tell me what we have going on here. >> well, we have a steel frame here. there are two of these and they go up to the lower floor and there is a beam that go across, basically a box that is much stiffer and stronger. ~ goes so that during the earthquake the upper floor will not collapse down on this story. it can be done in about two weeks' time. voila, you're done. easy. >> for more information on how to get your building earthquake

we are live now. good afternoon, today is friday, february 2nd, 2018, this is a special meeting of the building inspection commission. i would like to remind everyone to please turnoff your electronic devices. first is roll call. president mccarthy. vice president walker. commissioner gilman, commissioner constance. commissioner lee, commissioner warshell. commissioner clinch is excused.

we have a quorum. next is item 2. discussion and possible action on the proposed double it of the department of knowledge inspections for fiscal years 2019 and 2020, 2018 and 2019. >> good afternoon. deputy director for the department of building inspection. before you is the proposed fiscal year 18-19, 19-20 budget. we submitted a memo a week ago. i will present this as a powerpoint presentation so it will be easier to go through.

first, similar to prior years, the budget funds positions, budget, training, it project to assist us in the strategic plan goals. that including performing inspections, delivering high customer service, quality customer service, effective administrative practices and engaging and educating the customers and other stakeholders. that is what our budget is geared towards. this year in addition to focusing on those items, we are also going to focus on funding priorities. this year our funding priorities are going to be the executive

director 1702. trying to get to streamlining the permitting and planning process for affordable housing to make sure we can get the 30,000 units built. implementation of the accessible business entrance program. mandatory soft story program. of course, emergency preparedness. i won't say a new item but another eye tomorrow is on equity. that is ensuring to provide services equitably around the different neighborhood this is the city. so for our budget innstructions, we have the budget instructions. we are on a two year budget. this year it is 18-19, 19-20. the 18-19 budget was approved last year. it serves as the base for this budget, for the new two year

budget. the mayor's office projects similar fund deficit similar to last year. general fund departments were instructed on 2.5 general fund reductions for the next two years. dbi is self-sufficient so we don't have to meet that directive. we don't worry about those reductions. the mayor instructed the departments to maintain the current ft, not increase the number of full-time. as special revenue department we are required to do that. let's just get into it now with the actual budget. first chart here are you are revenues. it shows the historical what they have been. fiscal year 11-12. as you can see, we are projecting next year for revenues to be lower than prior

years, but we talked about this during the monthly meetings. revenues are still strong. we expect it to go down a little bit. we had unprecedented growth in the past few years. a little more detail about the revenues. you will see -- revenues. it is a piechart that shows the distribution of revenues. it shows although we have over 40 different individual revenue sources, we have 60% made up of two revenue sources. those are planned check revenues as well as building permit revenues. i will put the other ones up there. i think every one has. i will put up the major ones. we are going through quickly.

the next slide will show you budget revenues. that just gives you a detail of revenues. once again if you look at the change, look at planned checking the third or fourth revenue. you notice we are increasing to about $4.5 million that is because two years ago when we started work on the budget our assumption was that we would be a lot lower given a decrease in activity and because of the impact of the new fees. we still see the revenues are pretty active. that is why we are bumping it up. it will belower than we projected this year. the other revenue would be building permits. $13.7 million bumped up $700,000. those are the revenues. expenditures. once again we are seeing that we

are projecting revenues to be higher than this current year. it is leveling out. that is primarily due to a variety of things and i will go over that when we get to that point. feel free to stop me if you have any questions while i go through the slides. the next is a piechart of expenditures. similar to revenues to give you an idea where the focus of the expenditures are. the biggest bulk salaries then services of other departments, work orders. since we moved to people software that is $17 million. those are the major expenditur expenditures.

then these are the details for the expenditures. you can see those details. you can see the salary and fringes increases in cola, retirement is going up, health is going up. that is where the increases are. you notice that services of other departments has gone down because if you recall this year we transferred about $3 million into hotel, residential hotel funds that were to go to mohcd. that brought that number down. >> could i ask a question on the revenue side. with the degrees in 1 and 2 family rental unit fees. what is that about? >> basically, it is based on the trends. for the past three years we have not collected more than

$1.2 million. we were budgeted at 1.5. we brought it to where we collected it. >> based on actual? >> yes, based on actual. >> thank you. >> here are a few of the highlights o on the expenditure. we talked about salaries increasing because every timer and health. we also see that we are increasing our outreach. we are adding money for additional outreach for advertising, particularly for the accessible business entrance program. we are planning to have the earthquake safety fair. we will add extra money for outreach there. mandatory soft storage. we will do outreach. other programs i didn't include private schools, also private

schools, too. we are focusing on getting the message out about the programs and doing all types of advertisement and different languages. we are adding more money to be sure we get the information out there. out there in fiscal year 20 we will see a big increase because of the acella project. that will be a full year and we will on a new private cloud hosting, that means the amount has increased a lot. $1.1 million. that is why we will see a big uptick there. then in materials and supplies we talked about this at the last meeting, we had the electronic signature system. we did a pilot system on one side of fifth floor. because of that success we will implement that through the building.

we added materials and supplies, computers, monitors, televisions to implement that. that is a summary of the highlights. >> those are purchases that we probably can transfer to the new building when we move there? >> thank you for bringing that up. you won't see in this budget anything related to the new building. we are still in planning stages. what we will do is in 19-20 we will see a big increase next year to take into consideration the new furnishings with the building. everything else we purchase now we have spoken to our msi manager and he is working to make sure it fits with the new building. we are only gets things that can move over. we are scaling down. doing what is necessary but we

didn't want to wait two years. the system is working well if we want to implement it. >> great. >> i think that is probably the highlights of it. i added in there if you were interested in knowing who were the services of other departments that we actually fund the big ones assessors office, fire department, controller, city attorney. that is the budget at a high level. i would be more than happy to answer any questions. >> commissioner lee. since you brought up the new building. what is the target date of moving in the new building? >> i believe it is still 2020. since we are talking about money do we know approximately how much we need to spend?

>> we do not. there is nothing in the budget. right now we are working with the team on looking at the internal layout, we ar we are wg with them. we haven't gotten to furnishing or anything like that. at this point we are unclear. we would assume they want to do something consistent through the building. we want instructions from them. we may purchase the same types of equipment. >> moving costs as well you will discuss? >> moving cost and furnishings and everything else we will do. we will discuss that later. we weren't ready to think about that in this budget. we hope once we are done with finalizing the layout of our floors and this is happening city wide, then the next phase, i think dpw is managing it, to go to actual furnishings and that those is. >> what is going to happen once

we move out? >> i know the building was sold. other than that i am not clear what will happen with that building? >> have we anticipated the costs of what commissioner lee was referring to out every serves? is there a reserve sept aside for -- set aside? those aren't included in the budget. i know we have a reserve and we also have a. >> we do have a research. i -- a reserve. i am not sure if we have to dip into reserves. we have reserves we will be able to use if for instance a year or two from now revenues are going down and we don't have enough revenue to support it, but for now we should be okay. >> thank you. >> a question i had for the director with implementing the

executive order 1702 i am concerned we are complying with the mayor's request not to increase fte. do we have the staffing to fully implement this directive? >> that is a good question. yes, at this point we are working to fill vacancies. we have a lot of positions. in february at least five new people will be hired, about five people are retiring, too. we have vacancies that is the plan. not only the mayor's housing directive but also more on code enforce mend and accessible business entrance program to continuously try to fill vacancies. we just completed the building inspector list, and i think so far we hired three and there may be more from there. we will soon -- we are working on the housing list, on the

electrical list and on a plumbing list. we are getting those lists ready to continuously fill the vacancies that are occurring due to retirements but also building up the staff to have enough people to meet the directives and get the job done. >> just a couple of things. the acella program is, i guess, a november target. >> september of 2018. >> you know clearly the full support forgetting it implemented strongly is critical. that is not within your future budgeting. your 1.1 for additional support going forward is a separate issue. are we certain that we have

enough money set aside to make sure any contingencies necessary to ensure full adoption is successful? >> yes, the acella project has project funds established a few years ago. that is what we are still working on. the current tract is about $4.2 million is about $400,000 worth of contingency funds built in there. to get to the current at this point we have been told it will be 4.2. not the full 4.2. that including $400,000 contingency. we should have enough funding to get there. the reason you see the additional amount in fiscal year 20 is because the hosting model has changed. up to this point it was about 130,000. because we are going to a

private cloud that means something just for the city, it is increased by -- to $900,000. that is why we won't see the full cost until fiscal year 2020. we are not going live until september 18. we will use the old hosting models on the pricing of it. >> your continuing gypsies look at what. they look okay right now. let me use a caveat. dbi is not managing acella. that is at department of technology. we ordered $4.2 million to the department of technology in that contract for this phase to go live in september. there is about $400,000 in contingency. we heard that so far not very much has been used. i don't think any of it. there may be some used later, but not much has been used.

>> i fully accept that you did a very wise use of history as the basis for all of the future plans and your adjustments make perfect sense. sometimes it is a very healthy thing to look at a zero base. if i had it to do over, what would i change, what would i do? as you are most intimately familiar with all of the numbers. are there anyplaces if you had more discretion to not have it quite so zero based so history based and more zero based, are there anyplaces in particular you personally would see investments? i am talking on the expenditure side, not revenue side, that we haven't pursued in the interest of having this very clear historic reference?

>> well, the revenues are definitely based on historic. the expenditures not necessarily. we are in a better position than most departments that we have the revenues to do what we need to do with them. a lot of times following prior years would limit us for doing something new. for instance where we need to increase we have increased it. at the same time we have to balance with the fact we have to look at the prior spending because that is what the mayor's office is going to look at and the board of supervisors is going to look at. if we say we want more money in training to half a million dollars. i can guarantee if we put a half-million dollars into training when we only spend $200,000. that would be cut even if we wanted to. not because we don't have enough

money because we do. it is because when others are reviewing the budget they look at the historical. for us we balance that with looking at other things. for instance, we probably will have to explain why we are increasing $1 million to the hosting and that will be a good professional services or current expenses. we will have to explain why we are increasing advertising. we feel we have a legitimate and reason for that we will show that. we have to balance with the funding we have to balance with looking at what we have done in the past because others will do that and we have to justify it. we increase what we need to increase. >> i keep getting back to this from the point of view of big organizations change is hard. if you are implementing acella you have to anticipate a lot of

work, a lot of investment to make to be sure that our whole staff is fully embracing it, fully trained on ate, really comfortable with it, and enthusiastically prepared to use it to its maximum effectiveness. same will come up when we have our whole new facility. that brings up not just buying new furniture and equipment. it is getting everybody really on board with it so that not only we make it without any glitches, which is sort of a baseline, but we really are maximizing the potential of the new facility to be part of the whole vision we have of how are we more efficient, how are we more customer friendly, how are we serving people better? all of the thing that the new things can do so since we have

been in this favorable surplus position, you know, i just am looking for ways to anticipate where some foreseeable wise investments for ensuring that these big change agents are most effectively done and done to really maximize the vision that we have for the department of better service, efficiency, all of the things we believe in an long with the core mission of public safety and, you know, effectively performing our core function. getting ahead of things and, you know, especially when we are in surplus position so the

justification is there, almost preparing people for it. it is something i would love to see us doing so that when we do make the presentation it is not that seems like too big a number, you know, let's cut it back and see if we can make it work with this smaller number because the city budget overall is tough this year. the more we do of set asides or preparing people two years, three years, four years in advance that these are critical investments that we believe are important to our long-term success and reaching our true mission and goals are things that i would love to see the call outs and preparing it. >> just two things because you

talked about the building and believes acella. for both big projects there is ocm associated with that. you may not see it in our budget but there is change of management and the city has a separate consultant working with all departments to make sure that happens. i am sure you are aware with acella the department heads change management. lilly is out and henry have been working on that. it may not be called out in the budget. particularly, with acella because it is going on for a long time and because we had funding in the budget and the project, annually we don't have to keep adding money because we have had a project set aside years ago. i do agree that we have to make sure people are involved and ready for the changes. we are working on that on the

acella side and the city is working on that on the building side. . >> thank you very much. >> thank you for the presentation. i don't know if you have the answer. if we go to services of other departments, city legal services, and i notice that number hasn't changed very much over the years. my question sometimes we see situations where the department is not involved with the decision that the city attorney might make in regard to proceeding against some building permits or whatever. it might have gone through our litigation or niv processor whatever. the city attorney would take it upon themselves to take action. it is a department's kind of just based on what it finds or

the fines leveed to that. does the department -- do we build for those times? is that something we are involved in? >> yes, we are billed. you are correct the budget for the city attorney has not changed. expenditures changed. last year we moved money at the end of the year because of a huge case. the one thing in the budget a lot of times that is not necessarily driven by the department would be those work orders. i expect those to change. we have not -- if you look at your powerpoint presentation compared to what you received on january 31, you will see the numbers going up. we are just starting to get information about the work orders from other departments. you are correct, there are cases. there could be other cases city

wide if it is part of the building permit. then we are charged to are that, too. >> it talks to your bottom line, you know. if a huge case is tone upon where we are not involved in the decision making. at what point do you know the fees and what that comes to? how do you accept the bill and it is automatically put in? >> we accept the bill. i may not know specifically about it until i see the bill. look at this bill. they are working with code enforcement and other this is the departments. what happens is that we just have to make it happen and pay for the bill. in the case of this, this case i am riverring to that we really over spent our budget by a huge amount, a case was won with that. we should be getting some of

those costs back. >> i get that part. the open checkbook policy that i am trying to figure out. would that be necessarily, for example, if other departments would have that same policy? would dpd or planning have the same issue? >> we don't really have. planning takes money to us. we collect fees. for planning, but there are city-wide work orders that will happen on the department of technology. we will not know what the time number will be until it is placed in the budget, but we have made a request that before you go over expenditures please let us know. dbi has money but it needs to be

appropriated. we need to know about it ahead of time. >> somebody with quite a few legal fees, it is hard sometimes to know. what part of that investigation is ours? what part of the investigation could belong to another department? how do you -- it is just dbi bill? >> it is basically a dbi bill. we would not know what part of the investigation if it was the madison case and it just said someone did 500 hours on that and is given to dbi. the assumption that is for dbi. sometimes the bill can be as specific as saying providing they talked to an inspector but sometimes just about a case that is associated with dbi, that is given to the bill and that is what is paid. >> okay.

>> commissioner walker, please. >> i would imagine we could get a better like a percentage break down. it is usually based on time spent on the building code violation versus planning code violations, and again when we settle and when we get a settlement, it does get des dispersed. it would be good to find out if it is the same as what we get billed. if the billing project the same percentage as the win so to speak. it is a good question. i like that we are engaged like this in code enforcement because ultimately this is what sets the tone for our building. i personally am ready to do

that. >> in spirit of commissioner walker's point i get that they can do this enforcement when it comes to our code. i feel as a commission and litigation committee we do a good job making sure that we litigate these, and i wonder how come we can't be part of that even thoughts it is made outside the department. we should have some say in if you should proceed based that we will be billed and we don't understand what that billing is. we probably will get reimbursed. i am looking down. i don't know if that is the way. >> i think there was a recent change that allowed the city attorney to act even if we don't on issues that affect our code. normally we are involved with the task force or litigation

committee or department referral directly so people know. now even if we don't, i think what motivated this is some conditions in housing that were just let go for too long. finally they wanted to just act on it. it would be good to know what is coming so we can make sure we are budgeted for it. >> to the city attorney's office and the success liabilities is great. it is not a criticism. if we stick with the budgets and so on we have someone to stand in, but just a conversation. that is all. >> well related to that, we have had many hearings recently where things have been brought up that have been brought to our

attention that we have accepted some past ways of doing things have not always been as aggressive as they could be, and that as commissioner walker was saying, we are almost in a catch up phase of this has gone on for a while, and we need to take a much more aggressive stance. in anticipation of places where, you know, wise investment can be made, it is almost anticipating that this commission is definitely interested in being very proactive and using the full powers of the city attorney wherever appropriate to rectify

situations that don't always measure up to the best standards, and if we have been budgeting historically and conservatively, it feels to me as somebody only on commission a little over a year that there is a very strong desire throughout the commission to be sure we are facing all of these things head on and dealing with them very pro actively, very aggressively and using the tools, prime among them being the city attorney to be sure we get to the root of the problem and have a very effective solution. i appreciate the comments that

we have it budgeted sort of on straight line, and, you know, my gut feeling is that it may be wise to anticipate that we may look to using their services more aggressively in the coming years. >> for a point of clarification when i say budgeting on a straight line that is what take city attorney has in there. the work orders are particularly for the city attorney we wouldn't know what to budget. the request is what should we budget and it hasn't changed yet. last year when we went over such a large amount. i did send out e-mails saying we are scrambling to find more money now, should i increase it for the next year. it wasn't increased.

we have to come on an agreement on it. that is the number the city attorney has there. once again, that number may change, like all of the other numbers may change. a lot of times the work order for the last things. what may happen when i come back in june to tell you what the mayor submitted you may see something different. the mayor's office gets to balancing work orders and looking at departments such as the city attorney and dt that are pretty much funded through other departments of doing a balancing there. >> okay. i accept that. certainly as we go forward things will change. this is the first hearing. we have a series of them. that makes perfect sense. it is my feeling and observation that this very well could be a

reasonable area to put under scrutiny for possible additional funding and i appreciate your openness to pursuing that. >> i can follow up with departments to make sure we are looking like we over spent last year. are you planning? some departments i have done that already. for real estate, for instance, the base budget is there. i did reach out saying is rent going up at the parking lot? they have said they haven't gotten to that yet. they won't get to it until later. >> i just wanted to make two comments for clarification for the commissions and for deputy director madison. two things to remember when looking at this budget in june, which is as enterprise department in particular not dependent on the general fund we

can do budget revisions and shift around expenses if we see a trend. second of all, at least in my time on the commission i do not think we have chosen not to be proactive because we were concerned about paying for city attorney fees. for the record i don't think it was your intent. it could be interpreted that we haven't been aggressive with code enforcement because we were concerned with over budget with the work order to the city attorney. i am sure the commission has never thought of how much you pay the city attorney is why we would not take action against someone who is aggressive. we are an enterprise department with a heav a rainy day fund. we have flexibility to do what needs done and i felt compelled to say that. >> i see no more. deputy director thanks is it. >> do we vote?

>> no, we don't. the second meeting. there has to be two hearings but one vote. >> it says the next meeting is the seventh. >> it is on the 14th. >> this is wrong? >> yes. attachment c. >> the budget schedule says february 14th. >> it is on february 14th. everyone will be sent an invitation. >> thank you. >> thank you. >> okay. our next special meeting is going to be on february 14th at 9:00 a.m. in room 408. i will send a reminder to everyone as well. is there any public comment? no. all commissioners available on the 14th?

>> yes. >> okay. our next item is item three adjournment motion to adjourn? second? are all commissioners in favor? any opposed? we are now adjourned. it is 1:47 p.m.

>> (clapping.) >> in san francisco the medical examiner performs the function of investigating medical and legal that occurs with the city and county of san francisco from a variety of circumstances in san francisco there is approximately 5 thousand deaths annually i'm christopher director for the chief mr. chairman the chief my best testimony a at the hall of justice on 870 drooint street that is dramatically updated and not sufficient for the medical chairman facility i've charles program manager public works should a earthquake of a major

are proportion occurs we'll not continue to perform the services or otherwise inhabit the building before the earthquake. >> we're in a facility that was designs for a department that functions and in the mid 60s and friends scientific has significantly changed we've had significant problems with storage capacity for evidence items of property and also personal protective if you're doing a job on a daily basis current little storage for prirjs are frirnlsz we're in an aging facility the total project cost forever ever commercial is $65 million the funding was brought by a vote of go bond approved by the voters and the

locations is in the neighborhood the awarded contract in 2013 and the i'm the executive director we broke ground in november 2015 and that started with the demolition of existing facility we moved into the foundation and january so pile foundation and then with second construction of the new facility. >> one of the ways that we keep our project on time on budget and we're having quality to have regular meeting and the variety of meetings with construction process meeting as well as cost of control meeting and i'm a project manager for public works the office of chief commercial we want walk the project site when we sign up and also with a contractor insinuates for a change over we

need to verify what or what was instead of. >> the building is 42 feet tall so it is two stories and 46 thousand square feet roughly we're that's a great question to be on time and budget have the roof complete a the exterior moving with the site work. >> and as you can see we've got a lot of the interior finishes installed. >> in an effort of an differentiate the facility that designed to work for 72 hours. >> not taking into account there was a lot of structural updates made into this building not seen in other construction throughout san francisco or other barriers we have friday morning examiners from 8 to one public comment monday to friday because of air circulation we literally have to shut the doors and so the autopsy is done without staffing being able to

come and go or exit the space and literally lock down the autopsy in the new facility we have bio build one door opens and closed behind you you can gown up and go through a second seizures of doors that has its own independent air supply and now in the exterior opt space having that middle space have greater flexibility of staff as they move in and out of the area. >> in the current facility investigative unit has small tiny, tiny place in the area of the new facility is almost doubled in all divisions from the current facility and the new facility. >> the planning we have here gives them the opportunity to

have the pool needs to complete theirs jobs in a much more streamlined fashion. >> we're looking forward to have secured parking to minimize the egress of you know visiting and the members of the public but really to minimize the investigators remaining remains from our advancing and so the facility. >> we have a new visitors area we're building that is a little bit more friendly to families. >> one thing you may notice in the room no windows there is no natural light not good for most autopsy but in the new facility at new hall we made that an objective they want to insure we were able to look up in the middle of exam

and see the sky and see natural lights. >> that's one of the things the architect did to draw in as much light as possible. >> we have staff here onsite we insure the design of the new design enables the investigators and other investigators skiefksz to consider to house on site this meant we needed to design and plan for locker room facilities and shower rooms the ability to sleep. >> third of the construction going into the building has been by contributions of small businesses. >> part of the project is also inclusive to the sidewalk have all new sidewalks and new curve cuts and landscaping around the building we'll have a syrup in front of the building and rain guardian. >> the medical examiner's

office has been a several if in their contributions of the understanding the exception and needs. >> it's a building that the chief medical examiner has been looking forward to quite a few of the. >> it is extremely valuable contribution to the, neighborhood address san francisco as a whole. >> the building will allow is to have greater very much and serve the city and county of san francisco and the neighboring . >> hi i'm brandon the mist at sfpuc my role to support the employees between our yosemite location to san francisco and the typical things we deal with are puc

recommended and network relate an telecom i like my role it varies day to day it is a unique challenge from providing in that user conclusions i solutions on their computer or a the president on a task they're trying to complete the training is very important there are many things to stay up to date my manager has helped me making sure any skills are up to date with the skilled in my field it is about right time of day and about you know the percentage of resagsz for water and power are posh to the citizens of san francisco and keeping those systems up and running for this is one of the challenge to progress within the organization and commit count i commit to the local government is where i want

i'm derek, i'm hyungry, and ready to eat. these vendors offer a variety of the streets near you. these mobile restaurants are serving up original, creative and unusual combinations. you can grab something simple like a grilled cheese sandwich or something unique like curry. we areher here in the average eight -- upper haight.

you will be competing in the quick buy food challenge. an appetizer and if you are the winner you will get the title of the quitck bite "chompion." i am here with matt cohen, from off the grid. >> we assembled trucks and put them into a really unique heurban settings. >> what inspired you to start off the grid? >> i was helping people lodge mobile food trucks. the work asking for what can we get -- part together? we started our first location and then from there we expanded

locations. >> why do think food trucks have grown? >> i have gotten popular because the high cost of starting a brick and mortar or strong, the rise of social media, trucks can be easily located, and food trucks to offer a unique outdoor experience that is not easily replaced by any of their setting any worlwhere else in san franc. san francisco eaters are interested in cuisine. there adventuress. the fact theyuse grea use great ingredients and make gourmet food makes unpopular. >> i have been dying to have

these. >> i have had that roach coach experience. it is great they're making food they can trust. >> have you decided? >> we are in the thick of the competition? >> my game was thrown off because they pulled out of my first appetizer choice. >> how we going to crush clear? >> it will be easy. probably everyone has tried, something bacon tell us delicious. >> -- people tell us is delicious. >> hopefully you think the same thing. >> hopefully i am going to win. we're in the financial district. there is a food truck right

there. every day changes. it is easy and fun to go down. these are going to be really good. >> how are you going to dominate? >> i think he does not know what he is doing. >> i was thinking of doing [unintelligible] we are underrepresented. >> i was singing of starting an irish pub. that was my idea. >> one our biggest is the corned beef and cabbage. we are asking people what they're thinking in getting some feedback. >> for a lot of people i am sure this combination looks very wrong. it might not sound right on paper but when you taste it to or have it in your mouth, it is a variety. this is one of the best ways in

creating community. people gather around and talk about it and get to know different cultures. that brings people together and i hope more off the grid style and people can mingle and interact and remove all our differences and work on our similarities. this creates opportunity. >> the time has come and i am very hungry. what have you got? >> i got this from on the go, a sandwich, and a caramel cupcake. i went with home cooking. what de think? >> i will have another bite. >> sounds good.

>> that was fantastic. let's start with you. >> i had the fried mac and cheese, and twinkies. i wanted to get something kind of classic with a twist on it. >> it was crispy. >> i will admit. >> want to try fieried mac and cheese? >> was that the best twinkie? >> would you say you had the winning male? >> definitely. >> no. >> you are the "chompion."

clair has won. you are the first "chompion." >> they know it iwas me because i got a free meal. and check a map on -- check them out on facebook. take a peek at the stuff we have cut. to get our -- check out our blog. i will have rivoli.

>> clerk: welcome to the february 7, 2018 of the meeting of the san francisco board of appeals. the presiding president this evening is frank fung. he is joined by commissioner swig and commissioner -- barry contreras sitting at the controls, he is the administrative assistant. i am cindy gold, the board's