enormously exciting to me and the rest of my teen because what we tried to do with open government data is for by a public service, creating new tools that the community can use. one thing that gets in the way is the time it takes to access to government data just because people are busy and just because of the way public record requests work. it can be a pretty tedious process. the other thing that is really exciting about this is the productivity factor. instead of us having to wonder what data sets are out there and available, we actually have a central place where we can look and see what is available to us instead of having to do reporting to figure that out. there are so many amazing new tools and technologies available to journalists a round crowd

sourcing and data visualization and napping. i believe that having an open, easily accessible platform just allows us to fulfill our mission of public service in a faster, easier, who will weigh -- cooler way. supervisor mar: if you would like to speak, please wait over on this side. >> find the chief technology officer at a bay area law firm. a lot of our clients on nonprofits and a lot of news organizations all over the area, so we are excited to get our hands on the stated -- nonprofits and a lot of youth organizations all over the area, so we are excited to get our hands on this data.

if this process is set up, people can use this information and do interesting things with the information with our non- profit partners. we are really excited about it. most of our partners are outside san francisco, but i know this could become a national model. we can push other cities to adopt it. supervisor mar: what is your organization? >> we are web application developers. sort of like the neighborhood improvement association, after- school tutoring programs, so they already require this information, but right now, it takes a long time to get it, and there is a lot of things they would want to be able to do that they do not have access to. if they get some of this

information, it will help them deliver services but also advocate for certain -- supervisor mar: so i'm seeing that it is useful not just application developers but researchers and journalists and the public as well. i was in a meeting with health care advocates and organizers, but i could see that it would be useful. >> we are working on a mobile app right now. if we could get some of the other large cities, we really get a big picture of what we should be doing and where we should be targeting our efforts, so we are really excited. supervisor mar: thank you so much. >> i'm proud to live in a city that has an open date of policy. i teach at stanford university.

i would like to point out the power of opening it up to also -- supervisor maxwell: could you move the microphone -- thank you. >> i would like to point out how or opening up the platform for allowing people to comment on data. let me give you and a sample. having reviews of books is much more powerful than just knowing what the folks far, so what i see as a possibility for us is to have the people of san francisco actually make the data that government provides even better, even clearer. you have seen this on google nappes, for instance, where citizens change locations if they are wrong. they fix mistakes. they create additional layers of information, and you are seeing

that at amazon were people create data, which is useful for the rest of the world. supervisor mar: thank you. is there anyone else who would like to speak? , i do customer service at craig's list, though i am not speaking for the company. i have been working with open government on multiple levels. i use some of the more mundane aspects of this every day light using an application by phone to tell me when the next bus is coming, which is a great blessing at times, but i'm stuck on the notion that the move involves trying to talk to the rank and file of any government

agency. the people on the front lines often know what is going on better than the people who run things, and if they can get together and suggest things with a commitment from the boss to make things happen, that gets results. that is being done right now in an accelerated way at veterans affairs. it is being done similarly at hhs, where they are making a move to change the whole culture in this direction. it will government not only includes data, which can be pretty useful, but it also includes new ways of doing things, which is pretty much good for everyone because we all remember coming up through the levels and higher, learning new stuff, and that can be applied to things beyond that. these are my back of losses, and yes, the 1980's called for their glasses back. [laughter] supervisor mar: is there anyone

else who would like to speak? seeing none, public comment is closed. we have a couple of minor amendments. without objection, the amendments are accepted. is there a motion on the ordinance as amended? any objection? we will move this forward positively. >> i want thank everybody for coming. i think this is going to be great, and i really like the thought of people being able to respond directly to the information because that is really i think what has changed in media today is there is a lot being put out there, but then people are correct and it almost instantly, and i think that is what is making it alive and well. supervisor mar: and thank you for the great presentation. could you please call item 3? >> item 3, hearing on the

findings and recommendations of the performance audit of the alemany farmer's market, conducted by the budget and legislative analyst's office. supervisor maxwell: many of you are supporters and customers of the alemany farmer's market, the first of its kind in california. the market has a rich history and continues to be wildly popular. it is an incredible resource to the city. i called for this audit because i thought there was room for improvement in the product we are providing. being the only farmers market in san francisco that we the city operate, i believe we have a special obligation to ensure that the market is the best it can be. this report has identified some fairly easy fixes and some not so easy that we can make that should lead to dramatic improvements in the operation of the market. i want to thank the budget analysts for their exploration of these issues as well as the

leadership of the real-estate department for being an active partner throughout the process. i know that the department will continue to work closely with us as we move forward. i would like to ask the budget analyst to come up, and i appreciate that they kind of took me through this and we're very synched and thorough -- and work -- and were very succint and thorough. >> good morning. we will be presenting to you today some of the highlights from our performance audit of the alemany farmer's market and the real estate division in its capacity as operator of the market. our study focused on the effectiveness and efficiency of the alemany farmer's market and

was conducted in accordance with the yellow book standards. the study took place during the summer and fall of this year and was initiated by a motion of the full board sponsored by supervisor maxwell. the draft of our report before revision on september 24, and the final report went to the full board on october 13. the audit has four main focus areas, including management of the market, current market finances, the government structure of the market, and the market's compliance with applicable laws, regulations, and codes. in the absence of a well-defined purpose for mission statement, the alemany farmer's market has not logically come under the jurisdiction of a specific city agency. as a result, for your different departments have operated and managed the department over the

last seven years. we found that the real estate division does not have a formal process for ensuring long-term needs are sufficiently manage and finance. we also found that the farmer's market needs a more effective governance structure, including revised rules and regulations and the appointment of an advisory committee. the alameda -- alemany farmers market has not consistently complied with state and federal codes, and we found this is due to inadequate training and tools. before getting into the specifics of the findings, i overview of the farmer's market. the alemany farmers' market was established in 1943, primarily z>÷as a means of providing local farmers a way to sell excess produce the other was would have netted more federal regulations in world war ii.

in 1947, the market move from dubos avenue and market street to its permanent home near the intersection of highway 101 and 280. of the approximate 20 certified farmers' markets in san francisco,z one operated by the city. the market has a long and successful history and is popular with local residents. it is held every saturday, rain or shine. it is one of three markets operated by the real estate division. the division also operates the alameda -- the alemany flea mine plaza gallery on mondays, thursdays, and fridays. alemany farmers market as opposed to approximately 110 farmers, also known as the agricultural producers, and

approximately 20 food and expenses were aboutvññ $108,000, and revenues came in at about $336,000. total expenses for both markets operated at 100 alemany/h boulevard were about $306,000, and total revenues were about $700,000. the real estate division has a total of about $425,000 in net revenues for the two operations at this site, and this amount was transferred to the general fund. supervisor mar: can i just asked -- was that over several years? that is the average? >> it has actually increased over the last few years. ?@ç$425,000 wasgh just fiscal yr 2009-2010. in our review of market e

market does not have a mission or purpose statement and5 lacked managerial consistency. the lack of it purpose for mission statement has prevented the market from continuing to broader city-wide folds such as eating and small business development in a healthy weight. there hasjlx been a lack of stability in management. responsibility for operating the market has transferred to four departments, and the real estate division has had difficulty w ötime manager for most of the last three years. this lack of consistency has helped the market backáfrom fully addressing ongoing challenges such as developing an ongoing security plan, which is arguably needed, as there has beee property, and neighbors have complained4y about side shows n the property at night. second, there is a lack of parking and as a re@p)s

of traffic congestion on the market during peak market hours. d'ythird, there is no facilities and maintenance plan, even though, as mentioned the infrastructure is old and deteriorated. 1min our review of market finances, we found that the ,q'd -- collected enough revenues to support enough revenues and contributed enough ÷to beat -- and he needed more than $400,000 each year to the city general fund, but therew]s inadequate planning to make sure there is sufficient investment in the market.  assessment of what is needed and what it will costvn as mentioned, the market facilities are old and in need of repair. >wñinstall routes need significt repairs, as illustrated by thew" five that a piece of one of them fell off during the market day

last year. also, the market haspkñ poor signage.  no perimeter o secure the property at night. there is limited parking but potential tosr expand supply of parking two vacant public utilities com8vs lots across the street. additionally, there is no formal plan for,a increasing revenues r the market. although the site is vacant much of the year, ñ the real estate division has not come up with additional uses for the property. at best, the divisioné them to use taximeters on the property for a portion of the year. in exchange, the agricultural commissioner waive the annual j$u$e market. at this time, my colleague will discusç remaining findings. >> good3y morning.

oft governance, we found that the marketó needs a more effective governance structure. specifically, the existing marketá not in full compliance with state and city administrative kicodes. the admission of farmers into the market, the admission of ep& products, and thesion of removal of tests for l[ market. the market also lacked a formal structure forsó farmer and venr participation in the governance of the market, a process for dealing grievances, specifically if the market managersgkñ for the real estate division, as well as a disciplinary process farmers and vendors who violate market rules. for example, there is process if a formal or vendor is

take out of the market. additionally,yñ we found that fd vendors are paying varying rates ranging frombr $35 to $120 fore same small size. this differs fromyx)pá we found with the city of santa monica, which requires vendorsktpv@f the stall fee. the city they want to@i consider fixed stall fees in÷wjt &e%ei bidding for fees, which might be more equitable. another difference been found monica and the city of san francisco is that is were chosen based on their rent proposal experience as wasn santa monica, food vendors were chosen based on what bus%x was located in the city or if locally grownsed and organic foods, providedy environmental sustainability as

well as offering a variety of products in the farmer's market. t8supervisor maxwell: before yu go forward, wheny0wásq'tion the scale, the variance in the amount people pay, the you talk with the real estate division, and did >> it was basedñ's proposal. each vendor propose what they thought they could pay. super+p maxwell: so that is what you meant when you said bidding. pay this amount flows " and that is8ñ÷ what they would pay. >> right, and they would not ñ vendor who had the same cell size was paying, and that benefits be paid two or three times as much. /.ssupervisor maxwell: i'm goino ask tell us what your reasoning was and what you think about this.ci thank you.

fi, which focused on compliance with regulations coast, we found that staff lgo+ejt)(rq't training tools to ensure that the farmer's market was being compliant with local regulations. we also found that the farmer's market has been inconsistent recordm@ñ of complying with stae and local laws. department of food and agriculture and the county commissioner have cited the farmer's market2 noncompliance on multiple occasions within the past three years. in8u addition, on a site visitn august, we found additional potential violations ofj÷÷ state and local laws. n include farmers selling products not under siege of it, gos not displaying certificates,

farmers selling organic products as well as on six sampling and storage of food. by state law. finally, we also found that several required department of public health permits, which is likely due to a,j prohibitive cost. for example, the food vendors pay more in permitsux fees for their one or two days per week at the farmer's market comparedi to a restaurant operating full time. in d legislative analyst's office would like to thank the management and staff ofznz the l estate division and the environmental health section of the department of public health for all their hel would like to open up for any questions. supervisor maxwell:]t÷ your last comment that the vendors pay

more -- did you find out -- wasñ there any reason -- why do they pay more? >> cqñthe fees are supposed to e cost recoveryp[, and we found t that the infrastructure for farmers market, they have to pay(o a special event permit fee per quarter, including an application fee as well as an inspection fee, and over the more than the one-time payment for restaurant, and we are not sure why. supervisor maxwell:@

brown. f the city. i'm joined today by my director in my market program manager, so if i get anything wrong,y invite them up to the podium as well if we!qñ get into specific questions i cannot answer. i would like to start by thanking th his staff for the way in which they worked with my staff and conducted this aud!zs we certainly appreciate the communication, the opportunity toçmñ review and comment on the report, and by and large, as you will see at the back of6=y the report, we agreed with most of the recommendations and are already working on trying to we do take great pride in our jjr( with the alemany farmer's market, with the fact

san francisco. we do very much see our mission san francisco with respect to healthy food and making sure that fresh produce is available to all))ñ people, all residentsf  had a robust language out reach effort at that marketboz, while we have been a leader in the use of electronic benefit tokensyiñ, to hae access to fresh food, so we very much look forward to trying tow encapsulate that in the mission statement because we believe in q dedicated to that. one of the first things we think is most important toip address t of the recommendations is the formation of thecac%qñ, an adviy ommittee -- formation of a÷

cac, so-0?ááu)e that all our constituencies are represented in that. some of the outbreak has occurredkfñ already, but we have more to do to try to come up8kñ with a proposal that people feel good about going forward. once we do;o that, have confidee that our -- unless you have specific questions -- supervisor you are doing is fine,#÷ especially the executive summary. it= face, well-defined mission statement. &ji think you are going on the right track, so just continue. >>ñ thank you, and if i missed something not need to address, pleaseh- just jump in. we absolutely agree with what mñthe budget analyst said about the lack of stability here we are very aware that thisq] wasn

operation that, despite its importance in our view to the t f are happy that we have been the stewards entrusted with it over the last t1q÷ years and look forward to growing with it and building of one in moving forward in the future,u we like that we have been able to provide some stability. we acknowledgeat in the last three and a half years we have not accomplished everything we would like to, and we have had "$vááuqj with staff turnover, for example, and things like that. committed to providing training for the folks wev÷÷ have there. we feel like we have a good nucleus of a team, and we are hopinglç to see that stabilityn terms of staffing, and again, continue to be a home for the very important operation of the city. we agree again withm&ñ the advet code sections being updated. that is something we have been working on in partnership withmq dph. we have been exchang:+ drafts

back and forth. we have a draft that we think is about ready to submit to the iwboard. there may be additional things you all will want result of this, but we do have the nucleus of a draft]o almost ready to submit to the board. giñthe facilities maintenance ad revenue enhancement -- we have certainly submitted requests=÷ o the capital plan each year. we have been successful in we were able to do a major + were just horrible, when we got the market back under real estate three and a half ye ago. we were able to secure money from the capital plan. bathrooms, which turned out very well. 45the roof repair worksw is unr way right now. wekt have got folks out there

right now doing more comprehensive roof repair there, so we have tried to(iñ see capil funds. we have to be just within the o general services agency for this request that move forward, and once general÷oñ services agency submits all their requests, we have to compete with all general fund departments for the3rv(s@&i and limited fund salaries that are available. we are happy to be, moe aggressive, to be more comprehensive in putting together a wish list. ÷ -- i'm also cognizant of the factwm tht we need some help. we will keep that running wish

lie@ we will make it more robust, and we will advocate as much as we oeñcan for it. some of those decisions are outside our hands, unfortunately. lnñsupervisor maxwell: have you done an assessment of theih farmer's market? and a capital improvement assessment? have you done an assessment? kwa wish list is wishing, but these are small businesses. thisñ=q is something that bringn revenue to the city, so it cannot just be a wish list.úh it has to be means you need that will in france and improve the abilityñ" of the city to make revenue and to give this service togd its citizens, so it is not just about a wish list. so do you have that? ícñwith a lot of the things youe talking about, i want to have timeline, a frame. when are you thinking about having these thingsdo