• Office: School Board
• Election Date: November 5, 2024
• Candidate: John Jersin
• Due Date: May 31, 2024
• Printable Version

Thank you for seeking GrowSF's endorsement for the November 5, 2024 election! GrowSF believes in a growing, beautiful, vibrant, healthy, safe, and prosperous city delivered via common sense solutions and effective government. Our work includes running public opinion polls to understand what voters want, advocating for those changes, and ensuring that the SF government represents the people.

The GrowSF endorsement committee will review all completed questionnaires and seek consensus on which candidates best align with our vision for San Francisco.

This questionnaire will be published on growsf.org, and so we hope that you use this opportunity to communicate with voters.

Please complete this questionnaire by May 31, 2024 so we have enough time to adequately review and discuss your answers.

Note: This questionnaire will use the initialism "SFUSD" when referring to the San Francisco Unified School District.

• Your Goals
• Executive experience
• The Issues
  • Budget
  • Curriculum
  • Bullying & violence
  • Teachers
  • School assignment system
  • General information
• Personal
• Thank you

Your Goals

We'd like to get some details about your high-level goals and how you intend to use your elected office to achieve them.

Why are you running for School Board?

I went to public schools through college, and they changed my life. My mom worked at a bank, my Dad is a CPA, and they passed a love of math to me. In 3rd grade, my public school teacher taught her 3rd graders how to code. As a kid who was good at math, I loved it and stuck with it.

By middle school I was writing computer games and sharing them with friends… then selling them to friends. I realized that was how you start a company, and I stuck with that too. A bit after college I started a company with a coworker in the storage closet of a friend's office because we couldn't afford our own office. I wrote algorithms to help match people to jobs. It worked well and the company grew.

At some point LinkedIn decided to buy the company and then asked me to lead their core business unit. So I had this wild experience - I was still just a kid who was good at math, suddenly finding myself as a leader of an organization with thousands of people and a multi-billion dollar budget. It was exciting work and it was important to me. Then I had kids, and immediately they became so much more important.

As I see my kids about to spend the next 10+ years in our schools, and I talk regularly with the SFUSD teacher in my family, I see the crises we face - e.g. a fiscal crisis driving school closures and cuts, and a staffing crisis with far too many classrooms without teachers. I also see how the skills and experience I'm lucky to have - e.g. fiscal management, and recruiting leadership, are a direct fit for what SFUSD needs now.

What is your #1 policy goal?

The fiscal crisis is currently threatening to cause the closure of potentially dozens of schools. Our district is on track to run out of money and cause a state takeover next year, an event that normally takes 10 years to recover from. Kids face a changing school environment, loss of friends, and disruption to their learning. At the same time, our support services for kids are underfunded and often missing. Kids are being hurt by the fiscal crisis already, and it's only getting worse.

That said, it's fixable. As an appointee to the Citizen's Bond Oversight Committee, I found millions of dollars in potential savings for SFUSD after my first meeting. I've found more opportunities since then, and in each case we can both improve services for students and save money at the same time. By bringing badly needed fiscal experience to the board, and by doing the hard necessary work, I will get SFUSD back on track and fully fund our schools.

How will you build the coalition and political capital to enact your #1 goal?

The good news is, everyone already wants the fiscal crisis solved. That said, if everyone wants it, why haven't we done it already? We've been seeing signs of a looming crisis for years, and failed to prevent it.

Looking at the board, there have been positive intentions, but a complete lack of significant financial experience. No one had led an organization with a budget the size of SFUSD's. I'm very fortunate to have such experience, and even more, a track record of finding financial opportunities for SFUSD already.

Will the power of the office of School Board be enough to achieve this goal?

The school board has the final say on the budget. Not only that, but along the way, they have the power to examine budget issues, and hold the district publicly accountable. This is the same power I've exercised successfully on other boards where I have led organizations to radically improve from a disastrous budget situation.

What are your #2 and #3 policy goals?

#2 - We talk far too little about the staffing crisis. By some estimates, on the first day of class this year 20% of classrooms didn't have a teacher. Roughly 25% of the teachers we do have aren't qualified to teach, and we've taken away credential pathways. Education starts with educators, and any way you cut it, we don't have enough. Children are going to school in classrooms where they aren't being effectively taught. This is a crisis, and a tragedy. Kids deserve better.

Right now the district fails to recruit enough qualified teachers, and teachers often report horrible experiences as part of the recruiting process. I'm fortunate to have led the world's largest recruiting platform, and can bring in best practices used by organizations which recruit well.

#3 - Finally, in my many years of public school, I grew to love my classes, found joy in learning, and thrived. My public schools fostered and celebrated excellence. I see too many students aren't getting the same from SFUSD right now. The Board of Education maintains a set of goals and guardrails which define the priorities for the entire school system. Each of the 12 primary and interim goals are about getting students to some minimum level of achievement- e.g. getting 70% of 3rd graders to read at grade level. There are no goals related to excellence. By adding goals focused on excellence, we can ensure there will be more focus not just on helping kids to minimum bars, but also on helping kids fulfill their potential.

Will the power of the office of School Board be enough to achieve these goals?

The board is obviously in control of goals it sets. It also has the ability to examine district processes, including recruiting, and bring transparency and accountability to issues where best practices are not in place, for example, responding to job applicants months late. While the board can't change these processes directly, it can set goals and requirements, and use transparency and accountability to drive change, just as I have done on the boards of other public and private organizations.

What is an existing Board of Education policy you would like to reform?

The lottery is a source of untold confusion, frustration, and ultimately anxiety. In fact, the real name is the student assignment system, but we all call it the lottery because it feels like gambling with your child's future. Nobody wants to roll the dice with their children, and we can in fact do better. As a simple start - we can add a weight for distance. If a student doesn't get assigned to their neighborhood school, they should be more likely to get a closer school than one far on the other side of the city.

(As an additional note, school assignment changes slated for 2026 may improve the lottery, but will have other negative effects that need to be examined.)

Do/Did you have children in SFUSD? If so, what have you learned about SFUSD that other parents would benefit from? If not, why not?

My two daughters are on the verge of spending the next 10+ years in SFUSD, and my brother in law is an SFUSD teacher and lives just a couple blocks away. I see not only the experience that so many go through as parents, but also hear how the district operates and deals with teachers so often over my dinner table. For example, many parents might see that their kids are prone to overuse of social media. I also hear from a teacher's perspective how rampant such use is in class, and what barriers, such as community support, prevent teachers from effectively controlling it.

Executive experience

Please describe your experience running or governing large organizations, managing teams (including hiring, firing, and performance management), driving cultural change and clear communication throughout all levels, effective financial management (budgets, reporting, audit, etc.), and any other relevant experience.

My parents worked at a bank and a small CPA office, and as a kid I picked up things here and there from them about how organizations and finance work. I grew to be good at math, and enjoy it. And eventually, I tried out starting out a couple of companies on my own. From the seed of an idea, I was lucky to enjoy the wild ride of building a company to hundreds of millions of dollars as a CEO and board member. As my career went on the ride got wilder, and I became a public company executive leading a huge organization, and an advisory and governing board member at companies up to billions of dollars. I've hired hundreds of people directly, and managed teams of thousands. I've led companies from decline to growth, and managed complex finances directly many times. Most often, the core of my job has been to craft a winning strategy from the requirements of a large but complex budget.

Along the way, I've implemented cultural change many times, and I've unexpectedly found that hard power is nearly useless. Unlike the sham business show "the apprentice" real leaders never go around firing people who disagree. Instead, real leaders have learned to listen, to engage, and to collaborate. Any organization bigger than a few people is to large for a leader to understand every detail, and real leaders lead by setting goals, establishing motivation, and inspiring action, while at the same time creating transparency and accountability around progress toward those goals. These skills have taken my lifetime to learn well, and at this moment, I see them badly in need on the Board of Education.

Please describe a time when you had an underperforming subordinate and how you handled the situation, including (and especially) how you were able to increase their performance.

Note: Please remember that this questionnaire will be public, so do not include any personally identifiable information.

Too often I hear people misunderstand failures, including those at SFUSD. In reality, essentially everyone would like to do a good job. When they fail, it's often because they're trying the wrong way. I've coached hundreds of people to improve their performance, and almost always it starts not with telling them how to do better, but listening to why they are doing what they are doing. In just one example, an experienced but underperforming account person was working with customers but being overly pushy and turning customers away. I worked with him, listening not just to conversations, but also his fears. In this case, he didn't want to be pushy, instead he felt intimidated. By working over a few weeks to build first his understanding of what was expected, and then his confidence that he could do it, he went from far below average performance to far far above. Along the way, many people had told me to fire him - a move I've almost never had to make. Assuming someone is going to keep failing is the only sure way to make it so. Assuming that understanding them is enough to help them succeed works almost as often. I'm lucky to have had such experiences as a mentor and manager many many times.

Please describe a time when your organization faced an extreme challenge and how you got the organization through it.

As a board member, I recall picking up the phone and being told revenue has gone from growing to down by half. The rest of the call was the hanging question… what do we do?

As with any project, it starts with goals. My first goal is never financial, it's always personal - creating confidence in the face of adversity. A confidence born of understanding and acceptance of the situation is the best possible foundation to move forward. In this case, as a board member, I helped a new CEO to understand what they knew, what they didn't know, and how to learn more. With this very simple plan in place, I coached them through communication with the organization, building a ladder of goals, and a monitoring plan, and a process to adjust along the way. I was able to provide strategic insights from my prior experience, and with understanding, confidence, and a clear plan, success became much more likely. Over roughly 1.5 years we made it all the way there. The company stabilized, grew, and ultimately was acquired by a strategic partner in a very positive outcome.

The Issues

Next, we will cover the issues that voters tell us they care about. We hope to gain a better understanding of your policy positions, and we hope that you use this opportunity to communicate with voters.

Budget

SFUSD faces an existential crisis in its budget deficit. In your view, what factors have led to this crisis?

Fiscal inexperience. Recent reports including from FCMAT and CDE have clarified that there were unmistakable warning signs that our budget has been improperly managed. As just one example of many, forecasted accounts were projected to have a negative balance. That's like saying I have zero dollars in my wallet, I'm going to buy a burrito, and I'll end up with negative $15. In reality, you're never getting that burrito. Such glaring errors went right by the board, which approves the budget and is ultimately responsible for fiscal oversight. The board needs at least one person with significant fiscal experience or such errors are going to keep going by.

SFUSD was deemed to be "no longer a going concern" and to be at risk of insolvency by the 2025-26 fiscal year unless it restructures and corrects its budget deficit. Please explain the current budget situation.

In brief, a "going concern" is an entity which has enough money to continue operating. SFUSD doesn't.

Instead, the district is incapable of producing a variety of financial reports accurately, meaning they don't know where they are actually spending money. SFUSD is spending far more money than they take in, a deficit that is on track to more than double next year according to CDE estimates. And we're being forced to close schools, which won't actually fully resolve the budget crisis. SFUSD and the board have years of hard financial work ahead, and little to no financial leadership.

How does the role of the CDE's Fiscal Advisor to SFUSD inform your perspective and priorities on the responsibilities of a Board of Ed commissioner?

The introduction of a "Fiscal Advisor" means SFUSD has already undergone a partial state takeover. The advisor can now reverse any decision the board makes if it's deemed fiscally imprudent. We've lost our ability to plan our own fate, in line with the needs of our community. This harsh reality strongly reinforces the need for the board to be capable of it's own fiscal management. We need to rapidly restore fiscal stability, restore trust in the board's ability to manage finances, and restore our decisions to be those in tune with the needs of students, teachers, and families, instead of strict financial limits.

Please summarize the recommended solutions in the SFUSD Fiscal Health Risk Analysis report, and tell us how you would prioritize them.

I read the FCMAT report the day it came out. Twice. It contains many surprising elements, including the misaccounting of $33,000,000 we thought the district had, to the inclusion of negative $48,000,000 in district reports. The recommendations include fixing such glaring errors in reporting, improving staffing including the hiring of a chief business official (which was recently found), improving the capacity to run financial reports from a mere one or two people in the department and imprecise school site funding instead of accurate position control systems, eliminating various sources of deficit spending such as unaccounted for cessation of one-time funding sources and unprojected enrollment declines.

In an even shorter summary, we don't have the right people, they haven't built the right systems, and we haven't made the right plans to manage the budget. Unfortunately, the state of the budget is so dire that we need to prioritize making key spending optimizations at the same time as we are building the team and infrastructure. First and foremost, we need to save enough money next year to scrape by on reserves again. This means making the large obvious budget moves, while not fully solving the problem. As we buy time we can build out a strong team starting under the district's new CBO. Finally, that team can start to improve key systems starting with improved tracking on our largest expense - payroll and benefits.

The budget deficit will require hard and unpopular decisions, like closing schools, laying off teachers, reducing or changing available courses, and renegotiating the teachers' union contract. Regardless of your stance on those specific issues, what credentials or work experience do you have in handling those sorts of challenges?

I have managed organizations through layoffs, office closures, and service and product sunsets on a number of occasions as a board member, CEO, and executive.

How do you approach making difficult decisions that you deem necessary even if unpopular? Please share a relevant example, if applicable.

Layoffs are an obvious example. They are never, ever popular. That said, the best approach is through conveying a clear understanding of the need. People get most upset when they feel they aren't being let in on how the decision is actually getting made, and poor leaders try to hide the truth so the team doesn't become afraid - this inevitably backfires. While communicating the basis of the need clearly, compassionately, and listening to and responding to problems and concerns, a painful and unpopular process can be made much less so. Leaders who handle such challenges well can end up being more respected and more popular than the things they do.

SFUSD facilities are in poor condition, with reports of some bathrooms being so dirty that students refuse to use them. What will you do to remedy this situation, especially given the budget constraints you will have to operate under?

The fiscal crisis refers to the operating budget - the money SFUSD used to pay people, vendors, and other ongoing expenses. The facilities budget is separate from the operating budget, and has been managed quite well in recent times. We need to convey that fact to the public, along with the reality that even though our organization has not had effective fiscal oversight, we need to continue to invest in our places of learning. Our largest facilities bond ever is due to hit the ballot in November and the informed trust of voters is essential. As a member of CBOC - the committee which legally oversees facilities spending, I am motivated to play a role in building public trust in the bond.

One reason for the budget deficit is declining enrollment. Approximately 30% of children attend private schools, and that percentage is growing. Each student not in SFUSD takes away nearly $15,000 in State funding. How will you make SFUSD more attractive to prospective students and parents?

The lottery currently limits enrollment in our most popular schools, and worse, fails to improve the odds of a student getting assigned to a nearby school. Both basic issues have trivial fixes, and would reduce the number of families that choose to send kids elsewhere.

What is your perspective on SFUSD's school closures and approach to pandemic recovery?

SFUSD's school closures are both necessary and insufficient to solve the budget crisis. We have years of additional hard work beyond school closures next year, but we must start there.

Pandemic recovery also refers to the learning loss that has happened, and the cultural change that has taken place and now drives high levels of chronic absenteeism. There are no easy answers other than deliberate focus on driving cultural change, and additional supports.

Curriculum

What changes are coming to the SFUSD curriculum over the next few years?

New math and literacy curricula will both be rolled out, along with pilots and then structural change to include Algebra 1 as an option in 8th grade. Our teacher training planning must take this into account.

SFUSD student performance is low, with some of the widest achievement gaps among student populations in the state, with many students being left unprepared for high school and college. How and why are we failing our students?

Too many students fall behind while we spend time and money on virtue signaling instead of real solutions. The best know solution we have is early childhood education - a program which is broken and dramatically under-enrolled. Investing in this program would be comparatively cheap, and would have impact reducing achievement gaps from day 1.

SFUSD will be reintroducing 8th grade algebra over the next couple school years. Do you support this change?

Yes in principle, but we are setting up our pilot for failure and must improve. One of the three pilots assumes kids have taken a compression course in 6th and 7th grade, though that course does not exist. Our results from the pilot will be invalid and the kids may suffer for this correctable error.

How should SFUSD balance instructional minutes for core curriculum subjects with access to electives?

The state provides guidelines for core instructional minutes. We should start with these and optimize until we are hitting our proficiency goals.

Many of SFUSD's language pathways have difficulty hiring and retaining qualified educators and classrooms are under-enrolled as early as grade 4, how would you address this?

As part of our resource alignment initiative, we should explore the opportunity to optimize so that we can save these important and often popular language pathways by improving utilization of our resources and reducing under enrollment.

What is your position on supporting lottery-based access to language immersion programs for some versus access to second language instruction for all as part of general education instruction?

I believe this is a false dichotomy - we can and should provide access to language immersion programs as well as second language instruction. These are two modalities of learning that should both be on offer.

What is the current state of advanced education at SFUSD?

Poor. We have limited advancement, e.g. Algebra 1, and some schools have zero AP courses. Programs like GATE have been eradicated. We need to reintroduce focus on excellence starting with making it an explicit goal at the board level.

What should SFUSD be doing to ensure more students have access to more advanced education, including classes above their grade level, accelerated courses, and advanced subjects including those currently only offered by outside institutions such as community colleges?

Dual enrollment is a viable partial solution - I was a dual enrollment student myself for years. That said, advanced and AP courses should be on offer everywhere, and we have the chance to make this cheaper as part of the resource alignment initiative.

What is the current state of special or remedial education at SFUSD?

Poor. Too often such needs go unidentified. The responsibility for spotting such needs falls on parents and sometimes even meets pushback by district staff. The district then often fails to deliver required services, resulting in numerous legal settlements, and much worse, lost education. We can and must do better.

What should SFUSD be doing to ensure students who need special education (either due to disability or academic performance) have access and the support they need to thrive?

First and foremost, we need to improve staffing. We face a staffing crisis across the board, but it is severe in SpEd, which includes roles with sometimes particularly challenging work. To start, we need to fix our broken recruiting processes, and add exit interviews and surveys to find how we can improve retention.

Bullying & violence

Last school year SFUSD was beset by reports of rampant bullying and both in-school and after-school violence. Has the School Board done enough to fix and prevent these issues? And what more should be done, if anything?

No, we have not done enough. One of the best tested approaches is increasing parental involvement in schools, and helping them directly address the issue. As long as these issues persist, we must be working to prevent more of them.

What failures in administration allowed such violence to happen in our schools?

Too often administrators such as school principals are dismissive of the signs of bullying, racism, and violence. These are challenging issues to face, but they are critical responsibilities of our leaders. While some issues need be dealt with on the specifics of the case, often the solution must be better leadership through improved training or new staff.

What is your opinion about the new "Say Something Anonymous System"? Are other interventions warranted, as well?

It's unclear what the impact of the system has been because SFUSD did not release all the data. The idea has potential as a partial response to the issues our schools have seen, but more transparency is needed, and other interventions (such as those I mentioned above) are also needed.

Cyberbullying remains a problem. What is SFUSD doing to stop it, and what else should they be doing?

SFUSD's cyberbullying code is vague and depends significantly on students' reporting behavior. Instead, we should be preventing more opportunities for this deeply problematic behavior to occur - for example, by building community support for better enforcement of policies limited device access in schools. These policies exist today, but are too often unenforced.

Teachers

State regulators have ordered SFUSD to balance its budget by laying off some teachers. What experience do you have with union negotiations, labor disputes, and corporate finance?

As a leader of large organizations, an executive with budget authority, and a board member, similar negotiations have been a part of my experience many times. I have played a leadership role in creating and changing compensation, benefits, and performance management policies for thousands of workers.

Given SFUSD's budget crisis, how will you ensure that we are able to attract and retain the best teachers?

The problem recruiting new teachers starts before they even receive a job offer. Too often teachers receive responses to their applications months late, or they get a response and the answer then changes. These simple process errors cost us teachers who would love to live and work in San Francisco, but have a hard time actually getting into the recruiting process. Though teacher pay is a serious issue, we can still do much better without additional expense.

School assignment system

Please summarize the changes needed for the SFUSD school assignment system. How do you see it working best for preK through high school?

First, the school assignment system is completely disconnected between our early childhood education program, those of the city, and the main TK-12 SFUSD programs. These should be integrated. We then need to improve basics such as introducing a weight for nearby schools to reduce commute times, removing artificial limits on popular school enrollment, fixing errors in things like sibling preference, and creating new features such as family preference for teachers with kids in the district.

Overall, the system needs to be more predictable, and produce more reasonable outcomes for those who don't get their first choice. Instead of solving for diversity through the student assignment system, we should make the investments we need to in places like the south east corner of the city, and preserve school choice as we gradually make choice less important because we invest in making all our schools high achieving.

Indicate how you will ensure the changes to the assignment system proceed with minimal problems.

Testing. After the payroll crisis started, it became clear that SFUSD doesn't always test new systems, but running many example runs of a new system, and including parent feedback in evaluating test output, are the surest ways to minimize significant issues.

In your opinion, how should any changes to the system balance equity concerns with convenience and the needs of children and parents?

The student assignment system is one way we build equity into student experience, however, we should be doing far better by directly making equity oriented investments in under-resourced neighborhoods. This would ensure all our schools are on equal footing, and prevent kids in under-resourced neighborhood from needing to commute for upwards of an hour per day to go to a school their family feels is right.

How will you measure if these changes are beneficial for students and parents?

We have strongly predictive data already from many prior years of student assignments. For example, we know that when families don't get their first choice school they are more likely to leave the district. When they get into school far away, they are less likely to go there. Through a capable examination of the existing data, coupled with parent and student feedback on trial runs of assignment system changes, there should be few surprises and high confidence we are improving.

General information

In your view, why were San Francisco Board of Education members Alison Collins, Gabriela López, and Faauuga Moliga recalled?

First and foremost, they failed to prioritize students. The first duty of the board of education must be to server students well, yet instead of taking needed steps such as reopening schools, these members focused instead on politically flashy changes that wouldn't have helped student achievement even if they were enacted.

Did you vote for or against the recalls of Board of Education members Alison Collins, Gabriela López, and Faauuga Moliga?

I voted for the recall of all three.

Who are your mentors? Are there current or former Board of Education commissioners you believe have been most effective, and why?

I'm proud to have been mentored by leaders such as Jeff Weiner in the corporate world, as well as a number of current and former school board members. Lainie Motamedi in particular has been a pragmatic and sensible advocate for students, educators, and families, while avoiding getting distracted with tiny but noisy factions who show up to meetings but sometimes aren't even affiliated or interested in our schools themselves.

In what ways are we succeeding in public education?

Compared to the handful of other large urban districts in California, our student outcomes compare well.

In what ways are we failing in public education?

Unfortunately, the above is a low bar. And worse, we have uncommonly severe equity gaps. We're also failing to support students fulfilling their potential instead of only reaching a minimum bar of proficiency which is too little for many students, and beyond reach for some others. By not fitting the average, their needs are essentially neglected by our current academic goals.

How can the school district use its land to help deliver housing for teachers, school staff, and San Francisco families?

SFUSD land has been under-utilized for far too long, including an incredibly low revenue lease for a shopping mall, and a somewhat famous pumpkin patch. We must recognize the state of our city, including unobtainable costs for many teachers and families. The silver lining to upcoming school closures is that we have a chance to build more housing on district land. State law in face specifies this opportunity for teacher housing, and we would be wise to pursue it.

Personal

Tell us a bit about yourself!

Did you attend SFUSD or public primary schools in other cities? How do our schools differ from when you were a student?

I attended public schools in Contra Costa County across the bay from kindergarten through high school. I attended a public UC in college. I loved my public education, and I strongly believe that every kid can and should have a similarly valuable experience.

My schools were different seemingly more because of the change in all schools over time - across many school systems a necessary focus on equity has too often come with more talk than real improvement, and the exclusion of equity. Achievement gaps have not been solved, while programs like GATE have been destroyed.

How long have you lived in San Francisco? What brought you here and what keeps you here?

I grew up in the east bay since I was 5 years old, and visited San Francisco often, moving here permanently nearly a decade ago. The catalyst of my move was work, but in reality, I was looking for any excuse to move permanently to San Francisco after having family living here from around 20 years earlier.

What do you love most about San Francisco?

This is an impossible question to answer in just one way. The people, the vibrancy of culture alongside world class innovation. The best comparison I've ever head is that living in San Francisco today is like living in Florence during the Renaissance. I honestly believe we are that lucky.

What do you dislike the most about San Francisco?

For too long we have taken the success of our city for granted. We have allowed a long slow slip in the management of our city to overcome our effort to maintain it. That said, I am heartened by what I see as a new level of realization and pragmatism across our entire community. I am running to improve the schools not just for my family, but in recognition that all of our families deserve better.

Tell us about your current involvement in the community (e.g., volunteer groups, neighborhood associations, civic and professional organizations, etc.).

My wife and I chose where to raise our family for one primary reason: community. A community isn't a set of addresses, it is a group of people who live and work among the systems they maintain for themselves. For many years I've joined, supported, and volunteered with groups doing the work to support our community, including: SFUSD's Citizens' Bond Oversight Committee, Noe Valley Democratic Club, Noe Dads, Upper Noe Neighbors, Sierra Club, and others.

Thank you

Thank you for giving us your time and answering our questionnaire. We look forward to reading your answers and considering your candidacy!