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From YouTube: AUG 4, 2020 | City Council, Morning Session
Description
City of San José, California
City Council meeting of August 4, 2020. Morning Session
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=790195&GUID=29AA1F7D-EFF7-4A6F-8014-14FD1CD841B2
A
A
A
A
A
A
A
A
A
B
C
C
D
C
E
A
C
C
F
C
A
But
in
a
matter
of
seconds
racial
hatred
changed
everything
in
a
few
moments
of
terror.
Families
were
torn
apart
forever,
and
the
celebration
of
the
best
in
our
community
became
a
horrific
haunting
reminder
that
silicon
valley
is
just
as
vulnerable
to
the
kinds
of
hateful
acts
that
we
have
seen
elsewhere
in
the
country
over
the
past
few
years,
whether
in
charlottesville
or
pittsburgh
or
el
paso.
A
This
profound
evil
took
trevor
irby,
thirteen-year-old
kayla,
salazar
and
my
cousin,
six-year-old
stephen
romero
and
wounded
17
others,
and
when
we
hear
about
these
horrible
tragedies
our
hearts
break,
we
see
the
outpouring
of
grief
of
public
support
condemnation
of
those
who
subscribe
to
these
racist
and
violent
ideologies.
It's
easy
to
grieve
the
murder
of
children.
We
all
understand
that
it's
easy
to
point
a
finger
at
a
lone
gun
moment
to
condemn
them.
A
A
A
A
C
G
H
H
We
have
marshaled
quite
a
few
resources,
both
within
the
police
department
and
from
city
manager's
office
and
from
the
office
of
employee
relations
and
from
the
city
attorney's
office
in
total.
At
this
point,
we
have
about
25
staff
members,
11,
full-time
and
14
part-time
assigned
to
to
work,
and
primarily
this
is
to
catch
up
with
the
backlog.
H
I
think
we
feel
positioned
very
well
to
to
provide
all
of
the
the
general
offense
reports,
or
some
of
us
are
calling
the
top
reports
within
the
30-day
requirement,
and
so
I
believe
that
we
will
be
meeting
that
deadline
and
are
working
very
hard
on
the
90-day
requirement
to
to
produce
all
the
the
relevant
and
responsive
records
associated
with
those
general
events.
Reports
with
regard
to
our
ability
to
meet
them,
there's,
obviously
a
lot
of
work
and
we're
working
very
hard
to
do
that.
H
A
H
Thank
you
vice
mayor.
I
appreciate
the
opportunity
it's
been
a
very
busy
and
demanding
july
for
us
all.
I
wanted
to
kind
of
connect
on
a
few
non-covered
things
before
we
get
into
the
covet
update.
I
wanted
to
reference
the
the
number
of
information
memos
that
we
put
out
in
the
month
of
july
about
20
memos
that
we
sent
out
to
provide
information
to
the
mayor
council
and
in
public.
H
H
We
have
released
the
draft
nexus
study
and
we
have
released
the
draft
feasibility
study
for
the
commercial
linkage
fee
council.
Priority
also
want
to
reference
a
summary
of
the
police
reform
work
that
we've
been
directed
to
do
and
have
underway
it's
an
extensive
work
plan,
and
so
I
want
to
make
sure
the
council
and
the
public
see
that
summary
of
work
recognizing
that
we've
got
additional
items
to
be
discussed
at
rules
on
wednesday.
H
H
As
the
council
knows.
Yesterday,
our
police
chief
eddie
garcia,
announced
his
intent
to
retire
at
the
end
of
the
year.
This
is
something
that
I've
known
about
for
for
quite
a
while,
and
and
certainly
appreciate
the
phenomenal
work
that
eddie
has
done
throughout
his
entire
career
and
as
police
chief
and
very
much
appreciate
the
the
advanced
notice
so
that
we
can
begin
the
process
of
recruiting
a
new
chief.
That's
that's
a
process
that
will
be
an
open
recruitment.
H
H
Covid19
hit
during
really
the
team's
busiest
time
of
the
year.
Of
course,
and
it's
happened
to
a
lot
of
our
teams.
The
purchasing
team
had
to
update
all
their
policies
and
procedures
to
help
departments
handle
the
new
reality
of
remote,
working
and
so
forth.
In
terms
of
our
purchasing
processes
and
really
the
pandemic
has
really
added
quite
a
bit
to
their
already
normal
heavy
workload,
especially
with
regards
to
gaining
expertise
in
federal
procurement
and
in
contracting
guidelines
that
to
make
sure
that
we
ensure
eligibility
for
the
the
federal
relief
funds.
H
So
thank
you
to
all
of
you
for
your
great
work
in
keeping
everything
running
during
these
these
challenging
times
and
so
now,
we'll
get
into
the
covid
update
you'll,
be
hearing
from
kip
from
ray
riordan
and
from
kelly
parmalee,
we'll
we'll
do
a
little
bit
of
a
recap
and
a
little
bit
of
a
look
ahead
and
also
talking
a
little
bit
about
how
we
are
committed
to
keeping
our
workforce
safe
in
in
terms
of
serving
our
community.
So
kip
I'll
hand
it
off
to
you.
I
I
D
Thank
you
kit.
I
appreciate
the
intro
and
good
morning
to
the
city,
council,
members,
the
city
management
and
attendees.
At
today's
city
council
meeting
I
am
ray
riordan,
the
director
of
the
city
manager's
office
of
emergency
management
and
the
emergency
operations
center
planning
section
coordinator
when
the
eoc
is
activated
as
as
kip
described,
I'm
going
to
present
a
high-level
review
of
the
city's
first
six
months
of
response
to
the
pandemic.
Next.
D
D
During
an
emergency
and
ensuring
the
continuity
of
operations
of
the
political
subdivision
is
carried
out,
the
eoc
is
responsible
for
strategic
direction
and
operational
decisions
and
does
not
normally
directly
control
field
assets
instead,
leaving
tactical
decisions
to
lower
commands
and
the
common
functions
of
the
eoc
are
to
number
one
collect
and
gather
and
analyze
data
make
decisions
that
protect
life
from
property,
maintain
continuity
of
the
organization
within
the
scope
of
applicable
laws
and,
lastly,
to
disseminate
those
decisions
to
all
concerned
agencies
and
individuals.
Next
slide.
D
The
most
critical
component
of
an
emergency
operation
center
is
the
individuals
whose
staffing
here
these
are
pictures
of
where
we
activated
the
city,
the
emergency
operations
center
in
city
managers,
conference
room
as
we
started
out.
The
staff
must
be
properly
trained
and
have
the
proper
authorities
they
must
be
capable
of
being
agile,
pivoting
and
thinking
outside
the
box.
The
eoc's
primary
function
during
an
emergency
is
to
support
the
field
for
our
planning
section.
We
spent
many
hours
conducting
on-the-job
training
as
80
of
those
who
joined
the
eoc
had
no
previous
training
or
experience.
D
We
had
to
make
sure
we
had
the
right
people
serving
in
the
right
roles
and
in
some
cases
I
meant
reassigning
staff
to
work
where
they
were
not
typically
expected
to
as
disaster
service
workers.
Employees
are
obligated
to
remain
at
work,
remain
at
work,
return
to
work
or
be
reassigned
to
serve
where
they
can
assist.
D
Staff
will
provide
personal
protective
equipment
as
needed
trained
to
do
the
work
at
the
moment
and
provided
safety
protocols
to
ensure
their
health.
At
the
height
we
had
over
713
people
assigned
to
the
eoc
or
to
support
the
services
directed
out
of
the
eoc
missions
and
objectives.
Today
we
have
344
continuing
in
the
effort.
D
D
D
130
of
those
days
were
specifically
in
our
stage
5
or
extremely
high
response
shown
in
the
red
markings
at
the
bottom
along
the
bottom.
You
can
see
how
we
progress
through
stages,
one
through
five,
as
identified
in
our
pandemic
response
plan,
and
the
brown
line
in
this
graph
represents
a
cumulative
number
of
cases
and
the
blue
lines
indicate
the
number
of
daily
reports
provided
each
day
on
positive
cases.
D
D
Our
plans
were
designed
to
be
dynamic
and
adjust
to
what
the
science
was
telling
us
all,
as
the
orders
changed
so
did
our
position.
In
response.
During
a
major
response
to
the
in
the
red,
we
began
to
plan
for
recovery
to
recovery
and
resilience
in
the
other
stages
of
six
to
ten.
While
we
moved
to
stage
six
into
stage
seven,
we
had
to
return
back
to
stage
six
shortly
after
the
fourth
of
july
weekend,
due
the
number
of
cases
and
public
health
order
requirements.
D
D
The
most
recent
emergency
action
plan
is
150
pages
long.
Here's
an
example:
it
covers
everything
from
tip
to
tail,
while
we
don't
expect
did
not
expect
the
right
war
and
peace
during
these
eap
documents.
The
intention
is
that
we
document
our
objectives
our
accomplishments
and
helps
us
with
recovery,
as
we
continue
forward
next
slide.
D
This
should
probably
look
familiar
to
you
as
our
road
map,
which
detailed
our
direction
of
where
we're
going.
I
will
provide
a
brief
recap
of
all
the
tremendous
efforts
related
to
the
top
three
priorities
and
a
few
of
the
enabling
actions
for
priority
four
powered
by
people.
You'll
hear
from
kelly
farmerly
later
next
slide
priority.
D
One
has
always
been
to
support
the
county
health
order,
our
liaison
public
health
information
and
our
public
information
and
code
enforcement
teams
have
worked
to
educate
and
inform
the
residents
of
businesses
on
how
to
understand
the
orders
as
he
adjusted
during
this
time.
The
enc
worked
tirelessly
to
coordinate
information
actions
and
services
throughout
the
with
the
county.
The
success
has
been
shown
in
the
food
distribution
and
housing
collaboration.
D
D
D
A
significant
effort
was
set
to
address
the
needs
to
feed
our
at-risk
communities
with
the
economic
impacts.
The
food
insecure
population
soared
on
march
18th.
The
city
accepted
the
challenge
provided
by
the
county
to
coordinate
the
delivery
of
food
to
our
food
and
secure
populations,
not
just
in
the
city,
but
the
county
as
a
whole.
D
Cumulatively,
that's
translated
to
52.5
million
meals
since
march
next
slide.
A
subset
of
priority
three
was
to
enhance
our
homeless
support
and
services.
Immediately.
San
jose
housing
department
began
working
with
the
county
very
closely
on
a
collaborative
effort
as
a
result
on
temporary
housing.
They
have
fielded
over
50
50.
100
hotline
calls
with
a
volume
that
continues
to
increase.
D
in
the
interim
housing.
This
week
the
monterey
bernal
site
should
be
opening
the
roof
ferrari
and
everlane's
sites
will
open
up
by
the
end
of
august
and
in
the
encampment
support
they
establish
hygiene
stations,
including
portable
restrooms
showers
and
hand
washing
and
the
housing
solutions
it
provided.
Support
and
shelter
hotline,
the
housing
assessments
and
housing
problem
solving
and
in
the
street,
outreach
provided
support
and
education,
including
information,
social
distancing,
education
and
availability
of
testing.
D
Our
next
slide,
one
of
our
key
enabling
actions
that
really
supported
all
those
actions.
Those
successes
was
communicating
with
the
public.
Our
public
information
team
reached
significant
milestones
in
the
social
media
arena
and
published
significant
reports
to
keep
the
public
and
employees
aware
of
the
developments
within
the
city's
response
cannot
believe.
D
D
D
In
addition
to
the
many
activities
noted
on
our
roadmap,
the
city
also
took
on
testing
support
at
the
verily
site
and
creating
a
focused
on
digital
inclusion
for
the
verily
support.
We
want
to
point
out
that,
with
an
adjustment
to
service
delivery,
the
total
number
of
tests
completed
has
come
to
15
386.
D
D
This
will
help
us
take
an
objective
look
at
what
we've
done
thus
far
and
be
sure
our
path
forward
is
focused
on
equity
in
our
vulnerable
populations,
including
those
with
access
and
functional
needs.
A
contractor
has
been
selected
with
constant
associates
and
the
effort
will
include
input
from
internal
staff
and
our
collaborating
agencies
next
slide.
D
Not
only
do
we
need
to
think
about
how
to
adjust
for
the
continued
covet
emergency,
we
need
to
be
acknowledging
the
preparedness
planning
and
training
necessary
to
respond
to
the
potential
power,
shutoffs
fires
and
floods
in
our
future.
My
report
was
not
comprehensive
or
detailed,
but
outlined
the
major
initiatives.
The
city
accomplished
during
the
six
months
response
season,
one
as
we
come
to
call
it
was
an
uncharted
international
pandemic
in
response
was
adjusting.
D
I
Thank
you
ray
as
we
look
at
the
what
comes
ahead.
I
want
to
take
a
quick
recap
of
july
and
then
a
little
bit
of
of
looking
forward
to
what
we
think
we
might
see
over
the
next
six
months
in
particular,
and
then,
as
I
said,
we'll
do
a
deep
dive
with
with
our
people
so
raise
mentioned.
Our
roadmap
continues
to
guide
us
and
and
be
our
north
star,
pointing
us
to
those
things
which
are
most
important
during
july.
I
The
nation
as
a
whole
saw
significant
increase
in
cases
and
a
broadening
of
the
areas
affected
by
the
virus
here
in
santa
clara
county.
We
also
saw
increases
with
cases,
though
not
at
the
level,
seen
in
other
parts
of
the
country
or
california,
and
we
now
see
some
initial
positive
signs
that
the
new
numbers
of
cases
are
coming
down
from
the
july
high
point,
though
they
remain
higher
than
they
have
been
in
previous
months.
I
A
new,
risk-based
county
public
health
order
was
announced
on
july
2
and
went
into
effect
briefly
the
morning
of
july
13th
only
to
be
pulled
back
the
afternoon
due
to
state
guidance
as
the
county
was
being
placed
on
the
watch
list
when
the
county
is
removed
from
the
watch
list.
That
order
will
take
full
effect
and
move
us
along
if
you
will
to
the
next
stage.
I
We've
re
focused
our
epio
and
compliance
branch
efforts
on
the
goal
of
safety
for
our
community
and
are
working
on
additional
proactive
campaigns
to
support
compliance
with
public
health
orders,
especially
for
our
most
vulnerable
populations.
You'll
see
a
lot
of
effort
around
this.
In
the
coming
weeks
and
months
we
launched
new
weekend
and
evening
hours
at
the
free
verily
testing
site
and,
as
ray
mentioned,
I
believe
the
final
number
is
actually
over
16
000
tests.
I
As
of
this
week,
the
county
is
taking
full
control
of
the
site
and
moving
the
site
from
the
pal
stadium
to
mount
pleasant,
high
school.
The
new
site
will
initially
continue
to
be
appointment
only,
but
with
the
intent
intent,
I
believe,
of
adding
no
appointment
walk-up
capacity
with
language
support.
I
We
continue
to
work
with
our
county
partners,
supporting
supported
isolation
and
sheltering
for
individuals
also
in
july.
We
continue
to
provide,
of
course,
all
essential
services
from
fire
to
wastewater
treatment
and
have
had
to
find
new
ways
to
provide
many
of
these
or
expand
them
as
we
have
been
providing
them.
We
did
some
additional
openings
in
parks
and
signage
around
the
amenities
and
how
to
use
them
safely.
We
continue
to
support
development
services
and
construction
in
our
city.
I
We
are
on
track
to
schedule
more
than
90
of
the
inspections
that
were
postponed
due
to
cobit
19,
and
our
weekly
inspection
rate
is
now
consistent,
consistently
90
to
90
percent
of
the
amount
that
we
were
doing.
Pre-Covet
we'll
provide
more
information
on
development
services
at
later
3.1
in
august,
as
well
as
at
the
council
committee
on
development
services
scheduled
for
27th
of
august
community
engagement
branch
conducted
several
successful
pilots
and
trained
over
77
city
staff
on
how
to
ensure
we
can
continue
to
hear
from
our
community
while
staying
safe.
I
As
an
example,
we
believe
we
are
the
first
city
in
california
to
conduct
a
virtual
planning
commission
meeting
our
al
fresco
work
continued
revising
our
zoning
and
planning
codes
to
support
outdoor
alfresco,
dining
on
streets,
parking
areas
and
parklets.
The
specifics
will
come
before
council
in
a
separate
item
today
and
in
our
camp
san
jose
strong.
We
served
874
children
safely,
including
522
of
them,
who
were
scholarship
recipients.
I
In
the
area
of
supporting
people
at
risk
during
the
month
of
july,
we
continue
to
support
our
most
at-risk
populations
and
communities
in
partnership
with
second
harvest
and
many
community
organizations,
as
was
mentioned
earlier,
we've
been
serving
meals
and
they
reached
a
total
of
about
11
million
meals.
In
the
last
five
weeks,
we
continued
construction
on
three
bridge
housing
sites
and
that
will
provide
bids
for
more
than
300
individuals
when
completed
and
are
working
closely
with
hundreds
more
to
find
other
shelter
placements
and
other
permanent
placements
as
well.
I
We
launched
an
encampment
support
program,
including
dumpster
pilots.
A
more
in-depth
briefing
on
that
item
will
take
place
in
august
again
at
a
future
3.1
item.
We
also
had
progress
with
digital
inclusion,
as
we've
mentioned,
the
11
000
at
t
hot
spots,
which
you've
heard
about
again
more
in-depth
briefing
on
that
will
also
take
place
later
in
august.
I
I
In
the
meantime,
social
distancing
wearing
of
face
coverings
being
outdoors
rather
than
in
when
possible,
avoiding
gatherings
and
enhanced
hygiene
practices
must
continue.
If
we
are
to
protect
ourselves
again,
it
will
get
harder
in
the
next
six
months.
This
is
because
restarting
city
services
safely
is
harder
than
closing
them
down.
This
applies
equally
to
businesses
of
all
sizes.
I
All
of
us,
including
those
working,
the
eoc,
are
tired,
stressed
mentally
fatigued.
The
gdp
for
the
nation
has
shrunk
at
a
rate
previously
unseen
and
unrecorded
unemployment.
Only
recently
at
historic
lows
remains
extremely
high
and
supplemental
unemployment
benefits
of
600
a
week
have
lapsed
and
may
not
be
fully
renewed.
I
I
I
I
We,
however,
will
get
through
this.
We
will
get
through
this
together
as
we
have
since
the
beginning.
We
will
use
our
pandemic
response
plan
to
guide
our
actions,
rely
on
our
partners
in
county
and
public
health
to
keep
us
up
to
date
on
the
best
science
and
the
best
numbers,
and
we
will
make
our
path
forward
together.
I
We
are
currently
in
stage
six
of
our
ten
stage
plan
to
return
to
something
resembling
normal.
As
soon
as
the
county
is
off
the
state
watch
list
and
with
the
new
risk
reduction
public
health
orders
fully
into
effect,
we
will
move
to
stave
set
stage.
Seven
in
our
internal
city
plan
stage.
Eight
will
occur
when
other
uses,
like
movies
and
larger
gatherings,
are
permitted
stage.
I
Given
current
conditions,
we
will
likely
be
in
stage
7
or
at
best
stage,
8
for
the
next
6
months
or
more
put
another
way.
We
will
be
in
this
for
at
least
as
long
as
we
already
have
been
in
the
meantime.
Our
work
continues.
This
roadmap
you
see
here
is
a
list
of
45
of
the
top
priority
projects.
The
emergency
operations
center
is
focused
on
implementing
on
a
day-to-day
basis.
I
I
and
put
them
into
response
work,
everything
from
supporting
second
harvest
in
preparing
for
food
distribution
to
overseeing
the
building
of
bridge
housing,
to
getting
spots
hot
spots
into
the
hands
of
students.
I
feel
that
the
eoc
crew
has
done
tremendous
work
over
the
last
six
months
and
the
reality
is
much
of
that
work.
Will
continue
without
respite?
I
This
means
there
is
no
excess
capacity
in
the
eoc
or
indeed
in
the
city
as
a
whole.
We
need
to
adjust
expectations
of
the
year
ahead,
to
realize
that
we'll
be
focused
on
response
and
recovery
and
continued
provision
of
essential
services
and
will
not
have
the
luxury
of
completing
many
of
the
other
projects
and
priorities
that
were
put
on
our
work
plan
before
the
pandemic.
I
I
think
the
best
way
to
illustrate
this
is
to
take
a
closer
look
at
some
of
the
projects
on
this
roadmap.
So,
let's
double
click
on
some
of
the
powered
by
people,
initiatives
that
we
have
undertaken
that
support
our
employees
and
their
continued
work
and
response
and
essential
services
and
in
the
opening
up
of
additional
services
here
to
take
us
through
the
details,
is
kelly.
Parmele.
I
B
Thank
you
kip
good
morning,
vice
mayor
and
council
members.
I'm
really
excited
to
be
here
to
share
with
you
something
that's
been
almost
eight
weeks
worth
of
work,
to
focus
on
a
strategy
and
a
set
of
priorities
that
would
support
our
workforce
through
stages,
six
and
beyond,
and
it's
called
power
by
people
2.0
as
a
way
of
conveying
an
extension
of
the
eighth
city,
manager's
enterprise
wide
priority
and
one
that's
a
long-term
commitment
to
our
employees
in
supporting
them.
B
We've
used
this
visual
and
I'll
speak
to
it
for
just
a
little
bit
to
begin
to
conceptualize,
mostly
the
complexity
of
our
work.
But
there
are
three
things:
three
large
buckets
I'd
like
to
say
about
this,
and
so
the
first
one
is
going
to
be
about
putting
safety
first
and
having
a
safe
workplace
for
our
employees
wherever
that
may
be.
B
First,
as
we
all
know,
it's
our
employees
who
deliver
services
in
the
community
and
it's
they're
essential
to
anything
that
we
do
in
service
of
the
community,
and
so
as
we
reopen
and
consider
expanding
services,
it's
their
safety
and
the
safety
of
the
workplace
in
which
they're
in
that
needs
to
be
priority.
Number
one,
and
while
no
situation
is
certainly
free
of
risk.
When
we're
talking
about
this
particular
situation,
we're
talking
about
endangering
people's
health
and
potentially
putting
them
at
risk
of
death,
so
we're
taking
it
really
seriously.
B
So
safety
has
to
be.
First,
that's
been
our
guiding
north
star,
and
then
I
would
say.
Secondly,
it's
complicated
and
as
a
person
who
was
oriented
to
the
world
here
at
the
city,
as
assistant
director
of
hr,
I've
suddenly
began
begun
to
understand
the
complexity
of
the
work,
and
so
I'll
say
three
things
about
the
complexity.
One
is
just
the
nature
of
our
city.
Secondly,
our
understanding
is
constantly
shifting.
And
thirdly,
our
teams
are
dispersed
so
in
terms
of
our
own
complexity
in
terms
of
the
nature
of
our
city.
B
Thinking
about
the
safety
protocols
that
may
actually
vary
down
to
the
individual
job
level,
and
so
you
might
start
with
a
general
code
of
safe
practices
and
have
to
create
special
ones.
The
training
that's
in
need
to
instill
behaviors
that
often
feel
awkward
in
a
workplace
or
out
in
the
community
when
you're
delivering
a
service,
and
so
that
we
get
those
behaviors
that
will
minimize
the
amount
of
spread
of
covid
the
right
equipment
protection.
B
The
second
thing,
in
addition
to
just
the
nature
of
our
large
city,
is
that
our
understanding
is
shifting
on
a
daily
basis
and
and
kip
has
done
a
great
job
at
not
only
sharing
with
you
all
the
complexities
of
it,
but
certainly
our
workforce
and
our
leaders
here
as
a
novel
virus.
That's
exactly
what
it
is.
It's
not
what
we're
learning
on
a
daily
basis
taking
and
getting
what
we
can
from
the
county,
interpreting
it
and
then
trying
to
put
that
in
into
place
in
the
most
effective
way.
B
Talk
to
many
folks
in
the
safety
branch
and
they'll
tell
you
we'll
start
out
with
one
understanding
on
one
morning
and
then
a
totally
different
understanding
at
10
o'clock
at
night,
and
so
we've
got
folks
who
are
being
vigilant
about
that
interpretation
and
making
sure
that
we
can
execute
on
things
that
are
going
to
keep
us
safe,
but
with
that
shifting
standard
also
adds
to
the
complexity,
and
so
the
other
part
of
the
complexity.
That
I'll
mention-
and
I
have
some
rough
estimates
I'll-
don't
hold
me
to
these
in
terms
of
precision
we.
B
But
we
we
have
to
remember
that
our
teams
are
dispersed.
So
we
have
up
to
about
40
of
our
folks
working
remotely
if
you're
talking
about
full-time
employees
about
40
in
the
field.
That
could
be
a
range
of
circumstances,
from
parks
to
the
regional
wastewater
facility
to
folks
doing
some
inspections,
so
you
can
and
out
there
working
the
streets
in
terms
of
pavement,
whatever
it
happens
to
be
out
in
the
community
and
then
about
20
percent,
maybe
a
little
bit
less
than
that
who
are
actually
in
a
physical
workplace.
B
So
when
you
think
about
the
the
complexity
in
that
way,
the
nature
of
our
city,
our
understanding
is
shifting
and
our
teams
are
dispersed.
There's
a
lot
of
things
that
we
needed
to
think
about
and
continue
to
evolve
and
have
emerge
as
we
move
forward.
And
the
last
thing
I'll
say
in
addition
to
safety.
First
and
it's
complicated
is
the
uncertainty
that
all
of
us
can
relate
to,
and
it's
palpable
for
our
workforce
and
I've
been
talking
about
and
don't
get
to
use
this
term
very
often
so
I'll
use
it
in
this
public
forum.
B
And
I
think,
all
of
those
those
things
add
to
the
complexity
of
what
we're
doing,
but
an
absolute
stalwart
commitment
to
a
safe
workplace,
and
so
the
question
was
for
our
large
team,
which
I'll
speak
to
a
little
bit
more
in
a
second
is
how
do
we
support
our
employees
as
we
move
forward,
and
so
we've
created
a
road
map.
You
want
to
go
to
the
next
slide,
kip.
B
That
starts
with
four
main
objectives.
I
talked
quite
a
bit
about
a
safe
workplace,
but
just
again
to
remind
folks
that
facility
modifications,
I've
learned
are
actually
not
simple
things,
some
of
them
more
straightforward,
but
you
might
get
the
wrong
plexiglas
in
the
first
instance,
and
have
to
go
back
and
put
a
different
plexiglass
in
I've
learned
from
our
facilities,
folks
and
our
safety
folks.
B
So
how
do
we
make
sure
we're
focusing
on
that
as
well
as
safety?
Two
other
really
important
objectives
for
us
and
one
I'll
say
a
little
bit
more
about
later,
is
of
certainly
the
drive
to
digital.
We've
got
some
great
partners
in
I.t
in
that,
in
that
sense,
in
a
very
tactical,
tangible
way,
we've
got
to
stop
moving
paper.
B
We've
got
to
use
that
just
to
support
safety,
but
also
organizational
efficiency
and
effectiveness,
and
there
are
other
ways
to
drive
to
digital,
but
a
major
business
process.
Automation
project
is
underway
and
we've
had
an
incredibly
creative.
As
many
of
you
have
as
well
around
that
quick
move
out
to
working
remote
and
being
able
to
figure
out
how
not
to
use
signatures
about
how
to
totally
reimagine
new
employee,
welcome
and
a
bunch
of
other
things
that
put
us
in
a
digital
world
and
support
safety,
but
also
organizational
efficiency.
B
The
last
thing
we
can
also
relate
to
because
we're
right
on
that
call
right
now
is
effective
virtual
teams.
And
again
I
would
offer
that.
That's
not
just
virtual,
but
it
focused
also
in
dispersed
environments
and
challenging
teams
to
figure
out
their
level
of
engagement,
not
just
the
technical
piece.
But
how
do
we
engage
employees
teams,
leaders
in
an
entirely
different
environment
and
provide
tools,
resources,
training,
learning
and
development
opportunities
to
support
our
teams
in
whatever
space
that
they're
in?
So
if
you
go
to
the
next
slide
kip.
B
So
what
I'll
say
here
is
we've
got
about
16
initiatives,
16
large
initiatives
that
are
guiding
us
not
for
the
next
90
days,
but
for
the
next
six
months
to
a
year
and
we're
really
planning
out
toward
a
year
with
a
long-term
commitment
to
supporting
our
employees
as
as
things
evolve.
And
so
you
can
see
those
16
initiatives
here.
We
don't
need
to
go
through
them,
but
each
team
has
a
set
of
four
that
are
guiding
their
work.
B
And
if
you
go
to
the
next
slide,
you'll
see
that
we
have
20
key
results
to
deliver
in
the
first
quarter.
So
we've
got
four
teams
not
only
working
within
their
own
swim
lanes,
but
also
across
those
four
areas
to
ensure
that
we're
putting
the
right
results
in
place
for
a
safe
workplace
for
wellness
and
health,
for
the
drive
to
digital
and
effective
virtual
teams.
B
And
if
you
go
to
the
next
slide
kip.
So
this
gives
you
a
sense.
There's
there's
more
almost
40
people
here
on
on
this
governance,
page
four
teams
that
actually
don't
have
everybody
listed
here,
because
we
have
groups
of
liaisons
that
we
use
to
reach
out
to
each
of
the
departments
in
in
these
areas,
and
so
it's
a
complex
but
also
thoughtful
and
strategic
approach
to
making
sure
that
we
can
support
our
employees
and
our
leaders
and
managers
and
supervisors
going
forward.
B
I
think
what's
important
is
we've
involved
our
teams
also
with
a
connection
to
our
leadership.
So
we
have
a
in
terms
of
the
executive
team
leadership,
that's
comprised
of
both
city
managers,
office
and
the
eoc,
knowing
that
we
launched
the
side
of
the
eoc
with
the
long-term
endeavor
of
it
being
returned
to
the
departments
who
will
continue
to
work
on
this
going
forward.
So
this
isn't
just
a
one-and-done,
but
one
that
has
a
thoughtful
strategic
approach
to
the
future.
B
You
can
go
to
the
next
slide
kit.
So
I
want
to
say
in
closing:
is
a
couple
of
things
and
and
thanks
to
my
friend
trevor
in
the
cmos
communications
shop,
to
help
me
come
up
with
some
icons.
We
had
a
collage
approach.
Originally
and
envisioned-
and
it
didn't
quite
work
out
that
way,
but
I
would
say
a
couple
of
really
important
things
in
each
of
these
and
also
acknowledge
some
folks
in
the
safe
workplace.
B
So
in
the
second
grouping,
we've
identified
our
work
in
three
buckets:
one
related
to
physical,
health
and
well-being,
the
second
being
emotional
and
mental
well-being,
and
then
financial
well-being.
And
how
do
we
provide
tools,
resources,
connections,
engagement,
opportunities
in
these
areas
and
the
benefit
team
in
hr
is
running
this
group
and
they
have
some
really
exciting
things
planned
for
the
upcoming
year
and
that's
led
by
emily
hendon
out
of
our
benefits
group
in
the
drive
to
digital.
This
is
acknowledging
we
need
to
get
out
of
paper.
B
Lastly,
our
effective
virtual
teams,
one
near
and
dear
to
my
heart,
and
that
we
had
as
part
of
powered
by
people
1.0
initiated
a
learning
and
development
group
that
was
ready
to
launch
a
whole
lot
of
interesting
and
unique
learning
and
development
opportunities
as
part
of
that
effort
of
in
the
last
18
months,
and
so
we've
just
pivoted
this
and
we're
going
to
we're
going
to
turn
it
to.
How
do
we
support
folks
in
these
dispersed
and
virtual
environments
in
terms
of
technology,
but
also
how
do
we
manage?
How
do
we
engage?
B
I
Thank
you
kelly.
As
you
can
see,
those
are
again
four
out
of
the
45
boxes
on
on
our
kind
of
eoc
roadmap.
You
can
see
the
complexity,
that's
required
to
do
this
work
well
and
and
how
much
is
emergent
and
evolving
as
we
learn
more
about
where
we
are
and
where
we'll
be
so,
we
will
continue
to
keep
you
informed
in
doing
these
sort
of
deep
dives
in
3.1.
There's
a
preview
of
updates
that
you'll
hear
later
in
august,
not
not
in
this
one.
I
So
I
share
this
with
you,
so
we
can
focus
today
on
on
the
powered
by
people
and
a
little
bit
of
the
retrospective
and,
where
possible,
hold
off
on
deeper
conversations
or
engagement
in
these
items
until
they
they
come
up.
Of
course,
we'd
be
happy
to
answer
any
clarifying
questions
or
any
direct
questions
you
might
have
about
them,
but
want
to
give
you
a
sense
of
what
what's
coming
up
in
the
month
of
august
as
important.
I
I
So
in
closing,
I
think
it's
useful
to
go
back
to
first
principles.
Ray
mentioned
these,
and
these
are
the
principles
that
have
guided
us
from
day
one.
We
seek
to
be
compassion
in
action,
which
means
we
focus
on
the
most
vulnerable,
our
black
and
latinx
community.
Our
elders
are
homeless
and
try
to
make
sure
our
actions
meet
their
needs,
such
as
feeding
housing
and
beyond.
We
seek
to
be
open,
candid
and
direct,
which
means
facing
the
brutal
facts
speaking
directly
to
the
issues
and
problems,
so
we
can
learn
and
quickly
pivot
to
solutions.
I
I
Now,
six
months
in,
we
are
not
done
with
this
long
and
most
difficult
emergency.
Far
from
it,
the
public
health
storm
continues.
The
economic
storm
continues,
the
fiscal
storm
continues.
Our
most
important
leadership
task
is
to
support
the
most
vulnerable
in
our
community
to
ride
it
out
through
these
storms.
C
All
right
before
we
well,
first
of
all,
I
want
to
say
thank
you
to
kip
and
all
the
city
employees
who
have
been
working
so
hard
and
have
been
so
diligent
and
so
dedicated
to
working
through
this
crisis.
So
I
want
to
commend
everybody
for
everything
that
they're
doing.
I
want
to
go
to
public
comments
first
and
then
we'll
we'll
go
to
the
my
council
colleagues,
so
I
want
to
start
with.
C
G
So
what
I
would
suggest
to
you
is
you
go
ahead
and
check
your
motives,
check
your
white
privilege
and
leave
it
at
the
door,
because
there's
people
that
are
suffering
in
this
city
and
it's
because
of
men
like
you
that
aren't
really
actually
looking
at
what
the
issue
really
actually
is
and
just
speaking
directly
to
the
issue,
you
want
candor
you're,
getting
it
from
me.
Secondly,
this
moratorium.
G
The
moratorium
has
to
be
okay,
cool.
The
moratorium
keep
going
paul.
The
moratorium
has
to
be
on
the
table
because
without
that
you're
going
to
have
suffering
in
the
city
that
all
of
these
policies
that
you're
putting
in
place
they're
not
even
going
to
apply
so
it's
a
waste
of
time.
It's
a
complete
waste
of
time,
unless
you
actually
are
considering
everything
that
is
going
to
happen
with
this
moratorium
within
the
context
of
the
policies
that
you're
pushing
now-
and
so
that's
all.
I
have
to
say
on
that
particular
issue.
G
C
J
Hi
good
afternoon
this
is
jeremy
taylor
to
kip.
Well,
actually,
a
quick,
quick
comment
on
the
next
chief
deputy
chief
chief
randolph
is
awesome.
I
don't
know
if
she's
looking
for
the
job,
but
if
I
were
king
of
san
jose,
I
would
make
deputy
chief
randolph
the
next
chief
and
maybe
try
to
convince
her
to
take
the
job.
I
really
feel
like
she
would
turn
the
department
around
and
to
kip.
I
I
heard
you
say
that
you'd
like
to
prioritize
latinx
san
jose
and
well.
You
got
your
chance.
Gardner
neighborhood
is
a
red
line.
J
Neighborhood
we're
an
orphan
neighborhood,
we're
almost
at
the
point
of
representation,
taxation
without
representation,
and
if
you
want
to
help
actually
increase
the
voice
of
a
78
latino
neighborhood
make
gardner
neighborhood
d6,
it's
the
most
blatant
red
lightning,
you
could
I've
ever
seen
and
it's
the
only
neighborhood
in
all
of
san
jose,
where,
if
I
go
a
block
north,
I
don't
hit
d3.
If
I
go
a
block
east,
I
don't
hit
d3.
If
I
go
50
feet
south
I
hit
d6.
If
I
go
one
block
to
the
west,
I
hit
d6.
F
Hi,
thank
you
for
the
meeting
today
to
comment
on
on
kip's
words.
His
final
words,
I'm
real
hopeful
that
you
know
I've
heard
a
lot
of
talk
about,
what's
going
to
be
happening
in
the
next
few
years,
and
it's
really
dire,
so
those
words
will
be
really
really
needed
in
the
next
few
years,
and
so
good
luck
in
our
efforts.
I
hope
things
we
can.
Things
can
be
calm
in
the
next
few
years
and
we
can
maintain
and
be
above.
F
F
So,
like
I've
been
saying
all
these
months,
there's
really
good
plans
that
are
trying
to
develop.
That
are
possible
and
on
the
other
side
of
it,
to
help
owners
with
their
mortgage
situations
with
their
own
payment
issues,
so
they
don't
have
to
be
harassing
tenants.
So
I
really
hope,
as
paul
soto
has
tried
to
say,
you
know
he
doesn't
want
people
being
fried
in
the
next
few
months.
F
You
know
owners
frying
tenants.
Basically,
so
you
know,
I
hope
owners
really
study
these
practices
and
what's
really
possible
at
this
time
and
how
hard
everyone
is
working
for
good
practices,
and
you
know
we
can
make
it.
We
can
make
things
work.
I'm
really
upset
with
10
seconds
left
about
the
translation
process
still
on
this
zoom
site.
It
says
german,
where
it
should
say
vietnamese
and
that's
not
right.
Let's
work
on
it.
Thank
you.
K
Good
morning,
council
and
thank
you
again
for
having
us
here,
I
do
want
to
thank
all
of
the
city
employees
for
all
of
your
work
that
you've
been
doing.
You
know,
and
I
know
the
countless
nights
that
y'all
been
up,
so
thank
you
so
much
for
all
that
you've
been
doing.
I
do
want
to
highlight,
though
kip.
I
know
you
decided
to
use
your
artwork
at
the
end.
That
was
very
eco-centric
next
time.
Maybe
you
should
use
a
photo
of
your
employees
after
thanking
them.
K
I
also
do
want
to
highlight
that
there
wasn't
any
any
anything
towards
disabilities
and
people
with
disabilities.
How
are
we
addressing
those
disparities
because
they
also
count
and
most
of
the
time
we
forget
about
them
and
their
disabilities
do
not
just
end
or
clock,
you
know,
or
just
leave
they're
still
there,
and
how
are
we
addressing
that,
and
especially
with
children,
how
many
children
with
disabilities
have
you
admitted
into
your
camps?
How
many
children
with
disabilities
are
receiving
the
resources?
K
K
Is
it
through
the
radio
like
what
are
other
areas
that
we
can
send
it
out
as
well,
like
really
asking
those
critical
questions
again
on
the
forgiveness
on
rent
and
rent
freeze,
we
need
to
make
sure
that
we
prioritize
that
now,
as
it
is
coming
to
an
end
and
people
do
not
have
those
600
extra
dollars
in
their
paychecks
and
not
in
their
paychecks
but
in
their
unemployment.
Thank
you.
E
Hello,
my
name
is
molly
macleod.
I
am
a
retiree
from
the
city
of
san
jose
who
had
the
privilege
of
working
in
the
emergency
operations
center
on
the
pg
e
shut
off.
I
want
to
echo
the
concerns
for
people
with
disabilities
and
all
those
with
access
and
functional
needs
which
actually
includes
transportation,
elders,
translation.
E
I'd
also
note
that
the
difference
between
this
opportunity
to
comment
and
the
youtube
channel,
which
is
where
captioning,
not
cart
but
captioning,
is
available
and
vietnamese
and
spanish
there's
a
gap
of
several
minutes.
You
don't
have
this
synchronized,
and
so
I
had
to
move
from
cart,
which
I
found
and
and
captioning,
which
is
le
not
as
good
as
cart
but
to
come
over
here,
so
that
I
could
make
sure
I
get
my
chance
to
speak.
The
work
on
racial
equity
is
really
beginning.
E
E
Where
is
the
length
of
you
know,
who's
coming
up
in
the
queue-
and
I
say
this
is
somebody
who's
been
invited
to
participate
in
the
annex
on
pg
e,
coming
up
with
the
emergency
operations
center,
but
I
was
concerned
to
find
out.
I
got
there
in
an
invite.
Why
isn't
a
community
engagement
more
broadly
to
stakeholders
and
not
just
service
providers,
but
people
with
real
lived
experience
of
all
kinds?
I
C
L
We
need
to
focus
on
a
lot
of
the
children
in
our
all
your
districts
that
are
either
not
getting
food
from
schools
or
pantries,
because
their
parents
don't
drive.
That
is
a
big
concern
of
mine,
because
I
have
heard
of
so
many
families
just
because
of
transportation.
They
have
not
been
able
to
pick
up
school
lunches.
L
L
The
bathrooms
are
not
clean
for
the
homeless,
they're
disgusting
they're,
dirty
I've
walked
around
and
I've
seen
them,
and
we
need
to
do
something
about
having
someone
either
changing
those
portal
potties
or
cleaning
them,
because
they're
just
people
like
us.
I
also
wanted
to
talk
about
the
rent.
We
need
to
do
something
because
rent
fees
will
not
help.
L
We
need
either
a
rent
forgiveness
or
we
need
to
do
something
to
make
sure
that
our
undocumented
families
especially
have
something
that
they
can
feel
less
of
a
weight,
because
a
lot
of
them
right
now
can't
afford
rent
and
they
don't
have
anywhere
else
to
go.
Sacred.
Heart
has
a
long
list
and
a
lot
of
these
families
haven't
received
anything.