commitments because it's grown quite a bit. and we were at less than $2 billion, 3.5 years ago. we are still in a good position and we monitor this all of the time and there's a lot of metrics and someday we'll walk through it. and commissioner driscoll asked to do a cash flow for casting and so we will walk through that in a future meeting but we are in good position here. but we want increased visibility for the board to see the dollar amount of our unfunded commitments. if we turn to also -- also to the graph, i'm not sure that i see a page on it but commissioner driscoll, you asked for the liabilities on the spurs monthly net assets that is included. and i do have a couple obligations i need to walk through in the c.i.o. report. you know, first of all in terms of economic conditions,

everything is still quite solid. and earnings growth has been really, really good and it's north of 20% for the last couple quarters. and as long as earnings growth is going to be good, the markets, that should put a line on anything that happens in terms of valuations and those kinds of things. the markets don't do well when earnings decline. and the -- i did want to point out on page 3 just the status of our implementation of the strategic asset allocation and you can see that we have come quite a long ways. you will see our rate in june of 2014, both our policy and our actual. the bottom line is that except for private credit we are most of the way through on everything, okay? and the private credit is one that we still think is going to

take about five to seven years but we are anticipating making a large recommendation next month. i just want to say quickly that liquidity in the bond market continues to dry up and i just want the board to an, whatte, a, it can take a long time to sell assets that we think are taking a long time to sell. some obligations in terms of reporting things to the closed session, board approved in closed session. beacon light which is a short manager we asked the board to approve $225 million and we have funded $100 million of that and future funding will come over the course of time. and d.c.m., which is a venture capital strategy, we asked for $50 million and the board, and we received $35 million. and a strategy that the board approved earlier this year, we requested $100 million and we

did get the full $100 million. and k4 private investments which is a software oriented mid-market buyout strategy, we asked for $50 million and we did get all $50 million. kitty hawk, we asked for -- this is real assets, real estate real assets strategy and we asked for £40 million euros and we got £35 million euros. and pepperton, we asked for $60 million in u.s. dollars and we did get $60 million. we have a couple additions, closings that took place, on thursday night and friday respectively that i believe that the board has received print copy of. first regarding polaris, this is a growth equity strategy in the portfolio and we asked for

$30 million and we got $21. and solis which is a distressed credit oriented strategy in our buyout -- excuse me, in our out state return strategy that we asked for $300 million and the board approved that. we did fund the first $100 million on august 1. and with that that's the close of the c.i.a. report. >> president stansbury: are w we (indiscernible) the funding? >> yes, they are calling capital as they see opportunity. >> president stansbury: and questions from the board? >> not really questions but, one, the cash flow that we talked about is a big issue and it will be a subject for the investment committee to talk about because it's a large task that he and his team has to manage. and in the immediate term though

is the fact that it's not simply that private debt which would take several years to get to that allocation target but now we're overwreat and that's a tactical decision. and we're underway real assets and we're at 4%. and so we look at a public equity as a private equivalent and i look at those three groups together. >> it's a long bull market. tactically the decision is that you park the money at your decision which we are supporting. (please stand by).

>> clerk: item 11 -- >> let's call items 11 and 12 together. >> good afternoon, commissioners. i will make this quick in the interest of time. item 12 before you is a monthly

activity report. i just wanted to point out on page 3 that we had included a line item to call out the target dates

-- i will keep this quick. we had our meeting on july 25 where we had interviewed the three semifinalists, which are indicated in commissioner bridges report. and we are authorized to conduct offsite due diligence. we were busy flying all over the country visiting these vendors. i wanted to report that they were very beneficial and helpful and able to learn things that were not seen on paper and that will help us in crafting our recommendation to the board. we plan on finalizing our recommendation to the committee on september 19. we're targeting an october board recommendation, but that could change and that's my update. >> thank you. commissioner bridges? >> my report is not different than the report in that we had a very lengthy meeting july 25 and

committee supports everything in her recommendation that we did review the semifinals of all three and the onsite due diligence, so looking forward to hearing the recommendations coming back from the visits to understand all the details of the offsite and due diligence. once we hear all of the recommendations from the travel and research, then we'll come back as a committee and make recommendations to the full board. >> thank you very much. let's open it up for public comment. any members of the public that would like to address the commission on this item? seeing none, we'll close public comment. anything further from the board? great. on item number 13, i'm going to continue that, pending feedback from our newest commissioners. and then why don't we help on to

item 14, please. >> clerk: item 14, travel expense reports for the quarter ended down30, 2018. >> we'll take it as submitted. any members of the public that would like to address the commission on this item? seeing none, we'll close public comment. anything from the board? >> a lot of due diligence going on out there.

>> any questions from the board? seeing none, we'll open it up to the public. any members of the public that would like to address the commission on the executive director's report? seeing none, we'll close public comment. is there a 16? >> yes. >> let's call item 16. anything from the board? >> the september 19 meeting of the investment committee is on september 19, following the deferred compensation meeting

that morning. thanks to commissioners, we have a commissioner coming to speak at the meeting. we want to start promptly at 1:00 to take advantage of the amount of time we have with him. he's a world-class investor, very strong views on the credit market. so my request to the board, please be on time so we can start on time. if you can't be here at 1:00, sit in the back of the room and don't come waltzing up here. hopefully we'll start at 1:00. >> we'll send out a reminder to everyone. anything else from the board? seeing nothing, we'll open it up to public comment. any members of the public that would like to address the commission only about the good of the order? >> i am a great believer in

punctuality. in the last 50 years, i don't think i've been late five times. all you members waltz in whenever you feel like and you give the impression that you are only concerns about your own time and nobody else. i think that you should be on time. people behind me probably have other commitments and meetings. so when you start late, it may make them late for their meetings. thank you. >> thank you very much. are there any other members of the public that would like to address the commission regarding this item? seeing none, we'll close public comment. >> there are no reports -- board member reports or comments. >> nothing in the packet, right, for item 17? >> that's right. >> meeting adjourned, everyone.

as latinos we are unified in some ways and incredibly diverse in others and this exhibit really is an exploration of nuance in how we present those ideas. ♪ our debts are not for sale. >> a piece about sanctuary and how his whole family served in the army and it's a long family tradition and these people that look at us as foreigners, we have been here and we are part of america, you know, and we had to reinforce that.

i have been cure rating here for about 18 year. we started with a table top, candle, flower es, and a picture and people reacted to that like it was the monna lisa. >> the most important tradition as it relates to the show is idea of making offering. in traditional mexican alters, you see food, candy, drinks, cigarettes, the things that the person that the offerings where being made to can take with them into the next word, the next life. >> keeps u.s us connects to the people who have passed and because family is so important to us, that community dynamic makes it stick and makes it visible and it humanizes it and makes it present again.

♪ >> when i first started doing it back in '71, i wanted to do something with ritual, ceremony and history and you know i talked to my partner ross about the research and we opened and it hit a cord and people loved it. >> i think the line between engaging everyone with our culture and appropriating it. i think it goes back to asking people to bring their visions of what it means to honor the dead, and so for us it's not asking us to make mexican altars if they are not mexican, it's really to share and expand our vision of what it means to honor the dead. >> people are very respectful. i can show you this year alone

of people who call tol ask is it okay if we come, we are hawaii or asian or we are this. what should we wear? what do you recommend that we do? >> they say oh, you know, we want a four day of the dead and it's all hybrid in this country. what has happened are paper cuts, it's so hybrid. it has spread to mexico from the bay area. we have influence on a lot of people, and i'm proud of it. >> a lot of tim times they don't represent we represent a lot of cultures with a lot of different perspectives and beliefs. >> i can see the city changes and it's scary. >> when we first started a lot

of people freaked out thinking we were a cult and things like that, but we went out of our way to also make it educational through outreach and that is why we started doing the prosession in 1979. >> as someone who grew up attending the yearly processions and who has seen them change incrementally every year into kind of what they are now, i feel in many ways that the cat is out of the bag and there is no putting the genie back into the bottle in how the wider public accesses the day of the dead. >> i have been through three different generations of children who were brought to the procession when they were very young that are now bringing their children or grandchildren. >> in the '80s, the processions were just kind of electric.

families with their homemade visuals walking down the street in san francisco. service so much more intimate and personal and so much more rooted in kind of a family practice of a very strong cultural practice. it kind of is what it is now and it has gone off in many different directions but i will always love the early days in the '80s where it was so intimate and son sofa millial. >> our goal is to rescue a part of the culture that was a part that we could invite others to join in there there by where we invite the person to come help us rescue rescue it also.

that's what makes it unique. >> you have to know how to approach this changing situation, it's exhausting and i have seen how it has affected everybody. >> what's happening in mission and the relationship with the police, well it's relevant and it's relevant that people think about it that day of the dead is not just sugar skulls and paper flowers and candles, but it's become a nondenominational tradition that people celebrate. >> our culture is about color and family and if that is not present in your life, there is just no meaning to it you know? >> we have artists as black and brown people that are in direct danger of the direct policies of the trump a administration and i think how each of the artists has responsibilitie responded ss

interesting. the common >> i strive not to be a success but more of being a valued person to the community. the day and day operations here at treasure island truth in family is pretty hectic. the island is comprised of approximately 500 acres, approximately 40 miles of sanitary sewer, not including the collection system. also monitor the sanitary sewer and collection system for maintenance purposes, and also respond to a sanitary sewer overflows, as well as blockages, odor complaints. we work in an industry that the public looks at us, and they look at us hard in time.

so we try to do our best, we try to cut down on incidents, the loss of power, cut down on the complaints, provide a vital service to the community, and we try to uphold that at all times. >> going above and beyond is default mode. he knows his duties, and he doesn't need to be prompts. he fulfills them. he looks for what needs to be done and just does it. he wants this place to be a nice place to live and work. he's not just thinking customer service, this is from a place of empathy. he genuinely wants things to work for everyone and that kind of caring, i admire that. i want to emulate that myself. that, to me is a leader. >> i strive not to be a success but more of being a valued person to the community.

the key is no man is an island. when anything actually happens, they don't look at one individual, they look at p.u.c. stepping in and getting the job done, and that's what we do. my name is dalton johnson, i'm the acting supervisor here at treasure island treatment plant.

>> the office of controllers whistle blower program is how city employees and recipient sound the alarm an fraud address wait in city government charitable complaints results in

investigation that improves the efficiency of city government that. >> you can below the what if anything, by assess though the club program website arrest call 4147 or 311 and stating you wishing to file and complaint point controller's office the charitable program also accepts complaints by e-mail or 0 folk you can file a complaint or provide contact information seen by whistle blower investigates some examples of issues to be recorded to the whistle blower program face of misuse of city government money equipment supplies or materials exposure activities by city clez deficiencies the quality and delivery of city government

services waste and inefficient government practices when you submit a complaint to the charitable online complaint form you'll receive a unique tracking number that inturgz to detector or determine in investigators need additional information by law the city employee that provide information to the whistle blower program are protected and an employer may not retaliate against an employee that is a whistle blower any employee that retaliates against another that employee is subjected up to including submittal employees that retaliate will personal be liable please visit the sf ethics.org and information on reporting retaliation that when fraud is loudly to continue it jeopardizes the level of service that city

government can provide in you hear or see any dishelicopter behavior boy an employee please report it to say whistle blower program more information and the whistle blower protections please seek www. >> clerk: item 2, opportunity for the public to comment on any matters within the committee's jurisdiction that are not on the agenda.

seeing none, item three, election of chair and vice chair. >> hello. >> any nominations for election? >> sure. i'd like to nominate brenda to be chair, and vice chair, kristin. or should we do these one at a time? okay. i'm way ahead of myself. >> second the nomination of brenda for chair. >> i third it. >> note mr. hughes is in the room now. >> well, we saved him a seat. >> all in favor? [voting] >> and i'd like to nominate kristin chu as the vice chair.

>> second. >> second. >> all in favor in. [voting] >> good. thank you. any public comment on the election? seeing none, let's go onto the next item. >> item four, approval with possible modification of the minutes of the april 21, 2018 meeting. >> any public comment on the meeting minutes?

seeing none, move for approval. >> i move for the approval of the meeting minutes. >> i second. >> the minutes are approved. >> item five, presentation from the city services auditor regarding the c.s.a. work plan and possible action by the committee in response to such presentation. >> good morning, committee members. i'm the chief audit executive for the city services auditor of the controller's office and i'm here with my colleague, director of city performance, to provide a quick overview of our work plan. so just really quickly, as you know, the city services auditor was established by city charter. as you know we have pendic f which lays out certain

functions for city services to complete. we receive a budget set aside of 2/10 of 1% for the city's budget. we also receive g.o. bond proceeds amounting to approximately 2 million, and we have a total of 68 f.t.e.'s in the total organization. so this slide shows the large department that covers our general bond. functionally, c.s.a. has two units. so we have audit, and we have city performance to ensure that we fulfill the charter mandate for appendix f. as it relates to our work plan

process, it's actually driven by your charter and administrative code. we also do risk analysis, and we receive information or requests from our executive leadership as well as our department, and we have our bond and capital programs, as well, that dictate our work plan. >> tanya ran through that really quickly. you're familiar with our planning process and mandates, but ask us questions at any time. these lists our charter requirement, which you are familiar with. we are now growing ourlene program, and that's probably or biggest single addition to the capablity of our unit in the last couple of years. we were training a lot of city staff inlene methodology and then training our department to do processing with departments

citywide. the others, you are familiar with. i will note also the data academy, which is a training program to teach city staff basic software that they need for their jobs in a very simple format, and now we teach them more complex things, and we're really proud of that. we hit the three year mark -- the five year mark in three years in trying to grow that program. again, just to touch on a couple of our major projects. you saw a project of our work land discussion in our may meeting. between then and now we've finished out the process that tanya just described. we've finished our balancing. we'll touch on some other things in a little bit.

department of public health, probably the biggest single technology acquisition that the city's doing over the next couple of years are electronic health records. we're working with them on that. at the transportation agency, we're just finishing a program which tries to simplify and stream line the public noticing process. we're supporting the city's capital planning department with a number of moves and changes and new building sites, the ongoing work to empty the ha hall of justice, and a permit center at 49 south vanness. our performance program, you've seen the growth of it in recent years. the on with the new mayor, we are interested in meeting with her and her staff on how she'd like to move forward. we're assuming just in preliminary discussions that they're going to be taking some of the indicators that were

shown in the score cards and starting a process across city agencies to move those things forward. she's very well aware of our program. we mentioned the data academy, and then, the department of homelessness and supportive housing now entering its you third year of existence, right, and we're still under the mandate, as are all city agencies getting this up fit up as quickly as possible, helping them with challenges like the new software system that they're undertaking, building sites. again, there's a lot of work that we can do to help that work go successfully. very important kriss cal important and a kriss cal leadership position for everyone in the city. and then i'll hand it back to tanya to talk about audit programs. >> good morning again. just to adequately ensure that audits promote best practices and accountability, support informed policy divisions, this

represents a balanced portfolio of work based on risk. and the result of our work is high quality audits that conform to best practices. as our operations have become more complex, diverse, existenter connected over the years, our work plan has also grown to be more complex and robust that grow to involve multiple agencies across functions citywide. so for example we've developed our ongoing construction and capital audit program involving our chapter six departments to reflect the city's increasing investment in capital projects. we've completed numerous varied construction audits, close outs, change orders, along with risk assessments. we've also created our information technology cyber audit team to proactively assist departments in identifying improvements for safeguarding our critical i.t.

systems and information, regulatory compliance and redundancy. to shed more light on critical multidepartment light processes and associated risks, our work plan incorporated performance audits that involve multiple agencies to reflect the complexities and interconnectedness. so this just gives a broad stroke overview of how our work at c.s.a. audits have changed since i've been here. i'll discuss it a little more in depth. so in this coming year, we will be performing a number of construction audits. as you know, this committee has asked us to do audits of the bonds to ensure that our bond spending is in compliance with the voter mandate, and with that, we've enlisted the services of comings. and in the past year, cummings

has completed five g.o. bonds, and this coming fiscal year, we'll be doing four more g.o. bonds, and we'll be performing a large performance audit at m.t.a. on their capital program delivery. in our citywide compliance program, the overall goal of that program is to look at compliance, internal controls, and benchmark against best practices. so as you can see on our slide we'll touch on processes such as purchase cards, payroll procurement cash and so on. and we're conducting audits of nonservice providers to ensure that departments are properly monitoring our nonprofit organization contracts. we are currently conducting a performance audit that spans

across seven departments regarding citywide monitoring practices for nonprofit organizations, and that audit will be begun, more than likely, at the latter part of the fiscal year. we will continue with our performance audits as it relates to the mandates audits that are mandated by the administrative code such as political activities and franchise fees. we look at whether departments are complying with policies, procedures, are doing their work in an economical, effective manner, but also, we want to look from a perspective of forward thinking. and so we do that through our surveys and through our benchmarking of leading practices in the relevant areas to help our departments think about how they should go forward and to ensure that our recommendations are sound and to help city operations become

better. so we'll be conducting audits around fees and permits as well as looking at the ethical culture of the health inspectors. we'll be implementing a citywide inspections program at fire, at planning, and at building, and we'll also be looking at the ethical culture of our inspectors this coming year. we're going to be looking at the staffing of homeless shelters, citywide i.t. procurement and public health city option program, and we will have a divisional audit at the p.u.c. over their real estate department. as it relates to our information technology and cyber security work, we do that work in collaboration with our department and other stakeholders, and we also work in collaboration with the department of technology with the city information security officer. and so we'll continue our work around security and information controls audits across the city

as well as continuing with assisting with post implementation services with the new financial and procurement system. and as peg mentioned, the procurement department has the largest procurement ever from an information technology perspective in the city, and we'll also be working with the department of public health around that implementation. and you'll hear later more about our whistle blower program, which is on my slide. we'll continue with our follow up process. the value in an audit is not the findings, but it's actually the implementation of the recommendations, and so we really work hard to ensure that we have a robust follow up process. we follow up at every -- at six month intervals to ensure that departments are implementing our recommendations. and i'm proud to say that our recommendation rate is 98% of our recommendations over a two-year period. and we will continue with assisting with disaster

recovery, and most of our work, when we're having a disaster or the city is assisting with other disasters, we're ensuring that our records are intact and we're able to receive back the -- recover our costs as it relates to the services that our city has provided. and we're also doing audit work to support the department of police accountability, the ethics commission, and at the police department. >> so that's a lightning quick run through of our work plan. the narrative, which is published on the website, has a high level summary and major service area topics of our planned work. there's a table in the back which is the largest, i think 100 audits and projects by size, the number of staff hours we expect those things to take, but just to remind everybody

and for the public's benefit, the detailed work plan that is underneath that is a couple of hundred lines of different audits and projects that are linked to the work orders that are in our budget and each of the assessments and risk analysises that tanya mentioned. we're happy to answer any questions that you might have on the -- either the general level or the detail level of those and discuss it if we have an audit that needs or a project that meets a concern or an issue that you raise. we might have something in our work plan. we've certain tried to fit what we do to the go box interest and mandate. one other project that i would mention in that vein is we do a wrap up of general obligation bonds which i may remember from last year. we made a number of improvements to it, and you include it as an attachment to your annual report, which has scope schedule and budget for

all g.o. budget programs. it services our program purposes and serves yours, as well. so i'll just stop there and ask if you have any questions or feedback if you've had a chance to look at the work plan, and we're happy to respond to anything that you'd like to raise. >> yes, do you want to give a few words and then the liaison report? skbl i can be the liaison to the c.s.a. i think we're at a $9 billion organization -- or 11 -- $11 billion organization, and i think it can be hard to make these types of decisions in an organization this big. and i really applaud the thoughtfulness of the group in making these. they're not just sort of throwing darts at things, they're actually following a specific process year over year. i think that process and the work of the group has resulted,

in my opinion, is a very successful body of work coming out of both the audit side and the permit side, and so i'm more than happy to endorse the work plan for this year. >> any other comments? >> i would like to make a few comments. i would like to echo what we just heard, that this has been a very successful effort on the -- for the audit committee. i think the city is lucky to have the kind of leadership that it does of all of you that are working on this. i think what i have seen is a growth in the approaches that you've taken to performance and audits. the issues that i've been focused on more recently is that most of what we do, we

approach as a city from the agency perspective. we look at how departments are functioning and what their mission is and how they're leading those missions. and that's the right thing for the city to do to ensure that the taxpayers are getting their worth, and there's another perspective, and that's taking it from the direction of the citizens. so for example, if you're looking at the hall of justice, the capital improvement plan, has -- is there a process for input on what's needed from the standpoint of people who use that facility, not just the people who work there and whose job involves that? for example, for years there's been a hard time getting child care facilities at the hall of justice, and yes juror expect to show up and have a place for their children while they're doing that, and there's been an actual resistance to all of th that kind of stuff. when you're looking at disaster

recovery, part of that is going to be right off the beginning, as you know, is going to be estimating what the costs are for replacing and repairing things that have been damaged. in '89, when i was involved in that earthquake recovery, the big issue was of course residential properties that were damaged, and the need to decide whether or not someone could go back into those properties, and there were not enough city building inspectors to go around and do that. so essentially we deputyized private building inspectors to go through and decided whether the situation would warrant someone briefly going into their house. so that makes me think when we look at disaster responses, are we training private building inspectors so that they're ready to go in the event of an earthquake, because you don't have any advance notice that

it's going to happen. so those are the kinds of things that come up when you're looking at it from the perspective of the person who needs the services as opposed to the people who are providing the services. so i had a list of some examples that are cost cutting in some ways for specific subpopulations. i used disabled and seniors, as one. i used women as another, about what's happening to minorities and to african american populations in the city, declined from 12% to 5%, and what do we see about what the city has provided either in housing inspection for the quality of housing that people have or their transportation to get the jobs or their schools or whatever. there's a whole lot of things. so my hope was that in today's meeting, you would take from us

or my colleagues would concur, a request to come back with some is proposals more specifically tailored to a perspective of the residents in a cost cutting way. you've made a lot of steps in that direction, and you sent me an outline of what those are like, and they are -- they are good, but they are -- continue to be focused from the departmental perspective as opposed to the citizen perspective, and there are not too many places, other than here, where citizens have an opportunity to come and speak and raise those issues. so that -- that's my proposal, is that we ask for inclusion of cost cutting, citizen oriented reviews. >> any other comments? i think robert, you had a comment. >> well, i -- again, from -- i

just go back and look at the mandate for go box authority or role or oversight of the c.s.a. it seems like it's a limited scope to review benchmarks, review whistle blower issues and review audited. to the extent those efforts cover the citizen input, i -- you know, we can look at that. but i just -- i'm not sure i quite understand what that would mean or what specifically we're asking the controller's office to do with respect to our authority under the charter mandate. >> as i understand the establishment of the c.s.a., it was part of dissatisfaction with the city's performance on streets and sidewalks and parks. and so the proposal came originally from the chamber of

commerce to ed harrington, and he outlined a program for auditing that included specifically those areas, and then, sort of an add on, whatever else. so if you look at it from the genesis of this, it was very focused on the infrastructure of the city. it was not focused on the services of the city, except in the broadest sense. and so what i'm saying is that here, we have gone now since, what was that? 2002, something like that, so a decade and a half. a lot has changed in the city, both in terms of how many things the city needs to provide and in terms of the population that we have. and also, for the first time since 2002, we have a major change in the leadership of the city. this is the first mayor we've had who has come from a district election where they've worked closely with residents in a particular neighborhood. the first time since that time

that we have a board president who comes from a district that has income inequality and housing challenges and job challenges. and then, we also now have the city controller just reappointed to a new term. so it is a time to take a deep breath and just step back and see, do we want to look at this from a higher level. that's all i'm asking. >> my observation, mr. bush, is that while -- while the points you make are worthy to be explored. i also heard mr. carlson's comments reminding this committee our very specific function as related to what, you know -- relating to our responsibility. so i -- my comment and my take is that while these may be

varied issues, and the timing, mr. bush, you mentioned, i think this may be a time for the city -- some aspects of city government to be looking at this, but i don't really think goboc is the best vehicle to explore these because our mandate is very specific. so i think if you have a wish to explore these changes to c.s.a.'s function, this -- this is not the right venue to do so. i think you go to the board of supervisors to change these -- these responsibilities or to increase these additional aspects of audit and performance done by the controller's office. >> i don't see anything in the charter that precludes us from taking these steps.

i think that you're taking a very limited view of what the language -- i don't think we're precluded -- when we say we're going to do performance audits, what are we exactly auditing? and i'm not even suggesting that i have the answers or even know exactly where it should go. i'm sure asking that the c.s.a. staff come back and give us their ideas on what else they see they might add. >> so just a suggestion which might help. i had sent a couple of example doe s, where i agree the opportunity to work in an interdepartmental way is one of the huge advantages of our function, and we try to take that seriously and staff things which need staffing, the healthy streets outreach center was the example that i had e-mailed where this is all the departments th departments that are working together, and the intersecting service and resource demands

that are represented by that. there's a new operational function at the 1011 turk street. we're providing the staff and measurement resource support so that they're able to measure what they're doing, show result. this is an example of the interdepartmental work, citizen focused work as well. i guess probably the example that pops up in my mind is the work that we're doing for the permit center, which is very explicitly to be designed from the city and user point of view. when you come into the new place that the city will build in a couple of years, what's your perspective, but understanding how the users are going to interact with that space and use it as a permit center. so i think we're doing a lot of things that meet this concern. i guess one suggestion i had which might help bring the thoughts together is, you know, we -- like i said, we're -- we've made a bunch of

improvements to our performance measurement program, including the score cards, which are supposed to focus on major service areas and be cost cutting across all departments. the new mayor's only taken office. we can have that conversation shortly and bring back to you a discussion of the performance score cards and how they relate with you these concerns. that would be fine to do if you have another suggestion but that's one that did occur to me listening to this conversation. >> yeah, and would just add in our packet today, we have the goboc iffacility -- facilities user perception survey. i think that's definitely a citizen centric input. if you have a concern, let the controller's office know, and they'll do that.

i don't know that goboc needs to take a specific action on that at this point. >> for me, i think there's two aspects of this. one is -- one is, are we communicating that? i mean, you can tell us -- i mean, you just very specifically talked about the streets program and how the multiagency's doing that -- and the second aspect is are we going to ask the c.s.a. to do something different. this could be just a communication issue, so if you take the streets perspective, there's a number of e-mail -- there's a number of things that are happening across multiple agencies, and could we tell that story to our citizens in a way that makes sense? i mean, one of the things we've been struggling for months, is our website. how do we say something on our website that really makes sense

and adds value to them, t