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

the first one is how well our projects managed -- are projects managed from looking at the results they achieve or do not achieve? so we picked 13 projects that have been up history, were far enough along, so that we have visibility either an overrun or a potential over run projected to the end of the report. 12 of those were in that state. one was under budget. i think in a normal sample like that we would expect a higher percentage. so if you look at the figure -- the comparison was done again in costs, and bass line costs include the design and construction, which is shown in the thermometer in blue. the internal cost, which would be essentially project management, a resident's engineers in the yellow, and then a contingency, which is usually added on to these projects during the conceptual engineering phase. conceptual engineering phase entails 35% of the activity required, so the requirements should be fairly well defined. what these three elements constitute is a baseline cost. what we found in reporting to the board, the fsmta board, and their own monitoring, is they compare them

the manager is really great. the case managers do with everybody single-a-3 they do not have no pets or anything like that. their friends or anything like that. there is no danger, it is clean, it is everything. it is in the tenderloin and i am damned if they do not take care of it. it is the london and -- inn. like i was saying it is a place you could get the ideas from. they even have a nurse. it is great. elevators and people and is subsidized housing, 55 and over. there is a large waiting list. i wanted to give them their props, also. supervisor mar: thank you. thank you for waiting. >> would like to say about corruption. [unintelligible] the real name is the [unintelligible] the manager. who and where i may pass my evidence? supervisor mar: my hope is you could address one of the staff that is here. >> yes. limited time. there is evidence about corruption. supervisor mar: there is a whistleblower program for the city as well. i'm not sure how we can give you the information on the program for corruption and

and i concur with the appointment of the land manager. why do i recommend changing the mou accountability? you still have the dual responsibility. do you know that rec and park had a lease with the gun club for four acres, and the gun club is built on that land without any approvals? is that good stewardship of their lease? accountability means limiting the divide in management. rec and park lacks the resources to do that. you are paying for everything out there. why not take it under your control so you have accountability for the gardeners? who knows? we recommend that the mou only allow harding park as the rec and park responsibility. you do all the work. you do it's to concessionaires. -- it through coces -- concessionaires. you do all the work, and you should get the money to plow back into the water should. -- watershed. i oppose putting lipstick on the pay got there, the boathouse. it is a waste of money. we could have a stand-alone ada restroom out there and do minor cosmetic things. concurrently, we can start the long term proces

the public sector with management experience and regional and municipal parks and recreation, city management, and legislative affairs. she served as executive director -- director of the original park foundation with a full range of boehner activities, rising more than $20 million from 1993 to 2010. she retired from that, and we were lucky enough that somebody convinced her to come in as board chair. rosemary, welcome, and police say a few words. >> thank you very much. it is might very late -- great pleasure to be here and to be able to meet you all as a group and looking forward to meeting all of you in person i want to say that on behalf of the entire 25-member board of the san francisco parks alliance, i want to let you know that we're truly committed to a full partnership that will really build on what president buell said about the wonderful attributes of the two predecessor organizations. we're very excited. everybody is very committed. i think we are going to have a very successful future here. partnering with san francisco recreation and parks to really make the system even more rem

not all of the top management, but a lot of the top management i have met. the last thing is about public meetings. a lot of the decisions are made prior to public input, and that is backwards in my opinion. thank you. >> anyone else that would like to make public comment on those items in closed session? cnn, public comment is closed. we do need a boat as because of the litigation matter. -- seeing none, public comment is closed. >> motion to go into closed session. >> so moved. >> moved and seconded. we will go into executive session. take a can i please ask everyone to leave the room.

i am the storage of manager, and our stewardship manager for golden gate park, i am here because ginsbergd to give the volunteers -- i have worked with the park system and she has been such a joy to work with. the organizational structure and how she views the future. this has been in opening and helpful as an organization, with how we will bring stewardship to the next level. the park's alliance is embarking -- we are looking for to deepening our relationship and working with kimberly in the future. i wanted to say thank you and give them a credit that they deserve. this is the initiative that they have. >> if anyone else would like to make public comment on this item. the public comment is closed. we are now on the general managers' report. >> this has been a long day and you want to get out of here quickly. we have one of our very talented staffers, while she is up here, i want to introduce you to a weekend full of events, where we have the latest parks, we're very excited about this. this is 11:00 a.m., please join us. we partnership -- we partner with the trust for public land, and w

on program management, we are putting together the program management plan bank, which is really the recipe book for how we're going to fix the waste water system. we're beginning the planning of a team building session. we're pulling city staff, including puc and dpw together with the consultant so we can get very good, very tight, working teams move it forward. updating the procedures created for wsip, developing our own document control systems to be of track everything. as we move to our new paperless building, we will be allowed to find everything again. quality assurance and quality control. the objective, of course, with the end in mind, is that we consolidate this program. and we validate it to be about to present it to the commission. and hopefully some lively workshops next summer. that will be a fun town to look forward to be on the technical side, we have great folks held with the permitted in regulatory strategy. watershed characterization will begin. we have our aid watershed's loudly. we will look at how each of those functions, where we have problems and how we can pl

i think that we have managed to do that. i think it is especially important with some of the projects, especially those that perhaps did not receive the kind of rating that they should have, that we continue to speak with one voice. at this point, i want to thank all of the different agencies. the transportation authority, certainly, but also the mta, the mayor's office, who has worked very hard to make sure that that happens, and i think it is important, especially as funding becomes more limited, that we are strategic and how we approach these projects. so thank you. supervisor mirkarimi: very good. any other comments? seeing none, public comment, please, on either one of the reports. seeing none, public comment is closed to this is an action item. madam clerk, please read the next item. >> item 5, increase the authorized amount for the non- federal portion of the memorandum of agreement with the treasure island developer about 30 by $1 million, to a loan obligation amount not to exceed $10,287,000 to complete preliminary

quade it was a short week flew to florida to tell the cubs manager this morning he would not be the manager. replacement search is going on and not including ryne sandberg offered red sox triple a job last year went with philadelphia phillies instead. theo epstein said all coaching and management candidates need to have a major league experience leaving ryne sandberg of the best. theo epstein also called him today in a gesture ryne sandberg appreciated. after one year and one month to still do cubs salary at the chicago cubs prepared to eat that. reshaping of chicago cubs begins with a search for new manager and the list has to include terry francona boston manager freshly fired not sure if you want to jump back and sandy alomar indians bench coach and pitching improvement high on the theo epstein or the list rangers pitching coach and brother of greg mike madduxmike jobs out but many others also mike

our manager is here with me today. the society was started in 1905, but we have not been in the educational arena for very long. we are trying to think what we can do to address the continuation of japanese language programs that are under financial pressure under the current situation, and last year we started a program called japan's schools to raise funding from our sources. that is to provide additional support to programs that may be in danger of running out of its funding. this is aren't program year, and we are delighted to be working with herbert hoover middle school. what we are doing is providing a $10,000 grants for the continuity of our program should the current funding run out and also cultural programs for the children through the community interior -- through the community. we were pleased to put on our first event for the school. i am just about to blank on his name. our wonderful instructor as well all volunteered to instruct the students in oregon may -- in origami. we are delighted to be joined by s