come up and has to be flushed and has to be commissioned and we're at that edge of being able to do that. there's not an acceleration path, unless somehow some of our subs stumble and fall and d dont get there and that's what we're keeping our eye on. >> supervisor reiskin: can we have a completion date, whenever it is, april? >> when will we have power? that's what we're working with with both the team. we need to get the vaults finalized so we can get power into the building. we aren't in a position to start turning anything on in sequence yet and we don't know when we'll be able to until we get the step-down 480 power from the three vaults. >> supervisor reiskin: all right. >> this board has said that there's any assistance that any one of us can provide -- >> we've had 12 power into the

two extension vaults, yes, but not able to bring it into the main switch. >> i don't want to hear he said/she said -- >> can you speak into the mike? >> we're leaning together and trying to knock down the obstacles as they go and we definitely differ on kind of the driving forces as to when things were ready to be advanced, the permitting, versus when they were to be advanced to permitting and we can get this and it will be in the coming year and our focus right now is to lean in and make sure that we address the issues and the truth is that right now distribution, the state of completion of distribution of the utilities throughout the building is not where it should be. whether or not there's water or not you need sinks and toilets in place to have an operational facility. you need racks populated and you need transformers tested and some of them are constrained and

some of them are not and, again, i think that as said over the last last two years that we have been here we have all leaned in and been as collaborative as we can and pushed where we can and we meet every week and try to take down the big issues as much as we can with our project leadership team, and quite frankly, that agenda has been fairly light because it's really just progressing the routine. and when big obstacles come we're fairly adept at knocking them down. but i think that jes is right that there's a lot of work with commissioning and we're just not there in terms of the state of completeness that we ought to be. and, you know, from my vantage point, the drag point is a lot of electrical and a lot of shop drawings that went back and forth with the fire marshal and

there's a lot of minutia to tease out at the design level and the shop drawing level. and i think that we've arrived there with the fire alarm finally, but, you know, that's a known risk and a known issue that needed to be muscled through. i don't know what more to add but we are still trying very hard as a team to address these things, but clearly walking out there in tomorrows of lit up electrical rooms or low voltage, it's not near where it needs to be. >> anything i might add is that -- i mean, yes, our contract does finish on december 22nd, but what we'll try to do is to focus on the things that are needed by tjpa and, obviously, the muni bus was

needed prior to that and even when we found out, you know, a couple months ago that it was needed in early december, the team rallied and they figured out what they'd do and how to corden it off and make sure that it's safe for passengers and give them time to test. so we turned over a portion of the facility in early december, because it was needed. and so we're going to keep looking at the kind of things that you need and we'll keep working as a team to figure those out. we're not worried at all what the contract says one way or the other and all we want to do is to try to solve the issues that arise and try to get you in as quick as possible. >> in your planning, when do you think that tjpa will get the keys to the facility? >> say that again, please? >> in this teamwork or this progressive trying to meet strategic needs, when do you think that we'll be able to get the keys from you and to be able to meet the deadlines or the schedule that we have? >> so in getting the keys from me it means that everything is done absolutely 100%?

>> that's right. >> right. and so because that's always nuanced there's a few punch list items that are usually not that big of a deal and the biggest thing that you really need is the commissioning done and ultimately the security up and running and i can see what would take place is us to try and find ways to hand off to you as they are needed -- even though you don't have the keys -- it's your house and we're still doing a few things -- but we still have some things -- we'll have things to finish certainly into april. >> so i guess that the question is, when will we get the master key that opens up all of the rooms in the building? versus bits and pieces? >> well, the easyiet way to get the master key is to go ahead and not give you anything, just let us finish the box and get done with it and then turn it over but we know that is not possible so in order to do muni we had to pull people from somewhere else and finish the phase and we needed that earlier

but now it takes longer on the site work. to get the bus deck done we have to pull people off so i wish that it was an easy answer but by trying to mitigate and give you the things that you need as you need them is the way that -- it's going to take longer to give you those master set of keys. >> i will just ask that we ramp up and we continue to just do everything that we can and this board has always said that anything that we can do to talk to some of these utility companies or -- to do that for other projects and we do have a commitment in get the station open as soon as possible. >> that's really clear and i wish that it was as easy as ramping up and i'd say that it's still more of the things that we find. typically in the schedule you've gone ahead and worked, you know, five days a week and you have weekends to catch up when you find things or second shifts or whatever else and we have gobbled all of those thing and

so when thing comes up and it's our issue or a design issue or something, there's no more room to navigate. so those are the things that we hit the hardest to try to figure out and it's just a matter of keeping the team focused on figuring out the solution to the issue, resolutions as quick as possible and getting it done. so we're not afraid of what's ahead of us, we just don't know the unknowns that could come up. >> thank you. thanks for the update. the challenge that i have is, you know, ron has been great in giving us updates every month and it's been very clear that the -- he's been very political in saying m.e.p. but it's very clear to me that the e. has been the one that has been behind. and so following up director reiskin's concerns and the concerns of the board, what are you doing to prevent ron coming back next month and saying that it slipped again? >> what we've done is to bring in additional help.

and not only augmenting but supplementing. for example, the air refuge and the emergency response system -- we got an understanding of what the fire department needs here at the end of november and we have about 5,000 lineal feet of conduit and we're getting it done, and so they're off now doing it. so we're trying, as those thing comes up, we're trying to bring in others to be able to handle some of the unique things that come up so we can keep our eye on doing the basic work and getting done. >> what are the consequences of coming back next month and ron saying that it slipped again? >> what are the consequences? >> not meeting the dates that are being presented this morning? >> yeah, there are unknowns in the industry. i mean, we're working through what we know. so, i mean, i'd love to be able to say that i can turn the keys over to you but where we also need things too and we don't have everything, but it's coming

in time. >> just with all due respect, this is not the first building that the work crew has built and we have three months to go, and how could there be so many unknowns when we have done this before -- before so many times? i mean, it seems to me that by this time with where we're at we should have a clear path of what the obstacles we need to remove and what to expect. if we were three years back, i would understand, but we're not. it seems that we're arguing whether we have power or not and we say that we have power in august. i don't know when they submitted to the p.u.c. the application to when they wanted water or not, but i think that it was submitted late but ron worked and we're getting water in monday. what else -- you were involved in the pre-construction for several years, since 2010, so you know the plans inside and out. >> yeah and you also know that we were supposed to have all of our sub-contractors in board

until 2013, and we didn't get them all on board until 2015-2016 because of the significant changes made throughout time so an appropriate way to do it is to get there early and do lots of pre-planning and wash through all of those issues and we didn't necessarily get that timeline. >> i'm not sure -- >> and to close it, i think that we all get the point, i mean, we do need to work harder and we can't allow anything else to slip and things do come up as we get to the stage of the project and i think that the discussions are healthy but we need to get and figure out that we don't slip anymore. >> yeah, we're doing everything that we can -- >> can i just say one thing director nuru, i want to make sure that with all of this discussion that we're planning on having buses coming in in june with bus operations and the bus drivers are eager to get in here and you will see them whether you're done or not, and i am serious. >> june 1st, we heard that here. >> june 1st. to be clear.

thank you. >> okay, that somewhat concludes my presentation and i want to underscore that despite all of the tensions that we're working collaboratively day in and day out and identifying where we can maneuver and it's true, you know, as we get further down the space to maneuver it gets narrower. and the focus is really to get the state of completion on those m.e.p. disciplines moving as fast and complete as possible and with that i think that we're concluding. thank you. >> ron, thank you for the update and thanks to the team. i just want to make sure that i am understanding -- when we talk about june 1st for a.c. transit, sfmta will be there ahead of that and looking through the pop-up and the first

bus -- i mean we have the five fulton on december 26th, and something in march for meaningful operation and i wanted to see how that all gets tied together with the pop-up and with security and making sure that it's all lining up at the same time. because if i look at the charts there's some gaps and so, you know, i want to make sure that when muni starts running, at least the signage is up and the advertising may not be running at that time, but it's just great to see all of this stuff laid out and i just want to make sure that there are no gaps as we call it a softd opening versus full operation. >> yeah, no, i think that the intent is to make it as active as possible. you know, some of those streams of activity have different -- different things pushing them and different constraints that are independent and different than the construction. so there's kind of a natural progression that may leave gaps

that we need to focus on and try to narrow up, but, again, kind of the sequence of events to stand up a pop-up and/or leasing is a little different than, you know, pushing on the electrician to pull more wire. but we've got our eye on both of those to advance. >> the key is, i guess, while there's different pushes and pulls on security and signage and advertising and construction, is to not forget that managing the customer experience when they get off the bus or get on the bus at the new center. >> first and foremost. >> and managing, you know, getting off and where to go and that is part of the customer experience, to make sure is that we manage those expectations or celebrate those expectations and experiences. >> absolutely. thank you. >> clerk: next item, 11, the facility readiness update.

>> so today i'm going to review the lincoln facility maintenance progress and the status of the work as related to the park and the status of pearl digital media's work and the status of colliers leasing efforts that supplement what was already discussed. status of the pop-up preparations. and update on transit readiness as related to the moving parts on the various agreements and then sydney will review securi security. as mentioned earlier, the focus has been getting ready for greyhound and amtrak. the primary focus of this discussion is the construction on the second floor. at this point the construction documents are complete and ready

for permit submission and we're doing this in parallel, the document review will happen with greyhound and amtrak next week in separate meetings. primary update on the lincoln facility maintenance slide is that three proposals have been received from marketing services that lincoln needs to review for our recommendation to the tjpa. key aspects of the needed services are creating a brand with an understanding of how to use the sales force naming rights agreement and the tjpa brand. development of a site website that serves as a point of entry for colliers, pearl and p.r.i. and then also outreach in particular social media to generate and maintain customer traffic to the transit center.

this slide represents a contract awarded within this last month to landmark industries. it's the waste and recycling services. it's an important contract in place. the timing was sensitive because equipment has a long lead team of anywhere from three to six months. with regard to costs, these are unit prices, services will be calibrated depending on the need. note that there was only one respondent that was viable. however, pearl link and landmark prices are consistent with the market for large complex multi-tenant facilities with the mandated zero waste ordinance goal. and this slide is blank as a placeholder for facilities contracts and you will start to see those come in in the january

and february time frame. with the daily operations of running the site, at this point, three of the five key service contracts are in place and that's cleaning and engineering and maintenance and sanitation and waste. two that are in the pipeline that are critical to daily site operations are the computerized maintenance management system, support vendor. this contract is expected to be completed in mid-january. and another key contract is the vendor that will support management of the technological backbone of the center. and that will also include a 24 will be 7 help desk for service problems and in terms of supporting the retail tenant improvement activity, the needed contracts are in place and these are the architect and the general contractor and then an attorney for legal support on the lease negotiations.

so lincoln continues to work through its list of needed services for r.f.p.s to be issued by the end of this calendar year and the strategy is to get all of the r.f.p.s out and then spend january reviewing the responses that will then lead to selection, negotiation and contract completion. for the contracts to all be in place by the end of march. and this approach will enable review with small business outreach in mind. so some specifics to add to what is noted on the slide, discussions are underwa underwat a mini-street food market for some revenue-based activity. they are working with nois pop to have a concert series. mid-january is targeted -- is the targeted timeframe to have a draft event planning guide and

an event proposal outline, and film photo shoot application in place. b.r.v. is also developing a cohesive fitness program to package as an attractive sponsorship opportunity. pearl is going to be here in february to present to the tjpa board their entire program. at this point there's three areas to highlight and the transit screen work with the operators is nearly complete and testing is scheduled to begin in january. and reconciliation with web core is in progress. the media players are the equipment that run the screens. i mentioned it here because they're a critical piece of equipment for everything to be working. there are some 200 transit screens throughout the center. and pearl is actively out in the market reaching out to major

brands for presence in the transit center. can i -- okay. sorry, i thought that i missed a slide. with colliers, already discussed is the activity in the pipeline and most of my update will be given on the next slide. on this slide the highlight is that the leasing signs will go up this week and the rendering that you see at the top right of the slide is what it's going to look like. there are various locations that will be on the construction census and they'll move around as the census -- as -- as the fences come down. and the signs are metal and they're 4 feet high by 8 feet wide and they again look like

the image noted on the slide. with p.r.i., they owe the final plan to include the bus plaza and specifically with the bus plaza, there is a coffee vendor that is interested. however, he wants to see what it will look like once it's open. and to stand and observe the traffic. and then we also need to make sure that there's a power source. if all of that falls into place putting up the coffee service will happen pretty quickly. and this is the slide on the schedule. so this last month colliers revisited the occupancy timeline and provided the tjpa with the update that you see today. the previous plan had the dots arranged as starting in q4 of 2018. these dots start in 22 of 2019.

if you recall last month i outlined the various phases of how colliers has moved through its work. first phase was to develop, the second phase was to prepare, and the third phase i called blast to the market and the fourth phase is tenants. so we are currently in phase three, blast to the market. in general preparing for blast to the market took longer than anticipated, thus, contributing to the timeline shift. some examples are the architectural contract. it was heavily negotiated where maybe the anticipated timeframe to negotiate was two months and it actually took about four. and another example is the lease template, making sure that all of the public requirements were incorporated into it, the original thinking is that it would take about a month and it took two. and the website had to be redone at the point, the naming rights agreement went into effect and that added to the timing.

the website is particularly important because it contains all of the needed information that a prospective tenant needs in order to make an natural decision, including the line drawings of each space and these are prepared by the architect. and it is important to note that colliers was aware of pent-up interest in the transit center based on the informational tours that happened throughout the summer. so being prepared to address the expected rush of inquiries was necessary in order to be able to efficiently new through a deal to completion to create a good first impression and to create confidence. as such the revised timeline is a reflection of where we are today, taking into consideration the timing of the formal reach out to the market and the steps that it takes to work through a deal, some of which was outlined earlier. according to colliers, lease-up

time can be anywhere from nine to 18 months, depending on the complexity of the deal. and build out of the space. and so backing out from -- backing up one year from 22 of 2019 takes us to q2 of 2018. and so that anticipates much leasing activity over the next few months. this slide is the transit facility readiness. the focus of my update today are all of the moving parts associated with the various agreements to occupy the transit center. at this point the kog in the wheel is the agreement for the bus deck between a.c. transit -- and the operators. in conversation this week her

target for the bus deck between a.c. transit and the bus operators is the january 24th, a.c. transit board meeting. this week lois and i worked on looking at the consistency of the terms and conditions across the various agreements. this in turn impacts the sfmta agreement with the tjpa for occupancy of the bus plaza and this agreement will be completed this month and we just have a couple points to iron out. however, sfmta has expressed they will not take this agreement to their board until the agreement with a.c. transit is also completed. so agreements are approval at the february sfmta board meeting. as such the bus plaza agreement would not be presented for board approval until march.

i hope that's not too confusing. >> it's confusing to me. >> you got this look on your face. >> why is it that sfmta and the bus plaza has anything to do with the bus deck, because it's which buses go up or down? >> so the information that's been conveyed to me is they want to tie it up into one package. >> oh, okay, well, there's no reason for that, but that's what they want to do. >> that's what i'm working with. >> oh, okay. yeah, because there's no -- no other connection than that political connection. >> is that agreement coming to this board in march impact anything in terms of start-up timeline? >> no, it doesn't, because as you have heard from the earlier conversations, operationally at least on the facility's readiness side, we'll be ready to go. at that point it's really

related to the presentations that you heard earlier on the construction. >> but i guess that the risk is not m.t.a. or a.c. transit and the risk is that we have other operators, amtrak and greyhound and they need to enter into agreements with a.c. transit to operate on the bus deck. greyhound also has an agreement, separately with amtrak and greyhound to use the office space on the second level. >> right. >> and greyhound entered into an agreement with us pending their agreement with a.c. transit so we're working on them with improvements and so forth and amtrak asked that they refused to enter into an agreement with us until they're finished their agreement with a.c. transit. so that's -- >> so, yeah, that's my last point was that now that the agreement between a.m. track and the tjpa for the occupancy of the second floor is stalled all together. they are reticent to move

forward until they have a full understanding of the financial impact of the agreement between a.c. transit and amtrak coupled with the financial impact of the second floor lease. we have been having back-and-forth conversations with amtrak since august and last friday i talked with the senior director of real estate and he made clear that there's not going to be any movement until they understood the financial piece, the full picture, again, because they want to present the full picture to their board. however, i don't know at this point when -- when amtrak's board -- when amtrak's board meets. as i noted earlier we have moved ahead with the planning for the construction because we can't -- we can't impact the greyhound occupancy of the second floor. >> what i don't know -- and i'll check this out with our attorneys and i don't want our attorneys to be holding this thing up. i don't know why it is that draft -- that we'd have to come

out of a.c. transit on a board meeting with the full board approved draft because these things are going to be changed as they go. so i'm going to find out if we can't come out earlier and say, well, this hasn't been approved by our board because that's probably our next board meeting is about then. so, i mean, i don't want that problem to just be in there and let's get some drafts going around and get some, you know, early input from everybody. >> well, there was the initial -- excuse me -- so there was an initial draft distributed a couple weeks ago and so that's where it is now. >> okay. >> it's in the draft process -- >> so all of these other agencies do have this draft -- >> they do have the initial draft. lois and i talked about, again, making some modifications for consistency because there's so many agreements, just to make sure that -- that some of the language is the same so that there's not -- there's not a

misunderstanding or a lack of clarity. >> okay, good, because you know how many changes a board makes to a draft -- zero. so let's get working on it. >> i think that the focus is really on amtrak because the rest of them are all in the family and work things out. but amtrak is the one that we need to figure out so that they can -- >> yes, we need to figure out what to do with amtrak. they're further behind than everyone else. >> yes, that's often the case. >> okay. >> as our new member can tell you. >> good morning, again. so facility readiness and security, we're completing the negotiations with the contractor that was selected through the security guard r.f.p. process. we'll have select especially trained security guards that will fill the ambassador positions and the m.o.u. with

law enforcement, we are anticipating completing the m.o.u. within the next couple days and we'll bring there to the board in january along with the security guard contract. the negotiations have been more complex than we expected and as we said the schedule has slipped a month on that. and the transit center code of conduct is under development and we anticipate to bring that before the board early next year. >> okay. any board member questions? thank you. >> thank you. >> so i have questions back on the retail. so we were supposed to be up and running this month, right? we now have a partial start this month as director gee said and the schedule is showing the

sfmta full service in april/may timeline as we have talked about. a.c. transit, june 1st. and now what i'm understanding from this chart is that it would be a full year later before we'd have any retail besides pop-up, in the transit center? so for a year after the six-month delayed start-up there's just going to be construction site and the retail zones of the transit center? and that's six months worse than we thought a month ago? >> well, i don't know if i would -- yes, it's between three -- between three and six months. >> i heard some of the explanation -- just hard to understand -- i mean, it's bad enough on the construction side that we lost a month in the last month and we have lost six months with regard to retail.

>> i think that you heard the explanation but i think that really the original proposal, schedule, that were presented to you was probably not realistic given with what we know right now. and we thought that we'd have full retail in the fourth quarter -- the fourth quarter of 2018. and given the process of getting tenants -- finding out from tenants what improvements they need to do construction and given that process it's not realistic, probably, to -- >> i don't know -- you know, based on all of the discussions that we had, i don't know what schedules we can have any confidence in at the the moment. what i would say as a mitigation with regard to what the facility looks and feels like on the inside, i think that we'll have to expend more effort on making it not feel like you're walking through a construction zone and

it's going to need more temporary treatments and signage and other things to mask all of the unfinished portions of this building starting as we talked about from the bus plaza in two weeks to other parts of the building starting this spring and summer. if the retail is not going to be there, it's not going to be there, but we don't want people's experience for a year to be negative as they go through this $2 billion facility. it also will require i think perhaps more and extended pop-up or other activation so it doesn't feel that people are walking through a hollow construction site masked by signage. >> that would have been the case regardless because the retail construction will be going on and so, yes, that is -- >> the longer the duration and the greater the need to make that feel like a welcoming environment.

>> and, again, the d.r.v. will have the part activated with programs and activities and, yes, the pop-ups will be in place. >> mr. chair. >> if i may all things being equal, to a comment that was made earlier about the accelerated interest in the space and the numbers of potential entities that want to lease that space in recent weeks, there's nothing that procludes us from pussing them in place and making them operational. so when you say three to six months, we have folks who want to put their system in place and get operational, there's nothing from the building side that will limit our ability to allow them to come in? >> that's correct.

the pace of the deal is often driven by the tenant, the prospective tenant themselves. the time it takes for them to make a decision, and financial considerations, and the negotiation, that can take some time. and, again, it depends on the -- the sophisticated i will say tablecloth restaurant tour will take longer, for example, for the rooftop restaurant than, say, a smaller -- a smaller retail on the ground floor. >> yeah -- >> so that's what is going to dictate -- >> i want to make sure that we don't have a number of willing participants with nowhere to go. >> just to add to this, the assumptions that we have here is that the tenants, once they want to start tenant improvements they will have full access to their space to do their work and assuming that water and electricity is there for them to do it. if that changes, then this schedule may be impacted. with the assumption right now is

that once we get them on board and they want to start tenant improvements they can do it and they would provide the space and give them what they need to do the tenant improvements within their spaces. >> okay, thank you. >> answer your question? >> yes. >> just to follow-up, i think that director reiskin said it and i want to be sure as we look at these schedules and do the technical stuff that we don't forget the customer experience for the transit riders as well as the neighborhood experience. i think that the neighborhood has been expecting things for a very long time and to hear that the schedule has slipped some more months is not probably going to go very well. and so we encourage to you work with the c.a.c., to make sure that the expectations of the neighborhoods are managed and when the construction signs and everything comes down i think that there will be a big celebration but they'll keep waiting longer and longer and there's going to be some anxiety

that needs to be managed. >> yep. >> i'm so glad to hear this and this has been a huge transit concern for a long time that when this opens the facility has got to be welcoming and people have to be comfortable in it because we really want to increase the ridership in a hurry to it. >> absolutely. >> really important. okay, thank you. >> clerk: a transfer from program in the reserve of $25 million to a new line item for base building improvement and tenant improvement allowances in the phase one program budget. >> i talked about this, if you have any questions, director sara debord can answer. >> i move approval. >> second. >> clerk: with no items to comment on the item, director harper, director kim, director reiskin, and director sartipi.

and director tripousis. and that's six ayes and item 12 is approved. item 13 is authorizing the executive director to write a venture agreement with the san francisco municipal transit agency to have certain bus operations in a portion of the bus plaza on an interim basis. >> i would like to recuse myself from this one. i don't know if that needs a motion. >> i can answer any questions on this. >> i think that this is important to get the buses rolling through here so on that one i'd like to make a motion to approve. >> clerk: first and second and no members of the public to comment on the item and director reiskin is recusing himself, [reading of names] that's five ayes and item 13 is approved. and call your next 14.

approving amendment number 4 to the intergovernmental agreement, number 2 related to the construction of the mission street bus supporting island and the extension and an aggregate not to exceed cost of $1,081,000 and not to extend to the amount for all services under agreement 2 and to extend to december 10, 2019, and the members of public to comment on the item. and director reiskin recusing himself. >> moving approval. >> second. >> clerk: [reading names of directors] that's five ayes and item 14 is approved. that concludes your business for today. >> it concludes our meeting, so, thank you, everyone. .

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>> tenderloin is unique neighborhood where geographically place in downtown san francisco and on every street corner have liquor store in the corner it stores pretty much every single block has a liquor store but there are impoverishes grocery stores i'm the co-coordinated of the healthy corner store collaboration close to 35 hundred residents 4 thousand are children the medium is about $23,000 a year so a low income neighborhood many new immigrants and many people on fixed incomes residents have it travel outside of their neighborhood to assess fruits and vegetables it can be come senator for seniors and

hard to travel get on a bus to get an apple or a pear or like tomatoes to fit into their meals my my name is ryan the co-coordinate for the tenderloin healthy store he coalition we work in the neighborhood trying to support small businesses and improving access to healthy produce in the tenderloin that is one of the most neighborhoods that didn't have access to a full service grocery store and we california together out of the meeting held in 2012 through the major development center the survey with the corners stores many stores do have access and some are bad quality and an

overwhelming support from community members wanting to utilities the service spas we decided to work with the small businesses as their role within the community and bringing more fresh produce produce cerebrothe neighborhood their compassionate about creating a healthy environment when we get into the work they rise up to leadership. >> the different stores and assessment and trying to get them to understand the value of having healthy foods at a reasonable price you can offer people fruits and vegetables and healthy produce they can't afford it not going to be able to allow it so that's why i want to get involved and we just make sure that there are alternatives to people can come into a store and

not just see cookies and candies and potting chips and that kind of thing hi, i'm cindy the director of the a preif you believe program it is so important about healthy retail in the low income community is how it brings that health and hope to the communities i worked in the tenderloin for 20 years the difference you walk out the door and there is a bright new list of fresh fruits and vegetables some place you know is safe and welcoming it makes. >> huge difference to the whole environment of the community what so important about retail environments in those neighborhoods it that sense of

dignity and community safe way. >> this is why it is important for the neighborhood we have families that needs healthy have a lot of families that live up here most of them fruits and vegetables so that's good as far been doing good. >> now that i had this this is really great for me, i, go and get fresh fruits and vegetables it is healthy being a diabetic you're not supposed to get carbons but getting extra food a all carbons not eating a lot of vegetables was bringing up my whether or not pressure once i got on the program everybody o everything i

lost weight and my blood pressure came down helped in so many different ways the most important piece to me when we start seeing the business owners engagement and their participation in the program but how proud to speak that is the most moving piece of this program yes economic and social benefits and so forth but the personal pride business owners talk about in the program is interesting and regarding starting to understand how they're part of the larger fabric of the community and this is just not the corner store they have influence over their community. >> it is an owner of this in

the department of interior i see the great impact usually that is like people having especially with a small family think liquor store sells alcohol traditional alcohol but when they see this their vision is changed it is a small grocery store for them so they more options not just beer and wine but healthy options good for the business and good for the community i wish to have more >> 5, 4, 3, 2 , 1. cut.

>> we are here to celebrate the opening of this community garden. a place that used to look a lot darker and today is sun is shining and it's beautiful and it's been completely redone and been a gathering place for this community. >> i have been waiting for this garden for 3 decades. that is not a joke. i live in an apartment building three floors up and i have potted plants and have dreamt the whole time i have lived there to have some ability to build this dirt. >> let me tell you handout you -- how to build a community garden. you start with a really good idea and add community support from echo

media and levis and take management and water and sun and this is what we have. this is great. it's about environment and stewardship. it's also for the -- we implemented several practices in our successes of the site. that is made up of the pockets like wool but they are made of recycled plastic bottles. i don't know how they do it. >> there is acres and acres of parkland throughout golden gate park, but not necessarily through golden community garden. we have it right in the middle of

you. >> well to the epic center are you ready for the next earthquake did you know if you're a renter you can get earthquake shushes we'll take to the earthquake authorities hi welcome to another episode i'm the chief resilience officer for san francisco i'm joined by my good friends for the earthquake authority we're at the el cap center for the city and county of san francisco started in 2013 to get the community and talk about the risk we think about earthquake if usual great city you'll see one of the demonstrates we've built the model home and i encourage other episodes we'll

be retroactively retrofitting and showing you as property owners to employ you work for the california earthquake authority talk about your role and earthquake shirnls up think the viewers want to know if you're a renter or property owner how the insurance issues. >> i'm the chief mitigation officer or c e a a property line funded pubically managed entity that provides earthquake shiners for one to four units and mobile owners to come down and renters throughout the state of california. >> what make the c e a deft. >> we work with 19 participates the insurer that sells you, your homeowner policy you're not obligated to buy it but you can buy a policy.

>> am i covered with homeowners insurance. >> no california homeowners understand their homeowners insurance doesn't cover earthquake they need a separate policy if you're an shiners you can get the earthquake insurance policy. >> so explain why it is for the c e a is deft if a traditional insurance agency. >> irreverent so in the 80s the state of california passed a law that requires any company that writes the policies to over earthquake insurance the homeowners are not required by commissioner cranshaw can bye there was so much loss they were going to stop writing the insurance policies for earthquakes they wanted to stop a serious insurance policy. >> we're talking about the homeownership's buying the

earthquake shiners but 70 percent are renters what's my opposite. >> the option for renter the earthquake be insurance company is affordable i think people don't realize just exactly what it covers it covers damaged property but loss of use if you have to be under a building they have a quarter main that was broken as well as emergency repair if interests glass breaks in the carpet you need to be in our unit that's whether earthquake is important. >> you're title you're the excessive mitigation officer for the state of california when i think of insurance i don't think about mitigation. >> so as part of public safety mission the c e a started to put aside mitigation loss fund 5 percent of invested income and when i joined the company 34 years ago we had $45 million to

make a difference for moving and incentivizing and mitigation for california homeowners to structure engineering a unique opportunity to cervical homeowners to help them to mitigate the equivalent. >> whether an owner or renter i want to find more information about earthquake insurance where should i go. >> earthquake authority.com not only information about insurance but a calculated figures and as of january lots of deductible and 25 percent if a homeowner mitigate their hope up to 20 percent off their premium as an incentive for the work. >> what does mitigate the home mean. >> strengthen, renovate, retrofit through a home particularly older to earlier codes and you put in adding

streamlining maybe collar bolts to tie to the foundation or to the wall so it is braced to earthquake can be very, very affordable and really makes a difference. >> thank you very much for being with us i encourage the viewers not only to checkout the earthquake authority but we'll talk about

>> good afternoon, everybody. welcome to the san francisco board of supervisors meeting tuesday, december 12, 2017. madam clerk, please call the roll. >> thank you, madam president. [roll call] fewer not present. kim not present.