trying to conduct, and how you can pull much of that work earlier into the presubmission timelines is critical. there would be a number of different ways to do that. similar to the budget and legislative analysts, there would also be ways to identify the policy priorities earlier in the process and begin work on them in a way that would probably provide for more meaningful outcomes in the process and also provide for transparent process. again, there would be a number of different ways to approach that question. we do see -- and this is a more technical set of recommendations that relate to some of the feedback from different groups. there are pieces of stakeholder education and training that could be enhanced during the process. that's something we heard from different groups. and then lastly, the addback process itself. there would be a number of different ways to approach this. i thought this chart was interesting because it tells us

something about how the changes in the board has approached the budget itself in terms of the addbacks over time. this is showing you the number of addbacks, meaning individual line items in the board's restoration package at the end of the day, backed by year back over time. it's also showing you in the cross hatch bars here, the number of addbacks that are under $50. you can see a remarkable increase in the number of addbacks that the board has allocate through the budget process over time. as high as consistently over 200, as high as 250 different line items in recent years, compared to historical norms in a prior period of under 100. what this means is the allocations that the board is making are increasingly narrow and specific. you see the number of small addbacks increasing. i think this tells us something about how -- and the question it

raises for me is how the board wants to balance what you're trying to do with the allocation process itself. are you trying to allocate money for different policy priority areas or are you trying to do that in addition to allocating to the specific programs within that to achieve that goal. that balance is an important one. it's something that strikes us. there would be a lot of different ways to restructure the addback process, again with the goal of improving the efficacy of that process and the transparency. here is one outline of one such way at the bottom of the page. i think this is in line with the recommendation you hear from the budget and legislative analysts regarding budget priorities. february through may would be a period prior to submission of the budget from the mayor where the board could engage in a process of developing and

adopting as our legislative leaders set up policy goals for the upcoming fiscal year as a board. they would would be high-framing strategy choices the board would be making. they would reflect if this was done effectively where the board felt additional investment was needed at a high level to move key priorities forward for the city. you would adopt that as a body. this would provide direction to the departments, to the mayor, regarding what the priorities were. having done that, you could then, as a body, move into developing different investment strategies, help move those policies forward. for example, if the board adopted as a policy priority that you wanted to see a cleaner city, the next step of this project, then, would be a discussion of, well, how could we make the city cleaner? what are the specific proposals that members of the public would have, either us or the budget

and legislative analysts for you that could move the goal forward? you would see different proposals coming forward to move those ahead, and you could begin to weigh how you want to spend money when it's available at the end of the process. it could be a longer and more thoughtful process that has more analysis sitting under it with more of it conducted in public meetings. then following submission of the budget in june and july, in this conceptual outline, the board would be reviewing the budget the mayor has proposed against the priorities you have already adopted and against the enhancements you've determined are the means to move forward. it would allow you to identify gaps by what the mayor has proposed and what the board of supervisors has identified as your priorities. it would help frame the june and july budget process. and then after budget adoption, and i think this is an important thing to keep our eyes on, is

the role of the budget committee can be also to monitor the implementation of the budget as well, not just develop it. so if the board has adopted four different policy priority areas, coming back to those over the course of the budget year after it's adopted to say how are we doing? is the money being spent? are we seeing the results, et cetera? this is a way one could see of the addback process. i will leave it there. there's more information in the report. we look forward to working with you on this project in the year ahead. would be happy to take any questions you have. >> supervisor cohen: thank you, mr. rosenfeld. i appreciate it. we've had many conversations about shaping this and making it as painless as possible. i also want to indicate that i

really do like the idea of board priorities, talking to my colleagues and figuring out where exactly the tranches of large subject matter will resources. supervisor yee? >> supervisor norman yee: as you look at these strategies, some are probably within the purview of what we can handle here as a committ committee, high-level priorities, things like when you start looking into strategies and so forth, do you know if other jurisdictions have done this where they're not -- there's additional staffing needed for additional consultants? i couldn't imagine that could be -- what you're talking about is what the mayor's office does

with probably 50 staff members to do this type of work. or is it just melissa? [laughter] >> so i think it's a good point. any of the work requireded here is going to require not just the attention of the committee, which would potentially be significant, depending on how you draw this. it would also require professional help around it to help drive it forward. the mayor's budget office has eight or nine people in it. it's important to remember that. you have resources from our office and the office of budget legislative analysts. that could be tweaked around. it depends on how you approach it. i know a number of other jurisdictions use facilitated processes to get through these different stip s. i've been to county budget workshops elsewhere where they have a workshop approach to some of the early policy goal setting

that could be a facilitated process that would be different than a standard meeting here. i've also been here for times when this board of supervisors has adopted policy priorities. i think done best, you need support of a committee. i think there could be significant support that could be provided by our offices. to move different pieces ahead. >> supervisor norman yee: part of what i'm talking about is a big part, which is the dialogue we would have as committee members with the community. if it's going to be meaningful, it's going to require much more meetings than we're having now. >> i don't deny that depending on -- i think there's different moves with how you could move forward with this place. if this is where folks wanted to

go, you could take it in steps. to do the golden version of this would take significant time from the board itself. it would involve you using your existing time as a committee differently. i think we've all talked in both the process itself and after the process that it's probably a broad feeling by board members themselves and departments that the way we're conducting march, april, may hearings is probably not adding value in the way you want. probably a smaller step would be how do we want the use those hearings differently without increasing the time from the board and departments and without meeting additional resources, we could make them more effective and organized around those concepts. >> supervisor norman yee: i guess the last question i would have would be looking at the two reports in regards to -- i'm looking at your arrows here in terms of timing and also the

recommendation from bla, with their timing of when we would like -- or when the mayor would submit the budget is different. so what i'm seeing here is pretty much the timing for submitting the budget for us to review will remain the same versus bla report saying that we should get a month earlier than what is existing now. >> i just want to quickly interject. melissa whitehouse is going to be presenting and will be presenting that. if we can continue with the presentation? >> i will just briefly say, you're correct, supervisor yee, the budget legislative analyst has suggested moving it up from

may 1st. we have not. we have suggesteded that the board can effectively move half of the budget up to may 1st by maximizing the number of departments you have under your processes of may 1st. we have not suggested changing the date, just using the dates differently. >> supervisor norman yee: okay. thank you. >> with that, it's perfect transition to melissa whitehouse. she's the director of the mayor's office of budget. as she cues up her presentation, i want to welcome you and thank you for being here. >> thank you. i really appreciate you asking me to come and speak on this item today. as you know, our office cares very much about the budget process. i do want full disclosure for the body. i did discuss these recommendations with mayor lee several times, but i have not had time to discuss with acting

mayor reed. please take this today as the budget office's perspective. i will be happy to report at a later date. so from a very high level, you've heard from the budget analysts on the great work they've done for you all on research. i want to say thank you for taking a look at this process. it's really wonderful that this committee and the chair wants to take a look at this and figure out how to make it better. i think that's a worthy exercise. everything that has been recommended and discussed today, we want to be helpful in any way that we can. there's one area of disagreement with the budget analyst report, which supervisor yee just mentioned around timing i'm going to talk about why that is. and the rest of the time, i tried to put together what all the recommendations together sounded like to me.

that's using the hearings more productively, requesting work from the three financial offices. i have to agree with the controller. all three offices feel like we're here to help and want to be helpful and focus on where the board wants us to focus and the addback process. so moving the proposal from june to may 1st would be incredibly challenging for us. the typing of information, i think, is -- timing of information, i think, is my biggest concern. we usually know how much discretionary choice the mayor will have to meet by may. people are asking what is in the budget and what is the mayor going to find. i can't really tell them until late may. that's when i actually know. that doesn't mean we do nothing until mid-may and wait until we know that information. we work extensively until mid-may. a couple of big reasons are these pieces of information we

find out. these are usually finalized right near the end. we have police and fire open this year. a 1% change in wages for police and fire is about 7 million callers, so you can imagine, you know, this can have a big change, and then the following year, it will be all other labor unions that are open. it's one thing. another is we've got a weather update and the nine-months report. it's always a number i'm anxiously waiting to hear. the next is the mayor's revised budget. it comes out on may 11th. i did not know on may 1st what we were going to ahear. we had to have very difficult conversations with the mayor regarding a negative $20 million. i think this is a good example of why it would be very

challenging if the board had had to make a cut that large in such a short period of time. similarly, i know the controller mentioned that -- and actually be budget analysts -- this conversation has happened in the past. one of the outcomes of that is that we actually do, in a year when budgets are all open, we do propose a significant portion of the budget already on may 1st. it's not just underpriced apartments. we proposed 36% of the budget or 3.5 billion and 13 departments on may 1st. we look forward discussing with this committee which apartments will be introduced. do i not anticipate any challenge with departments moving forward on may 1st. this committee will have much more work in may than last year when we had five departments with closed budgets, and that's why we had not proposed any may 1st budgets last year. similarly, i just wanted to note i did review the budget analysis

around the actual time to review budgets. from my perspective, if you look at similar governments, similarly strong mayor government systems like san francisco, this board of supervisors, right in the middle of that time frame i saw as average, for the six strong mayor cities in california, including san francisco, there's approximately 54 days for legislative review, and, as you know, this body has 60 days. i do think there's an issue of using the time more efficiently and productively, but proposing our budget earlier than we already do, i don't think is necessary to address the problems we've heard from the controller's survey and expressed from you over the last budget seasons. my budget season is well under way for the current year. we proposed instructions on december 6th. i know departments, especially with commissions, have already been working for months on that

are budget. so it would be extremely channelling to change the date at which we propose our budget this current year. then i'm going to talk a little bit about would changing the date solve the problem. i think the answer to that is probably no. just at a high level, i mentioned this, we spend months meeting with community members, the mayor himself, and many of the senior advisors leading up to the proposal. we make so many presentations on proposals. when i have the final presentation about how much money we do or do not have, it's not like we're starting from scratch. we have the information needed for decisions on may 1st. for example, i just wanted to talk about last year's process. in '17-18. for our current-year budget, after all labor costs, baselines

and other adoptive policies, such as fully funding the capital plan, the mayor made approximately 33 million in discretionary that was focused around homelessness. it was many, many months, consulting with community stakeholders, the board of supervisors allocated $30 million in the same year. the decisions were made over a much, much shorter time period. i think that's something to think about. and you know that the board will have an addback process every year. we put together a table that looks at addbacks. the average over both years since we've been doing two-year budgeting, there's been about $25 million on average in the first year. i don't believe that the board

-- i understand this past year that maybe there was some waiting to see how much the final dollar value would actually be before making serious decisions about where to spend, but i do think you can make assumptions similar to what we do when you know you're going to have a process and you know you're going to have a ballpark of some funds to spend, and you don't have to wait until the last minute to start thinking about how to allocate those funds. and the last slide, trying to summarize the allocations. we're largely in agreement with the budget analyst and controller. it would be extremely helpful for me and any mayor to have the board of supervisors provide a meaningful list of priorities for the upcoming year. i meet with every member of the board and hear their priorities. we do take it into consideration when taking into account the mayor's budget. i think our office and the departments really do want to please this board and provide helpful information. whatever is most helpful, we

would like to present. and then asking as supervisor yee had pointed out, this will take additional work and manpower. i think all three offices will be happy to present savings proposals. i believe it was a challenge to do meaningful analysis. if any of those offices had that information in advance, we could come up with something. i know the board gets a lot of proposals from community members and groups, which is very helpful at our office, but you could also, as a body, knowing your priority areas, asking for enhancement approves from departments as well. that's something the mayor's office definitely does during the phase. asking for an overview report is a great idea. one thing that hadn't really been talked about, but i just wanted to make a plug for it is moving departments to fix a

two-year budget. in the off years where there's a bunch of department budgets that wouldn't be open, it would make sure that the budget committee is focusing more on the departments they care most about. for example, i know there are 12 departments the last psych where will the budget analysts didn't do a report, and the board didn't hear very much about. so that would be a good place to start, if we're adding to our existing -- i think we had five departments the last go around. and the next year, everything is open. we need to talk about which departments will be fixed. i'm happy to talk about that if anybody wants to. the last one, i know chair cohen already started making some of these changes, but you could ask for the list by may 1st, so an earlier deadline. you could continue to set district specific amounts, like chair cohen did this year, and really hold offices to those amounts at an earlier date.

you could set a minimum amount of addbacks. smaller addbacks have gone up specifically. you could try to revert back to a time where you said all citywide addbacks needed to be 100,000, or whatever is an appropriate level. again, using the spring hearings to hear about enhancement proposals and items that would really inform the addback process, i think would be a good use of your time. thank you again very much for letting me speak on this matter. >> supervisor cohen: thank you for the time and energy you've dedicated to helping guide us through this process. supervisor tang, i see your name on the list. >> supervisor katy tang: thank you. i think it's pretty good idea. speaking about beginning the

process earlier, just given the sheer number of things we learn, whether it's mid-may or afterwards, i just don't support moving the budget process any earlier. i don't truly believe that we will collectively achieve any better results from doing so. so i commit to working with supervisor cohen. i also want to speak to the blas recommendation regarding having our board similar to sacramento city council passing or adopting policy recommendations, that analysts could look into the feasibility and present a vetted list to the board later. in the past, we have adopted similar types of resolutions, but i think they were too broad. right? it was all the members of the board just said, yes, we support public safety.

we support homelessness and we support housing. then it became a long laundry list and didn't give an idea to priorities. i haven't seen what sacramento has done, that would also be a recommendation i would add. thank you so everyone who looked into this. i hope we'll be able to have an improved process in the future. >> all right. thank you. let's go to public comment. we have commenters here. i want to give them an opportunity. welcome. good to see you. >> good afternoon, supervisor. debly lerman. i want to start by expressing our condolences for this terrible tragic loss our community is experiencing. i also want to thank supervisor cohen, in particular, for calling this hearing and requesting these very informative reports. i am not sure whether you've had

the chance to review them, but the other day the budget justice coalition, which is a coalition of about 30 non-profits and advocacy organizations in the city submitted a policy paper to the board of supervisors. i have some copies of it with me today that i will gladly distribute. the purpose of this paper is to submit our own recommendations for structural reform of the process with the lens of participation and equity values. in particular, the recommendations would do the following: increase the amount of time the board of supervisors has to weigh in on the possess, including participation by all members of the board. to renew a shared focus not just on expenditures but also on

revenue proposals, to increase information sharing and transparency with the public and with accessibility of budget information and participate meaningfully and knowing that this is very popular with the board, the intention would be that it be limited to a percentage of the amount available rather than a flat dollar amount. some other presenters are here today to speak about some of the specific recommendations. it's encouraging that the reports that have been -- >> supervisor cohen: great. thank you very much. i can take the copies from you.

>> good afternoon. my name is jamie rush. i'm speaking today on behalf of the aides legal referral panel that's been involved in a number of ways, including advocacy with the budget coalition as well as the human services network. i just have a few additional comments regarding the addback process. as it stands currently, the addback process is one of the only ways for community groups like the aids legal referral panel to have meaningful input into the process. i think it's safe to says and has already been said that the addback process is far from perfect. from the perspective of many community groups, one aspect of the process that has become particularly troublesome is the designation upwards of $1 million in funds for each individual supervisoral district. it's my understanding that in the last budget cycle, $12 million of the total addback

funding was earmarked for district specific asks, and the amounts seems to be growing in recent years. while it's certainly great that funding for district specific projects is available, we feel that the allocation of addback dollars should favor citywide needs and the needs of the most marginalized populations over a district project. compounding this concern is the fact that there's really no transparency in the budget process as it relates to the district set asides. we feel addback funding can have the greatst impact on the largest number of city residents if it's used to invest in the wide unmet needs, education, equality, and food safety and the entire city benefit what is all residents have what they need to live and thrive. >> supervisor cohen: thank you. next speaker. >> good afternoon.

my name is honey mahogany. thank you for bringing this review. i've learned a lot today about the budgeting process and how it all works. it was very informative. i'm also a member of the budget coalition. i also wanted to raise some points i thought were particularly important, specifically to me who is a person who is newer to this process and being more politically involved in the last year. i think that there are a lot of barriers for the public, in terms of learning how the budgeting process works and how they can advocate for funds for organizations that they either work for or benefit from. so i think there really does need to be an increased transparency in the budget, and that means doing things like requiring all documents to be available to the public in a transparent manner. having updated budgets available online or somehow accessible to

the general public. i also think there needs to be more community input given directly to the supervisors that's less behind closed doors. like having a meeting in each district or a way to have community members have meaningful participation in the budgeting process. i think that can also be done through the mayor's office and that the mayor should also hold at least one community hearing that speaks to the framework of the budget. thank you. >> supervisor cohen: thank you. i appreciate that. next speaker, please. >> good afternoon, supervisor. i'm jessica layman with senior and disability action and also with the budget coalition. i want to echo what some of my colleagues have said about really bringing in the community and finding ways we can work together very effectively. in particular, i want to mention one of the recommendations that

debbi lerman raised about looking at revenue. we all spend a lot of time looking at city expenses and talking about other ways to cut costs so we can meet the needs of all of our communities. we would really love to figure out how do we have a renewed and shared focus on preserving revenue. to do that, we propose creating a revenue committee to consider, discuss, and analyze new revenue proposals for the city and county. that could include all the different kind of revenue proposals that come up from supervisors, from community groups from all over. whether they go to the ballot. whether they're considered by the supervisors to really bring those together and talk about them. and the revenue committee could outline a ten-year plan for what revenues will be needed and how we would raise that to support all of the capital and program goals. it could also be a venue to have a regular analysis of cost

saving and expenditure savings so we could move forward together. thank you for listening. >> supervisor cohen: thank you for speaking. >> hi. jennifer -- on homelessness. it feels awkward to start speaking without acknowledging the passage of mayor ed lee. our heart goes out to all his staff and family members. excuse my voice. i'm really sick. i want to thank you guys for looking at this and especially the supervisor malia cohen for spearheading all of this. it's an example of messy beautiful democracy at work in very wild ways. there's a lot of ways we could improve it. i want the kind of talk about from our perspective -- and i've been engaged in the process here at city hall for more than 20 years. for us, the coalition on

homelessness, we're provide with the emergency provider association. we go through a really extensive process to develop a budget proposal. we do tons of outreach to homeless people. we figure out the unmet needs. figure out capacity in the system. come up with creative ideas. we do all this research that basically takes us nine months to develop our budget proposal. it's always been the board of supervisors for us. it's been the people's access to the budget process, and it's incredibly important because it's separating out from the executive branch in this way we're able to pull things forward that are truly coming from the people who are the ones that would benefit from the budget process or the ones who are the most in need, having their voice directly translated

to the board of supervisors is really important. i wanted to just call that out. i think the worst kind of changes we could make in the budgeting process is to move away from that and have a reliance on the executive -- >> supervisor cohen: thank you. is there any member of the public that would like to speak? no? public comment is closed on this item. thank you to those who presented and to those who spoke. we're going to -- this is our last budget committee meeting of the year. we're going to be transitioning into 2018. we'll be working very hard to improve the process, to improve transparency, to improve our stakeholders' voice. katy tang and i will be working with our colleagues as well that will help melissa whitehouse

with her process. what's interesting is we're at this unique period where there's so much transition happening. i'm optimistic that good things will come out of this transformation as we move into 2018. i also wanted to just acknowledge that alabama game through last night. so there's a little bit of hope, i think, inching its way back into our consciousness. i don't know what it's been like for you, but 2017 has just been incredibly, incredibly difficult personally with the passing of our mayor, but also just politically with the transitions that our country has gone through in this first year under the trump administration. so i will get off of my soap box now and get back to the agenda at hand. i would like to entertain a motion to file this hearing, supervisor. >> so motioned. >> thank you. i will take that without objection. my friends, i believe this meeting is adjourned.

madame clerk, is there any other business. is this >> no >> supervisor cohen: thank you. we're adjourned. enjoy your holiday. one.

>> commons 3rd thursdays is a monthly event series really activate service center and un plaza food and music and other

social activities oil stephanie the vice president of operations for this. >> in 2016 an initiative called the service center launched an effort by a bunch of the city agencies along with institutional stakeholder and community partners to have a program that is how to get people out here on a monthly and weekly and daily basis. >> my name is a - i'm with the program manager and also commons 3rd thursdays will have live music important in the. >> the city approached us to provide food and beverages at the event kind of the core anchor to encourage attendees to food gives people a reason to stay i really like this like it is really nice like everybody is having a good time. >> our goal to enjoy the space

and eat and drink and listen to music we wanted to inspire people with the un plaza as a place to hold they're community events. >> it is a great way to get people to know about global music and cuisine a great way to bring people together. >> a natural beautiful backdrop the asian art museum and . >> it is welcoming. >> two more events left in the series so, please come and enjoy and check it out we're having a great time. >> we love our city being a san francisco based on company it was important to engage request san franciscans and tourists alike. >> we want to inspire people and everyone interested in providing and coming out for a

large or small-scale event reach out to the commons 3rd thursdays and we'll direct you're seeing to the right people to get to

>> we think over 50 thousand permanent residents in san francisco eligible for citizenship by lack information and resources so really the project is not about citizenship but really academy our immigrant community. >> making sure they're a part of what we do in san francisco

the san francisco pathway to citizenship initiative a unique part of just between the city and then our 5 local foundations and community safe organizations and it really is an effort to get as many of the legal permanent residents in the san francisco since 2013 we started reaching the san francisco bay area residents and 10 thousand people into through 22 working groups and actually completed 5 thousand applications for citizenship our cause the real low income to moderate income resident in san francisco and the bayview sometimes the workshops are said attend by poem if san mateo and from sacking. >> we think over restraining order thousand legal permanent residents in san francisco that

are eligible for citizenship but totally lack information and they don't have trained professionals culturally appropriate with an audience you're working with one time of providing services with pro bono lawyers and trained professionals to find out whether your eligible the first station and go through a purview list of questions to see if they have met the 56 year residents arrangement or they're a u.s. citizenship they once they get through the screening they go to legal communication to see lawyers to check am i eligible to be a citizen we send them to station 3 that's when they sit

down with experienced advertising to fill out the 4 hundred naturalization form and then to final review and at the end he helps them with the check out station and send them a packet to fill and wait a month to 6 weeks to be invited in for an oral examine and if they pass two or three a months maximum get sworn in and become a citizen every single working groups we have a learning how to vote i mean there are tons of community resources we go for citizenship prep classes and have agencies it stays on site and this is filing out forms for people that are eligible so not just about

your 22 page form but other community services and benefits there's an economic and safety public benefit if we nationalize all people to be a citizen with the network no objection over $3 million in income for those but more importantly the city saves money $86 million by reducing the benefit costs. >> thank you. >> i've been here a loventh i already feel like an american citizen not felt it motorbike

that needs to happen for good. >> one day - i pledge allegiance to the flag of the united states of america and to the republic for which it stands, for liberty and justice for all. >> you're welcome. >> (singing). >> (clapping.) >> introduce the san francisco field officer director ribbon that will mirror the oath raise your hand and repeat the oath i hereby declare on oath

repeating. >> citizens cry when they become citizenship to study this difficult examine and after two trials they come back i'm an american now we're proud of that purpose of evasion so help me god please help me welcome seven hundred and 50 americans. >> (speaking foreign language.) >> she wants to be part of the country and vote so much puppy. >> you know excited and as i said it is a long process i think that needs to be finally

recognized to be integrated that is basically, the type of that i see myself being part of. >> out of everybody on tv and the news he felt that is necessary to be part of community in that way i can do so many things but my voice wouldn't count as it counts now. >> it's everybody i hoped for a bunch of opportunities demographics and as you can see yourself there's a good life for everyone. >> that's why. >> you have people from all

the walks that life and they're standing in water 8 hours to be an american citizen and contribute to the city and that's really what makes this worthwhile. >> ♪ ♪ >> the office of controllers whistle blower program is how city employees and recipient sound the alarm an fraud address

wait in city government charitable complaints results in investigation that improves the efficiency of city government that. >> you can below the what if anything, by assess though the club program website arrest call 4147 or 311 and stating you wishing to file and complaint point controller's office the charitable program also accepts complaints by e-mail or 0 folk you can file a complaint or provide contact information seen by whistle blower investigates some examples of issues to be recorded to the whistle blower program face of misuse of city government money equipment supplies or materials exposure activities by city clez

deficiencies the quality and delivery of city government services waste and inefficient government practices when you submit a complaint to the charitable online complaint form you'll receive a unique tracking number that inturgz to detector or determine in investigators need additional information by law the city employee that provide information to the whistle blower program are protected and an employer may not retaliate against an employee that is a whistle blower any employee that retaliates against another that employee is subjected up to including submittal employees that retaliate will personal be liable please visit the sf ethics.org and information on reporting retaliation that when fraud is loudly to

continue it jeopardizes the level of service that city government can provide in you hear or see any dishelicopter behavior boy an employee please report it to say whistle blower program more information and the whistle blower protections please seek www..

>> neighborhood in san francisco are also diverse and fascist as the people that inhabitable them we're in north beach about supervisor peskin will give us a tour and introduce is to what

think of i i his favorite district 5 e 3 is in the northwest surrounded by the san francisco bay the district is the boosting chinatown oar embarcadero financial district fisherman's wharf exhibit no. north beach telegraph hill and part of union square. >> all of san francisco districts are remarkable i'm honored and delighted to represent really whereas with an the most intact district got chinatown, north beach fisherman's wharf russian hill and knob hill and the northwest waterfront some of the most wealthier and inning e impoverished people in san

francisco obgyn siding it is ethically exists a bunch of tight-knit neighborhoods people know he each other by name a wonderful placed physically and socially to be all of the neighborhoods north beach and chinatown the i try to be out in the community as much as and i think, being a the cafe eating at the neighborhood lunch place people come up and talk to you, you never have time alone but really it is fun hi, i'm one the owners and is ceo of cafe trespassing in north beach many people refer to cafe trees as a the living room of north beach most of the clients are local and living up the hill come and meet with each other just the way the united states been since 1956 opposed by the

grandfather a big people person people had people coming since the day we opened. >> it is of is first place on the west that that exposito 6 years ago but anyone was doing that starbuck's exists and it created a really welcoming pot. it is truly a legacy business but more importantly it really at the take care of their community my father from it was formally italy a fisherman and that town very rich in culture and music was a big part of it guitars and sank and combart in the evening that tradition they brought this to the cafe so many characters around here everything has incredible stories by famous folks last week the cafe that paul carr tennessee take care

from the jefferson starship hung out the cafe are the famous poet lawrence william getty and jack herb man go hung out. >> they work worked at a play with the god fathers and photos he had his typewriter i wish i were here back there it there's a lot of moving parts the meeting spot rich in culture and artists and musicians epic people would talk with you and you'd get

[ pledge of allegiance ] >> before we start the meeting, i just wanted