delay by 10%. we did meet that goal. we met it primarily by focusing on our transition points. for example, by putting parking control officers at west portal and being more proactive about how we are prioritizing trains getting out of the subway. we saw an immediate reduction in the amount of time people were spending between -- stuck between stations. embarcadero is another place where we the faster we can turn trains around and get operators in this seat, the less time people are going to spend stuck between montgomery and embarcadero. there's a lot of very small things that work together to create excellent service, and that's what we are focused on. we also, on the breda, we focused on the couplers because

we are experiencing too many breda breakdowns in the subway and on the rail system, were generally, while if you look at it discreetly, it looked like a door issue or compulsion -ish -- propulsion issue, when we dug deeper is we are finding that we had to do with a train line issue. how the two trains were connecting up electronically, so we went through a series of inspections and enhancements to our coupler adjustments as part of the 90 day initiative. and then the last place that we focused on was preventing collisions. here we worked across the agency , in particular with our partners and the safety division to look at several areas. the first thing we looked at was sideswipe his, sideswipe so one of our largest causes of collisions.

we are a congested city, these are big vehicles, and we implemented a host of improvements, including making the back of the bus is more visible to drivers, working with operators so that they were less inclined to have their tail end sticking out into the lane, as well as working on some overall education on pieces. the second area of safety that we worked on related to our operators safety. prior to this 90 day plan, we had protected shields on our buses, which is a plexiglass door that our operators have available to them to prevent things like spinning. so there were other horrible things that our operators face on a daily basis. we had about 85 vehicles he didn't have a backdoor.

that particular design did not include it. we retrofitted those vehicles so we now have 100% of those shields available for operators wish to have that protection. >> i just had a few questions about the preventable provisions it looks like we have been consistently below the goal of 68 preventable collisions, so that is good news. i was just wondering if there was thought about setting a more aggressive goal or a lower goal. >> i think that is absolutely the right direction that we want to go. all of these are intended to be incremental towards an ultimate goal, so we are in the process right now, internally, of looking at this last 90 day plan , what worked, what didn't, a lot of things got completed, not everything got completed. in addition to looking at what

that is, we also want to look at the metrics themselves. >> thank you. as a city we said vision zero was a policy framework because we determined that no net -- no number of preventable casualties was acceptable or should be considered part of a goal. i was just wondering how with 68 preventable collisions set as a goal, and if these collisions are preventable, shouldn't the goal be zero? >> i am very proud of the fact that over the last year, we did have zero fatalities on our light rail system, certainly our goal in looking at any of these metrics is for fatalities and

major collisions to drive as close to zero as we can get them getting to an overall zero four things like sideswipe his and rear ends and some of those other issues, i think is a big challenge and something that we just have to start chipping away with those bite-size pieces. we do know that where we make investments in transit priority that our safety record also improves. on mission street, for example, we went from having two and four collisions oh, week -- collisions a week, now less than five month. until we can really address the environment and the narrow lanes of the challenges we will face in the system, i think it is

more prudent to take an incremental approach, but always driving the major collisions and fatalities 20. >> thank you. >> before i wrap up, i also wanted to talk about some work that we did at the tail end of this 90 day plan, but i think it speaks to the overall need for improved performance, which is related to switchbacks. we do switchbacks whenever we have an incident where we have several trains, all bunched together, and then no trains in another part of the system. as you can see in this graphic, it is a very simple graphic here , and we have all three trains on the bottom portion of the track, and by switching back

the train in the middle, we are able to get much more even and optimal spacing. when we do switchbacks, we do do them to minimize wait times and gaps that we have and in other parts of the systems. we also do them, in some instances, because a portion of the track is blocked. that is something that we are not going to be able to avoid. if there is a breakdown or a non meaning collision, or a passenger incident that is somehow got a train stopped on a track, we have to turn the trains back, and then we cover that remaining piece of the line with buses. we do have control over whether or not we use switchbacks as a tool to reduce wait times. i do believe that if done

correctly with a train close behind and good customer information, they can be a valuable tool. we intend to use them particularly in the middle of the day so that any kind of service disruptions or gaps that came up during the morning don't become worse and worse as the day goes on. we pick the middle of the day for his -- as an opportunity to reset. that being said, we do know that for folks who are on the end of our lines, we feel these switchbacks the most acutely, which is why we are experimenting with as many tools as possible to reduce them. most boldly, we started an initiative on april 6th, which builds on our main equity strategy and concerns we are hearing out of the bayview that essentially stops switchbacks on third street.

we are using other techniques like having a gap train that can be slotted in to fill in some of these gaps as tools, and we are watching closely to make sure that while we do this, the rest of the system benefits and we are not just sending all of our problems to another part of the system. we have been tracking this very closely. we have successfully ended switchbacks. i think we had one nonmechanical switchback which was related to an operator hitting their maximum 12 hour shift, but for the most part, we have been able to achieve this. we have also seen gaps in other lines remained relatively flat, and we haven't seen an increase in overall switchbacks. i think that is, in part because we are watching this issue more broadly, but also because we implemented new schedules at the

beginning of april that recognize that our overall service has slowed down because of congestion and other factors. so having a more realistic schedule to start the day with also can minimize the need for switchbacks. this graph here shows our recent switchback history. the katie that is shown in april is essentially just a k. line. it is this line at embarcadero. there is actually nine points along the k. line that can switchback, but we are making, in some cases, a decision that there is a big gap on ocean avenue. it is a train that is supposed to go all the way to the tee line that comes through, then we will switch it back at embarcadero, but we are head signing it as a k. rather then as 18, so customers don't have

the expectation that it is the k. line. the february and march switchbacks are lower just because we had less service overall, we had no tee line service during those months, and a more typical month would be if you look at the fall versus what we are achieving today. >> i ask a few questions? >> it looks like, just looking at the line, there was quite a variation in the number of switchbacks, pretty high in december and january, actually, prior to february, but then it went down significantly and then it went back up in april. what was the reason for that again? >> there was no tee line service at all in march and april because of the platform construction, sorry, in february and march. >> and then for -- first of all,

i want to commend your commitment to ending switchbacks on the tee line, and i also support the munimobile equity strategy. i understand why the tee line should be prioritized as a historically underserved line, and i also think we should have a conversation about a munimobile efficacy strategy about prioritizing changes that will have the most impact for the most writers. it is my understanding that the judo line has the highest ridership in the system. >> yes. >> in february and march, it also experienced the most switchbacks, and absent of the tee line, it looks like the end line also experienced the most switchbacks of any line in october and november and december, so are you able to

commit to any switchbacks on the line considering, yes, it is the most heavily leaked used line? >> i think i am we are going to learn a lot about the tee line. i would like to understand that before i enter into that type of commitment. because the and judah has the double challenge of being our heaviest ridership line, but also has an incredible amount of it that is mixed traffic, i think that the customer impacts of ending switchbacks is not managed -- if not managed very closely, could be acute. >> can we set a goal for switchback reduction to include in the next 90 day action plan connected to include both a reduction in the number of switchbacks per line and also looking at setting a goal for

the next train arrival time when switchbacks are ordered? >> we would be happy to look at both of those. >> before you keep going, just to reemphasize that point, thank you, that is a line that impacts our district -- district considerably. i know you have given us a lot of information today, but it sounds like to me, correct me if i am wrong, one of the biggest problems with the switchback is that you are adjusting for shortcomings in other parts of the system, so you have to adjust those cars and send them over to areas where there are other shortfalls. it's not just a matter of cars stacking up. >> for example, it is very easy once the trains start to get bunched for them to get very bunch because the front train is

picking up a lot more customers than it was supposed to because it is covering a 15 minute gap in services instead of a ten minute gap in service, and the train behind it actually become much more quicker because they are not picking up very many people because the front train is doing all the work. you could have a situation on the judah where travelling towards the beach, you have two, three, at the very worst case scenario, four trains that are always in a short period of each other. and you have customers waiting to go inbound heading towards downtown that are experiencing extremely long gaps in service because there is no training available, so that is what i'm trying to describe, is not that there are switchbacks on the judah and we are sending the train to the l line, it is really typically contained within a single route. >> i guess what i'm trying to say is if you had enough operation, you had enough cars,

would you be doing switchbacks? >> on the real system, we are delivering almost all of the schedule every day. we are still experiencing these issues because of other factors, delays, congestion, a passenger incident, anything that creates a momentary delay or even a five to ten minute delay can create the situations. for example, this morning, we had an intruder in the subway. once we have an intruder in the subway, we immediately take the train out of automatic and we drive very slowly until we find who is in the subway to bring them up safely but that creates a bunch -- >> i understand, that sounds like more of an emergency. i guess what i'm trying to say is is this a practice that is used in other major hands has rotation systems? >> it is.

>> and on the level that we use it? it seems like we abuse it. i have to say, of travel to new york, boston, other places, i never remember ever experiencing the level of switchbacks that happen here in our system. so i think something else is going on. that is what i'm trying to get to the bottom of. that is why i ask you this specific question that if you had enough car trains and you had enough operators, it sounds like you would probably still do this in limited situations, but it seems like we abuse it in our system here. so the riser -- the writers are the ones left holding back because they can't get to go where they are going. why are the operators then -- if the example that you gave other than emergency was that some of the cars get too full, why aren't they limiting and moving it on in the system quicker to allow for the cars behind -- it seems like it is not as much of

a coordinated system as it should be. that is what i think the frustration it is. you letting people on, and a few stops later, you have to get off and there's no information of when the next car his coming. i understand having to adjust gaps in the system, but it seems like we are overusing this process and then i hear an announcement two weeks ago that you are stopping it on one of the rail lines altogether. how is it that you are able to stop one rail line altogether, what you are not able to do it in another case? that doesn't make sense for the average person because the headline is -- which is great for the bayview hunter's point, but everything you just said does not make sense if you say we can stop it in one area of the system, unless that is not

coordinated in to the entire overall system. how are you able to do that? >> what we have been -- just to answer the first part of your question, well i don't know how often other places are using it, i do know that our real system is unique in that it has a small subway section with a lot of trains, and a surface system that is in traffic and in all the delays. >> a minimized i minimized amount -- >> system maybe new york or boston where everything is in a protective right away, and even our own bart system where things are not competing with pedestrians, bikes, the day-to-day traffic. i think maybe it is not prone to the bunching. that is not to make an excuse because we do want to be using this tool less. switchbacks are a symptom, they are a symptom that the service

is not as predictable and reliable as it needs to be, so part of how we are addressing it on third street as we are really trying to fix problems before they happen, tried to have a gap train which we can use and if we see a big gap forming, it has a slot in a train. we are unique -- learning things on the experience that will apply to other systems, other routes. it is extremely labour-intensive , it is not something that has been easy to even just tread water in terms of how we manage gaps on third street. we are, we are tracking it very closely and we are seeing fluctuations. for example, we are seeing gaps on baseball days, we are reshaping how we deliver the baseball service and sending more of our baseball shuttles to do runs all the way down to the bayview, to acknowledge that

congestion and related delays that are impacting the whole line. >> do you have statistical models that look at where your trains are, where the volume of traffic is, what you just described, are you using statistical modelling, or is it just human observation? >> we have a little bit of both, to answer your question, but we don't have simulation models of the surface routes. >> isn't it a completely computerized system. >> no, it is only under automatic control of the subway, and that is only when -- >> i don't mean computer operation, i mean, is in the entire system monitored with technology to understand where the cars are, how frequently they are getting there, when they arrive, when they depart. >> yes. >> that's what i mean. if you have all of that, you should be able to use

statistical modelling to look at the numbers. it looks like what you just described as we are looking at game day. are you using statistics to do that? i guess i am trying to understand. >> we are. in fact, our most schedule recent enhancements were based on the data you are describing. >> okay. >> i just had a few more questions about the switchbacks, and maybe connecting it to the service goal and interaction, the 90 day action plan. do you feel like -- what is it, 1,0001800 switchbacks per month is an acceptable number from the perspective of switchbacks as a service management tool? specially given you have set a say goal for the line to be enclosure with in closure with zero, and then, also, obviously from a writer perspective, that

is an acceptable number. i was just curious whether you feel like the 1,000 to 1800 number of switchbacks per month is just something that is acceptable from a management perspective. >> what i am focused on is the trajectory. while i would like to see us get lower than 1200, i am also pleased that it is a significant improvement over the 16 talk to 1800 that we were seeing this fall. >> and what about the different metric around switchbacks on which the writer has to wait, after just getting off the train , until the next train comes. do we have any data on that? like for the existing switchback , what the transit has been around that, and do you think it will be good to consider a goal to reduce the wait time for the next train?

>> i think it is an interesting goal. i would want to go back and get with our data folks to make sure it is something that we can easily extract from the data. we do have a policy that we are not going to switchback a train unless there is another training within five minutes, -- unless there is another train in five minutes, and i would like to watch as closely to ensure we are tracking. i have one more slide. do you want me to wrap it up? so we do have this competing need within the transit division and at sfmta. first and foremost, we need to get the service out every day. and we are only as good as our community. we have to keep the lights on.

we also need to make sure that we are working on big, visionary things. we are looking at things like moving forward projects, light -- like light real we forward projects, and we have a three talked of five, and even a 20 year plan. but kind of in between those two day-to-day service and these bigger visionary initiatives, we also need the folks that are managing the transit service to be able to get their arms around these big problems and start to chip away and make incremental progress. we're going to continue to use this plan framework. i anticipate we will probably about three a year. we want to make sure that we have time in between to digest, to really look at the metric and talk to folks like yourself and our board to make sure that we are tracking the right direction

our preliminary actions that we have been brainstorming are to continue and maybe elevate the safety element to look at service reliability more holistically, and i think some of our discussions on switchbacks is into that category. to maintain the pressure of public performance, as well as to call out specifically the need to tackle the issues in front of us, and nearly get to a point where everyone can stand up here and say this is going to be a great train for san francisco because while i truly believe that, i still think we have some homework to do their. so, you know, in conclusion, while no system is perfect, and i don't think that is a reasonable goal, we do want to

do better, and we do want to provide great service, we do want to internally, and externally provide an atmosphere where people are comfortable asking questions, doing problem-solving, there's really great ideas that can come from a lot of different places, and we are very -- i'm very open to that approach. this is the approach that i am sharing more broadly. i appreciate this conversation today. i am open to any other questions or comments you have. >> thank you so much. i do have one other question in the different metrics that you presented for the 90 day goals and action plan. i think there is one that i feel

is very much missing, and it connects to the writer experience, and trying to think about our goals and/or metrics and our perspectives from the writer, and one of the most serial experiences for any passengers is the travel time and how long it takes them to get where they need to go, and i know this is reported on for the subway only, but is it something we can track outside of the subway as well? for instance, the coverage and two and travel time for a particular line? >> it absolutely is. it is something we track internally, but definitely according to the plan. we also -- it is a little harder to communicate to a layperson, but we also look at the travel time variability as the same

metric of, well, good, but on an average day it may take me ten minutes, but on the fifth day it takes me 20. but maybe it takes me 20 every day because that is how i am planning this trip. we can definitely look at both of those. >> that is great. just to bring it back to my constituents and my district, if the trains are evenly spaced and there is a preventable collision but it still takes a passenger over one hour to get from the outer sunset to their job downtown, which, by the way, is very common from my experience as a commuter, and also i hear it constantly from constituents, you know, this is a very important service. i feel like there's a metric and setting our goals and improving our service with reducing travel time. it is my question would be that can we track this in the next 90

days period with a goal set for reduction and travel time and drink peak commute hours? >> let me take it back and look at it. i think what gives me pause on the goalsetting as some of the things that really have the biggest impact on travel time or not. for example, we are going to see significant improvement in travel time with with the taradale project. we have already seen incremental improvements from some of the quick fixes. i think i will have to digest that a little bit to see what we can hope to move the needle on in terms of the next 90 days versus maybe a year-over-year. >> thank you. thank you.

i think there's been some folks here from the community waiting patiently to speak. i think they are switching just to apologize for the folks who have been waiting. we have been switching off because he had to run out. i would have called you up earlier, so i apologize you waiting for this long. if there are any members of the public would wish to comment on this item, please come forward. each speaker will have two minutes. you can just slide up and begin speaking one at a time. >> hi, my name is christopher peterson. i live in district seven, i believe. two points, firstly, i am a little bit surprised by the focus on switchbacks. i definitely have experienced them. when i experience them, they can be frustrating. but it is a much more common experience for me and that is

long service gaps. it is common to have 30, 40, 50 minute service gaps, and if a switchback that is going to get off the train -- if there is actually one coming along in a few minutes, i would rather have that then a 45 minute wait for a train. i hope too much of an emphasis isn't put on switchbacks. it is simply a system of other larger problems. the other comment is more of a big picture comment. the city under the charter, under the general plan, the transit first city, recently the board of supervisors adopted an emergency declaration regarding the kind of -- this kind of crisis, that i do not get the sense that city agencies as a whole view transportation issues through that prism. many, many projects also involve

interaction, cooperation with other city agencies. i encourage all of you to consider what can we do to get other agencies to work more efficiently in the community to improve munimobile service. and also, does politics are huge issue. very often projects can improve munimobile and they are controversial. they get watered down. it seems like -- there was a pilot project in west portal portal to reduce waste. yes, we have to look at the problems within m.t.a. as an agency, but we also have to look at it the other way. >> thank you. speaker. >> eileen, here on my own behalf although one quarter of the m.p. operating budget is general fund set aside money, taxpayer money, our money, the policies and practices do not appear to

reflect this. residents and neighborhoods serving businesses do not see a meaningful return on their investment. in a recent article, it was written that munimobile's problems are real and persistent it needs massive funding, and it needs workable administrative structure, which puts it at the center of the department. we should look at a series of revenue measures such as congestion pricing charging, tee and c., and a special fee for entering the transit business district. we need to dramatically increase transit fees on our new market rate housing, and commercial to this study levels. we need to create a new gross receipts tax on transit dependent existing businesses downtown, and in the south of market. and then we need to appeal the 1999 property and replace it with a munimobile department that puts transit operators at

the very center of the activity that increases driver pay and training, recruiting in san francisco high schools, transport workers union his proposed in 2018, and building a workforce that lives here and cares about the city. thank you. >> my name is john and resident of the forgotten some, known as the outer sunset. in 1965, we published a shocking -- a public -- a shocking book was published. an investigation into the safety of the american auto industry. it was called unsafe at any speed. it was groundbreaking resources, noting that the american automobile industry has systematically failed to recognize the need for a safety and environmental improvements in their cars. similarly, if ralph nader were to analyse the safety of the design situation, specifically through the light rail line,

they would also publish a book telling 109 year of failure to recognize a fundamental area, which is a disgrace to this city the actual stations themselves are a danger to all of the public in my area. i cannot be more emphatic getting on and off the light rail system on 31st and judah is a micro- example, my young c.f.o. wife was nearly killed twice getting off the train because there is no station. the stops are not equal to each other. look at soma. let just look at the new chinatown. look at this recently rang new -- >> do not direct to the audience

>> those stations are elevated, well lit, they have transit ramps on both sides, on brandon and embarcadero, there is actual poetry to leave read. there is places to sit south of market. why is there an issue of station and equality on my street corner -- on my street corner, you can park a donkey -- >> please wrap up your comments. thank you. any other members of the public wish to comment on this item, please come forward. >> my name is willard duffy, i am a longtime resident of the outer zone, the forgotten zone. hundred years ago, a century ago

, the outer sunset was -- i currently live in the tenderloin area. we do have a much higher incident of pedestrian fatalities, and i believe there was three this time last year. it is an artifact of the fact of the population is much greater. if you equalize for population, you have is equal of a chance to have a pedestrian accident anywhere in the city, including the sunset. some years ago, there was an uncontrolled intersection behind where i live, and bill hickey, a famous surfer got hit by a car, but you don't know if -- the city came at three weeks later and put out a stop sign. it is a work in progress. >> thank you. any other members of the public wish to comment on this item?

public comment is closed. supervisor mark we. >> thank you. first i want to acknowledge the progress that has been made in reaching a point where we could hold this meeting today. sfmta his holding a 90 day action plan, and it is a big step forward. for this to be meaningful, the goals we set and how we measure them must always be grounded in the experience of passengers. sometimes it requires setting new goals, rethinking the ones you have and having uncomfortable but necessary conversations. i called for this hearing because of my deep belief in oversight and holding public services accountable to the public. too many things that have happened under sfmta's jurisdiction, on at issues with the l.r.p., to the subway shut down, to chronic operator shortage, are absolutely unacceptable. we are all aware of these

problems. our focus must be on solutions. as legislators, our tools are impacting transit operations are limited to, but i will continue to push munimobile forward whenever i can. director kirschbaum, thank you for your time and your insight, and thank you to my colleagues on the committee, thank you for the members of the public who share your really good perspectives on these important issues as well, and chair, i wanted to make a couple motions to close the hearing. with the expectation that switchbacks may be included in future munimobile service and performance reports, i would like to request a motion to file number 3, the hearing on switchbacks. secondly, i would like to request a motion to continue item four to the call of the chair so we can report back again on the results after the next 90 day period has ended.

>> i think that is within order. we can work with your office along with mda to determine the appropriate time and have a follow-up meeting, and it would be on the same topic that has already been filed. i'm happy to support that. i think we can do that without objection. without objection, this passes. madame clerk, that brings us to the end of the meeting. motion to adjourn. >> yes. >> yes, thank you.

>> shop and dine in the 49 promotes local businesses and challenges residents to do their business in the 49 square files of san francisco. we help san francisco remain unique, successful and right vi.

so where will you shop and dine in the 49? >> i'm one of three owners here in san francisco and we provide mostly live music entertainment and we have food, the type of food that we have a mexican food and it's not a big menu, but we did it with love. like ribeye tacos and quesadillas and fries. for latinos, it brings families together and if we can bring that family to your business, you're gold. tonight we have russelling for e community. >> we have a ten-person limb elimination match. we have a full-size ring with barside food and drink. we ended up getting wrestling

here with puoillo del mar. we're hope og get families to join us. we've done a drag queen bingo and we're trying to be a diverse kind of club, trying different things. this is a great part of town and there's a bunch of shops, a variety of stores and ethnic restaurants. there's a popular little shop that all of the kids like to hanhang out at. we have a great breakfast spot call brick fast at tiffanies. some of the older businesses are refurbished and newer businesses are coming in and it's exciting. >> we even have our own brewery for fdr, ferment, drink repeat. it's in the san francisco garden district and four beautiful muellermixer ura alsomurals.

>> it's important to shop local because it's kind of like a circle of life, if you will. we hire local people. local people spend their money at our businesses and those local mean that wor people willr money as well. i hope people shop locally. [ ♪ ]today.

>> (clapping.) >> i've been working in restaurants forever as a blood alcohol small business you have a lot of requests for donations

if someone calls you and say we want to documents for our school or nonprofit i've been in a position with my previous employment i had to say no all the time. >> my name is art the owner and chief at straw combinations of street food and festival food and carnival food i realize that people try to find this you don't want to wait 365 day if you make that brick-and-mortar it is really about making you feel special and feel like a kid again everything we've done to

celebrate that. >> so nonprofit monday is a program that straw runs to make sure that no matter is going on with our business giving back is treated just the is that you as paying any other bill in addition to the money we impose their cause to the greater bayview it is a great way for straw to sort of build communicated and to introduce people who might not normally get to be exposed to one nonprofit or another and i know that they do a different nonprofit every most of the year. >> people are mroent surprised the restaurant it giving back i see some people from the nonprofit why been part of

nonprofit monday sort of give back to the program as well answer. >> inform people that be regular aprons at straw they get imposed to 10 or 12 nonprofits. >> i love nonprofits great for a local restaurant to give back to community that's so wonderful i wish more restrictive places did that that is really cool. >> it is a 6 of nonprofit that is supporting adults with autism and down syndrome we i do not involved one the wonderful members reached out to straw and saw a headline about, about their nonprofit mondays and she applied for a grant back in january of 2016 and we were notified late in the spring we would be the recipient of straw

if you have any questions, we'll be happy to answer thems in the month of genuine we were able to organize with straw for the monday and at the end of the month we were the recipient of 10 percent of precedes on mondays the contribution from nonprofit monday from stray went into our post group if you have any questions, we'll be happy to answer theming fund with our arts coaching for chinese and classes and we have a really great vibrate arts program. >> we we say thank you to the customers like always but say 0 one more thing just so you know you've made a donation to x nonprofit which does why i think that is a very special thing. >> it is good to know the owner takes responsibility to know

your money is going to good cause also. >> it is really nice to have a restaurant that is very community focused they do it all month long for nonprofits not just one day all four mondays. >> we have a wall of thank you letters in the office it seems like you know we were able to gas up the 10 passenger minivan we were innovate expected to do. >> when those people working at the nonprofits their predictive and thank what straw is giving that in and of itself it making an impact with the nonprofit through the consumers that are coming here is just as important it is important for the grill cheese kitchen the more

restrictive i learn about what is going on in the community more restrictive people are doing this stuff with 4 thousand restaurant in san francisco we're doing an average of $6,000 a year in donations and multiply that by one thousand that's a lot t

adjourned. >> shop & dine in the 49 promotes local businesses and challenges residents to do their shop & dine in the 49 with within the 49 square miles of san francisco by supporting local services within the neighborhood we help san francisco remain unique successful and vibrant so where will you shop & dine in the 49 my name is jim woods i'm the founder of woods beer company and the proprietor of woods copy

k open 2 henry adams what makes us unique is that we're reintegrated brooeg the beer and serving that cross the table people are sitting next to the xurpz drinking alongside we're having a lot of ingredient that get there's a lot to do the district of retail shop having that really close connection with the consumer allows us to do exciting things we decided to come to treasure island because we saw it as an amazing opportunity can't be beat the views and real estate that great county starting to develop on treasure island like minded business owners with last week products and want to get on the ground floor a no-brainer for us when you you, you buying local goods made locally our supporting small business those

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>> good morning, everyone, meeting will come to order. welcome to the may 13, 2019, i am supervisor ronen, seated to my right, supervisor walton, and to my left, supervisor mar. clerk is victor young and thank