Ongoing presentation of information to the board. The third question relates to business objectives for your executive director. The board will recall that you engaged in your annual personnel evaluation rent leap. The board has not recently. The board has not yet done business objectives for the upcoming year. This is a way to think what these might look like, perhaps in thinking about your next Personnel Committee meeting where your executive director could present those. That is often presented in closed session. It is part of the evaluation process. That is another topic for discussion. I would note that as to the Strategic Plan referenced there i saw on the forward board calendar under the executive directors report for this meeting today there is an anticipation that that will be presented to the board at its november, february and april meetings. That is another context where you discuss that one in particular. The fourth question has to do with your Committee Structure specifically. Again, how effective you find those committees to be or not and suggestions you may have for improvement as to those. I would say the comments you received there type quite closely into some of the goff very lance schools articulated in response to the first question. This is stated as an action item where you could simply provide direction to staff or take other action, actions that i have seen or would remember be considered range from the you want to have a strategic workshop or some meeting dedicated to discussing some of these issues, you might do that as the board has done in past years. Or you could articulate where within the existing Board Meeting structure you would like these addressed at a Board Meeting or personnel meeting or Governance Committee or otherwise. I welcome comments, questions, instructions. I will say something. When we started this may, june, i was chair and we were trying to set up the focus of the next off site. That is what this is for to get it down to a couple topics for us to discuss at the next off site which is two years since the last. A lot of change on the board. I would leave this to the governance chair to figure out where we are going with the next off site. That is a task. Thissure viis broader than that. This survey has been broader than that. I have not thought about direction to staff. How did they coordinate this. Some are simple. What are the most significant here at the stratrigtegic, at least you got the answers. It is away to have a public discussion of material that is based on input from the board and from the Board Members individually about what you would like to be considered for purposes of, for example, an off site, that is one thing you could provide to have your board president set the agenda in consultation with the executive director or if you wish the head of your Governance Committee and board president. There could be a combination of input that doesnt violate the brown act or sunshine ordinance. They explained item 8. He underscored the importance why he was working on the reutilization of the investment staff because of what he felt the system needs. The word need being very, very important. A lot of great ideas on on here. I suggest we focus on the most important things we need and then try to make sure we do the other things, too. If we are not doing what we need, we are going to miss. It goes to one data point in here. Somebody put in 40 billion. That is a typo. People think we have 40 billion. We dont. Mr. Cokeker and mr. Hewitt is getting us ready when we have that and 50 to 60 billion in liabilities. We need to think about the year 2030. Maybe we all think of the same thing when we answer the questions. We want this to turn into direction for us and staff. That is a very important observation, when you are thinking about how to obtain information to address these questions you should here from your exec stiff director and executive director and they will help you understand what you need as well as what you should aspire to going forward. I would chime in that the preparing the city and the board of supervisors for what resources we need cannot wait for another meeting. We have decided we are going to get the consolidated message going this month, budget innstructions are released in december. We cant push it to off site. We need to agree who is going to go representing the plan along with the cio and with me or whoever else needs to be done. As far as that is concerned, we are already working on it unless we are told otherwise. The timeline is so short we couldnt wait to discuss it at the november meeting. We hope to have it on the way. We lose focus during holidays. We need to get in and get this information in front of them before the budget innstructions are cemented down. Are you asking for directions from the board . No, i believe i have gotten direction from the response to the presentation, the original presentation. We we dont want it to be a 17 slide presentation. We want to consolidate the main information on two or three slides. So we can take it to each member of the board. To be sure we paved the way to request and approof the resources we need in the coming years budgets. Is that a question or statement . That is a statement. We are working on it unless the board says we are not supposed to. Before my term expired and the board voted, you and i talked about the need to set this up for the next president to work with you and individual Board Members to meet with our Key Stakeholders so that you and the president can pursue that plan, and i think as you go and have meetings with the board of supervisors, it makes sense to talk to commissione. Commissioner ners. I read it to be the plan to present to the city our road map to how we are going to deal with 40 billion in liabilities in less than 10 years. That was my problem. If i put million. I am sorry. Are you thinking you we figure it on ut. It is going to be based on the presentation the board ado adopted. I made comments. Are two ways to do this. One is officially by board direction. The other is as Department Heads doing what i believe i need to do in order to procure the resources we need. I can do this on my own or invite folks. The mayoral appointees would be key players to get the mayors here. I dont believe this needs to be directed to me. This is part of my job, and i was the one that asked the investment staff to put together a road map. They are the ones who presented to the board. I think it was accepted by the board, rather approved is not necessarily the issue. It certainly tells a compelling story. The reason i asked him to present it or prepare it was to use it for budget purposes. I dont need your approval to do that unless you teleomitosis andy assist, that would be part of my job. This development helps understand some priorities of the board which has been articulated and it would not be unusual or unexpected for the executive director and president to talk about what the presentation looks like before it is presented. That is one way to address that. I cant wait until the board adopts it. It will be too late in the cycle. As far as we are concerned, we are starting to build the budget this month. The budget process is one important document. We dont get the resources for what we want to do, we are stuck. That is one simple way of usuryo referit. Did you discuss the vision or is that part of the plan . It talks about the presentation if i need to present the presentation that i intended to take to the Mayors Office and to the board of supervisors. If i need to have the board or president approve it, let me know and i will make sure that i do that, but, again, the assignment was we need to do some longrange planning. We just got through the budget process where we were told we could not request any new positions. I knew that most likely and most of the years that i have been associated with the city there have been very tight restrictions on the new positions you can request in the budget. We wanted to tell the story to pave the way for the Mayors Office and board of supervisors to make sure they were on board and understood that we are coming forward with a pretty aggressive request for resources over the next five years and that the investment was you give us the Additional Resources and we will cut and save you money longterm in what you are going to be required to contribute to the plan. Those do not come out of the city budget . Exactly. They dont touch the budget. They come out of the employees pocket. What are we hung up on here today . So if i can add to your point, bryan. There is the items before us that they have put together that lists our perspective what we should address. It sounds like the purpose of this is to set us up to have a conversation at the retreat. It sounds like the board president and probably the Governance Committee chair might have work to do to figure out how to set aside the agenda and move that forward. It sounds like we are accepting this information as a point of reference. I dont know that we need to take action or make priorities at this moment but that is a work of our chair to move forward with. The second issue is that you raise a good point to say if our executive director and cio and other operations folks have a very specific vision of things we are going to need to do for the longterm for the system and health of it, as Board Members we should herb that in advance of the meeting. It might shape what we think our business objectives priorities should be in order to have a clear understanding. I am not sure how that comes back. Bill has presented to us 134 of the needs for the system on the investment side of the house when i was gone. I will catch up on the information that he shared with the Board Members in my absence. I wonder if there is another perspective our other operations has that would help us have a fuller picture as we head to the retreat. Jay brought up the issue of the budget what to do with that. I dont think we need to provide direction to you, jay, to go forward. The budget is maleable. We just went through the budget process we gave you direction. I think you have enough to craft your budget for december when the information is required, and i think we have the opportunity to provide input and adjust as we see fit throughout the whole budget process. It goes all the way through june. We have opportunities to continue to work with the Mayors Office throughout that time beyond december. I dont think there is action to be taken. A board member is here to figure out away through the board president to hear about some of the vision and some of the things we need as a system from the different aspects, operations, investments, whatever it may be we need to work on and then to have that done before we go the strateamic retreat. If that makes sense. It does. I i am trying to tie this together. The budget is getting the resources to execute. Strategic plan is not in here. We are just talking about stuff. What are we threing to come what are we trying to accomplish 10, 20, 30 years from now . That is missing. You approved the Strategic Plan three months ago. I am trying to tie it together and we have this to deal with. So we are clear. This is phone for the Committee Chair to put together. That is all this is for. I with say t to the board, pleae take this and formulate the next off site for us with this, however you see fit. That was my intent when i started this process. I think thats correct. I appreciate all of these comments. I agree with them. I think the only additional point is with respect to your executive directors business objectives correllarry to the c your executive director should provide proposed business objectives to draw from the input he has received from you through the survey and his own view of the needs of the system. That could be presented through the Personnel Committee first then to the board, if you wish. That would be one way to do it. Or directly to the board as you wish. I think they are not separate. The investment cio objectives and needs need to mirror. We need resources to hire recruits to make that work. Right. In terms of the other issue to go forward with a vision, i feel like from my perspective to close that loop which was the second part of our conversation. You have some direction from the board to formulate the budget and you can work through finance as needed on that. In terms of if the board wants more specifics we can agenda that to come back to the full board. You have enough to start this process. It is more than started already. I can come back at a Personnel Committee meeting to formulate recommended goals for this coming year based on the input that you provided through the survey. Then we can have both documents in front of the Personnel Committee and you can accept them so that a year from now, when you evaluate me we will measure against the business objectives we all agreed to. If this document is to help plan for the next retreat. I understand that. I would love to talk about it to bring it to an effective restreet meeting. Two, the budget process. Fine, if you are able to link it to the Strategic Plan, most departments have the plan, not all. The Mission Statement is not the plan. The Mission Statement is not a vision statement. That is a huge missing piece of the puzzle which is addressed in the survey. It may be unrealistic for you to expect you to come up with it. We all have to it. This is to help plan the next restreet. In terms of the Strategic Plan. I have to figure out how does it link . I dont see it and i dont see the vision statement. I would offer what bill prepared was not a vision statement, it was less face reality. This is where we are going to be, our liabilities will be 40 billion, what do we need to get there. Vision statements usually are broader, less specific. I think the whole idea and we are going to do that in all areas of what we are going to do. We can certainly prepare. You want the vision statement to come directly to the board or committee to work on it . We with bring it straight to the board. Where would it be . If you were to bring it to committee, which committee has authority per our policies and procedures. We had a vision statement at one point. We can bring that back to look at it to decide whether we wanted to keep it. It was taken away or they stopped adopting it at some point in my career before i became executive director. It sounds like commissioner driscoll is trying to link this so there is something to show how it comes together as compared to individual presentations. Where is appropriate place to look at these different documents and presentations to make sure it is tied together . Is there a committee with that authority . Operations Oversight Committee is now specific to operations. It certainly deals with the budget. Commissioner safai, do you have an idea . I was waiting for my opportunity. We are talking about surveys and vision statements. Those are all important. I want to add my i am sure you are thinking about these things. One thing i will tell you the Board Members are going to want to know about. They want to know about the health of the fund, how funded it is, how well we are doing, and how much we have improved, and what direction we are going. That is the most important questions. I think whe when you were there previously with the previous commissioner you started those conversations. I just want to interject that now in case i am not there in case i have a conflict. I was not here when you had the conversation about the 40 billion and the need to aggressively move toward that. The fact we have performed so well and we are performing well and we have improved, people want to know that and they want to know how funded we are and what the road map is to continue to be funded. Those are the questions that will be asked at the board of supervisors and Mayors Office and that will get to the liabilities why you need additional staffing. I am sure you are doing that. I want that on the record. In terms of the vision and other stuff, i dont have any comments on that. We have talked about this, and we have had conversations with the Mayors Office, and i have said bill the started when you presented the plan, and it was a plan, as far as i was concerned it was away forward. The supervisors comments are right on. I get looks from people when they ask how is the retirement board . I start throwing out numbers from the performance, it is like members. To bring this board inside here, we are on tv, to bring it to the open and capitalize on what we are doing, that is the way forward. I agree with commissioner safai. I the full board is the place to do it. Is it another place that is appropriate . Operations is finance. I wasnt here, but i believe the Mission Statement was an exercise at a retreat. Wasnt it the focus of a retreat to come up with the Mission Statement . We had a Mission Statement long ago it was developed. I am just going to say this. We need to have a strategic meeting because as a board we have let things lapse, as a board well, we let things lapse of the we need to reorganize our selfs to clearly give you and the staff direction. In answer to your question. Governance is responsible for remming policies and the vision fo for recommending policies going through that committee compared to the Investment Committee. It will be department wide. If it needs to go through a committee it is most appropriate to be governance. I agree with that. The president and you and ms. Doning follow up offline on this. I feel like commissioner chu said. You have enough to start having your budget discussions. I dont feel like you need board approval to have budget discussions. That is part of your job. Thank you. In terms of the