>> owner of 35 353 kearney stre. representing 354 and 11th street avenue who will answer questions if the community members have any. >> good morning, supervisors, shannon first thing so fergussog department staff. the mills act legislation authorizes local governments to enter into 10-year rolling contracts with private owners of qualified historic properties. this agreement provides property tax reductions to owners of those historic properties who

can allocate the savings towards an appropriate maintenance and restoration plan. it's the only local plan that creates a financial incentive for proper maintenance of our city's architec architect actuak and they cause much greater damage and costly damage to their buildings. every local landmark building and the california register is eligible to apply for the mills act. the department holds 31 mills act contracts with the largest number in dubos park historic district. buildings include single-family houses, large scale commercial buildings. during the 2017 mills act cycle, the government aud and oversight committee had several comments and concerns regarding the program including more property owners should be able to take advantage of the mills act, it

not be completed and scopes of work should be approved before forwarded to the board of exercises. it should be executed when there's a preservation need and terminated when there's not a need. the recently approved three contracts to a 10-year term with another contract proposed for non renewal. in response to the g.i.o.'s person and staff developed several modifications to the mills act program for the 2019 cycle. the h.p.c. discussed these proposed modifications at hearings in may and october and agreed with staff's recommendations. those recommendations include they must be considered with properties outside standing violations are not eligible to apply.

minimum scopes of works would be required. also scopes of work must be completed during the first 10 years of the contract and scopes of work may not be completed before the application is made but only in that calender year. it must be filed and approved during the mills act process. many of these policy changes can be made at the staff level and beginning with the 2019 cycle. back to our 2018 mills act contract. the first contract is for 2253 webster street. a two-storey single-family dwelling. the applicant has already completed some rehabilitation work in 2017 with an estimated cost of over $75,000. the proposed rehabilitation plan includes flashing replacement, roof repair, additional dry rot repair and new handrail. rehabilitation work is estimated to cost over $87,000 over 10

years. the proposed maintenance plan includes annual inspection of the wood siding, the maintenance work is estimated to cost about $3500 annually. the next contract is for 353 kearney street. it's a five-storey brick masonry commercial building. it's currently valued by the assessors office at $3 million. a historic structure report was showing the granting would assess the preservation of this property. the proposed rehabilitation is roof replacement, elevator and penthouse repair, brick repair and repointing at the facade and repair and replace of wood windows. rehabilitation work is estimated to cost over $1 million over 10 years. the proposed maintenance plan includes annual inspection of the roof and elevator penthouse basement wood windows and the

facade. maintenance work is estimated to cost over $23,000 annually. the next contract is for 465-467 oak street. it's designed in the italian style. the applicant completed some rehabilitation to the building in 2017 including window repair and extra painting as well as brick repair with an estimated cost of over $6,000. including seismic upgrade, roof replacement and exterior painting. that work is estimated to cost over $300,000. over 10 years and annual inspection of the roof that are windows and doors and siding. maintenance work is estimated to cost about $2,000 annually. the next contract is 587 wallard

street, it's a two-storey wood-frame single-family dwelling designed in the queen anne style. the proposed rehabilitation plan is seismic and foundation work, roof replacement, facade restoration, window restoration. rehabilitation work will cost $337,000 over 10 years. the proposed minute tinnance plan is gutters, windows, front steps and roof. any needed repairs will cost approximately $1300 annually. the next contract is for 354-356 carlos street. it's defined in the italian style. the french facade had stucco cladding and steps and final windows in an unknown date. the applicant completed rehabilitation work to the property in 2016 including front facade restoration, windows

replacement, exterior painting and front stair replacement as well as the foundation work. with an estimated cost of $317,000. the proposed rehabilitation plan includes roof replacement, estimated to cost $50,000 over 10 years. the proposed maintenance plan is the building elements and that is estimated to cost about $1600 annually. the last property is 811 tree avenue. the property has the italian eight main residents and it was designed by local master architect henry gelcrist. it's a rated room, workshop and garage. the main residents are contributing feature and the workshop and garage not non contributing features. siding repair, trim repair, painting, door repair and roof replacement. that work is estimated to cost

over $67,000 over 10 years. the proposed maintenance plan will cost about $2100 annually. so planning department preservation staff work with the property owners to create their individual rehabilitation and maintenance plans and they're pro pro at for each property and meet the secretary eye tin ary of standards. it will avoid a lot terring any character-defining features. the assessor recorders office has prepared draft evaluations for each property which out lines the potential property tax savings. the historic preservation recommended all six mills act contracts at their october 3rd hearing. supervisors mills act contract in their district and the planning direct has the mill contract. planning staff and some of the property owners are available to answer your questions and

michael from the assessor recorder's office is here to speak on the property tax valuations. thank you. >> thank you so much, ms. fergusson. >> good morning supervisors. michael from the assessors' office. the summary sheet provided to you shows the estimated tax savings for the six properties you are hearing about today. when properties are under a contract the assessors are required to value a property by three different methods. we look at the first comparison is the factor base share value which is considered the original purchase price plus inflation factor added each year. the second comparison is the restricted value by the income approach. and this value estimate is the income the property could generate if rented and also using the prescribed cap rate from the board of equalization.

the third method we look at is the market value and this is the value estimate by sales of similar properties in the neighborhood. when we come up with the three value tests, wen roll what is called the lower of the three comparisons which is the taxable value. so you see in the summary sheet we've provided, if you look at the column g, that is the factor base your value for each of the properties. and column eye is the market value and the lower of these the difference between column jay and the factor base value which is currently on the row is the reduction and assessed value which is column k. multiplying that by the current tax rate gives you a tax savings for each of the alcohol um and

so the values are effective for 2019 for these properties approved and annually they will review these under a mills act determine the tax value for each year. i would be happy to answer any questions regarding the tax savings. >> this may have come up in the earlier presentation. while the five, the first five properties are somewhat consistent in their reduction, at least with previous reduction that's we've seen at the government and audit and oversight mid' th, the final pry has the smallest reduction so could you explain that. i know it's a larger building. >> the property is not subject to the mills act property. the front portion of the property, the front building is under the contract and the second one is not so that would be valued at market rates.

that's why it's the over value of the reduction. 811 is on the going from renovations so when we pick up any renovation costs, that would affect the future taxes along for greater reduction. >> thank you so much for answering that question. at this time, i do also just want to note that amy is here and so if you wanted to come up and say a few words.

aspects of these buildings which contributes to the cultural district 9 and we're very appreciative of the work of planning staff and shannon first thing sofergusson for processine applications. >> to clarify, it's the final two properties. >> 354-356 san carlos and 811 street in the mission district. >> great. thank you very much. supervisor brown. >> yes, thank you chair kim. i just want to add my support to the 465 and 467 oak street property that's in my district. i just feel like this property is a really great example of why the mills act was created in the first place. the home is a historic flat front house that was built in 1865 and it's listed on the california register of historic

resources. i feel like it's a really important property in d5 and i want to make sure that we have this avenue for them to be able to restore it. i know they have committed to invest $350,000 to rehabilitate their homes. and so, i definitely appreciate them. the historic preservation and planning working really closely with them to make sure that they get it right. that they have the avenue to do this. i just want to thank the historic preservation and planning for working with our residents to do this and make sure it is something they can achieve. thank you. >> thank you so much and i don't see any questions for in of the properties today so at this time we will open up for public comment on these items. if you like to speak at public comment, please do lineup.

seeing no public, public comment will be closed. i do want to thank the historic preservation division for coming in today and for presenting. there's no outstanding cases or complaints. i do appreciate this moving very smoothly and also appreciate our reporter for their work in helping to explain what the impact of us approving this would be for these property owners and also to our over all revenue generation for this city. so, i think at this time we can take a motion to move these items forward with recommendations without objection. thank you all for being here. can you please call items 7-10 together. >> >> clerk: agenda 7 resolution receiving and approvalling an an all report for the benefit district for fiscal year

2016-2017. agenda item number 8 is a resolution receiving a report for the central market community benefit district for the 2016 calender year. agenda item 9 resolution receiving anna proving a report for the north of market/tenderloin benefit for 2016-2017. number 10 resolution receiving and approving a report for the lower polk for 2016-2017. >> thank you so much mr. clerk. and i see mr. corgis is here to present on these items. these are the annual reports for the district that i represent and i also want to acknowledge our great executive directors who are all here today. tracy with central market and civic center and simon bertrand for north of market and tenderloin and kristen martin from the lower market benefit

who will offer remarks on their annual report. i want to congratulate all the c.b.d.s and it's been a pleasure to work with each of you. >> thank you chair different gookim, goodmorning supervisors. if the interest of facilitating each c.b.d.'s discussion we'd like to do the presentation on civic center and allow the executive director to present on civic center. is is that ok? >> yes, we'll do each of the community benefits separately and helen will present on the last two and we'll open up for general public comment on all of these items together. >> thank you. >> so we're here today with the fiscal year 2016-'17 annual report for the civic center community benefit district. the civic center community benefit direct is in district 6. also, etches in a little bit into district 5. it is a property based assessment district with a initial assessment budget of

$691,000. it was established in 2011 and will expire in june 30th of 2021. the c.b.d. is tracy everwine. they have a safety program, cleaning program, beautification and activation of public spaces. the bench marks oewd reviews are benchmark one, whether the budget amounts was within 10 percentage points from the management plan. whether one percent of the c.b.d.'s actuals came from assessment revenues, benchmark 3, mr. th whether it was within0 percentage points of the actuals and benchmark for whether the c.b.d. is indicating the amount of funds carried over from the current fiscal year and designating how that money will be spent in the upcoming fiscal year. for benchmark one, civic center c.b.d. did meet this requirement and they have met this requirement as well.

for benchmark two, 3.6 percent of the c.b.d. revenue came from non assessment sources so it did meet this requirement and has historic low met it. for benchmark three, all variance points were within the allotment and they have historically met this as well. for benchmark four, they did indicate that their carry forward amount and how that money would be spent in fiscal year '17-'18. the distribution calender for the city and county of san francisco requires c.b.d.s to budget so that assessment dollars from the previous fiscal year covers the lag in distributions that don't occur until the end of december and early january. everyone on the fiscal year does always have a carry forward. findings and conclusions, they have performed well in the service plan for the district. they have met all their requirements set fourth in the

management plan. since bringing on tracy as the executive director the c.b.d. has increased the capacity to partner with public-private and non private stakeholders the civic center commons and they maintain an active board of directors engage on day-to-day c.b.d. operations. if there's no questions for staff, i would like to invite mr. everwine up. >> good morning. tracy everline for c.b.d. and i have a few slides to augment staff's report. again, this is a map of our district. currently at 294 parcels in 2016 with a budget of $750,000. supervisor brown, the parcels on that map to the left up to gof street, which are not in our end are the parcels that can be

added to our district in 2020. our focus is on cleaning, minute tinnance anmaintenance and publ. for the past three years, we have not building dealing with little bits of trash and what graffiti throughout our districts. it's been insurmountable amounts. those are the types of issues our staff are remedying. we're not dealing with a little bit of graffiti, we're dealing with excessive tagging. this happened in two days. extensive graffiti removal happens daily with pressure washing. just a reminder, we're taking tair rada ocare of private prope want things to be cleaned up asap before they escalate. lots of needle collections.

the good news is, this year, our needle collection in civic center has dropped from 1,000 syringes a month to 500 a month. that's fantastic. >> could you repeat that? >> we were averaging -- our staff, just our cleaners were collecting an average of 1,000 syringes off the sidewalks per month. we're now down to 500. >> picking up 500? which means that people are leaving less syringes on the street? >> well, we actually think it's a couple of things. unfortunately it's not less usage. it's support from other city agencies, other non profits and we've put -- like the public library has put out big collection bins so we think there are folks disposing of syringes on their own. there's a lot of things that have come into play to help there. other agencies are helping to pick up syringes as well as

users putting up the minutes. >> they have beefed up their retiefal services. we have downtown streets helping. hunters point family helps. just a lot more resources. >> public safety, our crews are making sure that everybody out there is getting the help they need. whether it's directions or way of finding or medical treatment or the help of a local service provider. it's been the crux of their work. we've done a lot of work in the past year activating commons. as you can see in these slides.

back in 2016, we were focused on lunch-time concerts and our holiday concerts. we'll release the schedules soon. the concerts will be along the van ness corridor. we continue to lead the civic center plaza tree-lighting event and just a little plug for this year, it's wednesday, december 5th and the dancing christmas trees are confirmed f i'll leave you with our dispatch information for the office. thank you. >> thank you so much. and actually when you do your central markets presentation, i may ask you about both c.b.d.s together. >> sounds good. >> thank you. >> i'm so sorry. supervisor brown has a question. >> yes. >> so, i know when you talk about safety and having all the services go out for the homeless individuals, one of the things that i've been noticing and the neighborhood and hayes valley is

because of the, you know, the comments in that area has been cleaned up a lot and i love it. it's beautiful. what is happening in hayes valley is they feel that the homeless are being pushed over. they're experiencing the problems that come with having a large homeless population being pushed into their neighborhoods that they've never experienced before. i feel that it when we had these c.b.d.s and especially in an area like this where there is a lot of homeless people, that yes, you can drop in services and the hot team and whomever else, but a lot of people, if there's not a bed available or something is not available for them they're just pushed out i really would like the c.b.d.s to go out to those adjacent

neighborhoods and talking to them. i've been in so many public safety meetings where all we're doing is trying to enforce and push the homeless and you know, hopefully we'll have more alternatives and and things we can do after prop c. if we're going to have this type of c.b.d. and that push, we have to think about the area experiencing the problems now and they don't have the crew on the ground doing all that work with needles and trash and feces and dealing with people. i would love to see them and talk to them about how they can work together. >> it's a really good point. we're hearing the same concerns about the tenderloin and south of market but there are c.b.d.s there and so when the property owners know who to call

and we can deploy solutions such as, you know, barricades or more 10bs or whatever the property owner may need to do. there's no c.b.d. in hayes valley. i would be more than happy to reach out to which group you suggest to give them assistance. >> i appreciate that. >> thank you. >> thank you. >> >> good morning, supervisors, chris, senior program manager, community benefit districts. we're here for the fiscal year 2016-'17 calender year central market. central market is a unique c.b.d. that decided to operate on a calender year. as you know, community benefit districts are governed by two sets of laws, the 1994 act on the state level and our local

law from the business and tax regulations code. our ro review is the 2016 and od staff has annual properties and cpa financial reviews. we provide the board of supervisors with a summary memo. the central market community benefit district is a property-based c.b.d. with an annual assessment budget of $1.2 million. it was renewed in 2013 and is set to expire on june 30th, 2028. the executive director of the c.b.d. is tracy everwine. the service areas are public safety, cleaning and maintenance, management and economic development. once again, we review four bench marks for all c.b.d.s. they're the same except for benchmark 2 which has different general benefit components. for central market, the general benefit is 3 and 6800 percent of the actual budget. for their first benchmark,

central market c.b.d. has met this benchmark comparing the management plan to the annual budget. they have consistently met this benchmark. for benchmark 2, in calender year 2016, central market c c.b. did meet this benchmark and they have historically met this benchmark. in 2016, they did meet the variance requirements comparing the annual budget to the annual actuals. one time they did not meet this was in calender year 2013 and everything has been ok since then and com compliant. they did indicate their carry forward amount and how it would be spent in the upcoming fiscal year. in conclusion, central market c.b.d. has performed well in implementing the plan for the district. they did a commend able job of raising non assessment revenue. they continue to partner well with community organizations and

city agencies to fulfill the management plan and they maintain an active board of directors and robust subcommittees. are there any questions for staff in i'm happy to take them now. if not, ms. everwine. >> hello, again. tracy everwine. there's a map of our district. 800 parcels back in 2016. we're now over 1,000 due to all the development. that's a new condominium and apartments. we had a $1.3 million budget. core services again are cleaning and maintenance and public safety and economic development. our services are seven days a week, 7:00 a.m. to 7:00 p.m. really strong focus on cleaning and maintenance. obviously just a couple of our stats here. for central markets, our syringe

numbers in 2016, we were collecting 462 a month for 5,000 a year. just to let you know, in 2017, that number shot up to 28,000 needles per year. in 2018, we're just a little bit above that collecting about 3,000 syringes per month. that number has dropped as well in the central market, which is really good. in terms of public safety, we're doing a lot of directions and referrals. providing a lot of merchant support, resident support and social service outreach. i just wanted to point outnumber of growing embassador programs in the downtown area. we are embassadors working

alongside mayors cap programs, civic center c.b.d., the safe passage folks in the tenderloin and saint anthony's has an embassador program in the tenderloin. i want to give a shout out to these great groups doing difficult work. central market continues to expand its security camera program assisting law enforcement. our co responder teams continue to be tremendously successful. fingers crossed we have current interest from a private sector entity to deploy three more co responder safety teams in the mid market area. >> just to clarify, is part of the security camera program the budgetary allocations that this board has given ever year to the c.b.d.? >> yes, it does. >> and could you talk a little bit about what the outcome of those dollars are? >> yes. in fact, co-worker just

forwarded an article yesterday on suspected murderer that was arrested, apprehended in stockton but committed a violent crime on sixth street and it was the c.b.d.s excellent nighttime video surveillance footage that enabled the police to identify victims suspect and make an apprehension. >> i know our office has set aside dollars for a more quote-unquote allocation ever year, the last two years to the security camera program so i'm curious how many cameras have been installed and what the results of that have been? >> so we've added at least six more camera views with those resources and not just on the sixth street corridor, we have cameras and we're working on a

dense program that allows us to capture the path of travel as things occur. so we can tell the story of how something originated and what happened in the end. >> i know it's not just having the cameras but it's having high-quality cameras as well. >> absolutely. there are a lot of cameras out there but more often than not, the quality is not sufficient for -- the identification needed. in the justice system. so, law enforcement and the district attorney office are very, very pleased with our program as well as tenderloin's program and union square's program. >> thank you. >> we did the first safety summit in 2016. this was focused on personal safety. we have about 300 people together at strand theater. we did it again last year.

again 300 people also at the strand theater last year's theme was actually an active shooter training coupled with an education from s.f. general on their stop the bleed campaign. for economic development, we continue to help attract and stabilize primarily small businesses through out the district. we work really hard to make sure our construction and development sites look better and actually are cleaner and safer during construction times or the waiting period until construction starts. and we continue to tout the district's existing resources and amenities. we're doing the seventh annual sixth street art walk in the spring of 2019. supervisor kim, we hope you will still make it out for that event when the date is published.

some new businesses that have brought jobs, and more sidewalk stewards to our district. this is back in 2016. and we work. thank you, very much. >> thank you, so much. first of all, i did, as the civic center comment event on sunday which was great. >> oh great. >> i'm a huge fan. it's one of my favorite events in the district ever year. my question is now, leading both the civic center and central market c.b.d. and it's great there's a lot more alignment there. what you have been seeing over the last two years on the ground and in what you think that we can be doing to both from the community benefit district and the city's perspective to improve through cleanliness and also safety in this area. what the workers are saying. by the way, i mean, i've just, the workers at the market c.b.d.

are tremendous. >> the work done by staff at all of the downtown c.b.d. is the hardest work there is and it's never ending. it often feels very thank less to them. we've had surprising liloly low turnover. our staff are so caring. i think -- that's a big question. we just need more support. i think the c.b.d.s are just so well poised to make a difference, you know, just with individuals living on the street as an example. we are seeing them everyday. we have small staff and we're patrolling a small area. we have strong relationships with folks. especially for the folks that are service resistant that continuity of contact with

somebody that is not your social worker who probably has a huge caseload or the family members that you don't have. our employees, whether you are a cleaner or social service trained embassador, we are that friend, we are that family. we're most likely going to be there when you are ready to accept services. we can always use more cleaning. public works is stretched thin city wide but especially downtown. we get a lot of help from the police department and central market and civic centers when we have large debris that public works can't respond to immediately. p.d. comes in with a truck and helps our staff get it out of there. >> what is part of the needles and trash on the streets? the numbers are point in time. they haven't gone up

tremendously although we visually see it in the direct. what is leading to the actual tonnage of trash ask needles? >> we have foot traffic from what housing has been built from businesses attracting more shoppers to the district. we have more people out on the street because of the housing shortage, because of certain buildings catering to travellers more than low income residents. evei asked someone at police department, do we still have the cheapest drug prices on the west coast? that's what we've been hearing. we were a real draw from other municipalities and states as well because our drug prices ise so low. the officer said now we have the best drugs. that was really scary to me. we're a real destination for

procuring drugs. you know, those are probably bigger d.e.a. questions. how do we get ahead of that? >> i don't mean to single you out in this question and i'll ask the other c.b.d. directors and not just the c.b.d.s that take this on but i'm curious what people are seeing on the streets. the workers are out there everyday that are more intimately familiar with what is changing. it's just so obvious that since 2015-2016, that there has been a visible increase of people on the streets and a increase in trash and needles in the district. i think i've been just compounded by how it happened and it really, you know, came with the economic boom, which is not the natural kind of thinking that an economic boom would bring this.

usually you expect the reverse to happen. it's just been mind boggling and frustrating. >> there's a high number of people using drugs on our streets that are housed. they are very well dressed. they're taking care of but they're coming here to partake in the drug activity. so i have i collection of photos. most people are clearly housed but here to take advantage of the open air drug markets. >> it's important to point out because people are focused on street homelessness as the drug usage but it's clear not just in san francisco but a cross the country, that drug and opioids are ravaging our communities regardlesregardless of income. thank you for your work and leadership and we'll bring up helen moore to present on the last two community benefit

directsdistricts. >> good morning chair and supervisor brown. helen mar with the office of economic workforce development. project specialist working on the c.b.d. team. today we're here for the fiscal year 2016-2017 for the tenderloin community benefit district annual report. the district currently assessing approximately 680 parcels and it is a property-based district. its initial assessment project

was $981,487. it was established in 2005 and is set to expire on june 30th, 2020. their stuff planning but for the year, the fiscal year '16-'17. north of market tenderloin was under the consulting and steve gig son was their executive director. per urban places recommendation they hired an executive director. their service areas are public right-of-way and sidewalk operations. district identity and street scape improvements, as well as management and operations. the benchmarks we reviewed were the same aside from benchmark 2, where they had a different general benefit amount of 5%.

cbc.b.d. met the requirement. they met the requirement for benchmark 2 assessment revenue and other income. they had greatly exceeded their 5% general benefit requirement. for budget versus actuals they met this requirement and has met this requirement. and they had indicated their carry forward and spend-down plan in their annual report. in completing the review of the northern market tenderloin c.b.d. annual report and financials staff made the following findings -- the c.b.d. met all bench marks. the c.b.d. increased cleaning services from five to seven days a week. they also increased staff's capacity which led to improvements in coordination, relationships and efficiency and effectiveness in organization between the c.b.d. and the community stakeholders.

they have continued to successfully market and produce events such as the security camera project, the community banner campaign and four corner fridays. the c.b.d. is well underway with its renewal campaign and has actively been engaging with district stakeholders and property owners. in conclusion, the c.b.d. has increased opportunities for partnering with external community stakeholders and they're well underway for completed an early renewal process and we believe that north of market tenderloin will lin. >> my name is simon bertrand. i'm the executive director of

north of market tenderloin community district. i've been so for five months. here to report on the fy16-17 annual report. repeating some information. the tenderloin was founded in 2005. it covers 30 blocks in the tenderloin between mayson and larkin of farrell and market. the year 16-17 was really a year of capacity-building and adding programs. you've marched it was the under the stewardship of a consulting firm and they focus on building the administrative stability that the c.b.d. needed in order to build its capacity to run its programs. they supported initiatives in strategic planning, worked with the board, substantial fundraising programs, again the new interim leadership provided by steve gibson and the initiation of several new neighborhood improvement projects. the fundraising campaign

produced 561,000 additional dollars, non assessment sources. over 40% of the budget was from non assessment sources and that led us, it allowed us to implement the security camera project which was partially funded in the year before and allowed us to install seven locations in the tenderloin covering multiple areas in the tenderloin. >> could you talk about the source of all of the funding too? where the 42% came from? >> yes, a significant source of the funding was from the silicon valley community foundation via the union square business improvement direct. that was for the security cameras. the office of economic workforce development provided a substantial amount of funding in order to support capacity to building on our programs. t.l. hip through the saint francis foundation and sutter health also were able to provide a significant amount of funding and we'll see that was mostly to support the integration of safe

passage into the community benefit district. the board was expanded from 13 to 15 members. there was an annual repeat that developed a strong vision that guided the community benefit district since and they mapped out a plan to hire 4 key staff, director of communications, director of administration, project manager to work on our special projects, and that safe passage senior program director that would allow us to expand the safe passage program with under the tenderloin c.b.d. this is the framework that the board developed at its annual retreat. a community for all the residents in the tenderloin. including the people living on its streets. you can see just a short version is it's focused on the physical environment. clean, safe, beautification and also building neighborhood pride and looking f