>> hello i'm san francisco mayor london breed i want to thank everyone in san francisco. thank you for your patience, for your resilience and listening to our public health leaders. i know the last several months haven't been easy for anyone. they certainly haven't been easy for me. everyday i hear about the

struggles people are going through from friends from family members and from the community. while san francisco has been a leader in the fight against this pandemic, everyday we suffer losses. people are losing their jobs, people are losing their grip on their mental health. worst of all, people are losing family members to this disease. even as we endure these losses, i'm hopeful for the future. these months of public health crises and social unrest has shown us that when we come together, we can have the hard conversations and make the tough choices to do what needs to be done. not just save lives but to address systemic racism head on and change society as we know it. i know today is about our budget and our path forward. as we step into the future, one that i'm hopeful for, is

important we take a moment to recognize where we've come from. at the beginning of this year, we were living in a different world. our unemployment rate was at a historic low. tourism was at all-time high. hotels were full, we had all plans to shape the future of this city we all love. i know i have plans to address homelessness and housing, to reimagine our mental health system, to improve transportation and make our streets safer and build a more equitable city. to lift up those who too often are left behind. like i said, we had lot of plans. what we didn't have plans for was the coronavirus. it certainly had plans for us. here we are today in a very different san francisco with small businesses closing and schools struggling to bring kids back to the classrooms.

with over 180 thousands san francisc100 -- 180,000 sanfrancr unemployment. we have seen san francisco come together in a way that makes me proud. proud to be mayor, yes, but also proud to be a san franciscan. we work together to make sure thousands of people had access to medical support, to testing, food and housing. we move forward emergency policies to protect tenant and businesses from eviction. give people emergency sick leave and keep workers safe. we raised millions of dollars in donations through give to sf to support small businesses, workers and vulnerable

residents. we think people organized to check on elderly neighbors and deliver groceries for those who can't leave the house. while nursing homes across the country have been devastated by this virus, we haven't had a single death among the over 700 residents at laguana hospital. we've seen community groups rise up to support our most vulnerable residents in the bayview and mission and other hard hit areas. we've seen the spirit of san francisco rise to meet this challenge to flatten the curve and then rise once again when the virus came back the second time. today, we are proposing a balanced budget that closes that $1.5 billion deficit. while still meeting the needs of our city. through all of this, we continue to protect our public workforce. let be clear, when we talk about

180,000 san franciscans applying for unemployment, not one of those people is doing so because of city cut their job. not one. as our economy plummeted, we wanted our city workers to focus on their health and the health of their families and on serving our residents during this crises. not on whether or not they would have a paycheck. with the budget i'm proposing today, i i want to continue to prevent all layoffs. but to do that, we need our labor partners to work with us. we need them to agree to delay any planned wage increases for two years. so far, we are having good conversations with the firefighters and the police officers on delaying their raises i'm hopeful other unions will agree to do the same. i don't think this is too much to ask. our entire city is suffering now. we all need to do our part to

hair in that sacrifice. i want to be very clear, if the union don't agree to delay their raises, then we will be forced to lay people off. we will be forced to cut city services. we don't want to see those unemployment numbers go up because we are forced into layoffs. that's not what i want. it's not what anyone wants. i'm hopeful that our labor partners will step up and work with us in the coming weeks. because there is a lot we have to do with this budget. including continuing to fund our ongoing covid response. we all know we are living with covid for the next year. likely longer than that. san francisco has been a national leader in responding to this pandemic, thanks to our efforts to follow the data, build a testing system from scratch, create a robust contact tracing team and provide food, support and shelter for our most

vulnerable residents. we will keep doing everything we can to get this city through this pandemic. hopefully the federal government will continue to provide the necessary support. we know the federal government won't cover everything. that's why we are putting $93 million from our general fund towards supporting our continued covid response. this is a significant investment but honestly, it's not really a choice. without a strong and sustained covid response our students won't return to school, people won't go back to work and our economy won't recover. even as we continue to wrestle with covid, we can't lose sight of other key priorities. our homelessness crises didn't go with covid. covid has made it even more challenging. i know people are frustrated with what they see on our streets. we have had to reduce capacity in our existing shelters by 70%

leaving more people out on the streets. our outreach workers continue to do very difficult work all while practicing social distancing. we met this challenge by moving thousands of people into hotel rooms, trailers, safe sleeping site and new emergency shelters. this work took an amazing effort from city staff and nonprofit partners, work that normally take months and years in planning and implementation done in a matter of weeks. the tenderloin alone we moved over 500 people. we are expanding those efforts oeffort neighborhoods like selma and the mission. while we are seeing some progress, frankly it's clearly not enough. we need more than short-term hotel rooms.

we more than parking lots for safe sleeping sites. we need housing. lots of housing. that's why this budget funds 1500 new units supportive housing. which is part of our homeless recovery plan to move 4500 people from hotels, shelters and the streets into housing in the next two years. it will help us as a city meet the needs of the unsheltered and our residents who are frustrated by the conditions they see everyday in our neighborhoods. we also can't lose the progress we've made on improving our mental health system. including funding mental health sf. that means adding more mental health beds, expanding our behavioral health access center so people can get immediate care when they need it and improving the system of care so that people struggling with mental illness and addiction.

we're also creating a new crises response team so that when you call 911 or 311, because someone on the street is clearly having a mental breakdown, we can send a team which includes a paramedics, clinician and behavioral health peer. we need to shift the burden mental health response call away from the police it's not fair to ask our officers to do the work of mental health professionals. it's not effective for those in crises. this is a key piece of our police reform efforts. in addition to doing the work to call for service, i laid out three other major areas for police reform. addressing accountability and bias, getting rid of military grade weapon and equipment and redirecting law enforcement funding towards the african-american community.

while all are important, it's the last one i want to talk about today. as a black woman who grew up in poverty in this city, police brutality was all too common. it was something we expected and complaints were usually ignored. two months ago, the murder of george floyd shook this country to its core. in a way that i have never seen before. people responded like i have never seen before. seeing people not just african-americans, rise up against police brutality gave me hope that real change in this country is possible. but for those who support this movement, for those who truly believe that black lives matter, it's important that we listen to black voices. it's important that we allow black people to lead this

movement. i'm not just talking about me or any of our black elected leaders who have been fighting this fight for generations. i mean we have to listen to the people in the community. we have to listen to the people who have seen and lived the devastation resulting from decades of disinvestment. we have to listen to the people who don't come to city hall because they've known too many broken promises, made by those in this building who believe they know what is best for black people in this city. that's why the first thing supervisor shamann walton and i said, when we announced we wanted to reprioritize funding to support the black community, was that this had to be a community-led process. earlier this week, the human rights commission released an initial report that highlighted what the community wants us to focus on.

this report is the first step in guiding not just the investments we make with this budget but the change we need to make in the years to come. changing the inequities in our country won't happen overnight. we won't change the fact that african-americans have the lowest median household income in san francisco overnight. we won't change the fact that black people have the highest mortality rate for nine of the top ten causes of death in san francisco overnight. we won't change the fact that graduation rates for african-american students in our public school system is just 53%. we won't change that overnight. we won't change the fact that nearly half of san francisco police department used to force cases involve black people overnight. we will change these facts with

this budget. we are listening to the community and prioritizing investments in the african-american community around housing, mental health and wellness, workforce development, economic justice, education, advocacy and accountability. as a first step in this effort, we will redirect $120 million from law enforcement to support these priorities over the next two years. let me repeat that, this is $120 million. it's a first step. if we are going to make real change, we need to do the hard work. it's going to take all of us coming together, day after day, week after week, month after month, year after year. i often talk about how i overcame poverty, despair and vince to become -- violence to

become mayor. my goal with these investments and this change in how we prioritize the black community is simple. i want my story, my experience to be the norm and not the exception. i want black girls growing up today to rise not in spite of their upbringing here in the city but because of it. i want black boys growing up today to thrive because we chose how to change the city and how this country treats our young black men. not as a statistic or an tragedy but as an important part of our city's future. if we accomplished nothing more than that during my time as mayor, i will leave this office proud. i want to end by acknowledging the leadership of a few of the people who are central to this budget process. first, i want to thank board president norman yee and budget chair supervisor sandy fewer to

continuing to be strong and collaborative leaders. over the coming weeks, we will work with both of them and the board of supervisors to finalize this budget so that we can continue to deliver for the people of san francisco. i want to thank controller ben rosen field for the work he and his team has put in as well as all the city departments who worked to find ways for us to close this deficit. finally, i want to thank my budget team. led by ashley golfenburgering. san francisco is lucky to have these two strong smart women leading this challenging process. now at this time, i want to introduce ashley who's going to give us a short presentation on our budget.

>> good afternoon, thank you mayor breed. i'm the mayor's acting budget director. i like to thank the rest of the mayor's budget office team who worked so hard to put this budget together under mayor breed's leadership. today i'm happy to walk you through the details of the mayor's fiscal year 2021 and 2 21-22 budget. the total size of the proposed budget is $13.7 billion in fiscal year 2021 and $12.6 billion in fiscal year 2021-22. the fiscal year 2021 proposely budget represents a $1.4 billion increase over the fiscal year 1920 budget primarily driven by one expenditure related to the covid-19 pandemic which go away

in the second year of the budget. the total proposed budget is made up of $7.5 billion or 54% nongeneral fund expenditures which include enterprise and self-supporting activities. 6.2% or 46% of general fund expenditures. it is important to note that self-supporting and enterprise funding are restricted and not eligible to be used to balance the city's general fund budget. these includes things like operations that are airport, the public utilities commission, port and the mta. it is also important to note that the $3.9 billion of the $6.2 billion in general fund expenditures are restricted by state and federal reimbursements and voter mandated services for children, transit and seniors. the remaining $2.3 billion represents discretionary fund budget available to pay for the public services san franciscans

rely on. the mayor's proposed budget achieved four key objectives. it balances the budget responsibly, avoiding layoffs for city employees and major service cuts, it makes progress on shared priorities of homelessness and behavioral health. it reinvest significant resources toward initiatives that support racial equity and identifying alternatives to policing and it maintains a robust importance to the covid-19 pandemic. the mayor's required by the charter to submit a balance two-year budget. the proposed budget utilizes variety of one time and ongoing revenue and expenditures solutions to balance this projected shortfall while also investing in shared priority areas. the may 2020 joint report projected a $1.5 billion two-year general fund budget shortfall. driven by stark revenue losses

resulting from the economic impact of the covid-19 emergency. in july, worsening economic conditions resulted in a further downgrade of revenue projections for the upcoming budget period. to overcome the shortfall, the mayor's proposed budget utilizes reserves, new revenue and other savings. the mayor's proposed budget utilizes $340 million from the city's main economic reserves during the budget period ensuring reserve balances remain in tact to hedge against future risk. the budget assumes ongoing excess reserve from the educational revenue augmentation fund or eraf to balance the shortfall. the proposed budget assumes $300 million that will become available with the passage of business tax reform measure. in order to avoid layoffs and

maintain critical city services, the mayor has asked the city's labor unions to defer scheduled wage increases over the period of the two-year budget. the savings associated with that are reflected this proposed budget. lastly, the mayor's proposed budget assumed many citywide and departmental saving. it includes underfunding the city's capital equipment and i.t. programs, only funding critical projects while deferring other new costs. this also includes savings offered by city departments that keep positions vacant and achieve other efficiencies all while avoiding layoffs and major service impacts. taken together, these solutions equal $1.9 billion over the two years. despite the economic challenges we face, the mayor's propose the budget is able to make over $300 million in targeted investments in priority areas. the mayor's proposed budget invest general fund dollars in

behavioral health and homelessness, maintaining the investments we've made in shelter, navigation centers and behavioral health beds while also feeding new general fund support such as the homeless rory plan and mental health sf which will be implemented through the passage of the november business tax measure. the proposed budget also reinvest $120 million in law enforcement funding over the next two years to support programs and services that benefit the african-american community and advance racial equity in our city. the proposed budget also seeks to prioritize youth investing $15 million in onetime support to the san francisco unified school district to provide needed financial relief and support for vulnerable students. lastly, the mayor's proposed budget maintains robust response to the ongoing covid-19 pandemic. allocated $100 million in new

general fund support. the mayor's proposed budget is able to close the projected shortfall without layoffs and minimal service impacts. however, we are just beginning to see the effects of this recession and must remain vigilant of the risks that uncertainties that lie ahead. before the pandemic, san francisco had approximately $1 billion in reserves. the proposed budget will utilize about half of those reserves over the coming three years, leaving the remainder to hedge against significant risk that far exceed the remaining reserves. these risks include the failure of the november 2020 business tax reform measure, which should not prevail could create $300 million shortfall. the proposed budget assumes that the city continues to receive fema reimbursements for eligible covid expenditures through the end of the fiscal year. should the federal government declare the emergency over, the city would face a significant

financial burden to continue to respond to covid. a prolonged worsening of the pandemic would negatively impact the city's finances both in the form of ongoing expenditures not planned for in this budget and in worsening conditions that can further slow economic recovery. while we believe the assumptions around access eraf and other state revenues are sounds, there's risk that worsening conditions that the state level can result in further losses of state revenue. lastly, while this budget proposed ongoing solutions, the city still faces a structural deficit and must maintain reserves. to conclude, while the proposed budget balanced it is balance end on a number of asunshines that could fail to materialize which under underscores the importance maintain reserves to

guard against these future risks. thank you. >> thank you ashley. thank you again. nothing about this pandemic is easy. nothing is certain. i believe that the more transparent we are with the facts and the more honest we are with the challenges we face, the better off we will all be. i know we will get this budget passed. we will continue to keep people healthy and safe and we will get through this challenging time together.......................c

health crisis and where do we go from here. today i'm joined by our department of public health director. today we have six thousand ninety two cases and sadly sixty seven people have died from covid. until we have a vaccine and until we are in a better place, we know that we need to continue to socially distance ourself from one another. wear our mask as much as possible and follow our public health guidelines.

we know that for months to come, this is something that we are unfortunately going to be living with and the fact is, there is still a lot of work to be done. i just want to say a few things before we get into the details of the budget. the fact is, we've come a very very very long way. many of you remember even in january where we declared a state of emergency and we start talking about the crisis and what's to come, and when we shut down the city, that was back in march and here we are. it's august. we thought that in august we'd be in a different place. i think what's happening with san franciscans as hard as we've worked to contain the virus, it's gone up and down, and up

again. we still have a long way to go. as tired as we are of doing what we need in order to keep one another safe, we have to start getting comfortable with it. we have to start changing our behavior. it really is what's going to make the difference because we notice that recently we had to basically put a pause on our oopenning. reopening. we saw the numbers spike. once we saw the numbers spike, behaviors started to change again. now we see the numbers declining. that doesn't mean we don't have several people every single day testing positive for the virus. that doesn't mean that some of those people, sadly, have lost their lives. we anticipate seeing more. only we can be the solution to

this big challenge. just think about it. when we first started off, the big conversations were around ppe and testing and other things, we've definitely come a long way. although, it's clear that due to, what i believe a lack of federal response and coordination with our state and cities, it's been very difficult for so many of us. we didn't let that stop us. we prepared, we worked hard, we redirected resources, we redirected staff from all over the city. we adjusted to our situation and because of that san francisco has been a model for the rest of the country. i want us to be even better than that. it's up to us. it's up to us to change our behavior. it's up to us especially because when you think about it, sadly, what we see in terms of

businesses not being able to open. some of our favorite restaurants and retail shops and places where we get our hair and nails done, they may never return. people who need to send their kids to school because we, regardless of the achievement gaps and equipment we're providing for low income students we're still seeing problems and increase in the achievement gaps. we have work to do. i'm asking people in san francisco to just really change their behavior. i know it's not easy. i know we want to enjoy ourselves. but it's up to us to make a difference. today, i want to really talk about our budget and the proposed budget that's working it's way through the legislative process as we speak.

part of why we are investing $446 million in response to covid has everything to do with the understanding that we're going to be living with this for some time. that's money that i wish we could divert to other things. but unfortunately this is the reality of today. i hope that's not the reality of our next budget cycle. we're committing about $93 million directly from the general fund. again, that's money that i wish we could be diverting to other places and the fact is, it's going to be important that we're prepared and doing what's necessary to keep the public safe. today, i want to get into our slides and talk a little about our investments so you have a clear understanding of why and what's being invested based on

our response based on our budg budget. so let's look at exactly what it is that our response is this year in the budget. it includes 16 point five million for operations. health response. 62 million for food distributions and housing and shelter programs. it's important to remember that this funding really assumes that we don't see any major surges. if that happens, we will need to divert even more resources. that's why it is so critical that everybody does their part to stop the spread. it assumes that we'll continue

to be reimbursed by fema. we all know how the federal government has been. this is only through june of 2021 for the next year. if this stretches beyond june there's even more of a drain on our budget next year. the funding for communications and operations is critical to not only staffing our covid command center but also providing communication in the many different languages and cultures in san francisco in different ways. 50% of our cases in san francisco have been in our latino community. visitation valley have the highest rates of cases in the

city. communication is key in a public health response. thankfully we have an incredible team of people doing this work every single day. one hundred eighty five million for health operations is a lot of money. it's important to understand in the context of all the things that we're doing as a city. we're talking about testing, ppe, surge capacity, preparations, contact tracing, community out reach, out break mitigations and everything else required to fight this virus and keep our re residents safe. we have massively expanded our food distribution to people in the si city and will continue to this for as long as needed.

keep people fed and increase sanitation conditions on the streets. pit stops we chose to expand city wide for an additional $16 million. as you can see from the slide, this is a significant investment. in short term options to keep people off the street. continuing to fund hotel rooms and shelter in place. we also know we need more housing for people which is why this all feeds into our homeless recovery plan to create six thousand replacements for our homeless residents. these are absolutely critical for our plan to work. building on some of our existing

programs as well including our waste replacement, meantle healtmental health programs. educational efforts to support our schools. mobile testing for neighborhoods that are disproportionately hit. these investments in our budget this year as we know, are absolutely critical in order to get us through the very challenging time and i can't reiterate enough the need to make changes to our behavior. i don't know about you, but as i said before in some of these press conferences, i was a very challenging kid to deal with for

my grandmother who raised me. i can remember time and time again, when you tell someone to do something over and over and over again. don't touch that fire, don't touch that fire. you're like, i wonder what the fire feels like. you touch it the fire and you're like, i'll never do that again. that's the kind of kid i was. it feels like i'm a parent telling people in san francisco over and over again wear your mask, socially distance, do this, do this that. really, this is about protecting public health. this is about getting us back on track. this is not just a problem in san francisco, it's a problem all over world. when you think about it there's some countries in the world that have reduced the virus and gone back to normal. that's where we want to be.

the only way we're going to get there. the only way we're going to be able to open the gyms and nail salons and visit our parents and grandparents in senior homes and places they are housed, is if we change our behavior. we listen to our public health expert. especially in places like dolores park. especially in places where people continue to gather and not socially distance. from our contact tracers, we know that many people who are contracting the virus are contracting the virus because they are having gatherings. they are having family gatherings and birthday parties

and other events. you know what? today is my birthday. i'm going to socially distance myself and talk to people op opn zoom. if we all did our part rkts wher, where wewould be today. i know you're tired of hearing it from me. i say it time and time again. i can't reiterate enough that we need to do our part. we can be a leader and crush this virus if we all do our part. with that, i want to ask the director of the department of public health dr. grant kol fa x

fax to please come forward now. >> good morning. i'm dr. grant colfax director of

public health. happy birthday and thank you for your commitment when it comes to covid response. when it comes to shelter in place, a surge of covid 19 cases. our investments in testing, contact tracing and food security among other items have helped san francisco manage to slow the spread of the virus. thank you again for your ladership anleadership and dire. here is an update of where we are with the virus. as of this morning. six thousand forty two have been diagnosed and sadly sixty seven

of them have died. we're currently caring for 88 in our local hospitals. that's a slight drop from last week. it's a 20% reduction from our peak in july. because of our efforts. because of your efforts such as face coverings and social distancing, we have lowered the effective reproductive rate to just below one. the effective reproductive rate or re is a key measure of how fast the virus is spreading. it's the average number of people who become infected by an infectious before. if it's above one, the virus will spread and it will spread quickly. when the re factor is below one,

it's slowing. our best estimate is that re has been just below one, between point nine eight and point nine five. we continue to exceed our daily testing goals and lead the state and nation it testing. in this next phase of our testing strategy, we'll be more targeted in our testing even as we expand testing capacity in the city. last week, we brought mobile testing to communities with highest infection rates of covid 19. including in the bay view, sunny dale, mission and omi. we are indeed following the day awe to identify the communities where testing can have the

greatest impact to identify and slow the spread of covid 19. as you saw in the budget presentation, the mayor is proposing a nearly 56 million-dollar budget in testing next year. that number has started to drop from the high point a few weeks ago. it's a cause for great concern and could easily go up again. this is one of our key health indicators. anything above 15 new cases per day puts us in the red zone on our highest alert level. we're been there for the past few weeks. we've seen our numbers

improving. let's stay vigilant. we've seen issues with the state reporting system that may have caused issues with cases. we see many many san franciscans covering their faces. recent research indicates if 80% of a population is regularly using face coverings we can prevent out breaks of covid 19. please, be one of those 80%. thank you to everyone who is doing their part to reach that critical mat. why don't we make it ninety. why don't we make it 100% of people wearing face coverings in

our city. we know unfortunately some people are not covering their faces complicitily. i see some people trying but maybe they don't know both their nose and mouth need to be covering. maybe they don't know that face could havings are required in san francisco for everyone age ten years and up. if you have any questions or doubts, wear a facial covering. it's right thing. it's the safe thimg t ting to t. it's like remembering your wallet or keys. it's a habit we're going to need to develop and have with us for some time. my mask protects you. your mask protects me.

this is something we can all do and indeed we must do for each other. we must keep up our momentum and stand our ground and sustain our gains and continue to make progress. we're seeing some hopeful signs. as we've seen before this virus is persistent. we cannot let our guard down. please, again, continue to do your part. continue to take caution and care. take care of yourself. call your friends and family. we are all in this together. we will get through this together. together we have the power to save lives and again, crush that curve. thank you.

>> thank you dr. colfax and madam mayor for your time. we'll begin our q and a portion. first we have health care related questions for dr. colfax. what specifically is the city doing to shorten the time it takes to get test results and boboaster contact tracing. >> the turn around times have averaged general 48 to 72 hours. we did fall behind because of the great surge in testing. we have caught up on that. we're increasing looking to expand our city test sf capacity. those times will hopefully

continue to be shorter than a few weeks ago. we've trained three hundred people in contact tracing. we're try to go catcing to catcm the flood of cases. making great progress on that. we continue to expand our capacity and contact tracing. as you see in the budget there's investments to strengthen that work going forward. >> thank you doctor. have any out breaks been traced to a gathering in dolores park. where are the out breaks happening. >> we know that out breaks occur when people gather. indoor gatherings are more at risk than outdoor gatherin

gathering-people doing essential work and need to work in close proximity, we need to have that happen. let's not gather for things that could otherwise be delayed or be done on zoom or in other virtual ways. with regard to specific out breaks, i can't comment on drawing conclusions from the gathering at dolores park except to say that's behavior that we're very concerned about it. our message continue continues o not gather unless absolutely essential. do not gather out side your immediate household. if you do, wear those face masks and use good hygiene and socially distance when possible.

look, when i walk or drive around the city, we know this is still not happening to the degree it needs to be. we need to hit that 80% mark. let's go for 90% or one hundred. we need to crush this curve. >> thank you. the next set of questions are from the associated press. how have the state's problems with cal ready effected san francisco effective reproductive rate. >> it's based on the number of hospitalizations. our data is not part of that calculation. we're confident in our ability to estimate based on the hospitalization rates in the city. >> how can we be sure cases are going down if there is under reporting by the state's system.

>> the number of hospitalled cases are going down in our city. that's what we base the reproductive rate on. it's on those numbers sm the nu. the number of cases diagnosed with covid 19, that number could change based on the correction from the state. we hope to have tha that tha th. >> thank you, doctor. what are the major factors contributing to the numbers leveling off? >> what we-we can't draw any one action with regard to cause and effect with regard to the

decline in the number of cases. i do think a few weeks ago our recognition that we were in the midst of another surge and the reproductive rate was going up rapidly. we worked with comeupit communiy members, key stake holders and people in neighborhoods most effected to work to really get the message out that everyone needed to be aware of this. access testing. if you were in an area experiencing out breaks to wear those facial coverings and not gather. i hope people heard this and people are doing their part to flatten and hopefully crush the curve. i will say that the reproductive

number is just about at one now. we need to see that trend continue so we get much much lower. i'm hopeful that we continue to go in the right direction. >> thank you, doctor. have you considered further restrictions or enforcement measuremeasures foreplaysesmea . >> we need to give people-

>> thank you, doctor. the next question comes from sf examiner. business owners from the small industry and other personal services have been frustrated that they cannot fully reopen even after sanitation

guidelines. what is your level of concerns. >> right now we are on the state watch list and have been since late july. no further reopenings can happen until we're off that watch list and receive updated guidance from the state. and what might be plausible going forward. >> thank you. our next question. if the reproductive rate is not below is only based on hospitalization and not positive tests it does not include asymptomatic people. how is that viable. >> it's an estimate. it's an estimate that we have been working with u c berkeley

and u c sf and cal san francisco researchers with regard to developing a model that takes exactly that into account. uses the hospitalization number and extrapolates that to the broader population at large to come up with an estimate of the reproductive rate. it's publicly available with regard to what the reproductive rate estimate is. you can dig deeper into that on the website which we can certainly provide to you. >> thank you, dr. colfax. there no further questions at this time. this concludes today's press conference. thank you madam mayor and dr. colfax for your time.

>> this is one place you can always count on to give you what you had before and remind you of what your san francisco history used to be. >> we hear that all the time, people bring their kids here and their grandparents brought them here and down the line. >> even though people move away, whenever they come back to the city, they make it here. and they tell us that. >> you're going to get something made fresh, made by

hand and made with quality products and something that's very, very good. ♪ >> the legacy bars and restaurants was something that was begun by san francisco simply to recognize and draw attention to the establishments. it really provides for san francisco's unique character. ♪ >> and that morphed into a request that we work with the city to develop a legacy business registration. >> i'm michael cirocco and the owner of an area bakery. ♪ the bakery started in 191. my grandfather came over from italy and opened it up then. it is a small operation. it's not big.

so everything is kind of quality that way. so i see every piece and cut every piece that comes in and out of that oven. >> i'm leslie cirocco-mitchell, a fourth generation baker here with my family. ♪ so we get up pretty early in the morning. i usually start baking around 5:00. and then you just start doing rounds of dough. loaves. >> my mom and sister basically handle the front and then i have my nephew james helps and then my two daughters and my wife come in and we actually do the baking. after that, my mom and my sister stay and sell the product, retail it. ♪ you know, i don't really think about it. but then when i -- sometimes when i go places and i look and see places put up, oh this is our 50th anniversary and

everything and we've been over 100 and that is when it kind of hits me. you know, that geez, we've been here a long time. [applause] ♪ >> a lot of people might ask why our legacy business is important. we all have our own stories to tell about our ancestry. our lineage and i'll use one example of tommy's joint. tommy's joint is a place that my husband went to as a child and he's a fourth generation san franciscan. it's a place we can still go to today with our children or grandchildren and share the stories of what was san francisco like back in the 1950s. >> i'm the general manager at tommy's joint.

people mostly recognize tommy's joint for its murals on the outside of the building. very bright blue. you drive down and see what it is. they know the building. tommy's is a san francisco hoffa, which is a german-style presenting food. we have five different carved meats and we carve it by hand at the station. you prefer it to be carved whether you like your brisket fatty or want it lean. you want your pastrami to be very lean. you can say i want that piece of corn beef and want it cut, you know, very thick and i want it with some sauerkraut. tell the guys how you want to prepare it and they will do it right in front of you. san francisco's a place that's changing restaurants, except for tommy's joint. tommy's joint has been the same since it opened and that is

important. san francisco in general that we don't lose a grip of what san francisco's came from. tommy's is a place that you'll always recognize whenever you lock in the door. you'll see the same staff, the same bartender and have the same meal and that is great. that's important. ♪ >> the service that san francisco heritage offers to the legacy businesses is to help them with that application process, to make sure that they really recognize about them what it is that makes them so special here in san francisco. ♪ so we'll help them with that application process if, in fact, the board of supervisors

does recognize them as a legacy business, then that does entitle them to certain financial benefits from the city of san francisco. but i say really, more importantly, it really brings them public recognition that this is a business in san francisco that has history and that is unique to san francisco. >> it started in june of 1953. ♪ and we make everything from scratch. everything. we started a you -- we started a off with 12 flavors and mango fruits from the philippines and then started trying them one by one and the family had a whole new clientele. the business really boomed after that. >> i think that the flavors we

make reflect the diversity of san francisco. we were really surprised about the legacy project but we were thrilled to be a part of it. businesses come and go in the city. pretty tough for businesss to stay here because it is so expensive and there's so much competition. so for us who have been here all these years and still be popular and to be recognized by the city has been really a huge honor. >> we got a phone call from a woman who was 91 and she wanted to know if the mitchells still owned it and she was so happy that we were still involved, still the owners. she was our customer in 1953. and she still comes in.

but she was just making sure that we were still around and it just makes us feel, you know, very proud that we're carrying on our father's legacy. and that we mean so much to so many people. ♪ >> it provides a perspective. and i think if you only looked at it in the here and now, you're missing the context. for me, legacy businesses, legacy bars and restaurants are really about setting the context for how we come to be where we are today. >> i just think it's part of san francisco. people like to see familiar stuff. at least i know i do. >> in the 1950s, you could see a picture of tommy's joint and looks exactly the same. we haven't change add thing. >> i remember one lady saying, you know, i've been eating this ice cream since before i was born. and i thought, wow! we have, too. ♪