Annie Gaus

Of the city’s nearly 35,000 workers, 96% have been fully vaccinated—the “highest of any jurisdiction we’re aware of,” said Mayor London Breed on Tuesday.&nbsp;That signals a return to business as usual, at least for city staff.

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Of the city’s nearly 35,000 workers, 96% have been fully vaccinated—the “highest of any jurisdiction we’re aware of,” said Mayor London Breed on Tuesday.&nbsp;That signals a return to business as usual, at least for city staff.

City employees are required to start working in person again starting on Nov. 1, which marks the last deadline for those employees to provide proof of vaccination. At an appearance at the Board of Supervisors, Breed linked the mandate to the city’s broader recovery, saying that government staff returning to work in-person might encourage other employers to do the same.&nbsp;

City employees are required to start working in person again starting on Nov. 1, which marks the last deadline for those employees to provide proof of vaccination. At an appearance at the Board of Supervisors, Breed linked the mandate to the city’s broader recovery, saying that government staff returning to work in-person might encourage other employers to do the same.&nbsp;

“It will help encourage the private sector to bring back their workers,” said Breed. “It will help our small businesses that are excited to welcome people back, and it will help us all get back to where we want to be as a city.”&nbsp;

“It will help encourage the private sector to bring back their workers,” said Breed. “It will help our small businesses that are excited to welcome people back, and it will help us all get back to where we want to be as a city.”&nbsp;

Despite the city’s high vaccination rates—89% of residents over aged 12 are vaccinated, and mandatory vaccinations are common at private employers—office workers <a href="https://sfstandard.com/san-francisco-financial-district-merchants-long-recovery-ahead/">in the city’s downtown core have been slow to return</a>. Building access data from Kastle Systems shows a small uptick in San Francisco office visits as of last week, but visitations are still only at about 25% of normal capacity.

Despite the city’s high vaccination rates—89% of residents over aged 12 are vaccinated, and mandatory vaccinations are common at private employers—office workers <a href="https://sfstandard.com/san-francisco-financial-district-merchants-long-recovery-ahead/">in the city’s downtown core have been slow to return</a>. Building access data from Kastle Systems shows a small uptick in San Francisco office visits as of last week, but visitations are still only at about 25% of normal capacity.

Among city workers, there are a few vaccine holdouts that could prove painful for some residents.&nbsp;

Among city workers, there are a few vaccine holdouts that could prove painful for some residents.&nbsp;

Among them are SFMTA workers, of which 275 are either unvaccinated or have not yet reported their status. That’s an improvement over two weeks ago, when the agency warned that <a href="https://sfstandard.com/sfmta-warns-of-chaotic-service-disruptions-due-to-unvaccinated-workers/">640 of its staff </a>were presumed unvaccinated. But riders should nonetheless expect service disruptions starting next month, including unreliable arrival predictions, late buses and a drop in parking enforcement, said SFMTA director Jeffrey Tumlin on Tuesday.

Among them are SFMTA workers, of which 275 are either unvaccinated or have not yet reported their status. That’s an improvement over two weeks ago, when the agency warned that <a href="https://sfstandard.com/sfmta-warns-of-chaotic-service-disruptions-due-to-unvaccinated-workers/">640 of its staff </a>were presumed unvaccinated. But riders should nonetheless expect service disruptions starting next month, including unreliable arrival predictions, late buses and a drop in parking enforcement, said SFMTA director Jeffrey Tumlin on Tuesday.

The agency is expecting a new class of operator trainees in early November, added Tumlin, but those new workers won’t be enough to offset service disruptions. &nbsp;To fill service gaps, the agency is heavily promoting overtime, among other efforts to mitigate any loss of transit operators.&nbsp;

The agency is expecting a new class of operator trainees in early November, added Tumlin, but those new workers won’t be enough to offset service disruptions. &nbsp;To fill service gaps, the agency is heavily promoting overtime, among other efforts to mitigate any loss of transit operators.&nbsp;

“We apologize to all our passengers&#8230;we are working hard to allocate new staff,” he said.

“We apologize to all our passengers...we are working hard to allocate new staff,” he said.

“We apologize to all our passengers&#8230;we are working hard to allocate new staff,” he said.

Separately, Breed cited a handful of other public-facing city departments that may have to terminate employees.&nbsp;&nbsp;

Separately, Breed cited a handful of other public-facing city departments that may have to terminate employees.&nbsp;&nbsp;

At the police department, 93 members, including 46 sworn officers, are undergoing administrative review and may be terminated for violating the city’s vaccination mandate, said Breed. Twenty-nine members of the fire department, 50 members of the sheriff&#8217;s department, and 224 employees of the Department of Public Health, including 160 workers at its two hospitals, are presumed unvaccinated.&nbsp;

At the police department, 93 members, including 46 sworn officers, are undergoing administrative review and may be terminated for violating the city’s vaccination mandate, said Breed. Twenty-nine members of the fire department, 50 members of the sheriff's department, and 224 employees of the Department of Public Health, including 160 workers at its two hospitals, are presumed unvaccinated.&nbsp;

At the police department, 93 members, including 46 sworn officers, are undergoing administrative review and may be terminated for violating the city’s vaccination mandate, said Breed. Twenty-nine members of the fire department, 50 members of the sheriff&#8217;s department, and 224 employees of the Department of Public Health, including 160 workers at its two hospitals, are presumed unvaccinated.&nbsp;

“I&#8217;m hopeful that we can get even more employees vaccinated. We are seeing improvements in [SFMTA’s] numbers, and we are working very closely with the agency on outreach,” said Breed.

“I'm hopeful that we can get even more employees vaccinated. We are seeing improvements in [SFMTA’s] numbers, and we are working very closely with the agency on outreach,” said Breed.

“I&#8217;m hopeful that we can get even more employees vaccinated. We are seeing improvements in [SFMTA’s] numbers, and we are working very closely with the agency on outreach,” said Breed.

Mayor Breed touts 96% vaccination rate of city workers ahead of Nov. 1 deadline

Michael Barba

City supervisors are giving trash-hauling giant Recology two choices following revelations that the firm may have overcharged San Francisco customers even more than its $95 million payout last year in a corruption scandal settlement.

City supervisors are giving trash-hauling giant Recology two choices following revelations that the firm may have overcharged San Francisco customers even more than its $95 million payout last year in a corruption scandal settlement.

Recology can either back a ballot measure to reform the process for setting garbage rates in San Francisco or risk losing its lucrative monopoly on trash collection in the city that helped the firm build a West Coast empire.

Recology can either back a ballot measure to reform the process for setting garbage rates in San Francisco or risk losing its lucrative monopoly on trash collection in the city that helped the firm build a West Coast empire.

“There’s a carrot and stick, and they can choose,” Supervisor Aaron Peskin told The Standard. “If they want to rumble, we’re ready to rumble.”

“There’s a carrot and stick, and they can choose,” Supervisor Aaron Peskin told The Standard. “If they want to rumble, we’re ready to rumble.”

Peskin introduced two proposed ballot measures Tuesday to fix shortcomings in the rate-setting process exposed in the fallout from a federal corruption probe into former Public Works head Mohammed Nuru. One of the proposals is a middle-of-the-road reform measure that is supported by all 11 members of the Board of Supervisors and Mayor London Breed. The other option is a more aggressive proposal that would not only reform the process but potentially break up Recology’s monopoly by introducing competition into the system.

Peskin introduced two proposed ballot measures Tuesday to fix shortcomings in the rate-setting process exposed in the fallout from a federal corruption probe into former Public Works head Mohammed Nuru. One of the proposals is a middle-of-the-road reform measure that is supported by all 11 members of the Board of Supervisors and Mayor London Breed. The other option is a more aggressive proposal that would not only reform the process but potentially break up Recology’s monopoly by introducing competition into the system.

Recology is facing mounting calls for reform from supervisors as the Nuru scandal continues to unfold. As The Standard first reported Tuesday, <a href="https://sfstandard.com/city-hall/sf-investigates-recology-for-more-overbilling-after-95-million-payout-tied-to-corruption-scandal/">the Controller’s Office is investigating whether Recology improperly charged ratepayers</a> beyond the $94.5 million the firm agreed to refund last March as part of a settlement with the City Attorney’s Office.

Recology is facing mounting calls for reform from supervisors as the Nuru scandal continues to unfold. As The Standard first reported Tuesday, <a href="https://sfstandard.com/city-hall/sf-investigates-recology-for-more-overbilling-after-95-million-payout-tied-to-corruption-scandal/">the Controller’s Office is investigating whether Recology improperly charged ratepayers</a> beyond the $94.5 million the firm agreed to refund last March as part of a settlement with the City Attorney’s Office.

Peskin said he plans to move forward with the nuclear option—giving other companies the option to apply for permits to collect trash in San Francisco—if Recology does not stop gathering signatures to place its own watered-down measure on the June ballot. Recology’s proposal includes some but not all of the reforms supported by the mayor and every supervisor.

Peskin said he plans to move forward with the nuclear option—giving other companies the option to apply for permits to collect trash in San Francisco—if Recology does not stop gathering signatures to place its own watered-down measure on the June ballot. Recology’s proposal includes some but not all of the reforms supported by the mayor and every supervisor.

Peskin already has the three co-sponsors he needs—Board of Supervisors President Shamann Walton and supervisors Hillary Ronen and Connie Chan—to begin the process of putting the proposed competition measure on the ballot, but he said he would prefer to go with the moderate proposal.

Peskin already has the three co-sponsors he needs—Board of Supervisors President Shamann Walton and supervisors Hillary Ronen and Connie Chan—to begin the process of putting the proposed competition measure on the ballot, but he said he would prefer to go with the moderate proposal.

“We thought that we were being friendly,” Peskin said. “Instead they are biting the hand that feeds.”

“We thought that we were being friendly,” Peskin said. “Instead they are biting the hand that feeds.”

Many on the Board of Supervisors say they were troubled by news of the controller’s investigation. Seven supervisors—Peskin, Walton, Ronen, Chan, Rafael Mandleman, Ahsha Safai and Gordon Mar—each expressed concerns to The Standard about Recology’s billing practices.&nbsp;

Many on the Board of Supervisors say they were troubled by news of the controller’s investigation. Seven supervisors—Peskin, Walton, Ronen, Chan, Rafael Mandleman, Ahsha Safai and Gordon Mar—each expressed concerns to The Standard about Recology’s billing practices.&nbsp;

Ronen questioned why the potential overcharging currently under review was not caught in an earlier investigation that resulted in the <a href="https://www.sfcityattorney.org/2021/03/04/herreras-public-integrity-investigation-saves-sf-ratepayers-100m-in-excessive-garbage-fees/">eight-figure settlement.</a>

Ronen questioned why the potential overcharging currently under review was not caught in an earlier investigation that resulted in the <a href="https://www.sfcityattorney.org/2021/03/04/herreras-public-integrity-investigation-saves-sf-ratepayers-100m-in-excessive-garbage-fees/">eight-figure settlement.</a>

“The fact that San Francisco residents were already ripped off by a company that has a monopoly over providing services to the city to begin with has already got us enough concerned,” Ronen said.

“The fact that San Francisco residents were already ripped off by a company that has a monopoly over providing services to the city to begin with has already got us enough concerned,” Ronen said.

Safai said the controller’s ongoing investigation only increased the need for the Board of Supervisors to take action following earlier developments in the scandal. In September, three local Recology companies—Recology San Francisco, Recology Golden Gate and Recology Sunset Scavenger—admitted to conspiring to bribe Nuru for his help in raising garbage rates.

Safai said the controller’s ongoing investigation only increased the need for the Board of Supervisors to take action following earlier developments in the scandal. In September, three local Recology companies—Recology San Francisco, Recology Golden Gate and Recology Sunset Scavenger—admitted to conspiring to bribe Nuru for his help in raising garbage rates.

“If the controller has serious concerns, then so do I,” Safai said. “I think Recology is going to have to disprove that they didn’t overcharge. And if they did, they’re gonna have to owe the ratepayers more money again.”

“If the controller has serious concerns, then so do I,” Safai said. “I think Recology is going to have to disprove that they didn’t overcharge. And if they did, they’re gonna have to owe the ratepayers more money again.”

Mandelman said he was not yet briefed on the controller’s investigation and has a “lot of open questions.”

Mandelman said he was not yet briefed on the controller’s investigation and has a “lot of open questions.”

Mar said Recology’s monopoly is ripe for abuse, while Chan noted that the firm needs to be held accountable.

Mar said Recology’s monopoly is ripe for abuse, while Chan noted that the firm needs to be held accountable.

Mayor Breed and the City Attorney’s Office declined to comment on the controller’s investigation.

Mayor Breed and the City Attorney’s Office declined to comment on the controller’s investigation.

Supervisors are all rallying around a middle-ground proposal that would reform the rate-setting process by transitioning oversight of proposed rate increases from the director of Public Works to the controller. The proposal would also allow the city to regulate commercial rates and bypass voters when changing the rate-setting process in the future.

Supervisors are all rallying around a middle-ground proposal that would reform the rate-setting process by transitioning oversight of proposed rate increases from the director of Public Works to the controller. The proposal would also allow the city to regulate commercial rates and bypass voters when changing the rate-setting process in the future.

The big difference between the moderate reform proposal and the Recology initiative is the provision to allow City Hall to amend the process going forward without asking voters.

The big difference between the moderate reform proposal and the Recology initiative is the provision to allow City Hall to amend the process going forward without asking voters.

The most aggressive proposal, meanwhile, would inject competition into the rate-setting process by allowing companies to bid on permits for collecting trash in the city that are all currently held by Recology.

The most aggressive proposal, meanwhile, would inject competition into the rate-setting process by allowing companies to bid on permits for collecting trash in the city that are all currently held by Recology.

Peskin said developments in the Nuru scandal last year showed that the city’s rate-setting process was “crying out for reform.”

Peskin said developments in the Nuru scandal last year showed that the city’s rate-setting process was “crying out for reform.”

He added, “The most recent revelations that they didn’t come clean with what they owed the ratepayers is just another turd in Recology’s punchbowl.”

He added, “The most recent revelations that they didn’t come clean with what they owed the ratepayers is just another turd in Recology’s punchbowl.”

Nuclear option to break up Recology’s trash-hauling monopoly now on the table

Julie Zigoris

The first ever Gap didn&#8217;t carry Gap clothes. It peddled Levi’s, LPs and the idea that shopping at the store would keep you young and cool.

The first ever Gap didn't carry Gap clothes. It peddled Levi’s, LPs and the idea that shopping at the store would keep you young and cool.

The first ever Gap didn&#8217;t carry Gap clothes. It peddled Levi’s, LPs and the idea that shopping at the store would keep you young and cool.

The location, which Don and Doris Fisher opened in 1969 on Ocean Avenue in Ingleside, occupied a storefront in the old El Rey Theatre, designed by accomplished San Francisco architect <a href="https://sfstandard.com/arts-culture/remembering-architect-timothy-pflueger-the-man-behind-some-of-sfs-most-iconic-skyscrapers-theaters-and-bars/">Timothy Pfleuger</a>. The groovy multicolored concentric circles of the brand’s first logo were meant to replicate the records spinning inside.

The location, which Don and Doris Fisher opened in 1969 on Ocean Avenue in Ingleside, occupied a storefront in the old El Rey Theatre, designed by accomplished San Francisco architect <a href="https://sfstandard.com/arts-culture/remembering-architect-timothy-pflueger-the-man-behind-some-of-sfs-most-iconic-skyscrapers-theaters-and-bars/">Timothy Pfleuger</a>. The groovy multicolored concentric circles of the brand’s first logo were meant to replicate the records spinning inside.

Today, the space remains vacant. So does the store at Powell and Market streets, which had served as the brand’s flagship until it shuttered in 2020 along with the Gap stores in Embarcadero Center and Stonestown Galleria.&nbsp;

Today, the space remains vacant. So does the store at Powell and Market streets, which had served as the brand’s flagship until it shuttered in 2020 along with the Gap stores in Embarcadero Center and Stonestown Galleria.&nbsp;

A photo composite of people walking by the Gap store at 890 Market Street in San Francisco on February 7, 2013 and people passing by the same, shuttered Gap store (right) at 890 Market Street on Sunday, Sept. 25, 2022. |Justin Sullivan/Getty Images ; Samantha Laurey for The Standard

<figure class="wp-block-image size-large"><img height="983" width="2500" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED0-2500x983.jpg" alt="" class="wp-image-82940"/><figcaption>A photo composite of the Gap store at 890 Market Street in San Francisco on February 7, 2013 and the same, shuttered Gap store (right) at 890 Market Street on Sunday, Sept. 25, 2022. | Justin Sullivan/Getty Images; Samantha Laurey for The Standard</figcaption></figure>

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<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED0-2500x983.jpg" alt="" class="wp-image-82940"/><figcaption>A photo composite of the Gap store at 890 Market Street in San Francisco on February 7, 2013 and the same, shuttered Gap store (right) at 890 Market Street on Sunday, Sept. 25, 2022. | Justin Sullivan/Getty Images; Samantha Laurey for The Standard</figcaption></figure>

Only the Chestnut Street store and a recently opened “laboratory” retail Gap attached to the company’s headquarters at 2 Folsom St. remain. While the <a href="https://www.bizjournals.com/sanfrancisco/news/2022/06/22/gap-hq-retail-sf-opening-lab-athleta-old-navy.html">company hypes the laboratory spaces</a>—which include Gap, Inc.-owned brands Athleta, Old Navy and Banana Republic—they are in office space the company already owns rather than a heavily trafficked retail area.&nbsp;

Only the Chestnut Street store and a recently opened “laboratory” retail Gap attached to the company’s headquarters at 2 Folsom St. remain. While the <a href="https://www.bizjournals.com/sanfrancisco/news/2022/06/22/gap-hq-retail-sf-opening-lab-athleta-old-navy.html">company hypes the laboratory spaces</a>—which include Gap, Inc.-owned brands Athleta, Old Navy and Banana Republic—they are in office space the company already owns rather than a heavily trafficked retail area.&nbsp;

Executive Chairman Bob Martin is serving as interim CEO of Gap, Inc. after the company booted CEO Sonia Syngal in July; she had been brought in after four years of leading the Old Navy brand. In September, Ye, formerly known as Kanye West, severed his already rocky partnership with the Gap brand (though that might be just as well for the company in<a href="https://apnews.com/article/twitter-inc-entertainment-music-ba5c710ec59d195fe4d83cb2c9343589"> light of Ye’s recent comments</a>). A few days later, Gap, Inc., <a href="https://sfstandard.com/business/san-francisco-company-tech-layoff-tracker/">laid off 500 corporate employees</a>.&nbsp;

Executive Chairman Bob Martin is serving as interim CEO of Gap, Inc. after the company booted CEO Sonia Syngal in July; she had been brought in after four years of leading the Old Navy brand. In September, Ye, formerly known as Kanye West, severed his already rocky partnership with the Gap brand (though that might be just as well for the company in<a href="https://apnews.com/article/twitter-inc-entertainment-music-ba5c710ec59d195fe4d83cb2c9343589"> light of Ye’s recent comments</a>). A few days later, Gap, Inc., <a href="https://sfstandard.com/business/san-francisco-company-tech-layoff-tracker/">laid off 500 corporate employees</a>.&nbsp;

CEO, Gap Inc. Sonia Syngal (left) speaks on stage during AAFA American Image Awards 2022 The Plaza Hotel in New York on April 26, 2022 and Kanye West (right) attends the Balenciaga Spring 2023 Fashion Show at the New York Stock Exchange on May 22, 2022 in New York. | Slaven Vlasic/Getty Images ; Gotham/GC Images

<figure class="wp-block-image size-large"><img height="1514" width="2500" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED06-2500x1514.jpg" alt="" class="wp-image-82955"/><figcaption>Former CEO, Gap Inc. Sonia Syngal (left) and Kanye (Ye) West (right), 2022. | Slaven Vlasic/Getty Images; Gotham/GC Images</figcaption></figure>

<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED06-2500x1514.jpg" alt="" class="wp-image-82955"/><figcaption>Former CEO, Gap Inc. Sonia Syngal (left) and Kanye (Ye) West (right), 2022. | Slaven Vlasic/Getty Images; Gotham/GC Images</figcaption></figure>

In all fairness, Gap is facing struggles that are common to many brick-and-mortar retailers, who were coping with the rise of online shopping even before the pandemic closed stores and sent even more people to the internet for their retail needs.&nbsp;

In all fairness, Gap is facing struggles that are common to many brick-and-mortar retailers, who were coping with the rise of online shopping even before the pandemic closed stores and sent even more people to the internet for their retail needs.&nbsp;

“The Gap is going through what a lot of retail is going through right now, which is trying to find the right sizing between physical and digital,” said Ari Lightman, professor of digital media and marketing at Carnegie Mellon University. “Gap just couldn’t make the pivot quickly enough.”&nbsp;

“The Gap is going through what a lot of retail is going through right now, which is trying to find the right sizing between physical and digital,” said Ari Lightman, professor of digital media and marketing at Carnegie Mellon University. “Gap just couldn’t make the pivot quickly enough.”&nbsp;

But there’s more to the story, too. At a time in consumer culture when selling a story matters more than ever, the veteran purveyor of casual separates can’t decide what it wants to be: online retailer, mall stalwart, urban chic or discount bin. It had a long run as a mainstream fashion staple and ubiquitous pop-culture touchstone—serving as fodder for a popular <a href="https://www.youtube.com/watch?v=56ZaJbGs3k4">Saturday Night Live sketch</a> and making prominent cameos in everything from Reality Bites to Stranger Things—but the pioneering San Francisco brand is finding it can’t run on the fumes of khaki nostalgia alone.&nbsp;

But there’s more to the story, too. At a time in consumer culture when selling a story matters more than ever, the veteran purveyor of casual separates can’t decide what it wants to be: online retailer, mall stalwart, urban chic or discount bin. It had a long run as a mainstream fashion staple and ubiquitous pop-culture touchstone—serving as fodder for a popular <a href="https://www.youtube.com/watch?v=56ZaJbGs3k4">Saturday Night Live sketch</a> and making prominent cameos in everything from Reality Bites to Stranger Things—but the pioneering San Francisco brand is finding it can’t run on the fumes of khaki nostalgia alone.&nbsp;

The biggest mall owner in the country, Simon Property Group, has more than double the number of Gap Factory discount stores than there are Gaps, and <a href="https://www.wfyi.org/news/articles/simon-property-group-sues-the-gap-for-not-paying-rent-during-covid-19-pandemic">the group is suing Gap</a>—one of its largest tenants—over unpaid rent. Gap’s share price has fallen more than 50% this year alone.

The biggest mall owner in the country, Simon Property Group, has more than double the number of Gap Factory discount stores than there are Gaps, and <a href="https://www.wfyi.org/news/articles/simon-property-group-sues-the-gap-for-not-paying-rent-during-covid-19-pandemic">the group is suing Gap</a>—one of its largest tenants—over unpaid rent. Gap’s share price has fallen more than 50% this year alone.

Gap, by all appearances, is falling apart at the seams.&nbsp;

Gap, by all appearances, is falling apart at the seams.&nbsp;

“They don&#8217;t really have anything in their armory that says, ‘Look, you know, here&#8217;s the weapons we plan to use to grow the business,’” said Neil Saunders, a retail data analyst for GlobalData. Gap, Inc., and the Fisher family declined to comment for this story.

“They don't really have anything in their armory that says, ‘Look, you know, here's the weapons we plan to use to grow the business,’” said Neil Saunders, a retail data analyst for GlobalData. Gap, Inc., and the Fisher family declined to comment for this story.

“They don&#8217;t really have anything in their armory that says, ‘Look, you know, here&#8217;s the weapons we plan to use to grow the business,’” said Neil Saunders, a retail data analyst for GlobalData. Gap, Inc., and the Fisher family declined to comment for this story.

<h2 class="wp-block-heading" id="h-the-roots-of-san-francisco-cool">The Roots of San Francisco Cool</h2>

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<h2 id="h-the-roots-of-san-francisco-cool">The Roots of San Francisco Cool</h2>

Don and Doris Fisher—who would later become well-known San Francisco philanthropists with their major donations to SFMOMA and other organizations—opened the original Gap store in 1969 as a side project to their real estate business.&nbsp;

Don and Doris Fisher—who would later become well-known San Francisco philanthropists with their major donations to SFMOMA and other organizations—opened the original Gap store in 1969 as a side project to their real estate business.&nbsp;

Don had the idea for the store after he couldn’t find Levi’s in his size; Doris came up with the name. Meant to imply “the generation gap,” it soon became a phenomenon in its own right with the store’s famous tagline and jingle: “Fall into the Gap.”&nbsp;

Don had the idea for the store after he couldn’t find Levi’s in his size; Doris came up with the name. Meant to imply “the generation gap,” it soon became a phenomenon in its own right with the store’s famous tagline and jingle: “Fall into the Gap.”&nbsp;

One year later, Gap had five locations in California. Five years after that, it had 186 stores across the United States.&nbsp;

One year later, Gap had five locations in California. Five years after that, it had 186 stores across the United States.&nbsp;

Gap, Inc. went public in 1976, and its umbrella of brands have a long association with Northern California.&nbsp;

Gap, Inc. went public in 1976, and its umbrella of brands have a long association with Northern California.&nbsp;

Gap, Inc., acquired Mill Valley-based Banana Republic in 1983, and it launched the first Old Navy store in Colma in 1994. After acquiring Athleta in 2008, it opened the brand’s first brick-and-mortar store in 2011 on Fillmore Street in San Francisco. Gap, Inc., headquarters remain at 2 Folsom St. in a 15-story tower that includes a terrace overlooking the Bay Bridge with jaw-dropping views.&nbsp;&nbsp;

Gap, Inc., acquired Mill Valley-based Banana Republic in 1983, and it launched the first Old Navy store in Colma in 1994. After acquiring Athleta in 2008, it opened the brand’s first brick-and-mortar store in 2011 on Fillmore Street in San Francisco. Gap, Inc., headquarters remain at 2 Folsom St. in a 15-story tower that includes a terrace overlooking the Bay Bridge with jaw-dropping views.&nbsp;&nbsp;

“It’s part of the heritage of San Francisco,” said Saunders.&nbsp;

“It’s part of the heritage of San Francisco,” said Saunders.&nbsp;

Central to Gap’s appeal was the visual aesthetic of its stores. Decades before Steve Jobs introduced the minimalist Apple Store or Marie Kondo built an empire on organization, the Gap was proving the appeal of clean, uncluttered spaces and neatly organized clothes. Don Fisher had the idea to use cubicle shelves along the walls instead of traditional racks and tables, which made sizes easy to sort and find.&nbsp;

Central to Gap’s appeal was the visual aesthetic of its stores. Decades before Steve Jobs introduced the minimalist Apple Store or Marie Kondo built an empire on organization, the Gap was proving the appeal of clean, uncluttered spaces and neatly organized clothes. Don Fisher had the idea to use cubicle shelves along the walls instead of traditional racks and tables, which made sizes easy to sort and find.&nbsp;

Gap chairman and CEO Donald G. Fisher from past ad from the Heritage Labseen on Wednesday, July 31, 2019 in San Francisco, Calif. | Elizabeth Hafalia/The San Francisco Chronicle via Getty Images

<figure class="wp-block-image size-large"><img height="2500" width="2075" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED01-2075x2500.jpg" alt="" class="wp-image-82943"/><figcaption>Gap chairman and CEO Donald G. Fisher from past ad in San Francisco, Calif. | Elizabeth Hafalia/The San Francisco Chronicle via Getty Images</figcaption></figure>

<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED01-2075x2500.jpg" alt="" class="wp-image-82943"/><figcaption>Gap chairman and CEO Donald G. Fisher from past ad in San Francisco, Calif. | Elizabeth Hafalia/The San Francisco Chronicle via Getty Images</figcaption></figure>

“They really knew what they were doing,” said Alexandra Lange, author of Meet Me by the Fountain: An Inside History of the Mall. “That very clean look — and the piles of colored sweaters and T-shirts — it made what were very simple clothes extremely appealing.”

“They really knew what they were doing,” said Alexandra Lange, author of Meet Me by the Fountain: An Inside History of the Mall. “That very clean look — and the piles of colored sweaters and T-shirts — it made what were very simple clothes extremely appealing.”

A recent trip to the Gap on Chestnut Street demonstrates how far it has strayed from these roots.&nbsp;

A recent trip to the Gap on Chestnut Street demonstrates how far it has strayed from these roots.&nbsp;

Giant construction bags stand in the middle of the floor, Ye’s line of Yeezy sweatshirts and T-shirts piled in an impossible-to-sort heap. “It’s supposed to look messy,” one of the clerks explained. “So you feel like a kid.”&nbsp;

Giant construction bags stand in the middle of the floor, Ye’s line of Yeezy sweatshirts and T-shirts piled in an impossible-to-sort heap. “It’s supposed to look messy,” one of the clerks explained. “So you feel like a kid.”&nbsp;

Clothes hanging on the walls had visible creases, crumpled from being in boxes. Jeans and separates hung on racks—but so did floral rayon. The store didn’t have a story.

Clothes hanging on the walls had visible creases, crumpled from being in boxes. Jeans and separates hung on racks—but so did floral rayon. The store didn’t have a story.

<h2 class="wp-block-heading" id="h-dead-malls-or-dead-brand">Dead Malls, or Dead Brand?</h2>

<h2 id="h-dead-malls-or-dead-brand">Dead Malls, or Dead Brand?</h2>

Mickey Drexler became the Gap division’s president in 1983 and CEO of Gap, Inc., in 1995, executing a hugely successful transition from hip boutique chain where one could buy Levi’s to a mass-market private label. The khaki craze supported a rapid expansion of the brand, with many stores opening in close proximity to each other in malls and shopping centers.

Mickey Drexler became the Gap division’s president in 1983 and CEO of Gap, Inc., in 1995, executing a hugely successful transition from hip boutique chain where one could buy Levi’s to a mass-market private label. The khaki craze supported a rapid expansion of the brand, with many stores opening in close proximity to each other in malls and shopping centers.

Jeans are displayed at a Gap store on March 04, 2021 in San Francisco, California. Gap Inc. will report fourth quarter earnings today after the closing bell. | Justin Sullivan/Getty Images

<figure class="wp-block-image size-large"><img height="1875" width="2500" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED04-2500x1875.jpg" alt="" class="wp-image-82946"/><figcaption>Jeans are displayed at a Gap store on March 04, 2021 in San Francisco, Calif. | Justin Sullivan/Getty Images</figcaption></figure>

<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED04-2500x1875.jpg" alt="" class="wp-image-82946"/><figcaption>Jeans are displayed at a Gap store on March 04, 2021 in San Francisco, Calif. | Justin Sullivan/Getty Images</figcaption></figure>

“Peak mall is peak Gap,” said Lange. “The mall and the Gap eventually overexpanded.”&nbsp;

“Peak mall is peak Gap,” said Lange. “The mall and the Gap eventually overexpanded.”&nbsp;

With Don’s brother Bob, who worked in construction, helping build out the locations, expansion kicked into high gear with the Fisher family’s deep property experience.&nbsp;

With Don’s brother Bob, who worked in construction, helping build out the locations, expansion kicked into high gear with the Fisher family’s deep property experience.&nbsp;

“I’d already done pretty well in real estate,” Don Fisher writes in his autobiography and business chronicle Falling Into the Gap. “But what did that have to do with retail?”&nbsp;

“I’d already done pretty well in real estate,” Don Fisher writes in his autobiography and business chronicle Falling Into the Gap. “But what did that have to do with retail?”&nbsp;

Yet according to Mark A. Cohen, director of retail studies at Columbia University, the company expanded much too fast.

Yet according to Mark A. Cohen, director of retail studies at Columbia University, the company expanded much too fast.

Gap employee Shinju Nozawa-Auclair folds clothes at a Gap store on Market Street on February 20, 2014 in San Francisco, California. | Justin Sullivan/Getty Images

<figure class="wp-block-image size-large"><img height="1654" width="2500" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED02-2500x1654.jpg" alt="" class="wp-image-82970"/><figcaption>Gap employee Shinju Nozawa-Auclair folds clothes at a Gap store on Market Street on February 20, 2014 in San Francisco, California. | Justin Sullivan/Getty Images</figcaption></figure>

<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED02-2500x1654.jpg" alt="" class="wp-image-82970"/><figcaption>Gap employee Shinju Nozawa-Auclair folds clothes at a Gap store on Market Street on February 20, 2014 in San Francisco, California. | Justin Sullivan/Getty Images</figcaption></figure>

“Even though it was the Don and Bob show opening stores everywhere, he [Drexler] knew damn well they were diluting the brand equity of the Gap,” said Cohen, who also worked for Gap as a company manager from 1977-79. “He was the CEO, and he should have stopped it. But he didn&#8217;t.” Drexler could not be reached for comment.

“Even though it was the Don and Bob show opening stores everywhere, he [Drexler] knew damn well they were diluting the brand equity of the Gap,” said Cohen, who also worked for Gap as a company manager from 1977-79. “He was the CEO, and he should have stopped it. But he didn't.” Drexler could not be reached for comment.

“Even though it was the Don and Bob show opening stores everywhere, he [Drexler] knew damn well they were diluting the brand equity of the Gap,” said Cohen, who also worked for Gap as a company manager from 1977-79. “He was the CEO, and he should have stopped it. But he didn&#8217;t.” Drexler could not be reached for comment.

The shopping mall subsequently went into decline in the early aughts. While there were once 1,500-2,000 malls across the U.S., the number is now around 800, according to Lange. Gap, as one of the mall’s biggest tenants, suffered, too.&nbsp;

The shopping mall subsequently went into decline in the early aughts. While there were once 1,500-2,000 malls across the U.S., the number is now around 800, according to Lange. Gap, as one of the mall’s biggest tenants, suffered, too.&nbsp;

But the stores might not be such a liability for Gap if the brand gave a reason for people to come inside.&nbsp;

But the stores might not be such a liability for Gap if the brand gave a reason for people to come inside.&nbsp;

Across the way from the Chestnut Street Gap store, Marine Layer accepts old T-shirts for recycling—you get $5 off a new tee when you drop off your old one. A few doors down, Madewell offers a jean recycling program, encouraging people to bring in used denim, as well as one-on-one styling.

Across the way from the Chestnut Street Gap store, Marine Layer accepts old T-shirts for recycling—you get $5 off a new tee when you drop off your old one. A few doors down, Madewell offers a jean recycling program, encouraging people to bring in used denim, as well as one-on-one styling.

Gap has failed to re-imagine its costly stores as part of a community. “You could reap a lot more benefit out of it than simply somebody going to pick up a pair of jeans,” said Lightman.

Gap has failed to re-imagine its costly stores as part of a community. “You could reap a lot more benefit out of it than simply somebody going to pick up a pair of jeans,” said Lightman.

<h2 class="wp-block-heading" id="h-the-fisher-fingerprints">The Fisher Fingerprints&nbsp;</h2>

<h2 id="h-the-fisher-fingerprints">The Fisher Fingerprints&nbsp;</h2>

Don Fisher died in 2009, but the <a href="https://investors.gapinc.com/financial-information/default.aspx">family remains the largest stockholder</a> in the company and Don Fisher’s sons Robert and William Fisher serve on the board of directors, as does Doris Fisher as an honorary member. John Fisher, the third and youngest son, previously worked with the company and is now the owner of the Oakland Athletics baseball team.&nbsp;&nbsp;

Don Fisher died in 2009, but the <a href="https://investors.gapinc.com/financial-information/default.aspx">family remains the largest stockholder</a> in the company and Don Fisher’s sons Robert and William Fisher serve on the board of directors, as does Doris Fisher as an honorary member. John Fisher, the third and youngest son, previously worked with the company and is now the owner of the Oakland Athletics baseball team.&nbsp;&nbsp;

“The Fisher family is still very involved,” Saunders said. “And they’re the common ingredient throughout Gap’s decline.”&nbsp;

“The Fisher family is still very involved,” Saunders said. “And they’re the common ingredient throughout Gap’s decline.”&nbsp;

Don Fisher’s version of the company’s culture in Falling Into the Gap emphasizes fast pace and quick turnover: “The Gap is definitely an exciting, high-energy, high-speed, high-result company with demands that eliminate those unsuited for the pace,” Fisher wrote.&nbsp;

Don Fisher’s version of the company’s culture in Falling Into the Gap emphasizes fast pace and quick turnover: “The Gap is definitely an exciting, high-energy, high-speed, high-result company with demands that eliminate those unsuited for the pace,” Fisher wrote.&nbsp;

But critics say Gap’s company culture today is stultified. “It&#8217;s a culture that doesn&#8217;t really seem to favor innovation,” Saunders said. “It seems to talk in riddles most of the time and not set out very clear strategies.”&nbsp;

But critics say Gap’s company culture today is stultified. “It's a culture that doesn't really seem to favor innovation,” Saunders said. “It seems to talk in riddles most of the time and not set out very clear strategies.”&nbsp;

But critics say Gap’s company culture today is stultified. “It&#8217;s a culture that doesn&#8217;t really seem to favor innovation,” Saunders said. “It seems to talk in riddles most of the time and not set out very clear strategies.”&nbsp;

A pile of boxes in front of Gap located at 2159 Chestnut Street in San Francisco, Calif., on Sunday, Sept. 25, 2022. The Gap, one of San Francisco’s most iconic brands, has come undone after CEO, Kayne West terminates their partnership and killing 500 jobs. | Samantha Laurey for The Standard

<figure class="wp-block-image size-large"><img height="1667" width="2500" src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED08-1-2500x1667.jpg" alt="" class="wp-image-82949"/><figcaption>A pile of boxes in front of Gap located at 2159 Chestnut Street in San Francisco, Calif., on Sunday, Sept. 25, 2022. | Samantha Laurey for The Standard</figcaption></figure>

<figure class="wp-block-image size-large"><img src="https://content.sfstandard.com/wp-content/uploads/2022/10/GapRiseandFall092022_INLINED08-1-2500x1667.jpg" alt="" class="wp-image-82949"/><figcaption>A pile of boxes in front of Gap located at 2159 Chestnut Street in San Francisco, Calif., on Sunday, Sept. 25, 2022. | Samantha Laurey for The Standard</figcaption></figure>

A May 2022 <a href="https://www.fool.com/earnings/call-transcripts/2022/05/27/gap-gps-q1-2022-earnings-call-transcript/">earnings call transcript</a> seems to prove his point: “When spring product finally began to arrive in March, and it will maybe continue to experience softness, we conducted a deep diagnostic of the business, and it became apparent we also had product acceptance issues,” said Syngal.

A May 2022 <a href="https://www.fool.com/earnings/call-transcripts/2022/05/27/gap-gps-q1-2022-earnings-call-transcript/">earnings call transcript</a> seems to prove his point: “When spring product finally began to arrive in March, and it will maybe continue to experience softness, we conducted a deep diagnostic of the business, and it became apparent we also had product acceptance issues,” said Syngal.

<h2 class="wp-block-heading" id="h-the-carousel-of-ceos">The Carousel of CEOs&nbsp;</h2>

<h2 id="h-the-carousel-of-ceos">The Carousel of CEOs&nbsp;</h2>

After the many successes of Mickey Drexler—who left the company in 2002 to helm J. Crew and has since cofounded the clothing line Alex Mill with his son—Gap, Inc. has yet to find the right leadership.&nbsp;&nbsp;

After the many successes of Mickey Drexler—who left the company in 2002 to helm J. Crew and has since cofounded the clothing line Alex Mill with his son—Gap, Inc. has yet to find the right leadership.&nbsp;&nbsp;

Paul Pressler from Walt Disney Parks came on as CEO after Drexler’s departure. Then came Glenn Murphy, the CEO of a drugstore chain, who cleaned up the balance sheet but also did not know how to run an apparel business, according to Cohen. Subsequent CEO Art Peck also proved unable to restore momentum.&nbsp;

Paul Pressler from Walt Disney Parks came on as CEO after Drexler’s departure. Then came Glenn Murphy, the CEO of a drugstore chain, who cleaned up the balance sheet but also did not know how to run an apparel business, according to Cohen. Subsequent CEO Art Peck also proved unable to restore momentum.&nbsp;

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“Without leadership, you got nothing,” said Cohen. It’s ironic that the retailer that once represented the entirety of Gap’s merchandise—Levi’s—is faring better than Gap itself by capturing a niche market and not trying to be everything to everyone all at once.&nbsp;

“Without leadership, you got nothing,” said Cohen. It’s ironic that the retailer that once represented the entirety of Gap’s merchandise—Levi’s—is faring better than Gap itself by capturing a niche market and not trying to be everything to everyone all at once.&nbsp;

“Levi’s has a phenomenal innovation and data science team. They have customization,” Lightman said, noting that even though it was born and bred in San Francisco, the crucible of internet innovation, “Gap was a laggard when it came to technology.”&nbsp;

“Levi’s has a phenomenal innovation and data science team. They have customization,” Lightman said, noting that even though it was born and bred in San Francisco, the crucible of internet innovation, “Gap was a laggard when it came to technology.”&nbsp;

Lolita Marcaida, an employee at the Chestnut Street Gap, started working for the company at the flagship store 21 years ago. She wears all Gap and loves the brand but acknowledges the ups and downs. “I’ve seen a lot of change over the years with how they run the company,” she said.&nbsp;

Lolita Marcaida, an employee at the Chestnut Street Gap, started working for the company at the flagship store 21 years ago. She wears all Gap and loves the brand but acknowledges the ups and downs. “I’ve seen a lot of change over the years with how they run the company,” she said.&nbsp;

Historically, Gap delivered an idea. It sold the timeless appeal of khakis. It sold pocket tees thanks to sharp black-and-white photographs by Annie Leibovitz and Herb Ritts. It sold folding—those neat piles of shirts in the cluttered chaos of a mall.

Historically, Gap delivered an idea. It sold the timeless appeal of khakis. It sold pocket tees thanks to sharp black-and-white photographs by Annie Leibovitz and Herb Ritts. It sold folding—those neat piles of shirts in the cluttered chaos of a mall.

Maybe it’s not too late for Gap to reinvent itself, or go back to doing what it did best—a store with only jeans and records sounds like it would fit right in on the Valencia Street of today.&nbsp;

Maybe it’s not too late for Gap to reinvent itself, or go back to doing what it did best—a store with only jeans and records sounds like it would fit right in on the Valencia Street of today.&nbsp;

In the Chestnut Street Gap, a young store clerk named Crystal Lepe, whose first ever jean jacket came from the brand, works alongside Betty Agnos, an 82-year-old shopper who appreciates the clothing as “affordable and modern, a good all-around store for all people.”&nbsp;

In the Chestnut Street Gap, a young store clerk named Crystal Lepe, whose first ever jean jacket came from the brand, works alongside Betty Agnos, an 82-year-old shopper who appreciates the clothing as “affordable and modern, a good all-around store for all people.”&nbsp;

The funk hip-hop group Winston Surfshirt is blasting, and for a fleeting moment, this San Franciscan imagines there’s still a way for Gap to stitch itself back together.&nbsp;&nbsp;

The funk hip-hop group Winston Surfshirt is blasting, and for a fleeting moment, this San Franciscan imagines there’s still a way for Gap to stitch itself back together.&nbsp;&nbsp;

The Gap, one of San Francisco’s most iconic businesses, has come undone

The Granada Hotel, a single-room occupancy building on the cusp of Nob Hill and the Tenderloin, has had its issues. But for years, the Granada provided the basics to a community predominantly of seniors and people with disabilities: Secure, affordable rooms, three meals a day, and activities like music and field trips to ease the burdens of isolation for vulnerable residents.&nbsp;&nbsp;

The Granada Hotel, a single-room occupancy building on the cusp of Nob Hill and the Tenderloin, has had its issues. But for years, the Granada provided the basics to a community predominantly of seniors and people with disabilities: Secure, affordable rooms, three meals a day, and activities like music and field trips to ease the burdens of isolation for vulnerable residents.&nbsp;&nbsp;

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