admin. so this is the schedule for the rest of the rops amendment. we'll take your feedback today and incorporate it into the materials we provide to our over sight board. we'll present to them a workshop on september 10. they'll provide their feedback at that time, which we will incorporate and then return to them for their action on september 24, and then we will submit our proposed amendment to the department of finance on september 30, and they will have until 12-16 to respond to us, which is about 15 days before the january property tax distribution, which is the property tax distribution that would fund the second half of this year's expenditures that are captured by the 17-18 rops,

and if you have any questions, i'd be happy to answer them. >> okay. thank you. madam secretary, do we have any speaker cards for this item? >> clerk: yes, we have one. mr. ace washington. >> get my thing together. okay. here we go. i'm really appalled as we speak here. for give my attire. i'm not trying to look like tupac, i'm just tu-ace. i did this because i just had surgery on my head. i can't help becau-- even my b pressure had to be increased since i came back here. i think i started back work too early. but bottom line is, i had to.

my obligation. now, here you all are talking about i got to go to d.o.f. myself because i've got to stop the rops because you all ain't paying no attention to me. but my voice is going to go out to everybody. once i push that button with the tv shows, radio, everybody's going to know what's going on in the city by the bay where everyone thinks everything is okay. redevelopment has stripped it in the fillmore. you talk about your obligation. what the heck are you doing in the fillmore? now ed lee, may i rest in peace, but i'm here still talking about fillmore street. you all haven't even took the obligation to walk on through. i will personally ask even our new commissioners, you all three there, come with me, do a tour on fillmore street. respectively, i know you can't

have more than two or three. walk from fillmore -- fulton all the way to bush. you don't even have to go that far. walk from golden gate to geary, and see how many black businesses we have, see how many million dollars you have spent there. yeah, yeah, okay. so any way, my question is, to you all about these rops, are you all going to sit down and talk to me or do i have to go to governor brown's door saying you've got to stop the rops. i've got the money that you say you can't spend no money in the fillmore, but i just heard a lady say that the mayor approved it, you all approved it. and you all approved the bonds. is bonds money? so you're going to have to have somebody come to our community, line by line, explain what's going on, 'cause the bottom line, you all have treated as,

whoo, what can i say? i just can't go home and my grand kids, great grand kids, look me in the eye, papa, what you doing? my name is ace, i'm on the case. ain't no way we can stop this now, but we going to stop the rops. >> thank you, mr. washington. are there any other speakers for this item? seeing none, hearing none, we will close this item. [ gavel ]. >> this is actually a workshop, so i'm not sure if any commissioners have any questions. >> i have a question. >> commissioner singh has a question. >> this year, we are having a 3. -- $305 million floating bond -- >> i'm sorry, could you just speak into the microphone a little? >> yeah.

there's a 300 and 5.7 million, on page 5. >> oh, of the memo -- or of the powerpoint, i'm sorry. >> oh, of the powerpoint. >> okay. >> yeah, what is all this for, is a tax exempt bond? >> it really depends. we use tax exempt bonds to fund public improvements like streetscapes and parks, and we've found an interest rate of around 4% has been typical for what our issuances have been over the last two or three years, and we use taxable bonds to fund our affordable housing program, and the interest rates are slightly high irrelevant than that? but it's interesting in the last couple of years that the taxable and interest rate have been close together. >> would you tell me how much money the bonds we have -- >> our outstanding portfolio is

about $1 billion. >> uh-huh. that's a lot of money, yeah. and what are the times the vendor is going to be finished? >> we issue our tax exempt bonds generally with a 30 year term. our last issuance was in 2017, so our current debt service would end in 2047. >> how much we are paying every year to -- >> our debt service, it really depends because different bonds have a different debt service, depending on the year, the bond's individual structure, but in the current year, we will be spending -- sorry -- a little over $100 million. >> okay. thank you. >> commissioner, any questions

or answers? >> no questions. >> okay. thank you. great, thank you. commission secretary, can you please call the next item. >> the next order of business is item 6, public comment on nonagenda items. mr. vice chair? >> do we have any speaker cards on this item? >> we have one speaker, ace washington. >> most of the time when i come here, you only got one wither. because you know what? i'm the last of the mohicans of the activists. when i came in the game 20, 30 years ago -- no, 40 years ago. i'm 64. i know we don't look like it because we don't crack because we black, but the bottom line is, i'm of age. i've done been through some years and some tears through the fillmore. i call it fill no more. i don't know. maybe mayor london can put the

fill back in the more. i'm mad, i don't cuss, so it comes out this way. you know what i'm saying? i'm a song writer. so god gave me this gift to put it this way so you can understand. and so the youngsters can understand. they really going to understand when i put it out there. i know the lingo. but the bottom line is, these new voters that's coming on -- see, the bottom line is -- and i'm glad london's there because she's made inspiration to all the young ladies and everything, that you can go out there and change it. now that we've got miss queen in there, we're going to see if she can change it. i'm going to have to get out there and yearn and tell the folks, you all, get out there and vote. it ain't no joke. politically speaking, politics is full of tricks. it makes you turn into a

lunatic. and if you don't -- i ain't going to say that word. any way, i met with your executive staff. i'd like to have another meeting because there was no recording. if i know they wasn't going to have nobody taking notes, i would have brought my camera. but i got there, and your lawyer looked at me, he's looking like a lump on the log over there, he knows everything. that's why they're keeping him, because most agencies, when they know somebody, they keep them on, and they say there's a consultant, but know, they keep them, and they've got to keep all that information tied to the chest. you know, i've been around just about as long as he has. i come from the old school community people. there's only a few left, but until my day and until god sent, call to me, i'm going to keep doing what i'm doing. now, get back to what i'm up here. at least two or three, i would like you all to do a wuk through the fillmore, preferably, sometime in september when the supervisors

come back. that would be a wonderful thing, and then, you all can take it from there. you would see no black businesses there. you've got african american businesses there, my sister from another country. i'm talking about black american, i'm born and raised here. i can't go to another country in the summertime. she can't go to another country, summertime, she's got to stay right here and suffer the consequences. >> thank you, mr. washington. is there anybody else wishing to speak? seeing none, i will close public comment. [ gavel ]. >> madam secretary, please call the next item. >> the next order of business is item seven, report of the chair. mr. vice chair? >> there are no reports. >> the next order of business is item eight, report of the executive director. madam director? >> thank you. just commissioner just as a follow up commission item on the bayview neighborhood

amenities map, at the last meeting, chair mondejar made a request for a map of the surrounding of the projects, so a copy of that has been provided to each of the commissioners in your binder, as well as it was e-mailed, as well, last week, and that's it. >> the next order of business is item nine, commissioners questions and matters. mr. vice chair? >> are there any questions? no. seeing none, next item, please. oh, commissioner scott? >> yes, regarding the amenities, and is it just restrained to the area that's shown because there are a few others that are beyond that street that would serve the community within a mile of this. >> i can go back and check with my -- the planning team. this -- we're just responding

to the shaded area that was next to the -- within the bayview triangle -- industrial triangle area. >> this is in response to the last meeting, the pyramid -- the corner building, yeah. >> so as far as i know, it's captured everything within this circumstance is wi circle. if you think there are other amenities listed that are outside the circle, we can come back later or follow up with you later. >> okay. thank you. >> an interesting observation. on one side, it's all sort of starbucks, union bank, wells, goodwill, and on the other side, it's all, like, family owned businesses, which is what i like to see, with sam jordan, so that's -- we've got to promote some more of that. thank you so much for your

comments on that. madam secretary, the next item, please. >> the next order of business is item 10, closed session. there are no closed session items. the next order of business is item 1 is, adjournment. mr. vice chair? >> move to adjourn. >> so moved. >> commissioner singh. >> i second. >> commissioner scott seconds. >> time? >> thank you. the time is 1:52, and now, we're adjourned. [ gavel ] . >> i love that i was in four plus years a a rent control tenant, and it might be normal because the tenant will -- for the longest, i was applying for

b.m.r. rental, but i would be in the lottery and never be like 307 or 310. i pretty much had kind of given up on that, and had to leave san francisco. i found out about the san francisco mayor's office of housing about two or three years ago, and i originally did home counseling with someone, but then, my certificate expired, and one of my friends jamie, she was actually interested in purchasing a unit. i told her about the housing program, the mayor's office, and i told her hey, you've got to do the six hour counseling and the 12 hour training. she said no, i want you to go with me. and then, the very next day that i went to the session, i notice this unit at 616 harrison became available,

b.m.i. i was like wow, this could potentially work. housing purchases through the b.m.r. program with the sf mayor's office of housing, they are all lotteries, and for this one, i did win the lottery. there were three people that applied, and they pulled my number first. i won, despite the luck i'd had with the program in the last couple years. things are finally breaking my way. when i first saw the unit, even though i knew it was less than ideal conditions, and it was very junky, i could see what this place could be. it's slowly beginning to feel like home. i can definitely -- you know, once i got it painted and slowly getting my custom furniture to fit this unit because it's a specialized unit, and all the units are microinterms of being very small. this unit in terms of adaptive, in terms of having a murphy

bed, using the walls and ceiling, getting as much space as i can. it's slowly becoming home for me. it is great that san francisco has this program to address, let's say, the housing crisis that exists here in the bay area. it will slowly become home, and i am appreciative that it is a bright spot in an otherwise >> 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, that touches their lives. we know there's a lot of things that are touching their lives, and we know that the city is rk woulding on some of our most important issues around homelessness or issues. some of these issues are supported by the bond program. we're building housing because we have a housing problem. so my recommendation would be to think about how do we tell a comprehensive story, even with the dashboard, you're still requiring the user to make sense of that dashboard. so let's just make it as easy as we possibly can. now, i -- you know, this is an idea, and i would strongly recommend we try it out, see if we can tell a story on a specific issue, not ask them to do anything new or different, but let's look at something more comprehensively and see if

we can tell a relevant story. if it's one of those situations related to a bond, then it could be within the -- we could fund it ourselves because we're -- because we are supposedly explaining what the purposes of the bonds are to the city. so i would like to not just explain the purpose of one bond, but how an issue is being dealt with across the city both from a bon perspective, from a services perspective, etc., etc. >> i like that, and i think that putting a focus on a more robust website is unquestionably a helpful step in that. because if you go onto our website now, you go to the controller, and then, you have to say about us, and then, you go through a list of, i don't know, a half dozen different things that the controller's office does, and you find out that one of them is the goboc, and you click on that and you

go to their agenda, but you don't really go to anything about w45d goboc and what is their mission. i think a more robust thing also would include, i hope, an opportunity for public to submit comments so that they can also have input at the beginning point of our process, would be the kind of communications that i would like to see take place. i just wanted to underscore that what i see as our performance is not just what's happening necessarily with the city agency. for example, mr. carlson and i went and looked at some of the bond issues on housing, and we asked about what was the timetable, and were we meeting the timetable, and it was running, i don't know, six to eight months behind, and it was running behind not because of the city but because of pg&e,

that pg&e was not moving on a timetable to get things connected up. so how do we let the public know that while you had an expectation that this was going to be completed at this time, it's not happening, and the reason it's not happening it because the city is not falling down on the job, it's because we have partners who are involved in all of this, and they don't always meet the same timetable that we had hoped for. i just use them as one example. it could have been d.p.w. and getting streets and sewers in an area, and i don't know what they were. so when you talk about looking at this and what the city is doing, i would just add to go one step beyond the city agencies, but to all of those who are part of us meeting our job. >> let me comment, that's a good point, and specifically to your example about why it was late is really not the city, but you know, another party, pg&e. now for that example, when the

housing bond, people make the presentation to discuss what's on time, what's not on time, there are materials that are being presented to this committee, it's posted to our website. so if the concerned citizen has the interest to go to our website to look at that particular housing bond or the type of housing in this matter, they'd be able to read for themselves the progress report as this committee here. so i think that what ms. chu mentioned in our website, we just had an overhaul, i think it's better organized now, and perhaps what we could work with controller staff is to somewhere teacher some story, but someone's got to write some impactful story that talks not

just about the numbers of the bond, but the benefit or lack there of that the voters have voted for. so this could be, like chu said, a matter of communication. so we could, on our website, have an area where we could direct the reader to some success stories or stories of a more human nature, if you will. >> i'm glad to hear that. i support that. one of the things that i keep coming back to about goboc is that unlike other commissions that i've seen and i've been involved in, this commission represents people from a variety of backgrounds and perspectives. you all have different kinds of skills, and you bring those perspectives to the job of looking at what goboc is doing, whether it's construction understanding or it's labor union issues. whatever it is, the goboc is

setup by charter to have appointees that come from different perspectives, and i can't think of another commission that does that as completely as goboc does. so when you talk about the review and all this, i hope that that would also include an early opportunity for members of goboc to provide input from their perspective because it's valuable. [inaudible] >> -- to offer it to controller staff. staff manages our website, you know, any specific ideas that you would like to see in that website. i'm sorry. >> no problem. no problem. i am wondering that this is on the agenda as the c.s.a. work plan and possible action by the committee, and if it requires a motion to approve the c.s.a. work plan as presented, i would

make that motion assuming discussion has ended on matters outside of the agendaized item that we are currently on. >> yes, thank you for keeping us proper on the proceeding. >> no problem. >> i'll second the motion. >> i wanted to ask a question. >> all right. >> it's not related to expansion. i think this is for you, peg, tanya, but it's really for you, forgive me. but on page seven, under city performance, there's the middle column, lien, could you remind me what that means -- pardon me. i know, i'm familiar -- familiar's too strong a word. i'm aware of lien construction management practices. >> it's not an acronym.

it means lean and efficient. as we mentioned, our program is -- it's modelled on the original toyota production design theory, slimmed down a lot and made simpler and fit to the purposes of municipal government, but what we're doing is teaching and training people how to analyze business processes and improve them from their own perspective. >> that makes sense. okay. and one other question. on performance auditing, you look at -- let's see...nonprofit organizations and how that performance. do you also look to see that there's overlap or coordination among the scopes of work for those nonprofit organizations 'cause i know the city spends lots of money particularly with nonprofits on homeless

services, but i'm not confident that there isn't that overlap between them or that there is coordination among them. >> the joint monitoring program, part of its design is expressly for that reason. so any nonprofit that has a contract with more than one city department, so walden house, for example, contracts with d.p.h. and homelessness and support hiv housing and among others, they contract with that agency. so agency staff that work on it, they visit sites together, they pull their document reviews together. this is primarily on financial and compliance issues. program attic monitoring can occur separately, but we're confident that all of the agencies that have a contract with the same c.b.o. are aware of each other's work at minimum. >> i think i heard you say that you're more looking just to see

that the nonprofits are conforming to what their scope is, that whatever the grant -- restrictions on the grant are, whatever the provisions on the grant. >> financial and compliant issues across several issues, tax filings, board meetings, public information and transparency, complaint processes, a.d.a., filing budgets, things like that, so anything in the financial and compliance world, so that's one bucket. programatically, caseload for foster care workers. that's not to say that it's not happening, it's not happening in our program, but the city agencies who monitor c.b.o.'s each have a program compliance effort separately. >> yeah, 'cause you know, i guess in the interest of full disclosure, i'm on the board of a nonprofit as a c.b.o.

i'm part of the southeast asian community center, and they recently did have a city audit, but it was just on process. it's not to see that there's another city agency across the street that's doing the same thing. that's really what my concern is. >> well, i would add that the large agencies that do most of the contracts with c.b.o.'s, they have very robust needs assessment processes, so some of them are prescribed in the charter, children's services, for example, where they have to go on a three year cycle to go out and do a lot of research, demographic analysis, service analysis, look at what's met and unmet in the community and try to fit the next r.f.p. that they issue for c.b.o.'s to respond to what they see in their research. it sort of touches on larry's

issue, too. it's not necessarily being done in the controller's office, but any one of the city's major important human service areas, ageing and adult services is like, that services for children is like that, services for the disabled is like that. there are others that i know less about, but i would say that there's very robust research and needs assessment processes under lying those service program designs. >> i hope so, but i think the short answer to my question is that you're more looking at performance, and there's other peopli people looking at what i was asking about. >> it is a lot of money. when i looked at it from city contractors, a total amount of money going from contractors to city budgets is press close to $1 billion. it's a lot of money. >> a billion here, a billion there, pretty soon you're talking about real money. >> i've heard that before.

>> yeah. >> all right. is there any public comment on this topic? >> good morning. my name is jerry dradler. the c.s.a. operating budget has increased 100% to $19 million. the f.t.e. count has grown from about 50 f.t.e.'s to 68 f.t.e.'s, a 35% increase. what additional services are the citizens of san francisco receiving from the increased level of funding, and are the services the ones outlined in append