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From YouTube: 5/4/21 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council May 4, 2021 Meeting, Agenda Item 3.1
A
B
Dave
good
afternoon
marin,
city
council,
members
of
the
public,
kip
harkness,
deputy
city
manager
and,
along
with
lee
wilcox,
serve
as
the
director
of
the
emergency
operations
center
or
our
eoc.
So
today
we're
going
to
provide
a
brief
update
on
activities
undertaken
in
april
by
the
city's
emergency
operations
center.
An
update
on
vaccination
excuse
me
an
update
on
vaccination
support
efforts
supporting
our
county's
leadership
and
information
on
our
approach
to
reopening
of
city
facilities
and
the
resumption
of
more
in-person
office
work.
B
So
at
the
top
level.
Globally,
the
pandemic
continues
to
rage
with
almost
700
000
new
cases
and
some
11
000
dying
each
day
with
both
of
these
numbers
likely
to
be
significant
under
counts,
especially
with
many
in
rural
areas,
in
particular,
lacking
access
to
tests,
medical
treatment
and
often
dying
without
being
counted
as
part
of
this
death
toll.
Access
to
vaccines
continues
to
remain
very
limited
in
most
countries
in
the
world.
B
B
B
Our
volunteers
and
their
partners
during
the
unsung
heroes
and
you
will
receive
a
vaccination
task
force
update
shortly.
Additionally,
you
receive
extensive
information
from
many
of
our
branches
during
the
study
session
later
this
evening,
so
I
will
highlight
the
one
branch
beautify
sj,
which
we
will
not
be
covering
in
depth
elsewhere.
B
B
At
the
same
time,
the
team
supported
eight
interagency
cleanups,
which
gives
us
access
to
property
owned
by
other
agencies
or
jurisdictions
and
to
assist
them
in
cleaning
up
their
property.
We
also
deployed
our
rapid
team
to
remove
some
400
excuse
me,
247
tons
of
illegally
dumped
trash
and
debris,
I'm
grateful
to
all
of
the
people
and
the
teams
in
the
emergency
operations
center
for
their
unrelenting
work
in
service
of
those
who
have
borne
the
burden
of
this
pandemic.
B
Now
we're
going
to
take
a
deep
dive
into
the
work
of
the
vaccine
task
force,
which
was
created
in
december
to
support
the
county's
vaccination
efforts.
For
this
section.
I
will
turn
it
over
to
ann
tran,
who
is
the
director
of
our
vaccination
task
force
to
share
the
work
of
the
team
and
what
is
coming
next
and
go
ahead
and
take
it
away.
C
Thank
you
kev
good
afternoon,
mayor
council
members
and
members
of
the
public.
My
name
is
ann
and
I
lead
our
cities.
Vaccination
task
force
here
in
the
eoc.
I'm
really
excited
to
provide
you
with
an
update
on
our
vaccination
efforts.
Back
in
january,
I
introduced
our
initial
roadmap,
which
our
goal
was
to
ensure
that
at
least
85
percent
of
san
jose
residents
are
vaccinated
by
august
1st,
and
our
objectives
were
to
connect
our
community
to
vaccinations
advocate
for
equity,
speed
and
scale
and
connect
our
employees
to
vaccinations
next
slide.
C
And
we
ask
that
the
state
prioritize
vaccinations
based
on
census,
tract
data,
not
just
zip
codes
and,
in
addition
to
accounting
for
population
size.
But
the
state
also
considers
the
social
vulnerability
index
and
covit
19
impact
rates
in
its
prioritization
efforts.
We've
also
worked
to
connect
our
employees
to
vaccinations
by
way
of
the
first
responder
clinic
and
all
while
trying
to
find
ways
to
expand
community
vaccination
sites
in
the
city
of
san
jose,
while
helping
our
our
partners
and
our
county
with
outreach
next
slide
within
three
months.
C
Now,
our
main
focus
is
to
expand
upon
ways
in
which
we
can
further
connect
our
community
to
vaccinations
so
that
we
can
reach
that
goal
of
85
of
san
jose
residents
vaccinated
by
august
next
slide,
keeping
that
focus
on
our
most
vulnerable.
We
must
build
vaccination
capacity
through
equity,
speed
and
scale,
as
well
as
maximize
education,
engagement
and
information
dissemination,
so
that
we
can
expand
access,
confidence
and
acceptance
of
vaccines
to
our
community
next
slide.
C
We
have
a
two-pronged
approach
to
building
capacity
for
community
vaccinations.
We
want
to
build
more
partnerships
with
and
collaborate
with,
healthcare
partners
to
bring
even
more
vaccination
events
to
hardest
hit
communities
for
our
most
vulnerable
residents.
Just
within
the
last
month,
we've
been
able
to
collaborate
with
healthcare
partners
in
a
number
of
different
ways.
C
We
then
tried
to
partner
with
aki
to
put
on
a
vaccination
event
using
our
rotunda
facility
on
april
16th
and
in
partnership
with
aki
and
silicon
valley,
independent
living
center.
We
were
able
to
administer
540
doses
of
vaccine
to
those
who
are
unhoused
unsafely
housed
in
those
with
disabilities,
and
the
most
exciting
thing
about
this
event
is
that
we
were
also
able
to
provide
hot
meals,
500
meals
and
help
our
residents
sign
up
for
the
stimulus
checks
and
20
of
the
injectors
that
supported
the
event
that
day.
C
Eight
of
them
were
from
our
san
jose
fire
department,
and
then
we
tried
to
meet
the
communities
right
in
their
backyards.
On
april
18th,
we
partnered
with
project
access
and
safe
way
to
put
on
a
vaccination
event
at
foxdale
village
apartments,
and
we
were
able
to
administer
366
doses
for
this
event
and
provide
300
meals.
This
is
the
only
event
in
which
we've
maxed
out
all
of
our
vaccine
supply.
For
that
day,
all
events
are
accompanied
and
with
neighborhood
flyering,
targeted
communications
and
other
outreach
efforts.
C
When
we
look
at
supporting
the
county,
we
want
to
provide
our
staff
to
support
with
county
vaccination
operations.
Our
san
jose
fire
department
have
supported
the
county
with
vaccine
administration
through
the
first
responders
clinic
since
january.
This
trip
this
clinic
has
since
transitioned
to
a
public
vaccination
site
last
month.
C
Currently,
our
fire
department
is
also
supporting
with
in-home
vaccinations
for
very
frail
vulnerable
residents,
who
can't
easily
leave
their
homes
as
the
county
is
scaling
mobile
vaccinations
in
neighborhoods.
Our
city
is
supporting
and
targeted
outreach
and
canvassing,
as
well
as
broad
communications
such
as
social
media
engagement
and
next
door,
in
which
we
have
a
larger
presence
than
the
county.
Our
fire
department
is
also
prepared
to
staff
and
support
county
mobile
vaccination
sites
to
add
capacity
where
there
is
need.
C
We
are
also
supporting
the
county
with
scaling
staffing
capacity
through
hiring
200
multilingual
employees,
also
known
as
vaccine
champions,
to
support
non-clinical
operations
at
vaccination
sites.
So
it
takes
about
15
city
staff.
The
majority
are
from
hr
oer
the
library,
public
works
and
environmental
services
department
to
make
this
hiring
and
logistics
team
able
to
support
this
recruitment.
To
date,
we've
received
over
a
thousand
applications
and
300
of
those
applications
are
in
the
queue
for
screening
and
bilingual
testing.
C
C
C
C
The
county
received
1224
requests
for
in-home
vaccinations
of
those
905
residents
met
the
federal
medicare
definition
for
in-home
or
homebound,
and
that
means
575
individuals
have
gotten
vaccinated
through
this
program
to
date.
The
current
capacity
for
this
program
is
200
vaccinations
per
week,
and
this
is
being
supported
by
different
fire
departments,
including
our
own
san
jose
fire
department.
C
So
the
new
challenge
is
access
and
acceptance,
not
supply.
The
county
receives
additional
vaccines
from
the
health
resources
and
services
administration,
also
known
as
hersa,
which
is
the
federal
program.
Last
week,
the
county
received
over
200
thousand
doses
from
hersa,
and
this
week
the
county
also
received
sixty
two
thousand
eight
hundred
and
eighty
visor
and
modern
doses
from
the
state,
with
current
capacity
to
administer
two
hundred
two
hundred
and
fifty
thousand
doses
per
week.
C
In
other
words,
this
means
supply
is
exceeding
vaccinations
per
day
and
vaccinations
per
day
are
decreasing
for
the
first
time
since
they
began
just
starting
a
week
after
eligibility
expanded
to
all
residents.
16
and
older,
about
70
percent
of
the
county's
population.
Age
16
and
older
have
gotten
at
least
one
vaccine
dose
for
the
city
of
san
jose.
The
number
of
first
dose
vaccinations
for
those
16
and
over
is
72.
C
The
a
total
of
43
of
the
county's
population,
age,
16
and
older
have
completed
their
vaccinations.
So
that
means
either
two
full
doses
of
pfizer
or
modern
vaccine
or
one
johnson
johnson
dose.
The
remaining
30
percent
of
the
county's
residents
are
un,
who
are
unvaccinated,
are
disproportionately
latinx,
low-income,
young
and
among
san
jose
residents
are
concentrated
in
the
east
side
and
near
downtown
due
to
differences
in
data
collection
regarding
ethnicity,
the
number
of
vaccinated
hispanic
residents
was
previously
under
reported
by
an
estimate
of
22
000
residents.
C
C
C
A
number
of
efforts
are
starting
next
week,
including
the
next
batch
of
direct
mailer
to
targeted
zip
codes,
geofenced
digital
ads
to
targeted
zip
codes,
prints
and
radio
ads
and
a
whole
social
media.
Influencer
campaign
materials
are
being
produced
in
languages
most
spoken
in
target
census,
tracts
primarily
spanish,
english
and
vietnamese
influencer
partners
are
primarily
latinx
vietnamese
filipino
and
black
community
members,
who
were
not
previous
previously
connected
to
city
communication
channels.
C
C
Lastly,
we
will
also
try
to
find
ways
to
do
more
engagement
in
community
communications
to
our
young
adult
population
as
those
between
ages,
18
and
29
make
up
the
highest
number
of
unvaccinated
individuals
in
the
county.
Yet,
although
cases
are
flattening
individuals
18
to
34
account
for
the
highest
number
of
infection
rates
across
any
age
group
next
slide,
I
want
to
talk
a
little
bit
about
place-based
vaccinations
for
our
most
vulnerable
residents.
C
There
are
about
46
census,
tracts
with
a
score
of
9
out
of
10
or
10
out
of
10
in
the
city.
These
areas
are
shown
as
red
on
the
map.
We
call
these
census
tracts
priority
impact
areas
and
they
may
change
over
time,
but
because
of
the
maps
highlights
based
on
percentiles,
we
will
always
see
the
20
of
tracks
with
the
highest
need
in
terms
of
low
vaccination
rates.
High
cova
19
positivity,
coupled
with
social
vulnerability
and
healthy
places
index
on
this
map.
C
The
priority
impact
areas
are
concentrated
in
the
following
locations:
on
the
east
side
in
district
five
neighborhoods,
just
east
and
south
of
downtown
in
district
three,
seven
trees
in
edenville
in
district
two
and
seven
respectively,
and
more
isolated
areas
in
alviso
in
district,
four
buena
vista
and
burbank
area
in
district
6
and
the
cadillac
in
winchester
neighborhoods
in
district
1..
The
purple
icons
indicate
vaccinations
vaccination
sites
in
which
we
were
able
to
partner
with
health
care
providers
to
put
on
more
vaccination
events
to
in
communities.
C
So,
since
the
county
was
facing
severe
vaccine
shortages
in
march,
we
couldn't
make
phone
calls
or
book
appointments
through
our
phone
bank
for
fear
of
adding
more
distrust
and
confusion
to
our
community,
as
we
would
have
been
driving
demand
for
vaccine
where
there
isn't
enough
supply
to
meet
the
need.
However,
as
the
vaccine
situation
is
looking
a
lot
better,
we
reinstated
the
phone
bank
on
april
19th.
C
To
date,
the
team
has
made
in
total
6249
calls
our
strategy
moving
forward
is
to
couple
canvassing
and
phone
banking
using
political
data
to
track
our
impact
and
to
drive
people
to
place-based
vaccination
events
as
well
as
ensure
that
we
saturate
outreach
within
a
one
to
two
mile
radius
of
any
vaccination
event
in
that
area.
We
are
working
to
build
capacity
to
scale
staffing
for
canvassing
and
phone
banking,
as
well
as
build
efficiencies
in
the
phone
bank
through
procurement
of
predictive
calling
technology.
C
Today,
eight
of
us
have
been
trained
to
access
and
secure
registration
appointments
through
the
city's
health
links
or
the
county's
helping
system.
However,
since
most
of
the
vaccination
events
are
walk,
ups
drop-ins
and
no
appointments
necessary.
We
are
working
to
re-prioritize
the
phone
bank
to
help
people
arrange
for
lists
or
vta
or
paratransit
rights
to
help
them
get
to
vaccination
sites.
Next
slide.
C
We've
participated
in
in
discussions
with
the
latinx
community
around
increasing
vaccination
rates
every
monday
night,
the
city
and
the
county
joins
other
and
latinx
community
stakeholders
to
discuss
how
we
can
better
support
the
community,
especially
in
recovery
and
covenanting
support
together.
The
community
stakeholders
put
forth
suggestions
for
how
the
city
and
the
county
might
be
able
to
help
increase
vaccinations
in
the
latinx
community
in
order
to
improve
access
and
vaccine
acceptance
in
our
latinx
community.
We
must
build
trust
and
focus
efforts
locally
and
geographically
and
engage
faith-based
organizations.
C
And
lastly,
these
recommendations
that
our
latinx
stakeholders
put
forth
we're
trying
to
find
a
path
forward
with
the
county
to
implement
these
strategies.
Next
slide,
as
mentioned
before
supply,
is
no
longer
an
issue
here
in
our
county,
and
we
must
shift
our
focus
to
access
and
acceptance
of
vaccines.
Today,
we've
completed
five
vaccination
events
through
our
partnerships
and
I'm
really
proud
to
say
that
this
afternoon,
our
very
first
city
and
county
partnership
for
an
evening,
vaccination
clinic
is
happening
at
children
of
the
rainbow
park.
C
Our
teams
have
jointly
canvassed
the
areas
leading
up
to
today
and
we
are
excited
to
collaborate
to
make
vaccinations
more
accessible
to
our
most
vulnerable
communities.
This
clinic
will
run
from
1
pm
to
7
pm
tonight
and
we
will
also
have
more
vaccination
events
scheduled
for
the
month
of
may
with
our
partners,
including
second
dose
events
next
slide.
C
Looking
ahead,
we're
also
exploring
ways
to
make
our
city
parks
and
facilities
available
to
expand
community
access
to
vaccinations
working
with
the
county
to
operate
in
more
neighborhood
neighborhoods
that
continue
to
have
high
cove
19
positivity
rates
and
low
vaccination
rates.
This
effort
will
also
help
us
with
getting
more
lead
time
to
bolster
outreach
and
education
in
our
communities
next
slide
in
going
beyond
just
vaccinations.
C
Lastly,
our
external
partners
are
just
as
important
as
the
internal
team
that
keeps
vaccination
efforts
going
every
single
day.
The
city
and
every
department
in
this
city
have
supported
vaccination
efforts
in
one
way
or
another,
and
I
am
truly
grateful
and
I
feel
very,
very
lucky
to
be
part
of
this
team
and
to
be
able
to
work
with
such
kind.
C
Compassionate
patient
and
intelligent
people,
whose
efforts
have
collectively
made
it
possible
for
municipality
with
no
health
care
services
as
a
core
service,
be
able
to
find
a
place
and
space
to
become
a
prominent
stakeholder
in
and
provider
into
delivering
vaccinations
to
communities
that
need
it,
the
most
all,
while
building
partnerships
that
will
outlast
this
pandemic
and
lead
us
to
a
speedy
recovery
so
to
our
mighty
team.
Thank
you.
D
Wow,
thanks
ann,
you
say
that
all
with
a
very
composed
and
moderate
face,
and
that's
so
much
to
share,
I
have
an
appreciation
for
us
in
a
small
way
for
all
that.
You
and
your
team
have
been
doing
by
leading
the
15
person
or
so
group
of
folks
here
who
are
hiring
the
the
vaccine
champions
to
send
to
the
county.
D
So
seeing
all
of
that
and
hearing
all
of
that,
all
at
one
time
was
a
lot
to
take
in
and
so
grateful
to
you
and
the
team
and
the
county,
and
so
many
other
partners,
because
this
work,
in
addition
to
everything
else,
that's
going
on
in
our
city
and
in
our
county.
It's
what
allows
us
to
have
this
conversation
and
open
this
conversation
with
with
the
council
and
with
the
community
today.
So
mayor,
council,
members
of
the
community,
thank
you.
D
I'm
kelly,
parley,
the
assistant
director
for
human
resources
as
part
of
my
day,
job
and
then
also
have
been
running,
the
powered
by
people
team,
supporting
the
team,
who's,
hiring
the
vaccine
champions
and
also
a
few
other
things.
So
I
know
this
conversation
is
one
that's
of
great
importance
to
all
of
us,
and
I
think,
dave
in
a
conversation.
D
In
order
to
do
that,
though,
I
do
want
to
take
you
back
in
time
a
little
bit
and
cover
some
territory,
some
reminders
that
we
had
to
do
ourselves
internally
about
where
we
were
at
the
last
time
I
spoke
with
you
back
in
october,
was
the
third
of
the
third
presentation
that
I
had
given
about
the
work
that
we
were
doing
to
expand
and
reopen
city
services.
So
in
october
we
were
in
this
particular
stage,
the
orange
tier,
which
felt
like
for
about
a
hot
second
that
we
were.
D
You
know
in
this
stage
and
then
very
quickly
went
all
the
way.
Back
by
december.
We
were
in
stage
five
again.
It
was.
It
was
disheartening
for
many
of
us,
but
we
also
knew
how
important
it
was
for
our
community
and
for
ourselves
and
for
the
safety
and
health
of
everyone
to
make
sure
that
we
could
undo
everything
that
we
had
had
done,
not
in
terms
of
central
services,
but
certainly
some
of
the
things
that
were
on
the
horizon.
D
At
that
point,
in
time
we
were
coming
to
you
with
some
data,
which
I
want
to
first
remind
you
on
the
next
slide,
that
this
was
the
framework
under
which
we
talked
to
you
about
some
data
about
the
status
of
city
services
and
that
far
left
box.
There
is
the
safe
workplace
and
that
team
made
up
of
facilities
and
safety,
we're
the
ones
who've
been
sort
of
guiding
and
enabling
and
supporting
the
process
for
expanding
and
reopening
city
services.
D
You
know
where
were
we
in
terms
of
operations,
so
we
had
very
few
services
at
that
point
in
time
that
were
under
75,
and
then
we
had
a
very
small
number
of
services
on
the
next
slide
that
we
had
still
been
suspended
and
on
the
next
slide,
we
were
getting
ready
and
through
great
partners
working
with
library
and
prns,
in
particular,
to
figure
out
how
to
expand
services,
and
so
I
just
want
to
pause
there
for
a
second
and
and
say
you
know
we
we
were
ready.
We
were
on
the
cusp.
D
D
So
on
the
next
slide
and
to
give
you
a
sense
of
our
current
status,
I
need
to
take
a
pause
here
and
say:
three
things
number
one:
enormous
gratitude
to
our
departments
who
continue
to
meet
our
asks
for
data
and
with
the
support
of
keith
lewis
and
eric
jensen,
who
are
the
masters
of
data
and
data
visualization.
I'm
able
to
share
a
few
things
with
you,
but
our
departments
have
been
really
responsive.
What
we
did
here
with
respect
to
data,
was
we
organized
it
this
time
differently
by
budget
program?
D
D
I
think,
what's
really
important
is
we
ask
the
departments
to
just
give
us
a
quick
check
mark
about
whether
or
not
this
requires
bringing
employees
back
into
a
city
space?
So
you
can
see
most
of
those
services
in
order
to
get
fully
operational,
require
us
to
think
about
getting
employees
back
into
a
city
space
and
then
on
the
next
slide.
D
D
You
know
this
data
has
been
really
helpful
for
us
to
figure
out
how
to
how
to
prioritize
as
we
are
in
this,
what
I
would
call
liminal
space
of
the
orange
tier
and
trying
to
figure
out
how
we
manage
space
considerations
and-
and
yet
we
also
need
to
think
about
a
second,
really
important
constituent
here.
Sorry
kip,
I
didn't
advance
that
one,
but
the
next
one
also
is
our
employees,
and
this
is
a
another
really
important
consideration.
D
So
we
have
services
that
we
have
to
consider,
and
we
also
have
our
employees
to
consider
and
nothing
happens
in
the
city
without
our
employees
and
so
back
in
october.
I
shared
with
you
that
about
60
percent
of
our
employees,
our
full-time
employees-
this
was
based
on
have
been
working
in
the
field
or
in
a
city
facility
and
yeah
overnight.
D
We
pivoted
about
40
to
working
remote
and,
at
that
point
in
time,
had
about
680
vacancies
and
then
almost
400
people
still
in
the
eoc
and
and
so
to
get
some
feedback
and
some
data
from
our
employees
about
where
they
were
at.
This
slide
essentially
says
from
a
survey.
We
did
back
in
october
that
about
two-thirds
of
employees
who
responded
to
the
survey
and
were
working
remotely
said
that
they
were
satisfied
or
highly
satisfied
with
the
technology,
the
resources
and
the
equipment
that
they
needed
to
work
effectively
and
to
also
do
that
safely.
D
D
D
D
It
facilities
is
number
one.
Our
employee,
health
and
safety
and
well-being
has
to
be
at
the
center
of
what
we
do
and
at
the
same
time
we
have
to
have
the
end
in
mind,
which
is
the
effective
and
efficient
service
delivery.
And
so
how
do
we
think
about
services
first
and,
at
the
same
time
balance
the
considerations
around
employee
health
and
safety?
D
We
have
to
continue
to
work
on
technology
and
process
improvements.
It
doesn't
serve
everybody
the
same
or
everybody.
Well,
we
have
to
continue
to
focus
on
those
who
are
not
being
served
well
in
those
processes
but
to
serve
both
our
employees
and
our
community
continuing
to
invest
in
technology
and
process
improvement.
It's
going
to
be
really
important,
so
we
hope
to
use
those
as
and
and
hope
that
you
will
join
us
in
using
those
five
principles
as
we
consider
how
to
resume
on-site
work
and
reopen
city
facilities
on
the
next
slide.
D
A
couple
of
things
that
I
think
are
super
important.
Clearly
you
heard
from
ann
and
her
team
and
and
and
kip
has
been
really
strong
in
helping
us
understand
that
the
vaccination
pro
vaccination
progress
is
incredibly
important
and
is
serving
us
really
well.
You
know
I've
been
reminded
of
the
la
in
the
last
week
that
our
vaccines
are
really
really
good,
so,
as
the
general
population
reaches
those
thresholds
that
we're
looking
for
85
percent
for
us
in
the
city-
and
I
think
the
county's
target
is
75
percent.
D
That
means
that
we
can
do
things
potentially
if
they
really
relieve
us
of
the
social
distancing
and
some
other
things.
We
can
be
more
safe
in
space
together
by
june
1.
We
believe
all
of
our
employees
who
wanted
to
get
vaccinated
will
be
able
to
have
been
vaccinated,
and
so
that
gives
us
another
sort
of
milestone,
and
we
also
know
that
we
need
to
continue
safety
protocols,
so
we're
waiting
to
see
what
happens
with
social
distancing,
which
is
our
greatest
constraint
on
space.
D
D
So
these
other
considerations
in
terms
of
returning
on
site
again
social
distancing,
I
mentioned
a
few
times-
really
constrains
our
space.
When
that's
relieved
and
the
vaccination
thresholds
have
been
met.
We
are
in
good
good
stead
to
be
able
to
have
folks
in
a
space.
Technology
is
so
tricky
and
so
important
to
what
we
want
to
do,
particularly
in
that
hybrid
environment,
and
so
we
we
really
need
to
be
careful
about
not
overloading
facilities
and
I.t
when
it
comes
to.
How
do
we
figure
out
a
hybrid
environment?
D
Nobody
has
this
figured
out
yet
and
that's
going
to
take
some
time
to
understand
what
works
for
our
employees
like.
What's
the
best
technology,
how
do
we
not
do
something
too
fast
and
then,
lastly,
not
unlike
our
counterparts
in
other
agencies,
we're
working
on
as
a
work
group
making
a
recommendation
for
developing
an
overall
city
goal
for
a
proportion
of
our
workforce
to
work
remote
jennifer
and
I
have
had
many
conversations
about
how
important
we
feel
this
is
going
to
be
to
retention
of
employees
and
also
attraction
of
the
next
generation
leveraging.
D
What
we've
learned
about
what
works
from
a
remote
perspective,
again,
honoring
the
fact
that
services
have
to
come
first
and
how
does
service
delivery
need
to
happen,
and
then
asking
considerations
and
around
what
might
happen
remotely.
So
with
that
kip?
That's
what
I
have
to
offer
up
today.
If
you
want
to
bring
us
home.
B
Thank
you
kelly
and,
and
thank
you
and
and
most
importantly,
the
teams
that
you're
all
working
with
to
make
all
this
possible.
I
I
think
you
both
have
said
it
very
well
I'll,
just
close
there
and
hand
it
back
to
dave
sykes,
our
city
manager,
for
any
concluding
content,
and
we
are
willing
and
able
to
take
any
questions,
feedback
and
comments.
The
council
and
community
may
have.