Transcripts For SFGTV BOS Budget And Appropriations Committee 20240713

As part of the matter. Comments may be sent to city hall 1 dr. Carlton b. Goodman place room 244, San Francisco, california, 94102. Madame chair, this concludes my announcements. Thank you very much, madame clerk. Can you please call item number one . Yes. Item number one, hearing budget process and updates for fiscal years 20202021 and 20212022, hearing to review the budget process and related updates and requesting the Controllers Office, Mayors Office of Public Policy and finance and budget and legislative analysis to report. Public comment should call the number and then press 1 and 0 to line up to speak. Thank you very much. And today we have ashley from the Mayors Office. Kelly kirkpatrick is also available to answer any questions. Also, mr. Ben rosenfield, our controller, can join us for a short period of time. As reminder, the focus of todays meeting is to hear the mayors budget instructions and process for departmental budgets and then mr. Rosenfeld will share Historical Context of past recessions in our next meeting. Ms. Grockenberger. Thank you, chair fewer. Good afternoon, supervisors. Im the deputy budget director in the mayors budget office. Today im going to walk you through the revised budget instructions for the upcoming fiscal year 2021 and 2022 budget. With that, kelly if you could share the slides. I hit shared. Its just a little slow. Yep. Thats ok. We see it. There we go. Its just in presentation mode. Ok. Great. So, as you recall, the mayor initially offered these instructions to departments back in december and at the time we were projecting a 420 million shortfall. With the change financial land secretary of defense due to covid has led to not only a delay in our budget process, but revised set of instructions to help balance the budget. Last week, kelly and ben walked you through the details underlieing the revised instructions, but this is a quick reminder. Were facing a 1. 75 billion shortfall in the current year and upcoming budget years. That is made up of a shortfall of 250 million in the current year. And a 1. 5 billion shortfall in the budget years. With deficits exceeding 1 billion projected in the out year. Next slide, please. Meanwhile, were tracking a number of risks and uncertainties that could have a Significant Impact on these projections. These include the duration emergency, a slower later economic recovery than the one we are projecting. Unknown levels of city spending related to covid in the coming years and, of course, risks around state and federal revenue. Next slide. And so now im get into the specifics of the budget instructions that the mayor issued. Next slide, please. Next sly. Ive advanced it, but apparently there is a lag. [laughter] maybe ill stop sharing and try again. Give me one second. I have reshared. Its not coming up. Yes. Were not seeing it. Ok. I have sent the presentation to the clerk has it. I can try again to get a p. D. F. And see if that works. Or if there is any other i. T. Suggestions, please let me know. I do have a copiful y copy. Would you like me to try sharing it . That would be great. Let me unshare. Ok. I stofped sharing. There we go. Oh, great. Ok. I believe were on slide number five. Oh, wonderful. Thank you so much. Ok. So, the given the significant shortfall that were projecting, the upcoming budget is going to require a mix of tough decisions and reevaluating the city does business. And we are asking departments to make significant reductions to help close our significant shortfalls. And, quite frankly, we need to reevaluate the way we do business in a covid landscape while not losing sight of needing to preserve vulnerable and underserved residents in communitis that are facing steeper obstacles in light of this Health Crisis. Next slide, please. Thank you. So, unlike in prior recessions, these shortfalls are coming late in our budget process and were asking departments to provide concrete and Actionable Solutions to help close the shortfall. So, all general departments must propose 10 reductions in adjusted general Fund Supports in 2021, that grows to 15 in fiscal year 2022. And given all the uncertaintis that were tracking in our revenue picture, we are asking that departments provide us with an additional 5 contingency in fiscal year 21, the first year of the budget should the fiscal picture worsen. Every department will need to make reductions and it is not a matter of if, its a matter of where. Of course your Nongeneral Fund departments will balance costs within their own revenue projections. Next slide, please. Slide seven, please. Thank you. We recognize that 10 to 15 reductions will come with incredibly difficult tradeoffs and weve advised departments that those reduction plans can include contract savings, reductions in personnel costs, either through the elimination of vacant positions, continued salary savings due to hiring freeze or project suspensions. We have also asked departments to consider streamlining operations and consolidation of units and service, given revised business operations. Of course maximizing any outside revenue sources. Next slide, please. So its extremely tight time turn around and we asked all departments to submit their revised budgetses to us by june 12. It is going to require departments to do a quick analysis in order for us to meet our august 1 budget as the middle deadline. Next slide. Thank you. As the city moves toward reopening, we know that we will need to do business differently and revised budgets from departments should reflect that and so for planning purposes, weve asked departments to identify Core Services and those Critical Services that they performed for the public. But that cant be everything. And we need departments to really work hard to prioritize and think about how their work and services are going to shift, given Public Health guidelines or reduced budget resources. While also maintaining equity in their services when planning for those changes. And were asking since this is all going to require, frankly, a citywide approach and that will be coming over the coming weeks, were asking departments to not communicate or get ahead of changes that are happening and that will come as a result of citywide guidance. And to wait until that guidance is issued. But to be thinking about those things in the meantime. Next slide, please. In terms of managing and making decisions around reopening, were asking departments to think about the shipping workforce landscape, which could mean that City Employees who can work from home should remain working from home and also that essential Public Services that must be delivered in person, how those are going to change, given the new Health Guidelines that will be issued and what services do they provide could be moved online and what equity considerations are there in doing so. Next slide, please. Some additional guidelines we issued to departments. Our hiring freeze will continue through this fiscal year and the next fiscal year, except for direct Covid Response and other essential workforce. In march, we paused cashfortunated Capital Projects and new programs that had not started and we will be releasing our current year balancing plan in the next week to solve for that 250 million shortfall that i spoke of earlier. But for the remainder of the fiscal year, were asking that only those cash funded general funds supported Capital Projects that are necessary to address legal or life safety issues or other essential needs continue and that that work is done in consultation with Capital Planning and the public works department. And then given our delayed budget process, we recognize that there is there will be some continuity issues in considerations for new r. F. P. S and contracts and the Controllers Office is working to provide central guidance in the next week about the procedures for contracts and r. F. P. S that cross fiscal years and we asked departments until the current rebalancing plan has been issued and communicated with all stakeholders. Quite frankly, even if we dont pull back funding in the current year, we still have a long way to go to sthaol . 5 billion shortfall and we need to know what options we have available to do so. Next slide. In order to continue operations from july until the budget is signed in october, we will be introducing an interim budget to the board on june 1. This will largely be a status quo budget to allow baseline appropriations and operations to continue until the final budget is adopted. It will include the wage delay that was triggered as par of the march joint report, but largely the big policy choices that we need to make to close the shortfall will be will be discussed in august. No new funding commitments will be made with an expectation of the july 1 start. Were saving those conversations for the august 1 budget process. Next slide, please. Despite the tight turnaround, we understand that public input and process is very important and it is our expectation that departments with commissions and advisory bodies will provide updates about their reduction plans to those bodies before they submit to our office. Well also be engaging with our labor partners and c. V. O. Partners in the coming week to share this information with them as well. Another big takeaway from this presentation is that the upcoming budget is going require tough and painful choices while also requiring us to reevaluate the way we do business as a city. Were asking departments to make significant reduction proposals to deal with these significant shortfalls, all while keeping equity at top of mind as we move through the budget process. Ok. Some key dates that you are likely all familiar with kind of goes back in time a little bit. But last week, we released what we called our megareport, talking about projections for the upcoming years and the current year as well as covid spending. Theres impacts on us that were still sorting through. As i mentioned, we will be releasing the interim budget on june 1 and then our mayors proposed budget on august 1. With that, im happy to take any questions that you have. Colleagues, any comments or questions . Yes. Yes, supervisor yee . Thank you, kelly, for the presentation. I guess the question i have is, yes, we really have to look at a possible reduction in services, tighten up the belt and Everything Else. And second, youre having a hiring freeze, means that similar sources will be [inaudible] other than others. At the same time, how do we have this discussion knowing that prior to the pandemic, i was there was a lo of support from the board of supervisors and the mayor herself to be dealing with or to improve our system in regards to Mental Health services. How do we balance that, knowing that no one hand cut or dont expand or start any programs knowing what we know. But this is such a big need. That is a great question, president yee. I think particularly with Mental Health. Its not so much about kitsing about cutting but changing the way services will be provided. They wont be provided in a traditional setting. They might be provided to those in hotels. And these are services that they already have in place to make sure that theyre getting to the people who need them and just new and creative ways given our covid landscape. This could constraints harter and i want to remind supervisors that any additional costs related to covid spending are not included in the shortfall. Anything thats not fema or state or reimbursable next year will add a layer of costs as well to this difficult conversation. Ok, well, hopefully we move forward with more solid thinking around this. Thank you, president yee. Supervisor walton . Thank you, chair fewer. Im trying to figure out the best way to say this. I know that its talked about controlling guidance will be forthcoming, looking at couple of months of the gap with continuing operations through. I guess my question is we should be under the impression that those additional months of july, august and september will probably Fund Services at some kind of reduced rate. Did i make sense . Yeah. I totally i was i was trying to figure out who wanted to take this one. Our intention is to maintain services at the current level. But not add new. In prior year budgets, you know, we had done a twoyear budget last year. And anticipated in that potentially was additional funding above baseline funding. So, our goal is to maintain services and that will all be subject to kind of our rebalancing plan that well be introducing but thats the goal to make the tough tradeoffs about potential Service Reductions in the upcoming fiscal year. Some controls that will be in place to help tide us through the three months is that there wont be any new Capital Spending that will be on reserve, equipment spending and, of course, we triggered the wage delays and so that will also, as well as reduce hiring, will help keep down spending until we can make those tougher tradeoffs that will likely have service or other staffing implications in august. Thank you. Thank you, supervisor walton. Supervisor mandelman. Thank you, chair fewer. I want to echo president yees expression of [inaudible] in this upcoming budge budget and i talked about the [inaudible] with the mayor and the mayors staff as well. I am keenly aware that the last time we went through this exercise, i was not in city government. I was just a protester outside s. F. General as the city was eliminating beds, hospital beds from general on the with the argument that we could do it a different way. We would create beds or we would acquire beds in less expensive ways and have [inaudible] than operating the bubble beds. I dont know if what has happened on our streets in the last 10 years is related to those choices. But you could create a narrative that, you know, the elimination of the psych beds in 20082009 was related to how far things deteriorated there after and that we never really made good on the acquisition of alternative locked and not locked beds for people who needed them. And got us to where we were. And i think, you know, a lot of the work that was done the good work that has been done over the last year, year and a half by the mayors director of Mental Health reform and the folks who worked at Mental Health s. F. And the task force all identified the desperate need for more places for people. So, t not a matter of just delivering services in a different way, but there are, you know a lot of folks out on the street who did not have a place to be, who have enormous Behavior Health needs. As i was saying is yesterday in the board meeting, covid has certainly made this worse. There are more people in psychosis and certainly intoxicated from the substances theyre using out on the street now than, you know, we had seen. And it was horrible before and now it is awful. And so, you know, i think there may actually be an argument that there is some Covid Response, that in the time of covid, we needed to completely rethink how we provide Psychiatric Emergency Services to people because providing them to only 18 people at a time at s. F. General is not acceptable and is not going to work for the next year or two. So i dont know if that means more spending for v. P. H. In Behavioral Health, but we cant just retrench, like there i really want to encourage the Mayors Office and the departments of Public Health to figure out ways to either through all of this cutting unlock some Additional Resources for placements or think about how to do placements differently. But ideally not in the same way that we thought about has new placements differently in 2008 and 2009 because im not sure how well that worked or if we go down a similar path, we need to understand how it will be different. I think those are my points that i really think this is critical and key and something that i care a lot about in this budget process. Supervisor mandelman, has there been an analysis done about the closing or removal of those beds and have you seen any reports or any data around that . I havent. But it would be a very interesting thing for us to do. If it has not been done. Ok. Thank you. Supervisor ronen. Yes. Thank you so much. I wanted to appreciate this discussion and so that you all know that im working, you know, Mental Health s. F. Is our road map to how were going to fix our broken Mental Health system in San Francisco so im looking at whether or not we do sort of an interim version of it, given that budget realities both budget realities and care different realities. Like they do a first phase of it and second phase of it as we come out of this recession. So thats something that im just starting to look at. But it would be great if we could collectively work on that together and use that as a guide for these budget discussions. I think we can think about the policy in relation to the budget deficit. But not let the budget deficit totally control the policy right. We can have an informant. We create a Mental Health s. F. , imagining we were going to bring 100 million more of regular revenue into the discussions so not only are we expecting not to have that 100, 100 million of additional revenue and going only to Mental Health s. F. , but that we even have a bigger deficit than that. So, we need to reenvision this. So, perhaps we can go about doing that. But just a question for you, kelly, about how have we ever required our Department Heads to start from scratch . Like they often just, you know, say im going to take away this. Its easiest to take away this position and this position and this position because theyre because i dont like this person or whatever they do. I guess if i cut my materials in half, ill figure out a way to make it happen or use any own money to buy materials or whatever they do. But just sort of because were in such a grave budget situation, certainly the worst that this group has ever seen. Im wondering if now is a good time to say start over. What do you do . What do you need for it to function . If there is if theres been any instructions in that regard . That is a great question. That is what us budget wonks call zerobased budgeting and and, you know, i think interesting despite all of the difficulties that the Health Crisis present us, what part of our budget instructions are getting at was reevaluating not om the way your department does business, but what are those core functions. I dont imagine if theyll start from kind of brandnew building blocks, but i think those are all really critical questions that departments need to be asking of their own options. So we given departments four weeks to reset and i think many of them have already started. They know that the fiscal picture is bad. There is lots of planning under way and this is an interim process as we go through the next year, how will and we posed them in the covid context to that department. Just expanding on one of those points from my perspective. I think one of the really real challenge this is year, as ms. Kirkpatrick has said, is simply going to be the timeframe over which these choices will be made. Departments will now have four weeks to prepare the hardest budget cuts that they have prepared for in the last decade. The mayor will then have four weeks to make choices. It typically takes us about seven months. I think that kind of completely understand and i do think a lot of departments will start with, as you suggested, what are my essential functions and what arent more fundamental questions. But simply the pace at which this all needs to move will be a limiting factor for all of us in kind of more nuanced analysis, frankly. Yeah. That makes sense. Has the mayor considered eliminating any departments and combining them . I dont know of any specific kind of proposals. However, i do know that efficiencies in the option and thats something we would be looking to, even if its just space to, right. What are the real estate need changes so theres Operational Efficiency consolidation, but i also think that there is space consolidation and kind of turning to some of those ideas as well. Well definitely be on the table. Are the mayors so for like, for example, the board of supervisors. Are the instructions that we work from home for the next fiscal year. Im thinking of the departments that can actually work from home pretty effectively. Weve andly angela might kill me for saying this, but i know were doing pretty good from home. And the city attorneys. Those kind of departments. Is it we can empty fox plaza for a year and save all that money or i guess im a little confused by this. Those instructions. Yeah. At this point in time, were asking departments to do the evaluation. Which of your staff who are successfully working remotely can continue to work remotely and what would that mean . There is going to be City Administrators Office is working on as well as c. H. R. , with more specific guidance that will be coming out in the next week or two about duration, and aligned with Public Health guidance and how should people plan to work remotely and in the next week or two, we might have some departments and agencies. I forgot my question. If i remember it, ill come back. Thank you. Ill ask a question first and supervisor ronen, if it comes to you, then feel free to join in. I wanted to clarify. So, for next year, the 2021 is 10 reduction. 5 contingency, is that right . And it is going on in the prior year reduction . It is a total of 15 ongoing, not total. 10 growing to 15 total. So an additional 5. That additional 5 might have to be moved forward if the fiscal picture worsens. Got it. And this is a question very similar to supervisor ronen is that there arent any city departments considering moving their staffing model to working from home on a more permanent basis. The reason i ask is also in this committee, we have actually authorized many leases and also but these leases were for places like moving out of hall of justice, for example. Or outgrowing the city facility as the government has grown. And now were seeing how those configurations need to be reconfigured and that these leases that were kind of tied into are also will not actually served for our purposes. I asked the citys Attorneys Office to make those choices can operationally and budgetarily over the coming weeks to help inform the budget. Ive thought of all the same questions and i think theyre really important in this, especially upcoming year. I think also that contract negotiations to look back at, for example, when we, at budget, when we asked the director to go back and renegotiate a lease, he was able to negotiate it at 15 discount, saving the city 2. 5 million over the term of the lease. So, these time of things, i think, are knowing that theyre going through recession and that other businesses and services are going into recession and were looking at renegotiating our contracts with these private entities, actually. And weve spent a lot of money on leases, too. I think this will help. And then i have to ask you. I know that the fiveyear r. F. T. Is on hold. Is the Mayors Office considering pulling back on some of that funding . Are there open cycles that are being looked at that will Impact Services . We are looking at open r. F. P. S that have not been issued yet to understand if there is commitment to additional funding for the upcoming fiscal year and wanting to evaluate the additional growth of the contracts. Were working with [inaudible] to make decisions in the next week or so on their baseline allocations and why we had been speaking to them was, is there additional growth expected . I dont know if we can be committing to growing our funding in the upcoming year. We want to do our best to ensure continuity of existing services, however. So, that is the conversation weve been having, working with the Controllers Office right now to understand which grantbased r. F. P. S that were slated to add funding for 202122 are in the pipeline and wondering you know, the controllers guidance that were working with our granting departments on is to understand perhaps do you need some continuity of your existing grant allocations to ensure continuing services can be maintained through the august budget process. But lets pause on the reup you know, increasing or perhaps reallocating the whole r. F. P. Process when the total budget for next year is up in the air. But wanting to maintain Core Services Baseline Services to the extent possible. Ok. Its not coming to me. But this has been really helpful. Thank you. [laughter] i see no one else in the queue. Madame clerk, can you please call for Public Comment on item number 1 . Yes, madame chair. Operation is checking to see if there are any callers in the queue. Please let us know if there are callers already. If you have not already done so, press 1 and then 0 to be added to the queue. For those on hold, continue to wait until youre prompted to begin at the beep. Madame caller, madame chair, there are no callers wishing to speed speak. There is no meeting next week. Happy holidays to everyone. June 3 will focus on the mayors rebalancing plan for the current fiscal year and the controller will be providing a look at prior sessions and [inaudible] on noft profit sustainability. June 10 will be when this Committee Hears the interim project which will keep the lights on in the city for the month of july, august and september. Colleagues, anymore comments or questions . Seeing none, id like to make a motion to continue this item to the [inaudible]. Also Kelly Kirkpatrick and the controller for being with us today and madame clerk, i make a motion to move this item to the [inaudible]. Could i have a second, please . Second, ronen. Could i have a roll call vote, please . Yes. On the motion . [roll call] there are five ayes. Thank you very much. Madame clerk, anymore business before us today . Theres no further business. Thank you very much, everyone. Mayor london breed good morning, everyone. I know that many of you have been tuning in to our press conferences for updates on how we have been responding to the coronavirus pandemic. But often those updates really dont give us a chance to talk indepth about some of the really complex issues that our city is facing. While everything continues to shift and change, we will continue to hold these press conferences. And update you all on the latest programs, services and resources as well as what were doing to prevent the spread of the coronavirus. But we also will hold talks like this and this is a first in a series of talks that we think that are important to make sure that the public is aware of what is going on and the decisions that were making and what to expect. Theres so much uncertainty. This has been a very fluid situation and at any given time information can change. So we believe that it is critical that you understand how were making those decisions. And some of the experts who are leading these efforts are important people that i think that everyone should know and should hear directly from them. So today were going to dive into the statistics are and the criteria our Public Health officials are looking at and what they need to see for us to continue to reopen and advance our recovery efforts. Here in San Francisco, you all have been doing an amazing job. And as a result of following this order, and i would say maybe not everyone but for the most part a lot of folks are, because you have been following these social distancing requirements, you have made it possible for us to just move further into the stages that have been outlined for our reopening purposes. So we need to continue to do that. We have heard from many of you that this is one of your biggest questions. And so today to talk specifically about just whats happening in San Francisco with the curve and everything and how well we are doing, although that could change at any given moment, is dr. Grant colfax, the director of the department of Public Health. And dr. Colfax was a Public Health leader during the h. I. V. aids crisis and has been leading us through this pandemic. So we appreciate his leadership. Were also joined by dr. Susan philip, the director of the Disease Control and Prevention Branch in the department of Public Health. Shes been leading our testing and Contact Tracing efforts in response to the coronavirus. So what we want to do today is to talk specifically about the criteria related to ill start with the information related to where we are in terms of testing and hospitalizations and other information. And the criteria. Where do we need to be to begin to open up safely. And then also an outline of those phases. Phase one, phase two, a and b and so on and so forth as to what is possible if we continue to follow the social distancing requirements. It is possible that we can get things to a better place, sooner rather than later. So the goal is to also to go into depth with dr. Susan phillips around testing and where we are with testing as well as Contact Tracing and how those things are going to play such a Critical Role in helping us to get open sooner rather than later. So with that, i want to just start with dr. Colfax, just to talk a little bit, you know, about where we are in terms of the numbers. And then how fast the numbers can shift. But, more importantly, if we continue to follow the requirements that are put in place, what can we expect for the possibility to open up sooner rather than later . So dr. Colfax, i know that is a lot, but lets get started. Well, okay, thank you, thank you for your leadership during this really challenging time. And i just want to reiterate that what youre saying this is a really changing dynamic. A changing situation as we learn more about the virus and how the virus spreads. And i also want to extend my gratitude to San Franciscoians for their support of our shelterinplace order. The orders are one thing, but it really takes the community to come together and to support each other in doing this. And its been remarkable. Its about Public Health, but its more about community and how Community Supports one another. Our families and our neighborhoods, to to do our best during this really difficult time. And i think that everyone is doing their best right now. And its really been remarkable over the past few months. You know, it was just in february, mayor, where you declared a state of emergency before we even had a single case. We then went forward with a shelterinplace order and things have really evolved. Theres been scary moments when we were worried about having a situation like we saw on the east coast in new york where the Hospital System got overwhelmed. And where so many people got terribly sick. And, unfortunately, many passed. We have avoided that worstcase scenario in San Francisco and the bay area and im just grateful for your leadership and the support of the public in this work. I think that a couple of things. One is that we as we work to enter this new phase of a gradual reopening, its really important to emphasize while were hopeful that the situation can change quickly. When this virus takes off, it takes off really fast, right . And thats what we have seen, again, in jurisdictions. Thats what we saw in china, thats what we saw in italy, thats what we saw in new york. So we have to be cautious as well as optimistic and hopeful that the work that were doing now in terms of Wearing Masks, in terms of the social distancing, that that really needs to continue for us to be able to live together and also to live with the fact that the virus is in our community and will continue to be in the community for the foreseeable future. So far we are the gain is going relatively well but were only in the second inning of a long game. This is a situation that is going to last for probably 18 to 24 months. A vaccine is still a ways off. We saw hopeful news today but even the most optimistic experts think that vaccines will probably be at least 12 to 18 months off. So maybe i could just mayor, could i just show some of the i want to show a curve because we have talked a lot about flattening the curve. And i just want us to id like to show the curve that i look at when were talking about that. So this is this is our slide of people with the hospitalizations of people diagnosed with covid19 in the city. So its a bit of a complicated graph. So im going to explain it, take a little bit of time to explain it. So this is looking from april 13th to may 16th. The vertical bars are the total number of people across our hospitals, across our nine hospitals in San Francisco, who have been diagnosed with covid19 on any given day. So you can see that on april 14th, on the far left of the slide, that there were a total of 88 people diagnosed with covid19 in our Hospital System. There were 63 people in acute care. And 25 people in the intensive care unit. So those are the people in our city who were sick enough with covid19 to need hospitalization. And we really want to follow also the numbers of people in the intensive care unit because those are the people that are sickest. And we want to make sure that were able to support them to the best of our ability in the medical setting. So this curve is important because it represents the sickest people. You can see over time that that curve this graph has been relatively been flat. If you just look over time between april 14th to about lets say may 5th. That if you drew a line across those bars on the top, that would be a flat it would be a flat curve. Right . So we have really flattened the curve in San Francisco, which means that we are having the situation of many people getting sick and many more people dying because of covid19. So the news also gets a little better right now, which is that if you look from may 5th, so look at that 80 number, may 5th to may 16th. You can see that those numbers have actually dropped. So whats really fantastic about this is that for right now that our curve is not only flat but its actually decreasing in terms of the number of hospitalizations in San Francisco. So this is very hopeful and its really good news. And as we go into these next stages of reopening we have to be very careful that we maintain our masking and our social distancing and our hygiene efforts in conjunction with the shelterinplace, because these numbers can change very, very quickly. So as we go into the next stage of the Curbside Pickup, we increase our commerce in the city, which is good news, and we have to make sure that as we move around that the virus doesnt move around more and actually get more people sick. And thats why were watching this curve very carefully. So if this curve starts going back up, and gets back to where we were at the end of april, you know, 90 or even above, that you would have to look at that very carefully and not only consider whether we dont go to the next stage, but whether we we are more conservative in actually closing things down to some extent again. So thats where, mayor, youre exactly right, this is a changing situation and we need to look at the data on a daily basis. Im hopeful that with the collaboration of San Franciscoians that we will continue to move forward to the next stages. But, again, this could change relatively quickly and were going to need to be watching these numbers so that we ensure that were protecting the health of San Franciscoians as possible. So how are we going to do that . Mayor london breed lets give the criteria of what youre going to be specifically looking at and how youre going to be making decisions to move . Because, i mean, we get questions people want to know when are we opening schools . When are we opening hair salons . When are we opening places where people will have direct contact with one another . So thats because we cant give people specific dates, this is what youre saying, that everything is contingent on what happens with these numbers. So i know that you want to talk about the criteria. And then you want to go into the phases and what we can expect in terms of a general timeline around these phases . Thats right. So im going to go to what were going to be watching Going Forward. To determine how soon and how quickly we can move on those stages that youre asking for, mayor. And then dr. Philip will talk in more detail about our scales of testing and the context. Does that make sense . Mayor london breed yes, lets do it. All right. Can we have the next slide up, please . So these are the basic five indicators that we will be looking at to assess our progress in reopening. Mayor london breed can we just show that slide on the screen, this one slide . I think that it is. Oh, i think that it was being shown. Mayor london breed it was shown but it was some other stuff on there too. I think theyre trying to mayor london breed there we go, all right. Yes. So we are looking these are the five areas that we will be looking at across the city. A number of cases of covid19. The Hospital Capacity across the city to take care of people who are the sickest from covid19. And our testing efforts to scale up our testing. We know that theyre so important for people that have access to timely testing for covid19. And our Contact Tracing. And the need for personal protective equipment. So, mayor, id like to talk a little more in detail about each of these before we get to the phases. Is that mayor london breed yeah, we want to do a brief overview and get into the phases because i think that we want to have dr. Philip talk about the Contact Tracing. So in the number of cases well watch that hospital curve, because those are the sickest people. And were also going to be looking at the case rates as we scale up testing. So this can be a little confusing because as we test more people we will find more pieces. So then the total number of cases are going to go up. But what were really looking at in that situation is the rate of positives. So are 10 of those testing positive . Or is it 5 , 1 . So as long as that rate is going down, well be comfortable with that number. The Hospital Capacity is really ensuring that we have enough capacity in the hospitals in the event that our numbers start to go up really quickly. And ill just give you a concrete example. Right now our covid19 cases are occupying about 6 of our Hospital Capacity right now. Which is really remarkable. 94 of our other hospital beds are filled with people who have other conditions. So we want to make sure that Hospital Capacity doesnt the People Living the people in the hospital who have covid19, that that Hospital Capacity which is currently at 6 , doesnt go above 20 . With regard to testing, dr. Philip will talk about this in more detail. We have scaled up testing dramatically in the last few weeks and over 1,000 tests a day and aiming to get to about 1,800 tests a day in San Francisco on a regular basis. Contact tracing, we want to make sure that were investigating the cases and supporting People Living with covid19. And also making sure that if theyve been in contact with people, that those people know that theyre supported and they get tested. Again, dr. Philip will talk about that. And then personal protective equipment, for us to do our work as medical advisors and First Responders we want to make sure that theres adequate personal protective equipment across the city, including masks and other facial coverings to protect ourselves and others from the virus. So, mayor, unless you have questions about this. Id like to go to the stages. Mayor london breed lets go to the stages. Thats what were here for. Okay. So this is the governors framework for reopening. So phase one we have completed. And right now for phase two today with the Curbside Pickup were now in phase 2a, where we are its exciting because of that curve. Were on Curbside Pickup. And also allowing manufacturing and logistics to support those businesses with Curbside Pickup. And in the next few weeks as we watch those data, we would hope to be able to relax restrictions in phase 2b. To adapt retail, and to reopen schools, offices and child care. Mayor, theres also were working hard to ensure that theres guidance and potential for camp, summer camps for kids. So this would be during that phase 2. Mayor london breed so you think that as long as for example, that the numbers either are stable or decline, that the possibility to maybe have summer camp is possible . I think that its a real possibility. Its going to be a little different than it was before because we have to be cautious about social distancing. So its going to be different. But i am cautiously optimistic that if these numbers hold up that we will be able to to go in that direction. Again, as you said, the situation could change. Mayor london breed can we pull that slide back up, the phase because i think that what is helpful is to just kind of getting a feel for the timing of these phases. So, for example, today we are in the 2a, right . Thats right. Mayor london breed so in order to get to 2b, the five criteria need to be met, number one. And then, number two, how like, if the five criteria are met and then were able to maintain them over a certain period of time, whether d time k that 2b would be able to go into effect, you know, based on just an estimate . I want to be clear this is not the city saying this is going to happen, but based on the trend and what we have seen happening based on the numbers, theres a possibility that we could get into 2b at what point . Or phase three at what point . Yeah. So i think that for phase 2b, and we wouldnt just open up all of 2b up at once, but i think that generally we would anticipate another two to four weeks of watching the data, learning from what we have learned in 2a, and ensuring that people are able to continue to follow the social distancing, the hygiene and the masking guidelines. But that generally in the next two weeks we would then be able to adapt to move to 2b if the data holds up. So somewhere in that two to fourweek window. Mayor london breed which means even longer for like hair salons and nail salons and churches . Thats right. So thats phase 3, yes. Mayor london breed so that were talking about, again, maintaining whatever these numbers are at a flat or a lower rate. And were still talking about those places even a month away . Oh, at least, yes. Mayor london breed i think that part of what is helpful in the course of this conversation is to also to provide people with some guidance so they know what to expect. So i think that and we wont get into it in this conversation, but get into it in a later conversation, you know, just the specifics of how we get people back to work. Because it has been i know very stressful for so many of our businesses and so many of our religious community and folks who are just desperate to come together. And also those who are struggling financially, which as you know as a doctor that this creates a whole other Health Challenge around Mental Health and a number of other issues. So we definitely got to make sure that we keep that in mind, although we know that this is one of the most important things that we need to focus on to prevent the rapid spread of the coronavirus, which even though our numbers may look good today that the fact is that those numbers can change at any given time and we could, sadly, be in a situation similar to how new york or italy or other places have experienced. I think that ultimately the goal is to get people used to the new normal as well, to get used to the masks and the social distancing and all of those other things that are going to help to get us through this. Not just today or tomorrow. But long term. So lets lets talk a little bit about, you know, dr. Colfax, can you tell us again, i know that we cant provide people with specifics. And i want to get to dr. Philip. We cant provide people with specifics as to when, but, you know, i guess how are we going to how do you propose that we make this adjustment . You know, this has been hard already and its been, you know, like over two months. And it is a struggle for just the average person, but especially those who are dealing with financial challenges. And those with kids. And elderly who are already isolated as it is. How are we going to get through this . Yeah. Well, i think that its a really important question, mayor. I think that theres a couple of key things. One is to make sure that people that Mental Health and social supports that are needed and i think that were going to continue to work on connecting emotionally and socially in ways that allow us to social distance. So i think that is a really key piece. And if people need or are asking for Mental Health, Behavioral Health support, they can go to our we website and find those resources. I also think that one of the key things, mayor, in how we support this Going Forward is that the more that we can adhere to the social distancing and masking and hygiene, the faster that were going to get to those different phases, right . So, you know, one thing that i really emphasize is that, you know, wearing a mask is something that is really important because it protects others, right . And so we create a community where Wearing Masks and social distancing is respected and well get to these phases sooner. Because we know that is what slows the virus. As we go back to the workplace, we are working with your departments leadership and others across the city and in the Business Community to really to as quickly as possible and as safely as possible to develop what the new workplace will look like, right . So people who cant commute from home, will work at home. And to ensure that the workplace offices are safe as possible and that workplace transportation is as safe as possible. And that people get the information that they need so they know when they go back to work that they can be as safe as possible. And the other part of this is the testing, right . So that people have access to testing. Because we want to make sure that people can get the cure they need both for themselves and to ensure that theyre as safe as possible. Mayor london breed so, dr. Philip, lets get into some testing and also Contact Tracing and how important that is to helping us to transition into these phases sooner rather than later so that we can get our city open. Yes, thank you, mayor. As you were saying and as dr. Colfax was saying that testing and Contact Tracing are pillars, they are key indicators of moving forward. Mayor london breed dr. Philip, i want sorry to interrupt. I want people to know that if you exhibi exhibit exhibit, you. If you are an essential worker and you have no symptoms, you can be tested. Call 311 or go to sfgov. Org. And whether you have insurance or not, whether youre documented or not, it does not matter. Well test anyone. And so anytime that you need to be tested and that you are tested, but more importantly its not as if one time youre tested and all of a sudden everything is okay. So i want you to talk a little bit about the opportunities and also explain how Contact Tracing is important to helping us to really flatten continue to flatten the curve. Yes, mayor, thank you. Yes, very correct. Go to sf gov to see what the symptoms are. And anyone that works in San Francisco as well, because theyre equally important to the health of our residents. So testing is really important. We need Public Engagement in testing. And were continuing to open up sites in areas to make it more accessible for people to get testing in their neighborhood as announced today. And that the testing in the tenderloin and at city college and a new location in bayview. And so we continue to emphasize making testing accessible. Testing alone is not going to solve the problem. A big point of testing is to get care to people who test positive. But then also to work with people to make sure they have what they need to stay at home so they dont transmit to anyone else. And then to voluntarily ask them who else they may have been in contact with so that we can reach out to those people to support them too. Thats what is Contact Tracing. Its voluntary and its confidential and it has nothing to do with immigration status or any other type of law enforcement. So we want to engage as partners just as the public has partnered with us to shelterinplace and to get us to where we are today and to make us safer and to move closer to the next phases of reopening. We need the same engagement with testing and with Contact Tracing. And were continuing to build our capacity in those areas in partnership with every resident and worker in San Francisco and in partnership with the rest of the city and all of the teams continuing to do that work. Mayor london breed can you tell us what we can expect for Contact Trace somethin tracing . What are the questions they get asked if they test positive . And if im contacted by someone, how should i respond to that . Yes, thank you. When we find out that someone has tested positive, and by California Law all of those tests get reported to the Health Department and we reach out. And the first thing that we want to do, does that person have what they need to be healthy and to be safe . Thats our number one priority. We assist with food and housing and other resources they may need to stay home and to stay isolated. Then we ask them about the other people in their lives they may have come into contact with at work or at home. And we talk to those people separately. So when you are contacted because you have either tested positive or because youve been in contact with someone who has, please engage with the staff that do that. We are working very hard to have language capability. 54 of our case reviews have been in spanish. So were working with communities and organizations that have that ability to bring on more staff to do that work in a culturally appropriate way. So we want to engage. We want to support people who have been exposed and people who test positive. In doing that were going to be able to reduce the transmissions throughout the city and get us to the next phase. Mayor london breed yes, thank you. Well, i just want to go back to reiterate to folks because i think this information is really helpful because im not a doctor and i think that most people who are not doctors may not completely understand exactly why. Because you know that im always asking you, well, why cant we do this, why cant we do that. And im very concerned, of course, like we all are about the future of our city. And the Financial Health of our city. And as well as, you know, Public Health in general. So, for example, when we talk i want to go back to kids in particular because we know that the parents are probably had it up to here. And i just think about when i was a kid how i probably would have drove my grandmother insane with 21 questions. And the fact that i couldnt play with my friends. Or like my nephew saw a slide and cooperate slide dow couldne slide and started crying. Its just the emotional issues associated with trying to explain to children why they cant play together. And i think that what we have to keep in mind of course is the challenges that we face, but we also have to think about human nature. And if were talking about opening camps for the summer, im excited about that. Any kid would be excited. But at the same time weve got to be realistic. To expect kids to have to wear masks and gloves and to not, you know, to interact you know how kids are. They touch each other. To expect that, thats going to be difficult. So i think that when were thinking about criteria, i mean, this will be our normal as you said for at least, you know, the next 18 months. So theres an adjustment, of course, that we need to make. And its a lot easier for adults to maybe make that adjustment. And harder for kids who deserve and need to interact with one another. So i do think that what is great about where we are as a city is because the majority of the people in the city are complying and following the orders and going out of their way to, you know, to be a part of the solution although we know that theres a few people out there breaking the rules and not doing what theyre supposed to be doing but thats a whole other conversation. But the fact is that because we have so many San Franciscoians, it gives us the opportunity to go further. I know that its not happening as fast as people want it to happen. Trust me, i am desperate to see more happen faster because i am concerned about, you know, the longer that were in this situation, the worse off that its going to be for a lot of people. So i hope that you are getting creative and taking these things under consideration because its not just about the data and the science, its about peoples lives and their livelihoods. So how do we theres a way for example, if this is going to be with us for two years, the hairdressers and the barbershops, you know, they already, you know, are prepared with systems in place and theyre going to be able to open im sure eventually, theyll have to wear masks and gloves when theyre working with their clients. And just quickly, why not sooner rather than later . Because i think that thats what people are trying to understand. Why cant we do this, or why cant we do that . I get that it is about, you know, limiting Human Interaction but for the most part you can tell that people are, you know, they are hungry for more, but theyre also willing to follow the rules as theyre given more. You know, so lets talk a little bit about that and what we can do to maybe even move this along faster because, you know, we appreciate that theres Curbside Pickup at retail, but, you know, for most of us, like when i go buy my candles im going to walk in there and im going to walk around even if i cant touch something. Lets talk a bit and then wrap up the conversation because i know that theres so much that we can talk about and we wanted to try to keep these to 30 minutes. But how can we move this faster . How can we get better prepared for reopening as an everyday citizen . Yep. So i think that, mayor, so really important thank you for emphasizing the need to move forward and to get creative and innovative as we go forward to this new normal. I think that one of the key things is that we need to ensure that as much as possible that were masking and social distancing because if we can keep the virus under control in this stage, the next phase will come sooner. So thats one important piece of information. And the other piece is that were working across businesses to ensure that were getting out information as quickly as possible about what people can anticipate. So theyll be ready, right . So that rather than saying oh, now were ready to open and these are all of the things that you have to do, that we have guidance in advance so that people can be more prepared, right . So that as we think about these camps, for instance, that theres guidance being developed in a scientific way, but also in a way that is responsible and accountable to what youre saying. You know, that kids you know what kids do, right . So realistic items, that is responsive both to the situation but also addressing the new normal that were going to be in. And i also think that ensuring that were working with community in an equitable way, including around testing and partnering with other organizations and that were engaging with the businesses on the ground to better understand what they need and what theyre asking, so that we can ensure that the testing requirements that are likely to go forward and the social distancing and the hygiene, that those are things that people are ready for and support. We dont want to be in a situation where, you know, were saying this is what you have to do an, right . So those are key points Going Forward. And to keep moving it faster, part is scaling up our testing and our partner notification, because the faster that we do that, the faster well know where we are moving forward. And when we know where we are in terms of the epidemic, that will help us to know where we are in terms of the stages that we want to move as quickly as possible. Because certainly there are Health Consequences to the shelterinplace order and Mental Health consequences and physical onc consequences. And its not like coronavirus is over here and Everything Else is in business, we need to make sure that were doing a balance of being as prepared and responsive to the pandemic. But also supporting the economy, which is necessary for supporting peoples health, especially in communities that struggle every day and are struggling now. Mayor london breed yes, and dr. Colfax, i appreciate that because im being aggressive because, you know, as much as i want science to guide us and the data, im focused on that i dont continue to bring up the hair salons and the nail salons and places like that because im tired of doing my hair. I dont bring it up because of that. But if these people are not working theyre not making money. They cant pay their rent. Not just their rent at their homes but their rent in their commercial spaces. And in some cases, being harassed about getting their bills paid when they have no money and theres no way that theyre possibly going to be able to pay it back. So if were going to be living in corona, right, how is it that we allow these people to open up sooner rather than later safely . Because, you know, it is thats what im most concerned about. You know, are these kinds of businesses that theres direct contact, whether its a masseuse or barbers or whether its nail or hair salons and places where youre a little bit closer to people than anticipated. Again, because people are so anxious to get going and to get their businesses started, to cover their bills, that, you know, theyre going to be even extra careful when doing this. So the sooner the better and i know that im being pushy and i know that we have these conversations on a regular basis, but i really appreciate both of you and your leadership and the role that you play in helping to lead us. I know that there have been lives saved because of the efforts of the department of Public Health. And so we are grateful to you, your team, and the nurses and the people on the frontlines every single day. Yes, i have pushed, pushed, pushed, but i also appreciate your creativity. Were going to eventually get over this hump and get to a better place and i want to thank everyone for joining us. Again, this is the a first in a series of conversations that will continue to happen around the reopening and whether its issues around equity or around economic recovery and those will be the kinds of conversations that well be having over the next few weeks just to really to try and to get to the point of whats important or why decisions are being made. Im San Francisco mayor london breed and i thank you for joining us here today and thank you for allowing us the opportunity. We know that people have sent in questions and we will be working to respond to those questions directly. Thank you again dr. Colfax. Thank you dr. Philip for your work. And we appreciate you all for continuing to cooperate with the Public Health orders. And we hope that you have a wonderful week. Thank you, everyone. Thank you, san as a woman of color who grew up in San Francisco i understand how institutions can have an impact on communities of color. I think having my voice was important. That is where my passion lies when the opportunity to lead an office in such a new space came up. I couldnt turn it down. I was with the district Attorneys Office for a little over nine years, if you include the time as an intern as well as volunteer da, all most 13 years. During the time with the das office i had an opportunity to serve the community not only as the assistant District Attorney but as director of community relations. That afforded the opportunity to have impact on the community in an immediate way. It is one thing to work to serve the rights of those without rights, victims. It is really rewarding to work to to further the goals of our office and the commitment we have as City Employees and advocates for people who dont have a voice. I dont know of anyone surprised to see me in this role. Maybe people have an impression what the director of the office of cannabis should be like, what their beliefs should be. I smash all of that. You grew up in the inner city of San Francisco. My career path is not traditional. I dont think a person should limit themselves to reach full potential. I say that to young women and girls. That is important. You want to see leadership that looks diverse because your path is not predetermined. I didnt wake up thinking i was going to be a prosecutor in my life. The city administrator reached out and wanted to have a conversation and gave me interest in the new role. I thought you must not know what i do for a living. It was the opposite. She had foresight in realizing it would be helpful for somebody not only a former prosecutor but interested in shaping criminal Justice Reform for the city would be the right person for the space. I appreciate the foresight of the mayor to be open how we can be leaders in San Francisco. I was able to transition to the policy space. Here i was able to work on legislation, community relations, communication and start to shape the ways our office was going to reform the criminal Justice System. It is fulfilling for me. I could create programs and see those impact peoples lives. I am the change. It took truants youth to meet with Civil Rights Movement leaders who fought to have access to education. Being a young person to understand that helped the young people realize this was an important thing to give up. What we find is that young people who are truanted have a really high homicide rate in our city, which is a sad statistic. We want to change that. Coming from a community we are black and brown. I dont reach out to other people. I dont think they feel the same way. I had the great opportunity to work on Prison Reform issues and criminal Justice Reform issues. We created a program at san quentin where we brought district opportunities t to lifs and talk about how we are all impacted by the criminal Justice System. We brought over 40 elected das to san quentin for the situation. Now we are inviting the police department. Our formerly incarcerated group born out of this programming asked for the opportunity to work on a project where we could bring the men in blue on the outside to come speak to the men on blue inside to start the healing dialogue around how the criminal Justice System specifically in San Francisco impacts the community. I was attracted to the role. There was a component of equity that was part of this process. The Equity Community here in San Francisco is a community that i had already worked with. Before i took steps to visit cannabis businesses i thought it was important my team have a chance to go inside and speak to men who ha had been impacted. That conversation needed to happen so we know how we are making an impact with the work that we are doing. The das office as we were leading up to the legalization of marijuana in the state we started having conversations on the policy team what that could look like. The District Attorney was really focused on the right side of history for this. We realized it would be quite a heavy lift for individuals who have been negatively impacted by the war on drugs to expunge the record. It was important to figure out the framework to make it seamless and easy. They put their minds to it after some time and many conversations the data analysts and other policy walk throughs on the team came up with the idea to engage the Tech Community in this process. Code for america helped us developed the rhythm to be used for any jurisdiction across the state that was important to create a solution to be used to assist all jurisdictions dealing with this matter. The office of cannabis is the first office to have a completely digital application process. We worked with the digital team to develop the online application. There are going to be hiccups. We are first to do it. It is one of the most rewarding parts to offer a seamless to offer a seamless approach. That is how they can find solutions to solve many of the community challenges. The best way to respond to prop 64 was to retroactively expunge 9,000 cannabis related records for San Francisco. It feels like justice full circle for my personal experience. In the past i was furthering the war on drugs just as my directive. Really coming from a place of public safety. That was the mandate and understanding. It is nice to see that pass a society we are able to look at some of our laws and say, you know what . We got it wrong. Lets get this right. I had the privilege of being in the existing framework. My predecessor Nicole Elliott did an incredible job bringing together the individuals superpassionate about cannabis. The office was created in july of 2017. I came in early 2018. I have been able to see the Offices Development over time which is nice. It is exciting to be in the space, stickily in thinking about her leadership. Looking for the office it is always we might be before my time when i was working for the board oforboard of supervisors. I learn new things every day it is challenging and rewarding for me. We get the privilege to work in an office tha that is innova. We get to spearhead the robust exprogram. I am excited she came on board to leverage experience as a prosecutor 10 years as we contemplate enforcements but approaching it without replicating the war on drugs. I was hired by cam laharris. I havent seen a District Attorney that looked kind of like me. That could be a path in my life. I might not have considered it. It is important that women and certainly women of color and spaces of leadership really do their part to bring on and mentor as many young people as they can. It is superimportant to take advantage of as many opportunities a as they can when they can intern because the doors are wide open. Plans change and that is okay. The way this was shaped because i took a risk to try something new and explore something and show that i was capable. You are capable, right . It was about leaning in and being at the table to say my voice matters. You find your passion, the sky roughly five years, i was working as a high school teacher, and i decided to take my students on a surfing field trip. The light bulb went off in my head, and i realized i could do much more for my students taking them surfing than i could as their classroom teacher, and that is when the idea for the city surf project was born. Working with kids in the ocean that arent familiar with this space is really special because youre dealing with a lot of fear and apprehension but at the same time, a lot of excitement. When i first did it, i was, like, really scared, but then, i did it again, and i liked it. Well get a group of kids who have just never been to the beach, are terrified of the idea, who dont like the beach. Its too cold out, and its those kid that are impossible to get back out of the water at the end of the day. Over the last few years, i think weve had at least 40 of our students participate in the city surf project. Surfing helped me with, like, how to swim. Weve start off with about two to four sessions in the pool before actually going out and surfing. Swimming at the pool just helps us with, like, being, like, comfortable in the water and being calm and not being all not being anxious. So when we started the city surf project, one of the things we did was to say hey, this is the way to earn your p. E. Credits. Just getting kids to go try it was one of our initial challenges for the first year or two. But now that weve been doing it three or four years, we have a group of kids thats consistent, and the word has spread, that its super fun, that you learn about the ocean. Starting in the morning, you know, i get the vehicles ready, and then, i get all the gear together, and then, i drive and go get the kids, and we take them to a local beach. We usually go to linda mar, and then occasionally ocean beach. We once did a special trip. We were in capitola last year, and it was really fun. We get in a circle and group stretch, and we talk about specific safety for the day, and then, we go down to the water. Once we go to the beach, i dont want to go home. I cant change my circumstances at home, but i can change the way i approach them. Our program has definitely been a way for our students to find community and build friends. I dont really talk to friends, so i guess when i started doing city surf, i started to, like, get to know people more than i did before, and people that i didnt think id like, like, ended up being my best friends. Its a group sport the way we do it, and with, like, close camaraderie, but everybodys doing it for themselves. Its great, surfing around, finding new people and making new friendships with people throughout surfing. It can be highly developmental for students to have this time where they can learn a lot about themselves while negotiating the waves. I feel significantly, like, calmer. It definitely helps if im, like, feeling really stressed or, like, feeling really anxious about surfing, and i go surfing, and then, i just feel, like, im going to be okay. It gives them resiliency skills and helps them build selfconfidence. And with that, they can use that in other parts of their lives. I went to bring amy family o the beach and tell them what i did. I saw kids open up in the ocean, and i got to see them connect with other students, and i got to see them fail, you know, and get up and get back on the board and experience success, and really enjoy themselves and make a connection to nature at the same time. For some kids that are, like, resistant to, like, being in a Mentorship Program like this, its they want to surf, and then later, theyll find out that theyve, like, made this community connection. I think they provided level playing fields for kids to be themselves in an open environment. For kids to feel like i can go for it and take a chance that i might not have been willing to do on my own is really special. We go on 150 surf outings a year. Thats yearround programming. Weve seen a tremendous amount of youth face their fears through surfing, and that has translated to growth in other facets of their lives. I just think the biggest thing is, like, that they feel like that they have something that is really cool, that theyre engaged in, and that we, like, care about them and how theyre doing, like, in general. What i like best is they really care about me, like, im not alone, and i have a group of people that i can go to, and, also, surfing is fun. Were creating surfers, and were changing the face of surfing. The feeling is definitely akin to being on a roller coaster. Its definitely faster than i think you expect it to be, but its definitely fun. It leaves you feeling really, really positive about what that kids going to go out and do. I think its really magical almost. At least it was for me. It was really exciting when i caught my first wave. I felt like i was, like it was, like, magical, really. When they catch that first wave, and their first lights up, you know their face lights up, you know you have them hooked. I was on top of the world. Its amazing. I felt like i was on top of the world even though i was probably going two miles an hour. It was, like, the scariest thing id ever done, and i think it was when i got hooked on surfing after what were trying to approach is bringing more diversity to our food. Its not just the old european style food. We are seeing a lot of influences, and all of this is because of our students. All we ask is make it flavorful. [ ] we are the first twoyear Culinary Hospitality School in the united states. The first year was 1936, and it was started by two graduates from cornell. Im a graduate of this program, and very proud of that. So students can expect to learn under the three degrees. Culinary Arts Management degree, Food Service Management degree, and Hotel Management degree. Were not a cooking school. Even though were not teaching you how to cook, were teaching you how to manage, how to supervise employees, how to manage a hotel, and plus youre getting an associate of science degree. My name is vince, and im a faculty member of the hospitality arts and Culinary School here in San Francisco. This is my 11th year. The policemrogram is very, ver in what this industry demands. Cooking, health, safety, and sanitation issues are included in it. Its quite a complete program to prepare them for whats happening out in the real world. The first time i heard about this program, i was working in a restaurant, and the sous chef had graduated from this program. He was very young to be a sous chef, and i want to be like him, basically, in the future. This program, its awesome. Its another world when youre here. Its another world. You get to be who you are, a person get to be who they are. You get to explore different things, and then, you get to explore and they encourage you to bring your background to the kitchen, too. Ive been in the program for about a year. Twoyear program, and im about halfway through. Before, i was studying behavioral genetics and dance. I had few injuries, and i couldnt pursue the things that i needed to to dance, so i pursued my other passion, cooking. When i stopped dance, i was deprived of my creative outlet, and cooking has been that for me, specifically pastry. The good thing is we have students everywhere from places like the ritz to we have kids from every area. Facebook and google. Kids from everywhere. They are all over the bay area, and theyre thriving. My name is jeff, and im a coowner of nopa restaurant, nopalito restaurant in San Francisco. I attended city college of San Francisco, the culinary arts program, where it was called hotel and restaurant back then in the early 90s. Nopalito on broderick street, its based on no specific region in mexico. All our masa is hand made. We cook our own corn in house. Everything is pretty much hand made on a daily basis, so day and night, were making hand made tortillas, carnitas, salsas. A lot of love put into this. [ ] used to be very easy to define casual dining, fine dining, quick service. Now, its shades of gray, and were trying to define that experience through that spectrum of service. Fine dining calls into white table cloths. The cafeteria is Large Production kitchen, understanding vast production kitchens, the googles and the facebooks of the world that have those kitypes of kitchens. And the ideas that change every year, again, its the notion and the venue. One of the things i love about vince is one of our outlets is a concept restaurant, and he changes the concept every year to show students how to do a startup restaurant. Its been a pizzeria, a taco bar. Its been a mediterranean bar, its been a noodle bar. People choose ccsf over other hospitality programs because the industry recognizes that we instill the work ethic. We, again, serve breakfast, lunch, and dinner. Other culinary hospitality programs may open two days a week for breakfast service. Were open for breakfast, lunch, and dinner five days a week. The menus always interesting. They change it every semester, maybe more. Theres always a good variety of foods. The preparation is always beautiful. The students are really sincere, and they work so hard here, and theyre so proud of their work. Ive had people coming in to town, and i, like, bring them here for a special treat, so its more, like, not so much every day, but as often as i can for a special treat. When i have my interns in their final semester of the program go out in the industry, 80 to 90 of the students get hired in the industry, well above the industry average in the culinary program. We do have internals continually coming into our restaurants from city college of San Francisco, and most of the time that people doing internships with us realize this is what they want to do for a living. We hired many interns into employees from our restaurants. My partner is also a graduate of city college. So my goal is actually to travel and try to do some pastry in maybe italy or france, along those lines. I actually have developed a few connections through this program in italy, which i am excited to support. Im thinking about going to go work on a cruise ship for about two, three year so i can save some money and then hopefully venture out on my own. Yeah, i want to go back to china. I want to bring something that i learned here, the french cooking, the western system, back to china. So we want them to have a full toolkit. Were trying to make them ready for the world out ther adjourned. Shop dine in the 49 promotes local businesses and challenges residents to do their shop dine in the 49 with within the 49 square miles of San Francisco by supporting local Services Within the neighborhood we help San Francisco remain unique successful and vibrant so where will you shop dine in the 49 my name is jim woods im the founder of Woods Beer Company and the proprietor of woods copy k open 2 henry adams what makes us unique is that were reintegrated brooeg the beer and serving that cross the table people are sitting next to the xurpz drinking alongside were having a lot of ingredient that get theres a lot to do the district of retail shop having that really close connection with the consumer allows us to do exciting things we decided to come to Treasure Island because we saw it as an amazing opportunity cant be beat the views and real estate that great county starting to develop on Treasure Island like minded Business Owners with last week products and want to get on the ground floor a nobrainer for us when you you, you buying local goods made locally our supporting Small Business those are not created an, an sprinkle scale with all the machines and one person procreating them people are making them by hand as a result more interesting and cant get that of minor or anywhere else and San Francisco a hot bed for local manufacturing in support that is what keeps your city vibrant well make a compelling place to live and visit i think that local business is the lifeblood of San Francisco and a vibrant community