Thanks. Okay. Good morning, supervisors. We have the slides. I want to start by putting the Central Market into the areaing, payroll tax exclusion to contacts and provide some history that has brought us here today. In 2011, under the leadership of mayor, the city and county launched the Central MarketEconomic Strategy. In response to widespread consensus there was a strong need to private and public investment, with the end goal to strengthen the longneglected stretch of Market Street between 5th and van ness. The strategy at time was in the Partnership Led by our office. Under the strategy, the agencies engaged private stakeholders, including communityman based groups, Small Businesses to direct resources to Central Market corridor. It has been neglected for decades, up like the rest of the city, did not see substantial investment or improvements during the economic boom in the 80s, 90s and early 2000s. Despite the longestablished art venues and history. The Development Strategy included six principle objectives, wig you see on the slide. The objectives are holistic and created a framework and foundation for many improvements and positive changes we experience today within the district. The need for Economic Strategy a little bit in the objectives. I will share noted challenges and the stakeholders that they defined back in 2011. There was a deep concern for job loss after the great recession. There were concerns about the empty, underrealized large buildings that added to the blight and the undesirable experience in the neighborhood. There were buildings in poor conditions, meaning they were now leasable. There was a concern with the lack of Retail Services and Retail Services and other Nonprofit Services and the available of jobs in the neighborhood. There were concerns with the relatively high retail rates. And the need for more arts organizations. And lastly, a need for open spaces and sidewalks to be positively activated. With the robust planning process, in developing the strategy, prioritizing activities and programs and policies were transform the Central Market were identified. This resulted in the framework for Public Sector activities, private and investment and the role of nonprofit organizations in the neighborhood. This process also led to the identification of tools and incentives for revitalization. These tools and incentives include Technical Assistance of Small Businesses and groups, referral to other applicable tax incentives and ground making. One of the most notable tools listed in the slide, and the purpose of the hearing today, is the Central Market and tenderloin area payroll expense tack exclusion. That was offered to growing businesses located in the Central Market and tenderloin. The board of supervisors elective policy haventized the location and led the area to become one of the regions most important innovation hubs. And help generate considerable momentum in new resources to the neighborhood. The payroll expense Tax Exclusion Program was available to businesses located in qualifying properties in the Central Market and tenderloin, as shown in the map. Also mentioned by ted egan earlier. The original strategy was launched, help direct and coordinate new public and private investment, during the previous 30 years was not available along Central Market. Oewd, plattenning Planning Department updated the Central Market account strategy. In order to deepen and sustain the efforts of midmarket and expand the focus of the tenderloin and 6th street. A major takeaway from revisiting the Economic Strategy was that in order to privatize investment in the greater Central Market tenderloin neighborhood, there was a need to focus on action zones and direct attention to the neighborhood tenderloin neighborhood. To identify the action zones in an effort to prioritize resources and investments. The overall goal of the strategy remained the same as in 2011, achieve a diverse, healthy, mixedincome neighborhood that offers safety and well being to all who live, work and visit Central Market and the tenderloin. Until today, our office continues to focus investments and our activities on these action zones. Since 2011, the central focus of the economic Development Strategy has been on business attraction and Business Retention to fill storefront and aboveground floor commercial spaces. In 2010, we identified the most significant commercial vacancies in the Central Market. As seen in this image. Sorry, 2011. The vacancies in 2011, it is also noted that almost threefourths of the vacancies have active uses today. I would like to highlight a few notable vacancies and the incentives employed as part of it. These examples are important to talk about, how other incentives were drivers of bringing a range of investments to the neighborhood. These vacancies were filled after the strategy and were adopted. 2019 Market Street was purchased in 2012. The property was renovateed by zen desk. The site had been longvacant building and the location remains zen desk headquarters today. And then expanded to three other locations along Market Street. 12775 Market Street was purchased by dolby in 2012 and became the new headquartering moving from general avenue. It should be noted this address was not included in Tax Exemption, that was mentioned earlier. This is the headquarters are examples of the catalytic effect of this Economic Strategy had on the neighborhood. 172 golden gate was both a problematic corner store and Vacant Office space. As part of the Central Market strategy, this location identified as one of the action zones. Investments were made by the city and private partners to transform the space into an Educational Center for the neighbors 3,000 youth. 826 valencia. In addition to filling commercial office vacancies, another measure thats accepted to understand the Economic Health of a neighborhood is selftax collected. In the table you can see that selftax receipts are up nearly 30 in the Central Market zone reflected a cmtl. It has stayed on pace with citywide growth. Cmtl outperformed the city in food and it is tax base diversified. The other category in the table includes a combination of selftech categories such as office supplies, medical biotech, government and social services, auto and transportation, fuel and service stations. The information comes from the city controllers office. And this next slide you can see the Central Market and Office Availability rates dropped from 19. 5 in 2011 to under 6 in 2014. Over the same time, Central Market lease rates remained parallel to and under the citywide rates. This reflects office space on both ground and aboveground floors. Ground floor Retail Vacancy. And this slide you can see details for retail storefront vacancy rates since 2013. When noted we began to collect regular information on storefront inventories. Storefront vacancy rates are commonly used as a public indicator of the health of commercial corridor. Id like to point out two data sets in the slide. In red you can see the Central Market and tenderloin action zone vacancies. You will note that since 2013, we have experienced a reduction in storefront vacancy rate in the action zone areas within the tenderloin and 6th street. These action zones were highlighted in the previous slide. Market street corridor vacancies are not included in that data point. The second data point, the Market Street vacancies between van ness and 5th street. I would like to point out that when Central Market strategy was first developed in 2011, oewd and partners measured the areas Retail Vacancy rate at 30 . In the slide, we can see since 2013, the market vacancy rate has fluctuateed between 4. 5 percentage points. Between 2013 and 2018, we have seen 42 businesses stay open in the staple storefront, 27 businesses close and 40 new businesses open. Four new storefronts adds through new construction and eight closed or demolished ahead of development. Today we have 111 storefronts along Market Street between van ness and 5th street. With about 31 of those being vacant. At the end of 2018. In 2019, as of 2019, we have failed five of those vacancies. We know that six out of the 31 vacant sites are located within partial sites under development. [bell ringing] we know seven out of the 31 identified storefronts have tenants and applied for those and in the improvement process. 13 of those are actually challenging and real sites that we can work on. Quickly, i want to highlight some workforce numbers. We know that the census data, 10,000 jobs were created or added to Central Market in the tenderloin neighborhood since 2011. In the same period, 1,131 hires were made in the Central Market in the tenderloin area. [bell ringing] those hires were made across various sectors including health care, tech, construction and hospitality. We report these specific since 20112012, thats programs ran practicals that originated 11,410 job readiness and job search enrollments. 7,300 job placements for those participants. Your five minutes is up. Are you pretty close . Pretty close. Just really quickly, also want to highlight that the strategy has the outcomes of the strategy has taken various forms. Vacancies failed, we also developed a lot of strong partnerships with private sector private and Public Sector companies. Particularly to activate certain public space, civic Center Public space initiative, life to new public spaces, Innovative Service and opportunities to vulnerable populations, tenderloin downtown streets. And weve also attracted a lot perform Public Sector investment, that includes the better Market Street project thats going to lay ground later this year and vision zero projects along 6th street. We also invested a lot of efforts in our Community Capacity building through investing with grants and programs. Weve focused our efforts in safety programs, working very closely with c. B. D. S and the mayors team as well. And just to summarize really quickly, we also understand theres we also recognize theres a lot of challenges persist and our efforts will continue to address them. Well have continue to partner with companies in the area. Well continue to address the vacancies in the neighborhood and deepen our workforce programs to make sure that were hiring locally and using programs such as success. And we will continue work withing the partner questions to provide support to businesses impacted by future infrastructure projects. And lastly, we are deeply aware of the Mental Health challenges of the street, as well as the openair drug dealing and drug use. Our office will continue to work with impacted businesses, properties and residents and Community Service providers that serve individuals and need assistance. The Economic Strategy has brought muchneeded investment, and new partners to the area, that had not been prioritized before 2011. The Economic Strategy and the Tax Exemption is not just about the economic benefits, but the neighborhood benefits. We are paying attention to the neighborhood and we are invested. Thank you very much. Sorry for running over time. Thank you. Supervisor brown . Yes. Thank you, supervisor haney. Thank you for your presentation. And i know that oewd has been doing a lot of work in that neighborhood. And has been one of your invested neighborhoods, you put a lot of time and money into it. I have a few questions, though, about jobs. And i see that mr. Arsay is here also. Thank you. I just want to know what kind of jobs and industries are the people that youve been tracking gone into in this area . Im going to defer to my colleague. Thank you. Thank you, jorge. Thank you, supervisor brown. Josh that arsay, director of Workforce Development. I think in slide 11, that you saw from jorge in the presentation, supervisor, was the jobs component and the way that we presented information to the committee and thank you again supervisor, haney, and colleagues for calling this hearing. We looked at the investment that our office made in Service Provider, not just in the tenderloin area, but serving the Central Market area at large. We looked at zip codes 94102 and 103. So to the question of what kind of jobs and placements are happened, we looked at what is the work the Service Providers in those areas are doing to Serve Community members here, thats gropes like goodwill, mission, central City Hospitality and others. Over that time span. So some of the industries that you see, i think you were speaking to some of the types of positions. Exactly. Hospitality consistently was an industry that was bringing in workers in that area. Another industry was health care. A lot of that was kind of some realignment that was happening outside of the zone, but really close to it, connected to the work agency around cpmc in connection with our office, leveraging some work, particularly around Home Health Care providers. There was work that was happening with the really meaningful and impactful social enterprise, called solutions, that was operated by Community Housing partnership, that led to a lot of kind of administrative, we would call it hospitality, interaction, desk clerktype of work. There was some administrative assistant, professional services, lots of construction opportunities, some opportunities in the tech sector and just general employment across a range of different employers. So my question about the health care, since it is probably one of the Fastest Growing industries in the city, so did you have job fairs or Vocational Training fairs there in that community, in the tenderloin, in that community, to get people in training, so that the people from the community could actually, you know, be part of that and part of the economic engine . So im just kind of wondering what kind of trainings, when you went into that community, were you doing . I have to confess to being in this role with the department about eight, nine months, since mayor breed became mayor, working with the great team at hospitality. I can speak to what i know, since my time and working with the city program and also just generally speaking, knowing the patterns and practice of the department, which works hard to effect change with our partners. I think say thats definitely a strategy to provide boots on the ground, and i know thats been a strategy kind of going back. Its been very communityled, support from our office, some employers have really kind of stepped up to do that. But its definitely been a part of the strategy to date and its like a foundational i would say core strategy Going Forward for our agency. I think especially with the health care, the Vocational Training that they can get and the jobs that they can get, theyre actually living wages. And it can be, you know, a year or 18 months training, and then theres so many opportunities to work in health care. So i just wanted to make sure that you were actually in this community, too, you know, on the ground doing those kind of fairs, in that community. I i have a couple more questions. And what did you think were your challenges going in . Or oewds challenges going in for Workforce Development . I think looking back and one of the things that you mentioned i think health care being a grow ing industry, a lot of the work and the outcomes you see within health care, have been driven by a core partner of ours called home bridge, which provides opportunity to earn while you learn, almost similar to the apprenticeship model. Theres communication to build that out to apprenticeship. The challenges looking back, generally speaking if you look at this data, weve gone from a time where when the policy started, we were at 10