under these objectives, one of the three actions for this fiscal year is action 74. and in the short term, how will we know how it is done? we will know because the board of supervisors voted to approve the ordinance and we will have restaurant participation increased by 100%. we will be working in conjunction with similar objectives about how they contribute. so, the key performance indicator is the number of days that water quality bacteria levels did not meet epa

requirements as a result of sewer overflows. this is a long-term indicator of progress. before i go to the next example -- we have a clearer, quantitative -- what we call quantitative. we can provide trending over here. the next example is what we call qualitative. sometimes we call them squishy. whatever she calls them. again, we will continue providing partnerships. one of the seven actions for fy 2010-11 is to integrate the auxiliary water supply system

into existing operation. how will we know? the one now because in the 12 month to 18-month progress, we will have completed the mou with the san francisco fire department. in the longer term, we will know how this action on, and other similar actions contributed the benefits of partnership in providing our high quality care. we will work out criteria to the body with this over time. -- we will work out criteria to evaluate this over time. this is a summary of what i pointed out. starting at the bottom, the

goals and objectives are meant to drive the action. this is the shorter-term progress report. over time, we will aggregate other similarly-focused actions. these will be measured by performance indicators, and the performance indicators will measure how effective we have been. finally, this is what we call a performance profile. it is a snapshot of what we will be reporting to you in july at your retreats. let me give you the results of fiscal year 2010-2011

evaluations. what you are seeing is five sections that are profiled. each one describes one of the goals. in each section, you will see a slide with the objective for the gold. the five inner circles are reserved for the results of the evaluation, and each score from 1 to 5 are leading performance indicators. so, these are the key performance indicators that you will see in each of these areas. for the quantitative indicators, we will average them how over time. so, when we reach the dark

green, we will have reached perfection. so, you probably will not see that in july. so what are our next steps? for fiscal here 2010-2011 performance, we will create our actions, revise kpi's to stay within national and international standards. we will collaborate with the controller on semiannual reporting. we will also look at biennial refuse -- reviews. i urge you to look at this. it is short and provides more background on the report.

i also want to express my appreciation to general manager harrington for his hard work and leadership. we are incorporating the institutional is a nation of sustainability into our business practices. thank you. vice president moran: again, we use this for its value -- >> again, we use this for evaluations. we go through the process before judge richard before july, of is the period june-july -- we go through this process before july. it is the period june-july.

we will be looking at if we are meeting the different expectations that we set for ourselves in july. it is a way for us to judge if we are doing the job. any thoughts about the process itself? if not, you are certainly welcome to speak about anything you may be concerned about next year for the action plan, to see where they fit in. >> thank you. president vietor: one thing i did not see in here is a baseline. my understanding is that when you are doing indicator work, it is helpful to have a baseline you are working from? >> yes.

in our report from 2007, we created a baseline. we found 160 performance indicators. based on that, we have updated that on a quarterly basis to the year 2008-2009. we have all of 2005-2006, plus 2008-2009. so we have a pretty good basis. president vietor: if we are talking about water conservation -- and these are our goals and there are several goals. is there a mechanism in their? >> yes.

i would be happy to discuss this with you at any time. if you go to sfwater .org/sustainability. it is our baseline. all of the indicators are in there, including conservation -- that is the bottom line. so, yes. president vietor: where does it fit in the process -- last july, sort of looking through here. what is the appropriate forum? to discuss in advance of the july meeting to say, we want to work on climate change, or even the commissioners may have something?

how do we integrate that in severe? how can we be sure to give the feedback to you? >> i am sorry. there are exceptions where this happens on a fiscal year basis. the point that i was making -- the goal is to provide and identify the highest priorities. and to identify if they worked together in doing this. to identify abilities and strategies >> senior staff will sit down for several have to sessions and prepare for this. we can involve you selectively or individually. i am not sure how he would like?

he would like to have a larger discussion before july, when would be a good time? vice president moran: whenever you think. president vietor: i of the few things i would like to add offline. we can do that on more of a one- on-one basis. so we can be in this process so we can have a more productive, fruitful conversation in july -- it seems like we have the work- action sustainability plan, and we need to make sure he can get as much fun as possible. >> you are welcome. commissioner torres: also, july will be our test for certain forms and procedures. need to know enough in advance

that we can pay proper attention to them. >> we have referred to july several times here. just as a side note, the last two years, the president is cameron clark. in cameron's husband died last night. there will be a memorial service this thursday. if you would like to be there, let me know. president vietor: thank you. >> the last item on the general managers' report -- do we have a bolt for sfpuc's investing in our community including a new web page and ways to talk about

how people see the puc. we have asked mr. jue to talk about that. >> thank you. i'm very excited to be here. what we're asking the commission for today is feedback. there is no formal action to be taken. it is just a new look and feel for the agency. on the agenda -- i will send this over. we have some long-term strategies. the reason we chose to the branding effort now -- and also how we structure of this to be a low-cost transition. and then i will take the back and questions. our priorities are about establishing credibility with both the public and our internal

staff. we do that by providing opportunities for engagement, for awareness. whether we're doing our newsletter, talking to the commission, we tried to focus on our message to people and what those messages far. this correlates to the sustainability plan. we are trying to present ourselves as high-quality, dependable services. we are doing so in a way that is transparent. we are all part of the process early on. and moving along to our training partnerships and investing in communities. we often time reach out see you

-- we oftentimes reach out to community groups when we have construction process. we cannot have a community partnership that we developed with our outreach. and finally -- growing a green and sustainable initiative. some of the key is if you look for an impending success are here. comprehension, accessibility, negative and positive associations. a lot of the recurrent issues we have with our current name is there is a lack of comprehension and memorability. the name sentences the public utilities commission -- the name san francisco public utilities commission. there is a lack of recognition. there is also the competition

with a regulatory body for the state'. there is the ease of pronunciation and simplicity. sfpuc is pretty simple. is that how our customers relate to us? we of done a good job creating a positive -- we have done a good job creating a positive image for ourselves. this discussion with the re- branding began in 2006. we started to talk with the assistant advisory committee, and what we saw was the top five teams suggested by staff, delineating what we do here at our agency. it has been simmering all this time.

we reached this point where our involvement in the branding and redesigning our website have brought us here right now. thinking along the lines of trying to reduce -- this is the opportune time to do it. to incorporated into the existing activities. to give you an idea of our existing web site -- it is on the screen. it is pretty bad. you really cannot find anything. you cannot find what you are looking for. this is an example of what we are transitioning to, this new web site. you are providing the key services that people are looking for. so, what is in a name? i will follow that up.

that which we call our rose by any other name will smell as sweet. this is from " romeo and juliet." juliet loved one romeo because of the personality, not the name associated with romeo. his family name. we have a new agency will, which is a really delineating and identifying the services we provide with the icon -- taking elements of our existing puc lobo to aid in continuity. you see the lightning bolt and the raindrop. umass them all together and really -- you mash them all together and really identify this as an icon that illustrates

very clearly what services we provide. i have this next slide. we are talking about a identifying the services that are provided by the san francisco public utilities commission. you see the services of the sentences the public utilities commission. and we developed some treatment on the back of these business cards. the operator of the hetch hetchy water system. and we've combined the is to find opportunities to learn from. -- and we have combined these to find opportunities to learn from. for our in-city customers, their needs are a little different.

so, what we are proposing is a regional business card look, outlining the hetch hetchy water system again, the san francisco public utilities commission. and then, we have space for our regional emergency number. for example -- the 24-hour hot line. we have an example of our emergency card. we have the letterhead. san francisco water, power, sewer. the icon is in the corner, and the general manager of listed in the right hand. instead of highlighting the services -- we move to the

bottom for the services of the san francisco public utilities. this is really a low-cost transition. that was a big concern. all this was done in-house by our communications staff. it is great we got them on board. i want to thank our graphics design team for all their hard work. you see, we are not only talking about an electronic template change. the business cards, the letterhead. we intend this to be a gradual transition. we are, in effect, still the san francisco public utilities

commission. if we run out of those cards, we will transition over. and the other cost would be the gradual replacement. and again, we are talking about a gradual replacement over a long period of time. that is when the new decal would be added. our implementation plan would be reaching alex to staff. we want to continue -- we would be reaching out to staff. we want to continue those meetings. this fits into our longer-term figure. this is -- again, the end all, be all of outreach and communications. this is a way for us to brand

ourselves in the public. we are scheduling a meeting with the fiscal advisory committee next week to talk about our long-term communications. with that, i will take pot shots for questions. -- or questions. [laughter] commissioner courtney: i do not know why we need new id cards or letterhead. why do we need that? >> we began a process last year, and we were already moving away, so we were trying to tiny and now while we were doing that. if this were the time --

commissioner courtney: was it really expressed by the rate payers that they wanted a new look for the puc? >> i think it was inspired by people not really knowing who we are. commissioner courtney: as long as i am flushing my toilet and it goes down and getting my water, i am happy and the rates are competitive. i do not think the rate payers have even asked if they were -- >> supervisor, commissioners -- a completely get your point. and in some ways, i inherited this.

that in 2006, there were discussions. i got somewhat involved. it was either let's just do it or let it fester. i was ordering business cards, and i realize, as you did, they were incredibly costly. so, why are we ordering business cards like this when we have the production bureau which our city employees -- which are city employes to do it. that brings us back to something that no one has ever done. could we not do it all? it was either say, and not done, make it go away, it was a long time subject of discussion at the puc.

commissioner courtney: i just saw this as a of waste of personnel and resources that we could have used to educate the public instead of working on our letterhead. [laughter] >> i was hoping the tragedy of runyon and juliet would not come into play. -- romeo and juliet would not come into play. there is also an additional effort that it takes to educate the public. commissioner courtney: my point is, that is your responsibility and that responsibility should be utilized by the staff. a lot of people do not know what we do, and rightly so.

if we change the letterhead on a state department, a state agency -- have a different card. it does not make sense. i would expect a better utilization of our resources. president vietor: commissioner courtney? commissioner courtney: i am looking at page 11, and i really like orange. i am not sure what color that is. the power part. but it is not too late. all maurer, deeper, more powerful orange? >> it is a gold-ish color.

president vietor: thank you commissioner courtney -- thank you, commissioner quarter. i have a lot to say about this. we deal with water and power and sewage, and i pictured chicago. you feel very strong. and i feel this new logo is too light weight. it is amusing. i have trouble with all the colors. it is not strong. it does not make a stance. christopher is putting the logo on our letterhead.

to send out a letter head with a picture behind the prince -- print. i like the idea of how he worked it altogether. it does not look serious. it looks like a toy company instead of what we are, which is a very strong utility. >> i really do not mean to prolong this forever. there is a lot of people within the agency who do not like the current logo and current letter head. are you suggesting another different one? commissioner caen: yes. commissioner torres: