plan much more intentionally when there has to be roof replacement, mechanical sort of updates tch uipment, pumps, and so on and so forth. in addition, we just also sort of backfilled two project managers due to losses. they are on board. we're excited to have them on board. and antonio will continue to work on reconciliation. i will turn it over to david from port to finish the presentation. >> david belfrey with the port of san francisco. highlight on both the 2008 and 2012 parks bond. since we've submitted the report we've completed an additional project which today you'll have received an e-mail for a ribbon cutting this friday, a project we've been

coordinating with the arts department. we're happy it's completed. with the 200 # will bond, we've got one park remaining, crane copark. 2012 bond parks, we've completed cruise terminal plaza. we're he midst of completing -- [inaudible] >> -- and yslais creek. crane copark, we're expecting completion at the end of 2018. that is due to -- crane cove park, we're expecting completion at the end of 2018. that bid is out on the street now and hoping to award bids in

june, if we miss the inwater work, it delays the project 'cause we can only do construction in that window that we have. on other new aspects of the 2012 bond, the yslais creek project continued to be delayed bef o other infrastructure projects in the area, primarily the 3rd street bridge, and we've decided to take and reallocate $1.5 million of those funds to ada at herron's head park. with that, i'm available for any questions. thank you. >> a question. >> please.

let me just add, mr. tonnisson who is the committee member responsible for oversee of this bond did meet with staff memb fromecs and parks, however due to an accident, he broke his ankle, he sends his regrets that he will not be hereive g his report. so mr. hughes, please proceed. >> umm, so, yslais creek is held up due to a puc facility and the 3rd street bridge, and i understand that. >> yes. >> and so 1.5 million is going to go to herron head park. when yslais creek is no longer held up by the puc or whatever facility it is, does the 1.5 milli 1.5 million magically reappear? what happens to yslais creek

park. >> >> we're hoping we can fund that with 2019 bonds, and we're hoping we've done further due diligence on the feasibility of the project as well. >> any other questions? >> thank you. i have one other question about park facilities for children who have handicaps or disabilities, there are some places around the country that do excellent work where kids have an opportunity to play and enjoy a park, whether they're -- have visual problems, vision problems or whr they're mobility problems. what is going on in san francisco in that regard? >> thank you for -- for that question. all of our projects do have to be evaluated by an ada coordinator to ensure that we are meeting the current codes and standards for accessibility, so all of our

facilities that we are -- that we're working on meet those standards. >> that's sort of a minimal standard. i'm talking about a standard that actually gives kids a opportunity to explore and experience things the way children without disabilities e'special equipments that go into parks, there's special facilities that are put in. it's different than just not having an obstruction in the passage way. >> right. right. for example, at some of our pools now, we are actually ensuring that folks with disabilities are able to sort of access our pools, which was impossible in some of our older pools. so i -- that's what i would say. >> no, i guess i'm looking for, at some point, a report that takes into account not just removal of barriers but the enhancement of opportunities

for kids who haveisabilities. >> sure i mean, if i can come back to you to sort of provide a report -- >> maybe it's not part of the bond. i mean, i just want to know. >> i mean, programatically and in terms of our programs, we're making sure they're accessible, in terms of our playgrounds, in terms of our pools, our rec centers, they are accessible. >> thank you. any other comments? thank you for the presentation. i'll now see if there are any public comment to this bond presentation. seeing none, can we move to the next item? >> clerk: item eight, opportunity for committee members to comment or act on

any matters within the commit's jurisdiction, and they are a, website redesign, b, up coming issuances: public finance, c, csa draft, fiscal year 2018-19 work plan, d, expenditure audit, and e, bond project public satisfaction survey.

udib] >>. >> good morning, committee members. sorry about the delay. i'm peg stevenson from the controller's office, and just to refresh everybody's memory, under this item, you have a number of things on your work plan that we've been assisting you to kind of move forward, updating processes and making progress on your priorities during the fiscal year? so -- and then, you've had the opportunity -- there's a number of things on this age item, you're rotating them in in the different meetings to address them, you know, when they're timely. you don't have to address every item every time. so in the preparation of this agenda with the chair, we are going to comment on the website redesign. you'll have your forward calendar for debt issuance. we'll comment briefly on our work plan process which is

going on for fiscal year 2019 now, the expenditures audit, and the public satisfaction survey that we discussed. so we touched brily on each of these items and then of course come to any questions that you have. on the website redesign, i am -- i'm not going to show it now, but it is live and ready to be viewed. i think on friday, our staff finished moving the last of your archival materials into the new archival format. when we talked about this at your last meeting, you just mate one request, to augment the designs that we had showed you before, which was to add a public comment form into the website, which is, again, very common for bodies like this and other agencies. so we had the designer add a public comment form, and we need to work out a process in the controller's office for making sure that the mailbox that it leads to is monitored

regularly and comment is appropriately included in your materials or meeting item. so it is done. both websites will be liv for a little while until we're 100% sure that all the links are operational, and then we'll turnoff the old website. so after this meeting is over in the middle of the week, i'll just check with my staff to make sure they've finished transferring all the archival materials materials. i'll send you out a link to the new website. i'm certain all the materials have been tested, and certainly when we meet again, you can give me any update. we can change the design and format at any time, but i think you'll be pleased with the improved simplicity, and you have a long, long list of agendas and archival materials that are hard for anybody to

sort through, even me. in the front page format you'll see archival materials. it's a nice, clean format, and i'll educational background u i'll send you the links out and then we can take any feedback from you at the next meeting. [inaudible] >> yes. it's -- [inaudible] >> you won't have to do that. it'll be listed in the places where it is now, there'll be a link from the controller's office. there'll be a link from the general list of all city agencies that's on sfgov, and it's a standard web browser, so... [inaudible] >> no. the fewest clicks possible is always our goal. public finance, i don't know if anna wants to comment on the sheet that was included in your

packet for the formal debt calendar. >> sure. good morning, members. included in your committee packet was a schedule of anticipated issuances for fiscal year 2019 as well as the estimated board of supervisors consideration date of the financings, and then, the estimated close date. you'll see there it's total about 165 million. i'm also pleased to report, as was noted earlier, that our series 2018 c, d, and e bonds are scheduled to close for this wednesday, may 23, in the morning. and that total par associated with those three financings is approximately $382 million. i'm happy to answer any

questions. >> thank you. you may continue, peg. >> next, our work plan for fiscal year 2018-19. and again, i won't go into these slides in a lot of detail because y havll been on the committee long enough to be familiar with our work planning process, but partly, also for the public, just to refresh your memory, we are a creature of charter appendix f, there's a requirement for.02% set aside for city budget. that means we get a transaction and work order. our large departments in the city are our big clients. the general fund is the largest client, the public health department next, and on down in size. we do work with and for them, and we bill them for our hours and costs, just like a consulting firm would. if we don't spend the money

from that department, it goes back to the department that it came from or itts carried forward if they want another fiscal year, but that's roughly how it work does. in anticipation of each upcoming fiscal year, we go through a process of steps. we consult with a variety of stakeholders in the city's management ranks. we talk to other people from the mayor's office, members of the board of supervisors, civil grand jury reports and things like the d.o.j. report. that's sort of the 30,000-foot level. we've stepped through a series of meetings with all of the client departments where we talk to the department head and then a couple layers down among program managers for a large department discuss operating environment with them, issues

that are coming up, audits that have been done in their departments and look at e large thhat te changing in that department, and we draw ideas together, we vet them, we make a guess as to the size and complexity, and w, populate a work plan with what becomes a couple of hundred line items of different audits and projects. and then we go through a series of balancing steps to fit our -- the projects that have been asked for to the budgets that are coming from city departments into our staffing capacity. part of our process of developing this work plan is conversation with you and listening to your meetings during the year and the request that you're making that touch the bond programs, improvements that are wanted, listening to your commentary about things like the city's benchmarking sites, which we also manage. it may not look that way, but i'm always here and taking meetings notes during your

conversations and trying to figure out how they flow into things like our dashboards, for example. we've got a lot of work in improving the ty's performance of dashboards, and score cards. housing is an important to you, and we've do a lot of work during the year in trying to improve the information on the city's housing production. this is complex information. lots of different departments touch it, and the definition of affordable and the other programs, and then which units meet the criteria of having been completed, so we've developed a better, more transparent view of housing production in the city and that's linked to your conversations on it. the next couple slides, i think just again comment on the -- just go back a couple, mark. i mean, just for your kind of being aware of our scale. there's a slide which shows the sizes of our budget so you can see, again, general fund

department -- no, the next one. general fund as a whole is the largest one, department of public works, mta, and then everybody gets smaller after that. just for a sense of scale. our staff size is -- i think we're now 6 -- what did i say? 68 people? and we have a couple of hires that i know will happen during the year, so again just to give you a sense of scale, a few more auditors than performance scale staff. the budget breaks down to about $18 million in the operating budget. and then during any one fiscal year, we also get about $2 million from the bond programs. and we allocate our costs so the expenditures audits, the things like the change order work that they did, and the work that we're doing with and for you on the public satisfaction survey, those costs will be allocated across the bond programs.

so again, that's just to give you a sense of scale. and then i just have a couple of slides on kind of what's upcoming in fiscal year 18-19, and then mark will come and do that for audits, as well. our upcoming prog, many of you have seen up coming things on this. we've added a couple of new and important products during the past couple of years. our manager deserves a lot of credit for her leadership in developing the staff that have run this program well. performance score cards, so this is, i think now 80 measures, which is -- that's still a lot, but it goes across all the city's program areas to report on the things that are most critical and have highest public interest. expanded benchmarking. i think we've published five benchmarking report does, and we have one more to go which will be released this week or

next. and again, i recommend if you have a few minutes to page through those. they're now in microsoft b.i. they're nicely interactive. you can change the time periods that you want to view. depending on what the issue area is, there's interesting toggles that lets you adjust the data. we do a lot of coaching to try and bring all city departments along to improve their performance measurement and presentation of it. we have a couple of programs which are called for under the charter, reporting on the city's streets, parks, and sidewalks. we have very specific set of standards. we go out and do inspections, and then we publish an annual report which you'll have seen a couple of times. in fiscal year 2018-19 we're

going to go through a process with the department of public works and other stakeholders to update the street standards for a lot of different reasons. there's a lot of interest among this among elects officials, members of the public. we think our street standards need a revamp, things like the sharps and needles and the homeless encampment standards, and we'll be doing that in a consultive process during the first part of the fiscal year. citywide nonprofit monitoring and accountability. if you read any of our reports, we publish a study of reports in compliance for the nonprofits, whether they're meeting the standards or not. lastly, we have two sort of sets of teaching programs.

data academy is mostly very straightforward, teaching in softwares that most people need to know how to use, we teach tableau, exce we are teaching a short course in software teaching use just to raise the skill level in the city government. and then, the lean program, which is now, i think at pretty full maturity where we've taken lean principles and a lot of the jargon out and embarking on partnership programs other city agencies that are run through lean, which i am very positive about this program and would talk more about it at a future time if you're interested just because the chances of sort of continuous improvement continuing in an agency after our project is done and our

staff is no longer working with them got a lot better after we started developing this method and design of how to train people and started doing our own analysis and improvement. and then, just a couple of things on the next slide to make you aware of in the next fiscal year. department of health is underway with a new electronic health records system. this is a huge project. i think it's going to be more expensive than the peoplesoft project. it as you can imagine, it's complicated for all kinds of reasons. thousands of users and facilities, privacy, hipaa compliance, and so we're working with them so that the city's performance and financial offices can stay in sync with the process that's happening at the public health department. we always have projects to

maximize revenue with them and to improve patient's and that's a rubrick for lots of different case management and referrals and things that go on between the hospitals and all the other programs. municipal transportation agency we're still very much in conversation with them, but probably the single biggest project is working with them to improve capital program delivery. there's a public concern that the projects aren't being delivered fast enough that the mta is responsible for, and so we are doing right now a project with them to improve their notification, how they seek permits, and trying to make sure that the pipeline is smoother for their projects. performance program development, i touched on already, data academy and training, i touched on. department of homelessness and supportive housing, our largest project right now is an interagency project, working with all the city agencies that

work together to address homelessness en campments, street behavior. there's a new task force working with together and department of public homelessness, public works, other agencies that touch these issues to classify and track calls coming into the non-emergency and to 311 and to send out more appropriate crews, more appropriate level of services, combination of cleanup, public health and homeless services. we're helping them both with the execution and the data on it what is the city trying to accomplish, how is it measuring it, so we know that we succeeded on this new model. and i'll turn it over to mark to comment on the up coming audits for the up coming year. >> just to highlight some of the things that we are considering for the next fiscal year's work plan, we're going to continue on with some of our

key major business practices, citywide audits that we have conducted in the past few years. so we are going to on it where procurement and contracting compliance, looking at city departments procedures for suring that they are following all of the reqred procurement and contracting procedures. we have our payroll audit program as well in which we're looking at the mou provisions and trying to make sure that those key provisions are being followed by the departments as they're paying their -- their staff. we're also have our purchase card usage audit program, which is a continuous monitoring program in which we take a p card, which is a purchasing card transactions and trying to see on an ongoing basis whether there are discrepancies and conceptions, and we do issue memos to the departments that we conduct these assessments for. we also have our payment card insurance, pci compliance audit

program in which we actually assess wer city contractors do have the right systems and internal controls to make sure that they have secure systems and networks when they are completing transactions. and cash transactions, inventory asset management, eligibility programs in which we're looking at whether departments are adhering to the correct and proper policies and procedures to ensure that the -- that their recipients are meeting the requirements. we also have our nonprofit organizations audit program which we're looking at some of the key contract terms as well as performance oversight internal controls just to make sure that there's proper accountability. as usual, we're also going to continue on with our cyber security and i.t. governanc

audit program. this is looking at security controls, security of our networks, doing some pen testings or penetration testings. we will also continue with our usually financial reviews as well as field issuances and we will follow up at six, 12, and 24 months junctures just to make sure that actions are completed. just to give you some highlights of the other kind of performance audits which are more looking at the effectiveness efficiency of city operations, we are going to be -- actually we're in the survey phase already of the mta capital program and construction divisional audit. as peg mentioned, her shop is doing something more on the notification, whereas on the audit side we're looking on the internal procedures that they have in internal controls. we also have our citywide

nonprofit protocol monitoring. we're looking at seven different city audit procedures and internal controls to ensure that they're conducting oversight on the nonprofits. we have our collection fees just ensure there's proper collection, calculation and impaction of various fees assessed by city departments. just to highlight some of the key capital and construction audits that we'll be doing. as you know, a couple of years to go, we started our expenditures -- our geobond expenditures audits program. last fiscal year, we completed three. this fiscal year, we have completed one, and we'll be completing one later. one is currently in the survey phase, and we hope to issue a third one by the beginning of

next fiscal year, so july, august. the ones that we just completed last month on this one is the 2008 clean and safe neighborhood parks. we will be issuing t 2012 parks bond expenditure audit in the next few weeks and the one that's currently in the survey phase is the 2014 eser expenditures audits. that concludes some of the audits and performance activities for next year. >> we're hapy to take any comments or questions on the work plan development process at this time, and i think we also anticipate during this month or next at least one meeting with kristin at a liaison and maybe kristin and brenda together. i'm not sure how you're proposing to do that, but we're going to have a chance to talk with them about any ideas that you want to flow into the work

plan. >> do you have a question? >> so regarding the expenditures, the bond fund expenditures audit, i thought that we had agreed not to do two of the same bond. so you did two of the parks bond, right? didn't we have a conversation about trying to spread it out a little bit? >> no, we did. and actually, the last -- in setting this current fiscal year's work plan, the three that were identified were actually 2008 parks, 2012 parks, 2014 eser, and the other one was the affordable housing. soe did try to spread in terms of the different, we just wanted to -- because we wanted to touch on all of the active bond funds, we did 2008 and 2012 at the same time, but we'll be issuing two different memos for them. >> just for the benefit of the other members, this is kind of a very -- you've seen this before. we usually do it.

this is another opportunity to have the material and kind of very basic points of the you -- that you have the opportunity to review this, and there's going to be -- it will be on the actual agenda in another meeting -- formal presentation. t kinisof a heads up, if you will, just to remind us, these are the -- the highlights that we should be looking at. so if you do have any thoughts, you could float them to kristin who is actually the liaison a.verseeing the >> i had one quick question, if i might, madam chair. it's just a clarification. it's on slide four, and it is a slide that reflects the cost. so general fund departments, 4.4 million, department of public health, 4.1. and my recollection is -- and maybe it's changed -- that the

department of public health is part -- is a general fund funded department. so if that's accurate, are we at 8.5 or general fund just -- and what 4.4 reflects is general fund departments other than public health? and then, my last question is, human services agency, are they general fund funded? the city's budget is excellent. the public health department, the last dollar in to both hospitals and the general fund for them is a general fund dollar. they take a lot, a lot of revenues from many other sources. they're general fund supports on the margin. our work order is taken on the nongeneral fund portion of it, so as a practical matter, the general fund $4.4 million, to us, a whole bunch of departments are general fund

departments. police, for example, fire, are the two largest, so we do most of our public safety work under that 4.4 million. and then, the work that we do for the health department is separate. it's a very large work order. the hospitals are huge institutions. we don't end up ng, you know, a fairly big chunk of the public health department's budget even in a year when we have a fully fleshed out program of audits when the money is returned to them at the end of the year. >> thank you. >> any other comments? >> i just have two comments. [inaudible] >> you broke this down by departments. [inaudible] >> how have you handled something like the current hot topic of accessory units --

[inaudible] >> -- now there's talk about how they're going to stream line -- [inaudible] >> -- it would mean the difference of hundreds of housing units being built in one year, so how does your approach handle something like that. and then, secondly, a question about the nimbleness of a system like is. obviously, there are infrastructure issues that have to be dealt with at all times. you have issues that come before the board. like, for example, the issues on homelessness, about whether or not people are being discharged from san francisco general after they've been held for some brief period of time and have no place to go to, and what's happening, we're discharging people back out onto the streets. that becomes an issue that becomes very livly in a certain period of time, but it's not

something you can predict in a year that this is going to come up. so how do you -- how do you jump the line with something like that? >> one of the great advantages of this model is that we can staff interdepartmental pron projects meaningfully, so we allocate our costs across a couple of different work orders. so we setup a charge code for it in our system, we track the hours, we make an agreement with the different departments whose areas are touched by that and we're able to allocate or costs across different departments. homelessness is a good example, so again, i think it's a huge strength of this wihich many cities don't have the

opportunity to have something like that done. about jumping the line, it's always an interesting problem. one of our auditors used to say, are we a fine dining where you have to have a reservation or a fast-food restaurant where you can walk in and get it? mostly, we try and plan things carefully so nobody has downtime and the staff are all occupied. we try and keep enough flexibility so we can make enough change and accommodate a change of city services. we do a formal report, and by that period, some projects have dropped down for some reason. the pject sponsor wasn't ready or whatever, and we have capacity that we replace it with, and we can make a decision that we're not going to do a priority that's wanted by the leadership. it's really tricky, but we try and take that as a really important working mandate. >> is there some way in which you all coordinate that with

the board budget analyst because maybe the board budget analyst is the one who gets tasked fastest to turn something around to provide information for policy making? >> yeah. i mean, they -- we do coordinate with them carefully just so we're not asking resources and time from the same departments at the same time, so we really work hard on that, coordinating our processes with them. and then, like, they experience the same process with the board of supervisors. they're given a resolution that says what audits they're supposed to do in what order, and sometimes the board changes that, and they have to reshuffle. >> thank you. >> any other comments? thank you for the presentation, and are there any public comments on any of these items? >> sorry and before you get to the end of this agenda items, there's just two more things, d and e. so mark comments on the

expenditures audit. e is the public satisfaction survey. good results on this. we had the projects that we talked about last time, which was the raymond kimball playground, and good response, and we're now in the process of contract negotiation to get that survey underway. if it all goes smoothly, i anticipate wrapping up the contract in the mechanics month or so and -- next month or so and anticipate being able to be in the field in the late summer or fall. again when we meet with kristin, we can meet with her and get any final details before we finalize the contract. >> so let me just add, based on completion we would see the report sometime in the fall? >> right around the end of the calendar year. >> thank you. comments? >> pardon me. i had two comments i wanted to make. one, i think i heard recently

there was an up tick in the bond rating for the city and county of san francisco maybe to its highest ever in the history of the city, and i think if that's true, you can confirm, but i think that's a -- a thing to be very happy about because it can lower our interest costs. >> that's correct, and thank you. so moody's upgraded the city to a triple a rating, which is a notch ahead of where we aare at with s and p and fitch. the city had a triple ating in the late 80's, which it lost, but hopefully, we'll be able to continue it. >> that's great work. congratulations. lastly, i believe i read that ben has been reappointed as the controller of the city, and i just want to say, i was here

before when ed harrington was here, and those are big shoes to fill, and ben and hisff has done that better than anyone i can imagine, so congratulations on that reappointment, ben. >> let me on behalf of the whole committee offer ben congratulations because this committee really relies heavily on the staffing of his whole department to carry on our work, so thank you, ben, and thank you for the staff. >> one other comment. peg, at the notes of the last meeting, there was a request for an update on unspended funds -- unexpended funds at the may 21st meeting. would that come from you? >> yet. we just finished the projection report to account for all of the expenses through the third

quarter, and so we can -- we can send it out right now. >> okay. thank you. >> now i'm going to see if there are any public comments. >> my name's jerry dradler. i want to commend the committee for their discussion of the allocation of the city services auditor resources. i imagine the budget now is between 50 and $60 million a year. what i've never understood is the disparity in terms of the allocation of audit resources versus performance management. audit resources are allocated bases on a risk-based philosophy, recognizing you have scarce resources, and you allocate them based on where there's the most perceived need or risk. performance management

resources are based on a funding source, and if you look at appendix f of the city charter, that's nowhere in the city charter. that's a decision somebody made, and i might think it would be a historical accident because why are not the performance management resources allocated based on need, and why do the departments who are funding them have a say in how they're spent? because again, it appears to be totally contrary to the intent of appendix f of the city charter. thank you. >> are there any other public comments? seeing none, the meeting is adjourned.

>> this is the regular meeting of the small business commission monday, may 21, 2018. the meeting is being called to order at 2:10 p.m. small business commission thanks media services and sfgov-tv for televising the meeting, which can be viewed on sfgov2, channel 78, or sfgovtv.org. members of the public, please take this community to -- opportunity to silence your phone. public comment is limited to 3 minutes per speaker. speakers are requested but not required to state their names. completion of a speaker card,

while optional, will help to ensure proper spelling of names in the written record. please place speaker cards in the basket to the right of the lectern. they will be called in the order in which they were placed in the basket. >> it is our custom to begin and end each meeting with a reminder that the office of small business is the only place to start your new business in san francisco and it's the best place to get answers to your questions about doing business in san francisco. it should be your first stop when you have questions about what to do next. best of all, all of our services are free of charge. it's the official public forum

to voice opinions and concerns about policies that affect the economic vitality of small businesses here in san francisco. if you need assistance, start here. [roll call] >> mpresident, you have a quorum. >> general public comment. allows comments on the standard jurisdiction but not on today's calend calendar. >> do we have any members of the public that would like to make comment on any items that are not on today's agenda? seeing none, public comment is

closed. next item, please. >> item 3, recognition of todd rufo as director of office of economic and work force velopment. discuson item. >> the todd rufo roast. we didn't tell you that. this is the best part about this job. todd rufo was appointed director of economic and work force development august 9, 2012. the office of economic and work force development budget for 2017/2018 was $60.7 million. and todd oversees a staff of 131 people. under todd's leadership, the office transformed to a leading

agency of its kind in the united states that strengthens the economic vitality of san francisco by strengthening the businesses and work force. todd brought impact-driven leadership with multiple agencies, private and nonprofit sector partnerships. under todd's leadership, helped small businesses start, stay and grow in san francisco. and some of their accomplishments that happened under todd was the san francisco small business portal, which guides business owners through permitting and legal compliance, mayor lee and todd also created small business solutions teams. they launched sfbiz connect and created san francisco's first buy local campaign and shop and dine in the 49. oewd oversaw the creation of

130,000 jobs in san francisco. and when todd came in, remember, we were in a recession, and look at what you've done. and you've contributed to lowering san francisco's unemployment rate from 6.9% to 2.1%, the lowest in the city's history. todd also won the 2016 james irvine foundation leadership award for reviving urban manufacturing to create middle class jobs. todd was a proponent of equality-driven work force programs bringing living wage careers for san francisco and low-income communities to initiatives like the mayor summer jobs program, youth jobs, tech sf, city build, and since 2012, the mayor's youth jobs initiative has connected 41,000 san francisco youth into internships and job

opportunities. 81% of the youth everybody served are from low income neighborhoods. under todd's leadership, they oversaw major developments, including the transbay terminal, treasure island, sf general hospital, mission rock, plumbers union, pier 70 and new chase center. investment in neighborhoods under oewd leadership, launched invest in neighborhoods initiative that strengthens commercial corridors and neighborhoods across the city and facilitates the community benefit districts. since its creation, over $85 million has been invested in san francisco corridors and small business. i would like to present a certificate of honor from the

small business commission to todd rufo. places and best of luck. >> thank you. i appreciate it. [applause] >> commissioner adams, let me begin by saying, thank you so much for that and the entire commission for this opportunity and this honor. you know, i feel like i've had the opportunity and fortune and honor to work with each of you and this commission to do everything that we can for this city, which we care about and love so much. everything that as the commissioner was reading through, that long list, i was thinking about each of you and the conversations that i've had with you about your priorities here at the commission, but also the stake holders, whether small business, local manufacturer, neighboring commercial corridor, merchant association or group and then i was thinking about

the team members, many of whom are sitting here today, who are really the reason that we were able to do so much. it's to them that we should -- that i really see this honor and this recognition. joaquin torres, regina, what user done on the business portal. and the work creating open nsf to help to facilitate business permits. rick, the work you are doing, on the legacy business program. the list goes on and on. i think my main message it all of you is that the important work of the department of oewd will continue. it will continue because of your guidance and your advice and your policy leadership, but it will also continue because of the amazing talent and team at oewd. with that, i want to say thank you for the recognition and opportunity to be here today. [applause]

i'm used to being up here for tough questions, so looking forward to sitting down. >> well deserved. with that, do we have public comment? >> henry kanell. todd has been a really great lead leader. commissioner adams, you spoke of what he did with his leadership to make it what it is or the small business to be successful. as we all know, small business is the backbone of the community. and because it's people like todd that make us what we are. secondly, also, i would like to

really appreciate the collaboration that's come between shop and dine 49 and district merchants. it has put small business on the map as well as the council. todd, thank you very much. also, all the best to you. congratulations. have a great time in new york. great city. i loved it when i was there. enjoy your stay over there. and i hope to visit you one of these days and we'll have a drink together. thank you. >> good afternoon. steven cornell. i want to add everything that henry said and what the president -- commissioner adams said. i've been doing this for a long time and it's always a pleasure to have somebody in government that i feel helps us out.

and i thank todd and his team that has helped us do that. it's really great and i'm sorry he's going to leave. thank you. >> thank you. >> scott halgary. i would like to echo the thoughts about todd. he's been terrific to work with and as steven said one of our major efforts is to bring small business to the table and he's done a great job reaching out and bringing discussions. so thank you very much, todd, and all the best to you in the future. >> thank you. >> good afternoon, commissioners. joaquin torres, deputy director of economic work force development. with the limited time i have, i want to echo from a staff

perspective how extraordinary it's been to have such an incredible boss and also someone who cared deeply. otr director at the economic and work force development office about both community and neighborhoods in a very significant way that was felt not only by the people that he wasdig, myself included, but community members across the city. it's rare when you get someone who is such a believer in professional development, who helps you build your team. i want to thank you and the representatives behind me that recognize such a great leader for our city and county of san francisco. thank you for making this happen and making this space. >> thank you.

any other members? seeing none, public comment is closed. again, thank you, todd, for everything. an frcisco's loss is new york's gain, but we'll see you still. don't worry. okay. next item, please. >> todd, i also wanted to thank you for your contributions to the city and to help us. i know that every time i come to you for help, you come through very nicely. so good luck with your new endeavor. we'll miss you. >> director. >> thank you. i wanted to extend my appreciation. it's been a great pleasure to work for you and with you and i've learned so much. you've been a great mentor and i think, you know, commissioner adams just really spoke to the

bredth of what you've been able to accomplish. your passionate, economic development and economic developmt at all levels of business and employment and while i think the city, it's a loss for us, but i'm also very excited that if you're able to accomplish 1/4 of what you have been able to accomplish here in san francisco in sort of the rural parts of the u.s., it's to the u.s.'s gain and to the world's gain of what you have to offer. so looking forward to that. >> commissioner zouzounis. >> thank you. i wanted to say, ever since i started on the commission, you were open to who i was trying to reach, and you kept that in mind

through your -- the last couple of years and really brought those perspectives whether it was the immigration roundtable with the mayor or what not, you helped me get the perspectives where they needed to be heard, so i appreciated that. thank you. >> i have one more request. would todd come up here and take a picture with all of us? >> yes. >> marianne, will you do the honors?