our ability to influence the private sector in their consciousness and making sure that their hiring of our people -- that they are hiring our people? >> on the private development in san francisco where there are no public dollars, these projects that will require building permits still have to agree to first source. if we look at the success we have had on the construction side with the development of affordable housing projects in the city, we have been very successful at increasing the number of san franciscans on the project. i am hoping we can create a

model where employers recognize the advantage of partnering with the city. employers are understanding of the city is providing a full- service h.r. function in terms of doing all of the upfront screening, technical training to provide them with highly qualified candidates. the more successful they will be in wanting to use the city services. that is one of our strategy is to get the employers to come knocking on the city sto's door when they are looking to hire people. it is really employer engagement that we need to get much more involved with. supervisor avalos: what about difficult populations? there is a good faith effort to

integrate like the incarcerated population. the city purport's through nonprofits and some city departments, it tries to integrate as much as they can the training and placement. the numbers show it pales in comparison to those that actually needed. how will this procedure get at the population? >> there are multiple populations in san francisco with high barriers. formally incarcerated, oewd does a series for community- based organizations specifically geared towards helping this population. the formerly homeless is another

population that is increasingly difficult to find employment opportunities for. partnering with community-based organizations and linking them up with opportunities in the job market and playing the brokerage services is where we can provide these things in a more meaningful way than we have in the past. supervisor avalos: the trend has been predominantly through construction jobs. that is where workforce and first source has been concentrated. in the afterlife of 45 years of redevelopment and the economic downturn, the landscape has changed. it is not so much having construction jobs. the question is raised about why not move after the retail sector and another kind of

business sector. we're trying to help the same populations but not diversifiey. i want to put that out there. the city is most well known for work force on construction. it is a question about where we depart from those points in two other business sectors. -- into other business sectors. >> i think to will ask rhonda to talk about the other things we offer. >> the question around diversifying the sector and not having everything concentrated on construction. what we have been moving towards is more of a sector model. that is identifying industry, looking at the labor market to determine where the job market

will be in san francisco. we have identified a couple of sectors. we identified seven before we got into the economy we're in now. one that is still vibrant is health care. you attended the health care training. we also identified and attempted to start a green jobs academy. the idea is to try to identify industries that have promising opportunities for employment. it is looking at the market. it is a little bit of art and science to continue to try to figure out what that is. san francisco is a very difficult market for certain populations. some of them, you have identified. you have folks that are under- skilled or have english beers were literacy issues -- english

barriers or literacy issues. the largest sector is health care. the largest sector with continual employment is the health care sector. we do not have much blue-collar or middle income sectors in the city. it is very difficult for certain populations to participate. hospitality was a sector that we continue to try. the america's cup will drive that sector quite a bit. diversifying that sector with a broad range of populations is something on our mind. culinary arts is another one. we want to broaden opportunities where people can get employment now. it is driven by the market. the idea of the health care academy and the green academy and eventually hospitality and

culinary arts is that people go through a set amount of training. then we are able to work with our group of cbo's to work with employers to place them. if we are not able to place them in employment, i hesitate to want to train them. the whole point is to train them and get them into a job. we are working hard to identify different sectors so that we're not so concentrated on construction. supervisor avalos: that sets up a competitive model with unemployed union labor. you have the demand for limited construction jobs. that sets up tension on how we are advancing a new work force or one that is not as skilled into an arena that would go to

those who are more skilled but out of work. >> the other thing is to broaden the definition of construction. we are looking at other opportunities in the construction sector like administrative positions. there are a number of opportunities that first source can provide on the professional services side. we want to get more young people into engineering and surveying. all of these project manager jobs are related to construction. we need to broaden the trades out. those jobs are year round. they are not as subjected to the union tension on the trade side. we are looking at other opportunities within the

construction sector to broaden the opportunities we would have. we realize we're not going to get everybody a job in construction. we realize we need to have a mix that accommodates gender issues. we worked hard on our construction sites to make sure we have women involved. one of the motivators to broaden the sector was to make sure we had more diversity for people to participate in. we tried to identify sectors with a wide continuum of opportunities. someone could start at a lower level job and work their way up. that is one of our criteria is. it is a challenge now. that is with the economy. given where we are going and looking at opportunities in the future, it is trying to look at

the project as a whole and not just one piece of it. we are trying to find every opportunity we can. >supervisor avalos: we have two major transit projects under way. actually, we have three. if you look at the numbers we're beginning to inventory on local hiring, i would say it is paltry compared to what one would expect for projects of that scale. doyle drive is $1 billion plus. that should encompass the significant amount of hiring. there should be a minimum at least. when you mix state and federal dollars, that handcuffs us. >> it does to some degree. we have had some successes there and are working to create more. we're working with the

transportation authority and caltrans to look at their rules and regulations to figure out how we can work within the context to get more local hiring. trans bay is another where we're doing the same. these projects are great ones to start looking at expanding how we are defining construction. they have large construction management contracts attached to them. they have all lot of other opportunities. we're working to identify not only the trade side, but other ways we can help folks get some in planet. -- other ways we can help folks. the legislation moving forward, and the local hire does go all

the way down to the subs. in terms of the requirements put forth looking forward at mandatory local hire, that is a big part of the legislation. in this economy, our strategy is to turn over every rock we can to make sure we are not missing any opportunities. we have been working on a joint project between moh redevelopment overlapping jurisdictions. the most recent site is hunters view. it is subjected to the redevelopment policy. we work with them to ensure we get a certain amount of local hire. we look at the project holistically. we look at if there are opportunities in the trailer, a security opportunities, putting

up the financing. everything we can so that we can provide enough opportunity. construction has its good and bad. it is not always year-round work. it is seasonal. it goes as the project goes. we need to figure out how to broaden and diversified that. i know there is a commitment from the mayor and all of the folks working on this issue to try to see how we can expand this as much as we can. supervisor avalos: what is your staff size that helps us explain how to enforce these agreements? >> on the local hire side, city build has a team of 12 -- soon to be. 10 to 12. we just recently got more staff to help us. on any given day on the

construction side, we're juggling a couple of hundred projects. we're trying to enforce the ordinances that we have on the books. on the in the u.s. siend use si3 folks working on that. we do have some tools that have helped us a lot. i would love to get to a point where we are able to put out a report that lays out where we are at collectively with all of the projects. we are not there yet. we're probably further along on the construction but not where we would want to be on the end use. we need to do more refining of that process. we do really well on some of the higher profile opportunities that we get.

there are hundreds of opportunities that slip through the cracks. moving from hsa to my office has helped. using our when stop delivery system has helped on the job- seekers side. when we did lowe's, we used a lot of the systems we had set up through the one-stop services. that helps. as an employer, we do not want you to have to run around to find a qualified person. we can help you. we are acting more as placement for these companies to assist them. that is what our role is. supervisor avalos: in terms of a whistle-blower relationship rule, you and i and others worked on reforming health

things would be applied. i used to travel to work sites and asked the foreman for an inventory of the zip codes of where people live to to see if there was good faith compliance. most often, i was completely dissatisfied with the fact that people and our area or the city were not hired. what if someone wants to blow the whistle and say they want to know if the site is hiring our people? how are we set up for that? >> if there is a particular site or area, the likelihood not office would know about it on the construction side is pretty high. i think we have a good handle on projects within that threshold value. by ordnance, we're mandated to oversee them. we know lot about the project. in terms of staffing, we do

sometimes have to prioritize what we are working on. there are times when we strategizing to go where we will get the most bang for auerbac--r buck, so to speak. once we do roll out local hire, we will need to figure out a way to roll out our report card to a number of stakeholders. the least of which is the board of supervisors, to give you an update that is fairly comprehensive on where we're at. i think we're better suited to do that on the construction side than on the end use. i feel comfortable we can give you some amount of data on how we are performing on these projects, our goals, where we feel we're having challenges. i do not feel as confident that

we could do that on the end use side. it is a lot harder to get your arms around. there's a lot more diversity in the mix of opportunities. it will take us a lot more time to figure that out. supervisor avalos: we have a representative from the port and others here to speak. several years ago when we undertook workforce reform, i wanted to single out the question on the ex-offender community. we put out the issue of bonding so that there would be incentivizing to employ people with a criminal record. the bonding was made available by state government for pennies on the dollar. that is not something many cities have used three well. it is a program that i think

this of use to us. the state is not in a position to provide the bonds anymore. something along the lines that obligates the city or engages the city's supervision to incentivize employers to hire people they may not be inclined to hire beyond maybe a construction job or retail job that is already in the queue of vocational 3 entry services. what can we do to make more of an effort? >> probably the best opportunity we have is when we are able to take advantage of the jobs now resources. in this economy, it is an employers' market in terms of who they can hire. the incentive on the program was the ability for that program to pay the wages for some time for that individual to get

established and for the employer to see that they could do the work. with the loss of those dollars, we have limited ways to do that. we can do it nowhere near the scale we could with jobs now. we do have a certain amount of on-the-job training dollars that come from the fed's to do a smaller version of jobs now where we can maybe paid two months of a person's wages to get them started and for an employer determine if that is a person they want to continue to hire. the biggest motivator is almost like a trial. when they can work in the employer is not at risk for the wages. that is the biggest motivator i have seen. jobs now allowed us to do that on a fairly large scale. we were able to get 4000 people placed in a program.

we have much skinnier versions of that. without federal money or other resources, i do not see how we can generate the dollar investment. supervisor avalos: it is not likely that many employers are going to hire people coming out of the system on their own accord unless there is already some engagement with government or non-profit on behalf of government that has created a program or sector that encourages this level of employment. >> especially if they are identified as such. one of the big things in the debate around the legislation is how much you want to label the job seeker. it is a mixed bag. you want to hthe person to have the opportunity but do not want to stigmatize them to the

employer. that is where i grapple with the best way to go about it. an employer to hire some one based more on their skill set them who they are -- than who they are or what their background is. that continues to be a debate in the industry. incentives help. the more creative we can get, that is all the better for certain folks. supervisor avalos: thank you. those are all the questions i have for miss simmons. could we bring up mr. bentsen from the port? >> brad benson from the port. thank you for the opportunity to be here. i wanted to give a high level overview of first source and local hire as it applies to the

port. i want to talk about the public- private partnership issue you were discussing earlier and some of the other poor programs we have been using to try and address this benefit for the neighboring communities and then see if you have specific questions. with respect to first source hiring and the new local hire legislation adopted by the board, the port is subject to both of those through its construction contracting and through port leases. every port lease contains the first source provision. we appreciate the ability to work with rob and guillermo to implement those provisions.

we have had some great success stories. pier 96 is the location for the city's recycling center. the port tenant is san francisco recycling and disposal. there are about 140 jobs at that location. about 120 have come from the 94014 neighborhood. that is really a model of what success can look like under local hire, a first source rupebric. guillermo mentioned the new effort at the shipyard. these are some of the high- paying blue-collar skilled jobs that remain in san francisco. the shipyard employs a lot of trades. we have cruise ships that come

into the dock. it tends to be an aging population. the proposal we made with oewd was to fund a training program that would begin to train some o. there is a big focus on welding. there's a lot of activity in the shipyard. the goal is to make a program that expands into other trades. as the workforce retires, there will be san francisco residents skilled enough to take those positions at the shipyard. with respect to the ports development project, and the like to break in to two types. we have capital projects and

public-private partnership projects. the port had not in a position to do a lot the way of capital projects in the past. that is changing. the port is using a combination of revenue bonds and dollars and general obligation bond dollars and other sources to fund a variety of projects. the biggest is the cruise terminal project at pier 27. that is in design now. it will go to bid. it will be subject to the local hire legislation and the goal is to have established. with respect to public-private partnership, the entire land use plan is predicated on the notion that there are not enough public dollars to rehabilitate all of the facilities. we are relying on private dollars to come in and do things like ferry building and the ballpark.

in the past, we have relied on first source provisions to get people into those construction jobs. now we have a new opportunity to think about how to do it. how will the redevelopment agency make sure there is good local hire component to both the construction jobs and permanent jobs? let me focus on one example. we are issuing -- in the process of evaluating responses to a recently issued response for qualifications for the element of. 70. it is a 65 acre site on central waterfront. it is the location of our shipyards. it has great historic buildings and a lot of waterfront land appropriate for development. as mission bay billed out, that is the next section of the city

that will build out. we're imagining up to 2 million square feet of commercial space developed. there will be 6000 to 8000 new jobs on a permanent basis. i do not have a figure in my head on the number of construction jobs. we will have several years between now and when the city enters the final contract for development of pier 72 think about how to best applied the local hiring guidelines we want to impose on that project. we know how to do the construction side of it. how do we want to approach local hiring with respect to the development itself? there will be different components. there will be retail component. there will be in office component. that will be on the waterfront site in all likelihood. we do not know what those jobs

will be like until we have a major tenant online. we are interested and understand the board's focus on local hiring. the commission would be more than happy to work to develop guidelines that would apply the principles in the local hire our legislation to the public- private partnerships. i will stop there and see if there are any follow-up questions. we are are eager to work with you on this. supervisor avalos: i appreciate the sort of high- level response. do you want to speak to the america's cup? >> the america's cup project, the city entered the agreement on december 31. we are in the process of conducting analysis pursuant to the california environmental quality act.