safety, when they go home, there is a plan of energy and emotion. the trainer talked about how he personalized officers and how they changed and sometimes deteriorated. he encouraged officers to dustoff fishing poles, and jim memberships, and focus on the part of their lives. i just want to put in a plug for officers to attend those training in the future. i know that he hasn't always been here every year. >> he is fantastic, and all of the new lieutenants and captains were there at some of them had their spouses come back. i got my book autographed. >> i saw 50-100. >> great.

thank you, chief, for doing that. >> i will be there to encourage members of the chinese community to be careful as we walk into this very important here of the dragon, the bloodiest year in the zodiac cycle. pesident mazzucco: anything else? commissioner kingsley: was the presentation taped? >> he did not want to be taped. >> commissioner announcements and the scheduling of items identified for future commission meetings. pesident mazzucco: i think we have to items that need to be scheduled. commissioner kingsley: irresolution of scheduling and prioritizing for the commission. pesident mazzucco: lt. riley and

-- can we get that on for the next agenda? >> one comment in connection with this item. when you get the resolution, don't freak out that there are some many items under it. the discussion for next week is to discuss what we are trying to do with the resolution rather than go line item underneath that. just a heads up to give you an idea of the idea behind it. commissioner slaughter: we talked before the end of the year about scheduling a time to discuss our meeting schedule. i suggested that perhaps we want to reduce the number of meetings

that we have in this room is that we can do more when we are not in this room. i think it relates to what commissioner kingsley is discussing next week. it would reduce us to three meetings a month rather than 4. my suggestion would be to make sure we get the community meetings back on calendar, one meeting out in the community. i would like to get that on the calendar for next week if we have time. >> if we can add that for next week, too. >> i believe the quarterly reports are due next week, but from what i understand, it shouldn't take too long. >> are those items going to be

discussion items for discussion and action items? >> discussion on the resolution. >> mine would be an action item. >> i will pay attention -- >> dr. marshall? commissioner marshall: it doesn't have to be on next week, because we have invested so much money in this, can we have an idea of when we look at the report and what you would like to see kept or eliminated? >> anything further, commissioners? it is time for public comment

regarding line items 2 a, b, c, or d. this is related to the crime report, so you are perfectly fine. >> p name isau-- my name is paulette brown. i wanted to use the overhead concerning my son. i don't know why it is not showing. >> i am trying to get it to work here.

>> he was murdered august 14, 2006. it's going on august of this year, six years. i'm still out there fighting to get justice for my son. i am still grieving for my child. i just wanted to come here to keep his memory alive and let you know that it is a cold case and let everyone here that i am still fighting for my child and to get justice for him. he was killed in the northern panhandle, he was a good boy.

i just wanted to let you know that i will still be coming back to keep this in the light for people to see. i still want justice for my child, and what ever i can do to help, i will help. i just need help, i need something done about this. like i said, i'm still grieving. i don't believe i will ever get over it. i have just been gone because i have been in school. it's hrad. -- hard. please keep my son's memory alive, please. get his face out there for people to know. i would like these posters to

have a permanent place for them. when i put them outside, people tear them down. i have been living there all these years when it has not been saved. it was not safe for my son. if we can work on that, i would appreciate it. thank you. >> thank you for coming, and your son's memory, most commissioners are familiar with you. a lot of what we do appear that may not make sense to some folks about budgets and issues like that are also to prevent things like this from happening. please keep coming. any further public comment regarding these items? public comment is closed.

>> item 3, public comment on all matters pertaining to item 5, the closed session including public comment on voting whether to hold it in closed session. pesident mazzucco: any public comment? public comment is closed. >> item 4, a vote on whether to hold item five in closed session. pesident >> mr. president, we have concluded the items 5 a and b. commission is returning to open session. for the record, the presence of zero commissioners except for commissioner turman who was

excused this evening. pesident mazzucco: do i have a motion on disclosure or nondisclosure? all in favor? thank you. the public comment? >> lastly, adjournment for which we need a motion. >> move to adjourn. pesident mazzucco: thank you very much, everybody. >> this concludes business at 8:00 the seven. -- 8:07. [horns honking] [siren wails]

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supervisor campos: good morning everyone, welcome to the thursday, january 12, 2012 meeting. i'm the chair of committee. the clerk of the committee today is filling in for her birthday. we want to thank members of the sfgtv staff for covering the

committee today. can you make any announcements? >> the items that are recommended will go to the board on tuesday, january 24, unless otherwise indicated. soap ok, thank you. can you please call the first item? >> item number one, general obligation bond oversight committee 2010 annual report. soap thanks. i understand we have shelby here, chair of the citizens general obligation bond oversight committee to present on this item. >> hello, i'm very glad to be here today. this will be my first time using this machine, so i may need some assistance. ok, it appears to be working. this is the first, this is the 2010 annual report. one of the things you're going to hear as we go through this report, it will be about 10 minutes, and then hopefully we'll have some questions from

you. is that we have changed our year to now correspond with the fiscal year so we're hoping to come in front of you again in about seven months at the end of our fiscal year. this is actually prepared by habe ham same nons who was the -- abraham simmons. i'm merely presenting it today. the first thing obviously is to explain what we do. we review and oversee the delivery of the general obligation bond program. and then in 2003 was added to our perview, also the city services audit and overseeing that and the whistle blower program underneath that. what we're going to do today is look first at the bonds and then we're going to look at the other pieces of what it is that we do. so just the major bonds. the first bond i want to bring

your attention to is the laguna honda hospital. that started in originally authorized $299 million, and has finally has a completion cost of $585 million. obviously our purr view -- our perview is to try to make it on time and on scope. things didn't go particularly well with this one. it did start prior. but we did learn a lot of lessons from that and these are lessons we can bring to quite directly with another product we have in front of us which is the general hospital. i should say the controller is also here. should i not be able to answer any questions, you will be more than happy -- ok, i'll keep

going. so the second program here is the improvement program which again started prior, the good news is that 22 of the 24 branch libraries are complete. and reopened. and the bad news is that it has well overrun its initial budget and schedule. and there's something that happens in the course of this that improves things, the m.o.u. between d.p.w. and the branch library improvement program helped a lot. there were a lot of, i think project management is actually an issue with some of these bonds and that when they actually do some memorandum of understanding then things do seem to get better. and this was probably the most similar the other bond that we have out there that's similar to this in the sense there's lots of little projects is the park. so that's one we can hopefully learn from the branch library

project. and here we are, there was a $2,000 bond and then a 2008 bond. the 2000 bond was for $10 million and the 2008 with for $185 million. 2000 did have its difficulties. there was a lot of change orders that occurred. we are hoping, and obviously not at the end of the 2008 bond for completion, but we're hoping that the m.o.u. again between d.p.w. and recken park is going to help with those change orders. nonetheless, and this is a concern to us on the board right now, on the commission is that the committee is that there are delays already. some of those delays are greater than 12 months on some of these projects. and so we have requested that recken park figure out some ways and come back to us on some ways

they might be able to reduce the amount of time. they're not overbudget, but they are overtime. and our experience in lessons that we've learned is that even if you're just overtime, that can lead to overbudget later on down the line. this is our largest bond. it's the general hospital rebuild bond program, and there's an authorized amount of $887 million. this is a major, major project. and it's fairly early on. the current projects are on budget, but they are definitely potentially not going to be on time. however, we have been working with the project manager and i'm going to tell you a little bit how you change things beyond this report. to hopefully make things better. we go about what we can do, and the project manager is working with paralleling various

projects. to try and reduce the overtime. he does estimate that the project will come in on schedule for 2015. so, obviously some of the lessons that we learned from laguna honda came into play, not obviously, but they came into play before even we started. and that was one thing is that you can preplan. you actually can go out there and make a lot of preliminary investigation and budget process before you even put it on the ballot. that was done with this project. there is also a very close relationship between the architect and the construction manager and there is a third party estimator which the project manager thinks has done a world of good. having a third party estimatedor to come back and sort of check on the bids as they come in. and so, he believes that that has made a difference in this.

so, we are cautiously optimistic about that bond. this is a new bond. it was in 2010 it was passed, earthquake safety. there's not too much to report on this, particularly since this is 2010. we're supposed to be speaking about there was a first issue in the fall of 2011. there will be an exciting new, the large majority of the money is for the public safety building, which i think is going to be really important in the event of some sort of a catastrophe. we do have, as we've seen after 2010, we have some real issues with some of our fire stations that this will help with. this will also update or water supply system. so those are the major bonds that i'll be talking about today. i just wanted to say a few words about the city services audit

division. that is that what we do is, and this is, mr. simmons actually had created a subcommittee, i was on that subcommittee. and the purpose of this subcommittee was to try to tighten up how we act with city services on audit division to review the scope to provide sta triage i think direction. in the past we only had four meetings per year, and litvinenko fitting everything in could -- and it will help to stream and we've streep lined the process so that as a group we will deal hopefully more effectively with a series audit division. i believe you've heard something about the whistle blower program from the civil grand jury.

we are do oversee the whistle blower program, and under abraham same mon's, we began to explore ways to improve how it functioned. we did hear regularly from whistle blower who did conduct a review of the program. he reported back what he found. we also heard regularly from wrissleblowers who made us aware of their concerns. a lot of what happened as a result of the civil grand jury, a result of chair simmons work. as a result of the whistleblowers who were brave enough to come forth and talk to us, some of the developments had happened more recently. first of all we did have a fair amoint of turnover. we have a couple of new members which bring fresh blood to the

committee. it's actually quite a rocking little committee in my opinion. believe it or not. we were really feeling as citizens dealing with, in particular $887 million project, it was just too big to really wrap our brains around. and so, we now have liasons, one to -- do we have three? one to three on each bond. we also have a liasons for the whistleblower. we are scheduled to meet for frequently. we decided that in order again to get our brains wrapped around this we needed to meet six times a year. and we are starting that this year. january 26 is our next meeting and we'll be meeting bimonthly. and as i mentioned earlier we changed our work plan so we'll coincide with your fiscal year.

i am looking forward to hopefully coming up in front of you and telling you a little bit more about what we've been able to accomplish in seven months time or so. and, regarding the whistleblower, in particular we are continuing to monitor the changes we worked very closely with the controlers office to implement the changes that we felt were reasonable on the part of the civil grand jury. that includes things like the website is going to change. we are going to get quarterly reports now instead of an annual report. they actually have all of the cases on there with the confidentially still in place so we can get a sense of what's going and what's not. and there will be regular public hearings among other things. we also had the ethics executive director ethics economics come in front of us to talk about his process for whistle blowing.

and we will hopefully continue to work on improving the oversight of the whistle blowing program. does anybody have any questions? supervisor farrell: are you also looking at the port projects? >> yes, we are. we are in the port project at least at this point are substancally on time and on scope and on budget. supervisor farrell: you mentioned there were some potential time weakenses? could you elaborate more on that? >> a lot of it happens, i think partially as a result of listening to the project manager. i'm actually one of the liasons for the general hospital. there are issues where in the past, there were issues where maybe weaknesses either on the architect or the construction management side that have been

short. that was one thing. they were actually because of their budget problems on the state level that were slow downs with getting certain things done in sacramento, and that has slowed thing down. those are two areas that i can definitely speak to. ben is there? >> a lot of things beyond our control. >> those things are beyond the control, but i think what we're really trying to do is say yes, there will always be things beyond our control. so what will we do to compensate? we're working directly with the project manager to try and create opportunities there to makeup the time. supervisor farrell: ok. so, question for you, it seems like you talk about laguna and the branch library and the parks, some already overbudget and overtime and some potentially in the near future here. it seems to me that, i guess i'm wondering how much -- what kind of a hammer do you have on the

administration of it? because it seems like it's great that we're learning lessons and hopefully getting better in the future. but is that really what you think ultimately this committee is there for, the best -- the thing that you're doing is best is preparing us for the future and how we incorporate and monitor these things ahead of time? or really the existing bonds that have been floating out there, what can you do so to speak? >> yeah. that's a great question. and it's one thing we have thought ourselves about. because really the only thing we have originally was the super, heavy-duty big fat hammer of no, you cannot issue the next section of your bond. and we have that. that is it. that's our sschtick. we've been working quite a bit and the way we're working with the park is part of this idea, what can we do between saying no, you may not issue this, which has never been done, it

has never stepped in and done that and frankly it would be a big deal to do that. can we establish steps along the way that says in this case, the steps if the park is essentially can you give us, and we ask for 10 ideas of ways that you can reduce the amount of time that you're overtime by the next meeting? so that we can see that progress is being made. if you cannot, then that's -- and we don't have it sort of solidified that. is that a point system. but that is certainly a mark against will you get your next bond portion issues? so that's what we're trying to establish because i had that exact same feeling. if nobody, there's a reason nobody has ever used the one stick that we have and it's so large it is almost too large. so we're trying to set up ways that we can monitor things that

at least at the end of the day they've received several warnings before, actually not receiving the go ahead. >> ok, ok, thank you. supervisor farrell: any other comments, questions? all right, thank you. appreciate your time here today. let's open this up to public comment. any members of the public that wish to comment here? everyone's going to have two minutes. >> good morning supervisors. my name is dr. derrick kerr. after 20 years at loo ghana honda hospital i became a whistleblower. then i was laid off. there are two missions in the annual report. i'm referring to this one you received, the line page report. the section on the whistleblower program does not mention tracking retaliation. that's because neither that or the whistleblower monitor retaliation against whistle