mr. matthews, -- mr. matthews showed you three different -- i believe. one was on april 14.one was on april 15 terret i believe the other one was on april 7. all three documents. yes, sir. now, are other individuals listed on three documents -- are they all bp personnel? in the level one approval, the debt reached the names are there. can you identify any non-dp personnel? -- dp personnel? >> ok. >> captain, would you like them to take them 1-1 -- 1-by-one? >> take a look at the exhibit. >> yes, all of the level one are bp employees. >> from the originator, and the approvers, they're all dp personnel? personnel? >> yes, sir. they are bp. >> how about the other documents? documents? >> yes, sir. these are bp employees. >> yes, captain. these are bp employees. >> while third-party >> while third-party contractors, and partners and anadarko provide input, at the end of the day, it is bp that reviews the change and approves the change? is that correct, this new york stock exchange in front of me? >> yes, sir. -- and reuse the change, is that what i see in front of me? >> yes, si

mr. matthews asked you earlier about the model and what was the most important information in that model. would you kind of recap for us -- we never did get to a full answer for the. what is the most important information, or the top five, pieces of information in this model that are most important? >> for this particular job in this case, the directional played an important factor in the caliber log, and also centralize placement and the fluids information. and, of course, the casing information are the top five, i believe. >> gasol potential doesn't fall out in there has been an important piece of information one way or the other? >> guest list template off a lot of those things i just mentioned. >> so as a result of you punch in numbers, what is the most important information that is fed back to the operator? >> hobley in this case the gas flow potential and the potential for flow. >> that's what you provide to the operator? >> correct. >> so there's no executive summary in this model whatsoever that identifies, here's the feedback from the parameters that you gave me to plug into the

mr. matthews, -- mr. matthews showed you three different -- i believe. one was on april 14. one was on april 15 terret i believe the other one was on april 7. all three documents. yes, sir. now, are other individuals listed on three documents -- are they all bp personnel? in the level one approval, the debt reached the names are there. can you identify any non-dp personnel? -- dp personnel? >> ok. >> captain, would you like them to take them 1-1 -- 1-by-one? >> take a look at the exhibit. >> yes, all of the level one are bp employees. >> from the originator, and the approvers, they're all dp personnel? personnel? >> yes, sir. they are bp. >> how about the other documents? documents? >> yes, sir. these are bp employees. >> yes, captain. these are bp employees. >> while third-party >> while third-party contractors, and partners and anadarko provide input, at the end of the day, it is bp that reviews the change and approves the change? is that correct, this new york stock exchange in front of me? >> yes, sir. -- and reuse the change, is that what i see in front of me? >> yes, s

mr. matthew brought up in terms of the moc process, and her items, tell me there's traini there about the safety culture of bp. now if you have one safety culture an you have this training that, you know, pains a picture of a safety culture, is it a good safety -- have you learned from these lessons, to make sure that you have a proper safety culture in place, not just for onshore, not just for offshore, but for the entire companies that cover our operations, so that's -- >> so the texas city explosion and fire was a devastating event for us. while i have was in the middle east at the time, not even in the immediate bp organization, i was very awareof what happened. in fact, john mockford who led our investigation of it, i asked him to come over and he presented to my leadership team on what happened in that event and what bp learned from it, an we made some changes in atco as well. in bp, it's had a dramatic impact. we try very diligently to show there is not a conflict between safety and cost. never should cost get in the way of doing something safely. and i know it's my personal belief

mr. matthew brought up in terms of the moc process, and other items, tell me there's training there aboutthe safety culture of bp. now if you have one safety culture an you have this training that, you know, pains a picture of a safety culture, is it a good safety -- have you learned from these lessons, to make sure that you have a proper safety culture in place, not just for onshore, not just for offshore, but for the entire companies that cover our operations, so that's -- >> so the texas city explosion and fire was a devastating event for us. while i have was in the middle east at the time, not even in the immediate bp organization, i was very aware of what happened. in fact, john mockford who led our investigation of it, i asked him to come over and he presented to my leadership team on what happened in that event and what bp learned from it, an we made some changes in atco as well. in bp, it's had a dramatic impact. we try very diligently to show there is not a conflict between safety and cost. never should cost get in the way of doing something safely. and i know it's my personal be

mr. matthews. can you identify? >> -- mbi 00126338. i believe there is a highlighted portion on the bottom. can you read that, sir? not into the record, but ask him to read it. >> not into the record? >> just look at it and read it. aware at any time a and the reason they went to that death was because drilling ahead would jeopardize the wallboard? of that.t aware tupp >> do you know who bobby bodeck is? what is his position? >> he is an operations geologist. >> was he a communication printer between you and the land a man? >> i did not communicate with the land people. >> did you participate in any meetings on april 14 to discuss the options of going with along stream versus -- ? >> i sat in on a meeting. >> who was in that meeting? >> mr. morel, mr. guide, mr. hafely and mr. simms. >> prior to that meeting, what was bp's objective? was it to run all liner? >> i am not sure they decided prior to that meeting occurred >> during that meeting, the decision to run along stream was made. >> the final decision was not made in that meeting.

mr. matthews that as you were involved in the intervention activities you came to learn that there had been some changes made in the bop, but that it appeared to you that there had not been a management of change procedure within transocean with respect to the safety critical equipment. i understand said testimony correctly, sir? >> yes. to be precise, what i said was my concern right know is that transocean made possibly an uncontrolled change. >> i want to explore that we do a little bit. you testified that you were working with mr. stringfellow, mr. hand, and mr. schultze from transocean. >> amongst others. >> did you discuss that issue with any of those three individuals, whether or not transocean had an mrc procedure? was that a topic of conversation with any of those three individuals? >> i do not recall exactly the conversation. i recorded what i heard from mr. hand at the time. >> did mr. hand tell you what you had recorded their? wamr. handset told m told me te s a change made a couple months ago. >> to explore with him whether or not the company had a procedure for managing that k

mr. matthews got from the bp website, the bp drilling and well operation policy. yes, sir. yes, sir. now, i believe that on page four, the second paragraph, i think you read that before -- i think you read that before. it is about a business unit leader. leader. can you read that again for me, sir? >> the business unit leader is accountable to assure that any deviation from policy and established procedure, and all non-routine operations have gone under a of corporate risk assessment, and permit measures have been taken to manage the risk prior to the performance of the operation. >> yes, sir. if you have two in one day, does that qualified as non-routine? as non-retain at this stage in the project? >> it was not out of the ordinary to have to change the depth of the well. i also consider the tapered strain that was the other moc, because it was really in line with the basis design, i did not consider it non-routine. >> ok. so, based on that, he should not have been notified as the business unit leader? >> i do not know if he was notified or not, but i would not inside -- consider ei

mr. matthews that as you were involved in the intervention activities you came to learn that there had been some changes made in the bop, but that it appeared to you that there had not been a management of change procedure within transocean with respect to the safety critical equipment. i understand said testimony correctly, sir? >> yes. to be precise, what i said was my concern right know is that transocean made possibly an uncontrolled change. >> i want to explore that we do a little bit. you testified that you were working with mr. stringfellow, mr. hand, and mr. schultze from transocean. >> amongst others. >> did you discuss that issue with any of those three individuals, whether or not transocean had an mrc procedure? was that a topic of conversation with any of those three individuals? >> i do not recall exactly the conversation. i recorded what i heard from mr. hand at the time. >> did mr. hand tell you what you had recorded their? wamr. handset told m told me te s a change made a couple months ago. >> to explore with him whether or not the company had a procedure for managing that k

mr. matthews got from the b.p. web site, this is the people in drilling and operation policy -- the b.p. drilling an operation policy. -- and operation policy. >> yes, sir. >> on page of for you what, the second paragraph -- page four, the second paragraph, it is about the business leader. can you read that again for me, please, sir? >> the business leader is accountable to ensure that any deviation from policy and establish procedures and all non routine operations of undergone a formal risk assessment and that appropriate measures are taken to manage the risks prior to performing the operation. >> yes, sir, and if you have two does thatne day, qualify best non routine? -- as non routine? at this stage of the project? >> it was not out of the ordinary to have to change the depth. and they also consider that the tapered storing, and the other end, i did not consider it non routine. >> ok, so based on that, the other person should not have been notified as the business unit leader? >> i do not know if he was notifie

matthews. you got topanga. you got mr. and -- what was the name of that nerdy kid from the first couple seasons? mingus? munkus? no, minkus! yeah, he was definitely the biden of the group." [ laughter ] [ cheers and applause ] this next one is called the, "if i was in 'boy meets world,' i'd be shawn hunter, mostly because he was cool, but partly because his name was 'shawn' and i always wanted to be named 'shawn.' think about it -- shawn obama. how cool would that be? also, he had cool hair. one time i went to the barber and i said, 'i want my hair to be like shawn hunter's hair,' but the guy just looked at me and said, 'who?' heh, heh, good times." [ laughter ] [ cheers and applause ] must have been an interesting meeting because here's another. this is the, "remember 'the boy meets world' where cory's bother eric is studying for the sats, but he's not that smart, so mr. feeny, who is somehow their neighbor, principal and history teacher -- i never got how that worked -- tutors him? and then shawn goes to live with mr. tu

made possible by nbc universal] >> this is "the chris matthews show" >> ask not what your country can do for you. >> the time for change has come. >> mr. lucky. chris: and boy is he blessed. he won his senate against alan keyes. will the obama luck hold again? next time republicans get to run against in 2012, g.o.p. goes on offense and w. could be forgotten. two, four, six, eight, who do we investigate. if the republicans win this fall, they could hold hearings, subpoena witnessesarst, t each day with a prayer and end it with a probe. i'm chris matthews. welcome to the show. we have john heilemann, norah o'donnell and kelly o'donnell and "newsweek"'s howard fineman. barack obama has past his 49 birthday and he is president and he is one lucky guy. remember obama won his first race in the u.s. senate just six years ago. republicans ended up with alan keyes. mccain who had been a strong candidate faded in defending the bush record. and this year, while the numbers don't look good for the democrats. the g.o.p. could be split between the tea party candidates and the regular party. and that obama luck may hold when he runs again in 2012. m

bit the does this international cooperation have a matthew elements to it let me explain what i mean will come with mr from bank of the make of the new russian super com rusia once came to the studio and was sitting where you're sitting right now he said he had been told to his told breaks made by bosch and all the foreign made components in which case had been promised there would be no problem certificate why is it he said he wanted to use only one. in pots no one would study for it they told him is there anything like that innovation . yeah you. know i don't see anything like that all you need is a sufficient amount of skills and experience because you can certified almost anything but will if you certify something that was never certified before you have to realize that their certification cycle will take a lot of time as we must make products that will come to the market within rather a brief time frame of course there's no question of protectionism no there is no direct protectionism the right another question it's more of a political nature but you are the right person to ask about it the bulk

mr. walker. at this time, we are at item k, advisory committee reports and appointment of members. are there any appointments? vice president mendoza: i would like to appoint matthew kaney to the committee. he is a stanford law student doing an internship at forrester and forester. he has a deep commitment to education. i would like to point him to our committee. president kim: seen none, we are moving to items l, a special item of business. i call a public hearing on adoption of the public disclosure does german -- document. superintendent garcia, may we have been reading of the recommendation? mr. ruiz? >> thank you, madam president, superintendent. this special order of business request that the board approved, subject to union approval, is a tentative agreement between the district and the united administrators of san francisco. this agreement, which is based on economic issues for the 2010 through 2012 school years -- president kim: if you would like to have conversations, please do so outside. we are on to our next item. >> this economic agreement, as listed in your agenda, has a number of issues and points, including the negotiation of furlough days for the