that is one theme. another is continuing discussion of the structure the board operates under with respect to committees and if that is working as well as you would like. then comments 7 through 10 were ones that were provided so i included them here. what i suggest is that i could do that same exercise to go true all four and where you go from here and welcome comments. the second question had to do with additional information that you would like to provided to the board at or prior to your meetings. the responses there the eight responses are pretty self-explanatory and particularly good information for your executive director and senior staff to have, on the investment side or benefit side. so they can think about how that may or may not work in terms of

ongoing presentation of information to the board. the third question relates to business objectives for your executive director. the board will recall that you engaged in your annual personnel evaluation rent leap. the board has not -- recently. the board has not yet done business objectives for the upcoming year. this is a way to think what these might look like, perhaps in thinking about your next personnel committee meeting where your executive director could present those. that is often presented in closed session. it is part of the evaluation process. that is another topic for discussion. i would note that as to the strategic plan referenced there i saw on the forward board calendar under the executive

director's report for this meeting today there is an anticipation that that will be presented to the board at its november, february and april meetings. that is another context where you discuss that one in particular. the fourth question has to do with your committee structure specifically. again, how effective you find those committees to be or not and suggestions you may have for improvement as to those. i would say the comments you received there type quite closely into some of the goff very lance schools articulated in response to the first question. this is stated as an action item where you could simply provide direction to staff or take other action, actions that i have seen

or would remember be considered range from the you want to have a strategic workshop or some meeting dedicated to discussing some of these issues, you might do that as the board has done in past years. or you could articulate where within the existing board meeting structure you would like these addressed at a board meeting or personnel meeting or governance committee or otherwise. i welcome comments, questions, instructions. >> i will say something. when we started this may, june, i was chair and we were trying to set up the focus of the next off site. that is what this is for to get it down to a couple topics for

us to discuss at the next off site which is two years since the last. a lot of change on the board. i would leave this to the governance chair to figure out where we are going with the next off site. >> that is a task. thissure viis broader than that. -- this survey has been broader than that. i have not thought about direction to staff. how did they coordinate this. some are simple. what are the most significant here at the stratrigtegic, at least you got the answers.

>> it is away to have a public discussion of material that is based on input from the board and from the board members individually about what you would like to be considered for purposes of, for example, an off site, that is one thing you could provide to have your board president set the agenda in consultation with the executive director or if you wish the head of your governance committee and board president. there could be a combination of input that doesn't violate the brown act or sunshine ordinance. >> they explained item 8. he underscored the importance why he was working on the reutilization of the investment staff because of what he felt

the system needs. the word need being very, very important. a lot of great ideas on on here. i suggest we focus on the most important things we need and then try to make sure we do the other things, too. if we are not doing what we need, we are going to miss. it goes to one data point in here. somebody put in $40 billion. that is a typo. people think we have $40 billion. we don't. mr. cokeker and mr. hewitt is getting us ready when we have that and 50 to $60 billion in liabilities. we need to think about the year 2030. maybe we all think of the same thing when we answer the questions. we want this to turn into direction for us and staff. >> that is a very important

observation, when you are thinking about how to obtain information to address these questions you should here from your exec stiff director and -- executive director and they will help you understand what you need as well as what you should aspire to going forward. >> i would chime in that the preparing the city and the board of supervisors for what resources we need cannot wait for another meeting. we have decided we are going to get the consolidated message going this month, budget innstructions are released in december. we can't push it to off site. we need to agree who is going to go representing the plan along with the cio and with me or whoever else needs to be done. as far as that is concerned, we are already working on it unless we are told otherwise.

the timeline is so short we couldn't wait to discuss it at the november meeting. we hope to have it on the way. we lose focus during holidays. we need to get in and get this information in front of them before the budget innstructions are cemented down. >> are you asking for directions from the board? >> no, i believe i have gotten direction from the response to the presentation, the original presentation. we

>> we don't want it to be a 17 slide presentation. we want to consolidate the main information on two or three slides. so we can take it to each member of the board. to be sure we paved the way to request and approof the resources we need in the coming year's budgets. >> is that a question or statement? >> that is a statement. we are working on it unless the board says we are not supposed to. >> before my term expired and the board voted, you and i talked about the need to set this up for the next president to work with you and individual

board members to meet with our key stakeholders so that you and the president can pursue that plan, and i think as you go and have meetings with the board of supervisors, it makes sense to talk to commissione. >> commissioner: ners. i read it to be the plan to present to the city our road map to how we are going to deal with $40 billion in liabilities in less than 10 years. >> that was my problem. if i put million. i am sorry. >> are you thinking you we figure it on ut. >> it is going to be based on the presentation the board ado

adopted. >> i made comments. >> are two ways to do this. one is officially by board direction. the other is as department heads doing what i believe i need to do in order to procure the resources we need. i can do this on my own or invite folks. the mayoral appointees would be key players to get the mayors here. i don't believe this needs to be directed to me. this is part of my job, and i was the one that asked the investment staff to put together a road map. they are the ones who presented to the board. i think it was accepted by the board, rather approved is not

necessarily the issue. it certainly tells a compelling story. the reason i asked him to present it or prepare it was to use it for budget purposes. i don't need your approval to do that unless you teleomitosis andy assist, that would be part of my job. >> this development helps understand some priorities of the board which has been articulated and it would not be unusual or unexpected for the executive director and president to talk about what the presentation looks like before it is presented. that is one way to address that. >> i can't wait until the board adopts it. it will be too late in the cycle. as far as we are concerned, we are starting to build the budget this month.

>> the budget process is one important document. we don't get the resources for what we want to do, we are stuck. that is one simple way of usuryo referit. did you discuss the vision or is that part of the plan? >> it talks about the presentation -- if i need to present the presentation that i intended to take to the mayor's office and to the board of supervisors. if i need to have the board or president approve it, let me know and i will make sure that i do that, but, again, the assignment was we need to do some long-range planning. we just got through the budget process where we were told we could not request any new positions. i knew that most likely and most of the years that i have been

associated with the city there have been very tight restrictions on the new positions you can request in the budget. we wanted to tell the story to pave the way for the mayor's office and board of supervisors to make sure they were on board and understood that we are coming forward with a pretty aggressive request for resources over the next five years and that the investment was you give us the additional resources and we will cut and save you money long-term in what you are going to be required to contribute to the plan. >> those do not come out of the city budget? >> exactly. they don't touch the budget. they come out of the employees' pocket. >> what are we hung up on here today? >> so if i can add to your

point, bryan. there is the items before us that they have put together that lists our perspective what we should address. it sounds like the purpose of this is to set us up to have a conversation at the retreat. it sounds like the board president and probably the governance committee chair might have work to do to figure out how to set aside the agenda and move that forward. it sounds like we are accepting this information as a point of reference. i don't know that we need to take action or make priorities at this moment but that is a work of our chair to move forward with. the second issue is that you raise a good point to say if our executive director and cio and other operations folks have a

very specific vision of things we are going to need to do for the long-term for the system and health of it, as board members we should herb that in advance of the meeting. it might shape what we think our business objectives priorities should be in order to have a clear understanding. i am not sure how that comes back. bill has presented to us 134 of the needs for the system on the investment side of the house when i was gone. i will catch up on the information that he shared with the board members in my absence. i wonder if there is another perspective our other operations has that would help us have a fuller picture as we head to the retreat. jay brought up the issue of the budget what to do with that. i don't think we need to provide direction to you, jay, to go forward. the budget is maleable.

we just went through the budget process we gave you direction. i think you have enough to craft your budget for december when the information is required, and i think we have the opportunity to provide input and adjust as we see fit throughout the whole budget process. it goes all the way through june. we have opportunities to continue to work with the mayor's office throughout that time beyond december. i don't think there is action to be taken. a board member is here to figure out away through the board president to hear about some of the vision and some of the things we need as a system from the different aspects, operations, investments, whatever it may be we need to work on and then to have that done before we go the strateamic retreat. if that makes sense. >> it does. i i am trying to tie this together. the budget is getting the

resources to execute. strategic plan is not in here. we are just talking about stuff. what are we threing to come -- what are we trying to accomplish 10, 20, 30 years from now? that is missing. >> you approved the strategic plan three months ago. >> i am trying to tie it together and we have this to deal with. >> so we are clear. this is phone for the committee chair to put together. that is all this is for. i with say t to the board, pleae take this and formulate the next off site for us with this, however you see fit. >> that was my intent when i started this process.

>> i think that's correct. i appreciate all of these comments. i agree with them. i think the only additional point is with respect to your executive director's business objectives correllarry to the c -- your executive director should provide proposed business objectives to draw from the input he has received from you through the survey and his own view of the needs of the system. that could be presented through the personnel committee first then to the board, if you wish. that would be one way to do it. or directly to the board as you wish. >> i think they are not separate. the investment cio objectives and needs need to mirror. we need resources to hire recruits to make that work.

>> right. >> in terms of the other issue to go forward with a vision, i feel like from my perspective to close that loop which was the second part of our conversation. you have some direction from the board to formulate the budget and you can work through finance as needed on that. in terms of if the board wants more specifics we can agenda that to come back to the full board. you have enough to start this process. >> it is more than started already. i can come back at a personnel committee meeting to formulate recommended goals for this coming year based on the input that you provided through the survey. then we can have both documents in front of the personnel committee and you can accept them so that a year from now,

when you evaluate me we will measure against the business objectives we all agreed to. >> if this document is to help plan for the next retreat. i understand that. i would love to talk about it to bring it to an effective restreet meeting. two, the budget process. fine, if you are able to link it to the strategic plan, most departments have the plan, not all. the mission statement is not the plan. the mission statement is not a vision statement. that is a huge missing piece of the puzzle which is addressed in

the survey. it may be unrealistic for you to expect you to come up with it. we all have to it. this is to help plan the next restreet. in terms of the strategic plan. i have to figure out how does it link? i don't see it and i don't see the vision statement. >> i would offer what bill prepared was not a vision statement, it was less face reality. this is where we are going to be, our liabilities will be $40 billion, what do we need to get there. vision statements usually are broader, less specific. i think the whole idea and we are going to do that in all areas of what we are going to do. we can certainly prepare.

you want the vision statement to come directly to the board or committee to work on it? we with bring it straight to the board. >> where would it be? if you were to bring it to committee, which committee has authority per our policies and procedures. >> we had a vision statement at one point. we can bring that back to look at it to decide whether we wanted to keep it. it was taken away or they stopped adopting it at some point in my career before i became executive director. >> it sounds like commissioner driscoll is trying to link this so there is something to show how it comes together as compared to individual presentations. where is appropriate place to look at these different

documents and presentations to make sure it is tied together? is there a committee with that authority? >> operations oversight committee is now specific to operations. it certainly deals with the budget. commissioner safai, do you have an idea? >> i was waiting for my opportunity. we are talking about surveys and vision statements. those are all important. i want to add my -- i am sure you are thinking about these things. one thing i will tell you the board members are going to want to know about. they want to know about the health of the fund, how funded it is, how well we are doing, and how much we have improved, and what direction we are going. that is the most important questions. i think whe when you were there previously with the previous

commissioner you started those conversations. i just want to interject that now in case i am not there in case i have a conflict. i was not here when you had the conversation about the $40 billion and the need to aggressively move toward that. the fact we have performed so well and we are performing well and we have improved, people want to know that and they want to know how funded we are and what the road map is to continue to be funded. those are the questions that will be asked at the board of supervisors and mayor's office and that will get to the liabilities why you need additional staffing. i am sure you are doing that. i want that on the record. in terms of the vision and other stuff, i don't have any comments on that. >> we have talked about this,

and we have had conversations with the mayor's office, and i have said -- bill the started when you presented the plan, and it was a plan, as far as i was concerned it was away forward. the supervisor's comments are right on. i get looks from people when they ask how is the retirement board? i start throwing out numbers from the performance, it is like members. to bring this board inside here, we are on tv, to bring it to the open and capitalize on what we are doing, that is the way forward. i agree with commissioner safai.

>> i the full board is the place to do it. is it another place that is appropriate? operations is finance. >> i wasn't here, but i believe the mission statement was an exercise at a retreat. wasn't it the focus of a retreat to come up with the mission statement? >> we had a mission statement long ago it was developed. i am just going to say this. we need to have a strategic meeting because as a board we have let things lapse, as a board -- well, we let things lapse of the we need to reorganize our self-s to clearly

give you and the staff direction. >> in answer to your question. governance is responsible for remming policies and the vision -- fo for recommending policies going through that committee compared to the investment committee. it will be department wide. if it needs to go through a committee it is most appropriate to be governance. >> i agree with that. the president and you and ms. doning follow up offline on this. i feel like commissioner chu said. you have enough to start having your budget discussions. i don't feel like you need board approval to have budget discussions. that is part of your job. >> thank you. >> in terms of the budget process, there is a lot of

loottitude in it. let me create an analogy. after a lot of success. we have been very successful, not because the market is up but we have done well because of different silos that are doing well. the question like any successful company or team, the analogy works when there is a successful attack or battle, the first thing they have to do is regroup to get ready for the next one. that is one of pieces of the puzzle if we want to talk about 2030, 2040. are we ready to grow or not? this mission statement has been around for a very long time. it is not the document that should drive us. it is the vision statement then we use the mission statement and

budget and hiring policies to get where we want be to go. that is where the board needs to understand what are we trying to do? we have to give direction to the executive director and convince the stakeholders to include the mayor and board of supervisors. we need them to win to continue to be successful. thathat is what the governing committing is going to call about. i have been chair since july. we are yet to have a meeting. you have to stop doing certain things and focus on the most important things. >> this is a discussion item. there is no item other than to say we will figure out how to use this document. is there public comment? that concludes item 16. >> there is an old adage.

never fall in love with an investment. you have fallen in love with the investment and that is hedge funds. you have got to bite the bullet and divest from them. you are going to find in a few years there will be big losses. if any of you board members are politicians or want to be politicians what you are going to see on the front page of the chronicle, the san francisco pension fund lost hundreds of millions of dollars in high risk investments like hedge funds. once again, i think you should start divesting from them. >> item 16. next item. declaration of vacancy on retirement board occurring february 20, 2020 and approval

of election procedures and timeline. >> commissioner stansbury's term will expire on february 20, 2020. we notified them and they approved the timeline and schedule and they match the requirements under the ordinance. i request the retirement board approve the timeline as well as approve the fact that we are declaring a vacancy. >> i make the motion. >> second. >> any questions? public comment? all in favor. say aye. >> item 17. discussion item, executive director's report. >> i provided the updated dashboards for august 2019 and i stressed and it has been made mandatory that i want to make sure you have noticed that we

need you at the investment committee a week from today. we have invited finalists to make presentations. this is an important decision the board will make on the general investment consultant. with that i will take questions you might have. >> to you and/or to darlene, have you gotten responses from board members for attendance for the next week investment committee meeting? do we have more than a quorum? >> we have a quorum. >> that means four. is that all we have? >> i don't have it in front of me. >> we have had four before and then somebody can't show up. this happened too many times. that is why i am asking. >> we will confirm later and we will send a reminder. you are right, when we go forward with four, we have had to cancel. >> if we are cancel, cancel this

week, not next wednesday. thank you. >> does that conclude item 17? gentlemen. >> 18. retirement board members. >> a couple things. good of the order. >> we received a letter from a member regarding the marriage issues or spousal benefits. did anybody respond back in. >> also, as a point because it is confidential or personal. he shared his situation with you, our correspondence back to him will be copied to the full board. >> also, with the passing of mark coleman since there was no memorial, no acknowledgment and you know the meeting just before

his death, he was highly praised for his work that he had been doing. i was wondering if there was some way to honor his memory, honor his work for the system, which was almost 30 years, correct? >> yes. >> and do something to notify the industry that, you know, something to acknowledge he did have friends in the industry and they are just i am suggesting we do something to honor him for everything that he has done and for his friendship to all of us. >> mark had a nice sense of humor for the staff christmas party we could raffle off his surf board or memorialize it

bite by putting it over his cubical as a plaque. >> internally we have recognition. we added his name to the list in the lunchroom, not in public site but a remainter to the staff -- reminder. we have received flowers, the oe otheorchids on the reception fl, he is being remembered by the folks that he worked closely with.

family has requested everything be kept very private and very closed. we thought about writing something in memor yum to public in the chronicle. what does that cost and who reads the chronicle? who reads the obituaries. the staff does here, that is to find out if members are dying. >> can i suggest looking into for the future on the board of supervisors we used to adjourn meetings in honor of individuals. do we send a letter? >> we do that already. >> the family has requested anyone who wants to remember him to make a donation in his name to the monterey bay aquarium where he was an active member. a number of staff have done that in his honor, notifying his

family that they have done that. i want to respect the family's wishes not to -- the services were private. they appreciated staff that were able to visit him while he was in the hospital, but sort of like you say, i don't know, how appropriate. i don't know what they have done, frankly. he wanted to store them in my garage but i told him i didn't have enough space. i would have had a surf board and done something. i am story. that was mark just wanting to work that way. >> any board members have information for the good of the order. motion to adjourn is in order. >> so moved. >> second.

>> all in favor say aye. >> aye. >> the meeting is adjourned.

>> hi. my name is carmen chiu, san francisco's elected assessor. when i meet with seniors in the community, they're thinking about the future. some want to down size or move to a new neighborhood that's closer to family, but they also worry that making such a change will increase their property taxes. that's why i want to share with you a property tax saving program called proposition 60. so how does this work? prop 60 was passed in 1986 to allow seniors who are 55 years and older to keep their prop 13 value, even when they move into

a new home. under prop 13 law, property growth is limited to 2% growth a year. but when ownership changes the law requires that we reassess the value to new market value. compared to your existing home, which was benefited from the -- which has benefited from the prop 13 growth limit on taxable value, the new limit on the replacement home would likely be higher. that's where prop 60 comes in. prop 60 recognizes that seniors on fixed income may not be able to afford higher taxes so it allows them to carryover their existing prop 13 value to their new home which means seniors can continue to pay their prop 13 tax values as if they had never moved. remember, the prop 60 is a one time tax benefit, and the property value must be equal to

or below around your replacement home. if you plan to purchase your new home before selling your existing home, please make sure that your new home is at the same price or cheaper than your existing home. this means that if your existing home is worth $1 million in market value, your new home must be $1 million or below. if you're looking to purchase and sell within a year, were you nur home must not be at a value that is worth more than 105% of your exist egging home. which means if you sell your old home for $1 million, and you buy a home within one year, your new home should not be worth more than $1.15 million. if you sell your existing home at $1 million and buy a

replacement between year one and two, it should be no more than $1.1 million. know that your ability to participate in this program expires after two years. you will not be able to receive prop 60 tax benefits if you cannot make the purchase within two years. so benefit from this tax savings program, you have to apply. just download the prop 60 form from our website and submit it to our office. for more, visit our website, sfassessor.org, >> my name is alan schumer. i am a fourth generation san franciscan. in december, this building will be 103 years of age.

it is an incredibly rich, rich history. [♪] >> my core responsibility as city hall historian is to keep the history of this building alive. i am also the tour program manager, and i chair the city advisory commission. i have two ways of looking at my life. i want it to be -- i wanted to be a fashion designer for the movies, and the other one, a political figure because i had some force from family members,

so it was a constant battle between both. i ended up, for many years, doing the fashion, not for the movies, but for for san franciscan his and then in turn, big changes, and now i am here. the work that i do at city hall makes my life a broader, a richer, more fulfilling than if i was doing something in the garment industry. i had the opportunity to develop relationships with my docents. it is almost like an extended family. i have formed incredible relationships with them, and also some of the people that come to take a tour. she was a dressmaker of the

first order. i would go visit her, and it was a special treat. i was a tiny little girl. i would go with my wool coat on and my special little dress because at that period in time, girls did not wear pants. the garment industry had the -- at the time that i was in it and i was a retailer, as well as the designer, was not particularly favourable to women. you will see the predominant designers, owners of huge complexes are huge stores were all male. women were sort of relegated to a lesser position, so that, you reached a point where it was a difficult to survive and survive financially. there was a woman by the name of diana. she was editor of the bazaar,

and evoke, and went on and she was a miraculous individual, but she had something that was a very unique. she classified it as a third i. will lewis brown junior, who was mayor of san francisco, and was the champion of reopening this building on january 5th of 1999. i believe he has not a third eye , but some kind of antenna attached to his head because he had the ability to go through this building almost on a daily basis during the restoration and corrects everything so that it would appear as it was when it opened in december of 1915. >> the board of supervisors

approved that, i signed it into law. jeffrey heller, the city and county of san francisco oh, and and your band of architects a great thing, just a great thing. >> to impart to the history of this building is remarkable. to see a person who comes in with a gloomy look on their face , and all of a sudden you start talking about this building, the gloomy look disappears and a smile registers across their face. with children, and i do mainly all of the children's tours, that is a totally different feeling because you are imparting knowledge that they have no idea where it came from, how it was developed, and you can start talking about how things were before we had computer screens, cell phones,

lake in 1915, the mayor of san francisco used to answer the telephone and he would say, good morning, this is the mayor. >> at times, my clothes make me feel powerful. powerful in a different sense. i am not the biggest person in the world, so therefore, i have to have something that would draw your eye to me. usually i do that through color, or just the simplicity of the look, or sometimes the complication of the look. i have had people say, do those shoes really match that outfit? retirement to me is a very strange words. i don't really ever want to

retire because i would like to be able to impart the knowledge that i have, the knowledge that i have learned and the ongoing honor of working in the people's palace. you want a long-term career, and you truly want to give something to do whatever you do, so long as you know that you are giving to someone or something you're then yourself. follow your passion and learn how to enrich the feelings along >> the bicycle coalition was

giving away 33 bicycles so i applied. i was happy to receive one of them. >> the community bike build program is the san francisco coalition's way of spreading the joy of biking and freedom of biking to residents who may not have access to affordable transportation. the city has an ordinance that we worked with them on back in 2014 that requires city agency goes to give organizations like the san francisco bicycle organization a chance to take bicycles abandoned and put them to good use or find new homes for them. the partnerships with

organizations generally with organizations that are working with low income individuals or families or people who are transportation dependent. we ask them to identify individuals who would greatly benefit from a bicycle. we make a list of people and their heights to match them to a bicycle that would suit their lifestyle and age and height. >> bicycle i received has impacted my life so greatly. it is not only a form of recreation. it is also a means of getting connected with the community through bike rides and it is also just a feeling of freedom. i really appreciate it. i am very thankful. >> we teach a class. they have to attend a one hour

class. things like how to change lanes, how to make a left turn, right turn, how to ride around cars. after that class, then we would give everyone a test chance -- chance to test ride. >> we are giving them as a way to get around the city. >> just the joy of like seeing people test drive the bicycles in the small area, there is no real word. i guess enjoyable is a word i could use. that doesn't describe the kind of warm feelings you feel in your heart giving someone that sense of freedom and maybe they haven't ridden a bike in years. these folks are older than the normal crowd of people we give bicycles away to. take my picture on my bike. that was a great experience. there were smiles all around.

the recipients, myself, supervisor, everyone was happy to be a part of this joyous occasion. at the end we normally do a group ride to see people ride off with these huge smiles on their faces is a great experience. >> if someone is interested in volunteering, we have a special section on the website sf bike.org/volunteer you can sign up for both events. we have given away 855 bicycles, 376 last year. we are growing each and every year. i hope to top that 376 this year. we frequently do events in bayview. the spaces are for people to come and work on their own bikes or learn skills and give them access to something that they

may not have had access to. >> for me this is a fun way to get outside and be active. most of the time the kids will be in the house. this is a fun way to do something. >> you get fresh air and you don't just stay in the house all day. iit is a good way to exercise. >> the bicycle coalition has a bicycle program for every community in san francisco. it is connecting the young, older community. it is a wonderful outlet for the community to come together to have some good clean fun. it has opened to many doors to the young people that will usually might not have a bicycle. i have seen them and they are thankful and i am thankful for this progra

watching.ra >> ever wonder about programs the city is working on to make san francisco the best place to live and work we bring shine won our city department and the people making them happy what happened next sf oh, san francisco known for it's looks at and history and beauty this place arts has it all but it's city government is pretty unique in fact, san francisco city departments are filled with truly initiative programming that turns this way our goal is to create programs that are easily digestable and easy to follow so that our

resident can participate in healing the planet with the new take dial initiative they're getting close to zero waste we 2020 and today san francisco is diverting land filled and while those numbers are imperfect not enough. >> we're sending over 4 hundred thousand tons of waste to the landfill and over the 4 hundred tons 10 thousands are textile and unwanted listen ones doesn't have to be find in the trash. >> i could has are the ones creating the partnerships with the rail kwloth stores putting an in store collection box near

the checks stand so customers can bring their used clothes to the store and deposit off. >> textile will be accessible in buildings thought the city and we have goodwill a grant for them to design a textile box especially for families. >> goodwill the well-known store has been making great strides. >> we grateful to give the items to goodwill it comes from us selling those items in our stores with you that process helps to divert things it from local landfills if the san francisco area. >> and the textile box will take it one step further helping 1230 get to zero waste.

>> it brings the donation opportunity to the donor making that as convenient as possible it is one of the solutions to make sure we're capturing all the value in the textiles. >> with the help of good will and other businesses san francisco will eliminate 39 millions tons of landfill next year and 70 is confident our acts can and will make a great difference. >> we believe that government matters and cities matter what we side in san francisco, california serve as a model phenomenal in our the rest of the country by the world. >> whether you do not to goodwill those unwanted text told us or are sufficient value and the greater community will benefit. >> thanks to sf environment san

francisco has over one hundred drop off locations visit recycle damn and thanks for watching join us