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tv   TIDA Infrastructure Transportation Committee  SFGTV  May 20, 2022 10:30am-12:01pm PDT

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people with a passion for this and empowering them to learn >> due to the covid health emergency, board member was participating in this meeting vee yo video conference and participating in the same extent as if they were physically present. public comlent be available for each item on the agenda. for members of the public who wish to make public comment, the phone number to use is 415-655-0001 and the access code is 24875014082. then press
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pound and press pound again. when your item is called, dial star three to be added to the queue to speak. you may address the board once per agenda item for up to two minutes. item no. one, call to order. director richardson? >> here. >> director tsen? >> here. >> director dem lock in >> here. >> and director preston? >> here. >> thank you. we do have a quorum. >> okay. i wanted to take this opportunity as welcome commissioner, our president and members lashandon preston and to the staff. mr. bugbeck and kate peter and today we have our guest, mr. scott miller and also
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to the members of the public that are tuning in at this point and those that would be tuning in later. i run into a lot of people in san francisco and i can attest that everyone, most people are excited about what is going on in treasure island. they do not even know how far we have gotten when get to the island, they're impressed. on that note, we welcome each and every one of you to stay tuned to what we're doing on the island, so okay. kate, let's move to the next thing on the agenda. thank you. >> item no. two, general public comment. in addition to general public comment, public comment will be held during each item on the agenda. and no public comment. >> okay. next on the agenda, please. >> item no. three, consent
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agenda, 3a, approving the minutes of the february 25, 2022, special meeting. >> okay. commissioner, have you all had a chance to look at the minutes? if yes, please need a motion. >> i make a motion to approve -- >> second. >> and i'll take a roll call vote. >> director richardson? >> aye. >> director tsen? >> aye. >> director demlock? >> yes. >> there are three ayes. >> thank you. time number 4, presentation of final report but uc berkeley goldman school of public policy, master's degree candidate regarding tiy parks and open space and maintenance planning. >> thank you, kate. i just wanted to take the opportunity to introduce scott miller as the agenda item says, he is a master's candidate with the goldman school of public policy and for the last four months, he's been working under the city
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administrator's office of budget and planning to conduct an advanced policy analysis project working with tida to look at parks and open space, maintenance programs and best practices and he's been in this work, he's not closely coordinating with primarily peter summerville on tida staff and jaime reuben and myself. and he's nearing, preparing a report summarizing his research and experience and wanted to have him come here today to present to the sustainability committee. so with that, i'll turn it over to scott unless peter, did you want to add anything? >> go ahead, mr. miller, you're welcome. >> perfect! good morning, everyone. thank you so much for
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giving me the opportunity to share the findings of my report this morning. i'm very excited to be here. let me share a powerpoint presentation that i've prepared to go along with my speech so hopefully there's a little visual while i ramble on and on. so, as bob graciously let you all know, again, my name is scott miller. i'm a graduate researcher from the goldman school of public masters policy at berkeley i had the pleasure of working with bob, peter and tida staff. spearheading a maintenance and staffing plan for all of the wonderful open spaces that will be opening up on the island over the next two years. as you all are very aware, tida will be getting a very diverse set of parks and open space assets over the next ten years, ten or so years. that will really transform the two
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islands into a world class destination here in the san francisco bay area. since many of those states especially on the buena island will be opening up, i believe some of them have already opened up to the public, creating a maintenance plan and a staffing model to perform that maintenance work is as time crucial as ever. so, with that, i will go into the analysis i've conducted to try to determine the best staffing model that tida could employ to perform maintenance work across all of the different types of open spaces that we'll be handling. i'm go brief -- i'll go briefly for a draft maintenance handbook for the different spaces and the different evaluation criteria tida can use to make sure that the maintenance work is being done at the world class standard that tida is looking for. i'll briefly just mention that the
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primarily tools i use to conduct this analysis involved a regional practices review where i spoke with different parks agencies and their partners across the san francisco area to determine which of their current procedures and staffing models could be best applied to tida particular situation. i also conducted a literature review looking at staffing models and park maintenance across the state and across the country. this involves both theoretical work and empirical study to justify some of the findings, so first, i'll go into the staffing model question. as i think that's the primarily question tida, the tida board, yourself and the tida staff had be looking at as making sure you have a good robust staff doing the maintenance works, it will be key to making sure that the work is done properly. as inadequate staff likely could
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not perform at the world class standard tida is looking for. in my conversation with tida staff and with the regional partners, i was able to speak with, it became clear there were three alternative staffing models that could be most applicable to treasure island and buena island open spaces. the first model would be a contract to a private firm where the contract is written up, issued to a private party and then that third-party is trusted to perform all the maintenance work. we think of it as typical contracting through a government agency. the second key alternative would be for tida to establish a relationship with a conservancy in buena island. that model will look like a lease structure so tida will retain ownership of the open spaces and lease it to the conservancy and they would
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perform the maintenance staff in the open spaces and the third staffing model under consideration would be for tida to hire its own team of landscapers and custodians to perform the work in those parks and open spaces. given these alternatives, it became clear that the key question within this model, the staffing model, was one of centralization to use the technical word, looking at -- what is the best way for a government to provide a service, is it through in-house prevision or is it through hiring a third-party of some sort? there's been lots of theoretical discussion around what is better for governmenter advice prevision on the centralization -- government service on the centralization and serve rah studies to explore that in real life context. just to give you the key takeaways as it applies to our current conversation today, the literature divides
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task is in two general categories and on the one hand, you have transferrable tasks, these are tools, skills, et cetera, that can be learned from private party providing the service to one agency, say, the city of oakland. and being able to take that same set of tools and skills and easily apply them to work being done in another city say san francisco, san jose, what have you. because these tasks are transferrable between different agencies issuing the contracts, you can generally expect that there will be quite a few private firms able to enter that market and compete for those bids and they'll each be trying to provide a quality service so they can continue receiving contracts. in this situation, a government agency can largely feel comfortable using what's known as arm's length
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contracting where the contract is issued and a set of instructions are handed off to the contractor and that's the extent of the interaction. on the other hand, there's are -- i'll use the term specific since it's faster to say. these are often complex or very unique to the situation of the contracting agency. and can't be taken from one agency to another by a third-party and applied to across the situations. it usually involves a lot of learning, the specifics of the agency and the space and the population. that service is being provided for. and it's hard to plan out ahead of time as well. there might be nuances that staff and the contractor might not be aware of in a particular situation that only get exposed or as the contractor tries to do that sort of work.
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for these very specific tasks, usually an agency will see better performance if it either provides the service itself or and we, the literature also suggests that having a nonprofit perform these tasks will result in better outcomes for the agency. now, even when partnering with a nonprofit, it's important for these types of specific tasks that an agency uses what is known as rurp -- relationshipal contracting and that's when the provider and contractor is working hand-and-hand and collaborating on decisions in the field as they move forward to make sure that whatever the nonprofit or other contracting entity is doing, this is meeting the goals of the contracting agency. so, within this kind of theoretical framework which has been built up and justified by a lot of
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empirical evidence as well, i've divided tida future spaces into two categories. on the one hand, you had design spaces, kind of like the stock photo we have on the left here. this, these are spaces where tida will know what asset it's going to have, what plants, what types of benches, what have you. and it can therefore be proactive in setting up maintenance goals and maintenance plans. to hand it over to a contractor and be able to leave it as is. on the other hand, you have natural spaces where generally you know, tida might not know what plants are already growing in the area, what animals are already living and thriving there. and so staff trying to do maintenance work there would be more reactive, kind of seeing what starts to flower every year and making a decision on what to keep and what to pull out and replant, kind of on a year-by-year and
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month by month basis. with those two distinct categories of parks established, i then tried to determine which model would be best in each of those spaces. and to do that, i used four different evaluative criteria. the first is the most important especially for tida's mission, is the potential effectiveness of a staffing model to achieve the world class goals tida is looking for in its maintenance work. i gave this criteria the most weight in my recommendation. second key criteria was the cost of an alternative. you can think about it as the -- the next two aren't crucial to the world class standard that tida is looking for in its park maintenance goals but i think should be
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considered when tida is deciding on which staffing model to establish. and that's the potential popular support that an alternative can mustard if it's adopted or what popular voices might come out if a staffing model is adopted. and lastly, the potentially administrative eve of tida adopting and then maintaining that staffing model in question. so, i will first look at design spaces specifically. but i'm going to move from left or excuse me, from right to left in the criteria because the first, because popular supportive administrative eve and economy actually pan out about the same between design spaces and natural spaces. so, to briefly go over the potential popular voices coming out for an alternative, because contracting out and tid staff are
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bureaucratic in nature, kind of administrative task, it's probably not likely that there will be a large public movement in support, you know, recognizing and supporting either of those decisions but a -- conservancy because it gives members of the public an opportunity to have a greater voice in park maintenance goals, might see some actors voicing their support actively for that alternative. moving on to the potentially administrative workload of any of these alternatives, contracting out the services or establishing a conservancy would likely see a front end heavy workload for tida staff as they establish the contract or the lease with the conservancy of partners with, but then that administrative work would lower as that
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partnership continues. with tida and staff itself though, tida of course would have to hire the staff and then also maintain hr operations for all those personnel going forward. looking now at the potential economy of each of the alternatives, the estimates, the potential cost and the economy of each of these alternatives is of course different between design paces and natural spaces due to the differing staff size needed in each of those spaces but the proportion, you can say is roughly the same between contract, potentially contracting out and hiring tida staff. not to get too technical with the economic lingo, but the market competition, you could see in trying to issue a contract to a private firm can be expected to keep cost lower than tida trying to hirity own staff to maintain the work and again maintaining all the payroll and benefits for those
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employees. i would estimate that a conservancy at least for the first few years would likely cost tida staff roughly the same as hiring its own personnel and that's because as the conservancy is in its infancy building a donor base and draw in other public funding, it might need to leverage more tida, direct tida financial support to perform its parks operations. finally, we'll look at effectiveness and this is really where the design paces and the natural spaces start to diverge in their evaluation here. so, within design spaces because tida can anticipate and plan out almost all the work that needs to be done, of course, accidents and random events accepted, pretty much any entity can be expected to perform at the world class standard that tida is looking for in its park maintenance work. there are of course a few
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variables tida had keep in mind if it decides to contract these maintenance services out to a private party and the primarily two variables i would point to would be the composition of the staff itself, the field crews doing the work and the past experience of contractor that it issues the contract to. that first variable, you know, the field staff itself should be well acquainted with performing maintenance work for the heavy used spaces that tida is looking for. as i'll briefly go over later in the report, the criteria, the evaluate of criteria and maintenance plan proposed within this report, imagine that the staff would, that the maintenance crews would have roughly two years of training either in apprenticeship or formal education or some combination of
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those to make sure that the work is being done at tida standards, so that would be, that's one variable, making sure the field crew is well-trained and well-acquainted with the maintenance task that they would need to perform. and kind of within there, looking at the rotation rate of the field crews doing the maintenance work is something tida should keep in mind. looking at the past experience of the contractor performing the work. there are many landscaping firms out there who perform a lot of work for se, corporate parks or home associations or what have you. i want to note those types of spaces generally have different types of maintenance care and tiff levels of work that tida spaces would need. a corporate park may have a lawn that
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doesn't get torn up with cleats as frequently as tida's assets would. tida needs to consider in planting beds, you might have young children tramping through them periodically as little johnny likes to go through the aselias or what have you. that's my level of care and attention than some contracting firms may be used to doing. that's my breakdown to design spaces and to move into natural spaces, again, in the economy administrative eves and popular support categories, those breakdown the same as in design spaces so i won't bore you with those details again. looking at effectiveness because of the reactive nature of the maintenance work in the spaces,
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creating an arms length contract where the contractor just issued the contract and issued the work likely will not achieve management goals that tida is looking for in the various natural spaces it will be managing. so for that reason, contracting out to a private third-party in this arm's length relationship i believe at best could do a good job maintaining the spaces in the natural spaces but conservancy and tida staff being in that close relationship with tida management could perform highly in those spaces; so after comparing all of those, my recommendation on a staffing model tida should adopt is a hybrid one. i would recommend looking for a private contractor, a third-party to be issued an arms length contract and given jurisdiction to maintain the parks and open
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spaces over there. and tida can't lift out all events and maintenance task for the space. give it to a contractor and perform inspection work through the year to make sure the work is being done well and market forces, market competition should keep private contractor's cost lower than tida might see for its own staff or con -- yukon certificate van see. because of the need for tida to be closely partnered with whoever is performing the task, i recommend tida and if a conservancy is performed for the two islands to partner with the conservancy and enter into a lease agreement with them and leave them to do that maintenance work. so with that, staffing model decided, whichever one tida decide to pursue, the next big issue in the report is to look at a
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maintenance guide. and i won't bore you of how to maintain the trees and lawns and i'll go over general principles that tida staff should look at. the handbooks be tailored for each individual space so morning of, a maintenance crew are receive the maintenance handbook and take it to their space and quickly look down the list and perform the task they're asked to do. those tasks should be divided into daily, weekly and monthly, it should be broken down in a clear pattern so that maintenance crews know when they need to perform each of these tasks. and of course, this should be planned out ahead of time. i recommend that tida adopt some sort of mobile app that field crews can use to quickly pull up the maintenance tasks on their phone and look at the schedule of work that needs to be done for the day and that
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would allow staff to also report back what work is done, if it met the criteria tida is looking for and if a tree branch falls down in a park, they can quickly are let management know a crew would need to go out and take care of a bigger job like that. this is just a brief example of what the handbook might look like in the sports park for turf maintenance specifically. kind of breaking down each of these tasks, specifically. so that field crews can easily kind of check-off as they perform each of them. last thing i'll go over before i bore all of you to death, is the evaluate metrics that i recommend tida to use to make sure the parks are being maintained at that world class standard tida is looking for. i actually recommend using san
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francisco's current inspection manual from the office of the controller and the recreation parks department. and that manual breaks down each of the types of major assets and criterion it's looking for its crews to meet. this manual has been used by other entities such as the national park service as a best practices model for the mps's on work in some of its spaces so because of that, i recommend that tida largely adopt that manual for its own maintenance crews, of course, making adaptations as needed to fit treasure island and buena. inspections should be done in a two-stage process and first is the pretty much daily. the field supervisor should report back to tida management at the end of the day. whether the crew performed at tida standards that
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day or not and this can be done through the mobile app, just kind of checking to make sure all the tasks were done correctly. and every week, i would recommend that tida staff do perform site visits in what i'll call in a semi-random passion. that tida staff should have a list of when staff will visit each of its different as hes and each of its different parks to perform maintenance task but in a particular day, half of those sites should be randomized. you can list them in an excel sheet, run a bunch of random numbers and ping those numbers to a particular day. the random nature of inspections will help tida and tida staff make sure that all spaces are receiving the attention they need and there's no short cuts potentially being taken. and
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when it comes to the inspection andy ral weighs, i recommend that tida also, this is something you all do well already, but make sure the public has plenty of options to provide its input on how it feels tida maintenance crew was performing at maintaining the park and also reporting their general feelings about natural resource management and what have you. i recommend having an online portal and e-mail address for the public to be able to contact tida. but of course, having a mailing address and a phone number could make sure that members of the public can contact tida through whatever means that's easiest and best for them. and we have a look at what the book would look like that was my analysis and i would recommend that tida issue a
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contract for maintenance work in design spaces, partner with a conservancy in its natural spaces and prepare handbook especially in design spaces to give to its contractor, work closely with the conservancy to prepare maintenance goals in its natural spaces, and then check on that work frequently to make sure it's being done to the world class standards you all are looking for. with that, i will stop boring all of you, thank you so much for your time. >> thank you. >> great, wonderful. let me -- before i open it for general discussion, mr. miller, i wanted to congratulate you and commend your thorough research analysis and recommendation. you kept referencing world standard and i can tell you, i've spent a considerable amount of time over
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the weekend just, digesting the information that you have presented today and i'm going to recommend and you produced 56 pages of world class research on this matter. people should understand and we always like to remind that the development of the treasure island and buena island have secured, met platinum which is the best standard in the world, so this project is not just for san francisco. it's something on the radar. i want to commend your (indiscernible). those you listed is the icon not only in north america but just about everywhere. you mentioned, the
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national park service, part of san francisco and you've mentioned the golden gate and the san bruno mountain and a host of other world class entities so i'm going to at the end of the presentation, that tida and our president is here, and i recommend we write a special letter to acknowledge your outstanding research. i think it needs to be on the record from us to convey not only an attitude but the kind of document analysis that you have provided, it's very valuable and that we tend to go back and look at all the recommendations and at some point, a robust discussion, we will, you know,
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convey among ourselves and decide with the direction that you have already given us a roadmap and so we're grateful for that. so this is my initial comment, i'm going to open this up and commissioner tsen? >> thank you. yes. thank you so much for that report. and i used to be the college of environmental design teaching graduate school classes to i'm always happy to support students and i'm very glad that you're working with tida. in particularly on this topic which has been very close and near to my concerns about the parks and open spaces that we are are building on treasure island and it's a gift to the city. 300 of
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open space and we want to design them as world class destinations. we are getting the capital to build them through this joint development on treasure island but what i'm worried about is really making sure that once these parks and open spaces are established that they continue to be maintained because operating expenses are the most difficult to get as one goes forward. in fact, there's nothing in the city's budget from the general budget that will support these parks and open spaces on treasure island. we have to be self-reliant on that. so, i have been perhaps the one on the commission who has been drumming this message that we really have to look at how do we go forward in the future and what sort of
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organizational structure do we use in order to be able to do that? and i appreciate that you've looked at some of the models and looked at? of the literature because what you came up with applies to more than just the park. it applies to services in general. but i would say that there is something, which needs to go beyond what you have provided us here today. i think that when you're looking at one park, yes, the models and the hybrid models that you've looked at may apply that the maintenance services may be economical to contract out, but i think this goes beyond that and that is what i'm looking at is what is the organization structure that we need in order to do more than just the
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maintenance. you've got a maintenance manual. i can hire landscape maintenance companies and i think that we do have a relationship with some but what do you do about the overall keeping and the overall conservancy of the parks and open space that we have? and i think that having a conservancy which you have mentioned be overall an umbrella does make sense and i would like to explore that and the things which are not mentioned in your report because there needs to be advocacy for these spaces. there needs to be long-term management not just the day-to-day or
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seasonal management but yearly, several years, decades of management and particularly institutional knowledge about these particular plants and how they grow and how they need to be maintained. we have spaces which will evolve over time. it needs to be a way to document that and also to have knowledge about how to do that, for instance, the wetlands, once its established. it's not something which is seasonal one year and you contract out for maintenance. it's something that has to evolve over time and that you need to have the skills to be able to do that and in some ways, we have the chance on treasure island to do something very educational and that we can
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provide, even the research on how these native plantings do over time, that you know, we have the chance to show through our techniques, whether it's composting, you know, bio retention, base -- basins we have and the gardens and how they're performing. there's a lot of educational value that can be done, not just the day-to-day contracting of maintenance services but really very holistic way of looking at the services that need to be provided through treasure island and actually, the initiatives that can arise from that, that can be created in reaching out to the public as well. so, that's something which you don't have in your report and i think
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that there are other groups throughout the country, i don't know if you did some research, that specifically looks at parks and open space, not just general governmental services, but particularly parks and open spaces and there are very few that are like treasure island. i would say even that treasure island is rather unique and so, i think we need to put together, you know, the thinking on how we structure organizationally this look at the services that we need on treasure island. so, that's my general comment. i don't think it goes far enough this that we knee to look at a level of organization above just doing the maintenance and so that's my initial comments but i'll let you go ahead.
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>> thank you, commission tsen and i'm going to call on commissioner dunlop. >> thank you, i really loved the report. i thought it was brilliant and thought it covered lots of pars that are really important, giving us choices of where to proceed and so i also like the comment of fe and there's a little more involved in finances and to keep this project financed forever because you know, we've seen so many cases where a park has been greatly loved but then unfortunately under finance and then it slowly decays, so we
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don't want that, definitely we don't wouldn't that. a quick question if anybody knows, could we possibly enter a contract with the rec. and park department to do the more maintenance type things? is that something we might be able to look into? >> i understand, maybe bob and peter have suggestions on that as well. certainly the parks and rec. department provide services for all the parks in the city. however, i think treasure island is very different. it has its own sources of financing that come from the hoa reserves and treasure island is such a new addition to the parks system, i would be afraid that if it was
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managed by the parks and rec. that we would not get the attention that a new park deserves and that's just my personal feeling, but certainly, i would let bob or peter answer that. >> i can jump in right here. i think about several years ago, we actually took a delegation to new york, courtesy of commissioner chin and we explored the world class parks in new york city. we visited many islands and the mission for the open space treasure island and buena island and cumulative, we're going to have more than the golden gate park. the parks,
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maintenance has to be self-sustaining so we're looking at, even when you look at the design of this parks, it makes sense for us to explore the conservancy model and even though and again, the reason i highlighted commitments to miller is that that topic is of great interest. we could go back based on the nation of the objectives that we discussed earlier, want to achieve, we can expand that if we decide that option after exploring all the others and the ones we're going to go to. for instance, the economy of scale, for instance, what do we, how do we translate the maintenance and again, the economic activities that we intend to generate. the parks are not designed the same so the
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usage are not the same across the board -- across the board and what's the reason for that? so we can have concert and vegetation and activities so if we decide on the other option three, your recommendation to establish this conservancy and which is basically work i'll be looking at, i think then we can broaden that scope and be able to explore how we are going to be able to maintain that and also comparing what we are trying to do works in the iconic parks that's world renowned and we have visited those entities and we continue to explore and we have looked outside of the united states and we're looking at canada and looking worldwide, so again, your recommendation again is a guide to where we are. i think you've done a good
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job again in pointing out to so many possibilities. only on when we look at the san francisco rec. and park model and we also note that in san francisco, they haven't attained that level. the dissolution of the old san francisco redevelopment agency, there were a lot of parks created in san francisco but there was no plan for their maintenance for the longevity of those parks and the city of san francisco, as i speak, they are just now getting into the full-time discussion of how are we going to maintain the parks and as commissioner tsen mentioned earlier, you have the homeowners' association, the financing of this development, people starting late measures and we have to abide by them and they're making the conservancy
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option, it should be well thought out and we should have all the previsions in there but again, thank you for that, guiding us with all of the possibilities. so are there any other questions from either director of -- commissioner tsen, do you have anymore statement and commissioner dunlop in >> yes, i do. one thought about the rec. and park and this is just -- this is me working off the top of my head but perhaps a special division that is dedicated to this island and that being, they already have a certain amount of ability and you know, material that it could
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be very helpful to get us started quickly in subject to the agreement we have made with them, we could have lots of control over that but they being the premiere park or rec. and park of the city, it might not hurt to take advantage of their knowledge. this probably isn't the time to be discussing that, anyway, i wanted to put that out. thank you. [multiple voices] >> sorry, i forgot how to raise my hand and i can't find the button. no, i did want to say that, um, you know, kind of to base comments earlier -- to fad's comment, we have the support of the park maintenance on the island and there had been
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a presumption that there would want to be kind of local control for the maintenance efforts on the island, but with that being said, we have been consulting with rec. and park on the design of the parks, getting their comments about -- you know, various materials and taking advantage that have feedback and there are places in the future, you know, around programming and other areas where i think we can learn a lot from rec. and park and also one of the conversations we've been having with them separate from scott's work is some of their manpower
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forecasting, labor forecasting of projecting for budgeting purposes, you know, how many personnel will be needed to maintain a space based on kind of the materials and usage and so forth, so we have been collaborating with rec. and park and trying to draw upon their welcomed experience in this process while still looking at what are our choices, our options for future maintenance. sorry. >> i'm also, you're right, mr. beck, that -- it has been stated here, that san francisco and rec. and park have nonprofit working with them, so we're going to be looking at the golden gate, national recreation model right here also in the city of trust. right here in san francisco, decreasing the field
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model. and i think when we look at the part of san francisco and again that's the east bay where so many iconic parks and models and again, concentrating on what we learn from new york city and we're going to put a playbook here and there and put together what we're trying to do. if we come up with the conservancy, it does not preclude having all kinds of relationship with san francisco rec. and park and all this other entities that we have come across. i think we need to make it clear here also that the open space of 290 plus parks from special islands, you have buena island constitute, a rare opportunity for us in north america to have a world class park system with the combination of all the iconic spaces. our
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method of development, engineering, architectural, lights, this island is to surrender bus what we have known and to engage some of the mistakes that we have found and so, it's not just going to be one cookie-cutter. that's why we're having a broader discussion, is that we're looking at the best practices as i think mr. miller, that's what you established with your research and again, we showed you this task and you looked at the best practices and i think it's for us to take that information and help you to mold that into what we wanted to do and again, to underscore what commissioner tsen said earlier is that all this information that we've gathered become handy and then we need to evaluate
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where we want it to go. and we decide on doing may not be a replica and it's not made to be like that. it will best practices so i'm very positive about that. okay. any other -- >> i would like to -- >> yes. >> so, my comment about the parks and rec. certainly, they have a wealth of experience and part of the study should be looking at ways to incorporate the experience and use it well but i would suggest that a model to look at and i hope that in your research thought, you're looking at other major parks and open spaces and how they're managed. i mean, regionally of course, we have a seed yo trust and various conservancy even with the golden gate national area but nationally, there are
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many examples of conservancies that have been organized to oversee these parks and as linda said, we did look at some central park conservancy, the brooklyn bridge park conservancy, virtually all of the major parks in new york city, as an example, and even in the major cities, chicago, philadelphia. they have conservancies and trust that they've given -- that they've given some oversight for their park and open space. a model that might be worth pursuing is really a conservancy nonprofit which does the oversight for the
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parks but also does programming, it also does fundraising which you can only do with a nonprofit organization. it also does the outreach to the public. it does the education as well. and that is done very closely in concert with the tida staff because tida would have to oversee that lease to that nonprofit, if it's a lease. so, i think that is a model that we should look at because it certainly is used in other cities as well. and so, i will look to your full report. i'm looking forward to reading it when you have finished but i hope that you will look at that conservancy model more
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carefully. >> so, thank you, commissioner. are there any other questions or comments from the commissioners before i open this for public comment, please? >> i have a quick comment. >> okay, commissioner preston. >> it was very detailed report. i'm very appreciative of it. i am in agreement with everything everyone is saying. i think his suggestion for a hybrid solution is really good and i'm with tsen on the education aspect and i'm in agreement with you, linda, that treasure island is a unique place so i would like to see something established and running for a long time and not just temporary as we get passed the redevelopment and making it a tourist attract, so thank you. >> thank you so much for that
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comment. let me see. kate, do we have any public comment? >> we do have public comment. i'll open the line. >> okay. thank you, go ahead. >> >> hello, this is peter from san francisco environment, can you hear me? >> yes. >> thank you. i wanted to just offer my contribution to the really interesting and rich conversation today in the spirit of the work i've been doing for tida for the last several years, consulting as -- an ecology from the department of environmental. i want to say as everybody said, echoing that great report. scott, congratulations on your thorough research and detail oriented approach and just analysis of the situation. really interesting stuff. i read
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through the whole thing. i wanted to add to the conversation like i said from my ecology lens and in that, i would just say that i understood the way that scott setup the report in terms of kind of creating a dichotomy to the design landscapes and natural landscapes and i think the analysis has a lot of merit based with the different criteria he used and some of his conclusions. meanwhile, and i always talk about this. i want to caution us not to be too die cod mist and how we think about the plan scape on treasure island and buena island and sometimes we think of treasure island is the more designed landscape and buena eye plan as the natural land but there's a lot of examples where it expresses and realizes there is a geometry of the natural of the open space of treasure island
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and buena island, right. so a couple of examples are the westside parks on treasure island are being designed starting at building one and going north to be wilder as you go north until you get through the wild to the north end of the island. we want to have habitat hedge roads made of native plans adjacent to design landscapes whether it's a ball field or in the agricultural area for area and the stormwater parks built on buena island. those have been built as parks and designed landscapes and planted with local native plants at both locations, so there's a real blend of kind of the natural and the design throughout treasure island and buena island already and so my hope of course is to see that and see, to see the world class lift that treasure island and buena are to that
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cutting edge approach to native plant landscaping throughout all parks and design landscape in addition to the natural areas so that we really do soften the evenlies and -- soften the areas and it's less of a die con meet. it would reflect that and so then also wanted to rely that there are many other aspects of sustainability, you know, that stem from the sustainability plan, but also cutting the sustainability vision system that's important when thinking about maintaining landscapes through time whether it's green purchasing, you know, purchasing non-toxic products and green waste management and composting and the implementation and sustainable and creative way of the integrated pest management ordinance. >> thank you, peter. >> i think those are my comments, thank you for your time.
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>> thanks -- thank you, peter. >> peter, and i don't know if peter, you wanted to add anything. i just want to give you the chance. >> no, i think scott did a great job handling it all. we certainly thank him for his hard work and i appreciate all his efforts and as he mentioned earlier, we want to acknowledge regional partner that's were supportive in this effort. we had great, even from the staff level, having discussions with golden gate recreation area, the port of san francisco rec. and park and many others so going forward, he's given us a lot to chew over and it's exciting so thanks again, scott. you did great. >> okay. >> thank you so much, peter, again, putting out great work here and also i wanted to echo what the gentleman, commissioner
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-- with the reference to staeblt and it echo on this core. you mentioned the sustainability plan. actually, it's one of my culture thing. i worked, you know, on that plan for the city in the county of san francisco, being part of the founding commission of the commission, of the environment and referenced to ipm and aimed to design treasure island. that document and all the world class came to fruition, so we will continue to have partnership with the commission of the environment and again, the overall take away is what we're doing and what we're doing here it is a lot of things we have known in this region. >> linda, linda. may i say also, so going forward, i'd like to
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have a plan because we have been talking about this for, i think, at least three or four or five years now so i'm thinking about what the next steps are in order to implement, you know, taking information, taking research from scott and the others and how to move forward in the next steps and making those decisions so i absolutely -- so that is a discussion item that i would like you know, for the board as a whole as to how do we -- >> commissioner tsen, you're right. i think the take away from this discussion is that and to mr. beck, we are going to fast track. we have done this research and talking about this for five years now, i think in the next couple of weeks, i would suggest that we come up, we have the information, so it's
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not just reinventing the wheel and to come up with direction. i think where we're leading and present it to the commission and put the process forward. this is what may -- i think you know, my june or july, yeah, we need to put something together and then we can continue to put all the pieces together and that will convey that we are, you know, showing progress. i'm leaning towards the conservancy like i've said. that's a model that i'm highly interested in but again, we'll hear from the rest of the commissioners and but we need to get this from just the state now. now that we have clear guidelines and all the pieces together to really move forward. mr. miller, are you still here? okay. i would like for you to -- okay. again, i
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want to give you,y your picture here. could you come on and let's see who you are. [laughter] >> still here for you. >> okay. >> thank you again sir, you have done marvelous work. i've mentioned at the beginning of your presentation that i would like to convey to my commissioners, gratitude for this excellent research analysis that you have done. your recommendations are recommendations and you know, they have merit. we will look at them but it's important for us to convey to you and to people that might be looking at your work that your approach and research is on the world standard level that we have and we have a lot of information there we can look back and the detailed analysis and we're going to add to your recommendation, absolutely. but
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there are so many ways we can go about doing this and so we commend you and i would like to suggest to the president and the, you know, mr. beck, that you should be expecting a letter from us just to convey what we feel and stay tuned for today's project. we've just started and who knows in the future, so thank you, sir. >> great. thank you all so much. really appreciated the opportunity and it was a real pleasure to be able to work with you all to prepare this. >> thank you very much, peter. >> thank you. >> so, linda, we do have more public comment so i'll open line for them. >> okay. i know public comment, please go ahead, please. >> so, commissioners, my name is francisco acosta and from time-to-time, i take some time
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to listen to the presentation. i was involved from the beginning when tida was formed a long, long, long time ago. i worked out of presidio and i did a full investigation of treasure island because you know it's prone to liquidzation and flooding but also has many serious contaminants. one of the things that sensible people do is we have to address quality-of-life issues and as you know commissioners, many people on treasure island have been adversely impacted because of
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the contaminants created by the united states navy. we have to do thorough abatement and mitigation. harder mitigation abatement and mitigation, not capping. if you cap something and then you plan something, you still foster contamination. foremost, you have to have the half of the people and right now, there are not doing a good job. so, presentations are good, plans are good, but they have to be holistic. they have to be viable and they have to be sustainable. thank you very much. >> okay. thank you so much. are there any public comment? if none, kate, move on, please. go to the next agenda, please. >> there is no public comment.
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item no. 5, discussion of future agenda items by directors. >> as always, i would, future agenda, absolutely discuss with the director, so at this point, we'll go with the number of projects, thank you. okay. next on the agenda. >> item 6, to adjourn. >> okay. thank you everyone for being here and thank you again mr. miller and peter summerville and to commissioner tsen and all of you and bob, you no, director bob beck and commissioner dunlop. have a great day and thank you so much. >> thank you. >> and to the public. [adjourned]
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adjourned. >> shop & dine in the 49 promotes local businesses and challenges residents to do their shop & dine in the 49 with within the 49 square miles of san francisco by supporting local services within the neighborhood we help san francisco remain unique successful and vibrant so where will you shop & dine in the 49 my name is jim woods i'm the founder of woods beer company and the proprietor of woods copy
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k open 2 henry adams what makes us unique is that we're reintegrated brooeg the beer and serving that cross the table people are sitting next to the xurpz drinking alongside we're having a lot of ingredient that get there's a lot to do the district of retail shop having that really close connection with the consumer allows us to do exciting things we decided to come to treasure island because we saw it as an amazing opportunity can't be beat the views and real estate that great county starting to develop on treasure island like minded business owners with last week products and want to get on the ground floor a no-brainer for us when you you, you buying local goods made locally our supporting small business those are not created an, an sprinkle
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scale with all the machines and one person procreating them people are making them by hand as a result more interesting and can't get that of minor or anywhere else and san francisco a hot bed for local manufacturing in support that is what keeps your city vibrant we'll make a compelling place to live and visit i think that local business is the lifeblood of san francisco and a vibrant community
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a city like no other, san francisco has been a beacon of hope, and an ally towards lgbtq equal rights. [♪♪]
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>> known as the gay capital of america, san francisco has been at the forefront fighting gay civil rights for decades becoming a bedrock for the historical firsts. the first city with the first openly gay bar. the first pride parade. the first city to legalize gay marriage. the first place of the iconic gay pride flag. established to help cancel policy, programses, and initiatives to support trans and lgbtq communities in san francisco. >> we've created an opportunity to have a seat at the table. where trans can be part of city government and create more civic engagement through our
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trans advisory committee which advises our office and the mayor's office. we've also worked to really address where there's gaps across services to see where we can address things like housing and homelessness, low income, access to small businesses and employment and education. so we really worked across the board as well as meeting overall policies. >> among the priorities, the office of transgender initiatives also works locally to track lgbtq across the country. >> especially our young trans kids and students. so we do a lot of work to make sure we're addressing and naming those anti-trans policies and doing what we can to combat them. >> trans communities often have not been included at the policy levels at really any level
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whether that's local government, state government. we've always had to fend for ourselves and figure out how to care for our own communities. so an office like this can really show and become a model for the country on how to really help make sure that our entire community is served by the city and that we all get opportunities to participate because, in the end, our entire community is stronger. >> the pandemic underscored many of the inequities they experienced on a daily basis. nonetheless, this health crisis also highlighted the strength in the lgbtq and trans community. >> several of our team members were deployed as part of the work at the covid command center and they did incredit able work there both in terms of navigation and shelter-in-place hotels to
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other team members who led equity and lgbtq inclusion work to make sure we had pop-up testing and information sites across the city as well as making sure that data collection was happening. we had statewide legislation that required that we collected information on sexual orientation and our team worked so closely with d.p.h. to make sure those questions were included at testing site but also throughout the whole network of care. part of the work i've had a privilege to be apart of was to work with o.t.i. and a community organization to work together to create a coalition that met monthly to make sure we worked together and coordinated as much as we could to lgbtq communities in the city. >> partnering with community organizations is key to the success of this office ensuring lgbtq and gender nonconforming people have access to a wide range of services and places to go where they will be respected.
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o.t.i.'s trans advisory committee is committed to being that voice. >> the transgender advisory counsel is a group of amazing community leaders here in san francisco. i think we all come from all walks of life, very diverse, different backgrounds, different expertises, and i think it's just an amazing group of people that have a vision to make san francisco a true liberated city for transgender folks. >> being apart of the grou allows us to provide more information on the ground. we're allowed to get. and prior to the pandemic, there's always been an issue
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around language barriers and education access and workforce development. now, of course, the city has been more invested in to make sure our community is thriving and making sure we are mobilizing. >> all of the supervisors along with mayor london breed know that there's still a lot to be done and like i said before, i'm just so happy to live in a city where they see trans folks and recognize us of human beings and know that we deserve to live with dignity and respect just like everybody else. >> being part of the trans initiative has been just a great privilege for me and i feel so lucky to have been able to serve for it for so far over three years. it's the only office of its kind and i think it's a big opportunity for us to show the country or the world about things we can do when we really put a focus on transgender issues and transgender communities. and when you put transgender
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people in leadership positions. >> thank you, claire. and i just want to say to claire farly who is the leader of the office of transgender initiatives, she has really taken that role to a whole other level and is currently a grand marshal for this year's s.f. prize. so congratulations, claire. >> my dream is to really look at where we want san francisco to be in the future. how can we have a place where we have transliberation, quality, and inclusion, and equity across san francisco? and so when i look five years from now, ten years from now, i want us to make sure that we're continuing to lead the country in being the best that we can be. not only are we working to make sure we have jobs and equal opportunity and pathways to education, employment, and advancement, but we're making sure we're taking care of our most impacted communities, our
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trans communities of color, trans women of color, and black trans women. and we're making sure we're addressing the barriers of the access to health care and mental health services and we're supporting our seniors who've done the work and really be able to age in place and have access to the services and resources they deserve. so there's so much more work to do, but we're really proud of the work that we've done so far. [♪♪]
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dev mission's goal is aiming to train young adults, youth so we can be a wealth and disparity in underserved communities like where we are today. my name is leo sosa. i'm the founder and executive director for devmission. we're sitting inside a computer
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lab where residents come and get support when they give help about how to set up an e-mail account. how to order prescriptions online. create a résumé. we are also now paying attention to provide tech support. we have collaborated with the san francisco mayor's office and the department of technology to implement a broad band network for the residents here so they can have free internet access. we have partnered with community technology networks to provide computer classes to the seniors and the residents. so this computer lab becomes a hub for the community to learn how to use technology, but that's the parents and the adults. we have been able to identify what we call a stem date. the acronym is science technology engineering and math. kids should be exposed no matter what type of background or ethnicity or income status. that's where we actually create
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magic. >> something that the kids are really excited about is science and so the way that we execute that is through making slime. and as fun as it is, it's still a chemical reaction and you start to understand that with the materials that you need to make the slime. >> they love adding their little twists to everything. it's just a place for them to experiment and that's really what we want. >> i see. >> really what the excitement behind that is that you're making something. >> logs, legos, sumo box, art, drawing, computers, mine craft, and really it's just awaking opportunity. >> keeping their attention is like one of the biggest challenges that we do have because, you know, they're kids. they always want to be doing something, be helping with something. so we just let them be themselves. we have our set of rules in place that we have that we want
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them to follow and live up to. and we also have our set of expectations that we want them to achieve. this is like my first year officially working with kids. and definitely i've had moments where they're not getting something. they don't really understand it and you're trying to just talk to them in a way that they can make it work teaching them in different ways how they can get the light bulb to go off and i've seen it first-hand and it makes me so happy when it does go off because it's like, wow, i helped them understand this concept. >> i love playing games and i love having fun with my friends playing dodge ball and a lot of things that i like. it's really cool. >> they don't give you a lot of cheese to put on there, do they? you've got like a little bit left.
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>> we learn programming to make them work. we do computers and programming. at the bottom here, we talk to them and we press these buttons to make it go. and this is to turn it off. and this is to make it control on its own. if you press this twice, it can do any type of tricks. like you can move it like this and it moves. it actually can go like this. >> like, wow, they're just absorbing everything. so it definitely is a wholehearted moment that i love
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experiencing. >> the realities right now, 5.3 latinos working in tech and about 6.7 african americans working in tech. and, of course, those tech companies are funders. so i continue to work really hard with them to close that gap and work with the san francisco unified school district so juniors and seniors come to our program, so kids come to our stem hub and be exposed to all those things. it's a big challenge. >> we have a couple of other providers here on site, but we've all just been trying to work together and let the kids move around from each department. some kids are comfortable with their admission, but if they want to jump in with city of dreams or hunter's point, we just try to collaborate to provide the best opportunity in the community. >> devmission has provided
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services on westbrook. they teach you how to code. how to build their own mini robot to providing access for the youth to partnerships with adobe and sony and google and twitter. and so devmission has definitely brought access for our families to resources that our residents may or may not have been able to access in the past. >> the san francisco house and development corporation gave us the grant to implement this program. it hasn't been easy, but we have been able to see now some of the success stories of some of those kids that have been able to take the opportunity and continue to grow within their education and eventually become a very successful citizen. >> so the computer lab, they're doing the backpacks. i don't know if you're going to be able to do the class.
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you still want to try? . yeah. go for it. >> we have a young man by the name of ivan mello. he came here two and a half years ago to be part of our digital arts music lab. graduating with natural, fruity loops, rhymes. all of our music lyrics are clean. he came as an intern, and now he's running the program. that just tells you, we are only creating opportunities and there's a young man by the name of eduardo ramirez. he tells the barber, what's that flyer? and he says it's a program that teaches you computers and art. and i still remember the day he walked in there with a baseball cap, full of tattoos. nice clean hair cut. i want to learn how to use computers. graduated from the program and he wanted to work in i.t..
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well, eduardo is a dreamer. right. so trying to find him a job in the tech industry was very challenging, but that didn't stop him. through the effort of the office of economic work force and the grant i reached out to a few folks i know. post mates decided to bring him on board regardless of his legal status. he ended his internship at post mates and now is at hudacity. that is the power of what technology does for young people that want to become part of the tech industry. what we've been doing, it's very innovative. helping kids k-12, transitional age youth, families, parents, communities, understand and to be exposed to stem subjects. imagine if that mission one day
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can be in every affordable housing community. the opportunities that we would create and that's what i'm trying to do with this >> as president of stewart hall in san francisco to welcome you to this celebration. really incredible celebration. >> this is not just for our schooling. your winning the state competition