10 of our budget. And with that, ill turn it over to you for questions. Thank you. Colleagues, any question. I like anything i hear. I never liked the name eastcut but far be it from me to tell you what your name should be. Thank you. So why dont we go to Public Comment. Are there any members who wish to testify on this item . This is your chance. [ laughter ] seeing none, Public Comment is closed. And can we recommend this to the full board without objection . Great thank you. Mr. Clerk, please call item number 7. Is a resolution receiving and approving the annual report for the north of market tenderloin district submit as required about the district law of 1994 and districts Management Agreement with the city. Thank you. Welcome back mr. Corgus and well hear from the Northern Market tenderloin benefit District Executive director. Thank you. The north of mark tenderloin cbd, well be reporting on the fiscal year 201718. It was renewed this past summer and this is under the previous iteration of the district and the initial assessment budget was 981,000 and the fiscal yeas 1,089,904. 24 and it was set to expire on june 20, 20. The director is simon bertra flash. Its publin. Theres management d operations. Once again, oew reviews four benchmarks and the same ones for all cbds. The first whether the variance between the budget amount for each category was within ten Percentage Points from the Management Plan. For two, whether theyre general benefits of 5 came from other than assessment revenue and three whether it was within ten Percentage Points of actuals and benchmark four whether the cbd is indicating funds from one fiscal year to the next fiscal year. For one, the tenderloin cbd has met this benchmark and the north of the tenderloin has met this benchmark for fiscal year 1718 and met in most years with the exception of 201415 which they corrected and for benchmark three, the north of market tenderloin cbd met this benchmark, as well and for four, they did indicate their carryforward amount and did indicate how they would be spending it in the future year and still did meet it and did meet our findings and recommendations, they did meet all benchmarks, increased the capacity by bringing on simon bertran and receiving the Safe Passage Program in the cbd and successful in securing nonassessment dollars, 19 of their total budget and started focusing on the Renewal Campaign in fiscal year 201718 anden ad engaged with stakeholders and Property Owners. They have increased opportunities with partnering with externallal stakeholders and better engaging with members and successfully completed its renewal process in the past fiscal year and oewd believes they will successfully carry out the mission and service plans. If there are no questions, i would like to invite mr. Bertram up. Thank you. Good afternoon. Im the executive director of the the north of market tenderloin Community District. We are founded in 2005 and we believe that an investment by the Property Owners in the 30 blocks of the tenderloin can make a significant difference in creating a positive change for the tenderloin. Our services focus on enhanced cleaning, safety, beauty case, Economic Opportunity and Neighborhood Pride initiatives. This year, 20172018 was a year of Capacity Building and adding programs to tlcbd and our 15 number board works to implement the objectives of the Management Plan and this was the third year of a contract with urban year consulting meant to build a facility for tlcbd. The Management Plan and staffing plan, at the end transitioned from a consult team to a teamch six lead by a fulltime executive director and programs focusing on clean and safe with an expansion and Neighborhood Pride which ill go over. A total of 268,000 was raised from nonassessment sources in fiscal year 1718 and we continued board and staff development. As i mentioned, they are in the third year of a contract to do consulting building and lead a fundraising building to support the full implementation into tenderloin benefit district. At our Second Annual board retreat, the board built on a strategic framework in the first retreat and reframed with the focus of how to improve the quality of lives in the tenderloin as measured by a walk down the sidewalk. And at the end of the year, tlcbd hired a fulltime director to lead the team of six. Urban place stayed on as part of a transition supported by the Nonprofit Sustainability Initiative to help the new executive director. This is the framework we dropped at this first retreat and we continue to build on in fiscal year 1718 and we use this to this day is all of the programs we work on in the tenderloin with the focus being on the clean and safe up in the top of the framework, but we also an intention to work both in Economic Opportunity, Neighborhood Pride and creating embodied spaces for the residents and visitors to the tenderloin. Some of the program elements, a new cleaning contract started at the beginning the tailend of the fiscal year allowing us to do an expansion of supplement cleaning. May 2017, a contract with blockbyblock allowed sidewalk sweeping, steam cleaning to the 30 blocks of the districts and were able to expand cleaning districts and added a second pressurewashing truck in this second fiscal year. New partnership with downtown streets team, so the same time we brought on block by block, we added additional cleaning, resources and organizes that adds a pathway out homelessness to tenderloin residents and some of the statistics, we addressed over 10,000 graffiti tags and steamcleaned over 700 linear feet in the district. On or safe initiative, we fully integrated safe passage into tlcbd as a program. Its the Safe Passage Program and we were able to grow the program from 15 corner captains to 25 and promoted five to parttime paid positions within the organization and we became a partner this Previous Fiscal Year in San Francisco and we continued division zero, grant supported increases in the morning shift of our Safe Passage Program is we lead senior walking groups with seniors from ymca and San FranciscoSenior Center and conducted Community Outreach and a public life study for the taylor safe project and finally, we built an internal database to better capture and manage better daily collection of the safe Management Program. In Neighborhood Pride, we worked to create a positive impression of the neighborhood and a lot of the stories you here in the news media are about the negative aspects and we feel strongly that is a neighborhood full of people and businesses that have a lot of very positive energy and we want to focus the stories on the good things that are happening in the tenderloin and the people that are raising families there and living there. And we continue there twice a month digital newsletter, we participated in a number of corners are activated by neighborhood residents and nonprofits and we supported the tenderloin Peoples Congress and vision 20 summit and we had a tenderloin Mayoral Forum brought a slate of candidates to address the tenderloin issues to an audience of several members and lead Business People and culture. And that is the end of the presentation and im happy to take questions. Thank you. Supervisor walton. Just a quick question trying to work through the vision zero plan for decreasing homicides and violent crimes. What do corner captains do . So the Safe Passage Program was 11 years ago and mothers in the neighborhood came out on their only to the street corners to create a safe passage from neighborhood schools to afterSchool Programs. Over the last 11 years, its slowly evolved into the Current Program where we have volunteers that actually are paid a small stipend, neighborhood residents, 95 neighborhood residents that come out in the morning, afternoon and all they do is to help navigate across the street, so some people think theyre crossing guards and wear a special blue vest, helping with the traffic conditions. But one of the things is to navigate help to create on the sidewalks safer conditions so that the large groups of children walking from school or in the morning, walking to school, are able to walk on a sidewalk that is safe and clean, is what it comes down to. So theyre neighborhood residents that help by their pier presence to help to create a safer and cleaner space for children and seniors. If you walk up to larkin and turk, youll see mr. Tenant there. We would be happy to host anyone interested in seeing the program. Its a twohour session and anyone is welcome to volunteer and we would be happy to show you the program. Thank you. I just wanted to say its been great to hear about the development and the Capacity Building of this particular cbd because it seems quite different than most of the other cbds given the demographics and the socioeconomics of the neighborhood. Before i stepped into the port, i worked out at the Hotel Workers union hall on golden gate and levinworth and i saw the positive impact. I did have a question about the one slide on Organization Leadership where you highlighted the extra funding, the 268,000 of nonassessment sources that youre able to raise in the year and i was curious what were the sources of that funding . I ask that because, you know, some months ago, we had a hearing on the twitter tax break and that just highlighted the lack of benefits that the twitter tax provided to the tenderloin and south of market that was intended. The majority of this funding, the 268,000 was a multiyear grant from st. Francis as well as sutter health. It was an investment in the neighborhood, as well as a multiyear grant by otwd. So those were specifically geared to how to integrate safe passage into the program. There were some other smaller grants but most of the money was st. Francis, sutteringter healtd oed. Thats great to hear, so it sounds like no support from the people that benefits over the tax break. We have gotten small breaks from the companies and theyve volunteered for the Safe Passage Program. Off the top of my head, i cant list them all but there have been a few that have been beneficiaries of the tax break that have volunteered, as well as given small donations. Great. Thank you, thank you so much for the presentation, for all of your good work. Colleagues, any other questions or comments . Thank you. Is there anyone from the public that would like to testify on this item . Seeing none, Public Comment is closed. And can we recommend this item to the full board without objection . Great. And mr. Clerk, please call item number 7. Oh, were on 8. Number 8 is a resolution receiving the report for fiscal year 20172018 and the district managements agreement. Once more, welcome, mr. Corgus, along with mr. Christian martin, who until today served as executive director of the district. Congratulations, mr. Martin, and thank you for your service to cb d and welcome to the jl committee. Thank you, and this will be the final fiscal year 1718 report for Community Benefit districts. Thank you for your patience. This resolution covers the annual report for the fiscal year 1718 and they ensure all are meeting Management Plans, conducting an annual review of the annual report and Financial Statements and provide the summary memo to the board of supervisors. And this is a propertybased district. The initial assessment budget was 799,000 and in fiscal year 1718, their assessment role was 839,000. It is set to expire on jun june 30th, 2029. And the executive director for fiscal year 1718 is Christian Martin and his final day was last friday. The Service Areas are cleaning, maintenance and safety and bify beautification and we reviewed benchmark one, the budget as for each Service Category was within 10 Percentage Points from the Management Plan and two was weather 5 and 55hundredths came from other than assessment revenue and three is whether the variance between the budget amounts for each Service Category was within 10 Percentage Points from the actuals and four is whether the cbd is indicating funds from the current fiscal year and designating projects in the upcoming fiscal year. For benchmark one, the cbd did meet this requirement. For berthmark two, they raised approximately 23 in nonassessment revenue and did meet this requirement, as well. For number 3, the cbd had no variance between their special assessment funding and how it was allocated and did meet this benchmark and for benchmark 4, they indicated how it would be spent in the fess ca fiscal yea. Our final recommendations, they did temporarily lose 501c3 in the winter of 2003 and replaced the accountant and received reinstatement of early spring. They responded to Community Needs by providing pitstop Restroom Services in front of Mccauley Park and continued to execute Community Building activities such as the lower tenderloin services and the hemlock project, restroom project and the clinic to prevent homelessness and the formation in fiscal year 1718. In conclusion, they have performed well in implementing a service plan, continued to successfully help implement events and programs in the district and have an active board and Committee Members and will successfully care out commission. Any questions for sor staff . No, but i would like to thank mr. Martin for his service. While im sorry to say him go, it was a pleasure to work with you and your staff and you always had an easy way about you and always responded what the community wan wanted and our los will be another cbds gain. Thank you, so much. Chair mar, walton and peskin, thank you for the opportunity to present the report. This will be my last official act as executive director. Its an a been an honor and a pleasure. So this fiscal area we continue to build our district identity. We continue to support the arts and our Community Building efforts through the first thursday art walk and the assistance merchants, mccaulley park efforts, including the pit stop and murals throughout the neighborhood. Street operations and Homeless Outreach, we removed 2,828 instances of graffiti, over 600,000 pounds of trash, steamcleaned the entire district, developed a 311 tracking app to allow us help dpw within our district and went continue to work on streetscape improvements in the alleys. The district plan is in full effect and we provided access to Public Restrooms through the Pit Stop Program and addressed 26 calls regarding Public Safety. From an administrative standpoint, we supported the core assessment applying for grants this supported the tlc, the art walk, hemlock mural project, pit stop and the fern alley renovations and thank you, supervisor peskin. Ill just be brief cleaned up a bunch the needles, feces and graffiti. Our partners, uc hey hastings, l part of the tenantlandlord clinic, sfhsa, dpw oewd is the middle poke, cbd, its an an honor and a pleasure and thank you very much. Any questions . Thank you. Any members that wish to testify on this item . Seeing none, public item is closed. And i would make a motio motiono send mr. Martins last report to the full board with recommendation. Thank you, sir. Without objection. Great. Mr. Clerk, any further business . That concludes our business for today. Thank you. We are adjourned, thank you. Employee hello everyone. Welcome to the bayview bistro. It is just time to bring the Community Together by deliciou deliciousness. I am excited to be here today because nothing brings the Community Together like food. Having amazing food options for and by the people of this community is critical to the success, the longterm success and stability of the bayviewhunters point community. I am nima romney. This is a mobile cafe. We do soul food with a latin twist. I wanted to open a truck to son nor the soul food, my African Heritage as well as mylas continuas my latindescent. I have been at this for 15 years. I have been cooking all my life pretty much, you know. I like cooking ribs, chicken, links. My favorite is oysters on the grill. I am the owner. It all started with banana pudding, the mother of them all. Now what i do is take on traditional desserts and pair them with pudding so that is my ultimate goal of the business. Our goal with the bayview bristow is to bring in businesses so they can really use this as a launching off point to grow as a single business. We want to use this as the opportunity to support Business Owners of color and those who have contributed a lot to the community and are looking for opportunities to grow their business. These are the things that the San FranciscoPublic Utilities commission is doing. They are doing it because they feel they have a responsibility to san franciscans and to people in this community. I had a grandmother who lived in bayview. She never moved, never wavered. It was a house of security answer entity where we went for holidays. I was a part of bayview most of my life. I cant remember not being a part of bayview. I have been here for several years. This space used to be unoccupied. It was used as a dump. To repurpose it for Something Like this with the bistro to give an opportunity for the local vendors and food people to come out and showcase their work. That is a great way to give back to the community. This is a great example of a publicprivate community partnership. They have been supporting this including the San FranciscoPublic Utilities commission and Mayors Office of workforce department. Working with the joint Venture Partners we got resources for the space, that the businesses were able to thrive because of all of the opportunities on the way to this community. Bayview has changed. It is growing. A lot of things is different from when i was a kid. You have the t train. You have a lot of new business. I am looking forward to being a Business Owner in my neighborhood. I love my city. You know, i went to city college and fourth and mission in San Francisco under the chefs ria, marlene and betsy. They are proud of me. I dont want to leave them out of the journey. Everyone works hard. They are very supportive and passionate about what they do, and they all have one goal in mind for the bayview to survive. All right. It is time to eat, people. Is time to eat, people. The San Francisco carbon fund was started in 2009. Its basically legislation that was passed by the board of supervisors and the Mayors Office for the city of San Francisco. They passed legislation that said okay, 13 of the cost of the city air travel is going to go into a fund and were going to use the money in that fund to do local projects that are going to mitigate and sequester Greenhouse Gas emission. The grants that were giving, theyre anywhere from 15,000 to, say, 80,000 for a two year grant. Im shawn rosenmoss. Im the development of Community Partnerships and carbon fund for the San Francisco department of environment. We have an Advisory Committee that meets once or twice a year to talk about, okay, what are we going to fund . Because we want to look at things like equity and innovative projects. I heard about the carbon fund because i used to work for the department of environment. Im a School Education team. My name is marcus major. Im a Founding Member of Climate Action now. We started in 2011. Our main goal it to remove carbon in the public rightofway on sidewalks to build educational gardens that teach people with Climate Change. If its a greening grant, 75 of the grant has to go for greening. It has to go for planting trees, it has to go for greening up the pavement, because again, this is about permanent carbon savings. The dinosaur vegetable gardens was chosen because the garden was covered in is afault since 1932. It was the seed funding for this whole project. The whole garden,ible was about 84,000 square feet, and our project, we removed 3,126 square feet of cement. We usually issue a greening rft every other year, and thats for projects that are going to dig up pavement, plant trees, community garden, school garden. We were awarded 43,000 for this project. The produce thats grown here is consumed all right at large by the school community. In this garden were growing all kinds of organic vegetables from lettuce, and artichokes. Well be planting apples and loquats, all kinds of great fruit and veggies. The first project was the dipatch biodiesel producing facility. The reason for that is a lot of people in San Francisco have diesel cars that they were operating on biodiesel, and they were having to go over to berkeley. We kind of the dog batch preferentials in the difference between diesel and biodiesel. One of the gardens i love is the pomeroy rec center. Pomeroy has its roots back to 1952. My name is david, and im the chamber and ceo of the pomeroy rehabilitation and recreation center. We were a center for people with intellectual and development cal disabilities in San FranciscoSan Francisco. We also have a program for individuals that have acquired brain injury or traumatic brain injury, and we also have one of the larger after School Programs for children with special needs that serves the Public School system. The Sf Carbon Fund for us has been the launching pad for an entire program here at the pomeroy center. We received about 15,000. The money was really designed to help us improve our garden by buying plants and material and also some infrastructure like a drip system for plants. We have wine barrels that we repurposed to collect rain water. We actually had removed over 1,000 square feet of concrete so that we could expand the garden. This is where our participants, they come to learn about gardening. They learn about our work in the greenhouse. We have plants that we actually harvest, and eggs from our chickens that we take up and use in cooking classes so that our participants learn as much as anybody else where food comes from. We have two kitchens here at the pomeroy center. One is more of a commercial kitchen and one is more setup like a home kitchen would be, and in the home kitchen, we do a lot of cooking classes, how to make lasagna, how to comsome eggs, so this grant that we received has tremendous value, not only for our center, for our participants, but the entire community. The thing about climate, climate overlaps with everything, and so when we start looking at how were going to solve climate programs, we solve a lot of