►
Description
City of San José, California
Community & Economic Development Committee of September 25, 2023
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=1116100&GUID=AC595778-A6FF-4457-A220-7D37F2768CD3
A
A
A
A
A
A
B
B
C
D
C
Great,
thank
you
so
much
chair
Torres,
so
we
do
want
to
note
several
changes
in
the
committee's
work
plan
for
this
fall
and
basically
we
have
two
primary
reasons.
First,
for
a
few
items,
we
wanted
to
take
additional
time
to
do
more
community
and
stakeholder
engagement,
as
requested
by
the
committee,
and
also
just
noting
that
staff,
both
in
the
PLA
and
the
housing
department
and
planning
division
within
pbce,
are
having
to
dedicate
more
time
to
respond
to
the
review
letter
that
we
received
from
the
State
Department
of
Housing
Community
Development
on
our
housing
element.
C
So
we've
had
to
shift
some
things
around
on
the
work
plan
and
so
I'll
just
go
through
them
real
briefly.
The
first
one
is
the
rent
stabilization
program,
strategic
plan.
We
are
requesting
to
defer
that
item
one
month
and
again
that's
for
additional
Outreach
and
engagement
to
both
our
residents
and
housing
providers,
the
tenant
preference,
a
neighborhood
tenant
preference
for
affordable
housing
status
report.
We
are
requesting
to
move
that
to
the
November
CED
agenda
for
soft
story,
seismic
retrofit
policy
and
rebate
program.
C
We
are
also
wanting
to
do
additional
Outreach
and
engagement
on
that
item.
So
we
are
requesting
to
move
that
to
the
November
CED
agenda
development
permitting
for
residential
additions
or
alterations.
That
is
an
audit
report
and
the
city
auditor
has
requested
to
move
that
item
to
the
November
agenda
and
then
the
last
two
items
very
as
the
flea
market
status
report
and
the
annual
report
on
local
and
small
business
Contracting
participation
in
order
to
have
better
addendum
management
for
the
committee
meetings.
B
B
Yeah,
thank
you
and
then
we'll
go
to
public
comment,
but
I
forgot
to
do
the
code
of
conduct
so
before
we
begin
this
meeting,
which
we
already
did
I
want
to
remind
the
community
and
economic
development
committee
members
and
members
of
the
public
to
follow
our
code
of
conduct
and
meetings.
This
includes
this
includes
commenting
on
specific
agenda
items
only
and
addressing
the
full
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
council,
members
or
staff.
B
All
members
of
the
community
and
economic
development
committee
staff
and
the
public
are
expected
to
refrain
from
abusive
language,
repeated
failure
to
comply
with
the
code
of
conduct
which
will
disturb,
disrupt
or
impede
the
orderly
conduct
of
this
meeting.
May
result
in
removal
from
the
meeting.
Thank
you
and
before
we
go
to
public
comment
on
the
review
of
the
work
plan.
I
am
limiting
it
to
one
minute
for
all
six
items,
so
we
can
go
to
public
comment
before
we
vote.
F
G
Hi
we're
between
here
it's
actually
a
really
short
agenda.
I'm,
a
little
surprised,
you're.
Limiting
public
comment
to
comment.
You
know
it's
kind
of
nice
that
you
have
many
items
on
the
work
plan
agenda
today.
It's
it's
kind
of
a
nice
idea.
It
gives
people
a
sense
of
how
to
you
know
things
they
can
think
about
and
and
ask
yourselves
about,
but
you
know
the
items
of
you
know
future
retrofit.
G
How
people
can
you
know
be
assured
and
with
the
Berryessa
things
free
market
things,
boy,
real,
good
luck
with
those
issues
with
you
know,
there's
with
the
rent.
You
know
retrofit
policies,
you
know
I,
think
you're
at
a
point
of,
did
you
go
in
about
80
percent?
Hopefully
people
can
be
secure
that
they
can.
You
can
find
something
for
them,
let's
make
it
a
hundred
percent
and
that
every
single
person
can
be
guaranteed
some
sort
of
thing
from
this
rep
stupid
process.
A
H
Anyways
look
the
process.
The
chair
needs
a
compelling
reason
why
they
limit
public
comment
to
one
minute.
Now
he
went
ahead
and
did
it
and
he's
got
the
power
to
do
that,
but
the
fact
that
he
did
it
with
no
compelling
reason
tells
me
even
more
so
how
inadequate
and
how
incompetent
this
person
is
to
share
he's.
B
E
G
On
consent
calendar
you
having
an
annual
report
by
the
hcdc.
Thank
you,
our
Arts
commission
annual
report
also
and
work
plan
about
the
Arts
commission.
G
You
know
I've
said
it
before
about
this,
especially
the
downtown
area
they're,
starting
to
get
more
a
bit
involved
with
surveillance,
things
and
surveillance
Tech
in
the
downtown
area.
Question
that
if
they
are
learn
how
they
can
just
work,
the
practices
of
surveillance
Tech
as
an
open,
participatory,
Community
process,
I
think
that's
really
interesting
ideas
of
Art
and
and
community
and
how
to
develop
those
kind
of
Concepts
as
the
future.
Our
commission
think
projects
and
ideas
think
about
it.
G
It's
important,
I
think
Paul
was
was
trying
to
say
something
very
important
and
should
be
allowed
time
to
speak
what
he
was
trying
to
say.
It
was
relevant
to
the
subject
matter
as
part
of
policies
and
procedures.
Thank
you.
D
H
Paul
from
the
Horseshoe,
the
quechuaro
statue,
now
it's
not
going
to
be
tolerated.
The
toilets
are
going
to
be
placed
there
at
Christmas
in
the
Park
okay-
and
this
is
an
Arts
commission
issue
because
they
should
be
the
ones
that
are
protecting
that
gets
at
guadal
statue.
Now,
it's
not
going
to
be
tolerated.
I'm
telling
you
that
now
I'm
putting
you
on
notice,
it's
no
longer
going
to
be
tolerated.
That
toilets
are
going
to
be
placed
by
the
quetzaguaro
statue.
H
In
fact,
I
want
that
statue
highlighted
I,
want
that
statue
revered
and
given
the
proper
respect
that
that
statue
deserves
now.
You
know
this
is
your
District,
homeboy
and
so
I
expect
of
you.
I
expect
you
to
do
exactly
what
is
necessary
in
order
to
protect
that
statue
and
no
longer
allow
this
city
to
continue
to
put
toilets
there
because
of
what
their
opinions
are
of
that
statue
I'm
telling
you
and
I'm
putting
you
on
notice.
Do
not
let
that
happen
back.
B
Great
Let's
go
ahead
and
vote.
J
Good
afternoon
members
of
the
committee,
my
name
is
Carrie
Adams
hapner
I
am
the
assistant
director
of
The
Office
of
Economic
Development
and
cultural
Affairs
on
behalf
of
the
city
manager's
office,
I
manage
the
two
agreements
with
Team
San
Jose
and
team
San
Jose
per
those
agreements
comes
to
the
committee
twice
a
year
to
provide
an
update
and
we
provide
an
update
to
you
on
their
performance
as
well
as
key
indicators
and
Trends
within
this
sector.
Team
San
Jose
is
a
very
unique
organization.
J
It
combines
the
convention
and
Visitor
Bureau,
as
well
as
the
management
of
the
convention
center
and
four
of
our
city-owned
theaters.
So
they
have
a
very
significant
role
within
our
community
that
the
very
significant
economic
impact
and
also
very
much
contribute
to
the
vibrancy
of
our
downtown.
So
with
us.
Today
we
have
a
a
great
team
of
Team
San
Jose,
we're
with
the
CFO
IHOP
Sabri
Ben
roshke
vice
president
vice
president
Laura
shimelowski,
and
vice
president
Matthew
marnucci.
So
with
that
I'm
going
to
turn
it
over
to
ehab
Sabri.
Thank
you.
K
Good
afternoon
I'm
going
to
present
the
convention
center
performance
results
for
fiscal
year,
ending
June
2023.
we're
going
to
start
on
the
left
hand,
side
on
the
year-to-date
actual
numbers,
estimated
visitor
spending
was
52
million
dollars
compared
to
a
budget
of
44
million
dollars
for
future
hotel
room
nights
was
1100.
One
hundred
eleven
thousand
for
186
compared
to
a
hundred
eleven
thousand
customer
satisfaction
was
100
compared
to
a
budget
of
95
percent.
K
Theater
occupancy
occupied
days
was
91
compared
to
74
percent
of
budget,
but
also
operating
Revenue
was
33.5
million
dollars
compared
to
a
budget
of
39
million.
Gross
operating
results
was
2.9
Million
dollars
compared
to
643
000.
of
budget
I
just
want
to
highlight
the
gross
operating
results
for
fiscal
years
June
in
June,
2023
2.9,
Million
Dollars.
We
had
she
over
achieved
budget
due
to
some
extraordinary
income
like
canceled
fee.
We
had
collected
2.5
million
dollars
and
and
budgeted
and
projected.
We
also
had
some
tax
retention
credit.
K
We
got
1.2
million
dollars
going
back
to
2021.
so
that
those
were
a
nice
extra
income
that
affected
our
gross
operating
results
and
we
overachieved
the
budget
on
the
next
slide.
We're
going
to
see
the
performance
measure
goals
for
fiscal
year,
23
24
estimated
direct
visitor
spending,
55
million
dollars
compared
to
fiscal
year,
2020
2223
actual
unaudited
numbers
of
52
million
dollars.
K
Future
author
of
nights,
112
000
room
Knights
compared
to
actualized
number
unaudited
111
486.
K
theater,
occupancy
91
flat
to
23
22
23
at
91
percent
as
well
gross
operating
results
at
1.5
million
dollars
compared
to
2.9
Million
for
2223,
as
I
mentioned
earlier
in
the
prior
slide,
that
we
had
extra
money
from
cancel
fees
and
some
tax
credit
as
well
customer
satisfaction,
95
and
2223.
We
achieved
100
in
that
category.
L
Okay,
good
afternoon,
council
members
happy
to
be
here:
Ben
roshke.
Vice
president
research
and
strategic
development
just
wanted
to
share.
We
hadn't
been
able
to
do
this
for
a
couple
of
years
doing
an
overall
economic
impact
study
for
the
hospitality
industry
with
covid
and
reduced
funding.
L
We
hadn't
had
the
budget
to
be
able
to
complete
one
very
happy
to
do
one
again
now
and
share
some
of
the
findings
so
overall
for
the
travel
and
tourism
industry
within
San
Jose,
it's
a
it's
a
2.4
billion
dollar
direct
spend
for
all
visitors
into
the
economy
and
in
total
economic
impact
of
3.2
billion.
Just
as
a
reminder,
our
strategy
here
overall
as
an
organization
as
an
economic
development
strategy
to
bring
visitors
into
the
city,
have
them,
spend
their
money.
L
You've
used
very
little
city
services
and
then
go
home,
thereby
lowering
the
tax
burden
for
all
San
Jose
residents.
This
past
year
travel
to
replace
the
spending
that
and
taxes
that
were
generated
within
that
367
million
would
have
been
an
additional
560
dollars
per
San
Jose
household.
To
put
that
in
a
little
perspective,
pre-pandemic,
it
was
probably
about
closer
to
a
thousand
dollars
per
San
Jose
household,
that
the
travel
industry
was
generating.
L
Just
a
couple
highlights
within
trends
that
we're
seeing
overall
in
this
report,
to
dig
down
a
little
bit
further.
If
you
look
at
the
different
legs
that
kind
of
make
up
the
stool
of
travel,
the
two
segments
that
are
really
not
recovering
Nationwide
and
it's
felt
very
acutely
here-
is
business,
travel
and
then
international
travel.
L
Oddly
I
mean
those
are
the
two
segments
that
we
have
very
little
control
as
a
destination
marketing
organization.
Over
with
business
travel
pre-pandemic
when
Silicon
Valley
was,
you
know,
everybody
was
in
office
and
traveling
heavily.
You
know
we
had
one
of
the
best
performing
Hotel
economies
in
the
country
and
that
travel
just
has
not
come
back
to
the
levels
that
we
have
hoped
and
we're
not
seeing
any
indicators
that
in
the
foreseeable
future,
we
are
going
to
return
to
those
levels.
L
So
Matthew
and
Laura
will
talk
about
what
we're
doing
to
help
fill
that
in
with
other
segments
like
leisure
travel
and
Group
business,
but
that
is
one
segment
that
is
continuing
to
struggle
Nationwide
and
was
the
primary
segment
that
drove
our
hotel
economy
pre-pandemic
from
an
international
perspective.
There
are
a
couple
headwinds
that
we're
facing
our
primary
overseas
Market
that
we
draw
from
is
Asia
Pacific.
Those
countries
have
been
very
slow
to
open.
China
is
just
starting
to
reopen
travel
and
and
in
Japan,
which
was
our
primary
overseas
Market.
L
They
have,
they
have
changed
and
are
traveling
less
internationally
have
really.
The
consumer
is
focused
on
domestic
travel
within
their
country,
we're
also
facing
headwinds
on
a
national
level
with
extended
Visa
wait
times
that
is
slowing
that
down,
but
we're
hopeful
to
see
those
segments
continue
to
pick
up,
as
as
the
Asia
Asian
countries
continue
to
reopen
and
I
will
pass
it
over
to
Matthew
to
talk
about
Group
business.
M
Good
afternoon,
council
members,
it's
an
honor
to
be
here
with
you
today
in
the
world
of
sales.
Things
are
definitely
changing,
they're
definitely
changing
for
the
better,
and
we
are
continuing
to
move
forward,
though
some
of
the
most
recognizable
events
and
groups
that
used
to
come
to
the
city
still
have
not
come
back,
but
they
are
starting
to
come
back.
M
So
our
focus
with
our
team,
which
is
fully
deployed
now
with
Goal
carrying
positions
pre-covered,
is
that
there
is
a
fierce
urgency
of
now
that
we
are
trying,
as
as
best
as
we
can,
to
bring
business
to
the
city
as
soon
as
possible.
We
do
have
to
balance
that
with
building
our
future,
but
we
know
that
if
we
can
bring
a
group
in
within
the
next
12
to
18
months,
that
that
is
an
absolute
top
priority
for
us.
M
In
the
fall,
for
example,
right
now
we're
having
some
of
the
highest
revenue
groups
of
the
year,
but
there
are
many
other
groups
that
we
find
that
if
we
can
just
pick
the
right
dates
that
we
can
find
a
way
to
bring
them
to
the
city,
and
all
of
that
has
a
positive
effect
on
the
economy.
So
we're
really.
We
call
it
a
mosaic
because
it's
all
different
sizes
and
shapes
and
colors,
but
if
you
put
it
in
the
right
place,
it
can
put
a
nice
picture
together.
M
One
of
the
things
that
we're
doing
differently
right
now
is
we
have
an
extensive,
integrated
marketing
campaign
which
is
multi-level,
and
some
of
it
is
paid
media.
Some
of
it
is
sponsorships.
Some
of
it
is
visibility
at
conventions
where
we
have
large
banners
and-
and
this
follows
directly
a
study
that
we
commissioned
recently
that
showed
that
planners
need
to
be
more
aware
of
San
Jose.
M
We
for
many
years
we
were,
you,
know,
positioning
ourselves
as
part
of
the
Bay
Area
or
maybe
the
heart
of
the
Bay
Area
and
much
of
the
national
and
international
Focus
for
the
Bay.
Area
is
negative
now
now
and
we
think
that
San
Jose
has
enough
to
stand
on
its
own
and
we
have
many
things
that
are
just
because
we're
in
a
beautiful
part
of
Northern
California
and
with
many
other
assets,
so
we're
positioning
ourselves
as
a
standalone,
beautiful,
Northern,
California
destination,
much
less
emphasis
on
our
proximity
to
the
greater
Bay
Area.
M
One
of
the
one
of
the
items
that
you've
heard
us
talk
about
on
multiple
occasions
is
the
hotel
inventory
downtown
and
our
challenges
with
attracting
large
conferences,
and
so
we
are
continuing
to
work
with
the
properties
and
trying
to
to
see
the
bigger
picture
when
we're
competing
with
another
destination
and
just
one
data
point
from
this
past
fiscal
year,
which
is
very
important.
M
In
the
last
fiscal
year
we
only
booked
four
less
City
wides
than
we
did
pre-pandemic,
but
because
the
size
was
so
much
smaller,
there
was
a
50
000
room
night
difference
in
those
events
and-
and
that
speaks
specifically
to
the
groups
that
are
1200
rooms
on
Peak
or
greater.
We
were
only
able
to
book
two
of
those
in
the
last
fiscal
and
in
in
1819
we
booked
nine
of
those.
So
the
difference
in
those
seven
groups
was
50
000
room
nights
that
really
kind
of
encapsulates
our
situation.
M
When
it
comes
to
Hotel
inventory,
and
then
we
are
being
extremely
aggressive
with
our
travel
and
entertainment
calendar
and
our
sponsorship
funding-
and
this
is
for
Citywide
as
well
as
self-contained
groups
we're
working
more
closely
than
ever
with
individual
property
saying
what
can
Team
San
Jose
do
to
help
you
close
that
particular
piece
of
business.
It
may
only
be
a
hundred
rooms
on
Peak,
but
it's
something
that's
good
for
the
city,
so
we're
engaged
with
the
properties
for
the
smaller
events
as
well,
not
just
the
large
ones.
N
Hello,
council
members-
thank
you
for
having
us
here
today:
I'm
Laura
shimelowski,
vice
president
of
marketing
and
Communications
for
team,
San,
Jose
and
I'm
very
happy
to
present
our
marketing
and
Communications
results
from
the
last
fiscal
year,
as
Kerry
mentioned,
we're
different
than
most
dmos.
As
a
matter
of
fact,
we
there
is
only
one
other
DMO
in
the
country
that
has
the
model
that
we
have.
We
are
contracted
as
a
venue
management
company,
but
we're
also
contracted
as
the
convention
and
Visitor
Bureau.
N
This
slide
reflects
the
results
of
consumer
marketing
from
fiscal
year
2223.,
so
all
of
our
paid
media
plans
delivered
34.49
for
every
single
dollar.
We
invested
very
important
to
note
on
this.
The
numbers
on
this
slide
are
direct
fiscal
Revenue,
they're,
measured
through
digital
tracking.
These
are
these
are
not
subject
to
any
equations
or
any
multipliers.
This
is
real
Revenue.
N
So
our
ads
I'm
going
to
and
put
this
into
sentences
for
you
because
I
know,
a
lot
of
numbers
to
look
at
our
ads
were
served
to
48.5
million
people,
145
million
times
9.1
million
times
those
people
engaged
with
the
ad
either
watching
a
video
or
clicking
on
the
ad
for
more
information.
Those
people
searched
for
flights
and
hotel
rooms,
5.7
million
times
and
then
subsequently
booked
nearly
80
000
room
nights
and
31
000
flights
into
SJC.
These
purchases
created
35.8
million
dollars
in
incremental
Revenue
to
the
city.
N
That's
Revenue,
directly
tied
to
our
advertising
campaign.
I
said
I'd.
Like
you
to
note,
these
revenues
suppressed
last
year's
results.
So,
in
the
last
two
years,
our
consumer
visitation
efforts
added
an
incremental
71
million
dollars
to
our
Hospitality
economy.
That
means
eight
million
dollars
in
taxes
and
City
fees,
and
this
was
all
under
2.4
million
dollar
investment
over
two
years.
Again,
these
are
real
fiscal
returns.
These
are
not
subject
to
equations
or
multipliers.
This
is
real
Revenue.
N
On
the
sales
side,
our
B2B
strategy
creates
awareness
of
San
Jose
in
anyone
who's,
showing
a
digital
intent
to
plan
a
meeting
or
a
convention,
especially
targeting
those
looking
to
plan
a
meeting
or
convention
in
California.
Our
goal
is
to
create
interest,
and
then
awareness
of
San
Jose
as
a
convention
in
meetings
destination.
We
measure
our
results
through
leads
generated
that
we
can
share
with
our
sales
team
and
through
newsletters,
a
specific
new
meeting,
planner
database
and
rfps
generated.
N
These
are
these
slides
are
just
to
show
you
all
the
channels
of
communication.
We
have
open
at
any
time
both
with
our
B2B
and
b2c
audiences.
So
you
can
see
this
number
of
channels
where
we're
constantly
talking
to
to
our
potential
visitors
is,
is
really
important
in
that
it
provides
destination
education
and
then,
as
our
cultural,
Partners
or
hospitality
industry
needs
it.
We
can
engage
that
conversation
to
drive
visitation.
N
N
We
also,
of
course,
invite
and
host
media
from
all
over
the
world.
In
the
last
six
months
of
the
fiscal
year,
we
30
million
people
saw
us
in
editorial
content,
that
is
in
Publications,
like
the
USA
Today,
the
History
Channel
thrillist,
again
no
cost
to
us,
except
hosting
and
third
party
editorial
coverage.
That's
great!
Thank
you
very
much
we'd
be
happy
to
take
any
questions
you
might
have.
J
Just
briefly,
I
wanted
to
thank
you
for
your
presentation
and
let
the
committee
know
that
in
November
the
city
auditor's
office
will
be
presenting
the
audited
results
of
their
fiscal
year
for
22-23.
So
these
are
the
unaudited
results
that
we're
presenting,
and
then
this
team
will
come
back
to
the
committee
in
this
spring
for
the
its
next
update.
So
thank
you
very
much.
A
H
At
a
2.4
million
dollar
investment
generated
over
30
million
dollars
in
revenue,
and
we
got
8
million
out
of
that
team.
San
Jose,
you
are
doing
an
excellent
job.
That
is,
those
are
excellent
numbers
now.
One
of
the
things
that
I
would
like
to
point
out,
however,
is
that
we
Market
ourselves
as
Silicon
Valley.
H
You
see,
San
ho
has
its
own
reputation
and
we
need
to
really
start
marketing
that,
rather
than
this,
this
BS
moniker
of
Silicon,
Valley
and
and
somehow
another
son
hole,
is
just
kind
of
like
a
part
of
that
we
are
son
hole.
We
are
San
Jose
and
when
they
took
our
name
off
of
the
international
newspaper
of
San
Jose
Mercury
of
San
Jose
Mercury,
that
was
a
that
was
a
mistake.
That
was
a
mistake
because
when
they
took
our
name
off
that
that
newspaper
is
circulated
internationally
and
that
affected
the
marketing
techniques,
Blair.
G
All
right,
thank
you
good
words
from
Paul
where
I
come
from
with
this
item.
You
know
my
feelings
and
the
importance
of
tech,
accountability
that
seems
like
you're
still,
a
catering,
local
people
and
what
they
you
know.
They
can
come
down
to
San
Jose
to
for
an
interesting
experience
and
good
time,
I
think
it's
important
to
share
the
concepts
of
what
we're
working
on
with
tech,
accountability
and
to
really
promote
that
and
and
work
towards
that.
That's
the
kind
of
thing
people
want
to
be
around.
They
want
to
be
around.
G
You
know
safety
and
responsible
practices.
They
don't
want
to
be
around
how
much
more
Tech
is
now
surveilling
you.
They
want
to
be
around
Tech
that
has
good
practices
around
it
and
that's
the
stuff
people
to
be
around
and
that
we
could
be
putting
and
working
towards
and
that's
the
way
we
build
a
future
of
sustainability
and
tourism
and
that
can
and
an
economy.
Interestingly,
thank
you.
B
I
Thank
you
just
very
quickly,
I
think
it's
great
data
that
you
have
I'm
just
wondering.
If
you
have
it
available
disaggregated
by
different
locations,
I
mean
we
always
think
of
you
know
a
particular
space
or
anything,
but
there
are
other
areas
that
you
know
are
kind
of
a
little
bit
out
there,
but
do
quite
well
so
I
I
was
just
curious
in
terms
of
as
we're
thinking
of
doing
things
differently.
I
You
know
how
do
we
leverage
what's
working
really
well,
and
you
know
I
do
know
that
the
leisure
travel
has
tremendously
increased
and
I
think
that's
a
factor
of
people
wanting
to
get
out.
You
know,
business
travel
I
think
is
never
going
to
be
the
same.
I
think
that
we
have
to
start
thinking
about.
How
do
we
do
combinations
right
and
I
know
that
in
conferences,
one
of
the
biggest
things
is:
how
do
you
do
both
virtual
and
in
person?
L
I
can
start
and
then
Matthew
might
have
some
thoughts
on
the
on
the
group
piece,
but
we
are
looking.
We
are
looking
at
investing
in
some
new
tools.
This
the
methodology
behind
this
was
really
much
looking
at
it.
A
lot
of
the
data
was
pulled
through
Federal
databases
and
other
things,
so
it
was
really
this
macro
level
for
the
city.
We
are
looking
at
a
couple
tools
that
would
help
us
look
at
that
more
granular
within
destination,
around
points
of
interest
and
also
the
ability
for
us
to
track.
L
You
know
if
we
have
a
convention
house,
how
are
the
how's,
the
money
not
just
brought
into
the
destination,
but
has
it
dispersed
and
moved
around
the
destination
to
other
to
other
districts?
So
yes,
we're
we're
on
that
line.
We're
looking
to
make
some
Investments
and
are
looking
forward
to
sharing
that
with
you
as
we
as
we
bring
that
stuff
online
in
the
next
12
months
or
so
great.
I
Great
and
I
don't
know
if
you
wanted
to
add
anything
else.
M
Just
probably
the
biggest
thing
I
would
say
is
that
looking
forward
looks
very
different
than
looking
backwards
in
the
groups
that
have
been
here,
not
to
say
that
none
of
the
groups
have
come
back,
but
it
looks
very
different
moving
forward
and
there
are
emerging
industries
that
we
have
not
solicited
in
the
past.
For
example,
biosciences
is
something
that
is
far
more
involved
in
many
like
even
making
concrete
I
mean
they're
they're,
so
big,
there's
so
much
more
there
than
we
have
been
aware
of
that.
M
It
does
give
us
a
very
rich
Target
list
of
Industries
and
companies
to
go
after,
because
in
the
scope
of
12
months,
we
do
need
some
groups
that
are
very
strong
on
the
revenue
side
and
others
that
are
more
on
the
attendance
side
and
some
that
are
just
generating
activity
downtown
for
restaurants
and
bars,
and
parking
lots
and
Retail.
So
really
in
the
scope
of
the
year.
We
do
need
a
different,
a
good
mix
of
groups,
but
there
are
emerging
industries
that
that
we're
identifying
and
targeting
oh.
I
That's
really
great
I'm
glad
you're
thinking
about
that,
because
you
know
if
we
can
take
those
ingredients
of
what's
working
well
in
in
certain
areas,
it'd
be
good
to
kind
of
like
bring
it
forward,
and
you
mentioned
how
the
planners,
who
you
know,
go
out
there
and
and
and
look
for
places
to
have
events.
Don't
really
know.
I
San
Jose
I
really
got
to
say
that
that
is
a
big
big
challenge
right,
because
I
think
that
if
they
don't
know-
or
they
don't
hear
just
recently,
I
heard
that
the
league
of
cities-
you
know
they
were
choose-
they
were
they're
in
Sacramento
this
year
and
then
the
next
two
years
they're
going
to
be
in
Long
Beach,
and
then
it
was
a
choice
between
San,
Jose
and
Anaheim
and
for
whatever
reason,
San
Jose
ended
up
being
more
expensive.
I,
don't
know
the
details,
but
I
thought
wow.
I
D
Thank
you,
chair
first
off,
thank
you
to
the
team.
San
Jose
staff
really
appreciate
your
work
and
the
impact
that's
being
generated
for
the
the
city
in
regard.
I
think
my
question
was
going
to
be
similar
to
and
in
line
with
the
vice
mayor's
question.
I
have
also
served
on
the
California
Latino
School
boards
association
with
at
the
state
level,
and
they
do
their
Association
meetings.
D
They
pick
a
big
convention
area
and
everybody
comes,
and
that
helps
the
hotels
it
explores
the
entire
economy,
but
in
that
organization
as
well,
the
just
cost
of
the
city
of
San
Jose
has
just
been
Out
Of
Reach.
So
I
wanted
to
ask
like
how
are
we
aggressively
pursuing
these
opportunities?
Whether
it's
you
know
school
boards,
League
of
California
cities,
National
Realtors?
What
are
we
doing
to
make
sure
that
they
they
choose?
San
Jose
for
their
location,.
M
Those
both
of
you
have
excellent
examples
of
some
of
the
challenges
we
face
because
San
Jose
is
not
an
inexpensive
place
to
come,
have
an
event
and
there's
there
are
some
tools
that
we
can,
that
we
can
use
for.
Every
group
and
I'll
give
you
an
example
of
that.
Since
we
manage
the
convention
center
directly
and
the
theaters,
we
can
discount
the
meeting
room
rental
for
that
now.
That's
a
cost
that
a
group
can
often
avoid
if
they're,
comparing
us
to
a
single
property.
M
If
they're
you
know-
and
that
is
something
that
that
we
compete
with
frequently
that
if
you
put
600
700
hotel
rooms
into
a
hotel,
they'll
often
waive
the
meeting
room
rental.
So
that
is
one
reality,
but
we
can
discuss.
We
can
discount
that,
to
a
certain
extent,
another
tool
that
we
have
is
we
it's
it's
essentially
a
strategic
fund
where
we
can
use
these
funds
to
mitigate
the
costs
that
might
be
labor
related
or
the
food
and
beverage
related.
And
so
there
are
some
guidelines
for
how
that
fund
is
governed.
M
So
every
group
does
not
qualify
for
it
so
there.
So
we
do
have
to
abide
by
those
guidelines
and
really
what
I
would
say
more
than
anything.
M
What
we
try
to
do
with
groups
like
this
is
find
those
dates
where
they
are
the
most
attractive,
not
just
really
not
even
so
much
to
the
convention
center,
but
to
the
hotels,
because
so
much
of
the
cost
of
attending
these
conferences
is
tied
up
in
the
hotel,
guest
room
rate
and
maybe,
if
they're
driving
as
many
state
associations
and
state
organizations
would
be,
people
are
driving
their
cars.
So
parking
even
is
a
point
of
negotiation.
M
Sometimes
so
I
would
say
you
know
discounting
as
much
as
we
possibly
can,
because
we
do
have
costs
this
strategic
fund.
Hbid
is
something
that
we
can
use
if
the
group
qualifies
and
then
really
trying
to
find
those
dates
where
it
fits
where
it
is
the
most
attractive
to
the
to
our
partners
and
to
you
know,
everybody
who's
involved.
D
M
Very
much
so,
in
fact
we
have.
We
have
43
events
on
our
travel
and
entertainment
calendar
this
year,
they're
they're
different
sizes.
We
we
took
25
customers
to
see
the
Tina
Turner
Show
recently
at
the
Center
for
Performing
Arts,
and
they
had
an
absolutely
wonderful
time,
and
that
was
a
good
cross-section
of
customers.
M
So
now,
what
we're
doing
is
we're
going
to
over
a
barbecue
dinner,
we're
going
to
start
talking
about
the
Olympic
trials
in
2028
and
so
depending
on
the
event.
There
can
be
a
very
long
Long
window
where
you
have
to
develop
that
National
Senior
Games
is
a
two-week
long
event
in
July.
It's
an
incredible
event:
15
000
athletes
come
for
two
weeks
and
they
have
great
disposable
income,
so
they
don't
just
come
and
do
their
event,
but
they
go
out
to
restaurants.
They
go
to
shows
they
go
shopping,
maybe
at
Valley
Fair.
M
So
these
you
know
it
really
depends
on
there's
a
wide
spectrum
of
groups.
Some
of
them
are
very
quick.
Some
of
them
are
are
longer
and
and
we're
close
I
can't
mention
the
name
of
the
group,
but
we're
close
to
signing
an
absolutely
first
class
corporate
sales
meeting
for
this
coming
February,
which
will
be
at
least
3
000
room
nights
and
probably
two
million
dollars
just
at
the
convention
center.
D
And
finally,
and
then
is
there
like
discussions
with,
like
specifically
on
this
topic,
but
like
hotel
management
and
others
other
like
partners
that
you
know,
maybe
we
could
try
to
set
some
some
sort
of
I.
Don't
know
some
deals
or
something
for
these
specific
reasons
to
get
people
in,
because
I
know
that
once
we
get
them
in
that
benefits,
everybody.
M
We
have
a
special
promotion,
specifically
at
the
convention
center
for
in
the
year
for
the
year
business,
so
between
now
and
June,
as
it
relates
to
the
hotel
partners,
there
are
the
brown
act.
We
can't
get
too
involved
with
them
regarding
rates,
it's
something
that
would
get
us
into
significant
trouble
to
actually
be
coordinating
the
rates
that
they
quote.
We
can
impress
upon
them
of
the
importance
of
short-term
business.
M
We
can
impress
the
need
to
have
as
large
a
block
as
possible,
because
that
often
is
a
consideration
that
they
don't
want
to
use
six
hotels
in
San
Jose
when
they
can
go
to
somewhere
else
and
use
one
or
two,
and
because
then
they
have
to
negotiate
six
contracts
and
their
legal
department
has
to
work
six
times
as
hard.
So
we
can
impress
certain
things
about
the
urgency
of
the
business,
but
we're
not
allowed
to
get
into
the
realm
of
rates
and
costs.
B
Great
thank
you
so
much
for
for
for
the
presentation
and,
as
you
can
imagine
as
the
downtown
council
member
right,
it's
always
great
to
to
see
all
the
amazing
events
that
are
happening
in
at
our
convention
center
right
or
around
our
convention
center
right.
So
it's
very
important
for
all
of
us
to
to
work
together
to
make
sure
that
downtown
continues
to
recover
right
and
Vice
America
May
and
councilmember
Ortiz
already
harped
on
the
on
the.
How
do
we
get
businesses
conference
back
or
School
Board
conferences
back
into
our
our
Downtown
San
Jose?
B
So
I'm
not
going
to
continue
to
to
talk
about
their
concerns,
because
there
were
great
concerns
and
I'm
so
glad
that
they
asked
you
all,
but
that
is
that
is
the
delicate
ecosystem
that
we
have
in
our
downtown
right.
We
we're
seeing
recovery
in
other
places
and
not
in
other
areas,
and
so
right
with
with
the
resilient
downtown
I
hope
that
we
can
hopefully
get
there
very
very
soon
right.
This
February
you
already
mentioned,
there's
a
there's,
a
big
conference
coming.
So
yes,
we're
excited
very
excited
about
that
office.
Workers.
B
Of
course,
don't
want
to
hop
on
that
I
think
I
think
it's
important
for
office
workers
to
come
back
to
downtown
San
Jose,
because
then
that
brings
the
business
conferences
as
well
right.
So
so
we
need
to
continue
to
keep
our
eyes
on
our
I.
Our
eyes
on
that
I
do
I
did
have
a
question
regarding
business
conferences,
but
vice
mayor
kamehameh
and
council
member
Ortiz
already
asked
that
question
and
you
answered
it
so
don't
need
to
ask
for
it
again.
K
L
The
economic
impact
study
I
should
have
clarified
this.
It's
done
on
a
calendar
basis
for
for
the
data
sources
and
it's
there's
a
very
long
lag
time
on
for
the
economics
firm
to
compute
everything.
So
this
is
for
calendar
2022.,
our
numbers,
but
the
this
summer
those
concerts
did
occur
actually
after
our
fiscal
year,
so
they.
B
B
Great,
so
your
numbers,
when
you
come
back,
are
going
to
be
even
prettier
right,
obviously
right
so,
okay,
good
and
then
the
other
one
is
you.
You
already
answered
my
question,
but
but
the
we
just.
Obviously
we
have
Levi
Stadium
around
the
you
know
in
our
own
backyard,
right
and
and
I
know
that
when
you
watch
football
they
don't
you
know
they
don't
advertise
that
it's
really
in
the
city
of
Santa
Clara
or
they
don't
put
the
skyline
the
beautiful
skyline
of
the
city
of
San
Jose
right.
B
M
B
Great,
that's
amazing,
to
hear
actually
so,
okay
other
than
that
do
I.
Thank
you.
So
much
for
your.
Your
presentation
continue
to
do
good
work
and
we're
here
as
elected
officials,
I
I,
actually
I'm,
really
I'm
really
happy
that
my
colleagues
asked
the
questions
regarding
the
businesses
conference
because
downtown
is
for
everyone.
So
thank
you.
Yeah
vice
mayor.
I
I,
just
have
something
quick
to
say,
and
you
know:
I
was
really
pleased
under
your
leadership,
councilmember
Torres
and
the
mayor's
office
that
team
San
Jose
is
also
meeting
with
others.
You
know
sort
of
in
a
in
a
collaborative
way,
because
I
think
that,
as
we
start
trying
to
figure
out,
how
do
we
move
forward?
I
How
do
we
provide
greater
Economic,
Opportunity
and
diversity
and
and
development
that
we
coordinate
together
and
I
just
want
to
say
that
as
a
new
council,
member
and
I'm
sure
I
share
this
with
my
other
colleagues
we're
here
to
help
you
help
us
right.
So
I
think
that
if
there
are
things
that
you
want
to
push
out,
we
all
have
newsletters.
We
want
the
community
to
know
that
San
Jose
is
open
for
business,
and
so
the
more
that
you
can
share
with
our
Council
offices,
the
more
we
can
also
push
it
out.
I
I
mean
I,
know
you
do
it
through
your
channels,
but
we
from
a
neighborhood
perspective
from
a
community
perspective
will
also
let
our
neighbors
know
that
you
know
come
on
downtown,
come
on
and
and
experience.
You
know
the
performance
centered.
You
know
experience,
you
know,
what's
happening,
that
we
are
open,
so
I
think
that
that's
going
to
take
a
little
while
so
I
just
want
to
encourage
that.
Thank
you.
B
F
Good
afternoon
George
City
otter,
I'm
in
the
box,
with
Rachel
vanderveen
from
the
housing
department
and
Eric
Jensen
from
the
city
manager's
office,
I'm
here
to
provide
an
update
or
a
report
on
our
audit
of
housing
performance
measures.
The
city
should
focus
and
align
measures
to
support
decision
making
I'm
just
giving
a
verbal
report
today.
F
So
in
recent
years,
the
city
of
San
Jose
has
prioritized
preventing
homelessness
and
creating
affordable
housing.
The
city's
housing
department
plays
a
major
role
in
achieving
the
city's
long-term
goals
in
these
areas.
Other
Housing
Services
include
rent
stabilization
and
tenant
protection
programs,
portfolio
management
of
affordable
housing
loans,
neighborhood
capital
investment
and
others.
N
F
Report
online
dashboards
that
you
can
find
on
their
website
and
others.
The
objective
of
this
audit
was
to
assess
housing's
performance
metrics,
though
this
audit
was
focused
on
Housing,
Services
and
performance
metrics.
We
do
want
to
note
that
other
departments
may
serve
the
unhoused
community,
have
programs
impacted
by
homelessness
or
are
involved
in
the
city's,
affordable
housing
production
efforts?
We
did
not
include
those
departments
in
this
review.
This
work
is
intended
to
assist
the
administration
to
enhance
the
city's
Performance
Management
System,
in
align
with
it
with
its
outcomes,
Equity
indicators
and
Performance
Management
initiative.
F
We
had
just
one
finding
that
the
housing
department
can
streamline
and
improve
current
performance
measures,
so
housing
department
reports
more
than
200
performance
measures
in
different
forms
across
various
reports
and
online
dashboards.
Many
of
the
reporter
measures
are
important
and
useful
for
users
of
the
information
others
are
required
because
of
the
funding
sources
of
the
department.
However,
we
did
find
that
the
city's
operating
budget
can
provide
more
useful
and
meaningful
measures
that
better
reflect
Department
priorities.
F
We
also
note
that
better
alignment
of
performance
measures
across
the
various
reports
and
dashboards
would
help
users
of
the
information
better
understand
results,
as
well
as
save
staff
time
in
compiling
the
information.
Lastly,
we
noted
that
housing
can
also
better
document
consistent
methodologies
for
calculating
measures,
as
well
as
provide
meaningful
targets
to
put
context
around
the
results.
F
So
we
had
three
recommendations
in
this
area.
A
city
manager's
office
in
the
housing
department
should
reduce
and
streamline
the
number
of
performance
measures
for
the
housing
department,
align
measures
across
the
housing's
different
reporting
platforms
and
document
the
methodologies
for
calculating
measures
to
ensure
consistency
and,
lastly,
report
meaningful
targets
to
provide
context
for
the
results.
F
As
I
noted,
there
was
just
three
recommendations:
I
want
to
thank
the
housing
department,
the
budget
office,
the
city
manager's
office
for
their
time
and
insight
during
the
auto
process.
The
Administration
has
reviewed
the
information
report
and
the
response
is
shown
in
the
report
in
the
Yellow
Pages.
As
you
accept
the
report
and
cross-reference
to
the
October
17th
city
council
meeting
and
with
that
I'm,
going
to
turn
over
to
Rachel
for
to
discuss
the
city
administration's
response.
O
Joe
and
good
afternoon,
Vice,
chair
and
committee
members,
Rachel
vanderveen
assistant
director
with
the
housing
department.
So
yes,
I
just
wanted
to
start
out
by
again
thanking
Joe
and
his
whole
team
for
preparing
this
report.
They
did
a
wonderful
job
and
actually
really
brought
to
light
some
things
that
were
helpful
for
us
to
under
further
understand
and
see
all
together
in
one
place.
O
O
H
Thank
you
again,
Joel
for
providing
very
objective
information.
However,
this
is
incomplete
and
not
because
of
you
Joe
it's
incomplete,
simply
because
the
city
doesn't
want
to
be
called
out
on
its
inadequacy
and
incompetence
in
the
way
that
it
is
its
lack
of
production
of
affordable,
lowing,
Eli,
bli
housing.
Now
the
vice
mayor
beautifully
check
Kirsten
on
that
issue.
A
couple
of
weeks
ago,
I
recorded
that
and
I
put
it
on
my
Facebook
page,
because
it
was
excellent,
excellent.
G
All
right,
Blair
Beekman
here
thanks
a
lot
for
this
item,
to
try
to
add
to
Paul's
words.
For
me,
the
idea
I'm,
trying
to
consider
the
concepts
of
comprehensiveness
in
in
your
efforts.
G
You
know
when
we
got
a
whole
bunch
of
new
kovitz
funding.
It
was
my
real
hope
that
we
could
start
doing
some
more
comprehensive
services
at
the
housing
department
like
beginning
to
end
counseling
services
and
help
and
advice.
Good
luck
is
Jackie
retired.
He
is
retired.
Have
you
guys
hired
a
new
housing
Jeep
at
this
point,
I
think
Rachel
vanderveen
would
be
a
very
good
housing
chief
for
us
for
the
future
of
San
Jose.
G
She
has
a
good
reserve
and
how
to
work
and
stuff
with
items
like
that
was
spoken
about
earlier
about
the
future
of
retrofit
housing
and
how
we
find
housing
and
help
for
those
people.
We
got
about
an
80
percent
good
rate
going.
How
can
that
be
a
hundred
percent?
It's
so
things.
How
can
we
work
towards
100
of
things.
B
Great
and
I
will
have
council
member
batra
foreign.
E
Good
afternoon,
and
thank
you
very
much
for
that
report
and
Joe.
It
is
amazing
that
your
audits
get
accepted
by
the
people.
You
ordered
100
of
the
time
in
this
every
report
I've
seen
so
the
amazing
work
you
do
because
you
go
in
as
a
somebody
telling
something
is
not
right.
Obviously
you
tell
improvements,
but
they
accept
your
recommendations.
So,
first
of
all,
thank
you
very
much
for
doing
that,
work
so
objectively
and
so
collaboratively
that
they
accept
your
reports.
E
E
You
get
to
report
the
bad
news
about
that,
because
the
need
is
so
much
and
whatever
you
do,
you
cannot
come
up
to
the
expectation
that
they
have
been
done
correctly
or
they
have
been
done
fast
enough.
They've
been
done,
cheap
enough
and
they've
been
done
right
enough.
So
I
sympathize
with
your
situation.
What
you
have
to
report
going
back
to
the
areas
of
the
performance
indices,
the
rule
in
the
industry
is
what
gets
measured,
usually
gets
done.
E
Effort
is
wasted
in
terms
of
collecting
the
information
that
and
probably
also
leads
to
making
the
decisions
relevant
to
those
which
are
probably
not
productive
enough.
So
I'm
glad
that
you
had
this
audit,
hopefully
you're,
going
to
streamline
out
of
this
200
or
so
measures
to
be
the
ones
which
are
going
to
help
us
make
the
decisions,
because
we
have
pretty
tough
decisions
to
make
in
this
area.
So
you're
going
to
save
some
staff
time
I
see
your
work
plan.
E
It's
going
to
be
till
2024,
which
means
you
have
to
continue
doing
what
you're
doing
and
also
have
to
work
on
improving
this
thing.
I
hope
you
can
get
it
done
sooner,
so
that
you
can
discontinue
some
of
those
items
and
be
able
to
focus
on
the
new
ones.
Okay,
one
area
Joe
in
terms
of
figuring
it
out
whether
these
200
of
them
are
relevant.
F
So
that's
a
great
question,
so
during
our
audit
we
did
speak
with
the
program
managers
and
staff
to
get
an
understanding
of
which
ones
they're,
using
which
ones
they
may
not
be
using,
or
what
have
you
I
do
want
to
clarify
of
the
you
know,
all
the
number
of
measures
that
we're
talking
about
a
lot
of
times,
there's
different
slices
of
the
same
data
set,
and
so
one
of
the
one
of
the
challenges
is
okay.
F
We
take
this
data,
set
we're
going
to
look
at
all
these
different
aspects
of
it,
which
ones
are
the
most
important
from
a
a
reporting
from
a
transparency
and
accountability
standpoint
and
which
ones
also
help
decision
makers,
whether
it's
you
all
at
the
diocese
or
those
within
at
the
program
level,
and
so
again,
when
we're
looking
at
these.
It's
it's
like.
Okay,
we
got
all
this
different
data,
all
this
different
data
and
different
slices
of
the
data,
which
ones
are
most
meaningful
just
to
just
put
context
in.
F
But
yes,
we
did
talk
with
different
program
staff
and
often
what
what
is
you
know?
Some
of
the
data
that's
being
reported
is
because
there's
a
question
that
came
to
them,
and
so
they
just
start
reporting
that,
whether
it's
from
the
public
from
The
Dice
from
another
department
from
a
funding
agency
and
then
just
kind
of
gets,
seemed
to
get
built
into
it.
And
then
they
wouldn't
call
and
I
think
that's
that's
what
we
were
finding.
E
Okay,
so
I
would
suggest
that,
as
you
implement
the
new
measures
some
you're
legally
mandated,
some
agencies
are
going
to
require
so
that
they
can
look
busy
with
their
work
so
that
they
get
your
data.
But
please
keep
wherever
you
have
discretion
and
you
have
contact
with
the
users
without
even
an
audit,
see
if
they're
getting
the
data
which
is
helping
them.
Do
the
decision
making
and
not
have
to
wait
for
audit
because
you're
not
going
to
get
Joe's
attention
that
quickly
either
a
second
time.
E
So
I
would
suggest
that
as
you
implement
this,
please
check
with
those
people
to
get
the
feedback
that
you
are
really
getting
the
you're
giving
them
the
data
which
helps
them,
make
the
decisions
and
not
just
add
one
more
report
to
their
purpose.
So
with
that
one
chairperson,
I,
move
that
we
accept
the
report,
it's
an
excellent
report
and
it's
going
to
be
very
useful.
Thank
you.
B
I
Thank
you.
It
was
a
really
good
report.
You
know
having
200
performance
measures
is
really
really
a
lot.
I
mean
I
I
took
a
look
at
Exhibit
2,
which
is
the
housing
program's
focus,
and
it
shows
how
it
has
really
shifted,
like
the
housing.
I
Focus
has
shifted
due
to
available
funding
and
one
of
the
things
I
think
you
know
it's
always
nice
to
be
able
to
have
the
funding,
but
I
think
that
if
you
stretch
yourself
too
thin,
sometimes
you
may
have
to
say
no
right
so
I
think
that
being
a
little
bit
more
strategic,
especially
if
you
only
have
limited
staff
to
be
able
to
do
the
work
I
would
suggest
thinking
about
whether
or
not
the
funding
and
I
know
that,
especially
like
Federal
funding
requires
so
much
reporting.
I
I
So
I
I
really
like
this
finding,
because
I
thought
that
it
was
it.
It
really
spoke
to
a
lot
clear
and
meaningful
targets
can
provide
insight
into
incremental
progress
toward
larger
goals.
I
I
think
that's
going
to
be
really
really
important,
and
so
I
just
want
to
emphasize
that
as
as
something
that
I
hope
gets
the
attention
it
deserves,
because
I
think
that,
as
you
start
thinking
about
work
that
you're
going
to
do
and
and
focus
on
versus
work
that
you
may
not
get
to
you
know,
making
those
trade-offs
I
think
are
going
to
be
important
for
the
future.
So
thank
you
for
that
and
thank
you
for
the
report.
B
C
I
G
Hi
baby
friend,
hopefully
my
sound
quality,
will
be
okay,
speak
to
the
efforts
of
a
level
and
pass
at
the
past
10
years
now,
good
guidelines,
legal
practice
and
best
practices
I've
been
developing
from
a
number
of
places
in
human
rights,
civil
rights
and
worker
rights
ideals,
the
local
level
industry
says
the
generational
genocidal
events
of
9,
11
and
19
of
the
past
20
years.
These
are
good
lines
and
legal
examples.
G
We
now
have
at
the
local
level
that
can
help
a
more
shared
process
of
community
organization,
local
communities
to
help
redefine
and
re-establish
their
best
practices
at
this
time.
This
is,
after
the
local
level
for
towards
open
Community
dialogue,
public
oversight,
public
negotiation,
more
open
participatory
democracy
and
not
secrecy,
inclusion
or
opacity
to
address
local
accountability.
These
are
guidelines,
practiced
and
legal
examples,
examples
of
peace
and
our
better
human
reading
that
specifically
tries
to
Paul.
H
H
All
these
other
points
that
I
have
seen
over
the
six
months,
my
vice
mayor,
pushed
back
and
challenged
and
accurately
reflect
what
it
is
that
the
conditions
are
in
the
community
and
then
reflect
that
back
to
staff
in
order
to
challenge
them
to
create
a
policy
that
is
consistent
with
that.
I
am
thoroughly
impressed,
I
hope
you're,
considering
this,
because
you
will
have
100
of
my
support
and
of
the
people
that
support
me
will
back
you
100.
Thank
you.