we proceeded on an rfp process outside of the developer. president chiu: i'm not sure if you were involved in the communications here, but from what i have been able to tell, it covers parking studies, easements and rights of ways, construction cost estimates, the types of information that would be relevant for an rfp. we have been advised in the past of the city attorney's offices of instances where contracts are entered into, but because of the undue influence, contracts have been declared void. i don't think it's necessary for us to get into. but from my perspective, what i learned this, it was troubling. >> that concludes my presentation and taught me and ports that are available for any further questions. supervisor chu: thank you. if there are no further questions, i would like to proceed to the budget analyst report. >> good morning. what is before you today in terms of decisions are the purchase and sale agreement of the sea wall lot three under 51, the trust's exchange that would remain seawall lot 351, a 66- year lease for the pub

currently, we thought we were going to use it -- we responded an rfp. hsa rescinded the rfp. they will reinstate it next year. it means i dismantle the program with the hopes of rebuilding it next year. i think it is very inefficient and a lot of people suffered. i am going to be left with $35,000. i can spend that in six weeks. as for all of next year to prevent homelessness. >> [speaking spanish] >> mar and isgarita alaman, i'm a direct member of the coalition of homelessness. -- my name is margarita alaman, of a direct member of the coalition of, as this. of homelessness. >> [speaking spanish] >> she said i am here today to ask you to replace the $5 million, $3 million for the shelters and supplies that are needed like diapers, toiletries, and other important things. $2 million to replace the losses from the stimulus from the obama

appeal process with regards to the decision made through an rfp by the commission. it has those positives that i really like about this. also, we have established precedent for doing this type of contract in -- contracting. i have seen it on several occasions during my term here on the commission that we have done this. >> i have a question. looking at the job order reports, many of them are very low numbers. there is the occasional one that is $100,000-$200,000. only one was over $600,000. i wonder about the $3 million number. what is our practical experience there?

. >> one thing i did learn about the outreach program is when we issued an rfp for a nonprofit organization for our reach. >> great. gregg's i'm curious to know from your perspective as commissioner for the last 10 years, what are some of the competing priorities that would prevent these from being a priority within a department? >> sometimes it is favoritism toward the people running the buildings, or owning the buildings? we have a tendency not to take building inspection seriously. i do not know of any other department that takes housing codes so seriously, as jamie said. it is not necessarily supported within the department. i think code enforcement authority would do a lot for our department. doing out reached to the managers and owners of the hotel will go a long way. increasing the fines when there is a serial offender. these building owners understand that, if we take it seriously. >> >> maybe you can describe to me the relationship as you have come to understand it between dbi and the training process. >> we have as one of the committee's underneath the commission, the litigation c

appeal process with regards to the decision made through an rfp by the commission. it has those positives that i really like about this. also, we have established precedent for doing this type of contract in -- contracting. i have seen it on several occasions during my term here on the commission that we have done this. >> i have a question. looking at the job order reports, many of them are very low numbers. there is the occasional one that is $100,000-$200,000. only one was over $600,000. i wonder about the $3 million number. what is our practical experience there? >> for those projects that are in the higher range, we have those four products that are time sensitive. >> i understand. maybe i am misreading this. >> i do not think you're misreading it. the contract allows us to have the ability to draw down on that contract. we are not awarding all $3 million worth of contracts at the same time. sometimes, we will find one contractor whose specialty for that year, the types of products they are doing, matches really well. we will spend up to $1 mill

other cities that have required the technology have an rfp out.the direction of the industry across the country is to require credit-card transactions in the car in a way that is safe and secure to the passengers were drivers and passengers can have the best interaction. from our perspective, the driver needs to get his money as quickly as he can. part of the cost incurred in the transaction, that 5% that you were debating, if you went out and opened a merchant account and got merchant rates, you cannot get money funded to use seven days per week. a transaction done on a friday, saturday, or sunday, american express he will munsey until thursday of that week. the equipment says you have to use the transaction. >> thank you, sir. >> jim templeton. >> good afternoon. my name is nick nicoli. i work for veriphone. i wanted to add my two cents. i think that probably changing the program midstream is not a good idea. there are a bunch of other things that you guys need to think of. to some of these other points, the transactions and installation, how yo

when we went through an rfp several months ago, we ended up not finding that particular proposal. we funded another proposal of the agency. supervisor cohen: is there comparable services being executed? is it completely eliminated? >> i would have to go back and look more to understand those two very specific programs. i do have to say that in terms of ged services, we do need services for our youth in the city. having ga ged or a high- school diploma helps our young people separate themselves from the justice system. i see a need for that. the committee services program, i also agree that we need to have young people understand that they need to give back to the community and they need to have a civic responsibility for their surroundings. i would love to sit down and have further conversations with you when i go back to my office and figure out more how these budget reductions happened. supervisor cohen: thank you. >> i do have one more slide and then i can finish. in terms of language access, i want to say that the language access ordinance identifies dcyf as a tier 2 departmen

city is taking on responsibility for administering these contracts, we as the city have to reissue an rfp to figure out who the vendors are that will be providing the service. >> correct. supervisor kim: -- supervisor cohen: understand you said this is just for one year. have there been any thoughts on what will happen next year for jri funding? >> there is $1 million of funding in the first year of the budget. there's $800,000 in the second year. we have asked the director of work-force development to take those funds and look at those in conjunction with the larger portfolio of jobs readiness funding we have on the city side which is general fund dollars as well as federal dollars. to make sure all of those are being used in the most effective way possible. the larger question that has been coming up is a question about the timing of rfp's and making sure there is not a gap in services. there is funding in the second year. the city will need to conduct a competitive process for those funds. supervisor chu: thank you. supervisor wiener. supervisor wiener: thank you. i raised this last we

we are ready to issue an rfp for environmental review for the plan and the concepts we're presenting will be the core of the project description that will be analyzed. the eir will take 18 to 24 months. in 2014, we hope to be back before you with a draft d.r. and moving forward toward adoption -- eir and moving forward toward adoption. we in november presented a series of land use and urban form principles. ducouer objectives for the plan have not changed. -- the core objectives for the plan have not changed. we're supporting growth in this area, this is an important resource for the city. up and down the corridor to market street. it is an appropriate place for the city to grow in terms of jobs and housing. secondarily -- the other major objective is to create complete communities. it means ensuring that the growth builds on the important factor south of market in a diverse mix of uses. supporting infrastructure to go along with growth. to orient you in terms of zoning for the plan area, at the northern end of the corridor is the downtown in yerba buena. there is some of the eastern

we have conducted an rfp to migrate our legacy system. i want to emphasize the word "legacy" when i talk about our system. we do need to update that system. it will allow us to do good work in terms of collecting revenues for the city. the other major initiative we are working on right now, we have released our banking services request for proposal. it will allow us to update and improve the types of services we provide, including banking services, cardholders, processor services, gateway services like on-line payments, and so on, including even armored car services. i am very excited to remind you that it is through the good work we have done with supervisor avalos and others on the board that we were able to include social irresponsible banking collection, which are mandatory for all the respondents. thank you very much, supervisor. i also wanted to note that we are attentive to language access -- access issues in our office. we have a line serving the public. we have budgeted $15,000 specifically to provide language access. we also hav

they recently, through an rfp process were selected to take on sites that were able to provide services in coming due to the organizational capacity. again, because they won the rfp, they were selected for the contract, even though it is $19 million still in excess of the amount needed to go to the board. supervisor chu: ok. items 14 and 15. >> episcopal community services and st. vincent de paul. it will provide services in our emergency shelters. episcopal has two emergency shelters, totaling over 500 beds. st. vincent de paul has msc south, which has over 300 beds. we are seeing approval of those contracts. supervisor chu: bank appeared for and saul, 14, 15, mr. rose, i believe your recommendation is just to include not to exceed amount. >> that is correct. supervisor chu: the department has requested we continue this to the call of the chair. >> that is correct. supervisor chu: thank you. given that we have gone through the department presentation, we thank you for your presentation and look forward to seeing you next week. ok, let's move on to the next department, which i believe i

rfp. we have zeroed in and will likely recommend to the general assembly an essential benefit package based on the small group package in havevirginia and whee have meetings set up dealing with the exchange and so forth. we've done a lot of planning and in some ways i think we probably are ahead of states that even are more in favor which puts us in a weird position. suppose this thing ultimately falls apart and the technology isn't there and virginia's done it when we don't want to, what do you do? >> at this stage, you know, say the supreme court comes back and the law is upheld and the elections don't really change anything, would virginia actually be ready to run your own exchange completely in 2014 based on where you are now? >> there are some -- that's complex. i think if you saw the articles yesterday in "the journal" you saw that people are worried about the i.t. and been in on a number of meetings and everything has to go right to get there. we are probably one of many of that hand pl of states that probably could pull them off. now the governance piece is entirely different and th

just issued an rfp for exactly that. we talked with the v.a. we said if we build one as well that's completely not attached to the v.a. would you certify it. they said absolutely. go for it. that's what we're going to do. peers work. number two, peers navigate their principal function is to navigate at the community level. it isn't just about mental health and being a peer specialist for mental health it's about navigating and answering every single need. which means they need to know what the community has available in all the sectors of service. when that person calls and says i need day care next thursday, the peer says got it. i heard that. i listened. i'm going to go find you day care and i'm going to call you back and we're going to continue to follow up until you get that day care. number three, effective local community resource directory and local community collaboration. the community blueprint is a terrific program that is trying to collaborate and create a blueprint for how you collaborate with community sfrss. it's a very important

they put an rfp out for contract this spring that changed the scope of services for something we were not even doing and then give the contract to something else or did someone else. obviously, it was too late. we got word from the rfp the last week of may, so we could not go to the mayor's budget and ask to be included in the budget. all of you know about the problems we face in the tenderloin. i'm down here all the time. supervisor cohen, i know you are aware with the struggles at the bayview hunters point. big steps backwards are heartbreaking. they are heartbreaking because progress is so difficult, so arduous in places like the tenderloin, that when we see the progress that la voce latina has made to make our neighborhoods safer, to involve youth, and we thing that could be eliminated, that is why you saw all those families here today. it is a frightening thought and it is a depressing thought, and it is psychologically debilitating to think that we keep struggling, pushing the rock up the hill, and it gets rolled back down on us in the tenderloin. i know supervisor kim will figh

part of it as a big challenge, and we have completed an rfp, we have a team of contractors. doesn't make it easy, i've been doing weekly meetings since i started 18 months ago around the i.t., but it's important to realize what we're talking about. we're talking about people having the ability to easily get affordable health care. that is a huge value across both medicaid and the exchange. and so i think that we're really looking forward in maryland to a point where, um, people who, people can get health insurance at an affordable price and as a result they're happier, they're healthier, they're more productive, and maryland really benefits. >> can i ask? >> yeah. >> one of the dynamics of this debate particularly in the conservative states is what you both alluded to, state control versus turning it over to the government. and in the conservative states you're the, one of a handful of exceptions, you're saying it does give us some tools to make it look the way we want it, and the other states i call them the over my dead body states. have the two of you been on enough panel

i know the va just issued an rfp for exactly that. we've talked with the va, and we've said if we build one as well in the civilian community that's completely not attach today the va would you guys certify it, they said, absolutely, go for it. so that's what we're going to do. so peers work. number two, peers navigate. their principal function is to navigate at the community level. it isn't just about mental health and being a peer specialist for mental health. it's about navigating and answering every single need which means they need to know what the community has available in all the sectors of service. when that person calls and says i need daycare next thursday, the peer says, got it. i heard that, i listened, i'm going to go find you daycare, and i'm going to call you back, and we're going to continue to follow up until you get that daycare. number three, effective local community resource directory. the community blueprint is a terrific program that is trying to collaborate and create a blueprint for how you collaborate with c

the department issued 4 rfp's since that time. 2006, 2010, and 2011, last october. there has been quite an extensive community process associated with these rfp's. since 2006, the department collaborated with surrounding neighborhood groups, including the telegraph hill dwellers to develop guidelines. this collaboration included numerous public meetings with interested stakeholders. in 2008, they submitted a principles document which is in your packet. the document outlined a number of guidelines for the department to adhere to an operating a coit tower concession to rid the majority of goals were incorporated into the 2010 and 2011 rfp's. among those goals are high quality food and beverages to be operated from a cart outside of the tower. no commercial advertising and no amplified sound. and they should sell high- quality items that relate directly to the tower and the history of san francisco. we are also requiring the concessionaire to update the merchandize and traffic flow within earshot. very important, the vendor to provide a mural protection plan with their proposal. they are enco

i say that because your department's go to an enormous effort to issue rfp's on which we did. when the contracts for those services are awarded, we get a five-year contract that is flat funded. we have been doing that now for the last five years. if you assume that the cost of doing business was going up by 3%, and we have not seen a cost of business increase compound of for the last five years, we have taken a 15.9% hit. we do that for the next five years. we will take another 15.9% hit, which is a 32% increase over 10 years. we actually know what our five- year costs for the future are going to be. we have been doing this for 52 years. we are asking you to consider putting the five-year cost of doing business in place in the contract so we can enter into multi-year labor agreements with seiu, into in good faith contracts, like the city does. if you have a deficit in some future year, you could come back to us and negotiate a take back from us, but at least have the good faith effort made at the front end of a five-year agreement to recognize our future funding costs. we woul

an influential role in influencing the rp that goes out for it. i have not gone over this but this copies of correspondence before the rfp that went out which indicates the developer may have played a key role in drafting this. >> i am familiar with the process and there were unusual circumstances in this case where the developer had already approached the port in 2006 and 2007 about combining the property. we told them we could not do this directly. at which time, to create -- we went back to our advisory group and we created a subcommittee to come up with policies and procedures

an influential role in influencing the rp that goes out for it. i have not gone over this but this copies of correspondence before the rfp that went out which indicates the developer may have played a key role in drafting this. >> i am familiar with the