the bond. and i know that that has been an issue for mayor breed because when i was at h.u.d., she went to washington to ask for a policy to allow to draw on residents in approximate a certain zip code in order to meet the long-term housing needs of certain residents. so to the extent that you can address that it would be helpful to have additional information on that. i know that there might be some civil rights rules that come into play on that, but i don't know what -- >> thank you. that language was specifically geared towards two categories of bond funding. one was the small sites program within the low housing set aside. and in that case, we have actually preserved the housing

of long-term city residents. many of the residents who are living in the buildings acquired and rehabbed through the small sites program and the bond funding are senior citizens. they've lived there 30 years and have very low rents and are in danger of losing housing. in addition, we are preserving the communities at sunnydale a and potrero, preserving the housing for those households. there's many intergenerational families at those locations, so with respect to the bond level, that's what we were getting at. >> i think it would be great to put that in the report so that people would have a sense that there was some delivery of the issue that was raised. >> that's a good idea. we will do that, and we will also add -- i think in prior

bond reports, we talked about the switch of funding from one project to another when it happens, but i think that's a good idea just to keep it moving in all the bond reports just so as people look at it freshly, they may have forgotten, and we can make sure that that's clear. >> thank you. >> thank you. >> there's a larger issue besides specific to this bond, which is how this bond fits in to overall housing needs in a city. the housing needs are outstripping our capacity to provide housing, and you can see that in stories about -- there'll be 70 units available and 6,000 people who apply in one news story that appeared in the last 12 months. so to some extent, it's the mayor's office of housing that's in charge of this event

and in charge of the housing of this city. if you could add some information that would give us some sense of where we are and how this bond plays a role in moving us towards our objective. clearly, it provides anybody who is able to get housing, but you're back to the question about whether there's a hole in the boat that's bigger than the bucket that we're getting bailed out of. and there are various reasons for that, some of which is that we're not building affordable housing as much as we're building market rate housing or that the mix of jobs in the city are largely people with higher incomes. and people in service industries and others have been moving out of the city.

and so we've had a change in the population. and while this report can't answer all those questions, it can point you to where there's additional information that needs to be taken into count. >> what i think we can do if this sounds satisfactory to the committee is provide just a brief overview of all the resources that mohcd is putting into affordable housing and production. this is one tool in the toolkit, as they say, we have many other sources of funds, and we can talk about that -- about our budget and efforts more holistically. in addition, we can provide a link to our annual report, which is on our website, and that gives a much broader picture. we're just finalizing right now our five year consolidated plan that h.u.d. requires of us, and

it has very detailed information about needs -- housing needs and community service needs as well as goals, and then, the planning department has been affordable housing strategy that is very info informative. so we can put those links in the next report so that people have further information should they choose to investigate? >> that would be helpful. i think most people look at housing needs as the anecdote of their lives. i know in my home, i live in the castle, and 19 units have gone from rental to home ownership. that's huge in my neighborhood, but it's huge in other neighborhoods especially when you have units that are two or

three stories tall because people find more of a human scale. so one looks at that and extrapolates that this is -- what must be going on in the mission or what must be going on south of market or wherever else, and you don't really know, so a report that you guys would put together and link to would give us a better picture than what we can see walking down the street. >> we're happy to do that. >> thank you. >> i just want to add a comment. just appreciate the mayor's office of housing and community development putting this together. i thought this is a difficult topic. there's a lot going on with it, and as commissioner bush mentioned, like, complex. a lot of moving parts on this. you did an excellent job of making this digestible and a little bit easier for us to

grasp. this doesn't work like the other bonds we have here, and i appreciate you tickiaking the to get into that, especially as we look at another bond for $500 million coming this november, it makes it easier for us to do our job and provide the oversight. >> thank you. >> thank you for the presentation. i wanted to follow up a little bit on mr. bush's comments and suggestions about how difficult it is for all of us to really follow these project changes. i was just really appealing to you to think of a way that in between presentations, how you can highlight those changes. as said earlier in projects, we

talk about changes. it took me an awful long time to figure out, for example, in laguna honda, that project became zilch, if you will, so the funding for that project was redirected to other more pressing projects that could use the money. is there some way that you could actually list the name of the projects, the dollar signs, so that for example if you had another project that's kind of live, if you will, or a candidate, the next time we meet, that came -- that fell by the wayside since the last time we heard about the projects, i think that would give us a sense of the number of projects

held in abeyance or abandoned so that we can follow some trail. i don't have a good way to do that, but it took me hours to read the report to figure out which ones and how many dollars. and at the end of the day, it is -- i got it because i put the pieces of the puzzle, but i -- you know, i'm just expressing frustration, and i know it's very difficult in the type of projects in this bond, they're not so neat, if you will, and you don't find things until you go there. but in the meantime, somebody else and the team have found other opportunities that could use that money. so i think that you -- your team has done a good job trying to take advantage of those opportunities, but it's very, very hard for us to follow so that we can fulfill our oversight duties as we're making sure that dollars are spent according to the way the bond is.

and i understand within the four categories, you have a great deal of latitude to move around that as long as it's labelled under those four categories. and impacting the complexity to follow it is some of these projects -- i forget, there's one or two buildings that have both a component of low-income and affordable all in the same structure. so it was hard for me to say well, did they allocate this accordingly? now the allocation is up to you on an operational basis. but i -- you know, i'm pealing to y -- appealing to you in order to design reports that are helpful to us so when we read it, we can get the top level changes of what you did and why you did it so i don't have to go through every single little

project to assure myself wow, i understand what i did. i'm explaining in a very long winded way because it's a very complex way, really, for us to read all of it and then be satisfied that we know what we've read so we can opine on your work. >> committee member mcnulty, we did try to create a summary for you on page 36, there is a page, a table labelled change in unit counts, and it shows the reporting of units produced in our last report, what it is today, what the variances and what the comments. and we tried to achieve your goals there on one page, but i can see now that i think it would be helpful if we annotated this a little more. we could assign footnotes to the -- for example, 250 laguna, started at 150 units in this

march 31st report. there's zero units. we actually did not spend any bond funds on 250 -- 250 laguna, but what i -- i think would be more helpful to the committee to say a little more, such as that project presented previously unknown geotechnical problems and other unknown factors that caused to redirect the funds we had reserved to that to 1296 shot dlg well. >> and i think you could highlight it in the presentation highlights, and then for reference, for more details, see page -- >> we will do that. thank you. >> i'd like to support what you sufficient said particularly it gives us a chance to learn -- lessons learned, and particularly to help the public understand that there was compelling reasons for changes

other than just the convenience of the office. >> yes, we will definitely do that. [inaudible] >> i think that, you know, the housing bond had been a -- attracted a lot of great interest in the general public, if you will. we talked a lot about metrics, and a lot of people are interested in looking at the total number of units. so the magic number for this bond here is 1501. now how we arrived at the 1501, how it gets changed, the components, i think that's really -- that's part of your responsibility. but what happens is that magic number, 1501, gets floated around in public reports, the numbers, and it is part of this committee's responsibility to reassure ourselves on behalf of the citizens and asking this

type of questions that the reallocations that your department does is valid, is grounded on changes, unforeseen, mostly. so what i'm trying to say is that people look at that 1501 number, but people rely on us to make sure the shiftings, the reallocations that total that number is something that's responsibly done and needed as you manage the administration of the bond -- operation of the bond. >> we'll provide much more detail, so that makes your job easier, yeah. >> i have a few questions. >> what are deferred loans? you referred to them in the presentation.

i didn't get what they were. >> deferred loans in the past presentation, do you want to answer that, jonah? >> yeah. the deferred -- the question was what are the deferred loans? they're one of the components of the past program. >> yes. >> a deferred loan is a loan that makes no monthly payments until maturity, so it's a loan where all payments are deferred until the very end. >> okay. all right. thank you. >> and that's -- let me just build a little bit on that point. we had raised earlier the fact that we were unaware that some of the grants that were being given to entities to build affordable housing would never be repaid. in effect, they were not loans, but they were going to end up be grants. is that still the case?

>> no. they are in fact loans. we leverage them with other resources like low-income housing tax credits, and they must be bona fide loans in order to get those federal tax credits. so the way that repayment works is we have the -- and repayment is a function of keeping the rents low. so we keep rents low to make sure that they -- the housing is affordable. then, the owner pays for operating expenses and then pays the debt service on the loan. and then proceeds of that are leftover -- leftover after that are repayment. so in some years we may get a repayment if operating loans are stable, but that's by -- but really, what drives the repayment schedule is those

affordable rents. at sunnydale and potrero, for example, there are section 8 subsidies which are able to leverage a high amount of debt, and with that financing structure, we're much more able to receive regular loan payments over time. so this bond actually does not have any outright grants. everything is issued on a loan basis. >> when you do the overall -- how the loan amounts are due to the mayor's house of housing, i think it's important to point out what has happened with the federal funding. you mention section 8, and section 8's funding is down from what it was, a lot. it's done a lot. and then some programs like 202 or 811, those were earmarked for building senior housing or

housing for the disabled are eliminated entirely. san francisco hasn't received any funds for those for ten years. also, funds for housing and public maintenance are down. san francisco is suddenly shareholdering a burden that was once carried by federal tax dollars. >> so i have a question related to the taxes, the repavement. can we -- repayment. can we see a financial statement that shows that revenue coming back in? and when that revenue is coming in, is that bond money to be used again for bond stuff or does that suddenly turn into operating cash? >> so we probably don't expect any repayments to come in because those loans are not expected to be paid by the nonprofit developers for a very long time? but -- >> why is that? because i think we just heard the opposite of that. >> well, i understand it as

something completely different. >> so on an annual basis, we'll receive some loan repayments over time. so our -- the loan proceeds that we get on any of our loans are repurposed back into affordable housing, so we can provide the financial information sort of showing what we receive annually in loan repayments and its reallocation. >> it's reallocated to a bond program to become capital funds or it's bond money because those are two different things. >> so when bond funds could come in for the 2015 affordable housing fund, they will be under the same restriction as the original bond. >> okay. -- >> they're automatically appropriated towards that restriction. >> okay. so i'd like to see that financial -- i'd like to see where the -- when the revenue's coming in and how the revenue's coming in. i know from the presentation

that you only signed one so far, right? that's just 60 28th street? so that would mean on page 11 -- >> yeah. >> not ton of revenue, i'm sure, but i'd like to see that. >> yes. >> because if you're making -- you're making a lot of assumptions in this whole program. >> sure. >> and i want to make sure that i understand where that revenue is. >> yeah. for the 2015 bond, which is separate from the past, as you know, we have small sites projects that have closed and central -- and potrero park x has just recently opened up. the financing closed, so we're not going to have any -- we may have a small amount of

repavement proceeds from the small -- repayment proceeds from the small sites today, and we can show you that, but over time, it will grow because most of the -- most of the projected are in construction now -- projects are in construction now, are in predevelopment. >> yeah, but i'd like to see projections. it doesn't have to be the actuals, in particular for the $71 million, and when is that revenue coming in or what do we expect -- when do we expect that revenue coming in? thank you for the metrics for success. appreciate that. you told us what metrics you're using but you didn't give us any targets, so i'm not sure how to use the metrics for success. for my colleagues, it's not in this report. this report is not very robust, for my colleagues, the metrics for success are on page 16 of the report that we got.

total number of households served by target population and total amount invested, so if you can give us what you're targeting, what success looks like to you, that would be really helpful to brenda's point about the 1501 earlier. it gives us something we can actually look at and measure against. >> sure. i would just say quickly in response, the initial estimate when we sized up the program was that in aggregate, we would be able to preserve approximately 1400 apartments. >> that's great. if we could get it in the report regularly. >> i'll add it to the metrics. it is on page 8. >> okay. yeah. if you could add it to the metrics. and then, finally, why issue more bonds right now? you guys have only closed one for $1 million. you've got another $70 million. isn't there, like, something

about -- they've got to be used in a certain time -- i think there's laws around this, too, of issuing way too early. >> just to clarify the next upcoming issuance is not for past, it's for the third issuance of 2015. >> oh, okay. >> the next -- the second issuance for past is expected to be in 2020. >> okay. i'll ask you the same question in 2020. >> fair enough. >> okay. any other questions? public comment? seeing none, thank you for your time. can you call the next item? >> do you want to -- would you like me to call all the items? >> yes. >> so item number 7, opportunity for committee members to act or comment on any matters within the committee's jurisdiction.

>> i would note for the record since there are no members of the public in the room now, we don't have to worry about taking public comment. >> okay. thank you. >> yeah, we missed some of it today. >> i know you're going to run short of time. we'll talk very quickly. some of these you don't have spend any time on. i'll try and just do one sentence on each of these. i'm peg stevenson from the performance side of the city services auditor. on the standardized template,

we will put time to have staff assist you in the upcoming fiscal year, and it's just for you to confirm a liaison to work with us on that, and i think maybe chair chu has volunteered herself for that. the estimates, if you have questions about them, mark from the audits group is here and he can address them. public finance, upcoming debt issuances, you have the memo in your packet which shows you the upcoming debt issuances, and jamie from our public finance office is here if you have any questions about those. and the c.s.a. work plan, this is where we give you a little sense of what's coming up in our work plan for the coming fiscal year, and we'll just talk really, really quickly on that. there's a couple of new members, so just some lightning

overview of what the city services is all about. we're a creation of a 2003 charter amendment, and it sets aside .02 of city funding to do internal audits and performance and technical assistance and reporting to the public the city's level of effectiveness on public services. it requires specific activities like the street parks and sidewalks initiatives, and others are effectiveness, and improving transparency with the public. so that's in very general terms what we're trying to do. just to give you a sense of funding scale, so that .02 set aside is about $19 million in the operating budget and side

performance program and -- citywide program and perform all manner of assistances to their technical assistance program. our work planning process, we look at everything that's required in the charter and the admin code and the graduate leases. in our graduate school, we called it a linear programming project. we go down a couple of layers in department's structures. we talk to the board of supervisors, the mayor's office, we look at anything that affects the operating environment to identify the need and design our operating program from there.

performance, i hope you read and look at our reports and the scorecards and benchmarking programs. we've made great improvements over the last few years, the lean program, we're teaching business analysis and improvements citywide so that all departments can understand how to improve their work without getting new technology or new funding. our leader is ryan hunter. data academy, so all city departments have the opportunity to learn to use excel, tableau, and have dashboards and usable tools for their managers to make decisions. nonprofit program, all the city departments that contract with nonprofits, the ones where there's more than one contract

running at the same time, we issue standards and reports and management, employment, this is where we look at citywide labor force activity and standards and try to define improvements to it. and the last is the department of public works and the rec and park departments where we're doing the street parks standards and reporting. and major projects, this is just a very quick list of some of the things coming up in 19-20. we work with the department of public health. they've long wanted data on patient tracking between the two hospitals and helping things flow. the new public health department director is enthusiastic about starting that there. d.p.w. has asked us for a couple of things, analysis of

their time to hire. we contribute to their vision see ror kr zero contributing to their vision goals. the city hopes to consolidate and stream line and improve a lot of permitting activities with the sort of forcing function with all those departments moving in together. i would just mention one other thing and turn it over to mark. homelessness and supportive housing, we do a lot of work to help them get up to speed. they're a little over two years old now, lots of increasing demands, contracts coming in. we support the healthy streets program, we're the data mind for that, trying to make sure that they can track things and

under and counter referrals and make the city's response to homelessness more thoughtful and consistent and that'll keep going next year and i'll just turn it over to mark to talk about audits. >> i'll give you a very quick highlight of what we are looking into in terms of work planning for f.y. 19-20. we're basically going to continue a lot of our audit -- basically, audit programs that we have established over the last few years. our construction audit program, we're going to continue on with our g.o. bond construction audits, and we'll also revisit some of the ones that we already audited, just so we cover the areas that we have not done any testings in the future. we're also going to do a g.o. bond closeout audit for the sfgh. that is also a program that is

pretty much closed, so we're just going to attest to whether all of the close out requirements have been met. we're also going to, as part of our ongoing audit program is our citywide -- citywide audit programs that are basically looking at key business practices throughout the city from p-card, which is procurement card usage to payroll, cash, and looking at compliance and also looking at whether the city is using best practices to complete those day-to-day operations. we also have a suite of projects that we have that we all performance audits. they are looking at effectiveness, efficiency, and economy, and looking at best practices moving forward. so we have a number of audits that we're planning from the fire department's inspection program to nonprofits to also city options program for d.p.h.

we have also an array of projects that we will be continuing as part of our i.t. cybersecurity audit program, mostly testings of various city systems to make sure they have the right controls and that the practices are in compliance with certain standards. and of course we have our whistle blower program that we will continuously administer as well as other follow ups that we do throughout the year just to make sure that departments are actually providing actionable implementation for all of the recommendations that we put forth. that is our presentation, and we're open to any questions or suggestions. >> i have some suggestions, as i usually do. for the standardized templates in particular, i heard two recommendations. one, is the -- what was on the

ballot, the bond description as part of the template, and then, also, brenda talked about understanding how changes are made and that is -- and that effect in a real tangible way for us meeting to meeting. so that was just some of -- from my notes. the -- a few other things came up in this meeting. one of them is potentially a financial audit with the effects of the pg&e delays on the cost of bond projects, i would love to hear back when that would be done. i feel like we're in year two or three on this and this is having a material effect on the cost of our capital sfl and the impact to citizens. >> yeah, it's happening to everyone. >> i'm thinking on the affordable housing, it's a delay of eight to nine months

for people to occupy the housing after we get it built because pg&e doesn't connect up the stuff. >> yeah, sort of a comprehensive look at the -- >> so i want to make sure -- >> yeah, yeah, not just building the building but -- >> it's actually real people. >> absolutely. we think we heard about satisfaction surveys. i completely agree. peg, i don't know if we want to do a proposal around what that could be. i know we're still emerging around our thinking around that. >> yeah. my suggestion would be we'll put in your work plan with us to have at least one more satisfaction to put in fiscal year 19-20, and then we can talk about what program or programs you want to choose for it. if it's done by the standard contract, we need to do the standard steps for procurement. we write an r.f.p., and then we

go out for bids. if, for example, you decide you want satisfaction survey on a different kind of facility like the public safety building or something like that, what are you asking the users of that building as opposed to the citizens? the design elements are different, so it needs more time to discuss what you'd like to test, but we'll arrange a way to get the conversation going either with an early liaison or another event. >> okay. that would be great and i think we voted on doing housing. >> okay. >> so -- that would be great. and then, the last question is, you know, one of the things that came up -- or at least for me is how -- how can we -- what was the role of the capital programs in prioritizing bonds and the capital projects. the big question for me if

we're responsible for prioritizing projects and the bond project, and things can move in or out at a given time, i don't know what the analysis is of our project. i think if we're -- i think the capital planning made is clear that they're going to continue to write bonds this way. so if they're going to continue to write bonds this way, then you have to adapt to continue to govern them. >> i think we can also send a note to the capital planning saying this is our experience in trying to evaluate the budget. >> i think they came here and we talked to them about that at that time. >> i think they need a reminder. >> i think bond programs vary a little bit in this respect. park and rec, there was a long

period of unhappiness where park projects were promised and then pushed out of a bond, so the park bonds have gotten a lot more specific in the last couple of issuances, and eser may be a little bit different for that. let me check myself and make sure i understand what the dynamic is when a cost over run pushes something with an eser bond. >> yeah, that would be great. >> if there's other comments or questions, just quickly on the last two items, so your own annual report for next -- for the fiscal year, chair chu, i don't know if you wanted to take this time to ask people to contribute a paragraph on their liaison roles or the way that

you kind of organized it so that you can have people working between now and august when you would hopefully be putting that together. >> yeah. i think mary, have you sent out a previous one for all the members to look at or if not, can you. >> yeah, i did, but i can definitely send out another one, as well. >> okay. and if you are a liaison, if you could write a paragraph. >> so the report ends up sort of being a cover letter from yourselves with our liaison reports, and then we attach the bond report that we presented earlier in the year that provides the scope, schedule, and budget details. and then lastly on the gobocs

own report, there's a schedule that lays out the schedule for next year, and on the back, there's a schedule we discussed with member chu and member mcnulty, so you're just kind of aware of what we're thinking in setting out this schedule. so during next fiscal year, you would meet five times, and you would not meet in july and december. those were among other things the challenging months for scheduling. each bond program would be before you to make a formal presentation once a year, so you had ae be seeing all the detail, the schedule -- you'd be seeing all the detail, the scheduling around eser like you did today, and then six months around the clock, the bond

program manager would be here to answer any questions or comments, so that's sort of how we envisioned that. >> excuse me. i just want to clarify that. so for the -- for each bond on the second presentation, if you will, to the committee, the liaison member will report to the committee but the bond manager will be available to answer any questions that may emanate from that presentation. >> that's right. i guess our thinking was that in advance of that event, you might actually want to make a site visitor meet with the bond program manager. you can change this setup -- >> 'cause you've got us down -- you've got 2014 transportation road improvement down it looks like twice. so which one would be which?

>> so the august is the liaison report and the march is the full report from the staff. >> okay. so it should be ready for the next meeting in august to make the liaison report. >> yes. and again, you're free to change this. this is our suggestion. >> this is fine, yeah, so's i know. >> let's see...what else? whistle blower program twice a year, our department would report twice a year, and all the like ones would be grouped together. obviously, you wouldn't have park and recs bonds on two different, they would be all together. is we dropped in the schedule the bonds in the calendar when they're expected to be issued. this is the result, your next year's work plan. when you take all those things together, and like i said, member chu and member post had

looked at it, and we made a couple of suggestions. if you have any, we can make them now or of course at any time. >> i have some comments. we meet once every two months. why aren't we meeting once a month? >> so i wouldn't recommend doing that because i don't think that the bonds change that much. >> the bonds don't, but the performance audits do, and the other general audits do. there's enough that we have to kind of rush through a lot of stuff on a once-every-two-months schedule, so i think it would make more sense if it was once a month. that's my view. >> i know. mine is the opposite. >> yeah. >> i'm with you. >> we were trying to simplify

the content and meet some of the scheduling challenges that you all have experienced. and i think standardized templates will help with this some, as well. it'll be a little less confusing to try to figure out what's being shown in the presentations, so this was some of our thinking and discussion about it. >> and just -- i know there's nothing in the administrative code or anything else. i know of no other body with oversight in the city that meets only once every two months, and i cannot see any basis for it being unique other than the convenience of the committee members, which is not to be despised, but still, overwhelming. >> a compromise. i would rather meet once a month for less time versus

every two months for three hours, so that would be my preference, but i'll yield to a majority of the group. and then we would divide, instead of three body presentations, we would have accordingly spread staff work -- i would hope would be less for each meeting because we would not have as many items on the agenda or else i wouldn't support meeting once a month. >> the other thing i would like to suggest is some analysis when you're doing the performance thing -- some departments have been asked to turn in a report on operations of impact as a result of the

cuts. when you look at what they're saying comparing to what they see reported in their actual performance, there's quite a gap. i noticed in some of the ones that i looked at, for example, in ethics, it said that they would not be able to perform the audits of city lobbyists, which is required annually, that there be at least one lobbyist that's audited. and then, they say that they have not done that in five years, since 2014. i've never seen in any of the reports that we get at goboc that these kind of gaps are taking place, and if it's taking place there, i imagine it's taking place in others. so what's making me think, it's two things, we've got one set of information that's going to the mayor, and another set that's coming to you all.

could we see that there are points that are congruent? and then, the second thing is the focus is necessarily on the departments with the most money and the most employees, but that means that some of the smaller departments, whether it's the rent board or the mayor's office of disability or ethics or elections, we don't see in much detail. so i wonder if you could just take one of those a year and give us more details on a smaller department? >> so our full work plan which underlies these dozen bullet points that you saw, it is almost 300 lines of projects and audits which touch all departments and then some of them touch selected departments that work together on something and some of them are distributed amongst all departments. so i don't want to leave you

with the impression that what i've just articulated in three minutes is the full complement. it's not. there's lots and lots and lots of work. the full work plan that we publish, there'll be a report that contains the information at the highest information, and then a schedule at the back that lists the top 50 or 60 in terms of hours that are going to be performed through the year. you're on the list to receive every audit and performance update and scorecard change and everything else that we issue, so i think a lot of the content that you're seeking is actually remitted in the reporting that we're doing? we wouldn't necessarily be talking about it here just because of the time limitations you experience. and related to the overall schedule, too, i mean having worked with this committee for a number of years, my observation is six times a year

was challenging. every other month was challenging or member attendance and quorums, so again what we were seeking with this proposed schedule that's in your packet was trying to reduce the scheduling challenge a little bit, organize the presentations so that the time blocks are -- you're experiencing, again, a full bond presentation program once a year, a liaison report on the opposite end of the clock, and the other things are scheduled in when mode allows. and it seemed like that would be reasonable in terms of, you know, what you can accomplish during the year? maybe try it for the first couple of months of this schedule and see if you feel like the content of the report in your august meeting and act a -- october meeting is too high. and in the past, we asked the bond presentation managers to

limit their number of slides, and also the material in their presentation. today, we went long, but also, we can stop at a certain time. >> so i'm sorry, but i have another meeting i have to get to. sorry. >> any other comments? >> i was just going to follow up on scheduling difficulties. it sounds like that's been an issue in the past. >> yeah. okay. seeing no public comment -- >> they went home. >> we're adjourned.

>> everything is done in-house. i think it is done. i have always been passionate about gelato. every single slaver has its own recipe. we have our own -- we move on from there. so you have every time a unique experience because that slaver is the flavored we want to make. union street is unique because of the neighbors and the location itself. the people that live around here i love to see when the street is full of people. it is a little bit of italy that is happening around you can walk around and enjoy shopping with gelato in your hand. this is the move we are happy to provide to the people. i always love union street because it's not like another

commercial street where you have big chains. here you have the neighbors. there is a lot of stories and the neighborhoods are essential. people have -- they enjoy having their daily or weekly gelato. i love this street itself. >> we created a move of an area where we will be visiting. we want to make sure that the area has the gelato that you like. what we give back as a shop owner is creating an ambient lifestyle. if you do it in your area and if you like it, then you can do it on the streets you like.. >> neighborhood in san francisco

are also diverse and fascist as the people that inhabitable them we're in north beach about supervisor peskin will give us a tour and introduce is to what think of i i his favorite district 5 e 3 is in the northwest surrounded by the san francisco bay the district is the boosting chinatown oar embarcadero financial district fisherman's wharf exhibit no. north beach telegraph hill and part of union square. >> all of san francisco districts are remarkable i'm honored and delighted to represent really whereas with an the most intact district got chinatown, north beach

fisherman's wharf russian hill and knob hill and the northwest waterfront some of the most wealthier and inning e impoverished people in san francisco obgyn siding it is ethically exists a bunch of tight-knit neighborhoods people know he each other by name a wonderful placed physically and socially to be all of the neighborhoods north beach and chinatown the i try to be out in the community as much as and i think, being a the cafe eating at the neighborhood lunch place people come up and talk to you, you never have time alone but really it is fun hi, i'm one the owners and is ceo of cafe trespassing in north beach many people refer to cafe trees as a the living room of north beach most of the clients are

local and living up the hill come and meet with each other just the way the united states been since 1956 opposed by the grandfather a big people person people had people coming since the day we opened. >> it is of is first place on the west that that exposito 6 years ago but anyone was doing that starbuck's exists and it created a really welcoming pot. it is truly a legacy business but more importantly it really at the take care of their community my father from it was formally italy a fisherman and that town very rich in culture and music was a big part of it guitars and sank and combart in the evening that tradition they brought this

to the cafe so many characters around here everything has incredible stories by famous folks last week the cafe that paul carr tennessee take care from the jefferson starship hung out the cafe are the famous poet lawrence william getty and jack herb man go hung out. >> they work worked at a play with the god fathers and photos he had his typewriter i wish i were here back there it there's a lot of moving parts the meeting spot rich in culture and artists and musicians epic people would talk with you and you'd get [♪] >> coming to san francisco on june 11th, the earthquake

safety his fair from 10:00 a.m. until 4:00 p.m. as the auditorium at 99 grove street. meet with contractors, design professionals professionals, engineers and architects, along with city agencies and hundreds of booths on the main floor. attend one of the workshops at 11:00 a.m. the seismic safety strategies study. what you need to know is the city strengthens buildings 240 feet high and higher, and to get ready to the next -- for the next big one. 12:00 p.m., changes in the updated citywide vacant commercial storefront ordinance. 1:00 p.m., comply with the accessible business entrance program to enable everyone to enter your business. 2:00 p.m., home modelling process made stress-free, meet the experts and understand the permit review issuance and inspections process. 3:00 p.m., making the best use of the accessory dwelling unit and legalization program to at affordable housing. learn from these three workshops at the june 11th d.b.i.

earthquake safety fair, and begin to get ready for the big one by taking immediate steps to protect both family and property we hope to see you there, so register now. >> good evening and welcome to the may 22, 2019 of the san francisco board of appeal. president rick swi going wilg we presiding president. at the controls is the board's legal consistent and i'm julie