health can change. it's something i find very difficult to do. the other thing i want to point out, joe works for the department find publi of public. he's an uber project manager -- >> i thought you were going to say driver. [laughter] >> he's working on behalf of the client department. one of the things i think the question of do the client department feel like they're getting the services that they expected. i do want chief river rivera to comment on that. beyond that, i think it's very hard to go back to the voters, particularly on this one and say, we closed up the general rebuild. that was pretty clear what they were doing. joe manage that too.

it was very well-managed and delivered on budget and on time. pretty impressive project. those are my comment purpose guys.you guys have any question? >> kristin, at our last meeting i said i'll do some follow-up on the 2018 general hospital bond. i discussed with joe just before the meeting. there have been potential claims from the general contractor web corps on that job. the city was hoping to resolve them short of trial. they had not yet as a matter of fact, the trial is scheduled to start today. ithey may yet come to a resolution. as of today, they are going to trial.

i checked in with the attorney from the city attorney's office who was representing the city. her name is elaine o'neil. she gave me a brief description of what the current claim was about. it's really a pass or subcontractor claim through webcor to the city. the city had moved for summary judgment, dismissing it, feel that the judge would not award that summary judgment. the trial started. there's yet the possibility that the claim will settle short of continuing with the trial. that is to be seen. do i have that right joe? >> you're right. >> they're up to date. i'll continue to stay in touch with elaine o'neil and if there are updates i will report them next meeting or subsequent

meetings. >> now i want to ask chief rivera and any other client departments here -- do you feel in the program is meeting your expectations and what youen the expectations of the voters were? >> good morning everyone. my name is assistant deputy chief tony rivera with the san francisco fire department. to answer your question, yes, it is -- dpw and this bond america is goin--measure will meet the . in 1997, san francisco fire department actually merged or took over the ambulance portion of d.p.h. we brought them under our wing. we cross-trained our paramedics as firefighters. what we found was d.p.h. was

deploying the ambulances, parking them all over the city. there was knoll central idahoed- centralized location. we put the paramedics and the fire houses, we tried the same program that d.p.h. had. we finally came up with a solution was to have a centralized location. we used a san francisco fire department logistics warehouse. we basically rammed all our paramedics and ambulances and all the medicine and the equipment that they need into that space. it is absolutely overgrown. we respond to over 140,000 calls last year. what happens is, because not only is the facility overgrown, it doesn't have the infrastructure to support all of the satellite phones or any of the i.t. needed for state of the

art fire facility. d.p.w. has been working with us. we were able to use an empty parking lot behind fire station nine which the fire department does own. we'll be able to convert that into our new state-of-the-art. i believe it's going to be the first on the west coast, if not in the united states, an ambulance, ems facility. it's going to be fire department but it's our ems division. it's also going to have training for e.m.s. firefighters. which is different than regular firefighters for fire sub suppression. we're going to have the ability to score more quilt and supplies. if you went to our current facility, we jammed all our supply into every nook and

cranny we have available. which is extremely inefficient which lowers our ability to turn ambulances around and restock them in time. i really feel that this new facility not only is going to be beneficial for sffd. it's going to be beneficial for the citizens and as joe mentioned, the name is little bit misleading. stays it's an ambulance deploy facility. this going to be the hub. we're going to have fuel, gasoline, diesel and communication center. for example, something were to happen to headquarters, this could also be a new essential facility that will have that capacity to also work as a command sister if the city of san francisco. we're absolutely excited in the fire department to have this. i know the members are extremely

elated. we currently park ambulances back-to-back which means that if i assigned to an ambulance, i have to go find the person who has the ambulance parked in front of them, have them move it to move it out. this is going to have a different layout. i would say, we're really excited. we really feel that d.p.h. is listening to our needs and representing us properly. >> all right, thank you. >> that's the short answer. [laughter] >> are there any other client departments here? >> good morning. i'm kathy john. i'm director of facilities in capital planning for the department of public health. i can speak to the $50 million that is going to our primary claire clinics. i want to thank joe publicly for the extraordinarily efforts he's gone into putting this project successful. you all know about the projects.

southeast health centre will be a brand new clinic. it will also allow us to deliver services in a way that reflects best fro practices. southeast health centre was built for a private clinic for when our community health centre that was community-based clinic. maxine hall and castro mission have been built in the '60s and have not been updated to reflect how we deliver care. we're move into integration primary care with behavioral health in a base model. each renovations will help us deliver care in a much better way for our patients. i think we've been working very closely and successfully with both public works as well as our

community partners as well as the clinic. i think it's going well. >> thank you. >> good morning members. i'm the deputy director of administration and finance for the department of homelessness in support of housing. we're meeting the voter's expectations. you'll recall, about $20 million for the department and its services was put if the bond. about the time the new department was created in august of 2016. since then, we have five projects either under way, going into construction or through the planning stages. it really has covered all elements of the bond. we have been able to use the bond funds to leverage state and other federal resources for access point of 440 turk which

was originally going to be 24-7 access point for clients. that plan rejected by the board of supervisors will help us meet our internal headquarters needs. it will be the front door to our new department as well as an access point for adult who need referrals to housing and emergency services that are experiencing homelessness. we've also been able it use the bond funds for an incredible collaboration with the mayor's office of housing, department of public health for 1064-68 mission which we were able to procure for a dollar to the serve homeless clients, both upstairs and permanent supportive housing and on the ground floor with a d.p.h. clinic as well as dispatch team. finally, about $6 million of the

bond is going to go to tackle those immediate emergency repairs or adult and family emergency shelters. there's been number of significant deferred maintenance over the years. i'm most pleased with public works and their ability to really help us to define what the work will cost and be and help us start planning for a real master planning effort around those critical infrastructure needs. it's been a very positive collaboration with public works. i'm very pleased that the progress are new department has made in such a short period. thank you. >> thank you so much. any other member have a question? >> my question, i think it's for joe. in the beginning on your slide number three, issues and concerns for budget. can you go into little bit

detail on the ongoing challenging and bidding environment? kind of what the challenges are as you see them? >> sure. thank you for the question. it's a great question. all projects facing the same issues. i mentioned earlier for maxine hall, that's the last project we went out to bid. i was happy to hear that we got five bids. two the bids were below the estimate. it's not -- market is getting better. it may be good sign construction issue is throwing -- slowing down. we will continue to carry a conditions factor in our estimate.

lot of that's driven by lack of resources in the construction. there's so much construction going on, it isn't enough skilled labor to go to all the projects. they take certain projects that are easier to deliver and get paid and maybe not deal a public sector projects. this project is kind of the first taste of maybe things are getting better. >> thank you. >> i have two questions for assistant chief rivera and couple of questions for joe. what is a hosed tower? >> great question. lot of our fire stations are actually 50 to 100 years old and

they have the older technology. we used cotton jacketed hose which means after every fire you have to wash and scrub each hose because of mildew problems, we would hack the hoses in hose towers. some of our hoses are up to 100 feet long. now, with synthetic hose, which has anti-mildew properties, we no longer need those hose towers. hose towers have been considered seismic issues we've been working with d.p.w. to designate which stations are most in need of having these hose towers removed. >> thank you. where is fire station 9 locationed?

>> located at 2235 gerald avenue, which is probably block away from the old san francisco produce market and the ambulance deployment facility will be in the rear portion. one the designs that we looked at which has helped out, we're going to have two entrances. there will be an entrance on gerald and one only mckinnon for the balance facility. in case there was an issue with one of the gate or if there was a tractor-trailer blocking, making delivery to other companies nearby, we would still have access to either egriss or ingress. it's very near the ceasar cesarz area. >> i don't know how abulances are deployed around the city. i don't live near there and it would concern me if all the

ambulances are down there. can you explain how our ambulances distributed through the city so when -- so you don't have to wait? >> what the san francisco fire department come up with is a dynamic deployment man. what that means, we have certain areas of the city -- let's say eureka valley, north beach, chinatown, we'll have an ambulance post up. the ambulance staffed by the crew, standing by for call. what happens is as soon as that ambulance responds to an incident, we have a backup a takes their place. let's say we're having the chinese new year parade. we would then post up our ambulances more closer but still be able to respond but other parts of the city. with that being said, we also

have the deployment facility where we have remainder of our vehicles. theoretically if we had 30 ambulances on the street, we would still have another 25 back up at this facility because of its location, we have the ability now to deploy and have our ambulances jump on the freeway if you will, get out to the west side lot faster or use surface streets if necessary. we think it's a really good location. because it's going to be little bit taller than lot of the factories or warehouses it will give us great communication because of heights and other possible areas that might slow us down. i think it's just a great location. it's financially responsible. we're using land that we already had. we're really excited about it.

>> thank you. i have a few questions for you. it's one basically. it's some of us are coming up to speed. if you and perhaps kristin all city departments in the future when they make presentations whether it's parks or education, if you could tell the locations of each project, the neighborhood and maybe the cross streets. i don't know where the maxine hall centre is. i know castro and mission neighborhood are. things like that. it would be helpful to give us some context on where the projects are throughout the large city. >> sure. we can do that. >> can you do it right now? >> yes. maxine hall located in supervisor brown's district. 1305 pierce street. it's off pierce and ellis.

right across from kimball playground. that's maxine. castro mission is off 17th street. it's next to pond and it's in the castro district. southeast is off of k street which is a block from martin luther king or third street corridor. it's in the bay view district. all those zuckerberg building five projects -- >> thank you. >> any other comments or questions? any public comment? thank you joe. item 6, presentation from the city services auditor regarding

the c.s.a. mid-year report. >> good morning everyone. i'm peg stevenson i'm the director of the performance section of the city services you a of auditor unit. this is my counterpart tonia lediju who is director of audit section of the city services auditor. we'll be speaking. our functions today and happy to answer any questions you have. we'll give you some background on our function especially for the new members and mid-year update on our activities. then there's a couple of things that we do specifically that are in service to the cgboc i'm sure you want to hear about.

we are a creature of charter appendix f which was passed in 2003. it took the city's internal audit function together with our performance program and several other mandates and wrap them up into one charter section which is about the city's performance analysis it's reporting those things to the public, transparency, growing and expanding specifying the internal audit function. there's a number of specific charter mandates that our program is responsive to which we'll touch on. there's a specific mandate to a measure and report on the city's streets parks sidewalk standards and how we're doing. there's a specific mandate for whistleblower program. specific mandate for reporting on the city's management and employment practices and how well they serve public services.

then some broad general mandates about transparency, reporting to the public and working to keep our performance reporting at a very high level as is the expectation of local governments now. there's two units. my part which is performance and technical analysis and then tonia's part which is internal audit section. we listed on the slide the basic mandates. the performance measurement side for our part, if you spend some time exploring our website, you'll see a long list of reports. but probably the more interesting and dynamic consent is performance website which has the main public creature is something called performance score card, which is about 80 measures, critical ones for all city services that give member of the public an idea of the city's most critical

performance, how well we're doing in terms of homeless services, ambulance response times, how long it takes you to get an appointment at the public health clinic. the views there are dynamic. you can change the time periods and there's geocoding. if you look at nothing else, look at the performance score cards. we're proud of that product. we'll be interested in feedback you have to make them more user friendly. i'll say couple of things about our functions as a whole. the budget together for our two units is there $16.5 million for the annual budget. we get a chunk of the money that comes through the bond program. the math of it is two tenths of

one percent. we look like the city. our budget looks like the city budget. our large clients are the city's large departments. we get a chunk of money from the health department, public utility commission?. we do work with and for them. we build them. money that's not spent is returned to the fund that it came from unless there's a special project it we want to carry forward in the future fiscal year. that's how we work. we can also allocate our costs across those budgets so we can do work that benefits the city as a whole. allocating our cost proportional to the amount represented in the budget. the whistleblower program is run that way. just to give sta an idea how we

work. we have about 70 staff, about 35 or 38 auditors and the rest performance analysis and some operation folks. we send cgboc in a variety of ways. tonia will talk about the construction audits. we try to issue it in coordination with your reporting. it's little delayed this year because of the financial cleanup that had to get done in the new financial system. it's intended to be complementary. we do work at the end of the meeting, we'll touch on other projects that we're working for you. we're doing citizens survey on their feeling about a couple of bond projects. you're getting some direct public feedback. we have ongoing dialogue with you and our liaison about the

project work that we can do that will help your purposes under the charter. our work planning process, we take big budget. we look well in advance to the start of the fiscal year on audits, the operating and compliance environment that each department lives in, grand jury reports, new mandates. we go down in the organization and interview people. we talk to stakeholders, we look at citizens consultive projects they do. we take all those things together, also the city's leases, any operating requirements that appears in the city's operating environment. we develop a long list of audits and projects that we hope risk-based, best fit to the performance needs of that department. we specified we can and estimate the cost and hours. put them in the schedule, do a

balancing process so we're not spending too much money in any one department. another balancing process so we fit them to the hours we have available. we issue work plan at the start of every fiscal year. we make a presentation to get your feedback and comment. then during the year, we report to you periodically on how we're doing. that's the kind of quick summary of our unit as a whole. i will touch on where we are at the mid-year unless tonia want to speak about the audit function now? i'll do the performance summary and she'll come up. the next slide page 5 is a list of our completed projects through december 30th. i won't go over them. the title i hope are

self-explanatory. i'll point to the third line down there and give you an example. actually, i'll come back to that because i have a slide on that. even for a project which is sort of inside baseball as we would call it, it's technical. we tried to issue a public summary that says what the work is so we're reporting to the public and to you. couple of these are like that. the zsfg analysis it's a very technical project where we're talking about how they're evaluating the levels and whether it's at professional standard. the content of the report is really only of interest to the people who manage the hospital. we do want the public to know that we're doing this work so we

issue a project summary. i'll touch on three major projects that are going on now to give you a sense of the content of our work. this slide linking homeless clients with benefits, a request of the department of homelessness in support of housing together. we looked at pilot program which placed a position called benefits navigator in two shelter site. the idea is to help the people apply for med cal, cal freshtor county adult assistance why you have people in the shelter site, you trying to establish their legal identity, get them the documentation they need to apply for public benefits so that the assistance they are provided, they get those benefits. we become less reliant on emergency ambulance services or overnight shelters.

as long as you have warm handoff, day-to-day access to this person, you're not trying to schedule them for another future appointment. we had higher success rate with this benefits navigator. they wanted to test exactly how well we did that so we evaluated all the cases that came through using the benefits navigator. we mapped their processes. we had performance metrics and dashboards and interagency communication between the different types of benefits program. we're able to demonstrate to everybody satisfaction the real success that was achieved with this type of position. they'll have to use it in more shelter sites and more homelessness sites going forward. very typical project. the next one, the district attorney independence investigation bureau. this is request by the board of supervisors. where they wanted us to look at

investigation bureau. this is part of the district attorney's office that does investigation wherever there's officer-involved shooting. you can imagine, very high level of public concern, community concern when an incident like this happens. we did an analysis to look at how the case processing was achieve finally, this is the program front side that i was going to point out to you. we have program in my unit which is joint monitor ing for nonprofit agencies.

the city spends hundreds of millions of dollars every year with community-based organizations. many health and social services in particular deliver that way. some of them have contracts more than one city agency and years ago, we observed it's more efficient to do the joint fiscal compliance monitorin monitoring. the program establishes common standards across the city for fiscal compliance purposes. staff review things like budgets, board minutes, tax filing and any other compliance documentation, report on it together if there are findings we enter into corrective action plan together with c.b.o. we provide technical assistance for those having trouble meeting the mandates. we issue one report on all those findings together. again, very significant saving and efficiency and aggravation we think for all the agencies

and the city departments. this slide just shows you the summary performance of that program. the next slide lists are major programs, performance i talked about, parks and street standards. i can touch on if you're interested. we have a lien program where we're doing a lot of training in lien. which is type of process analysis and identifying waste and inefficiency that we're teaching in city departments. we have a data academy which tries to upgrade the skills of analyst all over the city and basic statistical software, excel, visualization, nonprofit program i mentioned. that -- last slide, lists couple of major projects under way. i'll stop there and turn it over to tonia. >> good morning my name is tonia

lediju. i'm the chief auditor executive. thank you for having us here today. as you can see on our slide, we actually in the audits organization categorize our work into six different areas. construction audit, citywide compliance, performance audit, i.t. and system audit, whistleblower investigation and we have host of other activities that we support city departments or the city at large. as it relates to our construction related audit, we on behalf of this board are working with a management company who looks at the geobond fund to make sure they are in the bond requirement. currently, cummins has completed six expenditure audits. we have one that will be issued in the next couple of weeks on your behalf. we are doing two construction

closeouts audits. one of which we have completed and one that we are currently doing at p.n.c. we have a large audit at m.t.a. on their capital program delivery model. also under our citywide compliance audit program, basically, those auditses are really to ensure that we have appropriate city internal controls throughout our city on areas such as our financial related area, cash, inventory, different eligibility programs, payroll so forth and on. as it relates to our performance audit, we're looking at efficiency effectiveness and economy. those are the three es for government audits that we're responsible to do according to our government accountability office at the federal level. currently in that area, we're

looking at the department of police accountability and san francisco police department use of force data collection practices, mayor office of housing below market rate inclusionary housing rental units program. there are several components under that particular program that the mayor's office of housing manages but we're only looking at the rental portion of it at this point. we're doing staffing analysis or activity as it relates to scheduling practices at the sheriff's department. then, we have our i.t. system audits that we conduct. what we're looking at is the system security around all of our systems network in the city at large. much of that work is not published publicly. simply bauds we flood -- because we need to protect the infrastructure of the city as relates to our network.

then we have our whistleblower program. our investigations that are conducted under my review. finally, we have a robust follow-up program on all of our recommendations. we issue every six months until they are closed. as of september 2018, we have implemented 94%, meaning our department implemented 94% of the 2000 plus recommendations issued from july 1, 2010 through july 30, 2018. 99%, which is about 1800 recommendations issued between july 2010 and through june 30, 2016 have been implemented. our department really do great job in my mind of making sure that they are implementing our audit recommendations and following up.

during the first six months of the fiscal year, we publicly issue 26 audits and assessments. 11 which are mandated, comet appliance audit such as concession audits at the the airport, franchise fee and those type of audits. we completed six performance audits, two are construction related and nine are deliverables related to our follow-up process. just to highlight couple of performance audits we issued if the last six months, we had an audit of the city suite management activity it is july of fte 2018 and the objective of the audit was to assess whether the city effectively manages the lifecycle of completes specifically acquisitions, utilization, maintenance and disposal. this is important because of the city's zero emission vehicle ordinance that was effect july 2017 and it has a five-year

deadline for replacement of vehicles. what we really wanted to ensure was that we had a process to be able to manage the right sizing of our vehicles and what we found was as a city we needed to do some work on how we were going to write-sides our vehicle in order to comply with the z.v.e. we found that the city spent about $229,000 in the fiscal year july 1, 2016 through june 30, 2017 maintaining at least 200 plus old high mileage underutilized vehicles. then we also found that our fleet management needed to be involved in the vehicle procurement process much sooner

than what it was to ensure that when we were purchasing vehicles, we were purchasing the right vehicle. not only purchasing the right vehicles that we were purchasing a vehicle if needed as well. we also found that to maximize the benefits of the ordinance, we needed to clarify the statute more. we ensure that we had the proper fleet on hand and that we also understood where all of our city vehiclesser part prior to spending money to set up stati stations for the vehicles. without doing so, the city could spend anywhere from 20 to $24 million to replace all of 846 light duty passenger vehicles. we issued an audit on department

of public environmental health plan. what we wanted to look at was whether the division has an infrastructure that promotes values and ethics and whether it recovers its costs through its fees. the audit considered four programs and it was food safety, vector control and water qualities. we surveyed employees to understand how and whether values and ethics are promoted within the branch. survey did suggest that the environmental health branch has a good ethical climate. but opportunities did exist for improvement and specifically, procedures for reporting unethical behavior and training unethical standard should be made available. you might ask why we were looking at the italianics of ths

of the organization. many of the inspectors go out and they're alone working with the client. there's this self-reporting mechanism with our employees. we wanted to ensure that we had good clients service as well as that we were taking the data and bringing back that data as reported. there was no unethical practices happening in the field between our client you ou and our staff. we found that they were behind in actually in inspections. we were recommending that they ensure that the required number of inspections are performed where possible and evaluate the practicality of current policies and procedures and develop procedures to find when the inspections will be performed

and then we also asked them to work on acquiring a new database that would have more robust functionality to help them trap all of their inspections. as it relates to the geobond expenditures program, i spoke about that cummings is working with us. we've been doing this about four years. they've been doing a great job on our behalf. with their assistance and as of today, i stated they've done s six. we've looked earthquake safety and emergency response, road paving and safety street safety. we've looked at san francisco general hospital, we looked at 2012008 clean and safe neighbord parks and bond. then 2014 earthquake safety and emergency response and our seven

go bond expenditure audit is on the 2014 transportation bond. we will begin to issue this hopefully by the beginning of february 2017. that's it as it relates to all the work that's going on primarily in our office. >> great, thank you. just like we have people assigned top bond, we actually also do the same sort of responsibility with the c.s.a. and the whistleblower program. i happen to be the person responsible for the c.s.a. i have met in the past but not recently with tonia and peg regarding the services they offer. i'm so happy that as a city, we have invested in this service in

such a reliable and well thought out way. the funding that that goes to them is protected. it's not going to be taken away if the department doesn't like the finding, take the funding away. as you can see, lot of the work that they do is for client departments just like department of public works prepare from the governance perspective, i'm relying on the department themselves to be clear what they are getting and expected to get. i highly recommend you go on the website and get comfortable with it and sign up for email notifications when they issue the new audit. it's handy way to keep an idea

what they are working on in between these meetings. the only other thing that peg mentioned is, we also asked c.s.a. to do work on behalf of us and our statute provides a budget for that. you'll see this at the bottom of the agenda which tonia just talked about. in addition to that, we have recently, brenda and i have recently, started discussions around two other areas.

one has to do with advice on how to target our meetings more closely to what our mandates are and what the expectations are. there's something about whistleblower, which i'm sure brenda will go over in the next agenda item. which is whistleblower. do you know the desire to do an audit of the procedures of the whistleblower program? >> yes. i think whistleblower program sun for presentation. i can address that. >> okay, fantastic. given that, i don't have any other comments. that's my responsibility as the liaison to this program. i think it's amazing. i think the work you guys do is amazing. it feels very timely the thing you guys are getting involved

in. i think it's fantastic. some of the stuff around housing and things like that, seem to be oriented around some of the challenges that exist in our city today. i did have a couple of questions. peg, early on you said that at the end of the year, money is returned to the fund that it came from. is that moving out of the c.s.a. realm? is that goes back to your client department? >> it literally goes back to the client department. the transaction, general hospital is a good example. they are their on own fund. all the money they collect, revenues, everything is in a fund. we get two tenth of one percent of that of our activities. which is couple of million dollars. it becomes subject to any of the controls that are in that fund. if we identify a project or an

audit that we think we need to funding for in the future year, we have the option to rerequest that it be carried forward into a future fiscal year. which we do sometimes. in general, i mentioned it so that people are aware that the money that was allocated to us doesn't get spent to us. it goes back to the original purpose that it was allocated from. >> great. thank you for that clarification. the other question i had to tonia was about -- i noticed that in our forward debt calendar, the seismic program is going to issue bonds. this is a program from 1992. that's a different problem. it was originally $350,000 and they've only issued about $89,000 according to our spreadsheet and they going for

another $72,000. just to put bug in your ear. that's always been a program that we're using bond funds oloan money out that's confusing for me. >> i'm an analyst in the controllers office of public finance. just to clarify, this upcoming sale of bonds for the seismic program, it's $350 million program. there is about $260.7 million remaining from the original 1992 authorization. there was in november of 2016, a proposition that was passed by the voters allowing an expansion of the eligible use for that program to not just allow for

loans for seismic improvements which is the 1992 purpose but to allow for loans for affordable housing projects. this will be the first issuance bonds under that expanded use of the program. we're working on issuance. we're expecting the bonds will be issued in mid-february. in few weeks. we're currently working on that transaction. the board is set tomorrow to finally approve the legislation approving that sale not to exceed $75 million. >> my concern is we're supposed to be governing and making sure these bonds are used for the purposes. this is very confusing bond in

my opinion. we're using it for different purpose, i think it's worth the kind of scrutiny that the c.s.a. can bring for something like this particularly as it getting started. i don't know there's any urgency necessarily. when i see another bond coming up for 1992 and changes, it's worth looking at. >> one of the things that the november 2016 ballot proposition did was to bring that program under the cgboc, as the 1992 program predated cgboc. mayor office of housing is running that program and running the affordable housing component under that program. they'll be coming before you periodically to present reports on the projects they are will be funding and the progress they're making on that bond program,

they'll be meeting to discuss that. you can apply the scrutiny that you are interested in. >> i think we should do this next meeting. only thing we can do is stop the issuance of bonds. we like to know about it before 70 or $80 million later. >> maybe about the type of program it is, my understanding is that it's ver very analgas te 2014 bond program. >> i found that one confusing too. [laughter] it might be in our interest to have liaison to that program. i don't think we have one.

i don't think we do. >> other housing bond programs that probably efficient way to approach it, will be to have one liaison who deals with all the housing bonds. this program is years old. the city had trouble using the money efficiently for a whole variety of reasons. the lending carolin climate ande that went with borrowing money couldn't compete with the commercial sector. long story, the voters did approve the rollover or the authorization to a more better efficient use affordable housing. it will be easier to track. there will be fewer larger sites and not too many small sites. i think this is on the right

track now. >> great. thank you. >> i was just going to say, i'll be interested in following up on that. >> unless someone here want -- housing is up. any comments from members? >> i have a question. i'm in the sure this is exactly in the purview, i noticed looking at budgets for bond expenditures, i understand there's a budget that's been spent. what does that mean? >> it means there's a formal legal contract expended. we have $10 million contract, you encumber the whole amount and even though you'll pay it out in monthly installments. >> it can't be moved and into

another account. thank you. >> i had two questions that are related. i think for tonia on page 15 of the presentation, item 4 and 7, 2014 transportation road improvements, you will issue and audit this month or soon? >> yes. >> how would i get that? kristin mentioned a website. can i get if the from can i get it from that. >> i'm in the book. >> thank you. on page 11 under audits under construction audits, there are three bullet items and under the first bullet item, you have geobond expenditure audit. is that the same one as the one i referred to?

>> could you please repeat that? >> on page 11 left hand corner, construction audits listed under the first big bullet point is 2014 transportation. is that the same -- >> same. >> good. there's other stuff, is that accessible on the website like the m.t.a. capital program audit? i like to see that? >> we're not yet done with it. >> i'll wait. >> we'll be more than happy to fit everyone on our distribution list so you'll automatically receive our audits. we'll work to get everyone email address to make insure that happens. thank you. >> i have a question for peg. page 6, the lincoln homeless

clients with benefits. i think this is a great idea to educate and walk through these clients and i noticed that some of the benefits that we're providing would not be reimbursed if the client is not registered with med cal. some way you found a we to deliver services at reduced cost. you call this a pilot. obviously it seem to be working based on your results. how would would this be continued? they are picking up the best practices. you call it a pilot.

how can we find a way to continue this best practice? >> you'd have to confirm with the departments it's my understanding they intend to take the procedures and the format that was used by the benefits navigators and install it. more shelter sites. if the access point sites they are now using so they can take the pilot and go into their normal operations. that's my understanding. >> that's good. i guess would it be out of your purview to follow up with them to make sure that they do this? you were hired to do this audit. to me, it would be very beneficial if someone followed up with them to remind them to suggest whether they need any additional help to incorporate them into their normal operating

procedures. >> it's a good thought and we will follow up with them. we have next phase project in the same area of work. one of our standing performance audits with these departments is enrollment rates. it's a measure that we track quarterly if not monthly i think. >> thank you. >> any public comment? thank you so much. let's call the next item. >> before going on to item 7, i want to let you know, it's so cold in here. there's a building-wide hvac challenge going on this morning. sorry about that. [laughter] item 7, presentation from the city service auditor regarding the