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From YouTube: 9/22/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council September 22, 2020 Meeting, Agenda Item 3.1
A
San
jose,
okay,
so
today
we're
going
to
get
into
an
update.
We've
got
an
update
from
kipp
on
just
a
standard
eoc
update
and
in
stage
7
of
where
we're
at
we'll
have
kelly.
Give
an
update
on
city
services.
The
city
services
that
we
have
in
in
motion
and
our
plan
for
moving
forward
with
additional
city
services
and
then
benna
and
jackie,
will
give
a
quick
update
on
state
and
federal
action
on
evictions.
A
B
Thank
you,
dave
department,
deputy
city
manager
and
emergency
operations
center
director.
So,
as
dave
mentioned,
just
a
quick
update
on
where
we
are.
B
So
within
the
city's
context,
that
puts
us
now
at
stage
seven
and
we've
realigned
our
own
pandemic
plan,
so
that
it
is
both
color
and
stage
aligned
with
the
state
tiers,
so
there'll
be
at
least
a
little
bit
less
confusion
on
where
we
are
and
where
we
are
this
stage.
7
allows
us
to
continue
our
reopening
process,
which
you'll
hear
more
about
in
greater
detail
from
kelly
later
in
the
presentation
from
the
eoc.
B
Since
we
last
updated
you,
our
work
continues
to
slow
and
reduce
the
spread
of
cobit
19
and
support
our
most
vulnerable,
including
a
few
highlights
coordinated
and
distributed
a
continuing
2.3
million
meals.
A
week
with
no
reported
gas,
our
burnell
emergency
interim
housing
site
has
come
online
they're
currently
about
31
people
there
with
folks
moving
in
daily,
ultimately
78
folks
will
be
living
in
that
site
and
then
two
other
sites.
B
The
addition,
this
first
site
for
singles
the
additional
site
for
couples,
and
then
families
at
evans,
lane
and
roof
ferrari,
will
add
a
total
of
200
beds.
The
emergency
interim
housing.
I
was
actually
out
of
the
site
recently
and
it's
a
really
really
well
done
site.
B
If
you
haven't
had
a
chance
to
go
out
and
visit,
we
have
now
opened
a
total
of
eight
pr
s
pod
sites
as
child
care
facilities
and
school
day,
support
and
we'll
be
preparing
to
scale
that
up
to
as
many
as
24,
depending
on
enrollment
and
demand
during
the
periods
of
poor
air
quality.
Due
to
the
wildfire
smoke.
B
More
than
a
week
ago,
we
opened
experimentally,
a
couple
of
clean
air
centers,
providing
ppe
and
supplies
to
those
who
needed
a
break
and
some
fresh
air
quite
literally,
and
have
refined
the
protocols
and
procedures
around
that,
so
that
we
will
have
that
in
place
going
forward.
We
finalized
and
sent
out
a
greater
downtown
economic
recovery
task
force,
comment
letter
to
state
officials
and
continue
to
be
actively
engaged
in
advocating
from
san
jose
on
the
potential
for
a
fourth
stimulus
package
at
the
federal
level.
Should
there
ever
be
federal
action.
B
We've
provided
several
thousand
copies
of
our
local
assistance,
trifold
brochures
in
multiple
languages,
for
distribution
by
the
county's
business,
empowerment
team
we've
also
coordinated
with
the
county
on
public
health
order,
compliance
by
integration
with
the
county's
compliance
task
force.
Currently,
the
county
has
been
handling
the
vast
majority
of
complaints
and
concerns.
B
Finally,
our
virtual
meeting
engagement
team
continues
to
train
employees
around
the
city
on
how
to
conduct
virtual
community
meetings
so
far,
we've
conducted
11
trainees
and
trained
over
100
160
city
employees.
We
are
also
partnering
with
a
city
clerk
to
develop
a
citywide
virtual
community
meeting
calendar
so
that
people
can
be
involved
in
the
decisions
that
affect
their
lives.
B
So,
let's
dive
right
into
the
city
services
update
with
kelly
parmeley,
the
assistant
director
of
human
resources,
who's
been
leading
our
powered
by
people
2.0
task
force
as
its
director,
which
you
heard
about
the
overall
effort.
Last
time,
we'll
dive
a
little
bit
in
greater
depth
into
the
opening
up
of
services.
Sort
of
as
a
preface
to
this
I
want
to.
I
have
three
framing
comments
before
turning
it
over
to
kelly
and
team.
One
is,
as
we've
looked
at
the
data
we
realized,
we've
never
really
stopped.
B
Two
is
that
it's
not
easy
to
reopen
services
and
three
is
that
we're
still
in
a
public
health
emergency?
So,
while
we're
talking
about
reopening
services,
the
reality
is
most
of
our
work
actually
never
stopped.
Some
highly
visible
services,
such
as
parking
enforcement
were
suspended,
but
the
core
work
of
the
city
continued
if
unseen
from
the
sewer
cleaning,
as
was
highlighted
in
3.1,
to
recycle
pickup
and
everything
in
between
for
the
most
part.
B
When
you
look
at
the
numbers
of
employees,
we
either
continued
providing
essential
services
in
a
different
way
or
were
redeployed
to
the
emergency
response
and
new
services
like
feeding
the
hungry.
Second
point:
as
we
seek
to
reopen
the
services
we
did
shut
down,
we
are
finding
that
resuming
services
is
a
lot
harder
than
simply
stopping
them.
Even
if
you
figure
out
what
works
for
the
individual
service,
it
may
not
work
for
related
or
adjacent
surfaces.
B
As
an
example,
we
now
have
significant
new
constraints
on
buildings
and
facilities
with
social
distancing
requirements
that
we
didn't
have
to
worry
about
before,
for
example,
elevator
capacity
in
multi-story
buildings
such
as
city
hall,
is
now
almost
always
the
critical
bottleneck
in
how
many
people
we
can
return
to
work
effectively
in
that
location,
and
so
we
have
to
balance
out
one
service
against
the
other
and
not
simply
take
into
account.
Can
we
open
this
service
by
itself
and
then?
Finally,
third
point
is
we:
we
do
continue
to
be
in
this
public
health,
emergency
and
we've.
B
There
is
still
substantial
risk,
as
indicated
by
the
tier
that
we're
in
and
we
need
to
meet
our
responsibility
to
keep
both
our
workforce
and
the
public
safe,
all
of
which
involve
looking
at
all
of
these
services
together,
rather
than
individually
kelly's,
going
to
walk
you
through
our
current
plan
and
the
team's
work
on
this
in
much
more
detail.
So
I'll
pass
it
over
to
her
kelly.
C
Thank
you
kip
good
afternoon,
mayor
and
council
kelly,
parley
assistant
director
for
hr
and
also
leading
the
powered
by
people
2.0
team
out
of
the
eoc.
Just
to
give
you
a
little
preview
of
where
I'm
going
with
the
update.
I
just
want
to
connect
how
this
expansion
and
reopening
of
services
is
related
to
a
prior
presentation.
C
I
gave
around
power
by
people
2.0
I'll,
give
you
a
bit
of
a
timeline
going
back
to
shelter
in
place
up
to
present
in
terms
of
what
we've
done
with
expansion
and
reopening
of
services
and
then
talk
a
little
bit
about
what
it
takes
to
create
a
safe
workplace
in
terms
of
people
and
process,
and
then
just
a
little
bit
about
kind
of
what's
next
in
terms
of
stage
seven
and
beyond,
and
go
to
the
next
slide
kit.
C
So
if
we
can
jump
right
to
the
circle,
this
may
be
familiar
to
you
from
my
last
presentation,
but
I
think
it's
worth
putting
forward
again.
C
Priority
number
one
is
a
safe
workplace,
and
that
includes
employees
in
the
public
as
we
have
more
services,
expand
or
reopen
two
major
pillars:
supporting
a
safe
workplace
are
effective
teams,
and
how
do
we
manage
that
and
predominantly
remote
environment,
but
also
teams
are
working
in
the
field
and
in
city
spaces,
and
then
how
do
we
use
opportunities
and
innovations
around
drive
to
digital,
to
also
support
that,
and
then
all
of
the
items
around
the
circle
give
a
sense
of
all
the
things
that
we're
thinking
about
in
terms
of
supporting
a
safe
workplace
and
also
being
able
to
plan
and
support
for
the
expansion
and
reopening
of
services
and
from
that
work.
C
If
you
go
to
slide
the
next
slide,
we
came
up
with
four
objectives.
Oh
sorry,
I
forgot
about
the
teams
in
order
to
do
this
response
to
recovery,
that
meant
for
those
four
objectives.
C
We
launched
four
teams
and
there
are
more
folks
behind
those,
but
also
created
a
governance
structure
in
which
we
could
vet
and
and
share
with
folks
what
we
were
doing
and
things
that
we
were
struggling
with,
and
so
the
next
slide
shows
the
four
objectives
and
the
one
I
want
to
focus
on
is
safe
workplace,
because
the
safe
workplace
team
is
is
handling
a
whole
lot
in
order
to
support
both
the
reopening
and
expansion
of
services,
but
also
planning
to
get
ahead
to
try
to
get
ahead
of
the
curve
in
terms
of
putting
both
facilities
and
safety
protocols
in
place.
C
And
we
can
go
right
to
the
timeline,
so
back
march,
17th
with
shelter
in
place
prior
to
shelter
in
place,
each
of
the
departments
submitted
something
called
a
continuity
of
services
plan
or
something
we
affectionately
in
the
emergency
operations
center
called
coops
from
the
collection
of
information
from
those
departments
and
in
addition
to
that
vetting
things
with
eoc
leadership.
We
identified
about
265
city
services.
C
In
this
period
of
time,
we
were
able
to
learn
a
lot
both
in
terms
of
science
guidance
from
the
county,
best
practices.
The
safety
team
spent
a
lot
of
time
researching
and
using
consulting
support
about
what
we
could
do
and
how
we
needed
to
do
it,
and-
and
while
it
was
a
bit
of
a
messy
time
for
folks
in
terms
of
what
are
the
best
practices
for
codes
of
safe
practice.
And
what
do
we
need
to
do
from
a
facility's
perspective?
C
I
couldn't
believe
the
number
of
conversations
around
which
plus
piece
of
plexiglas
to
use
and
which
was
most
appropriate
for
an
environment,
but
in
the
process
of
doing
that
and
learning
more
12
city
services
were
reopened
for
expansion,
and
you
can
see
those
identified
to
the
left
and
again
they
vary
in
grain
size
in
terms
of
scope
and
depth.
We
were
able
to
open
or
expand
in
many
instances,
12
more
and
at
that
point
in
time,
we'd
stood
up
another
service
in
the
eoc
related
to
child
care
and
summer
camps.
C
That
doesn't
mean
that
they
were
fully
deployed
or
implemented,
but
we
began
thinking
and
planning
for
those.
In
addition
to
that,
I
think
it's
notable
that
almost
600
employees
have
been
reassigned
to
the
eoc,
and
that
includes
in
the
leadership
branch
as
well
as
the
folks
working
out
in
the
field.
So
that
was
a
lot
in
april
may
and
june.
C
So,
if
we
go
into
stage
six,
we
get
to
also
put
a
lot
more
in
place
to
be
able
to
feel
comfortable
and
confident
in
safety
practices
and
facilities.
Modifications.
C
In
this
case
we
open
reopened
or
expanded
13
more
city
services.
The
eoc
worked
on
digital
inclusion
and
a
lot
of
activity
around
beautify
san
jose.
C
A
couple
of
things
of
note:
the
police
administration,
building
the
police
communication
building
I'll
just
note
where
a
lot
of
work
in
terms
of
making
sure
that
that
could
be
modified
and
the
right
safety
practices
put
in
place,
but
we're
also
dealing
with
how
do
we
do
a
little
bit
more
with
animal
care
and
rabies
vaccinations.
C
For
example,
we
also
the
learning
pods
were
coming
online
in
terms
of
planning,
and
I
learned
from
that
experience
that,
while
we
had
potentially
used
the
same
locations
for
child
care
or
summer
camps,
there
was
a
lot
of
modification,
or
at
least
consideration
around
how
you
would
then
redeploy
learning
pods
in
those
same
potentially
same
locations.
So
it
causes
a
lot
for
the
safety
and
facilities
team
to
be
able
to
retool
sites
when
new
services
are
opened.
C
It's
not
necessarily
business
as
usual
by
this
time,
the
city,
the
eoc
staffing,
is
at
about
300
folks.
So,
as
we
get
into
september
here
more
recently
and
in
stage
seven,
we
recently
expanded
or
reopened
an
additional
seven
city
services,
and
you
can
see
those
listed
there.
In
particular,
we
had
to
pivot
pretty
quickly
in
order
to
do
some
real,
strong
support
for
the
census.
Canvassing
kiosks
and
tabling
also
required
a
lot
in
terms
of
what
are
the
right
practices
and
code
of
safe
practices
to
do
that.
C
How
do
we
assess
that
and
then
how
do
we
make
sure
that
folks
have
the
right,
personal
protective
equipment
and
are
prepared
to
do
that?
Work-
and
you
can
see
other
ones
listed
there,
so
that's
what
we've
accomplished
thus
far
in
terms
of
from
from
shelter
in
place
to
where
we're
at
right
now
so
just
describe
for
you
just
a
little
bit
about
what
it
takes
and
what
we've
learned.
I
want
to
share
a
little
bit
about
process
and
people.
C
If
you
go
to
the
next
slide,
there's
five
major
things
I
would
I
would
point
out
in
terms
of
timing,
so
the
departments
back
prior
to
march
had
submitted
these
coupes
or
continuity
of
operations
plans
again
in
may.
We
asked
them
to
submit
another
round
of
those,
but
this
time
tooled
toward
what
are
your
priorities
for
expansion
and
reopening
of
services.
C
C
Around
june
1st,
we
commissioned
the
eoc
powered
by
people
team,
which
was
not
only
focused
on
this,
but
also
how
do
we
think
about
the
workforce
going
forward
for
the
next
year
or
so
by
mid-june,
we
went
after
those
submissions
from
the
departments
and
met
with
each
of
the
departments
to
hear
from
them
about
what
their
priorities
were
in
terms
of
expanding
and
reopening,
as
well
as
some
of
the
challenges
that
they
might
be
facing
and
other
issues
that
we
might
have
to
deal
with
like.
C
Can
somebody
stay
remote
or
can
somebody
return
to
remote
if
we're
able
to
find
laptops?
So
all
kinds
of
conversations
happen
with
the
departments
at
that
point
in
time,
and
we
learned
a
lot
from
talking
with
them.
By
the
end
of
june,
we
had
established
an
initial
eoc
request
and
review
process
for
opening
or
re-expanding
services.
C
This
was
important
because
of
all
the
things
that
kip
mentioned.
There
may
be
things
that
seemed
viable
to
open,
but
if
there
wasn't
a
broader
perspective
from
an
eoc
executive
leadership
team,
you
could
end
up
with
services
reopening
and
colliding
with
others,
or
maybe
not
enough
safety
or
facilities
folks
to
do
both
at
the
same
time.
C
C
We
went
back
in
august
to
refine
the
process,
make
sure
we
had
the
right
tools
for
the
departments.
We
were
clear
about
the
process,
I
mean
you
can
imagine,
given
the
size
and
range
of
our
departments,
it's
difficult
to
get
the
process
communicated
down
through
the
organization
and
everybody
was
working
a
lot.
C
This
work
is
a
heavy
lift
and
I
want
to
honor
and
acknowledge
our
safety
and
facilities.
Folks
on
the
safety
side
folks
are
putting
in,
and
you
all
are
aware
of,
some
of
the
basic
practices
around
face
coverings
and
hand
washing
and
social
distancing,
but
for
every
single
opportunity.
We
have
to
expand
and
reopen
we're
having
to
look
at
individual
positions
in
some
instances
and
they
develop
codes
of
safe
practice.
C
On
the
other
hand,
we
then
have
the
facilities,
folks,
who
are
going
out
and
making
sure
that
the
physical
workplace
can
support
the
behavioral
things
and
in
terms
of
what
the
health
and
safety
folks
are
are
putting
together
and
and
so
it's
a
partnership,
and
it's
been
an
amazing
partnership.
C
So
I
want
to
acknowledge
them
here,
they're,
a
talented
group
of
folks
that
I
would
never
have
thought
as
an
assistant
director
for
hr.
I
would
be
spending
this
much
time
with
and
have
learned
so
much
from
so
in
terms
of
building
safe
spaces.
C
In
addition
to
that,
we
have
tapped
38
department,
safety
liaisons,
so
we've
asked
folks
in
each
department
to
identify
somebody
as
a
safety
liaison
who
can
be
a
resource
to
departments
who
can
be
a
conduit
and
a
hub
for
communication
when
we
recognize
that
supervisors
weren't
aware
of
a
lot
of
the
practices
and
policies,
hats
off
to
joe
gregory
and
sarah
steele,
who
trained
over
500
supervisors
in
a
very
short
period
of
time
on
what
was
happening
because
so
much
have
been
happening
so
quickly,
safety
protocols,
establishing
20-plus
safety
protocols.
C
I
want
to
make
a
note
here
that
there
are
basic
codes
of
safe
practice
and
then
often
have
to
be
modified
or
re-modified
based
on
the
very
specific
gas.
That's
happening,
launched
a
really
cool
safety
tool
kit,
again
a
resource
for
departments
and
safety,
liaisons
and
trained
them
on
that
performed
about
30
facility
safety
assessments,
and
these
are
in
partnership
between
safety
and
facilities
again
signing
off
in
a
very
specific
way
that
we're
confident
we
put
the
best
things
in
place
in
terms
of
physical
improvements
about
nine
of
the
50
community.
C
Centers
have
had
physical
improvements.
Those
continue
to
evolve
and
move
on
a
daily
basis.
12
of
23
library
express,
pickup
locations
have
been
had
physical
improvements
to
them.
18
and
18
floors
in
city
hall
have
had
improvements
done
about
95
of
the
ones
that
need
to
be
completed
are
completed.
C
Two
of
the
yards
have
had
physical
improvements
and
then
we've
had
four
other
facilities:
airport
regional
wastewater
facility,
the
police,
administration
and
communications
building,
so
they've
been
hard
at
work
and
a
lot
more
to
go
and
constantly
trying
to
respond
in
the
moment.
At
the
same
time,
trying
to
get
ahead,
we've
been
focused
on
how
to
prioritize
how
to
get
ahead
of
the
game
in
terms
of
preparing
to
have
spaces
ready
so
in
terms
of
facilities,
common
area,
safety
improvements.
So
there's
two
aspects
to
this:
at
least
from
a
facility's
perspective.
C
One
is
the
common
and
shared
areas,
and
while
some
of
those
vary
a
bit
in
particular,
most
of
us
are
familiar
with
city
hall.
Each
floor
is
slightly
different.
It
gets
a
little
bit
more
interesting
as
you
move
out
into
community
spaces
in
terms
of
how
you
do
common
area
improvements,
but
it's
a
wide
range
of
things.
Touchless
fixtures,
if
you've
been
in
you've,
noticed
many
of
those
bagging
the
drinking
fountains,
making
signage
and
floor
markings
in
break
rooms,
elevators
and
signage,
the
lobby,
spaces
stairwells
and
floor
markings
office
ways.
C
Aisleways
actually
have
floor,
markings
in
them
now
and
then
entryways
we're
doing
health
screening
and
signage.
So
a
lot
of
work
just
to
get
from
a
physical
perspective,
a
common
area
safe.
The
second
one
is
when
we
do
return
or
reopen
a
service
that
involves
bringing
employees
back
into
a
space,
there's
a
very
specific
assessment
that
occurs,
and
so
it's
not
if
any
floor
of
the
18th
floors
or
of
the
18
floors
in
city
hall
are
pretty
different.
C
So
when
an
employee
or
group
of
employees
are
about
to
return
to
a
space
or
need
to-
and
we
did
a
good
example-
is
of
the
second
floor,
a
very
particular
assessment
has
to
come
in
and
so
you're
looking
at
furniture
you're
looking
at
equipment
like
ppe
distribution,
how
much
of
it
is
needed
floor
markings
again,
very
specific
and
tailored
to
that
office.
Space,
wireless
doorbells,
workstations
partitioning,
particularly
plexiglas
partitions,
and
where
do
you
put
those
how
many
of
you
put
them?
Do
you
do
them
tall?
C
So
I
wanted
to
call
this
wash
rinse
and
repeat
because
I
think
one
of
the
biggest
learnings
for
all
of
us,
as
we
particularly
have
moved
into
doing
more,
bringing
more
back
online
or
retooling
spaces
for
an
additional
or
an
alternative
service.
I
think
a
good
example
is
the
child
care
and
summer
camps
to
learning
pods.
Is
that
it's
not
a
static
process?
It's
not
a
one
and
done
activity.
C
It's
something
where,
when
something
changes,
safety
and
facilities
has
to
go
back
out
and
make
sure
and
ensure
that
that
space
it
doesn't
need
to
be
altered
in
another
way,
do
we
need
to
have
a
different
code
of
safe
practice,
given
what
people
are
doing
functionally?
So
I
think
that's
the
biggest
learning
for
me,
but
also
we
talk
about
it.
A
lot
as
a
team
is:
how
do
we
make
sure
that
we're?
However,
things
are
changing,
that
we're
keeping
up
with
them
so
in
terms
of
stage
seven
and
beyond.
C
C
We're
well
aware
that
there's
a
large
segment
of
our
potential
population
who
cannot
do
things
related
to
first
floor
services
and
that
we
have
to
be
prepared
to
potentially
bring
the
public
back
in
and
it's
a
complicated
one
but
they're
working
on
it
as
we
speak,
we've
been
in
working
with
prns
in
terms
of
happy
halo
park
and
zoo,
as
kit
mentioned
up
to
24
learning
pods.
That
will
require
a
fair
amount
of
expansion.
C
If
we
have
that
demand
to
do
that,
there's
a
series
of
wi-fi
access
events
going
on
in
terms
of
digital
inclusion
and-
and
one
that's
interesting
for
us
in
hr-
is
that
throughout
the
hiring
process
there
are
certain
activities
where
it's
actually
merited
and
we
need
to
bring
folks
in
to
a
city
hall
space
in
order
to
accomplish
the
hiring
process.
So
that's
an
ongoing
activity
and
we've
seen
more
activity
of
late.
C
I
think
the
big
thing
for
going
forward
is
again
the
process
that
I
mentioned
on
a
two-week
cadence
we're
using
an
executive
team
to
review
the
process
for
expanding
or
reopening
services.
We
accommodate
things
in
between
for
sure,
but
making
sure
that
we
have
a
sound
process
in
place
and
that
we
can
feel
really
confident
that
we've
got
the
right
safety
practices
and
facility
modifications
in
place
as
well.
So
with
that
kip,
I
don't
know
if
you
want
to
add
anything
in
conclusion,
but
that's
what
I've
got.
B
Thank
you
kelly
and
thank
you
team.
I
I
think
in
conclusion,
I
just
first
want
to
extend
enormous
thanks
to
kelly
and
all
of
the
staff
who've
been
working
tirelessly
to
to
help
us
resume
services
in
many
cases,
pulling
double
duty
with
other
work,
either
in
the
eoc
or
or
their
normal
roles.
I
think
at
this
point
you
know
one
of
the
primary
bottlenecks
on
what
we
can
do
now
that
we've
figured
out
how
to
do
things
safely.
B
Is
the
people
to
do
them,
and
so
I
throw
up
this
slide
with
the
parts,
an
extended
road
map
of
what
we're
doing
in
the
emergency
operations
center
kelly
kind
of
took
you
through
the
build
of
of
the
different
services
that
we've
added
in
the
emergency
operation
center
from
really
january
to
today.
B
Here
you
see
a
visual
of
those.
The
ones
that
are
outlined
in
in
yellowist
orange,
which
is
most
of
them,
are
new
services
for
the
city
that
we
had
not
been
done
doing
before,
and
so
all
of
these
services
have
a
team
behind
them.
All
of
these
services
are
powered
by
people,
and
I
think
at
this
point,
our
biggest
constraint
in
in
continuing
to
open
up
services
is
really
making
sure
that
we
have
the
people
that
we
need
to
do.
B
The
emergency
response
and
recovery
work
as
well
as
provide
those
services,
but
I
believe
that
kelly
and
her
crew,
the
safety
team
and
the
facilities
team
in
particular,
have
really
come
up
with
a
methodology
that
makes
sure
that
our
workers
are
safe
and
the
employee.
The
public
is
safe
when
they're,
interacting
with
our
workers
and
I'm
very
proud
of
that
work,
and
we
will
continue
to
push
to
reopen
more
and
more
services,
realizing
that
we
have
this
inherent
tension
between
continuing
our
emergency
response
and
the
reopening.
B
So
with
that,
I
think
we're
moving
to
our
next
item,
which
is
an
update
on
state
and
federal
action
on
evictions
and
we'll
hear
from
first
from
benna
chang,
our
director
of
intergovernmental
relations
and
then
from
jackie
morales
ferrand,
our
director
of
housing
benna.
I
believe
it's
you.
D
Great,
thank
you
so
much
kim
so
benna,
I'm
the
director
of
undergovernmental
relations
for
the
city
of
san
jose
and
here
just
to
give
a
quick
update
on
both
state
and
federal
actions
around
evictions.
So,
on
the
state
site
on
august
31st,
the
governor
signed
ab3088
as
an
urgency
bill
ab
3088
took
effect
immediately.
The
bill
was
the
result
of
a
lot
of
negotiations
between
landlords,
banks
and
tenants,
and
it
primarily
allows
additional
time
for
renters
to
pay
rent
if
they're
negatively
impacted
by
coving
it.
D
It's
important
to
also
note
that
the
state
did
not
end
up
taking
action
on
commercial
evictions.
As
a
city
we've
continued
to
express
to
the
governor
and
to
go
biz
the
importance
of
commercial
protections
and
the
impact
of
the
commercial
eviction
moratorium
on
the
city
of
san
jose.
On
the
federal
side.
D
On
august,
8th,
the
president
issued
an
executive
order
that
directed
the
centers
for
disease
control,
the
cdc
to
look
at
preventing
residential
evictions
and
subsequently
the
cdc
took
action
through
an
order
that
halts
evictions
for
people
who
can
demonstrate
that
they
have
lost
substantial
income
and
are
making
best
efforts
to
pay
nationally.
Many
advocacy
organizations
are
calling
for
financial
rental
assistance
to
go
along
with
the
cdc's
actions.
D
Unfortunately,
congress
is
at
a
standstill
in
terms
of
negotiations
on
a
fourth
stimulus
package
right
now,
there's
been
a
lot
of
back
and
forth
and
different
proposals
from
different
caucuses
and
from
the
republicans
and
the
democrats.
But,
however,
negotiations
have
really
stalled
and
we
don't
anticipate
that
any
action
will
be
taking
place
before
the
election.
So
with
that,
I
wanted
to
pass
it
on
to
jackie
to
talk
about
a
little
bit
more
detail
of
these
two
actions.
D
E
E
E
Under
the
law
eviction
proceedings
can
begin
on
october
5th
for
non-covet
19
protected
tenants.
City
of
san
jose
residents
are
subject
to
san
jose's
period
to
pay
march
through
august.
Rent
under
san
jose's
ordinance.
Tenants
must
pay
50
of
their
rent
within
six
months
of
september.
First
by
february,
28
2021
and
tenants
have
until
august
31st
2021
to
pay
the
entire
march
through
august
2020.
Rent
balance,
the
tenant
relief
act,
prohibits
any
further
local
legislation
affecting
rent
between
march
1st
through
january
31st
2021.
E
E
E
E
The
time
period
covered
by
the
act
is
between
march
2020
through
january
2021,
for
rent
owed
between
march
through
august
2020.
Tenants
cannot
be
evicted
if
they
provided
their
landlord
with
the
declaration
of
covet
19
related
financial
distress
within
15
days
of
receiving
a
notice
of
failure
to
pay
rent.
E
E
B
E
E
The
landlord
must
provide
an
unsigned
unsigned
copy
of
this
declaration
to
the
tenant
when
they
serve
the
non-payment
of
rent
notice,
the
15-day
time
limit
for
the
tenant
to
sign
and
return.
The
declaration
of
covet
19
related
financial
distress
starts
the
day
after
the
notice
is
personally
delivered
to
tenants
and
ends
15
business
days
later,
excluding
weekends
and
holidays.
So,
as
you
can
see,
there
is
quite
a
procedure
that
has
to
be
followed
and
the
housing
department.
E
B
Thank
you
jackie.
Now
we're
going
to
go
in
for
a
deep
dive
into
our
strategic
communications
plan,
which
focuses
on
those
most
at
risk,
our
most
vulnerable
communities
and
non-english
speakers,
and
for
that
we're
going
to
bring
forward
our
twin
emergency
public
information
officers,
carolina
camarena
and
colin
haney
to
walk
us
through
their
work
and
the
work
of
their
team.
Carolina
colin
thank.
F
You
thank
you
kip
carolina.
I
am
the
co-lead,
alongside
with
my
colleague,
colin
hayne,
and
my
day.
Job
is
the
public
information
manager
for
the
department
of
parks,
recreation
and
neighborhood
services,
and
before
I
dive
into
presenting
the
eoc
communication
strategic
plan
for
our
most
vulnerable
communities,
I
want
to
just
do
a
little
bit
of
a
recap
of
what
the
epio
has
done.
F
Thus
far,
a
lot
of
the
information
is
on
the
slide,
but
I'm
going
to
highlight
three
of
the
tactics
we
have
produced
close
to
40
social
media,
influencer
videos,
it's
important
that
our
communities
can
resonate
with
the
information
that
we
are
placing,
and
so
here
you
will
see
a
member
of.
F
A
local
band,
they're
multi-grammy
award
winners
and
for
our
spanish-speaking
community
they're
like
the
rolling
stones
big
deal
in
our
own
city,
so,
in
addition
to
los
vigres
del
norte,
we
had
other
culturally
appropriate
social
media
influencers
again
for
a
total
of
just
under
40,
and
we
did
that
in
five
different
languages.
F
You're
all
aware,
with
the
flash
reports
we've
sent
out
about
140
of
them
and
while
the
majority
of
them
are
coved
related,
I
think
it's
important
to
note
that
we've
had
other
emergencies
during
this
pandemic,
including
the
rolling
blackouts
and
most
recently,
the
wildfires
and
then.
Lastly,
I
wanted
to
spend
a
little
bit
of
time
with
the
behavioral
messaging.
So
previously
that
was
an
omni-channel
approach
meant
to
reach
the
masses
and
the
messages
that
were
chosen
were
informed
by
data
and
they
were
research
on
their
effectiveness
on
memory
retention
next
slide.
F
So
now
that
we've
talked
about
the
past,
I
want
to
talk
a
little
bit
about
the
present
and
the
future.
We
have
developed
a
very
robust
strategic
communications
plan
focused
on
reaching
our
most
at-risk
communities
and
non-english
speakers.
The
plan
aligns
with
the
goals
and
priorities
of
the
eoc
roadmap.
Through
the
epidemic
it
outlines
strategies
focused
again
on
our
hardest
to
reach
communities
along
with
the
general
population.
F
I
want
to
spend
a
little
bit
of
time
talking
about
the
approach
of
the
plan
and,
yes,
I
will
be
repeating
a
bit
of
what
I've
already
said,
but
it's
important
to
repeat
that
we
are
prioritizing
the
most
vulnerable
to
covert
19
and
its
effects,
residents
and
businesses
who
are
less
connected
to
our
city
of
san
jose
communication
channels
and
services.
Our
low-income
residents
and
our
non-english
speakers
are
monolingual,
non-english
speakers.
F
F
The
plan
is
a
living
document
and
it
will
evolve
to
meet
the
needs
of
our
community.
A
few
weeks
ago,
we
received
data
that
again
highlighted
the
need
to
reach
residents
who
live
in
apartments,
multi-family
dwellings
or
shared
spaces,
and
we
are
keeping
a
I
unzip
code,
95117
okay,
so
this
would
be
slide
three.
What
is
it
that
we
want
to
communicate
well
to
our
residents?
There
are
four
main
messages
and,
in
a
nutshell,
it's
get
tested.
So
free
testing
is
available,
supported,
isolation
services
are
available.
F
We
want
to
make
sure
that
they
know
what
resources
are
available
through
our
virtual
local
assistance
center
and
we'll
continue
to
talk
about
staying,
safe,
wearing
your
mask,
washing
your
hands
and
maintaining
social
distance
for
our
business
for
our
business
community.
We
want
three
main
messages:
resources
that
are
available
to
them
through
the
virtual
local
assistants
and
other
resources.
F
We
want
them
to
understand
that
testing
is
the
path
to
reopening
and
we
want
them
to
encourage
their
employees
to
get
tested,
and,
lastly,
we'll
continue
to
promote
new
state
and
county
health
orders
as
they
impact
our
business
community.
Next
slide.
Please
skip
okay,
so
community-based
social
marketing
strategies
are
the
foundation
of
this
plan,
they're
proven
very,
very
effective
in
changing
behavior
or
helping
people
adopt
new
behavior.
F
You
see.
The
word
prompts
up
here
and
props
is
just
a
really
fancy
marketing
term
for
reminders,
so
you're
at
the
grocery
store
and
you've
got
food.
On
your
mind
already,
you've
got
your
shopping,
cart
and
you're
going
to
see
an
ad.
That
is
going
to
remind
you
to
take
a
test,
it's
free,
but
we'll
also
let
you
know
that
we
have
food
resources
available
through
our
food
and
distributions
necessities.
Branch
as
well
as
our
community
partners.
F
You'll,
see
other
things
like
tent
cards
in
your
dining
alfresco
you're
at
a
table
there
will
be
a
tent
card
that
will
tell
you
where
your
mask
and
again
get
tested.
Another
strategy
is
what
they
call
social
norms.
We
as
humans
are
likely
to
do
what
our
role
models
do
and
we've
already
been
employing
the
tactic
of
social
media.
Influencers
we're
going
to
do
some
advertisements,
we
want
to
advertise
in
all
our
ethnic
media,
that's
print,
radio
and
tv.
We
also
want
to
advertise
on
youtube
and
facebook
and
a
few
other
social
media
channels.
F
We
are
in
and
moving
to
the
recovery
phase,
we
are
working
with
our
community
and
economic
recovery
branch
and
working
with
our
community
and
non-profit
partners
to
ensure
that
they
have
the
resources
they
need
to
help
amplify
these
messages
to
our
residents
and
the
same
for
our
neighborhood
business
districts
and
ethnic
chambers.
We
want
to
work
with
them
as
well,
so
that
they
are
empowered
and
have
the
information
they
have
to
provide
the
information
to
small
businesses
and
then,
lastly,
we
want
to
partner
with
you
all.
F
We
need
your
help.
We
would
like
you
to
help
us
identify
critical
business
areas
and
we'd
like
you
to
help
us
promote
these
messages
to
your
residents
and
your
businesses.
So
a
little
bit
of
homework
for
you
all.
You
will
be
hearing
from
the
epio
branch,
and
with
that
I
conclude,
the
presentation
kip.
B
Thank
you
carolina
and
colin,
and
your
team
for
all
the
great
work
you've
done,
especially
stepping
in
so
quickly
and
building
out
this
this
great
plan.
I
want
to
close
this
section,
our
3.1,
by
highlighting
one
of
our
two
of
our
amazing
partners.
In
this
case,
emergency
management
is,
is
a
team
sport
and
we
don't
do
this
alone
and
we
do
this
with
partners
and
in
this
case
the
partners
that
I
want
to
highlight.
B
Are
those
who've
been
really
related
to
our
the
actions
around
evictions
that
you
heard
jackie
and
bennett
talk
about
want
to
highlight
both
the
law
foundation
and
the
county
office
of
supporting
supportive
housing.
They've
set
up
innovative
new
approaches
to
helping
tenants
and
landlords
work
through
potential
eviction
issues
and
as
a
result,
we
recognize
them
here.
The
law
foundation
has
developed
a
collaborative
court,
which
is
this
pre-trial
form
that
resolves
issues
prior
to
going
to
a
superior
court.
B
They've
conducted
outreach
to
educate
the
community
on
the
various,
as
you
can
see,
complicated
eviction
moratoriums
at
the
city,
county,
state
and
federal
level,
and
they
offer
free
legal
information
and
counseling
to
the
entire
rental
community.
The
county
of
santa
clara,
specifically
the
county
office
of
supportive
housing,
has
been
an
excellent
partner.
They've
implemented
a
housing
mediation
program.