outreach advertising. i noticed on the list of newspapers, that we are going to advertise with, that the marina times is there. but the richmond review is not. >> yes, supervisor. we sold to other over 50 firms as outreach. we did not get a proposal from the richmond times. i'm not sure why they didn't submit a proposal, but we definitely did and we talk to them. >> so you did reach out to them, i mean, to all of the news print media and they didn't respond? >> right. we reached out to 50 and we had meetings to explain it, and we placed phone calls and the proposals came to us. it is one of the things that

would be typical. there are some, as requirements in the abdomen code that require that the printing of the newspapers be done here in the city of san francisco. so that it's also one of the things that is difficult, because, as you know, for leases and rents are very expensive. i'm not sure if that's the reason why they didn't submit and they moved out those services. that is a requirement in the coat. >> thank you very much. i appreciate it. >> do we have a representative from treasure island? oh. i would hate for mr beckett to come all this might not have an opportunity to talk to us about his budgets. it is really nice to see you, my friends. what would you like to talk about in your budget? [laughter] i have a few questions, but i want you an overview. give you an opportunity to talk

about item three. >> well, just provide a status update on what is happening in treasure island. in april we approved the final subdivision map for treasure island. and infrastructure work is under construction there. at the end of this month, the director of public works will be having a hearing on the final subdivision map for the first subspace on treasure island. that will be coming to the board at the end of july. we are beginning -- the developer is beginning geotechnical work on the first subspace area on treasure island with the expectation of breaking ground for vertical development in 2019 and 2020 on treasure island. so we have a great deal of activity going on, both of the construction phases. but we are also starting planning for the next sub phase of treasure island, which will encompass the historic hangers

two and three onto the commercial district for the future neighbourhood -- neighborhood. i am happy to take any questions you have on the program. >> my questions, when i think about treasure island, i think about the cleanup and wanted to touch base with you about, were there ever any general fund dollars that were used, at any point to help with the treasure island cleanup of the site? i know it comes from the name, but i did not know if there's anything from from the general fund i was coupled. >> yeah, know there have not been any general fund dollars to worse cleanup on treasure island. it is been funded by the navy. there is an outside environmental consultant that assists us in overseeing the navy's work and reviewing reports prepared by the navy. but, as with the rest of the

budget, our operations are funded through leasing revenues, commercial and residential leasing avenues -- revenues on the island. even our environmental oversight of the navy's work is funded by it leasing revenues by the island and not by the general fund. >> okay. maybe someone can help point out for me, i think your budget is included. as that is -- is attend the gsa? i am having a hard time putting my hands on its. is not in any of my materials. and somebody tell me what page it is on? >> we have included treasure island as part of the city -- for whatever reason, i don't know why, it was trimmed years ago into the city administrator family but carried separately as a budget item. it must be a charter issue or something. but adam's team worked for the entire treasure island budget. it is total revenue supported. there is a general fund dollars there. >> thank you, again.

i just wanted him to speak because item three, we will be taking public comment on it anyway. thank you for your presentation. >> thank you. >> good to see you. ladies and gentlemen, we are done with questions. we'll be taking public comment on item three, six, and seven. if you would like to come on up. come to the podium and you will have two minutes. no? seeing none, -- are you coming for public comment? >> public comment is closed. okay. now you can come up. >> supervisors, i wanted to point out, in the past, when we had received the proposals for the official advertising and the outreach, there had to spend some, from time to time, publications that were either, proposed that we received late and things like that. in the past the board has used discussion to enter into contract with some of those

firms. i wanted to highlight first on the advertising. and the proposals and recommendation that is being made to the board is to award, as examiner that was a highest rank responsive and responsible firm. however,, and to chronicle and submit a proposal. after chronicle, like what i was saying before, they do not print in san francisco. that is why they are bid was not deemed to be responsive. i wanted to make you aware of that, because we were trying to award it as a primary, and as a secondary newspaper. in this case, the primary would be the examiner but i wanted to make you aware that, at your discretion, we could use a chronicle as well to print notices and things like that and the off days. it only prints on wednesdays, thursdays and on saturdays and

sundays. it is not every day. there will be some times where there will be some notices that needed to be printed on a monday and we would not have it as an avenue to do that without the board's action here. the second thing i wanted to mention, on the outreach services, they were two -- of the chinese language newspapers, one from the world journal and one from the daily. is one of the proposals, they came in late and the second one was late -- i'm sorry. there was one that was late, and was not ever printed in the city. there's a second that was on time, but it is not printed in the city. again, just like the others for official advertising in the past, the board has exercised it's discretion to enter into contract with those firms, and i wanted to make you aware of

that, and before you vote on deciding on them. thank you. >> thank you for that explanation. it is one that happens twice a year when it comes to the board and we actually vote on it and it comes again during the budget season. you should actually write it out. and circulate it. it is the same answers. the same players in the same reasons that keep certain printing presses from being able to participate because of the narrow scope. if anyone wants to change the rules, the voters can change it. that will only take about a million dollars, and nine months of your life. instead, we will just ask the same questions over and over again every year. all right i will make a motion to approve item three. can i have a second? i can't hear you. >> seconded. >> we will take that without

objection. thank you. item six and seven i would like to send to the next full board meeting with a positive recommendation. can i have a second. we will take that motion also without -- that motion is unanimous. thank you. there it is. >> just to confirm, item number 3 was recommended to the july 17th, 2018 supervised meeting. and items number 6 and 7 were recommended to the next available board of supervisors meeting. >> that is right to mr clark, no problem. we will hear from the office of technology now. next, yes? i did call public comment on item seven. no, it didn't sound like that. i asked for public comment. i'm happy to take a motion to reopen public comment. all right. we have a motion to reopen public comment.

i will make the motion. we will take that without objection. thank you. public comment is back open. you are welcome to speak on item seven. >> okay. good afternoon supervisors pick on the director of account management for the san francisco chronicle. for many years, the chronicle was awarded the official advertising bid from the city. we are asking you to return to that practice. this money help support the newsroom which employees union represented journalists in san francisco. it is no secret the newspapers around the world are struggling, and this contract is a crucial part of helping us maintain newsrooms that provoke -- promote civic dialogue within the city, and remain the city's only newspaper publishing seven days a week. we believe we have the most competitive bid. we have lowered our price $4.25, at because we publish more characters per line, we believe this is a far better value than other bidders. we also publish all legal notices on all charge on our

free website. our nearest competitor does not. my colleague will pass out copies of the newspaper readership comparison for the city and county of san francisco. this is an independent third party report that measures how many people are actually reading each newspaper. you will see the chronicle has the largest print audience in san francisco, and an average weekday issue of the chronicle is read by 70% more san francisco readers than our nearest print competitor and our sunday issue is read by more than twice as many san franciscans then our nearest print competitor. ad on our online readership, and we have increased the number of readers that would have access by 163% and 229% more on sundays. two years ago, the board awarded this contract the chronicle. we have been told that the major concerns as we no longer print the newspaper in the city. this was waived for several years and we would suggest it is antiquated.

printing presses these days are all to make it these days providing little in the way of direct employment. we believe the location should not be a deciding factor due to the fact that the chronicle employees 335 people in the city of san francisco. if i'm a useful gauge of the company's intrinsic value to the city. thank you for a fair consideration of this bed. >> thank you very much. next speaker. >> good afternoon. i am with the san francisco examiner. i just want to thank you for the opportunity to speak. i wanted to touch on what was brought up. we did reduce to three days a week for publication but we did work hand in hand with the city to produce your legal adds on our off days, in print. we have no plans on changing that. our printing press is located here in the city. that is 50-60 employees here.

all the tax revenue is going back into the city. that is really all i wanted to make sure that everybody knew. i mean it's important to us that the city knows that we are behind you. we will do whatever it takes to make this all work. thank you. >> any other member of the public that would like to speak on items three, six, or seven? seeing none, a public comment is closed. i would like to make a motion to rescind our vote for item three, six, and seven. seconded by catherine stephanie. we will take that without objection. thank you. i would like to take a motion to amend item seven to include the examiner and the chronicle. all right. seconded. can i take that without objection? all right. we will call vote.

>> and the examiner. >> and the examiner. supervisors? roll call. [roll call] >> thank you very much. motion fails. okay. that was a motion to amend item seven. it fails. so shall we pass out item seven as is? okay. i will make a motion to pass out item seven as it is advertised.

can we take that without objection? without objection, that motion passes unanimously. thank you. >> i believe we need to revote on item three and six as all of them were resented. >> that's true. we do need to vote on item three and six. may i have a motion to, let's see. we need to approve item three and send that back to the full board for july 17th. -- july 17th. may i have a second on that motion? without objection its process. for item six we will send that to the next full board meeting with a positive recommendation. seconded. we will take that without objection. thank you. mr clark, are you ready to move on? >> yes i believe the next one is the office of technology. >> that is right. they have a budget of $128 million. they are asking for an $11.5 million increase. they have 225 personnel and they're looking to increase their personnel by seven.

>> reduction by seven. >> okay. a reduction by seven. thank you. reduction by seven. extra points for reduction. >> technology problem. [laughter]

>> are we ready? >> yes. >> excellent. >> good afternoon, supervisors. good to be here. i would like to start by thanking the dp cfo and their budget team as well as the dt chief of staff for all the help and assistance in preparing the budget. it has a large budget. there are millions of details and it is quite a feat to bring it forward to you. thank you to them. i am here today to talk about the department of technology and i'm very excited to share with you some of the strategies and the work we will be doing in the upcoming year. it is very important to remember what our mission is which is to provide innovative reliable and secure technology solutions that

empower our agencies and departments to deliver high-quality government services. we are laser focused on providing this high-quality government service. our values are around dignity and respect, teamwork, excellent customer service, performance monitoring, accountability, and transparency. where you will see this exhibited is in our service delivery as well as how we coach staff to do the very best every day. our strategy, and our strategic goals that are driving our budget are around accelerating modernization. modernizing applications to provide digital, true digital government and sustainable technology, building economical, efficient, it infrastructure, and to these investments will deliver reliable and secure digital government. again, ensuring security and resiliency, which is to safeguard our safety systems,

our assets, and our capabilities. and increasing the value to client departments with technology, optimizing reducing costs and increasing efficiency, decreasing redundancy, and streamlining systems. as we look at the budget, this is for operations and capital. the first is just the forces you can see are charged back to departments. general foreman support, cable t.v. fees and a bit of phone balance use. our uses are around salaries and benefits, administration, software licensing, citywide telecom services and of course,, the bulk is in our projects, equipment and our maintenance. there is some also in professional services. our strategic initiatives, and some of our deferred maintenance are where you will see our

service areas. that is around the network infrastructure and s.f. cloud. our services and as we go through this i would like to highlight where public safety systems. our public safety radio system, cyber security, fibre and wire operations and i have a treat for you here. to make it fun. didn't you say fun? >> yeah, hold on. we will take that but you have to explain it on the microphone. if you could put the camera on sandy fewer, she is holding a fiber-optic kb. >> this is a cable. we hundred 225 miles of fiber-optic cable that the city owns as an assets. each one of those has 288 fibre strands in its. so if you've ever wondered what one looks like, that is what it looks like.

we also, significant initiatives and our capability is in s.f. ftp which is here with us today and we certainly appreciate their service, as well as innovation of the open data group and digital services, debt justice and the broadband connectivity period and there are internal transfers. >> this is fibre? >> yes. you see the little threads out of the ends of one of those, look at the ends, no, the ends, each one of those wires? there is one, a couple of the wires are showing what the fibres are inside. they are like little hairs so there are 24 and a bond doll and then there is 12 hairs in the

strands. the staffing changes as a city administrator talked about was transferred to adm. justice was transferred to dtm data s.f. was transferred into dt and there was a miscellaneous adjustment. we are seeing -7 f.t.e. our workload service demands, i wanted to share that with you. it is impressive. 3500 phones supported. radios. we have 12,000, 35,000 a phone supported. 12,000 radios, 2300 call boxes. 300 locations and as i mentioned 225 miles of fibre. crawford daycare centres, network -- network devices, 800 service in the clouds. 400 petabytes of storage. if you want to know how much 400

petabytes of storage is, if four of the supervisors where to take off from -- 4,000 pictures a day for the rest of your life, that would be four petabytes of data that. and we have taken in 24,000 calls for service in the last year. our strategic focus areas are around infrastructure and operation. looking at performance are around the infrastructure, the network and then ensuring that the data storage and systems are modernized and capable of supporting government services, fibre security it's an investment area for us this year as we look to establish not only strong policies and practices, by the infrastructure that is needed to protect the city data and systems. shared services is where we look at our enterprise. business systems and look to

leverage those to lower cost to use and automates the business processes. service delivery is where our service teams are technical project managers work hard to bring these systems online and in production, implemented to meet the full benefit to the department and really look at the cost and scheduling of the use. it is difficult to bring technology projects forward and technical project managers are essential to that. and then also a strategic focus area around the agile and supported workforce. we are a continuous process improvement organization which requires us to coach and lead our teams with some training and ensure that we are a managing and looking at our performance and we have done a good job this year of building out performance dashboards. one thing you may not be aware of is actually dt does serve the

community. the bulk of our work of course, it's internal service. but we do have s.f. gob tb that provides a terrific service to the community. just remarkable service. >> i will have to stop you there because we are at the seven minute mark. >> okay. >> i will go ahead and start peppering you with questions. >> okay. >> because we have to keep moving. >> okay. >> we have a little bit of time now. it is my understanding that the department is not moving forward with the r.f.p. for the fibre plan. is that right? >> i can tell you that the fibre r.f.p. is not scheduled to be published in june. we talked about that originally. and after looking more closely, the team has decided that what would we be asked is to do more research. there are some questions around revenue. we talked about that. we need to understand what

revenue can be generated from this infrastructure is something that we really want to quantify in more detail and then also with the engineering aspects of this. how many polls could be actually put fibre on that really affects how much we would have to dig and that affects the significant -- significantly affects the cost. would like to understand that and do that research and quantify those before moving forward with the details of an r.f.p. that the three vendors that were qualified on the rfq could bid on it. >> okay. and are there any ongoing costs associated with the program outside of the r.f.p.? >> the market study that we would like to do, the engineering study that we would like to do, those will have to be contracted services. and then the staff that are moving that forward, i believe we would also like to pilots the

network technology that we talked about. i showed you diagrams a bit before. we would like to do a pilot of that in our data centre to make sure it works as we expect and we can do the privacy and monitoring and performance measures that we want on it. so that would be for this next year. >> okay. what might the paired down cost look like. >> i am thinking around 2 million. >> okay. >> remember when we were going to issue the r.f.p. we would, most likely, be trying to negotiate a contract in this next year. that would require a tremendous amount of legal assistance. what i would suggest to you is that legal assistant would not be needed next year. >> would it be possible to ask for a draft proposal that you could bring to us for next

week's presentation? >> shirt. >> i appreciate that. do you have any questions for the department of technology? >> none. okay. that is at. thank you. next up is the department of public works. >> thank you. >> how are you? >> good. >> good. the department of public works as a 374 million-dollar budgets. you have an 18 million-dollar increase for the budget community and you have 160,000 -- 160 employees and you want to increase your employee count by 34. the floor is yours. >> okay. thank you. thank you for having us. >> i am always happy to have you. >> and the rest of the members of the budget and finance

committee. as you know,. >> as you know, public works is a 24/7 operation. we are involved in pretty much anything that goes on in the city, whether it is cleaning, paving, repairing of city buildings, planting, and all of the great things that we are responsible in the agency. what drives us and what motivates us as a strategic plan. we have a strong strategic plan. over the last five years it has gotten better. our strategic plan has major goals. one of them is to be the best place to work. the other one is to drive innovation and service. >> be the best place to work? >> yes. >> according to who? >> the people who work at public works. >> i love it. >> we go through a process and we define where would be the

best place to work. and under that category, to be the best place to work we attract, engage and empower a diverse and motivated workforce. we provide professional and development opportunities. we communicate timely, accurate and relevant information. those are the things that make up being the best place to work. the second goal is to drive innovation and exceptional service. the third goal is to improve and inspire the stewardship of public spaces. a little snapshot of our budget. i think you said some of the highlights there. we are funded for 1,600 -- 1,627 f.t.e. in terms of project, our capital projects are a .6 billion.

and capital projects. for the mayor's proposed budget, we are 375 million. our gross operating is 214.8 million. and our operating support is 38.9 million. the next track you see gives an overview of the operating associates. as you can see the largest chunk of pie in the operating sources is the general fund and operating supports. that is 34% of operating. and we have others, general revenue which is about 34 million. thirty%. we have a little bit of gap attacks. those combined make up about 20%.

and then for the passing of the proposition, about a year and a half ago, we got the fund which is 19.8 million. seventeen% of our operating. operating uses and how money gets used, the largest use of the operating obviously is for salaries and overhead. that is about 82.3 million. seventy-two% of the operating. and then we have a bunch of small things. materials and supplies, three% we get city grants. six% are four%. from five% and nonpersonal services. -- >> pardon me, i have a question about the side. if you could please put the slide up. all right. you have transfers at 3.9

million dollars. what does that mean, transfers? >> , it means i will let the finance guy talk a bit about it. but the moving of funds to different projects. >> two different funds. and sometimes that is within public works and other times it is outside to other city departments. >> how many other funds within public works? >> there is multiple funds. >> how many. >> including our capital? >> yes. >> there's approximately 20 funds we budget on and there is many more that have capital fund sources included. >> okay. thank you. >> in terms of new initiatives, mostly around cleaning, the first one is the south of market area cleaning where 550,000 has

been budgeted for 18 and 19. that funding will give opportunities to 18 new crew members who would work five days a week, four hours a day and it is a workforce development program. and frankly it is what is needed for south of market to help keep sidewalks and areas clean. the next initiative is a community ambassador's program. the program is 3.1 million that is being budgeted for 18/19. it provides jobs for at risk and underemployed residents for our city. it does provide for people to do manual cleaning and litter collection and the way it is planned is four cleaners would be assigned to each district.

that is 44 people. it will also provide for us to bring on a night and spring shift supervisor or superintendent. the next initiative is our pit stop program. the funding provides for extended hours and also new locations. the hundred 65,000418/19 fiscal year, will increase service hours to five locations. we have five new locations and this 885,000 that has been budgeted for them. a total of 1,000,050. [please standby for captioner switch]

>> we've also invested $50,000 into a goatherd. [please standby for captioner [please standby for captioner

a direct relationship where there's on pit stop and less number of calls coming through. we collected lot of this data. we used that to determine the

location. >> there's correlation between steam cleaning. they probably need a pit stop? based on the data. >> 3111 >> 311 data. we have a map based on concentration of kales. that begins to identify the activity in that area. pit stop program grew. we started with three locations. these three locations were primarily around areas that provided food service and people standing in line waiting for food. it's grown no 18. we're in nine or ten neighborhoods. now additional funding will go to 33. >> i have a question, this is my last one slide number four, your budget overview side operating

sourcesfor fiscal year 18 and '19. you have other general fund revenue. what does that mean? >> lot of our work is like the contractor. we get work orders from other city departments. we do other work for other city agencies. >> i see, okay. that's all my questions. supervisor. >> i do have a question about the pit stop. you said they were in ten different districts? >> neighborhoods. >> oh. okay. i wanted to push back little. actually i think because it's complaint driven that actually it's not an accurate assessment of where a pit stop is needed. for example, i have a location

that at fulton there are barbecue pits starting sixes months out of the year there's no public bathrooms at all. people have been using the park. they go into safeway. i heard complaints another little deli down there. this is and area that's pretty isolated that can use a pit stop back. especially tour site during summer, lot of activity there. so many people having bonfires. i'm wondering, how do i get one in my neighborhood? what do you think? >> we will be good -- glad to look at the location you're

questioning. it's possible there's a need. lot of people are not calling or we don't have similar type of information to make that decision. it is possible. i do see lots of people on the beach. i see lots of people lighting fires. they use bathrooms there along the beach. sounds like we should look at that. >> also because it's not highly residential. it's not like a lot of people on the street that live there that say, this is a hot mess. because it's the beach and the park. it is an area it's particularly at night that we would need a pit stop. we have homeless also living there in the park and then approximately 100 homeless people we have lot of vehicular habitation in that area too. let's go out and look at it

>> we'll be glad to pilot something. we're seeing mostly in the locations we have is tremendous increases. thousands of flushes everyday. >> thank you very much. >> thank you. thank you for your presentation and your time. we are done and conclude this portion of our discussion. i want to let people know we will not be taking public comment on items one and two. public comment will be heard on monday june 18th. i'm going to make a motion to continue items one and two to tomorrow june 15th at 10:00 a.m. we have a second on that motion? second by supervisor sheehy.

thank you very much. ms. clerk call item four. >> clerk: fiscal redevelopment agency. >> this is our last item on the agenda. let me ask the bla, do you guys have a report on the ocii b udget? if not that's fine. i'm just checking in. >> there's no report supervisor. we will not have a report on that budget as i understand t. >> thank you. are you ready? >> i am. >> the floor is yours. >> good afternoon supervisors. thank you for hearing this item. i intend to be short and sweet. i'm following introductions. the first slide is on the strategic code. ocii goal is to create clean, safe community using diverse and

inclusive workforce. we also build community u tilizing diverse and inclusive workforce as i'm showed by contracting and workforce program. we work in three project areas. mission base, build out this project will provide 22,000 new housing units over 7700 which will be affordable 35%. 400 acres of open space and 14 million of square foot of commercial space. ocii purpose is to start cycle of development. investment in development increases property taxes. which is further used to repay

and reimburse the developers as well as to fund affordable h ousing. when you look at this chart, you can see that ocii generouses approximately $282 million in fy 17 and 18. in 17 and 18, project generated $282 million of 76% increase since the disillusion six years ago. in 17-18, ocii only took 54% of that with remainder going to the other taxing entities of which the city and county san francisco taxing entity. we only utilize $135 million with over $150 million to be distributed to the other taxing

entities. ocii uses this property tax as i said earlier for affordable housing as well as reimbursement for infrastructure in various project areas. our budget is $745 million. ocii will spend 95% of that on affordable housing and infrastructure including debt service and bond issued to fund affordable housing loans, construction of park, open s pace, and infrastructure reimbursements to private developer. ocii will only spend 2% of its budget on project management and operation. this means the vast majority of ocii's budget results in new housing, open space, commercial development this improves the lives of residents of san francisco. the next slide is an overview of various funding sources. property tax is only a small part of our funding.

although, to pay which is used to pay debt service. majorities of funding in our budget is prior appropriation for expenditures for multiple year project that have multiple years that includes housing loan as well as folsom streetscape project. fy 18 and 19 ocii budget will come from new proceeds. i do want to note there's a typo on that slide. it shows $141.1 million, the total aggregate is $143 million. ocii will fund housing loans for affordable housing as well as reimbursement to developers in

18-19 ocii -- those will generate an aggregate 459 communicate. there's also financing cost included as part of the bond proceeds. major initiative is always affordable housing program. which is a key part to create 30,000 units by 2020 with one third of the units designated as permanently affordable. ocii fund projects will result in over 3400 affordable housing units by 2020. both stand alone project funded by ocii and inclusionary units provided by the developer in the chart shows the affordable h ousing goal and it reflects ocii pipeline what is included.

it includes completed project what's in design, what's under construction and what's slated for future development. in three of the active project areas. and other sites throughout the city. in 2018-19, we show over 2700 units have been planning and or infrastructure. these show significant progress in goals in the 30,000 units. major initiative. infrastructure. ocii also as you know, issues debt to reimburse to developers as well as sidewalk improvement. in this case, ocii is the developer so we get to do

infrastructure and we'll work with public works to deliver some of those. by 18-19 we would have completed -- ongoing project include oversight on the construction of the chase center as well as folsom streetscape. as of last year, we have 5 4f.t.e. this year we're adding one. converting temporary employee to permanent. we'll have 55 employees. the operating budget is $16.3 million only 2% ocii budget. that's it. >> i don't any names on the

roster. i guess this might be the benefit of being last. colleagues you have any q uestions for nadya? >> i have a dozen of them. >> you'll be back again. this is for bond issuance right? no. >> the budget that includes bond issuance. >> i'm sorry. maybe i misread. i thought it was bond issuance not to exceed $140 million. that's what item four is right? >> item four is the resolution approving the budget of ocii. >> okay. thank you. thank you very much for your presentation. since the bla does not have a report for us, i'm happy to take

a motion to move this item. madam clerk do we need to take public comment? any member of the public like to comment on item four. public comment is closed. make a motion to move the recommendation for the j uly 17th board meeting. second supervisor sheehy. thank you. any other business before the body? ladies and gentlemen we're adjourned. thank you. [adjourned]

[laughter] >> get in there. >> mayor farrell: all right. there we go. [cheers and applause] >> mayor farrell: let us get started here. first of all, i want to welcome everyone to city hall to kick off san francisco's are judy -- lgbtq pride 2018. let's give a round of applause, everyone. [cheers and applause] >> mayor farrell: i want to thank, first of all, the incredible people that made this happen here y