operations we work closely with our ddo, durden around front line working support, which i'll tell you more about. very much aligned with her vision and how we can help implement. because we have people as i noted people on the ground that can help make things happen. we work really closely with the university. one of our working group members is in the university because trainings are really key in terms of racial equity work. we also work closely with performance and planning and alexander the head of the team is on the racial equity working group in the room as well. i think most of the working group is online watching, so they are here with us. we work closely with them around strategic planning, employee survey to be sure racial equity thinking is threaded through. of course, we work really closely with hr and very excited that we do have this-not so new anymore, but a year old public works focused hr team. i want to ground us with demographics before we dive into the work. as you probably remember from our last presentation in the racial equity working group, our work is guided b

operations we work closely with our ddo, durden around front line working support, which i'll tell you more about. very much aligned with her vision and how we can help implement. because we have people as i noted people on the ground that can help make things happen. we work really closely with the university. one of our working group members is in the university because trainings are really key in terms of racial equity work. we also work closely with performance and planning and alexander the head of the team is on the racial equity working group in the room as well. i think most of the working group is online watching, so they are here with us. we work closely with them around strategic planning, employee survey to be sure racial equity thinking is threaded through. of course, we work really closely with hr and very excited that we do have this-not so new anymore, but a year old public works focused hr team. i want to ground us with demographics before we dive into the work. as you probably remember from our last presentation in the racial equity working group, our work is guided b

you'll see that the whole generation of 1960s anglophone writers is there from chinua achebe dennis durden, the guy who directed it the transcription center that i talked about a moment ago was there, alex lagoon and we'll talk about in a moment was fresh off the publication of a walk in the night he was he was he was invited also another no show because he was in detention the south african authorities would not let him leave the country. christopher akiba oh the great nigerian poet who sadly died in the civil war in nigeria a few years later was there. lewis. in kochi in gujarat. tongo he known as james in googie, was there. ezekiel or esquire? pele, the great south african writer, was in many ways the de facto host of the event. he was the brainchild of it. he was working for the congress for cultural freedom at this time. v.s. naipaul happened to be doing a fellowship in u. south africa at the time, and he was there, as was langston hughes, who was kind of the presiding luminary, the guest of honor at the at the conference. so when i saw this document, a narrative, again, it's very ear

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and i think it is why i still struggle and staff and i don't know if deputy director durden, mr.hank you guys for last week and spending some time, but it is still the inherent problem and that, you know, we are effectively being grant makers with limited amount of money. um, in a very big, big task that many of you are taking on. so that i really do appreciate. um, but one of the things as we go through our process and i've struggled with and i even heard it today, is really our nonprofits ability to do this work. and it's not the interviews, it's not the supervisors. it's actually the very simple thing is, can you keep the contract reimbursement? do you have lines of credit? do you have capacity to do this? and the reason i bring it up is this is where a lot of nonprofits, particularly in the homeless service area, are failing dramatically. um, it's because do they have the capacity? do they have the wherewithal to manage multimillion dollar city contracts that often don't pay on time? not because we don't want to do it. it's because you sent that one invoice. that was weird. t

. (♪♪♪) hi, my name is jajaida durden and i'm the acting superintendent for the bureau of forestry and for public works operations. and i'm over the landscaping, the shop and also the arborist crew. and some tree inspectors as well. i have been with the city and county of san francisco for 17 years. and i was a cement mason, that was my first job. when i got here i thought that it was too easy. so i said one day i'll be a supervisor. and when i run this place it will be ran different. and i didn't think that it would happen as fast as it did, but it did. and i came in 2002 and became a supervisor in 2006. and six months later i became the permanent supervisor over the shop. >> with all of those responsibilities and the staff you're also dealing with different attitudes and you have to take off one hat and put on another hat and put on another hat. and she's able -- she's displayed that she can carry the weight with all of these different hats and still maintain the respect of the director, the deputy director and all of the other people that she has to come in contact with. >> she's a

. (♪♪♪) hi, my name is jajaida durden and i'm the acting superintendent for the bureau of forestry andr the landscaping, the shop and also the arborist crew. and some tree inspectors as well. i have been with the city and county of san francisco for 17 years. and i was a cement mason, that was my first job. when i got here i thought that it was too easy. so i said one day i'll be a supervisor. and when i run this place it will be ran different. and i didn't think that it would happen as fast as it did, but it did. and i came in 2002 and became a supervisor in 2006. and six months later i became the permanent supervisor over the shop. >> with all of those responsibilities and the staff you're also dealing with different attitudes and you have to take off one hat and put on another hat and put on another hat. and she's able -- she's displayed that she can carry the weight with all of these different hats and still maintain the respect of the director, the deputy director and all of the other people that she has to come in contact with. >> she's a natural leader. i mean with her staff, he