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11_571869 bindex.qxd 10/21/04 7:11 PM Page 172 Index See also Accommodations and Restaurant indexes below. GENERAL INDEX Architectural highlights, 130–131 Area codes, 28 Art Festival, Union Street, 5 A AA (American Automobile Art galleries, 141 Association), 12 Asian Art Museum, 113–114 Aardvark’s, 150–151 ATMs (automated teller machines), 1 AARP, 9 Avenue Cyclery, 133 Ab Fits, 146 Avis, 26 Accommodations, 33–65. See also Accommodations Index The Castro, 63–64 Cow Hollow, 60–62 B aker Beach, 128, 132–133 family-friendly, 54–55 Bambuddha Lounge, 162–163 The Financial District, 57–58 Barnes & Noble, 141 Fisherman’s Wharf, 58–60 Bars, 163–169 with free parking, 49 BART (Bay Area Rapid Transit), 10, 25 Japantown, 62–63 Baseball, 137 The Marina, 60–62 Basketball, 137 Nob Hill, 46–50 Bay Area Reporter, 9, 169 North Beach, 58–60 Bay Area Theatresports (BATS), Pacific Heights, 60–62 157–158 pricing categories, 34 Bay Guardian, 16 near San Francisco International Bayporter Express, 11 Airport, 64–65 Bay to Breakers Foot Race, SoMa, 50–57 4, 135–136 Union Square, 35–46 Beach Blanket Babylon, 158 A.C.T. (American Conservatory Beaches, 132 Theater), 156 Be-At Line, 159 Addresses, finding, 17 Belden Place cafes, 73 Alabaster, 148 Biking, 133 A La Carte, A La Park, 6 Biordi Art Imports, 148 Alamo car-rental agency, 26 Birkenstock, 150 Alamo Square Historic District, 130 The Bliss Bar, 163 Alcatraz Island, 105, 108 Blue & Gold Fleet, 28, 108, 131–132 American Automobile Association Boating, 133–134 (AAA), 12 Boat tours, 131–132 American Conservatory -
H. Parks, Recreation and Open Space
IV. Environmental Setting and Impacts H. Parks, Recreation and Open Space Environmental Setting The San Francisco Recreation and Park Department maintains more than 200 parks, playgrounds, and open spaces throughout the City. The City’s park system also includes 15 recreation centers, nine swimming pools, five golf courses as well as tennis courts, ball diamonds, athletic fields and basketball courts. The Recreation and Park Department manages the Marina Yacht Harbor, Candlestick (Monster) Park, the San Francisco Zoo, and the Lake Merced Complex. In total, the Department currently owns and manages roughly 3,380 acres of parkland and open space. Together with other city agencies and state and federal open space properties within the city, about 6,360 acres of recreational resources (a variety of parks, walkways, landscaped areas, recreational facilities, playing fields and unmaintained open areas) serve San Francisco.172 San Franciscans also benefit from the Bay Area regional open spaces system. Regional resources include public open spaces managed by the East Bay Regional Park District in Alameda and Contra Costa counties; the National Park Service in Marin, San Francisco and San Mateo counties as well as state park and recreation areas throughout. In addition, thousands of acres of watershed and agricultural lands are preserved as open spaces by water and utility districts or in private ownership. The Bay Trail is a planned recreational corridor that, when complete, will encircle San Francisco and San Pablo Bays with a continuous 400-mile network of bicycling and hiking trails. It will connect the shoreline of all nine Bay Area counties, link 47 cities, and cross the major toll bridges in the region. -
SAN FRANCISCO 2Nd Quarter 2014 Office Market Report
SAN FRANCISCO 2nd Quarter 2014 Office Market Report Historical Asking Rental Rates (Direct, FSG) SF MARKET OVERVIEW $60.00 $57.00 $55.00 $53.50 $52.50 $53.00 $52.00 $50.50 $52.00 Prepared by Kathryn Driver, Market Researcher $49.00 $49.00 $50.00 $50.00 $47.50 $48.50 $48.50 $47.00 $46.00 $44.50 $43.00 Approaching the second half of 2014, the job market in San Francisco is $40.00 continuing to grow. With over 465,000 city residents employed, the San $30.00 Francisco unemployment rate dropped to 4.4%, the lowest the county has witnessed since 2008 and the third-lowest in California. The two counties with $20.00 lower unemployment rates are neighboring San Mateo and Marin counties, $10.00 a mark of the success of the region. The technology sector has been and continues to be a large contributor to this success, accounting for 30% of job $0.00 growth since 2010 and accounting for over 1.5 million sf of leased office space Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2012 2012 2012 2013 2013 2013 2013 2014 2014 this quarter. Class A Class B Pre-leasing large blocks of space remains a prime option for large tech Historical Vacancy Rates companies looking to grow within the city. Three of the top 5 deals involved 16.0% pre-leasing, including Salesforce who took over half of the Transbay Tower 14.0% (delivering Q1 2017) with a 713,727 sf lease. Other pre-leases included two 12.0% full buildings: LinkedIn signed a deal for all 450,000 sf at 222 2nd Street as well 10.0% as Splunk, who grabbed all 182,000 sf at 270 Brannan Street. -
Outdoor Fitness FAQ (Updated: 8/23/20)
Outdoor Fitness FAQ (Updated: 8/23/20) Outdoor Fitness FAQ Contents 1. What is the difference between small and large group fitness? .......................................................... 1 2. Can I apply for both the small group license and a large group permit?.............................................. 1 3. What is the fee for a small group license? ............................................................................................ 1 4. What certifications are required for a small group license? ................................................................ 2 5. What equipment can I bring to the workout and setup ....................................................................... 2 6. What is the fee for a large group permit? ............................................................................................ 2 7. Do all applicants for a large group permit, with and without studios, participate in the lottery? ....... 2 8. What locations are reservable under a large group permit? ................................................................ 2 9. What is a lottery slot? ........................................................................................................................... 2 10. How will the lottery for large group permits work? ............................................................................. 3 11. What is the cost for each slot? ............................................................................................................. 3 12. Are these classes still only -
2012 San Francisco Clean and Safe Neighborhood Parks Bond Status Report Presented to the CITIZENS’ GENERAL OBLIGATION BOND OVERSIGHT COMMITTEE
2012 San Francisco Clean and Safe Neighborhood Parks Bond Status Report Presented to the CITIZENS’ GENERAL OBLIGATION BOND OVERSIGHT COMMITTEE May 2018 McLaren Bike Park Opening Prepared by: Antonio Guerra, Capital Finance Manager, Recreation and Parks 415‐581‐2554, [email protected] Ananda Hirsch, Capital Manager, Port of San Francisco 415‐274‐0442, [email protected] 2012 San Francisco Clean and Safe Neighborhood Parks Bond Status Report Presented to the CITIZENS’ GENERAL OBLIGATION BOND OVERSIGHT COMMITTEE May 2018 TABLE OF CONTENTS Executive Summary 1 Program Budget Project Revenues 2 Project Expenditures 4 Project Schedules 6 Project Status Summaries 8 Citywide Programs 2930 Citywide Parks 3334 Executive Summary San Francisco Clean and Safe Neighborhood Parks Bond Bond Program Budget $M Neighborhood Parks In November 2012, 71.6% of voters approved Proposition B for a Angelo J. Rossi Playground 8.2 $195 million General Obligation Bond, known as the 2012 San Balboa Park 7 Francisco Clean and Safe Neighborhood Parks Bond (the “bond”). Garfield Square 11 George Chri s topher Playground 2.8 This funding will continue a decade of investment in the aging Gilman Playground 1.8 infrastructure of our park system. Specifically, the bond Glen Ca nyon Park 12 allocates: Hyde & Turk Mini Park 1 Joe DiMaggio Playground 5.5 Margaret S. Hayward Playground 14 $99 million for Neighborhood Parks, selected based on Moscone Recreation Center 1.5 community feedback, their physical condition, the variety of Mountain Lake Park 2 amenities offered, -
A Capacity Survey of California's Cultural Heritage Organizations
A Capacity Survey of California’s Cultural Heritage Organizations and Recommendations for Financing by Mimi Morris Executive Officer California Cultural and Historical Endowment November 2012 www.endowment.library.ca.gov www.californiastreasures.org (916) 653-1330 A Capacity Survey of California’s Cultural Heritage Organizations and Financing Recommendations TABLE OF CONTENTS Introduction ........................................................................................................................... 3 Executive Summary .............................................................................................................. 5 Acknowledgements .............................................................................................................. 7 The Capacity of Cultural Heritage Organizations in California ........................................ 9 Methodology for the Survey of California’s Cultural Organizations .............................. 11 Survey Transmittal Letter ........................................................................................... 13 Survey Introduction .................................................................................................... 15 Survey Questions ....................................................................................................... 17 Survey Results ........................................................................................................... 19 Table 1: Response Totals for Structural Integrity Improvement Funding Needs .. 20 -
Performance Audit of the San Francisco Zoo Project Scope Methodology
Performance Audit of the San Francisco Zoo INTRODUCTION The Budget Analyst of the City and County of San Francisco has performed this Performance Audit of the San Francisco Zoo (the “Zoo”) pursuant to direction received from the Board of Supervisors under the authority granted by Charter Section 2.114. Project Scope The scope of this performance audit included a comprehensive audit survey and selection of specific subject areas for detailed examination and analysis. The specific areas addressed in the performance audit are shown in the Table of Contents. Section 1.1 of the report, “Animal Management and Care,” is the most detailed, accounting for a little less than one-fifth of the entire report. Section 1.1 also includes an examination and evaluation of the animal care afforded the bison located in Golden Gate Park in a facility under the control of the Recreation and Park Department. Methodology This Performance Audit of the Zoo was performed in accordance with standards developed by the United States General Accounting Office, as published in Government Auditing Standards, 1994 Revision by the Comptroller General of the United States. Accordingly, this performance audit included the following basic elements in its planning and implementation: Entrance Conference: An entrance conference was conducted with the Zoo Director and management staff to discuss the performance audit scope, procedures, and protocol. Pre-Audit Survey: A pre-audit survey was conducted to familiarize the performance audit staff with the operations of the Zoo, interview upper management, and collect basic documentation regarding Zoo operations. As a result of the work completed as part of this pre-audit survey, areas of Zoo operations requiring additional review and analysis were identified. -
12 Short Histories of the Bison in Golden Gate Park 1 If You Walk
“When we choose a plot to order our environmental stories we give them a unity that neither nature nor the past possesses.” -- William Cronon “We have had our historians, too, and they have held over the dark backward of time their divining rods and conjured out of it what they wanted.” --Van Wyk Brooks 12 Short Histories of the Bison in Golden Gate Park 1 If you walk westward through Golden Gate Park in San Francisco, along John F. Kennedy Drive, and walk past the Victorian cupcake of the arboretum, past the cement rectangle where people roller skate in short shorts to a staticky boombox, past the copper facade of the deYoung museum, past the waterfall, past the meadows where people gather for soccer matches and family reunions and Renaissance fairs, you will find the bison. The further away you move away from the park’s entrance, the more the manicured landscape surrounding the park’s main buildings buckles and dissolves into something more improvisational. The park’s eucalyptus trees, steadfast since they were first planted in their determination to kill every plant not themselves, let loose drifts of fragrant, acid leaves. The hand of gardner is undone by the hand of gopher and the smooth green turf laid down for the benefit of soccer leagues is pocked with busy holes ringed with coronas of freshly kicked dirt. And so you will have to look. It is not a landscape that invites lingering and the bison - or buffalo, which is taxonomically inaccurate but which it still somehow feels correct to call them - are easy to miss. -
File No. 131042 Amended in Board 11/5/13 Resolution No
AMENDED IN BOARD 11/5/13 FILE NO. 131042 RESOLUTION NO. 391-13 1 [Park, Recreation, and Open Space Advisory Committee - Membership List] 2 3 Resolution approving and modifying the Recreation and Park Commission's list of 4 recommended organizations for membership in the Park, Recreation, and Open Space 5 Advisory Committee. 6 7 WHEREAS, San Francisco Park Code, Article 13, Section 13.01, established the Park, 8 Recreation and Open Space Advisory Committee. That Ordinance provides that the 9 Recreation and Park Commission shall prepare, and the Board of Supervisors shall approve 1O or modify, a list of organizations qualified to nominate individuals for Park, Recreation and 11 Open Space Advisory Committee membership; now, therefore, be it 12 RESOLVED, That the list of recommended organizations qualified to nominate 13 individuals for Park Recreation and Open Space Advisory Committee membership are: 14 California Native Plant Society- Verba Buena Chapter, Friends of Duboce Park, Friends of 15 Mountain Lake Park, Friends of Recreation and Parks, Golden Gate Audubon Society - San 16 Francisco Conservation Committee, People Organizing to Demand Environmental Rights, 17 Proposition E Implementation Committee, San Francisco Beautiful, Neighborhood Park 18 Council, Committee for Better Parks and Recreation in Chinatown, San Francisco Friends of 19 the Urban Forest, San Francisco Group of the Sierra Club, San Francisco League of 20 Conservation Voters, San Francisco League of Urban Gardeners, San Francisco Tomorrow, 21 Save the Redwoods League, -
Mountain Lake Enhancement Plan Environmental Assessment
1. Introduction The Mountain Lake Enhancement Plan and Environmental Assessment is a cooperative effort between the Presidio Trust (Trust), the National Park Service (NPS), and the Golden Gate National Parks Association (GGNPA). The Presidio Trust is a wholly- owned federal government corporation whose purposes are to preserve and enhance the Presidio as a national park, while at the same time ensuring that the Presidio becomes financially self-sufficient by 2013. The Trust assumed administrative jurisdiction over 80 percent of the Presidio on July 1, 1998, and the NPS retains jurisdiction over the coastal areas. The Trust is managed by a seven-person Board of Directors, on which a Department of Interior representative serves. NPS, in cooperation with the Trust, provides visitor services and interpretive and educational programs throughout the Presidio. The Trust is lead agency for environmental review and compliance under the National Environmental Policy Act (NEPA). GGNPA is administering project funds and coordinating phase one of the project. The San Francisco International Airport has provided $500,000 to fund the first phase of the Mountain Lake Enhancement Plan under the terms and conditions outlined within the Cooperative Agreement for the Restoration of Mountain Lake, 24 July 1998. The overall goal of the Mountain Lake Enhancement Plan is to improve the health of the lake and adjacent shoreline and terrestrial environments within the 14.25-acre Project Area. This document analyzes three site plan alternatives (Alternatives 1, 2, and 3) and a no action alternative. It is a project-level EA that is based upon the Presidio Trust Act and the 1994 General Management Plan Amendment for the Presidio of San Francisco (GMPA) prepared by the NPS, a planning document that provides guidelines regarding the management, use, and development of the Presidio. -
San Franciscointernationalairport47 Oakland Internationalairport48 (Fisherman’S Wharf)74 193 80-81
198 Index Les numéros de page en gras renvoient aux cartes. Bars et boîtes de nuit 173, 182 A 4th Street Bar & Grill 179 Accès 47 1015 Folsom 179 Accessoires de mode 193 Absinthe Brasserie & Bar 177 Ben and Nick’s 182 Achats 185, 193 Bix 174 Activités culturelles 170 Bourbon and Branch 178 Activités de plein air 109 Bubble Lounge 176 Aéroports Buena Vista Café 177 Oakland International Airport 48 Café Claude 173 San Francisco International Airport 47 Café du Nord 179 Aînés 51 Cafe Zoetrope 176 Alamo Square (Haight-Ashbury) 87 Cellar 360 177 Cigar Bar & Grill 174 Alcatraz 76, 80-81 Clock Bar 173 Alimentation 186 Club Six 180 Alta Plaza Park (Pacific Heights) 82, 108 DNA Lounge 179 Ambassades 52 Edinburgh Castle Pub 177 Angel Island (Marin County) 99, 100 Eli’s Mile High Club 182 Angel Island State Park (Angel Island) 100 Eos Wine Bar 178 Ferry Plaza Wine Merchant & Wine Bar 174 Antiquités 187 First Crush Restaurant & Bar 173 Aquarium of the Bay Fluid Ultra Lounge 180 (Fisherman’s Wharf) 74 Gordon Biersch 174 Architecture 34 Greens Sports Bar 177 Argent 52 Harvey’s 180 Art déco 37 Hôtel Biron 178 Jillian’s 180 Asian Art Museum (Civic Center) 86 Jupiter 182 Attraits touristiques 59 Kozy Kar 176 Autocar 50 Laszlo 181 A Avion 47 Lefty O’Doul’s 173 - Lexington Club 181 Li Po Cocktail Lounge 174 Mad Dog in the Fog 178 B Madrone Art Bar 178 Index Index Baker Beach 109 Martuni’s 180 Matrix Fillmore 177 Bank of America (Financial District) 67 Mauna Loa Club 177 Bank of California (Financial District) 68 Moby Dick 181 Banques 52 Nectar Wine Lounge 177 guidesulysse.com http://www.guidesulysse.com/catalogue/FicheProduit.aspx?isbn=9782894649428 199 Bars et boîtes de nuit (suite) Berkeley (East Bay) 100, 101 Nickies 178 hébergement 127, 140 Nihon Whisky Lounge 181 restaurants 140, 165 No Name Bar 181 sorties 140, 182 Paragon 179 Blues 171 Pier 23 Cafe 176 Boissons alcoolisées 53 Pisco Latin Lounge 181 Place Pigalle 177 Buena Vista Park (Haight-Ashbury) 87, 108 Press Club 173 Buffalo Paddock (Golden Gate Park) 92 Redwood Room 174 Burroughs, William S. -
Back Streets Businesses Advisory Board Report to the Board of Supervisors
Made In SAN FRANCISCO The role of Back Streets Businesses in providing jobs, serving Main Street businesses and local residents, and in the larger city economy – and what the City of San Francisco can do to retain and expand them. Findings and Recommendations by the Back Streets Businesses Advisory Board to the Board of Supervisors and the Mayor December 2007 TABLE OF CONTENTS EXECUTIVE SUMMARY INTRODUCTION BACK STREETS BUSINESSES STORIES BUSINESS SUB-SECTORS PROFILE POLICY CONTEXT Challenges/Issues Policies Framework ECONOMIC CONTEXT San Francisco’s Economic Diversity Business Linkages Tax Impact Back Streets Workforce Profile Business Clusters BACK STREETS BUSINESS ISSUES Emerging and Evolving Industries Business Needs and Problems Best Practices/Strategies RECOMMENDATIONS ACKNOWLEDGEMENTS AND CREDITS 1 EXECUTIVE SUMMARY & INTRODUCTION EXECUTIVE EXECUTIVE SUMMARY SUMMARY Back Streets Businesses are generally defined as small to medium-size industrial or commercial businesses that create products or provide services in manufacturing, wholesale, commercial, logistics, construction, repairs, and food processing. EXECUTIVE SUMMARY & INTRODUCTION In 2005, under the leadership of Supervisor Sophie Maxwell, the San Francisco Board of Supervisors established the Back Streets Businesses Advisory Board. The Advisory Board had three objectives: • To analyze the needs of Back Streets Businesses; • To analyze the policies and programs of San Francisco and other cities designed to assist Back Streets businesses; and • To provide recommendations to assist the City in retaining and expanding Back Streets Businesses and the jobs they create. The nine public appointees and five City agency representatives making up the Advisory Board spent 18 months interviewing Back Streets Business owners and employees, reviewing the best practices of other jurisdictions, and reviewing the role and impact of Back Streets Businesses in San Francisco’s economy.