Will be an opportunityortunityor general publicl publ comment cos meeting afterg af closed sessiod therell be anll be anll be anlo comment on each discussion or action item policy agenda. Each comment is limited to two minutes. Please note that city policies along with federal, state and local law, prohibit discriminatory or harassing conduct against City Employees and others during Public Meetings and will not be tolerated. Moreover, Public Comment is permitted only on matters within the jurisdiction of this meeting body joining us president s of fine yes. Please call the first item. Thank you. I dont number three is closed session. Three a conference with Legal Counsel pending litigation. Right . And we will. We will need a roll call vote to invoke the Attorney Client privilege and enter into closed session for a conference with counsel. Okay, so, um. At this time, well be moving into closed session with Legal Counsel pending litigation before moving into closed session. We will take a vote to invoke Attorney Client privilege to go into closed session for the pending litigation so emotions [roll call] thank you, we have a quorum. Okay, a motion is in order to vote whether to disclose discussion held in closed session. Is there a motion . Made by commissioner thomas. Second. Seconded by commissioner heldfond. Any memberoffs the public who would like to comment on this item about closed session . Seeing none, Public Comment is closed. A motion has been made by commissioner thomas, seconded by commissioner heldfond. Can we take this motion without objection . Yes. Okay. Madam secretary, please call the next item. The record will be clear if we do all in favor, all opposed . For future votes. Is that necessary . It is adviseable. Okay. Change the script. Before we move to the next item, all those in favor . Aye. The motion passes. Next item. Item 4, general Public Comment. Okay. Any members of the public that wish to make general Public Comment . Please come forward. I have some names here. Ill read them out. You dont have to go in the order. Ty hudson. indiscernible [reading speaker names] please come forward. Please come forward and state your name for the record, if you can. indiscernible please proceed. I have been working at the indiscernible love being in the environment of hospitality. Treating guest with highest quality of service is my super power. Even if the world is stressful outside the door of my treatment room, i can hold space for the guest to help them relax and unwind. However, since covid there have been so many cuts that have really effected my work environment. For example, the position of the spa indiscernible eliminated. We always had a spadesk to help guests with anything they needed. For example, in march 2023, guest have stopped me about twice a week to either ask to check in or new robe or help find a bathroom or spa menu. These are times i was on break or going to pick up a guest or having someone waiting on the massage table. All of these duties were indiscernible the position of the night cleaner was also eliminated. I noticed stains on the floors. The floor downstairs is discolored with different shades of brown. Two of the three cabinets have sections of bear wood where the white paint is worn off and need to be replaced. Half the white sheets have black marks that look like lines and smudges. I have to take time before the appointment to flip the sheets around so the stains are not visible to the guests. I want to be honest and transparent about what is going on at the spa. All of these issues take time away from me doing my job. I wish instead of spending money on union indiscernible the hotel would use the funds to fix working conditions of the spa, operations and focus on the renovations that we have needed for many years. Thank you. Thank you. Next speaker. Just before you speak, we usually give a little extra time for translation for the record. Please go ahead. [speaking spanish. Waiting for translation] my name is indiscernible i work at a House Keeping at the indiscernible 14 years. I love my job, i like to clean, but when i started this job i thought that working conditionsed would get better, instead their got worse. [waiting for translation] around 2018 we asked for a raise, because they always gave annual raises of 20 or 25 cents. They gave a dollar more per hour but they increased the work load. Assigned to strip the beds and take out the trash. They also had clean extra room a day. Before we clean 12 rooms, now we had to clean 13 rooms a day. It was so hard and so painful. [waiting for translation] now we are organizing union they reduced the number of rooms we clean but we need the union to have a good future. I want the hotel to recognize how difficult our job is and treat us with the respect we deserve. Thank you. Hello everybody. My name is tony indiscernible for 10 years as a server and bartender. I love meeting guest all over the world. Those connections are what matter to me. I once met a guest who worked with washing machines and came back the next year and i said how is the washing machine business. She was blown away i remembered him. After covid servers and bartenders were doing a lot more. I worked around 6 events with one bartender with 75 or 80 guests. Since the fall of 2020 not seen it go much higher then one bartender for 54 guests. When i serve 75 or 80 guests alone it is a big rush. indiscernible you only have time to ask for the guests order. It is not possible to give that personal touch when you are powering through a line. I work with the Purchase Department to order supplies for each event. They have gone from 5 employees down to 2. Eliminating the Beverage Court position. Once or twice per week i had to go to the store room myself and transport huge banquet carts with wine and beer. Onenight august 2021 while lifting 25 cases of drinks, i hurt my back. It was so painful it took my breath away. The doctor determined it was a acute muscle pull with small tear. 5 months i couldnt lift or stand prolonged periods of time and the injury still bothers me today. I take pride in my job and want to give guests my best but i need time to do that. I shouldnt have to rush and risk my body or work in pain. Thank you. Good afternoon president safai and members of the board. Im ty hudson unit here local 2, thank you for the opportunity to speak this afternoon about what workers are experiencing at the Fairmont Hotel owned by brookfield Strategic Real Estate partner 4. What you heard now is just a taste of it. Workers in multiple departments reported staffing reductions which lead to guests having to wait longer for services, difficulty maintaining cleanliness stan ards work compleelted by people not trained for the jobs and the personal impacts you heard about. House keeper jz dish washers in sonoma make over 7 a hour less then people doing the same work at the two Fairmont Hotels in San Francisco. When workers come together to make the workplace better they are met with intearidationigation, surveillance and threats. All this is injustice for the workers of course but also an investor issue. Hospitality is fundamentally provided by people. Sharply wuting labor cost may lead to short term margin growth, it may lead to guest dissatisfaction. We are not coming to you because indiscernible responsible for the situation in sonoma. You are not invested in brookfield Strategic Real Estate partner fund 4 and i understand you are no longer invested in fund one but brookfield is a asset manager for real estate portfolio in the recent past so think it is important for you to know what they are doing less then 50 miles away. It has been reported brookfield started raising money for the 5 Real Estate Fund and making future Investment Decisions we hope you will give serious consideration from risk from poor Human Capital management practice at the fairmont in sonoma. Thank you. Thank you. The last name i have is alyssa indiscernible is that right . Yes, thank you. Good afternoon board. Thank you for the opportunity to speak. My name is alyssa. I am with the private equity stakeholder praijt. Im here to speak on a different issue but i want to thank the Hotel Workers for being courageous enough to speak today. I am here to speak on a different issue related to the private equity portfolio. We are Non Profit Organization that works as a watch dog on a private Equity Industry and in support of african communities together. They have been organizing with tenants around serious issues in the southern towers apartment complex in alexandria virginia. The 5 building apartment complex is a long time home to thousands of hard working blue collar families. However, once the cim group you invest acquired the building things began to change. Tenants reported mass eviction filings, unaddressed repair anderant increase. Filed complaint with the federal Housing Finance agency indiscernible run contrary to purpose of providing and preserving affordable workforce housing. Cim eviction practice violate indiscernible provide tenants 30 days notice to vacate. They have given tenants 5 days notice. Conduct a full investigation into cim practices and if the agency finds cim violated federal law, act asked payable and refuse to fund cim projects. We know you have significant investments, hundreds of millions of dollars with cim and ask you to conduct a investigation and speak directly with impacted communities as well as halting future investment with cim until they address the issues and please ask cim to stop these practices of evictions and taking advantage of vulnerable communities. Thank you. Thank you. Any other members of the public wish to comment for general Public Comment . Seeing none, Public Comment is closed. Madam secretary, please call the next item. Item 5, action item approval of minutes of march 16, 2023 retirement Board Meeting. Move to approve. Second. Moved by commissioner heldfond and seconded by commissioner thomas. Are there any members of the public that wish to comment on this item . Seeing none, Public Comment on this item is closed. Motion is made by commissioner heldfond, seconded by commissioner thomas. All those in favor of this motion . Aye. Any opposed . Alright. Passes. Please call the next item. Item 6, action item. Consent calendar. Move to approve. Moved by commissioner heldfond and seconded by indiscernible Public Comment is closed. Motion is made by commissioner heldfond, seconded by commissioner bridges. All those in favor . Aye. All opposed . Madam secretary the item passes. Please call the next item. Item 7, discussion. Part 1 of sfers 2023 asset and liability study. I will briefly set the stage for this conversation and then turn it over to anna and nepc. By policy we are to conduct asset liability study every 3 years. We are taking the opportunity this go round to enhance our approach to this process, so this means well be looking at establishing a process to include liquidity and needs into the study to think about our approach to Capital Market assumptions and to think about our approach to risk and expectations around risk and appetite for risk. So, the conversation today is truly step one in a longer term asis etliability study process. The goal is to introduce today the concept of liquidity and what we will show is that we have an opportunity given where the markets are at to increase liquidity over time without having a Significant Impact on the risk return profile, and no decisions are made today. This is discussion item. With that, ill turn it over to anna. indiscernible Asset Allocation and Risk Management team and sfers, kevin. Kevin joins us as a Investment Officer from Duke University endowment. We are delighted to have him here and produce analysis for this item. As allison mentioned, this is a very important part of a some say a key consideration for the board to set the investment longterm strategic investment objective for the fund. We review annually the changes in Capital Market assumptions with our consultant, general Investment Consultant and every 3 year conduct a large study, and this study as allison mentioned is multistep because it involves different types of analysis. To make sure we look at the strategic Asset Allocation and liabilities and longterm objective. Here for example, in previous asset liability studies, the board over multiple sessions reviewed new asset indiscernible absolute return and introduced into Asset Allocation mix. In 2022, the board conducted with staff and general Investment Consultant, conducted lost asset and liability study. At that time we introduced plan level leverage. Board education over multiple discussion and considered an overlay for the portfolio of global tactical Asset Allocation strategy. Today, we present you part 2 of the 2023 asset and liability study that introduces liquidity analysis into the asset and liability study. I would say thats an invasion i havent seen the full integration of liquidity measures into a asset and liability study that incorporate the same assumptions Capital Market assumptions and the same pension model and liability structure into the liquidity. I would say that it is very important step towards improving the quality of Decision Making around selecting Asset Allocations. You will see that apc will present three core summaries for each Asset Allocation along liquidity dimensions ill cover, in addition to the risk and return as well as liabilities funded status and different dimensions. So, thats the invasion that we incorporate today. We also as allison mentioned project these are longterm settings and we are working with our private market Consultant Team to make sure that we have a glide path to implement those changes in liquidity we are discussing, and we will present in march the updates to the pacing models that go with there liquidity framework. So, we would like to start on page 4 of staff presentation. That explains really why. Why do we need to think about liquidity and incorporate it into sfers asset and liability study. This is from our liquidity Risk Management framework. It is also considered by the board 3 years ago during the asset and liability study, and what it highlights staff actually worked with black Rock Investment institute here to define Liquidity Risk, and we define Liquidity Risk as the likelihood of failing to need a fund capital call or another cash obligation. Thats a serious consequence and therefore we are trying to assess across multiple simulations across multiple scenarios, is there a path that will leave us in such Liquidity Risk. On this page, what we have done, we have two major parameters that drive total Fund Liquidity health. On the x axis, we have whats called annual spending, or the net outflows of cash as percent of total fund, and on the y axis, you have the maximum allocation to private assets, private equity, private credit and real assets combined and see the impact of that. We run multiple simulations and here more then 2,000 simulations and eachif there is any one of the simulations result in Liquidity Risk and find we ran out of cash, if there is none then youre in green zone. If there is at least one but less then 5 percent, you are in light blue zone, we call caution zone, and if it is more then 5 percent probability that we will run out of cash, that it is in danger zone. By our liquidity management framework we outlined and reviewed with board annually, we indiscernible staying in the green zone. What does it mean . You will see that present the sfers liability increase foster and even 7. 6 expected return for assets, so we are becoming a maturing plan. Liability increase faster then assets and that percent of total fund net outflow is currently 2 percent and expected to go to 3. 5 percent in 10 years and close to 4 percent in 20 years. So, thats what we are solving for and thats the why, because we need to make those adjustments and strategic Asset Allocations today, because as we will see in may, this have implications for a 10 year implementation plan. For example, in 2020, sfers board approved retirement system change its strategic Asset Allocation to real assets from 17 to 10. We are now between 15 and 16 percent and have a long way it go there. Similar to this, we will be talking about a similar glide path for reducing total allocation to private and increasing liquidity. I like to quickly go to page 3. What does increase liquidity mean . Staff worked very closely with napc to introduce liquidity measures, different liquidity measures into the asset liability study. We introduced two measures. One is the probability of breaching out indiscernible if you remember in january we introduced guard rail that no more then 65 percent of total plan should be in liquid or private Asset Classes. This is a fairly high bar. We consider it as a red flag. We alsoyou will see in the Decision Making analysis that allen will present, we also have a yellow flag of 60, and actually 60 percent is also something that a lot of our colleagues with endowment where kevin is compling from, endowments have between 3 and 4 percent spending rate and many of them have very well founded research that 60 percent is the limit you need to look for in total allocation to private assets. That is one measure that you will see that nepc calculated and the second measure i like to thank indiscernible who is in the audience today introducing into Pension Community called liquidity coverage ratio. We adopted to the 3 year also incorporated into the liquidity framework so you see the probability of reaching liquidity coverage ratio to 1, 1. 2 and 3. What does the mean . It is actually 3 year liquidity coverage ratio is the assessment of plans Liquidity Health over the next 3 years. Liquidity of 1 or lcr measure 1 mean it is a red flag. I consider a purple flag. It means the plans as just enough liquid assets to meet the obligation. It is low bar. The lcr of 1. 5 means the plans has enough assets to meet all the liquidity obligations over the next 3 years, but will have half the current luquid assets left in 3 years. These are the 2 measures that we introduce. As allison mentioned, we also plan to reduce risk. What we have done if you dont mind going to page 5 of staff presentationyou know that each asset and liability study starts with a Capital Market assumption. Because this is one of the most important input in the asset and liabilityas Asset Allocation piece. We worked very hard with nepc and has robust model to provide and update Capital Market assumptions. You have seen them in the material. We calibrated the Capital Market assumption versus a pool of 12 different Capital Market assumption providers and in general overall, nepc are in line, accept the private equity and emergent markets, as well as treasuries are on the higher end, inflation therefore are on the higher end, and what it leads to is that theif we take a average of the 12 providers, including nepc applied to the current portfolio we come up with a expected 10 year return of 7. 1 percent, versus you will see nepc, the 7. 6 percent. So, we felt that we needed to calibrate it. If you remember 2022 was a very challenging year for Capital Markets, and the result with pronounced sell off to both Public Markets, public equity and public fixed income, so it is a result of the low valuations as well as higher Interest Rates. The projectedthe expected 10 year return increased by hundred basis points from 6. 6 last year, to 7. 6 this year. You will see allen walking you through it. We wanted to calibrate that new 7. 6 number, versus 12 other providers. If we move to page 6, we would like to put in perspective, what does it mean and what are we solving for and what is the type of risk that we have. Hib here we took nepc Capital Market assumptions and our ranges and indiscernible is a set of Optimal Portfolio with the highest expected returns for given set offor set time measure of risk or defined risk measure. You see that the blue line wasblue squares is what we use. indiscernible analytical tool to calculate. And here you will see that actually, the indiscernible you are not paid to take risk. I all most call it the inverted incision frontier and that is where we are. What does it mean . As allison mentioned, that gives us a opportunity to lower investment risk without reallywith maintaining the quality of return. Ill stop here. We covered a lot and i like to pass to allen martin to walk through the nepc findings. Thank you anna. You can hear me . I wanted to provide context to show how we got here. When we conducted our first asset liability study in 2017, the 10 year treasury yield was 1 percent. When we ran the analysis on your then policy portfolio, the expected return for your portfolio over 5 to 7 years was 6. 9 percent and you had a 7. 4 percent assumed rate. You were 83 percent funded at the time. In order to support our ability to make that 7. 4 percent, we needed to take some risks associated with being in less liquid asset class that offered higher return, like private equity. At the time you had very little in private debt an asset class you have a 10 percent target in, real assets as well, and in addition your staff and we agreed, felt the need to be active in Public Markets, something a lot of your peers index in order to get higher alpha in the portfolio. Thats where we were. That process boosted that expected 57 year return to 7. 4 percent. The markets have been incredibly supportive of that position, and so over the last 5 years, you earned a return of 7. 9 percent. As of june of 2021 as you remember, you were one of a few handful of public funds that had 112 percent funded status. Thats all to the good, but in fact having a funded status that high enabled you to do something others couldnt and that was in effect lowered the assumed rate from 7. 4 to 7. 2. I remember the mayor thanking the board because that action resulted in lowering the contributions made by the fund and the employees significantly. Thats good thing. Everybody likes that. Looking forward as anna said, the net cash out flow you are facing Going Forward is much higher. Your contributions, benefits paid stay about the same or increase and the one formula you face, whatever anybody tells you is contribution plus investment return must make benefits. Looking forward, we have less cash inflow coming in, we need to rely on the returns of the portfolio more then we have in the past, and that introduces this level of Liquidity Risk because we have a very very high level of private equity now. Ironically indiscernible have done a fabulous job earning those returns. They contributed to our success, but they also lay a problem for our future, because if we have the kind of downturn we are going through now, what happens is private Equity Managers are finding opportunities, so capital calls go up. That means you have to give them cash. The distributions they are making from prior successes are less, because the typical exit for those strategies was Public Markets, which are now down. So, you have this phenomena of higher cash out, less cash in, we still have to pay benefits and contributions are going down. It is a nice problem to have, but it is a problem so what well talk about today is in effect adding this liquidity measure into our consideration to include that in your decision. We did this last time, but all we did is run various mixes and say by the way, this mix has a lcr of x. It was sort of out there. Here, as anna said, we worked hard with cambridge, incredible support to actually take their pacing plans and for each Economic Outlook to figure out in that circumstance how much are we going to experience in cash distributions and cash contributions, so thats a quick summary. If you go to page 15 of 58 kevin, the executive summary, if we start determining and look at the Capital Market and run through the liability analysis, your july 1 funded status is 96. 1. You will get today updates of that so this will be reflective the next time around. The 96. 1, while we feel disappoint because it is less then 112, is still sure bill hallmark would tell the top 5 or 6 percent of the peers. There are not many funds in the country that enjoy a funded status as high as yours. We have taken steps to reduce plan risks while making the status gains. Lowering the assumed rate, which nobody likes to do because it means higher contributions has helped and indeed we have been looking today and thats the important point, todays discussion is a recommendation to further restructure the plan to provide for greater liquidity. It is not free, because private equity whether you use our forecast or anybody elses invariable has a higher expected return then public equity so taking money out of private equity will cost you expected return and you trade off with the certainty you will not run out of money. A number of public funds that have as high a private equity allocation as you do, are thinking about doing things like secondary sales, which you never want to do if you dont have to. That means you are selling something that other people are going to bid away and not pay what it is worth. That is basic background. If you turn to the next page, i will not go through in detail. Page 17. The purpose of the asset liability study. indiscernible most important, but i will say, your most important duty as a board is establish Asset Allocation mix that provides the greatest probability of meeting the longterm obligations and minimal level of risk. 92. 7 percent in the portfolio are driven by that decision. Asset allocation, i mean how much money are you go ing to put in each asset class over time. Your duty of prudence doesnt say you have to be exactly forecast the numbers, it does say you should have a prudent process, a transparent process, a process based on research and Capital Market outlooks, and you should follow that process fairly rigorously. Thats what we have always done and today well talk about adding the tradeoff of volatility and range of investment outcomes. I wasnt going to go through the next page much, just to say again which i said earlier, contributions plus investment returns have to equal benefits plus expenses and then the principal of the asset liability process are on page 19. Easy to read. What i want to emphasize is risk is multidimensional and should be considered from different perspectives. You enjoy a problem others dont have right now, because they havent had the success you had either in the amount of private equity which is above your peers. You or success you had in earning high returns. Nobody should be surprised we are here, it is a good problem to have, [audio cutting in and out] we could at some point end up with a situation where the cash available to pay those benefits is insufficient and nobody wants to be there. Rob goldthorpe is our acwarey and head of the process. Im here. Rob will walk through the liability side of this equation. Thank you. If you go to indiscernible lay groundwork here. This process starts with the discussion with the plan actuary and getting the information we need to complete this study and most recent information is july 1, 2022 report produced earlier this year so using that as a starting point and reflecting actuary best estimate and connecting that to Investment Consultant nepc best estimate of investment return in the future. Connecting the two best estimates on both sides of the asset liability equation to arrive at the outcomes you see in this presentation. And this might or will differ and maybe shift up or down what you have seen from cheiron. From 6302020 to end of 22 returned negative 1. 1 percent and from them have the Capital Market assumptions. We are consistent in terms of measuring realized performance and future performance relative to our estimates. Those reflect both sides of the asset liability equation. Next are assumptions. The first is discount of 7. 2 remains at that point in perpetuity and contribution formula is consistent with whats currently on the page in terms of what employers contribute, which is part of the accrual cost of benefits of the new earning benefits as they work and accrue more years of service, plus expenses and then the amortization of unfunded liability, and then employees assume contribution rate is 7. 6 percent each year. The next slide, page 26here is summary statistics of the plan. Looking what the split of population. People in pay status, people terminated with vested benefits and then your active population just in sheer numbers and sort of the liability thats associated with those three groups. Typical of plans in the status of sfers. Musure status where pay status and term vested folks are the majority share of participants in the plan, and then they make up typically a higher portion of the liability. Then on the next slide we get into some of the history here. Those funded status gains that allen mentioned are illustrated on the left side of the chart there, so back in 2018 the plan was 87 percent funded on a actuarial based and most recent measurement date is up to 96 percent. Thats a sizable gain. 10 percent relative to other plans where they were doing the same thing as sfers. Lower dist discount rate from 7 and a half to 7 percent. The public Fund Discount rate has gone from 7 and a half to 7 over that time. Most plans kind of just treaded water in terms of funded status over that time period. Clearly sfers has made significant grounds, gaining all most 10 percent in terms of fund status mostly due to the superior asset returns from the plan. And then just assumptions below in terms of portfolio and the right side of the page showing what nepc Capital Market assumptions show as expected returns for the current policy allocations. 7. 6 on a 10 year basis and 8. 4 percent on a 30 year basis. And then skip two slides forward to 29. Well get into projections here. These are point estimates and we assume a flat return each year Going Forward. This is a 10 year projection, so we assume the 10 year return, 7. 6 per year. We are starting today at 96. Those assumptions of 7. 6 annual return with the negative 1. 1 percent return we saw at the second half of 2022. We expect the plan to be right at hundred percent funded in 10 years time, so 2032. There is a path here where you see a dip in 2026 and thats because of the outside return that the plan experienced in fiscal year 21 where i think the market value return was 35 percent plus return, which is great, but the next year we kind of significantly lower then that in 2022 and the way these smooth assets are valued is you only experience 1 5 of that return. In 2021 the plan had a indiscernible investment gain, so you divide that by 5, the plan is phasing in about 1. 5 billion in terms of investment gains each year, and that ends in 2025, which then you see a dip in funded status due to some of the mechanisms in that smooth asset valuation. On the next slide is the contribution projection over that time. This is just sort of a inverse of funded status. The dip i mentioned about funded status and about 2025, there is delayed impact to contribution here because the plan budgets two years forward so you start to see that impact in higher contributions in about 2027, 28. The next slide is net cash flow and this was important because we are considering liquidity within the plan, so in terms of a percent of assets, in the upcoming fiscal year, we project that to be about negative 2. 2 percent of plan assets, which is right averagewe see range between 2 and negative 4 percent for public plans. Definitely on the better side of most plans. You see a dip in that over the next 3 years from negative 2. 2 to negative 3 percent. The following slide, the first two slides were what i call point estimates. It is a flat even return every year, which in real life thats not realistic. We cant predict the exact return every year. It will be volatile. This analysis tries to model that variation inthe variation investmentf returns throughout the year so we assimulate 2,000 plus paths of investment return based on the mean variance assumptions for the current policy. So 7. 6 percent mean return with 11. 6 percent standard deviation of return. This chart translates that variance in investment return to a range of outcomes for funded ratio. So, like i said, these are estimates,b there are a margin of error to estimates and this is measuring that margin of error in terms of funded status. On the next slide is the same analysis but translated to contribution rates, so similar concept here. The following slide we get into longer term outlook. We are looking at 30 year return expectations over a 30 year time horizon. Assuming 8. 4 percent return the point quickly gets to hundred percent funded in about 2029 and then things start to level out at about 10 percent over hundred percent, so 110 percent funded is where the plan ends out assuming 8. 4 percent return. The next slide is contributions over the same timeline. Clearly, the closer the plan gets to hundred percent funded, the employer portion of having to fund that unfunded portion gets smaller and smaller, to the point where the employer contribution goes to zero. These numbers reflect contribution rates before cost sharing, so at some point the employers employees would share some of the cost where once these employer contribution rates go to zero. I think finally is the next slide is just net cash flow over the long term. We see things level at negative 4 percent of assets. 20 year horizon. Certainly within normal levels, but definitely getting to the more negative side. Allen, you want to jump back in . To the punchline of all this, the very thing that has made returns so difficult to earn looking back is phenomena of rising Interest Rates, if we look forward is provided more opportunity because we are starting with higher rates, and risk market returns can then be added to that, so if our numbers came true, 7. 6 percent, you indeed would be hundred percent funded, your contributions will be lower, none of that reflects liquidity so that is what well lay in there now. Nothing wrong with your current policy, but it does have this liquidity issue you are not seeing in these numbers. But it is a very healthy outlook and likely to get better. If we go to page 39, 39 is just a snapshot of your changes to policy over time. I would just look at a comparison in terms of looking at the changes from 2014, which is what you had when you started the process in 2017 and what you have today. Public equity went down 3 percent, private equity up 5 percent. Public fixed income went down 5 percent. That was a very good move because as you know you lost money in public fixed income last year. Private credit which you had little of went to 10 percent. Private credit tends to do well even when Interest Rates rise. Absolute return increased by 5 and you added leverage. Thats what you sort done. Staff and nepc examined a number of potential changes to the mix, so we have a model, we can put in different mixes, and then we can look at the impact of those changes. We did a lot of those, and it can get very confusing when you are talking about small changes, so what we decided to concentrate on is really focus on the Biggest Issue we have and that is private equity. Private equity is one of the highest returning Asset Classes and also has the highest Liquidity Risk and you are significantly higher then your peers in that asset class. What you are going to see Going Forward if we turn to page 39, what we did then was take your actual portfolio as of 1231, your current policy targets, we modeled mix 1 that lowered that current policy target of 23 in private equity to 20, but maintained leverage and then we tried a mix too which effected the same change on the private equity allocation, took away leverage and replaced with cash. So those are the two. I dont want you to think we didnt look at hundreds but these were the two that make it easiest to understand this interplay between return, volatility and liquidity. And so the numbers then that follow below are the expected 10 year return of each of those, so clearly your current level because it has the most in private equity has the highest expected return. If we move to those two that were focused on, mix 1 and mix 2, we lower the expected return of the portfolio, but we also reduce the volatility of those assets, private equity has higher volatility, take tg out and putting the money elsewhere lowers the volatility so if you look at asset volatility smooth, you see the variability, the standard deviation of future returns goes down. If you think about each of these is a return distribution. If you are teacher, it is a normally distributed curve. The expected return is median, the standard deviation is variability. If we take private equity out, we will pull that whole curve to the left because we are going to reduce return, but we are going to shrink the tails at the same time. If you shrink the tails faster then return you end windup a portfolio more efficient and that is demonstrated by the sharp ratio. This is the projected future sharp ratio of the return, the expected return, minus the risk free rate which is higher Going Forward then it has been, divided by standard deviation and you see that the sharp ratio improves by removing private equity. We get more return per unit of volatility risk by adopting. Not to get into semantics but you could leverage that and boost that return back up and take more volatility, that is bateer better way to do it then adding private equity but wont go fl to that discussion. That is improved efficiency of the portfolio reducing private equity and knowing we know the distribution, volatility isnt risk. It helps understand risk but it isnt risk. We look at the probability of a one year return below 0 for example, because weve shifted the distribution, the probability of one year return below 0, 33 percent with your current portfolio drops to 30 Going Forward, probably the best to look at is the probability of 10 year return below your assumed rate, and you can see with your current policy thats about 55 percent. It drops to 52 percent. The characteristics of reducing before we get into the liquidity discussion of having a more efficient portfolio are demonstrated by this page. If you turn to the next page, i wont go through it, anna just did, but this is the definition of Liquidity Risk. Well look in two ways. One the 65 percent to the liquidity coverage ratio looks complicated but that is basically the cash coming in over the liabilities going out and you obviously in any one year want to keep the cash coming in higher then the cash going out. Both measures reflect Liquidity Risk at a snapshot in time. The next page we just add the Liquidity Risk to what we already looked at. So, the same mixes that we talked about before, but you now see the Liquidity Risk associated with the various mixes starting with that liquidity coverage ratio assuming a recession. You see that that lcr metric where youbigger is better, it gets down to 1 with respect to your current policy. It is much higher because the additional mixes have less probability. The process to get here, which is described on the prior page which i wont go through, but essentially for every potential outcome of risk and return, we went with cambridge, cambridge gave us the pacing plan of the asset class. When you see a pacing plan from cambridge it shows year by year how much comes out of the portfolio and how much goes in and we integrated that with the return forecast and you have already seen, so for each and every outcome, we can stress the portfolio and say what happens to liquidity. This is the summary of all that. Its thousands of iterations looking at the liquidity ratio as part of the output and you can pick any of one of these that we talked about. Anna talked about the probability of the private markets, market value being more then 60 percent of the portfolio in any given year. Not all that high, but significantly reduced in the scenarios mix 1 and mix 2. The modified liquidity ratio in the 2020 base case is 20. 47 for existing policy up to 1. 67, 1. 62. A lot of numbers on the page, but what we have done here is to take those liquidity ratio definitions that were described, integrate into the asset liability process so we are not just looking at the return of the portfolio and the volatility of the portfolio, but we are looking at the probability that well face a situation where we come close to not having enough cash over 3 year period to make the benefits so for all of these we can go through one at a time, but you see the very significant improvement, particularly going from actuals, which i would recommend you not stay at, even getting to your current policy, which is acceptable, but significant improvement by dropping that target from 23 to 20. The last part of this obviously is there are some scenarios. If we go one more page. This goes back to the 10 year median funded ratio projection. Clearly your current allocation will get you the highest funded ratio, because it has the highest amount in private equity, but also note every one of these gets you over hundred percent. We are giving up something, but we are not risking reducing the funded status, we are still achieving a very attractive outcome. Similarly, if you look at the next page on employer contributions, the current policy gets it down to 13. 6. The ones we are looking at most carefully with better liquidity characteristics is 15. It isnt dramatically higher and still a significant reduction from where we are today. We did try to stress this, so we conducted Scenario Analysis on page 46, so we have taken 5 scenarios. You can think of them as expansion being real growth with little inflation, thats where you really like to be. That is nirvana. You have over expansion where you get the growth but ignites inflation. On the downside, you have recession, negative growth, lower inflation. You get lower growth with higher inflation, the worst of all worlds, so for each of those outcomes, you see what the impact would be on the various mixes we talked about and you could walk through them. If you are a believer in expansion the current portfolio has the highest funded status. Recession, mix 2 has the best funded status and lowest contribution rate. Outcomes are effected by how different environments transpire, but the differences across your portfolio are not all that significant when you look at the deltas on the separation between the two. The last challenge here is how to put this all together. So, you have a view of returns. You have a view of volatility and efficiency. You have a view of liquidity. How can weprint present to the board a page that lets you see the differences on a single page and thats what we try today do on the last page, page 47. On the left axis your funded status, higher is better. You want higher funded status. On the horizontal axis, it is the 95th percentile, the worst 95 percent of what your contribution rate could be. So, in the absolute worst case for these scenarios the contribution could get significantly high, but remember that is 5 percent outcome. It is a very extreme test. The numbers that percentage number, 8. 5, thats the probability that your liquid coverage ratio drops below 1. 5 in 3 years. So, you can think about that if you divided that into 1, [audio cut out] of having an lcr drop below 1. 5. Thats a place you dont want to be. Looking at the mixes 1 and 2, you see that that probability number drops to 3 and a half or so, divide that by 1 and it is essentially 1 year and 25 you expect liquidity ratio dropping that low, so we tried to put on a page to show the tradeoffs between the mixes, liquidity, funded status and contribution rate. I know it is a messy graph. Hopefully you take away from this that certainly indiscernible liquidity which is critically important, while it impacts the other two variables it doesnt reduce below what we hope to have Going Forward and gives the portfolio much more robust in the event we encounter difficult times. I will stop there. I know there is a lot there but hopefully you are getting the concept here that we didnt have this problem in 17 because we didnt have this amount of private equity. It is the engine of success and with that success comes concerns because we cant sell it, it takes time to get rid of private equity portfolio. By thinking about this now it puts in a position to carefully plan that landsing so we maintain a high level of private equity without taking on risk. Let me stop there and certainlythere is a lot here. From my position, you are right, this is where it comes together and i understand it better then i did i think. I will say, im not aware [audio cutting in and out] not everybody is struggling with this, but certainly the is the most advanced way of thinking about it that ive seen. I think we can also pat ourselves on the back to some extent we are looking at a graph like this and we owe to staff, we owe to our consultants and the like and guys like commissioner driscoll. indiscernible if you can take off mute. I want to understand a few things that are said before i try towe are not at the conclusion point but asked to make a significant choice. Several different choices. The one phrase you used is the glide path. We use that phrase in a totally different context. What did you mean by that . We mean it is the change in Asset Allocation to private investment asset class, like private equity or real assets. It is not instantaneous and we need to present in glide path how we are going to get from 17 percent allocated to real assets to 10. There is a glide path over 10 years that we presented when we made the change 3 years ago. Similarly here, if we are proposing to change from 23 percent allocation target allocation to private equity to 20 and we are currently at 30, how are we going to get there and the signal, it isnt over 1 year or 2 year, the proposal is over 10 years. Now i understand what you meant. It is the change of asset class weights and can be done quickly, slowly or not at all. You did use the phrase decision quality. Thank you for considering that and incorporating that in all the work going on. The data onit is page 10 of 58 pages in the presentation. You identified a Different Number. You called your page 5. Yes. indiscernible if you have a table of each managersthe name and which number they have for each class because you came with a comparisonokay. 12 providers. There are 12 providers and we have the table we discuss with allison and Asset Allocation team. Happy to share with you. Im trying to understand can i make a point on that . Anna emphasized, the area where we are the highest is forecasted return for private equity. To build that we took the San Francisco mix of private equity components. The nepc generic forecast is lowering but in modeling years we took your percentage which is higher then others so the number is higher just because we used your number, not because our underlying number was higher. Wanted to make that clear. Okay. Anna was wise enough to get asmany input as possible and maybe there is mobe. There is a group that does this. indiscernible what im trying to understand, the statementaverage expected return, did you each of the 12 or did you use average numbers . We used each of the 12 and then the average of that. Their returns come up with the differenceokay. Now i understand that number. Okay. Then your statement aboutthe last bullet on your page 3shows lower risk while maintaining returns. Can you explain that, because thati assume it is based on this chart where you made the statement. We are used to seeing a much higher arch. There is a range of outcomes that satisfy those words so trying to understand that. This is a very good point, we are saying that we canif it is lower in return indiscernible by maintaining return we can reduce risk. Thats the efficient frontier. If you look at the Frontier Analysis that is one input because if you open up the portfolios which we have done, they could go against some of the edges of the allocations which might not be reasonable for us. But, this efficient frontier shows, probably the first i see that increasing risk doesnt give you return and thats a lot of it is actually, staff noticed, if you look at nepc Capital Market assumptions for u. S. Equities, large caps, they are lower then those for high yield. The risk return tradeoff and obviously there is a risk for high yield is lower then large cap equities, so it is a different sufficient frontier. Does this incorporate the issue of how we have Fund Leverage . We just startedDifferent Number. Risk can be reduced by maintaining returns and that statement of risk means volatility only. Thats why we didnt go into the 3 dimensional chart of liquidity and funded ratio and everything else. That is just very focused with efficient frontier. We focus on volatility versus liquidity. The lcr thing which ill try to make the last question now, but the thing about this one, i can see the advantages, but what do you think your tolerance here is for saying it is improvement about that Liquidity Risk . Trying to measure that. It is hard to do that in a vacuum, joe. Okay. Big deal. We can tolerate that, because your bullet point about the the lcr of 1. 5, is that significant or not . That is exactly right. The 2. 0 on the table is 2. 2, it looks like it is significant change. Trying to understand is that something we should do something about or not . There isnt a cliff here. There isnt a number that we will fall off the cliff. It is a cliff that we approach, and the selection of 1. 5 is to degree arbitrary. It says we dont want to have over a 3 year period we pay out more then we take in, so you draw a line. What is clear is your current allocation will push you over that line significantly, and the ones we are recommending will keep you well away from the line, but to say should it beis there a cut off . No, there is not. There is introduction of the concept we have Liquidity Risk it is unthinkable because we are pension plan because you have to have cash to pay benefits and have to pay capital calls and you get cash back, so all these variables we are trying to put into one place and give you oo chart to see the tradeoff. To tell you you ought to take mix 1 over mix 2, it would be very difficult. To tell you you ought to think mix 1 or 2 over your current allocation, i think that is pretty clear. Over your current policy i think it is fairly clear, but we are doing things here that arent readily done by others and trying to introduce a sensitivity to a liquidity in a quantitative sense. Yes, joe, i cant tell you couple things, how the denominator effect effects what we have to do or not do . 1. 5 is a number we want to watch. Are we comfortable with the range around or is or that do not cross line . I cant find which page it is, but when you put out the different portfolios and looking for the Optimal Portfolio, but indiscernible that is why i watch how it effectshow does it effect the lcr . If it doesnt, then why drop the 23 to 20, because there is issue about giving up the return for the liquidity. Thats why im trying to understand what is the optimal point that we aim towards. Commissioner driscoll, page 42 or 29 of the nepc presentation is exactly what you there it is. That is it on the screen. The papers are scattered here. Just to understand whichadvantages. The probability of reaching the ned more then 65 percent. More then 60 i say so it is already very high, because there is a cliff afterwards where we cant rebalance very efficiently, and we will have to consider as allen mentioned secondary. We dont want to get to the 60 percent and thats what we putwe put 65 and 60 is really the indiscernible in my mind, 60 is indiscernible and thats what we put in the indiscernible we put 65, 60 to me is at that point we Start Talking about secondary and we dont want to get there. The probability is low, but not zero and thats what we want to lower. I agree with you that lcr is less intuitive, yet a important part for us to consider. 3 percent reduction in private equity takes the number under the current down to those numbers. Thats the tradeoff. Thats what im trying to comprehend. It was recommended to us to go to 7. 2 a year or 2 before we did it, but what is the big deal . It would have made contributions go up a bit. We get that little degree of safety when cash is up but that is sponsor and active employees paying more in. They may or may not likethe lcr is better if you do that. They say you are effecting our cash flow so we have to have a good case why we are doing that and why im trying to find out the normal efficient frontier, i say i understand that. When you factor the lcr, which is very importanta third dimension, the board to vote on this it is significant change. We are not here to vote yet. Because what happened in 20o2, the denominator effect indiscernible that can happen again and will happen again. It will happen again. I said a lot. Just trying to make sure i understand what is in all the pages. Thank you. There is more to follow up on this. [difficulty hearing speakers] very good comments. Thank you. Any other questions or comments from commissioners . That was just a presentation, correct . Any members of the public wish to comment on this item . Seeing none, Public Comment is closed. Madam secretary, please call the next item. Item 8, discussion. Investment committee report. Well take the Investment Committee now. Investment committee report. In your packets you have the summary of the items discussed. I will not say anything more. I would just comment that it was really pleasing that everybody did attend and hopefully it was what they expected and i thank staff for putting together everything and look forward to the next meeting and we can all learn a little more. Great. Thank you so much. Any member of the public wish to comment on this item . Seeing none, Public Comment is closed. Madam secretary, please call the next item. Item 9, discussion item. Chief Investment Officer report. Thank you. In the interest of time, i will focus on the closed deals which required to read into the record. If there is anything else you want to me to cover or slides certainly let me know. The update on board approved investments, as the meeting february 16, 2023 the retirement boards approved commitment up to 75 million in indiscernible vestment 7. Commitment approved. The commitment of 75 million closed on march 14, 2023, it is classified as medium buy out investment within private equity portfolio. Next, eclipse fund at the meeting february 16, 2023 retirement board approved in closed session investment up to 50 50 million allocated between clip 5 and Early Growth Fund 2. The sfers investment of 25 million in fund 5 and 15 in 2, closed march 31, 2023. These are classified as Venture Capital within the private equity portfolio. Next, aries pathfinder. At the Board Meeting february 16, 2023 the retirement board approved in closed session up to 60 million to fund 2. The investment of 60 million to aries closed march 31, 2023. This investment is classified as credit opportunity investment within the private portfolio. Next, indiscernible global Residential Loan strategy institutional feeder fund. At the meeting february 16, 2023, the retirement board approved closed session the complete and final determination of the global Residential Loan strategy institutional feeder fund investment. That had been classified as Credit Investment within our absolute return portfolio. indiscernible Asian Opportunities Fund at the Board Meeting march 16, 2023, the retirement board approved in closed session complete and final asian opportunity fund. The investment classified as multistrategy investment within the absolute return portfolio. At the Board Meeting march 16, 2023 approved in closed session the final determination of the capital fund lp investment that investment classified as macro investment within the absolute return portfolio. Finally, tgp public Equity Partners approved closed in closed session classified as equity longterm investment. Those are all the deals to discuss here. Any questions on anything else i include in the report . Any questions . Mr. President , you are on mute. Any members of the public wish to comment on this item . Seeing none, Public Comment is closed. Madam secretary, please call the next item. Item 10, semifinal est presentation of general Investment Consultant candidates. [unable to hear speaker] moving on, on october 2022 Board Meeting, the retirement board approved staff recommendation to issue an rfp for general Investment Consultants services. The rfp was issued on november 1, and we received 5 responses by the deadline of december 15. Staff conducted rigorous and multiphase Due Diligence outlined in the staff memo, and it included review and ratings of the rfp responses as outlined on the recommendation. We then conducted focused interviews with each candidate, and that pass the first review and rating, then we conducted the onsite diligence, and multiple demonstration of analytical tools for each Investment Consultant. Finally, we also did reference check with both current and former clients. Based on the results of this 4 screening phases, staff selected two semifinalist that will present today. Wilshire advisors will start the presentation, and that would be fallowed by veres. We feel that both wilshire and veres reference strongly with public pension clients as well as endowment and they have a sophisticated infrastructure capable of supporting sfers in the need for Asset Allocation, liability studies, Risk Management and performance reporting. With that, ill give it to wilshire. Thank you. Good afternoon to sfers board. Thank you for allowing us the time to present wilshire advisor proposal for your next board consultant. Before we get to the main content of the presentation, i want to go through high level introduction of the team presenting today. You can find more detail throughout the presentation. My name is indiscernible i am a Senior Consultant and managing director and serve as the potential relationship manager. I am fortunate to be at wilshire my career which is 23 years of the firm. Over the last 14 years the focus is on providing consulting serving to asset ownerstia u such as sfers with emphasis leading our first of the kind Risk Management consulting business which highlight what we think is advantage our firm has with the foundation as a best in practice provider of Risk Analytics and something ill touch on more later on in the presentation. Ill allow the rest of my team to say hello. Good afternoon. Tom tote, managing director with wilshire. 19 year veteran at wilshire and lead our public plan vertical. I sit on the wilshire Investment Strategy committee, which is tasked with setting Investment Strategy across our client base, and would act as a Senior Consultant for the Client Service team. Good afternoon, lauren gilhouse a senior consulant on solutional client team at wilshire. I sit on the public plans pillar which most of my clear indiscernible texas teachers where i wore different hats starting in operation, transition to Public Market and sitting across public and private market as the head. That experience has been valuable as i now work with clients like yourself and look forward hopefully working with you all to better serve the employees of San Francisco. Good afternoon, my name is josh emanual, the chief Investment Officer for wilshire. I had 14 years with the organization and responsible for overseeing all of our investment related activities Asset AllocationManager ResearchPortfolio ManagementCapital Market research, quantitative research. I also chair Investment Committee and i am the cochair of Investment Strategy committee and appreciate the opportunity to be here today. Thank you. Thanks. On slide 4 wanted to start with a introduction to our organization. Wilshire was founded in 1972 and we just celebrated our 50 anniversary. As you can see, our 500 clients range across multiple business lines including discretionary advisory work for institutions and intermediaries. We also provide alternative Asset Solutions and multiasset class analytics. We believe the diversity of the organization and providing Investment Solutions is a benefit to all our institutional clients who portfolios are some of the most sophisticated in the world such as sfers. As you see on slide 5 we have extensive footprint with offices around the globe which highlight the size and breath of the organization. That includes 311 associates globally. Slide 6 is a detailed view of the extremely deep pool of investment professionals that we will tap as needed to serve this account. These aid the role working at the board independent eyes and ears in discussion with staff on policy guidelines and procedures as well as providing unbiased review of performance and benchmark objectives. Our independent allows to provide objective Investment Advice with recommendations based on data and facts and always with the goal of enhancing portfolio results. Lastly, before i pass to my colleagues i want to high lie dif rinchiators of our offering including the focus on public funds, our technology heritage, and our understanding of esg and indiscernible risk and customize approach to Client Service. We specialize in using quantitative tools and techniques and evaluating portfolio strategy and understand both the merits and shortcoming of some tools and will provide staff access to some of the most advanced Risk Analytics in the market designed for asset owners. This allows us to provide well rounded rigorous analysis to the entire sfers organization. I reference esg and dei, i now have my colleague lauren take yougive deeper dive into some of that work. Thank you. Our work with clients helping them achieve investment outcomes. Each client investment practice. To help guide the work with clients we have a handful of core beliefs. First wilshire believes man jsal material risk and opportunities is critical for longterm investors and there are risk associated with failing to do so. Like sfers we believe consideration of esg factors alongside traditional factors should provide a better understanding of the risk and return characteristics of investments. We also believe that materialalty matters. Not every risk is applicable to every investment. Help minimize risk and max imize opportunity. Understand esg means Different Things to different investors. There isnt a singular way to apply esg and the approach should align with the Organization Goals and objectives. Next we believe engaging with companies on specific issues offer investors the opportunity to actively seeks ways to increase value of the asset and create positive impact over time. Wilshire believes diversity leads to Better Business outcomes. Greater transparency on diversity is foundational to inform Decision Making internal and indiscernible [speaker speaking too fast] wilshire dedicated to enhance dei within the organization. This is done through effort such as Employee ResearchGroup Mentorship program and annual report to hold accountable. Also committed to encourage within our industry. This is done through external commitments such as the csa institute for dei code and diverse owned manager initiative which seeks to increase awareness and outreach. 40 percent of wilshire clients invest with diverse owned managers. Ill hand things over to my colleague tom. Thank you lauren. On slides 1012, you see a team with deep experience and institutional Client Management committed to serving the board for the longterm. Staff was able to meet with many of these colleagues during the diligence process. I think we had very productive conversations around all the critical topics with which the board is familiar, and this is one of the reasons we are fortunate enough to be here with you today. Our breath of experience allows us to assist the board in maintaining best practices in all aspckts of portfolio governance. Slide 13, the Team Leverage the broad resources of the firm across portfolio construction, risk and liquidity management and Capital Market research. Wilshire invest significant capital in the talent pool to insure we have the right people to serve the clients. Since 2020, wilshire head count has grown by all most 20 percent including more then 50 people here in california. As lauren discussed previously, this includes a inclusive focus on those with diverse backgrounds, experiences,b and point of view. Our traditional and alternative Research Capabilities means we are investigating and evaluating Investment Strategy across all Asset Classes. This information flow continually expands and enhances the knowledge and innovative ideas we can bring to the board. On slide 14, wilshire has the global region broad expertise to match the needs of you as a global sophisticated global investor. As the board consultant, wilshire will dedicate significant resources necessary to insure you have a true Strategic Partner in providing the appropriate level of oversight and governance for such a important pool of assets. This includes sophisticated analysis of asset liability modeling and liquidity management which josh will touch on in more depth shortly. As well as education and training for the board and that can take the form of more formal presentations, or informal one on one discussions in preparation for Board Meetings. We recognize the balance necessary to work soully on behalf of the board and maintain a professional and productive relationship with the staff. We are committed to acting as your independent representative insuring sophisticated day to day oversight of the portfolio. Slide 15 provides a snapshot of the institutional client base. I would simply highlight we have a longstanding relationship of the size and complexity of the sfers portfolio and fully prepared to handle the workload in servicing in. With that, i will turn it over to josh. Thank you tom. I want to briefly take you through some of the highlights of our asset liability study approach. I want to start saying wilshire believes is fund benefits promised to participants and the role of Asset Allocation is maximize the safety of the benefits and minimize the cost of funding those benefits. We deploy our time tested Capital Market assumptions and approaches to those assumptions in combination with benefit streams and investment policy objectives to go through a series of optimized portfolios with the staff. As part of that process, we obviously are mindful of the current volatility in markets and how they can effect funding status, but also have a number of difincherated approaches to complement mean variance optimization approach specifically to the approach to factor exposer. On page 18, provide a brief overview of the benefit of utilizing economic factors from Asset Allocation perspective. Specifically, when you look at economic efficiency relative to traditional risk and return efficiency you can have a unique perspective what drives the performance of your asset and what type of economic scenarios your portfolio is likely vulnerable to. If you look at the exhibit on the right you can see a variety of different Asset Classes that are plotted against the growth factor exposure and x axis and inflation exposure on the y axis. I call your attention to the u. S. Treasury as a example having negative in inflation and growth. Growth assets such as private equity and public equity have positive relationships to growth but negative relationships to inflation. Specifically point to the strategic Asset Allocation shown in the red circle, as you can see there, that portfolio exhibits positive growth exposure and negative inflation exposure. That is consistent how many plans are positioned today because of the contribution to the risk of the more growth sensitive assets to the portfolio. I call your attention to real assets. Real assets exhibit a positive sensitivity to growth and meaningful sensitivity to inflation so understanding the different segments of the Asset Allocation landscape can understand and compare different types of portfolio optimization which optimizing and incorporating constraints on growth inflation to see if you can achieve similar risk and return profiles while controlling for inflation and growth sensitivity. On page 18, you can see our approach to asset class bucketing, and thats specific approach we bucket together growth assets, defensive growth assets, which are more credit sensitive type of strategy and lower volatility equity, defensive inflation sensitive and diversifying and can take this custom basket approach and apply the same economic factor when developing a Asset Allocation structure for a client. This importance goes beyond just economic efficiency, but also relates to liquidity which is a big topic of discussion and ongoing topic of discussion for many plans. If we move to slide 21, i want to address innovative work we have done and specifically talk about wilshires liquidity metric. We essentially reflect high liquidity and low liquidity assets and is a scale 0100 percent. 100 percent is highest degree and 0 is lowest degree of liquidity. With that framework, we attach our economic factors, so our growth factors and inflation factors, and we use those factors to basically stress the liquidity of the underlying assets, so for example, we discount growth assets based on sensitivity to the growth father and that leads to meaningful discount. The reason that is important because liquid Financial Assets, while liquid in nature in normal markets often times when you need to access that liquidity that is typically an environment where those assets can be impaired or more distressed in valuation, so what this allows us to do is discount the liquidity of it assets whether growth or inflation assets based on the sensitivity to the different market rezemes so it is a very good complement to a liquidity coverage ratio, because you can further then stress test those liquid Financial Assets that are very important meeting a plans liquidity needs. Ill stop there and pass over to ali. Another additional point on the liquidity metric, commissioner driscoll you asked questions during the asset liability presentation trying to eval uate in a vacuum. One way that we really like to use the metric when it comes to Asset Allocation decision is compare and contrast the different mix of portfolios and how it effects the metric. We feel it is a very intuitive way of comparing these portfolios which are going to be part of the process that go into the discussions ongoing, so we are very very excited about it the prospect of able to apply another metric on top of the very interesting ones you guys already incorporated into your framework. In terms of invasions, the last slide i want to leave you with here is page 22. As i mentioned, wilshire is a pioneer in developing risk tools for asset owners. It is a area of focus for me in my career and spent much of my time developing a lot of the tools again with the asset owner in mind. Sfers is already a client oil wilshire. You have used our wilshire compass system quite some time and we are all pleased with that. I saw in the presentation that the optimization model incorporates the wilshire compass system. In our eyes the next generation of these tools is risk dashboards that utilize security level modeling. We model your port fol eio security by security based on traenz paerns into our legacy risk models, and then produce information in a interactive web based platform that allow staff to view the portfolio interactively. It is something we are all very proud of and demoed to staff recently and we are including those dashboards as part of the proposal to sfers. In closing, we feel the combination of all the items discussed today position wilshire to provide sfers a robust Dynamic PartnershipGoing Forward. You should all be very proud of the accomplishments of this portfolio up to date. As already discussed, i think throughout the day there are risk Going Forward as it pertains to liquidity and those risks need to be addressed and we feel we are the right partner to help you address those risks. We know how challenging change can be but we want you to know how committed we are to making the change as successful as possible. We are hungry and dedicated at the prospect of working for you. We respectfully ask today for the opportunity to be your next board consultant to help you steward the portfolio Going Forward. Thank you and with that, we will answer any questions you may have. Commissioners. I have questions but dont have to go first. You can always go first. I dont to be redundant. Let me start then. Wilshire has a certain percentage of money or assets indiscernible correct. Do you use the same reasoning particularly for the Asset Allocation mix . Absolutely. Okay. Are any of your clients significant endowments . We do have if doument clients. Significantendowments who have say a Portfolio Allocation as sophisticated as ours . We do have allocations as sophisticated as yours. In the endowment area . There is reason i ask. In the endowment area i probably have to get back specifically of the level of sophistication. Endowment portfolios are indiscernible it is follow up, not a score making. Okay. The asset return forecast are generated from inhouse, correct . Correct. The Correlation Matrix in here is that done by a result of your own forecast for the assets and historical . Okay. Correct. Trying to find if the sample you didi was trying to understand how you got the making comparison so ill skip that part. I think it was page 18. The factor analysishow many different factors do you consider and then ill ask how you do it or whatever you think it has a big effect in the outcome . Specifically for Asset Allocation process, we consider two factors. Growth and inflation. Those two factors. Those are economic factors. We have tools to explore sensitivities from a risk perspective from other factorss but in terms of optimization, growth and inflation. Commissioner driscoll, those are the factors that we measure in terms of sensitivity for all the portfolio mixes we model. Page 19, we also then bucket Asset Classes and i want to make the distinction in terms of the factor by the role we feel they play. This is similar to the Asset Allocation you already designed woo. We are in line. In terms of factors and bucketing we have more then those two. Those are met to address the sensitivity of portfolios to address issues with correlations that can arise. Coorilations correlations can be unstable and it can be somewhat of a issue so we try to complement the mean variance approach with the economic factor that josh walked through. Okay. So, the two factor helps you make your recommendations to your clients and or when you run your indiscernible okay. Correct. I think question 21 you were asked to comment how accurate you thought your forecasts were. The way i read the answer, i say you didnt answer the question. There are the two graphs. Im curious how strong do you think your forecasting abilitynot looking for ajust trying to get the range of accuracy, forecasting. I believethere was request to show how our historical return assumptions have done relative to history. I think youll find certainly from a fixed income standpoint, they essentially have been very very close to history. Land themself to being easier to do. indiscernible just trying to understand. In that study, there are several pages, other examples where the equity assumptions are compared to history. Okay. For when you actually make your allocation mix, you combined it, right . The factors with asset forecast . Right. If you do it it is additive. The way it is written in here, youwilshire way of doing asset mix or waiting that is a huge task. It is differentiated so trying to understand that differentiation whether it is competitive advantage or not . In terms of development of the Capital Market assumptions, in that exhibit reference the equity performance over time, youll see some number of the components of the model that have been more indicative of performance of equity Going Forward which is why we made enhancement to continue to improve on the forecasting ability of our equity forecast. I wanted to point that out. Also, in terms of the growth inflation factors and why that is differentiated, two biggest factors sensitivity rezemes from a Macro Economic perspective that plans need to be mindful of, and this is more macro related are growth and inflation. I think last year is a prime example of that, where correlation, the reason we develop this is correlations can be unstable in environments like that. They can break down and so what we saw in 2022 was a environment where correlation broke down. For those investors who considered growth and inflation factors in the portfolios, could recognize in advance of a year like 2022, that their portfolio had perhaps undo sensitivity to inflation as a example. Because of that, by incorporating assets that have greater inflation sensitivity when we run optimization and sufficient frontiers you can compare two frontiers and one that constrains on the inflation factor, and you can build a portfolio or seek to build portfolio that achieve a similar risk return profile, but also achieves more inflation neutrality. Going from a negative inflation sensitivity to perhaps a more inflation neutral portfolio because of the incorporation of inflation sensitive assets. We find that to be very very important. There will be more environments like this in the future and we think that is a key dif rinchiator . How long have you added it into the operation and using it opposed to studying it . So, our growth inflation factors introduced 7 to 10 years ago roughly. 7 to 10 years ago. Ment since that time we use as part of the Asset Allocation process. So it isnt brand new for us. Thank you. The statement diversification offers less protection against drawdowns. Were you addressing that point, that explanation . Diversification may represent less if it breaks down. Looking at it from a economic efficient approach you can get a different perspective. Okay, before i get to the you started as a technology company, you are grown and are huge. You collect tons of data and and data is growing. For all the people you have in the wilshire kingdom, are any from data scientists . Yes. In fact i have a team that i work with, addressed in the resources page, called the alpha Strategy Team and what the team it comprise of ph. D and mfd and the responsibility is evolve and enhance the process. We developed the number of Technology Based solutions that allow us to run portfolio sensitivity, conditional analysis, stress test portfolios, analysis to measure performance of managers. We also utilized that team to develop a number of market signals to improve the market intelgence, global valuation, heat maps, we have a Quantitative Team and they are a big drive of the invasion at wilshire today. I echo the point. In my role working in terms of developing comprehensive Risk Management solutions for asset owners, that talent pool is tremendous. The work they do is really really innovative, and the important point, our mandate is the board consultant is to help with the Asset Allocation and governance process and help with measure performance and report performance to you, but you also will be tapping into the eco system of talent tap under to as needed to service your account as mentioned my comments and i cant understate how important that is from our standpoint. Great. This will be my last question. I assume that anna and kurt and allisoninterrogated with the site visit and rfp, i focus on one or two issues important to me. The phrase converting risk to attractive returns on page 44. Powerful statement. Just wonder if you can explain that statement. Eel ill start and pass to follow up. We are not about managing risk being risk avoidance. As investors you have to take on volatility to achieve the return. We dont think it is just about reducing or eliminating the risk it is find ing the right type of risk and you get com sated for and mitigate those you dont feel you are compensated for. One of the points ill highlight in our section on invasion is approach we have come up with called actionable active risk. We laid out with public funds and gotten good feedback and the idea in terms of the active performance, a lot of that which you realized over the last few years is driven by the excess return from the private market and that can be really large in terms of dominating the tracking of the portfolio and mask some of the risk in other areas of your portfolio, primarily in the Public Market portfolio, because of that large effect. One way we dealt with that is coming with this actionable risk metric where we eliminate the contributions that come from the inactual asisets, such as private markets and allow a risk budget applied to the actionable component t. Is targeted in a way to make sure the risk you are taking in terms of active decisions are those you feel you can be compensated for and allow to mitigate the risk you dont feel you can be compensated for. Okay. There must be a story that would go with that. Dont explain it now. My curious point, have you asked them to explain or prove this point . You got the evidence . Thank you. Let me just say one thing, i have been through a lot of these searches. I have to commend the staff. The level of Due Diligence starting with the rfp and on psite and follow up calls is one of the extensive i have been through. Thank you, that concludes my questions. Any further questions . Okay. Thank you. Thank you very much. We appreciate all your time. Can you hear me . Okay. Good afternoon, and thank you so much for the opportunity to speak with you about our firm, and provide you with hopefully a understanding of how we would work with you. My name is name eileen neal and with me is shelly higher and scott wayland. There are three statements that we would like to leave with you. If you remember anything what we say about our firm, and what we have to offer and are that is number one, [difficulty hearing speaker] very experiencedwe worked with a number of public funds all over the country through all types of market environments. Number two, indiscernible with San Francisco indiscernible because we are hundred percent employee owned, and we only have one line of business, and that business is providing institutional consulting to plans sponsors such as yourselves, so all these paid to us by the clients indiscernible into the Services Resources personnel that serve those clients. The third is that we have a very robust process regarding asset liability studies and asset Liability Management and indiscernible with that, well introduce ourselves our background. Ill start with mine. I have a over 30 years of institutional consulting experience. The bulk of which earned at my predecessor firm, wilshire. I have been at verus now 5 and a half years and throughout my career, i indiscernible serving largely public fund client but works with other sectors as well. I have a strong reputation, a positive one in the industry for being a not only knowledgeable, but also someone that is straight shooter if you will, and that will provide you with solid advice. I know a common criticism of consultant is we sit on fences and dont provide clear opinions and thats not true of verus and certainly not true of me. My name is scott wayland, been with verus over 20 years and i 3 primary functions at the firm. I head the Public Sector team and in that role i make sure that the consultants are collaborating and implementing best practices with our clients. I also serb serve on the madgement Management Committee and there bring perspectives from the field to make sure the executive committee which shelly sits on, has the information they need to manage the firm now and into the future and most importantly, i serve 5 client relationships, 4 of which are California Public plans, 1 of which is across the bay in Contra Costa County and indiscernible i do my best to make sure they meet their investment objectives. Also, i work with the client on the other side of the bay, Alameda County as well as state level funds, such as indiscernible state of wisconsin, which are two very well known and respected funds. Im shelly higher, the president of verus, been with them 23 years. I oversee consulting and Investment Research teams and in addition also active Senior Consultant on a number of our key client relations such as what we are proposing today. I would be a member of your team primarily responsible insuring this capability experienced team has the capacity and continues to maintain that capacity and resources from our Investment Team to successfully meet but hopefully exceed your expectations. indiscernible scott or eileen i would also quickly step in to make sure you have two senior experienced professionals involve in your relationship on a day to day basis. In addition to the Consulting Team we spent a lot of time thinking about the supporting team and the role there. Ypt to start just by saying we are problem solvers and the folks on this page really are there with specific skills to help sfers solve their problems. One example is, we identify a issue with our private credit Capital Market assumptions, and the fact that just one catchall Capital Market assumption for private credit didnt reflect the way our clients were implementing the portfolios so thomas garret, who heads up the team that develops our Capital Market assumptions worked with chris shellby who heads up the team who researches private credit for the firm and come up with 5 different and specific private credit Capital Market assumptions we bring to reflect the ways in which our clients implement their private credit strategies. Thats just one example, but a good one to show how the folks on this page really Work Together to solve client problems and we would anticipate doing the same for you. I like to move on to the next page to give you a brief introduction of verus. Before i do that, i need to preface about our Business Model. Our focus is service sophisticated institutional asset owners served by experience and season Investment Consultants who are supported by extensive Capital Markets, risk and Manager Research support. To keep that in mind as we go through the statistics i have on this page in the upper left corner it talks about our team. We have average number of clients to consultants of 5 to 5, and our target as a business about 8 to 1 as our maximum. To serve the sophisticated indiscernible maintain the low client to consultant ratio and capacity and focus and attention to the unique needs. The team we are presenting today has 12 clients total so 6 to 1. We have ample capacity and that is my job to make sure we maintain that capacity for San Francisco. Another thing on this page in the lower left you see comments about our size. This Business Model has afforded wonderful level of growth, we are proud to be the 10th largest Consulting Firm in the u. S. We have 650 among friends in assets, over 500 billion is public pension assets. We work with the most california plans, we have 13 California Public plans we know your peers, we know your folks in the area and we work with a number, 20percent of the state plans. These two individuals, hundred percent of the clients are public plans so our firm has quite a bit of experience in public Pension Plans and your team is extensively experienced in public plans. We are able to bring you thoughtful research. The other comment on the page in the upper right corner, it is under the category of commitment. It is important to note our Business Model insures no distractions for the staff and eileen and shelly of verus and minimizing if not eliminate conflict of interest. We only have one source of revenue, the checks that come in and pay our bills are from one type of entity and thats institutional asset owners. No money manager business, those are ancillary business or software or service. We are proud to be and continue to be employee owned. 35 Share Holders of verus you are look at 3 here and it is important to us and that afford us a lot of continuity in our Consulting Team. The bottom of the page there is a couple statistics researched throughout the conversation today you will hear highlights. There is a lot of details about board education. The publications we made. The commentary on sbe. Ill take to the next page and tell more about the team behind scott and eileen and myself. Page 4 shows all our people. 84 investment professionals which comprise 95 percent of the total employees because we only focus on one line of business. Scott gave great example of the access investment stats for San Francisco as well as the board will have to our Research Team members and solving unique challenges or learning about unique opportunities. I thought i would highlight on this page how esg is covered by our invest ment team and we got a page in the back i think page 20 that gives a better sense what ill describe for you. Esg integrated within all of our teams. All cover esg. The firm underwent the csa intert Institute Training and Certification Program rkss and we used the methodology as a standards basis for communicating and educating for rating managers and classifying managers and strategies across the spectrum of esg style so a highlight how we cover that, again if we have time later we can cover esg further. indiscernible provide discussion about the Current Asset liability study, because we believe that Asset Allocation is the most important decision that you as a board make as well as articulated during that discussion. Our approach to assisting clients and developing a Asset Allocation policy is via study. We think it is important to take the holistic integrated approach because it isnt just the maximum return given the level of risk you are seeking to set your policy on, but its Asset Allocation policy effect thewhat we consider key pension risk metric. On this slide in front of you, we basically focus on these 4 sort of quadrants with respect to the liability side of the asset liability study process and we took a look at your actuarial valuation and some of the information related to the Financial Condition of the fund and you as stated very fortunate. You are pretty much fully funded, you are in a unique position relative to peers so in terms of volatility the funded status we say there is low concern at least at this point in time. In terms of contribution policy, again, there you got this risk sharing and at this point in time with discount rate assumption that you have, there is a lower commitment if you will then ifi think this was mentioned earlier, if that reduced further and would prompt higher contributions from the employers and employees. At some point, employees are going to assume hundred percent responsibility for the contributions to the fund and at that point the volatility associated with contribution policy will become a bigger factor in the evaluation of policy alternatives so that leaves the bottom two quadrants of the circle and cash flow, as mentioned earlier, the plan is currently cash flow negative and projected to go 3 percent. That is modest. The raisk range we are seeing is 36 percent range. That is probably a lower concern related to liquidity, but the remaining quadrant, the level of liquid assets, the fact the plan is roughly 40 percent liquid is clearly the most significant focus with respect to the key pension risk metrics and so it is understandable why a lot of the discussion earlier was based on the liquidity coverage ratio. We believe the integration of liabilities into the consideration of the Asset Allocation policy is so important that we have subcribed to the indiscernible asset liability modeling platform which is the same platform used by most actiaries in the industries. That insures that we arehave a high degree of conviction when we examine the volatility or risks associated with some of the metrics we covered that we have the right data and not making our own assumptions and potentially not reflecting in our projection or in our advice, the right foundation. The top two exhibits on the slide are very similar to what was included in the information you saw earlier from your consultant and staff. The bottom two exhibits give you a sense of the level of customizationism bogets of the exhibitsed were created as analysis specifically to address clients unique considerations and so we havebecause we have risk professionals on staff and risk is a core element of our Consulting Services, and we have resourced ourselves in order to appropriately reflect the risks that you face as a plan sponsor, we are able to produce highly flexible and customized approach to asset liability studies. The next slide we presented to the staff when they came on site and theill focus on the right hand chart, because that is specific to San Francisco. What we did there is kind of a 3d chart, is we are looking at how the funded status may vary if there are fluctuations to the contribution levels as well as the discount rate assumptions, so it gives you a flavor of the depth and breath of the type of information that we incorporate in a asset liability study. indiscernible from staff on the liquidity coverage ratio developed by verus, and it was developed to address a specific client need, a client that like you has a total Asset Allocation policy that incorporates leverage. They are 10 percent leverage so they were very concerned, because when you introduce leverage, you then have to introduce a indiscernible i will say that your staff has kind of solved that issue by the very creative solution of incorporating or integrating a Credit Facility with the security funding pool income. On this slide and indiscernible from the commissioner about is 1. 5 liquidity coverage ratio the right level . This particular chart shows one analysis where we are looking at the variability in that ratio under different drawdown scenarios. As part of our process of working with you to engage in asset liability study, we would actually work with you focusing on what the appropriate target and range around the liquidity coverage ratio target would be and scott will talk more about that process. We also employ a factorwhat i call a factor based Asset Allocation policy and that works very well [audio cutting in and out] views risk in Asset Allocation policy. We were early adopters integrateing factor risk analysis into all aspects of the Asset Allocation setting process and in Consulting Services and so this slide is another slide that we covered with your staff during the on site and this shows thethe most left side the current target for the San Francisco portfolio and then two alternatives we looked at that basically looked at different risk levels, but still incorporating leverage but Different Levels of leverage and that was discussion point earlier. Here we are just comparing a Capital Allocation diversification, versus the factor allocation diversification and clearly it is a very different picture and clearly even though you have exposure to many Asset Classes in terms of the Capital Allocations, the risk is highly driven by equity risk exposures. I appreciate the time that you guys have committed to spending with us and going through the process today. One specific thing we were asked and wanted to make sure we responded to was invasions that we as a firm have come up with and i think objectively speaking we have been very strong in this area. There is four i listed here that were impactful for clients and industry as a whole. I will go through three of them samarally and dive deeper on one. I want to start with our Risk AdvisoryService Business that evolved over many years, become what we believe the Gold Standard in the industry in this area. It is a powerful tool fundamentally we use that allows those that are so inclined to evaluate the risks in their portfolio, efficiently track manage and communicate the multitude of risk factors using proprietary dashboard we put together. Ill skip over the liquidity coverage ratio for a moment and come back to that and talk about our enterprise risk tolerance assessment alluded to earlier. This came about based on our observations of the series implications to Pension Plans that came from the tech level bursting and really relatively shortly fallowed by the Global Financial crisis and what we found was that most plans consider return first and risk as a residual outcome of the process of trying to meet the return rate. Which is backwards. You should understand your risk tolerance and then get the return as a residual outcome. indiscernible understanding the return is at least equally as important as risk but it is chicken or egg thing and we believe understanding your risk tolerance comes first. We do that through a multitude of approaches. indiscernible commissioner interviews, staff interviews, along with assessment of the ability of plan sponsored to incur risk and really thinking of it in terms of plans sponsor health and we like to do this at the beginning of every relationship and also periodically throughout the relationship. We also have a invasion, maybe one of which im most proud of and that is the iidc. The Institutional Investment diversity cooperative which is shellys brainchild and she brought this to life through her tutelage. This is something that follows on to a truism that i say often and that is you get what you measure. [audio cutting in and out] developed and implemented a clear measurement tool that all parties in the Investment Consulting business can access through investment where theres set standard of measurement of diversity across all Investment Managers and then what shelly did next was she went out to all our colleagues in the Investment Consulting industry, got 27 of the largest to sign on and commit to insuring the managers they evaluate our submitting data to investment and now there is the 27 investment Consulting Firms and 43 trillion in assets under advisement that follow this protocol. That brings me back to the liquidity coverage ratio, and what i will say there is, first of all, we were very proud to see that you guys use it that your staff uses it and also tell the story how can came about. As a illustration of how we work with clients in developing these invasion. indiscernible of one of our largest public Pension Plans who was very concerned about the level of illiquid assets they can have. He come to us and asked us to think about the problem. We did some deep research surveying the landscape of public funds and other Institutional Investors about how they address it and really learned that there wasnt a lot of thinking that had gone into it. We landed on the liquidity coverage ratio defined by the basal 3 regulatory rezeme and spent time to see if that made sense and established it did and we were really enamored with the simpplicity and elegance in the simplicity. Provides a good powerful lens into the liquidity question and how much indiscernible through setting a range, doing both deterministic and indiscernible stress testing and really just trying to identify the sensitivities of the ratio, but we have used it every since. We use it frequently with clients. I had a conservation with a client yesterday indiscernible accurate as possible, and this was i think a good example of how we could partner with you to insure that through invasion we are bringing the best answers to solve your problems. I know we are pretty close to time, so want to wrap it up and by saying basically what we started with, that we hope that you do take away what we believe are the key indiscernible number one, our team is very experienced in working with funds of the complexity and size of San Francisco, and we are used to working with funds with staff that is very experienced as yours is in a very collaborative fashion, and working even with other consultants in order to ultimately achieve your objectives. We believe we were on team San Francisco and all on the same team so we are always very collegial even when sometimes we have disagreements potentially as they arise. I think second, we are again very aligned in that 100 of our personnel and resources are dedicated to the provision of Consulting Services to institutional plan sponsors. No conflict of interest. No indiscernible businesses and 100 percent of your fees go to supporting resources that are for yourselves. And, i think the last point hopefully we made in spades and that is we have developed robust resources, so we have been wise in investment of client fees and developinginsuring that we got the appropriate analytics and personnel and processes to support fiduciaries for very lanch large funds making the important decisions you do which is primarily Asset Allocations but there are many others we didnt touch on. With that, we thank you so much for the opportunity. We would love to partner with you as your consultant and with your staff under the leadership of allison who i know from a prior life and respect tremendously. We are looking forward to your questions. Any questions from commissioners . Okay. [difficulty hearing speakers] thank you for the presentation. I appreciate it. One piece that stuck out while you were speaking is founding of the diversity cooperative and also, the firm is hundred percent owned by employees. Can you talk more about how verus implemented diversity Equity Inclusion initiatives internally and how your company indiscernible happy to do that. Kick me if im talking too long because i can spend a wlaut of time on the topic. We are folk just ask you to be brief. I will. We have a tight agenda and are goes to lose quorum shortly. Not related to you all, but i just wanted to put that out there. Thank you for discretion. There are three things we focus on and most importantly this is coming from the top down. This isnt a committee in the corner trying to push these things, this is coming from the ceo and myself and our executive committee. We focus on diversity in 3 important area. Us, what we do to support Diversity Inclusion at the firm. We appropriate hr practice to insure diversity in recruiting and promotion practice. We have a strong pay equity practice and then we have quite a bit of focus on inclusion activities and can go into those in more detail if we have time later. The second later is work recognizing the role we play as gatekeeper frz institutional assets. Asset managers need to come through us and not just your mandate but most of the clients we are the gate keeper frz the asset manager selection. We have a Important Role there so weextended that to become the iidc but we believe diversity isnt just measured by it ownership of the firm but also the composition of the staff and the key Decision Makers and so we focus iidc on investment Decision Making professionals diversity and Getting Better data around that. That will contribute to further Economic Growth as well as alpha or results for the clients. And then the third area is respect to clients. We have put quite a bit of effort into growing coverage of diverse managers. We have data on managers that have diverse teams and indiscernible considered by our clients. Those are the three areas we focus on to make sure we make impact on that front. Thank you. Other questions . Yes, i can follow up because that was going to bei think commissioner indiscernible that is a major question on dei. You talk a lot about esg and how you incorporate [audio cutting in and out] you talked about minority managers, how many minority managers are you deal wg today . That is a good question and will give guesstimate numbers and happy to circle with specific numbers. It is important to remember we characterize managers and track them in the database and track are they diverse owned because that is a common industry so we have quite a few of those. Also identifies with diverse teams. And then we probably have over a hundred managers in our database that we tagged that were researching in conversation with. I think we have 20 or 30 we have assets with. We are working to grow that number and happy to circle back with actual dollar amounts. Love to know that. When i look at the verus team it isnt reflective of that. You are right, we have work to do onthality. That. We have a number of public plans with diverse manager programs as well so we can also provide more on that. We helped to develop many emerging diverse manager programs for clients and helping have dedicated exposure there. Our approach i think that is really important and what is most successful is integrated into all our Due Diligence. Every manager that we talk to we are understanding what is going on, what are they doing with diversity and promote inclusion and doing to improve the diversity of the organizations and can report on that. Every one of the Due Diligence memorandums have a section on the diversity. It is part of everything we do. You cant hold a manager to the standard you dont practice. Right. indiscernible we are holding the standards so the network and framework and disclosure standsards we promote upon Asset Managers all the consultants said and well do the same. Exactly. You canti cant ask you to do something indiscernible when i look through this t is like okay commissioner bridges can i respectfully jump in and try to address that . Looking at me as a old white guy, you indiscernible respectfully we are based in seattle washington. That is our headquarters. It is not a known area of diversity. So, the talent pool we are choosing from isnt representative of the broad diversity across our country, so im not offering that as a excuse, it is explanation. I will say that we just recently hiredwe just starting a chicago office. We recently hired couple professionals there, and 50 percent of that hire is one is a black woman. It is one person, but we Pay Attention to this and are try toog do better. Thats what i was looking for, the commitment, and that is basically what started my question t. Is one thing to have it on paper, but when you talk about the cooperative but if you are not practicing it, then understood. B it is hard to track for me. Also, the team that we highlighted both with thethose are very very senior dedicated folks. We have a lot of other folksverus is a firm indiscernible it should go indiscernible thank you for the explanation. We are creating opportunities hopefully for those individuals that we are bringing in that are diverse. And also what you give back into the community in seattle. We are. indiscernible i think that is even more important. It is. Thats not measured. It isnt measured but indiscernible what you give back to the community to support the community that you hundred percent. And it building the Talent Pipeline for the future. Exactly and that is where you pull from. Which i think is where most of the focus should be, but its not. Thank you. Any other questions . Yes. indiscernible the services you can provide, what is the short answer what you do for wisconsin . So, wewisconsin does not use general consultant, which is project work for them . No, no, no. They use stable board consultant for different activities or functions and they retainer consultant. We are a retainer consultant there, and have worked with them for many years, and we worked with them in two capacities as indiscernible a benchmark consultant, and compensation consultant. Wisconsin manages 2 3 of assets inhouse and they have Incentive Compensation Program for their staff to reward them for that internal management, and in order to provide sense of compensation that is reflective and objective of their performance they need good benchmarks so we work with them to develop benchmarks for assets classes, individual mandates. It is 50 plus benchmarks public and private and we developed another invasion. A compensation metric and we do on a project basis this type of project is assisting entities, mostly endowment foundations with investive programs establish metric for their teams and that is what we have done for wisconsin and we update that every year with the board. Thank you. The ert, you doyou have a process interacting with board and staff with this ert . Yes. I assume it is proprietary product . Yes, survey we develop. You wrote here that indiscernible you thought our risk tolerance was 18 percent . indiscernible im not sure we have made a statement about your risk tolerance. Maximum of 18 percent tolerance. That ring a bell with you . Nope. It is in here. Okay. Can you give a page reference to kraez address it . I congratulate you indiscernible stuck your neck out by answering that question that way. Thank you. There is no right answer, but curious how open you would be with us in your opinion. indiscernible lets go back to risk tolerance. You have different clients with all sorts of different situations. You were here a hour while we were talking about ourwhat i was leading to, i think a question was, did you have advice for us now and did i read correctly that you suggest we go up to leverage of 1. 5, not 1. 0 . No. What we have done to this point in terms of your policy is just provide a couple of different scenarios that if you wanted to reduce risk, which sometimes plans when they are fully funded have the luxury of reducing risk, and so thats a possible alternative because i dont think you are there frankly, but you will be probably in the next 1015 years. So, that was a alternative that we provided to staff simply to give them a sense of how the process that we would work with goes, and then the other alternative was to increase leverage, and keep the risk level the same as it is currently. But we would really in order to answer that question well, we would have to have an understanding of what your risk tolerance is as a board as many Different Levels in order to answer that properly. We are assuming your current risk level is reflective of your risk tolerance, but you probably havent engaged in the process you would with us at that level. I will make this the last question and wish i could findi think page 34. Dont waste your time look frg it right now. When you take clients, new client through the process, do you think they actually significantly changed their risk tolerance one way or the other . Good question. I have been through this process numerous times, and this is education process for both consultant and board, and i think the answer is no, not significantly. It is a conformation of where they are. Some focus on different risks and this isnt just one. You use the 18 percent. This isnt just one risk metric, its a holistic approach and largely qualitative approach of circling in on where the board is comfortable. But i think the simple answer to your question is, not a lot of significant changes across the clients i worked with. Okay, thank you. If i find the reference to the other question ill let you know. That concludes my questions. Any other questions commissioners . Whats the next step madam cio . This isnt a action item. This isnt action item. At a future meeting, the staff will come back with and work on a recommendation. Thats what i assumed, i just wanted you to say that into the record for anyone listening. We had two presentations by two different groups so didnt want to abruptly go to next item. Thank you. Will there be a opportunity to provide indiscernible follow up with staff beokay. Absolutely. Thank you. Any members of the public that wishPublic Comment on this . That was item 10, right . Member ozf the public that wish to comment on this item . Seeing none, Public Comment is closed. Madam secretary, please call the next item. Thank you all very much. Thank you all for coming. Thank you. Item 11, action item. Recommendation to hire Mercer Investment llc for Public Markets investment Consulting Services. Before we do that, commissioner heldfond has to make a statement. You have to turn your microphone on. Im going to abstain from this item. Recuse myself. What we should do is make a motion to recuse and vote on that. Motion to recuse commissioner heldfond . indiscernible we have a roll call on that please . [audio cutting in and out] does this relate to what we are doing . The next item. Okay. He would be too late to recuse himself. [roll call] 4 ayes you are excused. Please call this item madam secretary. The same item . Yes. Hold on a second. I am ready to go. I want to be cognisant of time. I have 7 minutes. I think this is a staff recommendation, so unless there are real questions from commissioners, this should be a pretty straight forward item and dont think we will have a presentation. If there are any questionsdo you have questions . Yes, i do. Okay. We might notgo ahead. It wont change my vote. I will follow up afterwards. That would be helpful. Because of that, since there are not any questions, can i have a motion to approve this item . I move adoption of staff recommendation. Second, please . Second. Motion made by commissioner driscoll, seconded by commissioner thomas. Any members of the public that wish to comment on this item . Seeing none, Public Comment is closed. Motion by commissioner driscoll, seconded by commissioner thomas. Can we take thisall in favor . Aye. Opposed . Okay. The item is adopted without objection. Call the next item. Please bring back commissioner heldfond. Item 12, discussion item. Esg practices and cim group. You can go ahead. Okay. This agenda item is on the agenda at the request of the board. As you recall prior meetings you asked for us staff to talk about detail the investment with cim, the extent of the investment and cim practices. As a prefacef the conversation i want to say as a matter of business practice we do not discuss individual Portfolio Holdings of private market investments. These are subject to confudench yaelt. What we can discuss is assets management, the funds generally, sfers less Due Diligence process and our general esg findings at cim. We have 109 billion invested with cim. Through a number of funds and majority of the funds in particular are core where we are largest exposure, performing well and exceeding benchmarks. With respect to esg, the sfers organization and staff is committed to considering esg factors in the selection of funds. We take the issue associated seriously as it relates to longterm risk and return. When we hire manager and we seek board approval, the team is done extensive Due Diligence process. We sent to the manager asset questionnaire, meet staff and include as you know esg selection in investment recommendations that go to the board for approval. Esg is tailored for the investment we invest and as it relates to investing with Real Estate Managers factors we would take into account is looking at Property Management practices, tenant and Labor Relations and community engagement. Beyond the diligence when we recommend higher of manager we do rotating review of managers once part of the staple. We also do ad hoc review if matters arise as things come to the attention and in the news we will engage with managers in these cases. Keep in minds sfers is a limit ed partner and does not direct Decision Making on individual assets. Specific to cim, what has staff done . In 2021, we conducted Due Diligence on cim esg practice. Had over 20 conversations and meetings with cim over the last 2 years, many conversations have specifically been relevant to esg or part of a broader conversation. We reviewed cim policies. The esg reports. Other documents, and some cases engage in dialogue regarding practice and issues at Portfolio Holding level. Those cases we talk to Investment Team and many cases talk to Property Managers at specific property locations and assess statistics regarding those particular holdings. After the thorough research and ongoing dialogue we had with cim, the team concluded that there were no identification of material issues associated with cim practice that significantly impact the risk and return profile that we underwrote. We will continue to monitor cim and have engage in dialogue with them to understand as they evolve their practice and address issue what progress continues to be made. They also have been in close dialogue with us and been accessible to answer any questions that we have. So, those are my general comment and i welcome any questions from the board. Commissioners, any questions . Realizing this is evolving issue. I have one question. This cim issue relates to a property involved in that we are not directly involved in, but relates to the activity called organizing. Im just curious then of the attributes and we try to assess any of our investments with, when it comes to the people who own the company or general partner, is that a issue we ask them aboutnot about how they manage their own people, but if they get involved buying Portfolio Companies where they may have influence on how that Company Operates and how they treat their people with the subject of organizing might come up, is that a issue we try to identify if they are not pro or con labor but do they have a position about that . Loading tricky question, but i like the report done by the esg group but i wantwhether this flavor of the issue comes up at all. Lot of levels of Due Diligence and the issue of materialalty. If you were to find out that perhaps a company and they hire also groups to manage their properties, even further step away from limited partner, but do you try to assess if they have history of being antiorganizing and antiworkers rights, that kind of thing . [unable to hear speaker] pardon . The mic has to get fixed. Having to repeat aspects if you didnt catch that commission driscoll. I think the answer is similar in that, our esg Due Diligence looks particularly for a closed end fund where we are investing at a point in time before investments have been deployed. We would look at the past practices of a manager with respect to esg and prior funds to try to understand how they may manage environmentaldifferent environmental social governance risks relevant to the outcome of the business, the ability to operate erate in the community, relationship with Human Capital. So that is informative to us as we look forward to consider our esg Due Diligence for a future commitment, we would certainly assess their past practices and track record around esg factors. We will have a perfect score but they are aware it is a issue we measure among all the things. Correct. Great. Thank you. Any further questions . Yes. We dont need to emphasize any further then we already are. Okay. Thank you. So, first i like to thank staff for the report that we asked for that was presented today. I think that it demonstrates how seriously that we take this as a organization. We had heard comments earlier today about similar issues with brookfield and i think that it says something about this retirement system that we take these things very seriously when they come up, whether they are allegation or things during the investment process. I also think is very important we Pay Attention to the fiduciary obligations, we get training and take them very seriously as well. We need to provide for the members Going Forward. It is concerning you hear allegations we indiscernible human suffering. And i think it is a point we conduct these sort of investigations and appreciate the summary we got of the Due Diligence not just done in response but regularly as part of what we do in our investments. I do think that when we look into future investments it is very important that we have a robust method of looking at these social components, whether it is allegation of Union Busting or harassing tenants or other type of behavior, we make sure it is a robust part of future investment [difficulty hearing speaker] partnering with those who are possibly practicing that, we need to have a very robust analysis Going Forward. I do thank the staff again for the response and for the work you all have done on Due Diligence. Thank you. Thank you. Questions . If not, there is no action, right . We need Public Comment, right . Please. Seeing no public, Public Comment is closed. Thank you. Please call the next item. Item 13, discussion item. Sfdcp manager report. If i may offer up, i know wei think we have 45 minutes. We have the opportunity perhaps to take 13 and 14 as submitted to allow time to then get to 15 on the glidepath and then later on there are two items that i would suggest we take as submitted and perhaps move the governance policies to a future meeting. Move 13 and 14 13 we can take that as submitted. 14 also . And then move to 14 and doif so, been presented we move 13 forward accept as submitted, and is there discussion on that . Okay. So, Vice President heldfond, im fine with moving 14 submitted to get to the action item, which is 15. That is the recommendation, am i correct . We are on 13 . We are on 13. We need to take Public Comment and get through 14 as well. Seeing no Public Comment, Public Comment is closed. Item 14, discussion item. Differed corchlsation Compensation Committee report. I move we take this as submitted. Second. Moved and seconded. I lost track of numbers. Which are we on . 14. One was labeled as discussion. I make the motion. The issue about the glidepath we are not there yet. Okay, it was under 14 on my binder. Okay. Stop. Go ahead. We are on item 14 is moved and seconded. Public comment . It is discussion item. We dont need a motion on 14. Thank you. Any member s of the public who would like to comment . Seeing none, Public Comment is closed. Item 15, action item. Approval of the target date funds glidepath and tactical Asset Allocation bands. [audio cut out] im not making a motion, im ready to vote against it, thats why. I know there is work to be done. Im trying to figure a motion that wont stop what has to be done. There is something about the glidepathnot only do i not understand it. We were go toog have a presentation. Lets take a deep breath and get back on the agenda. We are on itemglidepath issue is right now. We havent had a presentation. Is this discussion or action item . This is action item. The fact it is mislabeled on the agenda as well as in the binder. It says action item. It is incorrectly stated the action says discussion only, so it is not clearcut, but there is enough notice in the materials that there isthere was a action here for this item, so we can move forward with as a action item. It was posted on the web site as action item. There was more then one version of this agenda. The agenda posted was correctly stated. It is different from what is in the material. Im going to exercise the boards prerogative. We are going to pull the item or agree which it is action or not, period. I dont have time to figure a motion to keep the work Going Forward. If i had known it was action item i would have focused on this as well as the last couple hours. I think there is motion to put it off if thats necessary. We dontwe like to present the item to you and we would like to hear your concerns as part of our recommendation. We can do a 5 minute presentation. Our board is right now primarily subset of the committee. The Committee Approved to full board with recommend ation. Make your presentation quick and then have hopefully well have time to address commissioner okay. That soundgood for you, joe . Make your presentation. Im try toog make sure we stay on schedule for today. The answers i got onthe written questions submitted a couple days ago, it can take more then a few minutes to get the questions answered to get clarity about the guidepath design. We discussed at the meeting but i got more questions and lets say my doubts about how the glidepath was designed increased, not decreased. The glidepath as we know is the indiscernible differed comp program and indiscernible i believe that we did offer those answers and offered the ability to have a call. Yes. Right. Excuse me for being in a conference. I wanted to understand if possible if you could voice those concerns so we could address them today. No, i cant. Sorry. How many minutes do we have left . We gotrealistically we got about 20 minutes for this item. Yes, i think if we could make progress and addressing some of your questions today. We certainly want to make the full board comfortable with the decision, but we do have time today to shed light on the issues at hand. Ill try to make as concise as possible the measurement problem that goes to the guts of the glidepath. Considering the presentation is before the board and that the majority of the board consist of the dtc and like to ask commissioner driscoll if you like to move forward with his questions. If it isnt a specific page on the deck i recommend we have andrew on the line waiting very patiently in baltimore to address them. Commissioner driscoll, where would you like to start . Wish i could pull up the pages but i pulled them out already. The questions i asked this week had to do with the replacement ratio issue. And the tablei wish i can tell the page and indiscernible the same question aboutthere was a total compensation they were using, they worked it down to certain mandated deductions for the member, and then that lead to what was to be the replacement amount. I tried to convert to ratios and got the answer sent back to me to include can we set up a phone conversation so there is efforts to resolve this, but here we are this time of the day with something i thought was going to be discussion item and now it is classified as action item. Forget about the parliamentary. I dont think we can solve this in a few minutes. I hope to talk to the gentleman who did the glidepath. I think mr. Vanmalen and based on the demographics come that went into the glidepath design . Can we address that now because hes on the line . Try for it. If i understand this correctly, i believe you had questions about slide 7. Andrew, can you pull up slide 7 so commissioner driscoll can see what we are talking about . In short this slide was supposed to be a simplified version so you could see sort of real life case studies across these different demographics. This is number 7, correct. Is this the slide . It is the next one. The ratio line and how i wrote between what we have now . 15, 16 tiers across the 3 plans and i pulled one plan to get to the question about what is the replacement we are driving for . Okay. Happy to jump in since this is our work. So, i think back to dianes comment, this slide in particular slide 7 is really a snapshot of a particular case. The glidepath incorporates the entire distribution, but this was supposed to be illustration that of the particular case or average case to show how the replacement ratio works. To specific question about the replacement ratio, we dont target a specific number or dollar amount. Every single individual in the simulation will have their own ratio and that ratio is ultimately based on their compensation and how much they choose to differ. The idea is really to match the takehome pay preretirement in retirement and so one thing that you see for people who differ more to the pension or differed Compensation Plan, the takehome pay is lower so the ratio of the income is lower because they choose to differ more. Similarly for somebody who differs less as a ratio of the income that ratio is higher. What we think about is it takehome pay or purchasing power and compute those amounts and get distribution of those for each of the populations and that becomes ultimately that dynamic relacement ratio individualized at the participant level. Im not sure if that provides clarity or more questions, but ultimately i think that was the crux of your question. It is similar to the answer you gave during the committee in your presentation. Thats why i asked about replacement. Is the goal replacement come off of the preRetirement Income or postRetirement Income where the defined benefit kicks in and i look adit the numbers and thought these are wrong. I focused on one group. Right. This is trying to simplify the numbers. This is a more in depth picture what we are trying to solve for, and the idea here is to really the load we expect the differed Compensation Plan to bear when it comes to the income need of retirees so the way we get to that number is we ultimately look at preretirement takehome pay as consumable income, so basically it is what somebody makes in terms of salary minus deferral for taxes, savings in the pension plan, savings in the defined Contribution Plan and we take the takehome number and adjust the retirement amount so after the different sources that become the same number in retirement. The goal is 100 percent purchasing power parody from preretirement to postretirement becomes the goal and how we get to these fuchsia or pink slices of the pie, which is in thewhen we look at estimates of pension, so i indiscernible in this it looks at the average firefighter at retirement and so the expectation would be that with their actuarial assumed 21 years, the pension would cover about 37 percent of their income needs. They would also have somethe healthcare contribution, the retirement age for average firefighter is premedicare, the healthcare contribution off set the out of pocket expenses for health insurance, and what that leaves with after you take into account the deferrals is 23 percent of income needs come from the Contribution Plan. Slide 7 was trying to try to put those same percentages into real numbers so thought it is a easier way to explain. At the top that same middle column is a average firefighter. This is goingwe assume rounded out average salary of 225 thousand and the idea is get in a simplified way to the takehome pay, so after you take into the gross pay minus deductions which is pension and healthcare contributions and estimated taxes, federal and state taxes that gets to the take home number of 10 thousand so that becomes the bogey for the Retirement Income need. To get to that same number you need to generate 13. 750. There is still deductions for taxes of course, and so that becomes ultimately your net number that you are going to need and we estimate the pension would cover 8200 of that, the healthcare retirement insurance, 500 so the difference is that 23 percent we showed on the prior slide, about 5 thousand to generate for differed Compensation Plan. This is a example. It is not thethis is not what drivesit is basically thousands of these to form distribution to create the glidepath so explain how it works to generate that individualized ratio that we targeted in the glidepath instructions. Ask a question about it demographic at the top where you have the table. The first set where did that data come from . That is the current data on the San Francisco differed Compensation Plan. This is ultimately when we had participant level data that included the age compensations, indiscernible and we also includedwe have two measures of compensation, one total compensation, the second is pension eligible compensation so they account for overtime income. Thats information about the participants about the members . Participants. Participants. The actual participants . Participants. You think the age date number is correct . That is average age. The simulation is for retirees so that is just a data point that describes the distribution so we had a entire population about 18,000 records and so that was the average for this subpopulation, but lt ultimately the illustration at the bottom is 59 year old the expected retirement date. It was a snapshot, just a single snapshot looking at one of the pieces and how that map works for that one piece. In the design itself we use the entire distribution of the participants data. Fwut but leads to 23 percent replacement . That is correct. Im trying to explain the reasons why i think it is wrong. You dont like that, do you . Im happy to set up more time to go through this with you, and we can goagain, this is just one example. We can certainly go through many. The disbutionthis is a illustration of how thewalk you through the process more then provide just the actual numbers. Those numbers, the 23 percent is for that one person. Everyone will have a Different Number but average we expect the 23 percent to be relatively representative of the subpopulation. I have a question. Everybody knows im a Firm Believer in the committee system. Especially on this retirement planboard. Was this discussed in the Retirement Committee . Basically it was, but i was try toog follow up to understand the replacement issue. Okay. Please, please, please. Im open how we get over this impasse. We do a quorum problem in a few minutes, and joe, i want you to feel you had your question answered, and you have done the Committee Deal and presented this. Twice. We cant let these offramps end up at the Board Meeting. What im trying to figure out is, if i think this is wrong will it change the glidepath at all . Thats what im not sure about. It isnt the question of materialalty. This is a important service. The managers executing all the different pieces of the target date funds, indiscernible what im talking about can be fixed later but trying to avoid the mistake when we started the glidepath 8, 9, 10 years ago where they had to come back and make a change because the wrong question was answered. It predates you. I didnt forget, why im not afraid to speak this time. I thought this was discussion item but people want to keep this moving along. Im trying to come up with a motion with a amendment subject to commissioner driscoll, if i may, if you felt it was a discussion item based on your agenda, you can request to put this off another day if you didnt feel you got adequate preparation. The agenda posted for the public was correct so from a Public Notice perspective, it can proceed as action item, but if you are not satisfied you had time to prepare thinking it was only discussion item, then you can make the motion. Many ways of stopping this. Thats counter productive. Im trying to avoid that. But havent come up with a useful motion where i can get my concerns addressed why diane indiscernible continue working on this thing. Andrew, do you know if the numbers changed would that impact the glidepath design, because this is just a snapshot, one example of one person. Yes. It is one example. It is more of a representation of the process, and so i think if the concerns around the processthe process drives the design. There are certainly other illustrations of the data that i want to make sure the commissioner driscoll is comfortable with the process because ultimately that is at the heart of the design. I think that is what we had approved and what we discussed and i think that is what commissioner driscoll is asking is input. If the input changed that doesnt impact the methodology. The methodology could be approved and then we can work through the inputs. The input gets to the question of the replacement ratio which is one of the first things we decided. The replacement ratio for the population is very broad. Trying to focus down to one glidepath, okay. Sorry i dont have the motion. Illgo ahead. In the hopes of trying to get where we need to go, can you speak if we were to table this one month would that have Significant Impact in the ability to continue to proceed forward . It will. We are in a very tight timeline. We have brought thisgo ahead. This is a second time we brought the issue up, and for followup questions and two Committee Meetings to address these issues, so i it so important we address the issues in Committee Going back to commissioner heldfonds problem or issue about committee system. When it comes to the board we resolve these issues we dont scr have to go back and forth on. I know commissioner driscoll mentioned this, but the followup to your questions we thought you had addressed in the committee meeting. Im going to solve this. Okay. I will call the question and i am going to assume that there was enough information and if we are talking about the methodology and the like, thats good. If everybody agrees on the methodology, which it seems they do. The factual input changes, everybody is adaptable but well move this and decide it today. I feeli was participant in the committee indiscernible with the presentation we had. I do respect commissioner driscoll analysis and the need to have question answered. I feel comfortable making the motion to bring with the caveat that they becoordinate with commissioner driscoll to have a followup meeting to discuss the items he has concerns. Amendment to the motion satisfy . If it issubject to review of the inputs not changing the glidepath, yes. Im not putting words in your mouth. If thats what you meant. They can be done before next friday. Would that be satisfactory to your team . We can work with staff. I like to make that motion then. Second . indiscernible changed the motion i understoodi was not deliberately delaying to bail me out on the phrasing. I move the item with the amendment that the team coordinate with commissioner driscoll in the shortterm to address his concerns. I second. Okay. Just so to clarify what the vote is about, if there wasnt a subsequent meeting, then it would nt be approved . We are approving it. Yeah, i think maybe we dont need to make that part of the motion if approved it. It was approved contingent on the meeting. Motion to approve and noting a Meeting Needs to take place. Motion to approve and i second. Moved and seconded. Public comment . Any members of the public who like to comment on this item. Seeing none, Public Comment is closed. Great. Motioncommissioner thomas and seconded by commissioner bridges. Roll call vote. Commissioner thomasaye. Commissioner heldfond, aye. Commissioner driscoll, aye. Commissioner bridges, aye. Thank you, 4 ayes, motion passes. Thank you. indiscernible thank you. Item 16 if i may suggest perhaps we take move to item 20 and then 21 in the interest of time. 20s and 21. What about the Governance Committee . I think that is a substantial discussion that we should push to the next Board Meeting. We do need to get items 20 and 21 action approved. As a parathentical comment im looking forward to the Governance Committee report because we havent had one in like do we need to table these or just skip over them . Lets make a motion to move them forward. We can make a motion to continue them for the next time. So moved. Second. Does this need Public Comment . No. Yes, we should have Public Comment on the motion. Any members of the public who like to comment on this item . Seeing none, Public Comment is closed. Moved and seconded. Roll call vote. Commissioner thomas, aye. Commissioner helds fond, aye. Commissioner driscoll, aye. Commissioner bridges, aye. 4 ayes, motion passes. Now we are on 20. Item 20, action item. Review and approval of the 2022 sfers annual report. I have one question. You dont have to change the terms on the back of with our fancy pictures . Remember this is as of june 2022. Oh. So, they should be current as of then. Right, okay. Got it. Thank you. Just if there are other questions, otherwise we can take as submitted. Anybody didnt like their picture . [laughter] great report. I just went through this on a proposal actually towhere is the indiscernible this is old stock. Well tell our Communications Division about that. There is another picture that has the sales force tower. You are right. I see that. I wouldnt have done that if i hadnt gone through this huge proposal for the city. I have a question. So, who bottom lined the report . Who was the team lead for this . So, this is a team effort. We take our financials and we run it through there, so we got the Communications Division, we got janette looks at, janelle, the Investment Team looks at it, each piece is vetted by the team responsible for it. All the departments are doing this. There is always a few people that carry a large part of inload and ypted to give a shout out because these are a lot of work to produce. I just want to make surei was impressed with the draft we have and didnt catch the sales force omission, but they are a ton of work and ends up on somebodys plate. Thank you very much for that. The other thing, this is all 2022, so there is no footnoting or anything with regards to commissioner indiscernible thats correct. Great. Any further comments on this . This isnt a action item. This is action item. Shall ientertain a motion. To accept it. Accept the annual report. I are move we adopt the indiscernible second . Commissioner thomas. Ill second. [multiple speakers] moved and seconded. Any Public Comment . Any members of the public that would like to make a comment on this item . Seeing none, Public Comment is now closed. Roll call vote. Commissioner thomas, aye, commissioner heldfond, aye. Chair driscoll, aye. Chair bridges, aye. 4 ayes, motion passes. I have 10 more minutes. The Governance Committee the two things should be taken together, right . Yeah. We are on the last item . Item 21. Item 21, action item rchlt approve request to adjust industrial disability retirement allowance from 50 percent to 65 percent until qsr for qo52, Police Sergeant. As submitted or would you like as submitted please. What would you like cecilia to discuss . We can take as submitted. As submitted. Which is that . Item 21. Is this action item we need to vote on . Yes. There is a presentation as part of it . indiscernible [multiple speakers] i can give a brief overview. This is a pension adjustment for a Police Sergeant. Received disability industrial disability retirement on january 18, 2023. We have not included the name for the sake of privacy, but it is in your materials and the Police Sergeant at issue isnt qualified for service retirement, and under the circumstances the charter provides retirement board may adjust the retirement allowance of a member of the Police Department who becomes incapacitated and not qualified for service retirement. In those cases the percent of disability is determined by the appeals board. This individual has a idr benefit amount of 50 percent. He received 65 percent disability rating from the worker comp appeals board and therefore request the retirement board adjust his disability percentage to 65 percent under the charter. This disability rating will remain in effect until hes qualified for service retirement. And we need a roll call vote for this item. Okay. Pro con . Sorry . Given the charter language it is automatic. Okay, great. Ill take a motion. Move to adopt staff recommendation. Moved and seconded. Public comment please . Any member who like to comment on this item . Seeing none, Public Comment is now closed. Great. Roll call vote. Commissioner thomas, aye. Commissioner heldfond, aye. Commissioner driscoll, aye. Commissioner bridges, aye. Thank you, we have 4 ayes. Motion passes. Next item, please. Item 22, discussion item. Retirement board member good of the order. I guess the good of the orderi really hope thatthis isnt to be taken personally by any commission or anybody, just i hope that we get to a place where the governancethat is why im so happy we have governance stuff we will be talking about, because all these issuesso many issues can be settled in the committee structure, and the staff is wonderful and the information they present, it is just the process of getting there, so i thinki think this was a good example of maybe a dropdown in the old ways we are not addressing in the committee structure. I apologize for that, and lets go forward. Thats my only comment. Allison and everybody, your team was great and long meeting. Thanks. indiscernible for the good of the order, i just like to commend our ceo cio and the Investment Team who participated in the pension bridge conference this week. Sfers had the largest contingent there and delegation and many of them were on panels and discussions and again, cao indiscernible the staff did a great job representing sfers as a agency so i want to commend you and thank you for your team being in attendance. Thank you. We adjourned. Do we have Public Comment on this item . Okay. Public in here any members of the public who like to comment on this item . Seeing none, Public Comment is now closed. Thank you. Item 23, adjournment. [meeting adjourned] a 2, 1 you innovation on or was on over 200 years they went through extensive innovations to the existing green new metal gates were installed our the perimeter 9 project is funded inform there are no 9 Community Opportunity and our Capital Improvement plan to the 2008 clean and safe neighborhood it allows the residents and park advocates like san franciscans to make the matching of the few minutes through the philanthropic dungeons and finished and finally able to pull on play on the number one green a celebration on october 7, 1901, a skoovlt for the st. Anthonys formed a club and john then the superintendent the Golden Gate Park laid out the Bowling Green are here sharing meditates a permanent green now and then was opened in 1902 during the course the 1906 San Francisco earthquake that citywide much the city the greens were left that with an ellen surface and not readers necessarily 1911 it had the blowing e bowling that was formed in 1912 the Parks Commission paid laying down down green number 2 the San Francisco lawn club was the first opened in the United States and the oldest on the west their registered as San Francisco lark one 101 and ti it is not all fierce competition food and good ole friend of mine drive it members les lecturely challenge the stories some may be true some not memories of past winners is reversed presbyterian on the wall of champions. Make sure you see the one in to the corner thats me and. No . Not bingo or scrabble but the pare of todays competition two doreen and christen and beginninger against robert and others easing our opponents for the stair down is a pregame strategy even in lawn bowling. Play ball. Yes. Almost. clapping . The size of tennis ball the object of the game our control to so when the players on both sides are bold at any rate the complete ends you do do scoring it is youll get within point lead for this bonus first of all, a jack can be moved and a or picked up to some other point or move the jack with i have a goal behind the just a second a lot of elements to the game. Were about a yard long. Aim a were not player ill play any weighed see on the inside in the goal is a minimum the latter side will make that arc in im righthand side i play my for hand and to my left if i wanted to acre my respect i extend so it is arced to the right have to be able to pray both hands. clapping. who one. Nice try and hi, im been play lawn bowling affair 10 years after he retired i needed something to do so i picked up this paper and in this paper i see in there play lawn bowling in San FranciscoGolden Gate Park ever since then ive been trying to bowl i enjoy bowling a very good support and good experience most of you have of of all love the peoples and have a lot of have a lot of few minutes in mr. Mayor the San Francisco play lawn bowling is in Golden Gate Park were sharing meadow for more information about the club including free lessons log todays special guest michelle ginsberg. Im chris and you are watching San Francisco riegz the show that focused on reguilding and reimagining our city our guest is the general manager of the San Francisco rec and parks, with us to talk about new parks, music and other developments. Mr. Ginsberg, welcome. Thank you a pleasure to be here nice to see you again. Last time was during the pandemic and virtual. So it is good to be back here. Indeed. Before we get in specifics, lets start with a broad question, how can will parks system play a part in the economic recovery . Well, our parks system playing an Important Role throughout the pandemic. Parks were here when people in San Francisco needed them the most. A place where people could gather and could care for Mentality Health and fizz cat health and have a sense of community and a sense of place during a really weird time. And now that things are reopening and figure out how to recover, parks are going to continue to play a significant role people are out and having a good time. There are special events happening in parks. Concerts and the weather is good. The best way parks play a role in our economic recovery is to motivate people to come to our city from other places and to motivate our residents to get out and enjoy themselves exciting to her we opened a new park and there is another. What is special about the 2 new projects . Sure. San francisco is going through, i think, a park renaissance. We opened the francisco park, which is just magnificent property that sits on top of an Old Reservoir dating back to the gold rush and has tremendous views of the Golden Gate Bridge and bay and a place where you can bring kids. A cool play ground to bring dogs an amazing dog park. A meadow to watch the fireworks. Fog willing. Fleet week, community gardens, it is just such an incredible unique space. We are proud of it. And then right down the road in a few years, we will be pleased to welcome everybody to india basin in the bay view in the southeast part along the southern water front. 1. 7 miles of waterfront that until recently has been under utilized and under fulfill in the a community this needs it the most. India basin is really a feel moment for the bay view and southeastern part of San Francisco. It is going to be San Franciscos next great and one of the most important parks thats fantastic. Now, we have a great history of having conference in parks. Can you touch on the years highlights . Upcoming and on going. This is something im particularly excited about. I dont think there is ever have been more music in San Francisco parks than there is right now so, lets go around the city and talk about music. Stern grove, is in the 85th concert season. Back after the pandemic. In this just fabulously treasured meadow. Free concerts all summer long. In Golden Gate Park, at the man shell not guilty music concourse free concerts 4 days a week. Wednesday, friday, saturday and sundays. We have sing are song writer wednesday. Jazz and seoul on friday. Communities performances on saturdays of different kindses and sundays reggae it is extraordinary. And of course, later this summer we are pleased to welcome back outside lands for an exciting 3 days and 3 nights of incredible concerts and food and community. As we go across the city, we got wonderful performances in the jerry theatre in mc clarnin park a special jerry day coming back to the theatre. On june 21st we had make music day appearing all over the city in park in civic center. On the marina green. Again in Golden Gate Park. It has been a great time for music and ties into the recovery and the Tremendous Energy where we are feeling and you know anybody who says San Francisco is struggling needs to hang out in the park system. Where well is joy and beaut and he inspiration every day. So, the San Francisco board of supervisors passed legislation to make jfk drive in will Golden Gate Park car free. How have residents responds. The San Francisco residents responds positive. Families. Bicyclists, joggers, people with dogs and people from every corner of San Francisco have discovered that jfk promenade is a treasure. It enhances the parks so much. Imagine a Beautiful Day in the park and weather on foot or on bike you are strolling down jfk, you pass sixth avenue and head to the music concourse for a concert or the museum; it is joyous and made Golden Gate Park sproord. I have been hering about disk golf and pickle ball. Can you tell us about and where people can practice and play. I knew you were going. Pickle ball the Fastest Growing sports. You know across between 10 and is ping pong and may be with a whiffle ball. Ping pong on a life sized course it is easy to learn about skill based people who are good are irrelevant good and it is easy to play. It is fun and accessible. We are trying to accommodate sport. We have over 55 courts around San Francisco. 11 dedicated just for pickle balt others per pickle ball and tennis. We have 5 or 10 space you can play pickle ball indoors and keeping up with the tremendous popularity of the sport. Disk golf has a loyal following it is also going to continue to growch we opened our first disk golf course in Golden Gate Park in 2005. And you know, whether you are an expert at disk golf or beginner, the idea of chucking a frisbee through the beautiful park and. It does not matter what you score t. Is just a good excuse to be outside and enjoy a Beautiful Day in nature. Exactly. Well, thank you. I really appreciate you coming on the show, thank you for the time you have given us tuesday. Thank you, i hope everybody enjoys summer. Get out and play in San Franciscos parks. Thanks again. Thats it for this episode we will back with another shortly you have been watching San Francisco rising im chris manners, thanks for music . I started the o was with a financing and had a Business Partner all ended up wanting to start the business and retire and i did was very important to me so i bought them oust and two weeks later the pandemic h4 one of the moments i thought to myself we have to have the worse business in a lifetime or the best. We created the oasis out of a need basically so other people bars and turning them into a space and when the last place we were performing wasnt used turned those buildings into condos so we decided to have a space. What the pandemic did for us is made us on of that we felt we had to do this immediately and created this. unintelligible . Where we would offer Food Delivery Services with a curbside professionalism live music to bring spectacular to lives we are going through and as well as employ on the caterers and the performers and drivers very for that i think also for everyone to do something. We had ordinary on the roof and life performances and with a restaurant to support the system where we are and even with that had terribly initiative and hundreds of thousands of dollars in debt had to pay our rent we decided to have an oldfashioned one we created club hours where you can watch to online and or be on the phone and raised over one quarter of a Million Dollar that of incredible and something that northbound thought we could do. We got ourselves back and made me realize how for that people will show up if i was blown away but also had the courage but the commitment now i cant let anyone down i have to make the space serviceable so while this is a full process business it became much more about a space that was used by the community. And it became less about starting up a business and more about the heart of what were doing. This building used to be a and one of the first one we started working on had we came out what a mural to wrap the building and took a while but able to raise the money and pay 5 artists to make a design around many this to represent what is happening on the side and also important this is who we are this is us putting it out there because satisfies other people we dont realize how much we affect the Community Around there when he i want to put that out there and show up and show ourselves outside of those walls more fabulous. And inspires other people to be more fabulous and everyone want to be more fabulous and less hatred and hostility and that is how we change the the Health Commission meeting, tuesday, may 2, 2023. Secretary morewitz, will you call the roll. Sure. Commissioner christian. Present. Commissioner guillermo. Commissioner chung. Present. Commissioner giraudo. Present. Commissioner chou. Here. Commissioner green. Present. Todays meeting, i offer the ramaytush land acknowledgement. The San FranciscoHealth Commission acknowledges that we are on the unceded ancestral homeland of the Ramaytush Ohlone who are the original inhabitants of the San Francisco peninsula. As the indigenous stewards of this land, and in accordance with their traditions, the Ramaytush Ohlone have never ceded, lost, nor forgotten their responsibilities as the caretakers of this place, as well as for all peoples who reside in their traditional territory. As