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tv   [untitled]    July 17, 2010 12:00am-12:30am PST

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supervisor maxwell: with that, i would like to send it -- [unintelligible] >> good afternoon. i am going to give a fairly high level view of work force as it relates to the shipyard. i will give a brief discussion on the contract and compliance fees. as you have heard, the job projections for what the first slide talks about in these areas. retail, property management, things associated with the development of the new homes. parks and open space and then a social enterprise model.
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the next slide give you a rough projections of the time line of how these potential new jobs will roll out. the most immediate work force is related to the construction side. as you can see, there is the rollout bisectors mentioned on the first page. there are some estimates in terms of how the other sectors will potentially rule out all the way through the life of the project. this project goes over 15 to 20 years. each sector rolls out as the project moves into different phases. the approach in terms of work force is one in which it has the data driven approach. i have come before you before to talk about our sector
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strategies. city build will be the single point of contact on the construction site. we will use the web-based system on the contract and compliance side. redevelopment will be charged with the contract compliance. this is a redevelopment area. they will monitor the contract compliance. we're working with your offices to partner with the union. there's an interesting project labor agreement on this project in place. the stakeholder process we're going through, a supervisor maxwell has been involved as well as a member of your colleagues in the stakeholder process to insure that we have the unions on board with this project and others as it relates to construction. in terms of the different roles as it relates to work force by
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city departments, redevelopment has the role of monitoring and compliance and implementation. the web based system is the same system the city is using all their projects. they will play the lead role with the contractors and manage the employment opportunity program. my office will play a role in the construction side and vocational and training of the jobs outside of construction. we will work with the contractors to insure that their job requests are meant. lennar has the overall obligation for contractors and subcontractors employment. the cbo's are deeply involved in helping. we contract with them.
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we do the of region assessment and case management. the unions on the construction side will have a significant role in the partnerships as we move forward. in terms of placements to date, to give you a quick highlight of what they look like, about 44% of our overall placements have come out of district 10. you can see some of the overall breakdowns. city build is in its fifth year. we're on our 12th cycle. we will start the 12th cycle in the fall. we have had previous success working with the community on the construction side. in terms of the in use and opportunities that are not related to construction, we
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started the sector academies outside of construction around two other sectors, health care and bring jobs. as more opportunities arise, the idea of the sector academies would be the model that i would like to see sustained over time. it is a cohort model. a group of individuals come in at the same time, and get trained, and then i delete you work with the employers to place these people as a cohort of supposed to them coming in individually. i think it is a better way to ensure that folks come in, get good solid training with a peer group, and it placed at the end. that is the idea of the model. we currently have the health care, green collar, and city build all of them running. the first health care and green colors cycle should be coming to an end by the fall. i will have more data than. the idea is that the same approach would be used for the other sectors are mentioned at
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the beginning of the presentation. you may have seen this notion of the career ladder and the idea that the entry level jobs are sort of the first step on the ladder and that people move up as opportunities arise. as folks get trained and are on the job, the idea is you are constantly moving up the career ladder and getting more training to move up. that is the idea. it goes from pre-training all the way to career advancement. that is the overall idea of the work forces. that is what this latter is trying to illustrate. i will stop there before i go into contracting to see if you have any questions related to workforce. supervisor mar: there was the critique of the core community benefits agreement.
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one of the criticisms was the the 10,000 jobs or 1500 construction jobs might not be of a level that the residents of the 80.4 surrounding areas have the skill level or training for. it looks to me like the proposal that you have will be bringing people's educational and skill level up so that they are able to take many of the 1500 jobs. could you go into detail about how it will bring the skill level up so that they have a good chance of getting these jobs? >> on the construction side? supervisor mar: i guess for any of the different types of jobs. >> i am not as familiar with the total job projections. i think my peers can speak to that better than me. the idea is that when folks come through any of the academies, they are trained for whenever
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the opportunity across a diverse spectrum. when they come in to city building, the training we offer gives them a first entry level into a variety of the building trades. we have been successful in most of the trades. we need to do more work in getting some partnerships together. overall, i feel confident on the construction side. because this is a housing development, there will be more diversity of trades for us to prepare people for. i also believe the project has a large solar component, cream- colored component. our green color academy will have people ready to do anything around wheeatherization and a
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solarization. want people to have diverse skills. as the jobs become more clear, if we need to change or switch up in terms of training and academies that we offer, we need to be able to do that. that would be across the board. supervisor maxwell: with often talk about women. construction is often male- dominated. what about things like retail jobs? would you have those kinds of things? >> you can see the proposed timeline and the staggering. the idea of the training is
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coming on line by september. we're getting folks ready for six or seven seconds. the real focus on retail is customer service. we have a number programs that are focused on basic job readiness skills. it is a lot of what you need in retail. is the basic stuff for entry- level jobs, team building, customer service, showing up on time, all of those kinds of things. depending on the kind of retail that winds up as part of this mix, we have learned with lowe's that those companies come in with a set of training that is specific for there's stores -- their stores. they've come in trained us on their retail model. i imagine is this project goes
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forward in the retail opportunities become more apparent, there will be a lot of that as well. we will work in partnership with them to get specific on what you need to do to work in loowe's, the hotel industry or that kind of thing. supervisor maxwell: what about city college? >> city college is our hard skills training for all of the academies that we run. the cbo's play a role in the case management, of reach, and assessment. city college plays a role in the cards go the moment. that is to fold. city college is able to give college credit. -- that is two-fold. city college's able to get college credit. the idea is that all of the
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academies will have that. that is important as you move up the ladder. the better educated you are, the higher your chances are of becoming employed. city college is our anchor when it comes to that. we've started a series of pre- and fauna strategies for those folks who cannot get into the academy's because they do not have ged's or whatever might prevent them from getting into that. we're working with the school district, city college, and cbo's to perfect the model and get it strong. one of the programs started 67 months ago in the bayview is the gateway model. it is the model for young folks who have not been successful in school. they are in an age range of 16 to 21.
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they have dropped out. they're ready to go to work. they are motivated. we're trying to expand that idea. supervisor maxwell: how about language deficiency? >> all of the academy's we're offering have vocational esl to accommodate english as a second language learners. so that no one is left behind. in all of the academies that i offer, the office offers, there's a mixture to accommodate all of the diversity. i do not have anything that is what i would call a sole source. the idea is i need to be able to respond to all of the diversity in other districts. that is how we have tried to accommodate that. supervisor mar: i appreciate the
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integrated city agency approach and the opportunities you are building for people from low income neighborhoods. i want to ask about the timing monitoring and compliance. i know the redevelopment agency will be monitoring compliance. for the city college chinatown campus there was a community independent monitor built into that. have you considered an independent agency to work in partnership with the redevelopment agency and your office? >> i will speak for my office. the difference of the city college model and our model and the reason why the community monitoring made sense there is there are not folks inside the system who do that kind of work. for them, they needed to procure that service and selected community tender. in the city, we have a tapestry
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of folks who do contract compliance. it is so little different for us. the oversight, mr. blackwell could speak to this deeper than i can, on this particular project, it will come in a variety waya voice from the community. i have done this presentation. that is where i currently go back and report on lowe's that is where i would envision would come back to where i am -- hot and doing on the work force. -- that is where i would envision would come back to how i am doing on the work force. we will assess. i have gone and presented in her interview. wherever there is an existing community structure, that is generally where my office comes back to reports on.
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we report on local hiring. given the focus on this project, i anticipate a lot of reports on this. supervisor mar: my understanding is the community benefits agreement was critiqued by the three academics. the l.a. city council requires stronger and monitoring requirements like reports to the land use economic development committee because of the scale of the project. i think that would be a good idea. >> on certain projects or the first source requirement, it is part of that policy that there is a report that needs to come back to the board of supervisors. this is a little different. i will let mr. black will speak to that. we will have the data. -- i will let mr. blackwell
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speak to that. we have the data. i am sure we will be accommodating. now that mr. blackwell is here. i will let him speak. he is more familiar with the contract and data. i will turn it over to him. our work force developing system in addition to increasing the number of
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community-based organizations that are are actually engaged in the assessment process. we have invested heavily in the system, which we think provides a very important step forward. it is a system where the companies are required to of load on a frequent basis -- to upload on a frequent basis so we can have a sense of the number of people working on a project, in terms of geographic focus but also in terms of race and ethnicity, and the idea is to not only use that for our own purposes but to bring the level of transparency if you are talking about in terms of what the work force demographics look-alike. we have a staff of six people
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but actively work on monitoring issues, and we anticipate focusing heavily on the shipyard. part of that is the next couple slides i shall review a sense of how we are doing now. on one side you can see the professional contract work, and on the next slide you can see the results in terms of work force development. we work with them for close to two years on a contract in policy, and there are ambitious goals for employment and contracting but give up to 50%. in the first phase, we have been very pleased with the numbers we have been hitting a.
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in the workforce development side, we have been able to exceed the 50% goal, and bay view residents have been able to get close to 20%, and that mirrors the results we have seen, so it gives us reason to believe we can continue high numbers. it would be admitted lived more difficult because we are dealing with a wider array of trades, but i wanted to give you a snapshot of the results we are experiencing now, because i think they are good, and i think we will be able to maintain those even with the increased
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scale we are talking about. >> what are you doing to get ahead of the game, so you know ahead of time what will be needed so people can be trained ahead of time? >> one thing and neglected to say is that they only have the ability to look like and see how we have done -- look back and see how we have done, but we also have projections. we can plug in various aspects of see what kinds of jobs are going to be on the horizon by trade and other stuff, so we are working very closely to make sure we have the right training in place, but we are also working closely with the building trade counsel and
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individual trade to give the turn of the agreements but would give us the kind of access to apprenticeship programs but would give us the numbers as well. >> the construction jobs are great, but we have to think of plymouth, and i think it is important we not just think about construction, but there are back end jobs. they need monitoring and other kinds of skills. how are we looking into skills but might be needed? also java management. -- job management. >> i will refer to the training aspect, but from a monitoring point of view, one thing that is important to note is the policies that have been adopted the provide the framework for
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employment and placement -- not only focus on work force development from a construction point of view but also a professional services and contract during -- and contacting, and there are goals associated with making sure we are dealing with the architecture and engineering and all those kinds of things. >> since director black well covered the presentation, i would like to introduce kirk to talk about economic impacts.
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>> thank you. good afternoon, supervisors. today i am going to briefly summarize -- >> if you could speak directly into the microphone and of little but. richard -- up a little bit. >> i am going to summarize the key points of our economic impact that was released earlier today. if i could get the projector overhead, basically, the project has the potential to produce significant economic impact on the entire city and on the southeast part of the city in particular. the legislation will allow for a
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major use development, which will increase the capacity of the city to accommodate growth in a variety of occupations as well as increase residential population. this shows the economic impact factors in our office went over. there is one on infrastructure and buildings, and we measure the height increases in employment over the 20 plus development period. finan we have a permanent impact -- then we have a permanent impact, including an estimate of the distribution by industry and occupation as well as total spending in san francisco, and i think this will
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help answer those questions about permanent employment distribution and employment opportunities we projected by looking at an occupational basis. then we will also have ongoing impact from a new residence fending, spending from stadium events, and then i am going to talk about the property tax base on the project. i am going to start with a one time impact associated with the construction of the project. in sum, development will create thousands of construction jobs and inject billions of dollars into our economy. as shown, costs are estimated between $8.2 billion and $8.8 billion. that includes horizontal
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infrastructure costs, excludes items such as land are acquisition costs and items such as developer profits that are truly not construction costs. we want to determine what sort of employment would be generated from the sort of investment over 20 years. as you can see, on an annual basis, unemployment is estimated direct construction jobs around 1400 or 1500 jobs per year with an additional 652 700 jobs -- 650 to 700 jobs with a total of 2100 jobs during a 20 plus year filled up on average. what that those -- 20 plus year
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buildup on average. what that does on an annual basis, it will average about $20 billion -- $20 million -- $20 billion a year or four points $3 billion or 44 and $5 billion as summarized in this table -- 4.5 or 4.3 billion dollars as summarized on this table. here we are showing employment by land use and industry, the broader categories, and showing the retail industry, which is comprised of specific codes.
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give we are anticipating about 24% of the employment in that industry, and that goes for all the different land use categories in -- retail, office, hotel, etc., and their annual wages according to bureau of labor statistics. the next slide breaks the same information down by occupation, full summary, and this is interesting. it is organized from low-wage to higher wage, and each of those horizontal lines indicates 20% of the jobs in five range. of the jobs in five range. -- in that range.