►
From YouTube: Joint Committee on Government Operations/ Arts, Culture & Special Events on August 9, 2021
Description
Docket #0834 - Hearing regarding the Creation of a Boston-Cambridge Tourism Marketing District pursuant to M.G.L c.40X
A
Okay,
as
long
as
everyone's
ready
we're
just
going
ahead
and
get
started
all
right
good
afternoon,
everyone,
I'm
city,
councilor,
lydia,
edwards,
chair
of
the
committee
on
government
operations.
It
is
monday
august
9
2021,
and
we
are
here
today
for
a
virtual
hearing
on
docket
zero.
Eight
three
four
order
for
a
hearing
regarding
the
creation
of
boston,
cambridge
tourism,
marketing
district.
Pursuant
to
a
massachusetts
general
laws.
A
B
A
A
This
enables
the
city
council
to
carry
out
its
responsibilities
by
adhering
to
public
health
accommodations.
The
public
may
watch
this
hearing
via
live
stream
at
www.boston.gov,
citydesk
council
and
on
xfinity
8
rcn82,
verizon
964..
It
will
be
later
broadcasted
at
a
it
will
be
rebroadcasted
later
later.
At
another
date,
written
comments
may
be
sent
to
the
committee
email
at
ccc.go
boston.gov.
We
made
part
of
the
record
and
available
to
all
counselors
this.
A
The
purpose
of
this
hearing
is
to
authorize
the
creation
of
a
boston,
cambridge
tourism,
destination,
marketing
district
plan
or
tdmd
pursuant
to
chapter
40x
of
the
massachusetts
general
laws.
The
tdmd
plan
establishes
the
services
programs,
budget
assessment
structure,
criteria
for
businesses,
management
and
the
committee
for
the
pdmd
area.
The
approval
of
the
city
council
is
required
as
part
of
the
creation
of
a
tdmd.
A
A
I
am
going
to
turn
it
over
to
some
of
my
or
to
my
colleagues
for
some
very
brief
opening
remarks
and
then
we're
going
to
go
into
directly
into
our
panel
to
describe
what
is
before
us
and
what
ultimately
is
the
process
that
we
must
comply
with
in
order
to
make
this
tdnd
possible.
A
A
So
we
want
to
make
sure
that
the
in
and
it's
great
that
the
industry
is
leading
in
making
sure
that
we
come
up
with
this.
I
think
sustainable,
economically,
viable
solution
to
make
sure
that
no
matter
what
happens,
we
can
be
pandemic-proof.
We
can
be.
A
C
Thank
you,
madam
chair
I'll,
be
brief,
very
supportive
of
this
idea.
I'm
actually
working
on
a
bid
down
a
mass
and
cass
that'll
be
structured,
far
different,
but
this
could
this
the
intent
of
of
this
application
here
couldn't
be
any
more
timely.
I
think-
and
I'm
here
just
along
for
the
ride,
to
see
what
the
what
the
details
will
be
and
again
very
supportive,
and
thank
you
for
your
leadership
on
this
council
edwards.
D
Thank
you,
council,
edwards
and
council
baker
as
well
appreciate
your
leadership
on
this
important
issue.
I
also
know
the
incredible
role
tourism
plays
in
our
economy,
especially
over
the
last
two
years.
The
we
have
seen
a
drastic
decrease
in
the
hotel
rooms
that
play
a
critical
role
in
boston's
economy,
welcoming
so
many
visitors.
D
Many
of
them
are
in
my
district
and
many
of
the
people
that
work
in
the
hotels
are
also
in
my
district.
I
see
them
every
day
in
south
boston
in
chinatown
of
the
south
end.
Many
of
them
live
in
dorchester
as
well
in
matapan,
but
the
hotels
play
a
critical
role
in
boston's
economy
and
the
work
is
due
as
well.
The
workers
receive
a
good
salary,
they
have
good
training,
it's
a
it's
a
pathway
to
the
middle
class.
D
So
I'm
going
to
do
everything
I
can
to
get
people
back
to
boston,
to
visit
this
great
city
to
frequent
our
bars
and
restaurants
and
stay
in
our
hotels,
because
that's
what
boston's,
proud
of
is
being
welcoming
to
visitors
that
want
to
see
the
great
history
of
this
city.
So
I
just
want
to
acknowledge
the
role
of
councillor
edwards
counselor
baker,
city
officials
and
also
the
the
hotel
executives
that
are
on
this
call
as
well.
Thank
you
for
the
important
work
you
are
doing.
E
Thank
you,
madam
chair.
I
want
to
thank
you
and
council
baker
for
co-sponsoring
in
for
calling
for
today's
important
hearing.
As
mentioned
boston's
tourism
sector
is,
was
one
of
the
hardest
industries
hit
by
cover
19
and
the
tourism
industry
employs
thousands
of
hard-working
bostonians
who
live
in
all
the
neighborhoods
of
our
city
and
they're
in
well-paying
jobs,
as
council
plan
just
a
little
too
many
of
them,
obviously
union
jobs
and
they
serve
as
an
economic
engine
for
the
city
and
the
region.
E
E
So
I
look
forward
to
learning
more
about
what
we
can
do
to
ensure
this
endeavor
is
a
successful
one
in
this
partnership
with
cambridge,
hopefully,
will
help
not
only
thousands
of
bostonians
who
work
in
that
sector,
but
will
also
help
lift
up
folks
that,
in
the
same
in
the
same
industries
in
cambridge.
Thank
you,
madam
chair.
F
Bach,
thank
you,
madam
terre,
and
my
colleagues
have
already
said
much
of
what
I
would
say
just
you
know.
F
As
the
counselor
representing
you
know,
the
west
end
beacon
hill
back
bay
portion
of
my
district
pieces
of
that
are
in
this
proposal,
and
I
just
think
that
it
is
so
important
to
remember
that
you
know
our
tourism
industry,
even
when
it's
concentrated
downtown
the
tendrils
of
its
impact,
reach
all
the
way
across
the
city
and
like
councilor
flaherty
said
you
know,
I've
got
I've
got
constituents
in
mission
hill
who
work
at
the
hotels
downtown,
and
I
think
that,
like
the
whole
city
is
connected
and
we've
all
really
taken
a
hit.
F
The
whole
business
area
has
taken
a
huge
hit
during
covet,
and
I
think
that
you
know
cities
all
over.
The
country
are
struggling
with
that,
but
I
think
it's
incumbent
upon
us
to
make
sure
that
boston
comes
back.
You
know
faster
and
stronger
and
better
and
anything
we
can
do
to
kind
of
pull
together.
If,
if
there's
one
thing
we've
seen
in
covet
19,
it's
been
the
power
of
collective
action
and
and
also
you
know
the
real
risks.
When
you
don't
pull
together,
so
I
think
you
know.
F
Hopefully
this
is
something
where
we
can
also
in
the
same
direction
and
and
set
ourselves
up,
for
you
know
a
lot,
a
lot
of
strength
in
the
recovery
as
a
tourism
destination,
so
very
supportive
of
the
effort.
I'm
pleased
to
be
here
today.
Thank
you,
madam
chair.
A
Thank
you.
So
I'm
now
going
to
turn
it
over
to
martha
jared,
go
ahead
and
kick
us
off.
I
think
you
have
a
deck
in
some
background
and
then
we'll
go
from
martha
to
if
dan
wants
to
speak
and
then
berkey
then
suzanne
and
then
catherine
peterson
and
then
we'll
probably
then
allow
for
the
counselors
to
do
a
whole
round
of
questions
to
all
of
you
and
then
we
will
go
on.
A
G
G
That
legislation
which
I'll
talk
about
shortly,
enabled
us
to
decide
amongst
the
45
cities
and
towns
in
the
official
promotion,
district
of
the
greater
boston
convention
and
visitors
bureau,
which
which
cities
we
would
include,
and
given
that
most
of
our
hotel
product
is
in
boston
and
cambridge,
we
were
thrilled
to
be
able
to
partner
with
the
city
of
cambridge.
On
this,
as
councilor
edwards
noted,
they
have
been
very,
very
strong
supporters
and
have
voted
to
authorize
the
boston
city
council
to
act
on
their
behalf.
In
the
formation
of
this
district.
G
Okay
next
slide,
so
a
pre-pandemic
tourism
was
the
third
largest
industry
in
massachusetts,
obviously,
a
vital
economic
driver
for
both
the
cities
of
boston
and
the
cities
of
cambridge.
The
economic
output
in
the
greater
boston
area,
which
is
up
from
quincy
up
to
everett
and
out
to
128,
was
22.6
billion,
total
state
and
local
tax
revenue
generated
by
the
industry,
850
million
and
that's
untethered
tax
revenue
that
goes
into
the
general
funds
of
this,
the
commonwealth
and
every
city
and
town
in
the
region.
G
Occupancy
tax
revenue
for
the
greater
boston
region
was
308
million
and
in
the
greater
boston
region,
tourism
supported
140,
000
jobs.
So
we
were
on
a
roll,
but
we
still
recognize
the
need
for
this
effort,
because
the
industry
was
growing.
Competition
was
getting
very
strong,
we
were
adding
much
more
hotel
product
and
we
knew
that
we
needed
the
funds
to
be
remain
competitive
in
a
very,
very
competitive
marketplace.
G
So
that
was
then-
and
this
is
now
counselor
flynn
alluded
to
hotel
numbers,
and
here
is
the
good,
the
bad
and
the
ugly.
In
2019
we
had
a
great
year.
We
ran
82.5
occupancy
with
an
average
daily
rate
of
261.
G
for
a
collective
rev
car,
which
is
revenue
for
available
room
of
215
dollars
per
night
in
2020.
G
When
the
world
changed
for
all
of
us,
our
occupancy
rate
dropped
to
25.7,
it
would
have
been
much
lower
had
january
and
february
not
been
had
not
remained
open,
but
we
managed
to
squeak
out
25.7,
which
obviously
is
a
huge
drop
from
the
previous
year
rate
dropped
to
160
and
rev
power
dropped
to
41
and
8
cents,
and
then
year
to
date
in
21
we're
only
back
to
29.2
occupancy
162
average
daily
rate
and
a
rev
power
of
47.37.
G
We
do
not
have
our
full
complement
of
visitors
on
the
horizon
to
come
back
for
several
years
to
come,
so
we
don't
expect
that
this
trajectory
will
be
fast,
but
we
do
need
these
funds
to
help
at
least
jump-start
us
towards
recovery
from
an
occupancy
perspective,
we're
projecting
that
we'll
end
this
year
at
41
and
that
it
will
end
2022
with
66
percent.
If
you
compare
2022
to
2019,
that's
at
only
72
of
that
robust
year,
why
is
this
important?
Many
of
you
alluded
to
it.
It's
all
about
our
workforce.
G
Our
associates
are
what
make
the
tourism
industry
in
boston
in
cambridge
in
massachusetts,
so
successful,
pre-pandemic
in
massachusetts,
one
of
every
10
residents
was
employed
in
the
hospitality
and
tourism
industry.
We
provide
flexible
and
accommodating
employment
opportunities.
It
is
one
of
the
most
diverse
workforces
of
any
workforce
in
the
commonwealth
and
in
2020
you
will
see
we
lost
30
43
of
those
jobs
in
massachusetts,
so
many
of
our
valued
employees
are
not
back
to
work
yet,
and
I
know
that
our
my
hotel
counterparts
that
will
be
following
we'll
talk
about
that.
G
So
with
lodging
tax
revenue,
I
alluded
to
earlier,
is
typically
a
source
of
revenue
for
tourism
promotion
in
much
states.
The
following
slide
will
show
you
what
our
budget
looks
like
at
the
greater
boston
convention
and
visitors
bureau
compared
to
our
competitive
set.
It
is
not
a
pretty
picture,
but
I
did
want
to
show
you
how
much
revenue
is
collected
from
the
hotel
community
across
the
commonwealth
related
to
hotel
occupancy
tax.
It's
513
million
dollars
a
year
pre-pandemic,
it's
a
huge
sum:
it's
dropped
significantly
of
that
513
million.
G
As
I
mentioned
earlier,
400
million
goes
into
the
mass
and
boston
general
funds
for
unrestricted
use.
103
million
goes
to
the
mass
convention
center
fund.
4
million
goes
to
the
mass
office
of
tourism.
3.9
million
goes
to
all
of
my
counterparts
across
the
state.
There
are
16
regional
tourism
councils
and
the
gbcvb
pre-pandemic
received
only
2.1
million
of
that
513
million
collected.
So
here's
what
we
look
like
against
other
cities
that
we
compete
with
in
the
in
the
global
tourism
marketplace.
G
These
are
the
cities
in
the
u.s,
primarily
east
coast
cities
that
we
will
see
our
city
bidding
against
for
large
conventions
for
large-scale
events
for
leisure
visitors,
etcetera.
This
is
these
are
pre-pandemic
numbers.
Most
of
these
cbb's
are
funded
by
hotel
tax
and
or
a
combination,
hotel
tax
and
a
tourism
improvement
district
assessment,
similar
to
what
we
are
seeking
to
do
today.
As
you
can
see,
our
budget
pre-pandemic
was
a
total
of
7.4
million,
most
of
that
coming
from
the
private
sector,
and
now
we
are
down
to
four
million
dollars.
G
Clearly,
it's
going
to
make
it
very
difficult
for
us
to
regain
our
market
share
at
that
level.
So
what
do
we
risk
if
we
stay
the
current
course
and
we
don't
invest
in
tourism
promotion?
Competition
is
going
to
be
fierce.
Every
one
of
my
friends
in
this
industry
across
the
country
are
going
after
the
same
visitors
and
we're
going
after
a
smaller
pool
of
visitors.
G
Our
inventory,
our
hotel
inventory,
is
increasing
in
spite
of
the
fact
that
the
pandemic
occurred.
Construction
did
not
stop
in
2021,
we'll
see
6.4
more
hotel
rooms,
which
is
part
which
is
part
of
a
20
increase
over
a
five-year
period.
Those
rooms
will
not
sell
themselves
and
industry
experts
are
forecasting
not
a
one
or
two
year
recovery,
not
a
two
or
three
year
recovery.
Four
to
five
years.
Investment
is
key
for
us
to
stay
competitive
within
that
five-year
window.
G
So
we
must
really
activate
now,
as
as
partners
with
the
city
of
cambridge,
to
engage
all
audiences
and
bring
tourism
back
to
its
previous
state.
So
what
is
it
that
we're
asking
you
to
do?
Counselor
edwards
alluded
to
the
other
bids
in
the
boston
market,
the
downtown
boston
bid,
which
you're
familiar
with,
as
well
as
the
rose
kennedy
greenway.
G
They
are
formed
in
a
similar
way,
with
the
exception
of
the
fact
that
this
is
not
the
geographic
area,
for
us
are
two
complete
cities,
the
cities
of
boston
and
cambridge,
and
we
are
only
assessing
one
type
of
business
within
our
geographic
area,
and
that
is
the
hotel
community.
So
a
tdmd
allows
hotels
in
the
defined
area
to
self-assess
and
collect
monies
that
go
into
a
fund
which
will
be
managed
by
a
governance
board
and
deployed
by
a
designated
destination
marketing
organization,
and
that's
the
greater
boston
convention
and
visitors
bureau.
G
G
First
of
all,
this
will
not
allow
the
commonwealth
to
replace
our
existing
funding.
It'll
only
supplement
the
existing
funding
that
we
get
from
the
tourism
trust
fund.
We
have
encompassed
two
jurisdictions:
boston
and
cambridge.
We
have
a
written
tdmd
plan
which
was
included
in
your
docket
documents.
You've,
hopefully
already
been
able
to
review
that
and
tdmvs
are
governed
by
a
committee
of
an
rtc
which
is
us.
Then
the
governance
committee
of
the
tdmd
must
be
comprised
of
lodging
business
owners
that
pay
the
tdmd
assessment.
G
It
can
be
renewed
every
five
years.
The
revenues
in
this
case
will
be
collected
by
the
commissioner
of
revenue,
who
also
collects
the
hotel
tax,
so
we'll
make
it
easier
for
the
hotels
it's
dispersed
quarterly
to
our
organization.
G
We
will
operate
with
utmost
transparency
in
mind,
with
an
annual
audit
conducted
and
filed
annually,
and
it
may
be
disestablished
by
a
majority
of
petitioned
businesses
subject
to
the
tdmd
at
any
time.
So,
specifically,
the
tdmd
that
we're
proposing
is
that
hotels
have
voted
to
create
this
tdmd
and
govern
how
the
funds
are
deployed.
We
were
required
by
statute
to
reach
a
62
petition
rate.
Typically
across
the
country,
the
petition
rate
is
only
51.
G
Ours
was
a
bit
higher
due
to
unforeseen
circumstances
on
in
the
commonwealth,
but
we
were
able
to
achieve
a
seventy
percent
attrition
petition
rate,
meaning.
Seventy
percent
of
all
hotels
with
over
50
rooms
in
boston
and
cambridge
agreed
to
be
assessed,
and
that's
not
to
say
that
30
did
not
agree.
It's
just
that
we
weren't
necessarily
able
to
track
them
down.
Even
though
we
have
given
ample
public
notice,
we
are
proposing
a
15-member
governance
board
and
the
assessment
will
be
1.5
on
the
checkout
rate.
G
G
The
key
subset
of
employees
in
our
hotels
right
now
are
those
that
work
in
banquet
kitchens
and
as
banquet
servers,
one
of
the
highest
paying
jobs
in
our
industry
and,
as
our
hoteliers
will
attest
to
they've,
not
been
able
to
bring
them
back,
we
will
continue
to
deploy
robust
leisure
and
consumer
campaigns.
Just
as
we
did
with
the
all-inclusive
boston
campaign,
we
will
strive
to
bring
back
our
international
visitors
which
make
up
a
significant
percentage
of
visitors
to
boston.
We
will
support
special
events
and
also
support
communities
across
boston
through
an
application
process.
G
I
do
want
to
highlight
that
our
agency,
with
our
limited
funds,
has
already
committed
to
not
just
promoting
the
central
floor,
as
many
people
think
the
boston
tourism
center
is.
We
have
already
committed
to
promoting
many
neighborhoods
in
boston,
we've
developed
and
deployed
three
videos,
jamaica,
plain
roxbury
and
dorchester.
Our
dorchester
video
will
be
deployed
this
week.
Actually,
if
we
had
more
funds,
this
would
be
a
much
faster
path.
Quite
frankly,
I
mean
we'd
be
able
to
get
to
all
the
neighborhoods
much
quicker,
but
we
have
to.
G
We
just
have
to
do
this
at
a
a
slower
pace,
because
we
don't
have
funds
readily
available
to
us
every
year
and,
most
importantly
for
you
all,
how
will
it?
How
will
boston
and
cambridge
benefit
from
this
effort?
It
will
bolster
visitation
and
hotel
occupancy.
It
will
restore
leisure
hospitality
and
hotel
jobs.
It
will
enhance
neighborhood
experiences.
G
It
will
increase
single
property
meeting
sales
and
related
spending.
It
will
allow
for
that
incentive
and
special
projects
fund
that
I
referenced
in
the
previous
slide:
it'll
reignite,
international
visitation
and,
of
course,
it'll
resuscitate
hotel
tax
revenue
for
the
boston,
cambridge
and
mass
general
fund.
That's
where
that
roi
will
come
in
for
the
city
of
boston
and
cambridge,
specifically
you're
all
familiar
with
the
campaign
that
we
worked
on
collectively,
with
colette
phillips
communications
and
proverb.
G
The
all-inclusive
boston
campaign
that
was
funded
through
cares,
act,
monies
from
mayor
walsh
and
then
subsequently
supported
by
now
mayor
janie.
G
It
was
a
very
successful
campaign
aimed
at
diversifying
the
businesses
that
we're
promoting,
but
also
diversifying
our
visitors,
and
we
do
have
testimony
from
this
lovely
couple
on
the
right
who
owns
urban
great,
pointing
to
the
fact
that
they
have
seen
a
significant
increase
in
business
since
they've
been
featured
in
that
campaign,
and
our
agency
already
is
committed
to
sponsoring
a
diverse
array
of
events
in
the
community,
and
this
list
will
only
grow
with
further
investment
from
the
tdmd.
So
that
is
my
presentation.
G
Sorry,
if
it
was
lengthy,
that's
a
lot
to
cover
and
I
will
turn
it
back
to
you,
counselor
edwards,
unless
you
would
like
me
to
introduce
my
fellow
panelists.
A
Well,
I
you're
free,
I
mean
I
have
them
in
order,
but
go
ahead
and
if
folks
were
going
to
speak,
go
ahead.
H
Video
halloween
zoom,
I
still
can't
get
it
councillor,
edwards
and
council
baker.
Thank
you
for
your
leadership
for
bringing
this
to
the
light
to
your
fellow
counselors
and
in
a
time
you
know,
certainly
for
the
past
12
years
that
I've
been
involved
with
the
bureau.
We
have
had
challenges.
You
know
our
industry,
you
know.
Typically,
if
you
you
go
past
the
you
know
the
recession
of
2008
and
2009,
and
we
started
to
recover.
You
know
our
industry
was
what
some
would
consider,
especially
on
on
the
hill.
H
You
know
an
industry
that
is
fat
and
happy,
and
I'm
here
to
tell
you
that,
while
that
is
true,
you
know
that
that
that
delusion
is
gone
and
the
pandemic
has
taken
that
from
us
in
a
very
significant
way.
You
know
you
only
didn't
need
to
watch.
You
know
late
night,
tv
or
or
the
or
the
other
morning
shows
to
see
the
our
competition,
the
people
that
we're
up
against
every
single
day
to
get
to
attract
them
to
come
to
our
city
with
national
companies.
H
New
york
city,
for
example,
has
a
30
million
national
campaign
in
front
of
us
right
now
and
by
the
way,
it's
very
good.
We
wouldn't
be
able
to
pay
for
30
million
campaign
if
it
took
us
10
years
to
save
for
it,
and
you
know
we
spent
the
last
many
years
begging
for
our
supper
money
every
july.
This
will
even
the
playing
field.
This
will
allow
us
to
do
things
that
the
others,
the
other
competitors,
other
cities
that
we're
competing
with
are
able
to
do.
H
The
cities
were
alive,
everything
was
alive,
people
were
happy,
people
were
out
and
about
and
it's
exciting
to
what
boston
is.
You
know
we've
had
our
challenges
in
boston.
Certainly
you
know
we,
as
as
cities
have.
I
think
the
the
bureau
is
really
working
to
diversify
us,
we're
working
to
put
us
out
there
as
a
city
that
is
welcoming.
You
know,
and
you
know,
I'm
a
hotelier.
H
You
know
we're
we're
optimistic
by
nature,
but
we
have
work
to
do
as
an
industry,
and
we
know
that
and
I
think
that
these
funds
will
allow
us
to
get
the
word
out
and
let
people
to
know
what
we
know
it.
What
we
all
know
that
boss
is
not
only
a
special
city
but
in
our
commonwealth
and
in
new
england
we
all
know
that
our
roads
lead
through
boston
right
you,
we
have
guests
checking
into
our
hotels
every
day
by
the
way,
I'm
at
the
lenox
hotel,
we're
also
building
the
raffles
hotel.
H
It's
a
mixed
use,
149
condos,
147,
hotel
rooms
opens
next
august.
You
know
we're
fourth
generation,
we
know
we
know
what
it's
like
to
be
in
boston
and
you
know
all
roads
lead
through.
Here
we
have
guests
checking
in
and
out
and
they're
going
to
the
cape
they're
going
to
the
the
berkshires
they're
going
to
you,
know:
rhode,
island
they're,
going
to
new
hampshire,
they're
traveling
they're
spending
money,
and
we
need
to
get
that
back.
So
thank
you
very
much
really
appreciate
your
leadership.
H
B
B
As
you
know,
with
all
successful
organizations
our
associates
are
our
key
and
our
biggest
asset
to
success,
and
we
are
proud
to
employ
a
very
diverse
workforce
and
most
of
who
were
immigrants
like
me,
and
for
them
this
these
hotels
were
their
first
jobs.
B
60
of
my
workforce
is
minority
descent
and
we
offer
this
workforce
a
very
well-paying
job
with
full
benefits
which
has
resulted
in
long
longevity
with
their
employment
with
us.
I
mean
at
western
copley,
specifically,
I
have
a
lot
of
associates.
Who've
been
with
the
hotel
25
to
30
years
and
they're
an
extended
family
to
us.
You
know
some
of
the
counselors
mentioned
about
these
hospitality
jobs
in
well-paying
jobs.
For
our
specific
hotels,
the
average
wage
for
our
housekeepers,
our
cooks.
B
Stewards
is
about
27
dollars
an
hour
and
we
take
pride
in
partnering
with
local
26
and
providing
industry
leading
and
market
leading
salaries
and
benefits
to
all
our
employees.
You
know,
if
you
heard
from
mark
and
dan
the
impact
to
our
industry.
Our
industry
tends
to
you
know,
get
hit
the
hardest
when
it
comes
to.
You
know
the
moment,
there's
a
recession
or
a
downturn,
but
truly
the
pandemic
has
been
back
breaking
for
us.
I
mean,
I
don't
think
at
least
in
the
22
years.
B
I've
been
in
the
in
the
industry
could
not
have
foreseen
the
closure
of
the
hotels
which
we
went
through
in
2020
and
then
the
gradual
recovery
and
talk
about
gradual.
B
I
mean
the
only
reason
we
were
able
to
open
my
hotels,
I'm
overseeing
is
through
student
housing
and
through
extended
stay
nurses
and
non-traditional
pieces
of
business
and
then
through
q1,
even
q1
of
this
year,
we
were
not
even
crossing
a
10
occupancy
threshold
for
a
market
which
was
kind
of
leading
the
industry
at
what
80
occupancy
dan
mentioned
is
great
to
see
in
the
summer
the
fenway
concerts
and
all
you
know,
the
crowds
in
the
city
and
we've
definitely
seen
a
recovery
in
the
summer,
which
is
awesome
to
see
we're
seeing
leisure
travel,
families
we're
definitely
seeing
boston,
come
back
to
life,
and
that
has
helped,
and
that
has
put
us
back
on
the
path
of
recovery,
but
we're
still
not
seeing
business
travel.
B
We're
not
seeing
meetings,
events,
conventions
and
and
a
big
part
of
is
international
travel
boston
has
become
a
gateway
city
and
international
travel
is
just
about
non-existent
when
it
comes
to
meetings.
So
you
know
martha
precluded
that
you
know
we
are
still
gonna,
be
in
a
three
to
four
year
recovery
period.
For
my
hotels
for
this
year,
we
will
probably
be
ending
the
year
about
65
percent
of
revenue
numbers
and
we
probably
will
not
be
back
to
29
2019
levels
till
about
2024.
B
and
even
as
we
recover
from
this
pandemic,
there's
going
to
be
other
headwinds.
We
are
still
going
to
be
faced
with,
I
mean
for
specifically,
you
know
where
I'm
located.
We
have
the
unknown
with
the
heinz
convention
center,
which
is
something
we're
going
to
have
to
tackle
further
down
the
road.
So
you
know,
boston
will
will
always
be
a
great
attraction
for
leisure
travel.
Business
and
group
is
going
to
take
a
lot
of
work
to
get
back
into
the
cities.
You
know
people
are
not
back
to
the
offices.
B
We
do
not
know
what
the
new
hybrid
models
or
back
to
work
models
will
look
like
some
of
the
some
of
our
counterpart,
who
we
have
contracts
with
in
the
city
are
saying
that
their
workforce
will
probably
be
remote
and
their
occupancy
in
their
offices
will
be
down
to
about
30
percent
prior
to
pandemic,
so
which
is
again
less
business
travelers
coming
to
the
city
to
visit
people
in
offices.
B
So,
truly
for
us,
I
see
a
lot
of
upside
and
almost
to
a
certain
extent,
a
silver
bullet
with
the
tdmd
allowing
us
to
deploy
funds
much-needed
funds
to
to
create
events,
to
create
marketing,
to
deploy
against
other
cities,
who
are
somewhat
in
the
similar
board
and
try
to
be
able
to
get
our
fair
share
of
business.
Coming
back
to
boston,
which
allows
all
of
us
to
be
able
to
have
a
vibrant
community
and
get
back
the
hours
we
need
for
our
associates.
I
I
I
For
the
past
10
years,
I've
been
working
for
the
foundation
which
promotes
markets
and
helps
preserve
the
freedom
trail
and
the
16
official
sites
through
visitor
services,
marketing
public
relations
and
education
programs,
including
free
in
school,
and
now
virtual
programs
for
boston,
public
schools
and,
as
you
all
know,
as
as
boston
is
one
of
america's
oldest
cities
and
the
birthplace
of
the
revolution,
it's
home
to
many
nationally
historically
significant
sites.
There
was
a
time
of
growth
that
threatened
our
sites,
but
bostonians,
thankfully,
with
their
preservation
efforts
saved
other
gems.
I
The
freedom
trail
was
established
in
1951
as
a
way
for
residents
and
visitors
to
know
where,
to
start
and
on
what
course
to
follow
to
visit
the
historic
sites
at
first,
the
city
installed
signage,
on
corners,
pointing
to
the
sites
and
as
of
1953
40
000
visitors,
utilized
the
new
wayfinding
and
then
in
1958,
the
city
added
the
red
line,
and
in
1972
it
was
extended
into
the
charlestown
neighborhood,
making
the
trail
two
and
a
half
miles
long
and
include
all
this
current
16
sites.
The
trail
is
iconic.
I
We
all
know
that
it's
a
unique
collection
of
museums,
burying
grounds
churches
and
more,
and
it
attracts
millions
of
people
annually
to
boston
in
the
commonwealth
and,
as
martha
alluded
to,
is
also
helping,
helping
and
responsible
for
generating
spending
and
helps
create
jobs
in
hospitality,
tourism
and
the
education
fields.
I
I
The
foundation
operates
on
revenue
from
guided
tours
and
other
programming
and
receives
a
little
funding
elsewhere,
due
to
the
unique
relationship
that
we
have
with
the
sites.
That
is
a
close
one.
The
foundation
is
careful
not
to
seek
outside
funding,
as
the
historic
sites
require
millions
of
dollars
to
maintain
and
preserve.
I
Since
the
pandemic
started,
the
foundation
ceased
conducting
tours
and
hasn't
resumed
them.
Yet
the
historic
sites,
as
well
as
as
other
boston
area
cultural
assets,
have
also
suffered,
as
you
all
know,
due
to
the
pandemic,
with
closures,
limited
capacity
and
visitation,
necessary
safety
measures
and
more
and
to
combat
these
losses
and
to
help
bolster
visitation
for
boston's
250th
anniversary
of
the
revolution
in
2025
and
26,
as
well
as
the
400th
in
2030.
I
The
city
and
region
will
need
to
heavily
invest
now
and
in
the
future
to
market
our
great
city
as
a
destination
not
to
miss,
as
we
were
all
talking
about.
The
foundation
recently
received
a
tourism
recovery
grant
from
the
mass
office
of
travel
and
tourism.
It
was
a
twenty
thousand
dollar
grant
and
it
allowed
us
to
create
a
new
campaign
which
aligned
with
the
city's
all-inclusive
and
be
local
campaigns,
as
well
as
the
mass,
my
local
campaign
and
using
pro
bono
work
from
an
agency.
I
We
produce
street
signage
and
rack
cards
that
are
all
over
boston,
as
well
as
a
social
media.
Push
without
this
grant
the
foundation
would
not
have
been
able
to
conduct
this
type
of
marketing
and
funds
are
needed
to
effectively
market
our
our
common
assets.
While
two,
the
commonwealth,
supports
its
regional
tourism
councils,
as
martha
had
mentioned
it's
as
best
as
they
can
with
their
budget.
The
tourism
destination
marketing
district
is
a
tool
we
need
collectively
to
ensure
that
we
have
dollars
to
market
our
city.
I
The
new
district,
as
martha
also
mentioned,
will
be
a
partnership
similar
to
the
downtown
boston,
business,
improvement,
district
and
greenway
district
and,
as
we
all
know,
the
boston
bid
has
been
a
great
success
in
their
efforts
to
enhance
the
district
and
improve
experiences
for
all
who
live.
Work
visit
shop
in
the
district
we've
worked
with
the
bid
since
its
inception
on
marketing
programming,
public
safety
access
and
more
and
we're
grateful
to
their
ambassadors
that
are
out
on
the
streets
every
day
and
they're.
I
You
know
they
make
the
area
clean
and
welcoming
for
both
residents
and
visitors,
and
the
new
greenway
district
will
help
their
team
maintain
the
greenway
to
high
standards,
including
the
partial
to
freedom,
trail
traverses,
so,
similarly
to
both
bids
property
owners,
our
friends
and
tourism
industry
colleagues
like
dan
and
gengxie
have
agreed
to
create
the
tourism
destination.
Marketing
district
and
these
partnerships
are
invaluable
and
bring
positive
change
and
successes.
I
The
new
district
will
be
the
same
as
we've
all
alluded
to
and
will
help
attract,
residents
and
visitors
to
experience
all
boston
has
to
offer
not
only
the
freedom
trail,
but
everything
because
there's
so
much
so
on
behalf
of
the
foundation
and
the
historic
sites.
Please
join
me
in
my
support
of
the
district.
Thank
you
again.
G
J
Martha
it's
my
pleasure
good
afternoon:
counselors,
I'm
kathryn,
peterson,
executive,
director
of
arts,
boston,
a
non-profit
arts
service
organization,
providing
research,
audience,
building
programs
and
networking
for
165,
theaters,
music,
dance,
visual
arts
organizations
and
festivals.
J
These
165
cultural
organizations
have
been
devastated
by
the
pandemic.
Their
earned
income
has
basically
come
to
a
halt
over
the
last
18
months,
with
no
in-person
performances
and
they've
lost.
Just
the
non-profit
ones.
They've
lost
over
376
million
dollars
with
30
000
cultural
sector,
employees
impacted
by
layoffs
for
lows
and
cut
hours
like
the
tourism
sector.
The
arts
sector
is
currently
looking
at
a
three
to
four
year
recovery.
J
So
there
are
a
lot
of
big
question
marks,
but
what
we
do
know
is
that
smart
marketing
and
very
smart
coordinated
communication
makes
a
big
difference
to
people
feeling
comfortable
coming
back
and
we've
seen
that
with
the
communication,
that's
happened
with
the
first
indoor
performances
at
the
calderwood
pavilion
at
the
in
the
south
end
and
with
commonwealth
shakespeare's
outdoor
performances
of
the
tempest
on
the
on
the
boston
common.
J
We've
talked
a
lot
about
the
history
and
the
role
that
that
plays
in
attracting
people
to
boston.
Well,
the
arts
play
a
really
critical
role,
also
we're
a
two
billion
dollar
industry
and
we
attract
over
four
times
as
many
people
going
to
live
arts
events
every
year
as
go
to
our
four
major
arts
teams.
That's
just
to
visualize
what
that
means,
because
it
sounds
like
a
really
abstract
number.
J
That's
enough
people
in
a
year
to
fill
fenway
park
more
than
688
times.
That's
a
lot
of
arts
goers,
and
we
know
that
tourists
who
come
to
attend
the
arts
stay
longer
and
they
spend
more
and
the
arts
play
a
critical
role
in
why
businesses
locate
here
why
employees
want
to
move
here?
It's
certainly
not
because
of
our
great
housing
prices
or
the
great
year-round
weather
or
the
ease
of
the
commute.
J
J
Boston
has
something
for
everyone:
anchor
venues,
resident
companies
and
contemporary
artists,
making
the
city
their
canvas.
So
we
at
arts
boston
with
our
165
arts
groups,
members.
We
stand
in
solidarity
with
our
tourism
partners
at
the
bureau,
in
support
of
the
creation
of
the
boston,
cambridge
tourism
destination,
marketing
district.
J
Thank
you
so
much
for
your
time
and
attention
and
I'll
turn
it
back
to
you.
Martha.
H
G
Edwards,
it's
all
yours,
I'm
done
with
our
panel
and
thank
you
for
the
time
and
listening
to
us
today.
A
Thank
you.
What
I'm
work
we're
going
to
do
now
is
a
round
of
questions
from
counselors
I'll
go
and
counselor
baker,
the
counselor
flynn
and
counselor
bach,
and
this
will
be
you
know,
some
of
our
questions
will
be
directed
at
individuals
and
some
martha
might
suggest.
A
A
So
I
just
first
wanted
to
say
a
couple
things
about
why
I'm
excited
and
support
this
in
the
conversations
that
I've
had
with
the
team
that
just
spoke
they're,
what
I
thought
was
so
wonderful
about
their
responsiveness
was
really
the
the
whole
district
plan
which
everyone
everyone
does
have,
this
boston
campus
tourism
destination
marketing
district
plan.
Every
counselor
has
this
in
your
inbox
that
breaks
this
down
further
about
the
goals
and
where
the
money
goes,
and
this
is
for
anybody
who's
watching
on
zoom.
This
is
formally
part
of
the
record.
A
A
All
of
these
things
came
up
in
previous
conversations
and
they're
coming
up
now
and
making
sure
everyone
can
see
it
as
in
terms
of
transparency.
This
was
this.
Was
I've
been
in
a
lot
of
conversations
negotiating
with
a
lot
of
industry,
folks,
whether
it's
developers,
whether
it's
non-profits,
whether
it's
you
know,
in
this
case
the
hospitality
industry
and
I
have
to
say-
and
there
this
was
not
a
a
back
and
forth
on
how
a
race
to
the
bottom,
which
often
it
is
with
some
business
interests?
A
What
would
you
want
to
do
things
like
we
thought
about
the
trellis
in
the
north
end
and
how
that's
such
a
beautiful,
beautiful,
landmark
that
people
come
to
see
from
all
around
and
how
this
this
kind
of
funding
can
help,
enhance
that
and
help
us
raise
money
which
we
have
to
do
every
single
year.
Looking
at
the
the
ways
in
which
we
have
with
the
tall
ships
come
in
from
around
the
country
around
the
world
actually
into
east
boston,
and
how
do
we?
A
How
do
you
build
an
infrastructure
around
that
really
makes
that
a
welcoming
place,
but
also
provides
places
for
people
to
stay?
This
is
what
I'm
seeing
is
a
back
and
forth
to
help
in
terms
of
beautification
and
also
for
those
of
us
who
don't
myself,
counselor
flynn
and
counselor
bach
all
represent
downtown
neighborhoods.
But
I
think
one
of
the
reasons
why
councillor
baker
is
on
you
know
speak
for
himself
is
that
the
tourism
industry
needs
to
get
beyond
downtown
boston.
It
needs
to
get
into
the
local
neighborhoods.
A
It
needs
to
get
into
places
that
are
not
just
on
the
waterfront
and
that
that
was
a
commitment
you
made
and
that's
a
commitment
you
were
committed
to
and
that's
why
those
hotels
70
of
them,
that
included
not
just
waterfront,
not
just
downtown
hotels,
also
signed
on
to
this,
because
they're
excited
about
bringing
tourism
and
not
just
bringing
workers
to
the
tour
to
the
hotels
or
bringing
a
lot
of
tours
to
the
hotels
in
other
parts
of
boston.
A
So
I'm
very
excited
about
that,
and
I
just
wanted
to
make
sure
also
one
of
the
things
that
was
a
yes
and
was
the
echo
tourism
as
we're
bringing
more
people
in.
We
wanted
to
make
sure
that
we
could
build
infrastructure,
more
recycling,
bins,
more
places
encouraging.
You
know,
use
of
different
forms
of
straws
and
different
sorts
of
different.
A
You
know
just
different
culture
within
the
hotel
industry,
which
I
think
people
also
need
to
know
that
having
a
tdmd
is
a
way
in
which
to
collectively
move
on
on
value
statements,
more
diversity,
for
example,
racial
equity,
for
example,
and
also,
we
believe
in
climate
change,
and
believe
that
the
hotel
industry
could
be
helpful
in
helping
to
usher
around
different
cultures
and
ways
to
be
more
green.
So
I
I
do
want
to
make
sure
that
again
I
say
no
opposition
has
been
filed
and
I
wanted
to.
A
I
I
wanted
to
bring
up
the
fact
that
I
think
martha
said
this
can
be
renewed
every
five
years,
and
it
could
be
that-
and
this
is
a
question
I
have
that
other
cities
are
included
in
this
in
the
future.
So
this
isn't
just
forever
for
boston
and
cambridge.
Could
it
be
that
other
cities
could
be
included
so
that,
if
they're
concerned
about
being
left
out
is,
is
there
a
way
for
the
district
math
to
change?
That's
my
first
question.
A
My
second
question
was
just
wanting
to
make
sure
you
broke
down
the
roi
conversation
martha,
where
I
understood
that,
because
there's
already
a
tax
being
paid
by
the
hotels
for
hospitality
that
by
actually
having
this
additional
fee,
not
a
tax
but
a
self-assessed
fee,
to
help
promote
tourism
to
bring
more
people
into
boston
that
there
will
be
more
revenue
to
then
help
pay
on
that
other
on
the
tax
revenue
that
goes
into
our
general
fund.
A
G
G
That
trying
to
do
too
much
at
first
might
be
a
little
bit
of
a
challenge
for
us,
and
we
knew
that
we
already
have
a
great
partnership
with
cambridge
and
we
felt
like
we
wanted
more
than
just
boston,
because
cambridge
is
a
huge
asset
for
us
as
we
market
this
area
across
the
country
and
across
the
globe.
G
We
knew
that
that
would
be
something
that
was
doable,
but
we
felt
like
adding
too
many
towns
at
once
would
make
it
a
little
bit
more
of
a
challenge
and
we're
happy
to
say
that
the
cambridge
partnership
has
worked
out.
Well,
their
city
council
fully
embraced
this.
G
G
But
definitely
the
door
is
always
open
for
us
and
I
just
want
to
add
also
the
fact
that
we
will
have
tdmd
funds
to
market
boston
and
cambridge
specifically
will
free
up
some
of
our
mass
office
of
tourism
funds
for
some
of
the
other
45
cities
and
towns
that
we
represent,
which
for
us,
it's
been
very
hard
for
us
to
with
the
limited
funds
that
we
have
to
fully
represent
our
entire
district.
G
We
do
recognize
that
when
boston
and
cambridge
are
successful,
the
rising
tide
floats
all
boats,
so
we
have
focused
on
that,
sometimes
at
the
expense
of
our
friends
in
quincy
and
somerville
and
everett,
and
we
can
use
those
state
state
funds
and
some
of
our
private
funds
now
to
bolster
our
efforts
for
the
greater
boston
area,
which
is
very,
very
encouraging.
So
we're
very
happy
about
that
and
I
forgot
your
second
question.
I'm
sorry.
G
Yes,
yes,
so
yeah
these
are
typically
designed,
so
any
tourism
promotion
is
typically
designed
to
generate
significant
roi
in,
as
I
mentioned
in
most
cities
across
the
country,
the
investment
in
tourism
promotion
comes
from
hotel
tax
dollars
and
the
idea
the
concept
is
that
if
you
take
hotel
a
portion
of
those
hotel
tax
dollars
and
you
reinvest
them
in
tourism
promotion,
you
will
then
generate
more
revenue
for
the
hotel.
G
So
for
us
right
now,
as
you
mentioned,
hotel
tax
revenues
down
significantly
in
boston,
cambridge
and
across
the
commonwealth,
the
more
we
invest
in
promotion,
the
more
people
will
come,
they
will
stay
in
a
hotel,
they
will
spend
money
in
that
hotel
and
that
hotel
will
collect
and
remit
those
hotel
tax
dollars
and
beyond
that-
and
perhaps
even
more
importantly,
we
feel
like
the
hotel
stay
is
really
just
the
start
of
the
visit.
It's
an
important
piece,
but
no
offense
to
gurkey
and
dan.
Nobody
comes
to
boston
just
to
stay
in
a
hotel.
G
We
love
you
guys,
but
they
come
to
boston,
to
do
the
freedom
trail
and
to
do
what
catherine
promotes
and
to
to
visit
restaurants.
And,
of
course,
you
know
there
are
taxes
on
meals
and
and
all
sorts
of
other
things
that
that
consumers
take
advantage
of
retail,
etc.
So
you
know
that's
where
your
roi
comes
in.
G
If
you
don't
have
anyone
coming
in
you're,
not
collecting
taxes,
but
if
you
can
significantly
increase
the
number
of
visitors,
you
will
then,
by
default
significantly
increase
the
amount
of
tax
revenue,
you're,
also
increasing
the
number
of
employees
in
the
industry.
Of
course
they
have
taxes
associated
with
employment,
so
it
really
is
a
great
snowball
effect.
A
D
I
know
many
of
the
panelists
outline
the
incredible
work
workers
we
have
in
the
city,
especially
immigrants,
people
of
color,
and
they
work
in
the
hotel
and
restaurants
and
do
an
incredible
job
they're,
almost
the
ambassadors
of
of
the
city
for
the
backbone
of
the
city
in,
in
my
opinion,
so
I'm
looking
forward
to
supporting
this
proposal.
D
Many
of
the
hotels
are
in
my
district,
I'm
very
supportive
of
my
hotels
of
my
of
the
restaurants,
one
question
I
I
have,
and
I
don't
mean
to
be
argumentative
here,
but
this
is
not
you
know
I'm
going
to
support
this,
but
also
the
hotels
will
not
be
cutting
cutting
benefits
over
the
years
to
to
to
make
a
profit.
D
We're
not
going
to
be
cutting
benefits
of
of
workers
to
try
to
make
a
little
bit
of
a
profit
during
this
tough
time
or
or
to
firework
is
also
I
just
want
to.
I
just
want
to
get
your
commitment
that
we're
going
to
work
hard
to
keep
everybody
employed,
especially
our
immigrant
neighbors
communities
of
color.
I
I'll
because
I'll
be
on
a
sighted
problem
with
the
copley
marriott
when
they,
when
they
fired
workers,
that
I
wasn't
very
happy
about
that,
but
I
just
don't
want
to.
D
I
just
don't
want
us
to
see
you
know
balancing
the
budget,
the
hotel
budgets
on
the
backs
of
our
immigrant
workers,
so
just
wanted
to
ask
a
direct
question,
but
also,
I
hope,
to
receive
a
direct
answer.
Also.
B
Thank
you
for
the
question
council
flynn,
so
I
can
talk
for
the
western
mw.
Absolutely
I
mean
at
this
point.
The
balancing
of
the
budgets
is
is
almost
like
more
so
stopping
of
the
bleeding
it's
not
an
equation,
and
I
I
opened
by
saying
our
associates
are
our
true
asset
right.
I
mean
talk
about
longevity
of
them
being
in
our
buildings
and
truly
have
built
our
buildings
to
be
what
they
are
today,
so
they
are
definitely
a
big
part
of
it.
B
I
have
a
very
good
working
relationship
with
local
26
and
you
can
reach
out
to
carlos
for
that
as
well,
and
we
definitely
have
while
you
know
it's
it.
We've
not
had
the
hours
given
the
fact
we've
not
had
the
business
we've
we
have
offered
recall.
We
have
negotiated
with
the
local
26
on
all
issues
and
tried
our
best
to
bring
as
many
associates.
We
can
back
to
make
sure
they
not
only
have
wages
but
also
benefits,
so
that
is
definitely
a
priority
for
us
and
we'll
continue
being
one.
H
If
I
can
piggyback
on
that,
you
know
our
our
employees,
you
know,
are
our
lifeline
right,
our
lifeline
to
you
know
creating
the
only
way
you
create
a
desire
and
for
a
guest
to
return
is
through
your
employees,
and
you
know
we
we
all
have
beds.
We
all
have
nice
showers,
we
all
have
nice
rooms,
but
really
is
our
people
that
can
be
able
to
come
back
to
our
hotels
as
martha
brother
put
it
out,
come
back
to
our
city
first,
and
you
know,
over
this
pandemic
we've
it's
been
torturous
right.
H
They
we
haven't
seen
them.
We've
their
their
families,
have
been
hurt
and,
and
a
lot
of
the
hotels
individually
have
done
different
things
to
to
help
along
the
way
we
have
a
cross
relationship
with
carlos
at
local
26,
and
I
promise
you
this
we're
not
about
taking
anything
away
from
them.
We're
about
helping
them.
You
know
our
housekeepers
at
most
of
our
hotels
are
around
sixty
two
thousand
dollars.
H
D
Thank
you
for
those
direct
answers.
I
greatly
appreciate
it.
Thank
you
for
being
a
good
neighbor
council
edwards.
I
have
no
further
questions
just
want
to
say
thank
you
to
council
edwards,
council
of
baker.
I
also,
I
also
want
to
say
thank
you
to
council
edwards
for
working
with
the
cambridge
city
council
as
well,
and
you
know
making
relationships
there
developing
relationships
there
and
that's
you
know
what
happens
in
cambridge.
What
happens
in
arlington?
D
D
You
know,
colleagues
and
developing
a
positive
working
relationship
with
them
as
well.
Thank
you,
council,
edwards
and
thank
you.
Counselor
baker.
C
Thank
you
counselor
first
off,
I
want
to
just
catherine
thank
you
for
mentioning
little
saigon
and
the
strand
that
there
are
two
issues
that
are
in
my
district
and
and
also
just
the
the
focus
on
going
outside
of
the
downtown
core
I
mean
in
my
district.
I
have
a
frederick
law
olmsted
park.
I
have
a
presidential
library.
I
have
a
a
replica
of
the
senate
and
burial
grounds
that
go
date
back
to
the
1600s,
so
that's
music
to
my
ears
and
it's
actually
little
saigon.
We
worked
on
that.
C
We've
been
working
on
that
for
a
couple
years.
We
finally
got
it
approved
this
year.
So
thank
you
for
all
of
that,
and
just
recognizing
it.
The
strand,
is
we're
still
in
discussions.
It's
very
much,
I'm
talking
about
how
we
revitalize
that
there's
different
developments
going
on.
So
it's
a
really
exciting
time
for
both
of
those
things.
So
I
like
the
local
auction
part.
That's
that's!
That's
good
news!
The
one
question
that
I
had
martha
if
you
could
maybe
get
into
a
little
bit
first
one
question
is:
is
this
assessment?
C
Is
it
going
to
be
passed
on
100
100
to
the
to
the
customers,
or
will
the
assessment
somewhat
be
paid
hotel
and
in
the
customers?
Can
you
explain
that
to
me?
No,
it.
G
Will
be,
it
will
be
passed
on
to
the
customer
at
100
and,
as
I've
mentioned,
there's
about
180
plus
formations
across
the
country
of
tids
or
tdmds,
and
that
is
the
case
in
in
each
one
of
those
jurisdictions.
So
it
is
passing
that
to
the
customer.
C
And
what
kind
of
money
are
we
talking
about
here
like
on
the
on
the
hot
like?
So
what
is,
and
I
apologize
if
you
went
through
this
in
your
in
your
presentation,
so
dollar
amount
coming
into
this
into
this
fund
and
then
a
second
part
of
the
question
is
so
what
will
the
typical
assessment
be
to
someone
staying
in
a
in
a
mid-level,
hotel,
room,
sure.
G
So
the
budget
will
incrementally
grow
as
our
hotel,
occupancy
and
rate
recovers.
First
year,
we're
looking
at
about
10
and
a
half
million
collections
from
both
the
cities
of
hotels
in
the
cities
of
cambridge
and
boston
and
then,
as
the
occupancy
and
rate
grows,
we
will
grow.
G
Ultimately,
our
goal
is
to
get
our
budget
up
into
the
30
million
range,
which
is
pretty
much
on
par,
actually
maybe
even
still
a
little
bit
less
than
our
competitive
set
across
the
country,
but
with
our
additional
funding.
G
That'll
help
supplement
that
so,
but
I'm
thinking
that's
probably
a
five-year
trajectory
for
us
right
now
and
then,
as
far
as
the
guest
goes,
you
know
with
a
300
room
in
boston
would
be
assessed
at
one
and
a
half
percent,
so
you're
you're
talking
about
four
dollars
and
fifty
cents
for
a
right
for
a
check
and.
C
And
the
30
million
would
we'll
need
to
get
back
to
a
20,
2019
sort
of
levels
that
will
get
us
to
the
30
million.
Yes
exciting,
exciting,
and
there
was
one
more
question
so
the
bid
that
I'm
working
on
down
at
mass
and
cass
that's
a
tax
assessment
that
comes
into
our
our
tax
office
and
then
gets
dispersed
to
the
the
the
people
that
run
the
bid
is.
How
is
that
going
to
work
out
like
so
who
do?
Who?
Who
will
you
pay
the?
Who
will
the
hotels
pay
the
assessments
to?
C
G
The
legislation
is
pretty
specific
in
this
area
so
that
we
have
controls
in
place.
The
tax
will
be
excuse
me.
The
fee
will
be
collected
by
the
just
as
the
taxes
by
the
mass
department
of
revenue,
so
they'll
collect
it.
So
the
hotels
have
an
ease
of
transfer
that
they're
already
accustomed
to
the
only
difference
will
be
while
they
will
remit
monthly.
We
will
only
receive
payment
quarterly,
so
that,
and
we've
already
established
a
great
relationship
with
the
department
of
revenue.
G
In
fact,
an
important
important
benchmark
for
us
to
meet
is
that
they
require
notice
30
days
in
advance
of
the
start
of
a
collection
period,
and
the
collection
period
can
only
start
on
a
quarter.
So
for
us
that
may
means
october
1st
would
be
the
next
eligible
start
to
our
collection
period.
G
So
it's
our
hope
that
you
know
with
your
with
your
blessing
today
or
whatever
you
want
to
call
it.
We
can
get
a
vote
before
the
full
council
by
august
18th,
so
we
can
notify
revenue
that
this
we
have
to
also
do
a
public
notice
for
14
days
following
the
full
city
council
meeting
and
that
would
allow
us
to
notify
revenue
before
september
1st
and
start
the
collection
process
on
october.
G
So
there's
a
a
lot
of
last
items
in
play,
but
that's
how
it
works
and
that
legislation
was
pretty
clear.
C
So
the
state
will
act
as
the
collecting
agent.
They
will,
and
I
just
think
the
opportunity
I'm
seeing
tourism
commercials
for
every
place
and-
and
you
know
we
have
to-
we-
have
to
get
off-
get
off
our
back
and
and
and
get
moving
on
this
and
and
to
just
briefly,
kenzie
had
brought
up
kenzie
about
the
the
the
250th
anniversary
of
the
of
the
country
and
and
this
you
know,
we're
gonna
need
to
we're.
C
Gonna
need
to
come
up
with
some
serious
planning
and-
and
you
know,
promotion
around
that
and
it
will
be
hopefully
be
fully
recovered
by
then
in
2025.
So
I'm
glad
to
lend
my
support
and
thank
you
again,
counselor
council
edwards
for
your
leadership
and
all
your
work.
You
done
on
this
and
dragging
me
along
with
you.
Thank
you.
Bye.
A
F
Bach,
thank
you.
Councillor
edwards
and
thanks
councillor
baker
for
mentioning
that
yeah
that,
but
I
was
trying
to
get
sesquicentennial
off
cester
centennial
off
the
ground,
but
I
think
we're
going
with
250th,
but
that
will
fall.
I
think
right
inside
of
this
period,
sorry.
C
F
Yeah
so,
but
I
do
hope
that
you
know
with
this
in
place,
I
think
it
will
include
the
five-year
period.
We'll
include
that,
so
you
know
thinking
about
ways
to
in
terms
of
signature,
big
events,
you
know
joining
these
things
up.
I
think
that
would
be
awesome.
F
I
had
a
few
in
the
weeds
questions,
so
one
is
maybe
a
question
for
kate
davis,
but
I
noticed
in
the
docs
that
cambridge
is
taking
a
third
of
the
cambridge
revenue
directly
to
their
cambridge
office
of
tourism,
but
it
looks
like
we
have
foregone
that
approach
in
boston.
Can
you
speak
a
little
bit
to
that
on
the
city
side.
G
I
think
I
can
take
that
case.
If
you
don't
mind
it's,
the
cambridge
office
of
tourism
is
actually
a
private
entity.
It's
not
part
of
the
city
of
cambridge,
so
they
in
order
for
them
to
join
forces.
There's
a
there's.
Always
this
the
I'm
not
sure
how
to
word
this.
I
think
that
they
were.
They
were
concerned
about
being
out
overshadowed
by
the
city
of
boston
when
this
effort
takes
hold
so
in
order
to
get
gain
their
partnership.
G
We
wanted
to
give
them
assurances
that
they
would
have
the
opportunity
to
have
some
funds
dedicated
to
solely
promote
cambridge,
particularly
from
a
leisure
perspective,
and
they
would
be
that
would
be
funneled
through
the
cambridge
office
of
tourism.
G
So
that's
that's
sort
of
how
that
ended
up
taking
taking
hold
the
the
funds
going
to
cambridge
are
not
the
significant
number
of
funds
are
going
to
be
collected
from
boston.
Cambridge's
collections
are
significantly
lower
than
boston,
so
you
know
we're
talking
less
than
a
million
dollars
in
the
first
year
and
we
already
partnered
significantly
with
kate
and
the
city
as
she
knows
so.
I
think
there's
an
understanding
between
our
office
and
kate's
office
that
there
will
definitely
be
further
partnerships
that
will
result
from
this.
F
Got
it
kate,
did
you
want
to
add
anything.
K
No,
I
just
I
just
wanted
to
say
that
you
know
mayor
janie
supports
this
tdmd
and
a
lot
of
people
have
mentioned
the
collaborations
we
we've
had
with
them
with
the
all-inclusive
campaign
and
the
local
campaign.
K
But
I'd
also
like
to
highlight
that
during
the
pandemic,
martha
created
a
space
where
we
could
disseminate
information
and
an
ever-changing
public
health
crisis.
It
kind
of
created
a
bond
among
the
whole
hospitality
community,
including
cambridge,
and
I
can
attest
to
important
work.
They've
done
on
behalf
of
the
taurus
mystery
enforcement
boston
and
their
commitment
to
our
neighborhoods.
K
I'm
happy
to
speak
more
on
our
partnerships,
but
most
of
the
things
that
we
partnered
on
have
been
discussed
here.
So.
F
Great
thanks
so
much
and
so
and
yeah
it
looked
like
martha
from
the
calques
I
mean
since
it's
sending
came
since
it's
sending
the
cambridge
office
of
tourism,
a
third
of
the
cambridge
revenue
and
it's
projected
for
3.3
percent.
But
it's
about
ten
percent
of
the
collections
that
we
expect
to
be
from
cambridge
versus
ninety
percent
from
boston
that
seemed
like
yeah.
That
does
sound
about
right,
yes,
okay
and
then
in
terms
of
the
seven
percent,
we're
anticipating
for
admin
and
staff.
What
what
sort
of
what
do
you
expect?
G
So
that's
specifically
of
that
that
fund
is
specifically
related
to
the
admin
of
the
district
itself,
meaning,
for
instance,
an
executive
director
to
manage
checks
and
balances
within
the
district.
G
As
far
as
staffing
goes,
most
of
the
increase
in
staff
will
be
on
the
bureau
side.
Once
we've
received
the
funds,
and
you
know,
we
will
obviously
need
to
deploy
individuals
to
make
this
happen
and
make
the
make
the
programs
sing.
If
you
will
so
that's
how
that
would
work,
it
would
also
help
offset
things
like
legal
fees,
accounting
fees,
rent
and
the
like,
so
that
you
know
we're
trying
to
keep
the
administrative
costs
as
low
as
possible,
and
that's
certainly
just
an
estimate
at
this
point.
F
Yeah
no-
and
I
was
just
curious
because
there
are
all
those
things
in
the
bucket
like
you
know,
in
terms
of
actual
full-time
equivalence
like
do
you
expect
this
to
be
a
1ed?
Do
you
expect
it
to
be
three
people
like
just
so?
I
have
a
sense
of
sort
of
how
much
of
that
seven
percent
is,
is
sort
of
new
ftes
versus
the.
G
Expecting
initially
we're
expecting
one
executive
director
to
start
with
maybe
a
support
person
for
the
district
itself
and
then
the
additional
expenses
related
to,
as
I
said,
the
the
accounting,
the
legal
fees
etc.
Legal
fees
are
going
to
be
significant
at
the
startup,
because
we
will
have
to
form
a
new
entity
that
will
require
bylaws
being
drafted,
etc.
G
So
I
think
that
that
number
would
likely
decrease
as
time
goes
on.
We've
also
invested
at
the
bureau
a
significant
amount
of
money
in
this
formation
over
the
past
two
years,
and
we
expect
that
the
district
would
reimburse
us
for
those
funds
as
well
in
the
first
year,
but
we'll
keep
our
eye
on
that
administrative
number
and
ensure
that
it
doesn't
doesn't
grow
too
much.
G
For
the
most
part,
kate
does
some
of
that,
but
obviously
the
city
has
limited
funds,
but
in
most
cities
the
convention
and
visitors
bureau
does
have
the
opportunity
to
fund
large
and
small
scale
events,
and
we
we
just
don't
we
we
have.
We
fund
small
amounts
to
some
events
right
now.
We
don't
have
that
opportunity
right
now.
So
that's
a
big
commitment
on
behalf
of
the
the
steering
committee
for
the
majority
for
a
good
percentage
of
the
funds
as
well.
F
Got
it,
and
can
you
talk
to
me
a
little
bit
about
the
the
district
management
committee?
I
mean
I
noticed
that
just
the
15
seats
and
then
there's
two
non-voting
seats
and
then
there's
four
seats
that
sunset
after
three
years-
and
I
thought,
there's
probably
a
story
behind
all
of
this,
so
just
would
love
to
understand
a
little
bit
since,
since
obviously
it
always
comes
down
to
who
decides,
you
know
about
what
happens
with
money
like
this.
G
Right,
yeah,
that
was
a
discussion
at
the
syrian
committee
as
well
that
we've
had
and
we
agreed
that
I
want
to
back
up
just
just
a
little
bit
here,
because
I
want
to
talk
about
the
petition
process
and
how
we
manage
that
versus
other
tdmd's
and
that
will
sort
of
inform
how
we
decided
on
15
seats
at
the
management
level.
So
when
you
form
a
tid
or
tdm.
In
our
case,
you
have
three
options
for
your
petition
process.
G
You
can
get
number
one
you
can
get
just
by
the
number
of
rooms
a
hotel
has,
so
you
would
have
to
get
62
of
the
rooms
in
the
market
to
agree.
You
could
do
it
by
revenue
62
of
the
revenue.
So,
for
example,
if
we
were
to
go
either
one
of
those
routes,
we
could
have
taken
the
large
scale,
hotels
in
the
back
bay
and
they
could
have
formed
this
district
without
any
other
hotel
agreeing
to
it.
G
In
the
petition
process,
we
decided
to
go
a
little
bit
more
of
a
challenging
route
because
we
wanted
this
to
be
as
inclusive
as
possible,
so
we
decided
to
do
petitioning
by
one
hotel.
One
vote:
no
wait.
The
sheridan's
vote
at
1100
rooms
had
the
exact
same
amount
of
weight
as
15
beacon.
You
know
62
rooms,
so
it
was
definitely
strategically
decided
upon
by
the
steering
committee
that
we
wanted
to
have
that
democratic
process
in
place.
G
So
now
we
have
a
lot
of
hotels,
very
interested
and
invested
in
this
process,
and
we
recognize
that
in
the
formation
stages
in
the
early
stages,
they're
going
to
want
to
have
a
say
as
many
hotels
as
possible
in
how
the
funds
are
initially
deployed,
and
then
we
figured
once
the
sort
of
the
system
was
up
and
running
and
the
engine
was
moving.
G
We
might
be
able
to
get
away
with
fewer
on
the
committee
to
make
it
more
manageable,
but
it
was
sort
of
getting
as
many
voices
as
possible
into
the
initial
plan
implementation
understanding
that
in
the
long
term,
we
may
not
need
that
many
on
the
board
to
sustain
it.
I
have
a
55
member
board
at
the
convention
and
visitors
bureau,
which
ultimately
oversees
this
whole
thing
at
the
end
of
the
day
as
well,
and
I
can
assure
you
that
less
is
better,
sometimes
so.
G
Or
voting
members
and
and
myself
will
be
the
15,
and
then
we
will
have
two
at-large
seats
that
will
not
be
non-voting.
It's
the
traditional
governance
structure
for
a
tid
that
that
we've
researched
across
the
country.
G
It
could
be
kate,
it
could
be
suzanne,
it
could
be
catherine,
you
know
we
it.
It
will
definitely
be
a
non-hotelier,
it
could
be
a
restaurateur.
G
You
know
someone
from
one
of
our
attractions
etc,
but
on
our
steering
committee
we
were.
We
did
have
several
members
of
the
steering
committee
that
are
not
hotels
because,
like
I
said
earlier,
they
we
all
recognize
that
the
hotel
isn't
why
people
come
to
the
city.
It's
everything
else
around
that
hotel.
So
we
wanted
to
make
sure
that
we
were
committed
to
promoting
the
destination
as
a
whole
and
and
that
will
carry
through
to
the
management
committee
as
well.
F
Yeah,
no,
absolutely,
I
have
to
confess
I've
never
gone
anywhere
for
a
hotel,
although
I've
appreciated
many
of
them.
But,
although
I
think
yeah,
my
my
parents
did
their
honeymoon
at
the
chateau
frontenac
and
that
might
be
the
only.
F
Was
for
the
hotel?
Can
you
speak
a
little
bit
about
the
just
the
the
I
saw,
the
counselor
edwards
alluded
to
the
back
and
forth,
and
the
sort
of
dei
module
that
the
the
convention
bureau
is
going
to
stand
up
kind
of,
and
I
saw
that
there's
going
to
be
consultation
with
our
chief
of
equity,
and
so
I'm
just
wondering
what
the
kind
of
time
frame
on
all
of
that
is
likely
to
look
like.
G
G
Our
hotels
are
very
committed
to
this.
They
recognize
the
deficiency
there,
but
we'll
also
engage
in
other
other
activities
around
that
as
well.
You
know,
maybe
working
with
madison
park
school
to
educate
students
early
on
before
they
even
go
to
college,
on
the
benefits
of
being
a
part
of
the
hospitality
industry.
So
there
are
definitely
many
components
to
that
that
we
want
to
deploy
against,
and
I
think
we'd
be
able
to
also
generate
some
private
sector
support
for
that
initiative
as
well.
In
addition
to
investing
some
of
these
funds
in
that
effort,.
F
I
think
that's
great,
and
I
think
it's
super
important,
because
I
mean
we.
We
all
know
that
there
are
a
huge
number
of
high-quality
unionized
jobs
in
this
industry
that
are
held
by
people
of
color
in
the
city,
but
on
the
management
side,
it's
still
extremely
white,
which
is
also
the
story
of
a
lot
of
our
industries
in
the
city
of
boston.
F
F
One
thing
that
I've
heard
from
friends
who
are
people
of
color
who
have
sort
of
joined
the
management
ranks
of
of
largely
white
management
sort
of
communities
is
that
it
can
be
very,
very
lonely
if
they're,
like
the
only
person
at
a
given
hotel-
and
I
think
thinking
about-
is
there
an
opportunity
to
create
a
like
pure
cohort
of
support
in
this,
as
opposed
to
just
saying,
like
yeah.
Wouldn't
it
be
great
for
you
to
join
this
all-white
management
team.
G
Well,
it's
funny
you
mentioned
that
because
there
are
several
communities
across
the
country,
cities
that
are
doing
this
and
they
are
sort
of
onesies
and
twozies
and
helena,
and
I,
in
our
conversations
with
some
of
the
national
entities
that
are
helping
us
orchestrate
this
and
we
don't.
We
that's,
not
gonna
work
for
us.
We
need
change
and
we
need
it
to
happen
fast.
G
So
we're
actually
I'm
going
to
look
at
a
model
in
columbus
ohio
where
they
are
putting
the
program
on
steroids,
and
I
believe
that
their
first
class
is
30
people.
I'm
not
saying
we
can
go
that
fast,
zero
to
30
in
in
a
short
period
of
time,
but
we
absolutely
recognize
that
we
can't
do
this
one
at
a
time
it's
gonna,
it's
gonna
have
to
be.
As
you
said,
you
know
a
group
of
individuals
moving
together,
trusting
each
other
and-
and
you
know,
infiltrating
our
industry
in
a
really
positive
way.
F
F
I
think
it's
in
section
five,
I
think
in
section
five
there's
a
there's,
a
reference.
It's
the
budget
structure
section
the
budget
structure
chart
is
there
but
there's
a
reference.
It
says
the
first
two
charts
represent
isolated
amounts
for
boston
and
cambridge,
and
the
third
demonstrates
the
aggregate
total
for
the
entire
thing.
I
just
I
didn't
see
that
so,
if
it's
in
a
different
doc
page,
is
it
not?
This
chart,
that's
the
table
of
the
budget,
but
it's
not
the
chart
that
they're
referring
to
of
the
aggregate.
F
F
G
F
And
what's
the
existing
framework
and
forgive
my
ignorance,
martha
in
terms
of
your
outreach
for
us,
the
visitors
bureau
and
then
what
will
it
be
like
with
this
new
district
in
terms
of
communicating
with
our
main
streets,
districts
and
entities?
Like
you
know,
in
my
in
my
district,
we've
got
between
the
beacon
hill
business
association
and
the
back
bay
association.
G
So
the
cbb
will
still
retain
the
primary
role
in
communicating
with
all
of
those
entities
that
we
already
have
relationships
with,
quite
honestly,
back
bay
and
main
street
districts,
etc.
When
we
developed
all
of
our
those
three
videos
that
I
highlighted
in
my
presentation,
we
work
very
closely
with
the
main
streets
districts
on
those
as
well.
So
that
will
be
the
role
of
the
cbb,
the
typically
the
the
way
this
would
work
is
the
tdmd
would
not
have
a
staff
dedicated
to
the
marketing
and
outreach.
G
It
would
be
the
them
transferring
funds
to
the
cvb,
with
the
understanding
that
the
cvb
will
execute
on
xyz
priorities
with
those
funds,
and
certainly
that
will
continue
to
be
a
priority
for
us.
We
have
a
very
strong
relationship
with
you
know:
black
hospitality
coalition
and
all
sorts
of
entities
around
the
city
that
will
only
grow,
as
we
have
more
bandwidth
actually
to
to
interact
with
them
a
little
bit
more
frequently
and
strategically.
F
Okay,
great
well,
thank
you
so
much
and
I
I
would
love
if
we
could
talk
at
some
point
see
you
know
about
the.
I
am
trying
to
think
about
this
250th
and
then
also
the
400th
of
for
the
city
in
2030,
and
I
you
know
there's
no
time
like
the
present,
as
you
guys
know,
to
think
about
think
about
how
to
build
up
really
successful,
large-scale
events
and
kind
of
like
anniversary
years,
so
we'd
love
to
have
that
conversation
with
this
group.
100.
G
We've
been
named
to
the
250th
commission
by
the
legislature,
so
we
do
have
a
seat
on
that
and
be
happy
to
engage
with
you
at
any
time.
On
events
like
that.
A
I
also
just
wanted
to
explain
the
the
next
process
going
forward
after
the
hearing
just
to
work
through
what
what
needs
to
be
done
and
how
it
gets
done,
and
so,
after
this,
this
hearing
is
actually
legislatively
prescribed.
We
were
supposed
to
have
this
after
the
filing
within
60
days
of
the
filing,
so
we're
having
the
hearing
today,
a
public
hearing
after
receiving
the
petitions
of
the
city.
The
city
council
then,
must
vote
within
45
days
of
receipt
of
the.
A
After
this
hearing
the
then
it's
no
more
than
just
to
read
the
language.
No
more
than
45
days
after
the
close
of
the
public
hearing,
the
mystical
governing
body
in
its
sole
discretion
may
approve
or
disapprove
the
tourism
destination
marketing
district
by
majority
vote.
A
So,
in
that
case,
the
city
council,
the
governing
body,
would
prove
this
with
a
majority
vote
which,
because
there
are
12
of
us
sitting
on
there,
that
would
mean
we
need
seven
votes
upon
such
declaration.
The
tourism
destination
marketing
district
may
convince
operations.
So
there's
no
after
that,
after
the
city
council
proves
that
it's
over
and
then
they
must
commence
their
op
operations.
A
So
that
means
that
they
must
mail
and
publish
notice
of
the
bid
formation,
and
that
must
be
published
in
a
newspaper
of
general
circulation
and
for
two
weeks
with
the
last
day
of
publication,
being
not
more
than
14
days
after
the
vote
to
declare
that
the
tdmd
is
formally
organized.
So
that
would
be
happening
relatively
soon.
A
Then
they
would
need
to
notify
the
revenue
department
within
48
hours
of
approval,
and
so
it
looks
like
just
based
on
the
back
of
the
envelope
with
this
vote.
If
it
happens
this
august,
then
the
mail
and
publish
time
formation
would
happen.
I
think,
by
the
end
of
august
or
early
september,
and
then
we
would
notify
the
department
of
revenue
no
later
than
september.
1St
and
the
the
tourism
district
may
begin
collecting
assessment
fees
as
early
as
october
of
this
year,
so
just
wanted
to
make
sure
everyone
understood.
A
We
understand
the
urgency
of
the
city
of
boston
and
we're
excited
to
make
sure
that
this
process-
and
this
comes
to
fruition-
I
I
can
say
honestly
when
we
introduced
it.
Majority
of
the
colleagues
are
supportive
of
this
on
many
levels
so,
and
we
just
received
support
so
far,
so
I
think
that's
it
for
for
us
today.
I
don't,
I
don't
think
we
have
anyone
signed
up
for
public
testimony.
A
I
will
check
no,
and
so
with
that
the
formal
hearing
today
will
end
and
we
will
then
set
up
and
discuss
when
we
will
bring
this
before
the
governing
body
for
a
vote.