Supplemental Questions 1.

Q: Please describe the budgeting, forecasting and accounting software applications you have used and your level of experience (Basic, Intermediate, Advanced) A: I primarily use Microsoft Excel to develop and project revenues and expenditures for the $25 billion, 10-year capital plan and the $200+ million capital budget. I have advanced Microsoft Excel skills and use SUMIF, nested IF, VLOOKUP, and other formulas regularly. I also have experience creating pivot tables and complex graphs that show both historical and forecasted revenues and expenditures for capital projects. I also manage a web-based software application that projects life-cycle costs for maintaining the City's facilities and infrastructure. The software allows me to export raw data into Excel for more detailed analysis. As the person responsible for training other City staff to use this software, my level of experience is advanced. Finally, I use the City's Financial Accounting Management Information System (FAMIS) to monitor capital project expenditures and ensure that funds are being spent appropriately. Since I primarily use FAMIS's project accounting module, I would describe my experience level as intermediate. 2. Q: Please describe your experience with Metric Based Cost Models, development of service rate structures or chargeback accounting. A: I am currently supervising a graduate intern on a project that aims to increase maintenance and repair spending on City facilities. This is the most direct experience I have with the development of rate structures. The Building Owners and Managers Association and the International Facility Management Association, creators of the most cited benchmarks for maintenance and repair investments nationwide, recommend annually investing 2 percent of the current replacement value (CRV) for facility maintenance and an additional 1-2 percent for larger capital repairs. According to the Facilities Renewal Resource Model (FRRM) an econometric model that forecasts life-cycle costs for the City's facilities and infrastructure the CRV of General Fund-supported facilities totals almost $6 billion. Meeting the IFMA/BOMA standard would require investing $180 to $240 million per year in our facilities to keep them in a state of good repair. However, the City has appropriated only about $15 million for maintenance and renewals over the last two fiscal years. That is less than five percent of what industry standards suggest we should be investing. This historic underinvestment accelerates depreciation of City assets, increasing their total cost of ownership, and further adds to the $800 million backlog of deferred maintenance. In order to address this funding gap, we are recommending that San Francisco implement a per square foot capital renewal rate to cover maintenance and repair as well as operating costs. Although the per square foot rate to charge is not yet final, we have established a range using financial forecasts from FRRM to estimate the potential longterm impact to the City's General Fund expenditures if such a rate were adopted. We are

still exploring ways to implement the rate fairly and apply it to non-office spaces such as health clinics and recreation centers. Collecting and analyzing data for the 10-year capital plan has given me additional exposure to the development of rate structures. For example, the San Francisco Public Utilities Commission must consider future capital improvement costs and many other factors customer type, projected demand/consumption, and equitability when setting its water rates. 3. Q: What techniques and tools have you used to prioritize customer needs and manage conflicting demands? A: With more than $25 billion in proposed capital investments over the next ten years and an equal amount deferred over the same period, the City and County of San Francisco has many competing priorities. Three years ago, I contributed to the development of criteria for prioritizing which projects should be funded or deferred in the capital plan and capital budget. The highest priority projects are those that (1) address federal, state or local mandates (particularly accessibility improvements required for compliance with Americans with Disabilities Act), (2) minimize public health and safety risks (specifically seismic risks), and (3) ensure the timely maintenance and repair of the City's existing assets. Having this criteria keeps policy makers and various boards and commissions focused on what is best for the City as a whole instead of focusing on the needs of their own departments or districts. In addition to my contribution toward the development of criteria for prioritizing capital projects, I am leading an interdepartmental task force charged with ensuring that public buildings are up and running and able to serve the public quickly after a major earthquake. Strengthening the City's emergency response and recovery efforts, this program will conduct seismic assessments and speed up the process for inspecting the structural safety of critical City-owned buildings after an earthquake. When we launched the program, we only had enough funding to do this for approximately ten buildings. Some task force members were more interested in buildings critical to the City's longterm recovery while others believed facilities with significant roles in emergency response efforts should be more heavily weighted. To balance these competing demands, I calculated for each City-owned building an overall score that was a function of several criteria. For example, the designation of a building as a Department Operations Center (DOC) accounted for 27 percent of a building's total possible score (30 of 110 total possible points). Primary DOCs received all 30 possible points for this category, while back-up DOCs received only half (15) and buildings not designated as either received none. The ten buildings with the highest scores were selected for the first phase of the program. As the City allocates more funding toward this program, we will continue to use the prioritized building list I developed to select the most critical buildings for seismic

assessments and structural safety inspections. 4. Q: Please describe your experience developing, preparing and presenting budget and finance reports to individuals and groups including department managers and organizational leaders. A: I routinely present data on the 10-year capital plan and the annual capital budget to the Capital Planning Committee (CPC) as well as other boards and commissions in the City. The CPC consists of the City Administrator (chair), President of the Board of Supervisors, Mayor's Budget Director, Controller, Planning Director, Public Works Director, Airport General Manager, San Francisco Municipal Transportation Agency Executive Director, San Francisco Public Utilities Commission General Manager, Port of San Francisco Executive Director, and Recreation and Parks General Manager. These presentations include producing informative graphs and reports that form the backbone of CPC meetings. In addition, I facilitate all CPC meetings and official correspondence from the CPC to the Mayor and Board of Supervisors. 5. Q: Please describe your approach and experience developing and delivering training to department staff and management on financial management, planning, budgets, expenditures and revenue forecasting. A: Managing the Facilities Renewal Resource Model (FRRM) and forecasting long-term facility renewal needs involves training City staff on how to use the software application to update their facility data as part of the annual capital plan update. As part of the training, I explain to staff how we use FRRM to generate graphs that show projected renewal funding versus renewal needs as well as other reports for the capital plan and budget. I typically host separate training sessions for first-time users because it allows me to spend more time discussing both the model's assumptions and its relevance and importance to improving facilities management. 6. Q: Please describe your experience developing and maintaining financial forecasting models, including revenue and expenditure data and software used. A: Again, managing the Facilities Renewal Resource Model (FRRM) requires annual analysis of construction cost indexes (Engineering News Record, Bureau of Labor Statistics, etc.) to ensure the accuracy of the model's cost projections. I use Microsoft Excel for this analysis. I also use Microsoft Excel to produce a variety of graphs that express capital spending as a percentage of General Fund discretionary revenues over 10+ years. This requires frequent coordination with the Controller's Office and the Mayor's Budget Office to project discretionary revenues based on assumptions for future net assessed valuation growth. 7. Q: Please describe your experience developing and maintaining data bases, spreadsheets and related management systems for budget development and administration. Include software and experience relating specifically to: financial forecasting, cost control and containment analyses, revenue reports and fund balancing and reconciliation efforts.

A: For the capital budget, I use Microsoft Excel to create a spreadsheet that contains all department requests and funding recommendations by line item as well as summary data used for reports to the Capital Planning Committee (CPC) and the Mayor and Board of Supervisors. I categorize each line item by expenditure type, service area, criteria, etc. to create summary charts and graphs that show policymakers whether the capital budget is in compliance with policies and priorities established in the 10-year capital plan and provide a platform for discussing why certain projects have more value than others. 8. Q: Please describe your experience conducting research related to departmental budget and finance matters, and making recommendations; identifying financial system problems. A: One of the challenges the Capital Planning Program faces is tracking how much the City is investing in maintenance and repairs of City facilities. Looking at the total investments captured in the capital budget does not tell the whole story. There are significant expenditures in department's operating budgets in the form of work orders to the Department of Public Works' Bureau of Building Repair and the Real Estate Division, staff who perform building repairs (e.g. plumbers, electricians, stationary engineers), and other professional service contracts. I am contributing toward the development of a model that will allow departments to consistently track and report on maintenance and repair expenditures. Knowing what the City currently spends on maintenance and repairs will help us better understand what additional investment is required to reach industry standard investment levels recommended by the Building Owners and Managers Association and the International Facility Management Association. Also, I conducted an analysis that compared the costs of keeping the Office of the Chief Medical Examiner's toxicology lab in-house versus outsourcing the lab's functions to a private laboratory. The cost data I collected made it clear that it was more cost-effective for the City to keep the toxicology lab in-house and not outsource it to a private firm. 9. Q: Please describe your experience in IT project budget development and management, capitalization, and carry-over budgeting. A: I do not have specific experience developing IT product budgets. However, I do believe that my experience with capital projects would make for an easy transition to IT project budget development.