the flexibility is are there. -- that flexibility is there. >> this is being clearly communicated, such as there is representation to have them understand? >> at the last staff meeting, director sweepney and me announced there was some public expediter in that, and i did not hear too much complete so far, but i would like to maybe during this time one month, i will invite them, maybe have a meeting with them so we will hear the concern. >> i have talked to a number of expediters. their main concern will be the flexibility of a computerized system. for instance, if you have three stations and one is fire, one is building, and one is mechanical, and you see the fire -- you have the option to walk over to fire, but all the way you sign up for mifire and mechanical. there is some concern that flexibility might slow the expediters down. things like that will have to roll out the system and see what we can do. >> can we have an update, our report from q-matic? >> it will be similar that you just got, but it will be discussed. >> that is a good comment from the user. we tried to -- that is why

we make it flexible. this is something which i have heard today from the supporters of this amendment. they want flexibility. that's exactly what we provide in this amendment. that's the question senator mccain just asked. if this administration or any administration decides that they want to provide the opportunity to interrogate for whatever length they want, they're going to set the procedures under this language in our bill -- is that correct? -- the president will determine the procedure. if he wants those procedures to be under civilian control until some point, that is going to be up to the president. you may disagree with that or not. mr. graham: exactly. mr. levin: there are members of our body that very strongly disagree with that. but that's not who's going to decide. we're not going to make the decision that the person is going to be given or not given civilian interrogation. that decision is going to be made by a president who sets the procedures for interrogation and will decide whether or n

and ultimately it is a good idea to extend the flexibility that is included here. this is a good program, the 1% program and creates a good downtown gallery and we support the legislation and thank you for considering this and thank planning staff and the arts commission for all their hard work. i will first, if i could, allow katherine rossburg to speak and then would be happy to answer any questions. >> thank you, commissioners. katherine rossburg from the office of supervisor david chiu. he is also the elected representative of much of the c3 district with the district of the focus of the legislation and we want to first thank the planning department for 25 years or over 25 years of great work administering the downtown arts fund. the proposal is many years of work by the arts commission and arts community and we want to thank them for all their work. last spring we began conversations with the arts commission and the mayor's office about legislation introduced in july and since then there have been many good convictions with the public and among departments abo

and flexibility. i hate to get on that so box again, but what works in dallas does not necessarily work in el paso. >> so what is the greatest restriction of flexibility? >> between all of these funding sources, it is so siloed. you have the u.i. adelman dollars that you cannot do for much but getting the check out. if you have the city could work toward reemployment services, though-if you had the ability toward pre employment services, putting people back to work -- those are silent and have different reporting. there is some flexibility of the federal level to allow states to move part and parcel of these among, -- among the various programs, but it needs a combined effort. >> and put that together? >> absolutely. a >> you? >> we're trying our best. looking at one stop shopping. >> what is the best way to figure out how to put that one stop together? >> i would be glad to provide you some ideas on how we can do that. >> ok. >> and rhode island, the governor's work force board has identified growth

buildings that have large flexible floor space, open floor plans. this means that the elevators are not in the center of the building like a typical high rise, but off to the sides so there is expansive sightlines and flexibility. uniform high ceilings, 12, 15 feet, more than you typically find. and typically not incredibly tall buildings, typically for stories, eight stories. these buildings tend to top out at 10, 12 stories. recently built buildings are about 10 stories, about 120 feet. the margin by smart is about 10 stories. there are a lot of good examples around south of market. older commercial industrial buildings that have these characteristics that are so attractive. this is important not just for cultural reasons but also because of the dynamics of the industry's. companies go from five employees to 50 employees, possibly merging and supporting, and they need the flexibility to move around and reallocate staff. while they may not be extremely tall in terms of height, there typically very high density, even more high-density than the typic

it is important to maintain the flexibility, and i absolutely appreciate that remark. so i will make a motion. supervisor chu: thank you. supervisor mirkarimi has made a motion to send items nine, 10, 11, and 12 as amended forward with recommendations. we can do that without objection. thank you very much. are there any more items before us? >> that completes the agenda. supervisor chu: thank you so much. we are adjourned. >> good afternoon. i have wanted to say this for some time. thank god for heroes. thank you very much. [applause] thank you for being here this afternoon to do something that is a great, great celebration for our city. last october 19, while driving her daughter to school very early in the morning, she saw a crash, a very horrible crash. she decided she would stop. she decided to take a look at what occurred. as she saw the flames and the truck overturned and noticed there was somebody in the street, she stopped her car and got out. she did not hesitate. she went out and pulled somebody out. in danger to herself and she had no hesitation. as a result

we need flexibility, most of all we need certainty. we've got to be able to plan our business, not for a month, not for two months, not for one year, but when you're in business, when you're out there borrowing capital, when you're putting your home into a second mortgage because you want to do the american dream and create a business, want to go out and hire new people, you have to have some certainty. i can't go to my wife and say, let's take a second out on our home and maybe we might make it next year. regulations, we don't know what's going to happen. we need to be able to plan for five years, 10 years, need to be able to plan on putting our kids through college. need to, before i go out and hire a new employee, i need to have a commitment not only to that employee that we're going to have ongoing employment, but i've got a commitment to that employee's entire family that depends on us for that new job. so the regulations that are killing our businesses across the nation have to end. we need flexibility. we need certainty as a bus

we need the flexibility -- we do not have been of engineers, construction managers, project managers where we can take folks and dedicate them to work in a team. we necessarily therefore need to maintain flexibility to have an engineer work one day on a building project and the next day on infrastructure projects. we do not have the luxury of the numbers to organize in a strict asset management way. we are doing that to some extent. shortly before i joined the fleet engineering group was moved in to work more closely with operations with a fleet maintenance folks are. now from project management to engineering to maintenance, they are working somewhat like an asset team. our sustainable streets division, we are doing that somewhat as well. and we do not have, i do not think, the staffing flexibility to be able to do that across the board. we are, however, looking at somewhat more of a matrixed organization so that we will have at least asset leadership with designated -- designated in our new capital planning process. we will have 16 different glasses of asset management. each one of

it is important to maintain the flexibility, and i absolutely appreciate that remark. so i will make a motion. supervisor chu: thank you. supervisor mirkarimi has made a motion to send items nine, 10, 11, and 12 as amended forward with recommendations. we can do that without objection. thank you very much. are there any more items before us? >> that completes the agenda. supervisor chu: thank you so much. we are adjourned. >> we have much to discuss. i am looking forward to getting started. we are honored that the mayor of san francisco has stopped by. i am very pleased to introduce him and give him a few minutes. he said he only needed 45 or 50 minutes. [laughter] i am kidding. here is the mayor of san francisco. please join me in welcoming him. [applause] >> good morning, everyone. welcome to san francisco. i want to thank all of you for being here. i have two more weeks to say this. let me say it clearly. welcome to the world series champion city and county of san francisco. it is a great testament for web .0 to be here for the eighth time. it is your decision to br

before we install a good flexible pay program, we have to understand the current situation, which is that most teachers are, in fact, overpaid. right now, we don't have any flexibility, union contracts of the-stipulate that gym teachers have to make the same as math teachers, that's the reason why you have trouble with stem graduates. recruiting elementary school teachers is easy, often get 100 applicants per position. we need flexibility for sure. >> randi that is where you come in you hear reformer talk about union contracts and unions stand in the way of paying for performance and raising, you know, elevating the profession, obviously, i know you disagree that but you hear it a lot. >> so, this is -- let's talk about debunking myths. number one, in this had country in this country, half the districts don't have union contracts. the -- the states that do the best are the most unionized, maryland, massachusetts, minnesota. in the world, the countries that do the best are the most unionized. so this notion is just trying to blame -- blame people. what really disturbs me about jason's

it comes down to flexibility and flexibility is about control and there are certain careers that allowy, 33% of the women believe it's career suicide to ask for more flexibility and i think this hits a lot of women who it comes to asking for anything at work. >> yes, is there a perceived penalty but it's unclear how much that is a perceived penalty and how much there is a real penalty. and, in fact, despite the fact that they agreed with that statement, 92% of us told us -- 92% of them told us that flexibility is a second most important characteristic in a job right after salary. >> wow. >> this is interesting. ibm just hired its first female ceo. 73% of the women wouldn't apply to their boss's job. why don't more women follow those footsteps? >> what we hear over and over again, it's just not worth it. they don't want the politics, they don't want the pressure, they don't want the responsibility. they work to work and work hard and taken seriously at work but they don't necessarily want to advance into those spots where it requires you to give up everything else. >> how much of this -

they should be flexible enough to be able to be changed with time. we were just talking, obviously, about the border plan, fourth street, and the streets that surround it. the cross streets, and what happens on the central corridor, are going to affect this area. they have to work in conjunction with each other. that has to be flexible enough to work 10 years from now, when we have a little better idea of how much of this is planned for or studied here and will actually start to be built. i have a question of how much will actually be built. if we get 50% of it, in my estimation, we will be doing good. commissioner sugaya: let's see. in order to improve the public disclosure of aspect of the eir, i would like to have the comments and responses of some graphics to the coal resources and japan -- to the resources section. in terms of historic resources, it would be nice to have some graphics showing existing historic district boundaries, existing historic resources, california register properties, city landmarks, eligible properties. it has already bee

we want to provide a lot more flexibility.stricts are status quo, challenge the dropout factories, trying to make a chance students have a chance to be successful. we want to get out of their way. >> some would say that's the easy way down toward privatization. the idea that government should take its hand out. interests, wouldn't you say? >> it's not us backing out, it's holding folks accountable. but giving them the flexibility at the local level to be succ s successf successful. this is all about creating great public schools for our nation's children. 6xrpga4ij!s!ekphave pri schools has been the big push. you've been an advocate for charter schools. many of them have the money of private interests. they don't care about dollar signs and bottom lines. ç desperately underfunded. where you have individuals, folks who want to come in, help divide trips to college campuses or pay for that arts teacher that got cut out, i support that. you need to hold them accountable and make sure they yor motives. if families want to help o

we need the flexibility to provide them. we are in a deep financial crisis today because we have a business model that is tied to the past. we are expected to operate like a business. we do not have the flexibility to do so. our business model is fundamentally inflexible. it prevents the postal service from adapting. looking ahead and facing another 20% body of decline on toppled the 23% we have had already, the postal -- 20% volume decline on top of the 23% we had already, the postal service should be able to change. we are required by law to fully fund a portiere obligation in 10 years. the practical -- fund a sporty -- 40 year obligation in 10 years. that has effectively bankrupt us. the postal service has been obliged to overpay into the federal employees retirement system. by $11.40 billion over the course of the last 20 years. >> we are the 99%. >> the post office is a public service. to rip off the people. return the overpay pension fund. and the extremes. without these, the post office makes a profit. stop spending p

i do not like to see their flexibility relative to their income. we have people trying to go to school, working other jobs, who are at the beginning of their career or at the end of their career, so just some flexibility with the number of their dogs and their cost relative to income i think is a good thing, so i support that threshold of having maybe in a lesser number not be as expensive. i think the fee is a fine. i do not think it is prohibited in any way, and adjusted forward to hearing more about the discussion, but i do encourage flexibility on these issues and really working with the dog walker community. it has been a very thoughtful process, so thank you very much. president o'neil: any other commissioners? commissioner o'connor: not everybody is going to be in agreement on everything. i do not think they will be vilified. the dog walking community is very appreciated, but this is part of the process of a community growing and becoming more legitimate, and a great example is the supervisor mirkarimi. when he went into office seven years a

without that, in terms of flexibility, we are not getting more money. the question is, why are we not asking for community support? it is all because we have incentivized land use. i want to point out, this is only 3% of the $68 billion in discretionary funds that are up for discussion. but they are the most flexible funds available to the region in terms of mitigation and quality funds. we have seen a great deal of respect, particularly from some of the other management agencies in the region. that is one of the reasons this committee recommends action in support of this program, to be able to influence the inevitable program. there is time to make that statement. you can see this on the slide, our statements, the principles and the main messages. san francisco strongly believing in the intent of the program. we think that one way to strengthen what we talked about -- i mentioned housing being included? we wanted it to be a heavier weighting supply, whereas market forces would require public intervention to make that happen. we also think that one of t

i want flexibility, right? >> absolutely. flexibility is about having control.n want. they want to be able to decide when they work and how they work. and that's going to help them manage this conflict between their ambition and all the things they need to achieve during the day. >> one of the things you did is looked at the kinds of careers where people have more flexibility, like personal financial adviser, pharmacist, web professional. you know, they are good suggestions and there's some of the list and there's more in the magazine. if you are 39 or 45 and you have been doing public relations for the last 15 years and that's what you are trained to do, it's pretty tough to go back to school and say, i think i'm going to become a pharmacist. that's really the challenge, isn't it? >> absolutely. we looked at a combination of jobs that offered good salaries in growing fields. some of them require more education. some of them require a little bit less. all of them offer an opportunity to reinvent into a place where perhaps you can manage some of the conflicts tha

and i think that flexibility is good. but i think there is some imp t important improvements that need to be made, otherwise there can be a real down fall in law. but i hope that can be addressed in this legislative process. >> i want to come back quickly to this issue about compa comparabili comparability. and this is really a serious issue, and i might suggest that the committee consider a detailed impact analysis from the general accountability office, or the congressional research services on the impact that these changes before you move forward. the last thing i wanted to say is, most of the really good charter networks in this country that are doing a great job are spending between $1,000 and $2,000 more per student in those low-performing schools and getting good results. this is in addition to the title 1 money. and i want to come back again. i'm really concerned that if we don't look at some type of set-aside to provide some additional title 1 funding for these low-performing schools, that we just aren't going to

>> focus and flexibility. you know, we started out with the model of -- we launched a natural food company in the middle of a food desert on an isolated indian reservation because we wanted to figure out how to create a product that would impact our growing rate of diabetes in the community. we thought we could distribute it nationally and make enough money to subsidize it and make it available at an affordable rate within our school system. that business model has not succeeded at that goal. we still have this -- well, we have a lot of young people involved, and a lot of young people love the tonka brand, we faced the reality of not making it affordable, so we have to be flexible in that, and we have to try to punt out each agencies. like, there's a lot of talk about food deserts right now and a lot of talk about diabetes, but, again, trying to connect those dots and making resources available to get the products into the schools, you know, we're all over the country, but we're not in the high school across t

but we need flexibility to provide them. we are in a deep financial crisis today because we are in a business model that is tied to the past. we are expected to operate like a business, but do not have the flexibility to do so. our business model is fundamentally in flexible. it prevents the postal service from solving problems and being effective in a way of business would. delivery companies facing a significant downturn in revenue would consider adjusting delivery frequency, just as our competitors did when they saw the economy slowing in 2008 and 2009. and looking ahead and sing another 28% volume decline on top of the 23% we have seen already, the postal service should be able to do the same, i just delivery frequency. -- but just delivery frequency. -- adjust delivery frequency. most companies do not offer pre-retiree health benefits. we are required by law to fund an entire 40-obligation in 10 years. -- an entire 40-year obligation in 10 years. that has effectively bankrupt us. the postal service has also been obliged