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From YouTube: 10/20/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council October 20, 2020 Meeting, Agenda Item 3.1
A
Okay,
so
next
I'll
give
a
little
bit
of
a
preview
here
of
today's
covet.
Update,
kip
and
andrew
will
provide
an
update
on
our
move
from
stage
eight
or
tier
three
we'll
also
have
an
eoc
update
from
kip,
and
I
just
want
to
acknowledge
a
couple
of
things.
The
the
memo
from
council
member
perales
on
alfresco,
we'll
be
looping
back
on
on
that
issue
also,
today
received
a
joint
letter
from
the
downtown
association
and
svo
requesting
expansion
of
alfresco
to
from
10
o'clock
to
midnight.
A
We
certainly
open
to
feedback
recognizing
that
we
need
your
support
and,
and
hopefully
today's
presentation
positions
us
well
to
be
able
to
communicate
our
status
as
a
city
in
terms
of
providing
services
and
then
finally,
we
will
do
a
reflection
of
some
of
the
artwork.
That's
been
done
through
covid.
I
think
that's
it's
important
to
that.
We
see
some
of
the
emotions
and
feelings
being
felt
by
our
community
during
this
time,
and
so
I'm
going
to
pass
it
off
to
kip
to
to
begin
the
formal
presentation.
B
Thank
you
dave
good
afternoon,
mayor
city,
council
and
members
of
the
public,
kip
harkness,
deputy
city
manager
and
director
of
the
emergency
operations
center
on
behalf
of
all
the
employees
in
the
emergency
operations
center
and
across
the
city
who
have
been
responding
to
coca-19.
I
want
to
take
a
few
minutes
to
update
you
on
a
response
over
the
last
months
month.
B
C
C
The
new
health
equity
metric
released
by
the
state
requires
that,
in
order
to
advance
to
the
to
advance
to
the
next,
less
restrictive
tier,
a
county
must
meet
not
only
the
original
case
rate
and
positivity
rate
metrics,
but
also
a
test
positivity
metric.
In
specifically
those
census
tracts
that
fall
within
the
lowest
quartile
of
the
healthy
places.
C
This
slide
provides
a
summary
of
changes
now
that
the
county
and
therefore
the
city
is
now
in
tier
three.
The
major
differences
of
tier
three
compared
to
previous
tier
two
restrictions
are
that
indoor
pools
may
now
open
indoor
movie
theaters
may
now
operate
at
limited
capacity.
Indoor
worship
services
are
now
allowed
at
limited
capacity.
C
Indoor
dining
operations
and
wineries
may
now
operate,
but
at
limited
capacity
bars,
brew,
pubs
and
breweries
that
do
not
serve.
Food
may
now
operate
outdoors.
Family
entertainment
centers
can
operate
indoors
at
limited
capacity,
as
can
card
rooms,
indoor
shopping
malls
and
other
retail
businesses,
as
well
as
gyms
and
fitness,
centers
and
museums
in
zoos.
C
It's
important
to
note
that
for
some
of
these
sectors
and
businesses,
county
guidelines
are
stricter
than
the
state
guidelines
and,
as
the
county
reminds
us
regularly,
the
stricter
of
any
restrictions
apply.
So
we
encourage
all
members
of
the
public
to
follow
the
guidelines
put
out
by
the
county,
which
encompass
both
the
county
guidelines
and
the
state
guidelines.
B
It's
notable
in
listening
to
these
updates
that
the
process
of
opening
back
up
is
much
much
more
complex
than
the
act
of
going
into
shelter
in
place
back
in
march,
as
dr
sarah
cody
has
said,
it
is
only
going
to
get
harder
previously.
We've
discussed
with
city
council
on
the
public
what
we
viewed
as
the
three
challenges
of
now
the
public
health
challenge,
the
economic
challenge
and
the
resulting
fiscal
challenge
that
we're
facing
due
to
covet
19..
B
At
this
point,
it's
clear
that
there
are,
in
fact
at
least
five
complex
and
interrelated
challenges
we
find
ourselves
facing
all
at
once.
Challenge
four
is
addressing
systemic
racism
and
advancing
equity
by
reimagining.
How
we
serve
the
community
to
reverse
patterns
of
systemic
racism
and
create
an
equal
valley
of
opportunity
for
all.
This
has
always
been
with
us,
but
is
laid
bare
and
made
more
visible
by
this
pandemic
challenge.
Five
is:
how
do
we
respond
to
environmental
conditions
that
have
been
exacerbated
by
climate
change
like
wildfires
power,
shut-offs
that
affect
our
city
and
create?
B
B
So
as
we
move
forward,
it's
important
that
we
ground
ourselves
in
first
principles
and
for
the
emergency
response
within
the
emergency
operation
center.
We
have
embodied
our
stro
strive
to
embody.
Three
principles,
be
compassion
in
action,
put
the
community
and
the
people
at
the
center
of
what
we
do
be
open,
candid
and
direct,
don't
be
afraid
to
speak.
B
The
truth
be
honest
about
what
doesn't
work
and
then
act
as
one
team,
even
if
there's
friction,
even
if
there's
tension,
even
if
we
don't
always
agree
work
as
a
single
team
to
try
to
be
compassion
in
action.
So,
with
these
principles
as
our
guide,
our
emergency
operations
center
has
continued
to
work
to
slow
and
reduce
the
spread
of
cobit
19
and
support
our
most
at-risk
population.
I
want
to
give
us
a
couple
of
quick
highlights
before
we
dive
into
city
services.
B
So
over
the
past
month,
since
our
last
covet
19
update
to
city
council,
we
have
led
by
our
non-profit
and
community
partners,
coordinated
the
distribution
of
approximately
9
million
meals
county-wide,
with
no
reported
significant
gaps
during
item
3.5
you'll
hear
in
more
detail
about
the
evolution
and
transition
of
some
of
our
food
distribution
work
and
the
details
about
how
we
will
continue
to
address
food
insecurity
and
support
the
county
in
their
leadership.
County-Wide.
B
The
emergency
interim
housing
branch
has
continued
to
work
on
three
separate
sites.
The
monterey
brunel
site
is
fully
open
and
operational
with
55
residents
and
a
total
of
78
bids
and
wrap
around
services
and
support
roof
ferrari
and
evans.
Lane
sites
are
scheduled
to
come
online
within
the
next
month
and
will
add
space
for
an
additional
120
families.
B
The
city's
non-profit
coronavirus
relief
fund
grant
program
application
closed.
Last
thursday,
we
received
a
total
of
119
grant
applications
asking
for
assistance,
we'll
be
focusing
funding
on
the
most
vulnerable,
zip
codes
and
populations
and
the
following
program:
areas:
outreach
education,
empowerment
around
the
pandemic
case
management,
mental
health
and
health
services,
legal
assistance
and
child
care,
distance
learning
and
youth
programming.
B
Our
coronavirus
relief
fund
rental
relief
program
is
actually
also
now
underway
and
operational,
with
sacred
heart,
community
services
and
catholic
charities,
taking
the
lead
on
administering
those
and
screening
and
supporting
some
of
our
most
vulnerable
residents
in
their
time
of
need.
Our
emergency
public
information
officers,
our
epio,
have
continued
to
promote
information
on
a
wide
variety
of
events
and
services,
including
our
power
shutoffs.
Our
final
push
for
the
census,
the
changing
public
health
orders
that
andrew
just
spoke
about
the
flex,
alert
messaging
on
injury
conservation
and
information
on
cooling,
centers
and
hours.
B
Last,
but
certainly
not
least,
our
census
outreach
campaign
has
made
significant
progress
back
in
may.
We
had
the
seventh
highest
response
rate
out
of
89
cities
with
more
than
250
000
people
in
the
united
states.
As
the
end,
at
the
end
of
last
week,
we
were
up
to
number
two
with
the
second
best
response
rate
of
out
of
those
89
cities.
B
Moreover,
our
extensive
outreach
efforts,
led
by
mario
maciel
and
others,
and
his
very
stalwart
crew
working
through
literally
smoke
and
orange
skies,
were
able
to
reach
some
of
the
hardest
areas
of
our
city
and
doubled.
The
amount
of
progress
in
the
hard
to
reach
census
tracts
ensuring
that
the
places
and
the
people
that
most
need
to
be
counted
were
so
for
today.
B
What
you
see
is
what
we're
beginning
to
do
and
we'll
be
coming
back
to
you,
iteratively
in
november
and
december
and
forward
is
really
balance.
A
set
of
competing
priorities
before
kovid
we
had
22
council
policy
priorities
that
we
had
begun
work
on.
We
were
beginning
to
work
internally
on
a
roadmap
to
prioritize
about
68
initiatives
of
change
and
progress
within
the
city
that
we
had
been
asked
to
work
on
and
then
covet
hit
with
at
least
13
major
new
services
and
initiatives,
plus
the
entire
operations
of
the
emergency
response.
B
On
top
of
that,
what
we
normally
think
of
as
business
as
usual
is
about
264
city
services
that
we
provide
day
in
day
out,
24
7
7
days
a
week,
52
weeks
a
year,
those
services
we
often
don't
think
about.
They
are
core
to
making
sure
that
people
can
shelter
in
place
and
as
we
got
into
covid,
we
realized
there's
sort
of
three
main
things
that
shifted
this
one.
All
of
our
work
became
more
complex.
It's
just
simply
harder
to
do
to
make
sure
that
that
work
is
done
safely.
B
Two
new
things
were
added
those
initiatives
like
feeding
people.
We
went
from
feeding
about
875
seniors
a
week
to
coordinating
2.5
million
meals
a
week
and
the
fact
is
we
were
doing
with
fewer
people.
Both
because
we
had
pulled
people
into
the
eoc
and
eoc
leadership,
and
also
because
we
had
frozen
many
of
our
city
positions
to
enable
us
to
have
some
fiscal
room
to
maneuver.
B
So
our
challenge
now
is
how
do
we
prioritize
and
create
a
framework
and
a
roadmap
to
guide
us
between
now
and
the
end
of
the
fiscal
year
so
that
we
focus
on
both
the
highest
priority
items
and
the
ones
that
have
the
biggest
return
for
our
community?
So
I'm
going
to
very
quickly
walk
you
through
a
process
that
we're
beginning
to
use,
and
we
will
come
back
with
you
in
much
greater
depth
and
walk
you
through
a
similar
process.
B
So
we
began
by
looking
at
all
the
priorities
that
we'd
been
assigned
or
that
we
were
working
on
and
that
were
in
the
queue
and
we
went
through,
what's
called
weighted
shortage,
job
first
prioritization
process
to
look
at
each
of
those
across
four
attributes,
which
I'll
talk
a
little
bit
more
about
sooner.
We
then
did
a
relative
prioritization
of
those
in
terms
of
how
much
work
they
were
and
how
much
return
on
investment.
B
They
were
and
then
developed
a
prototype
city
roadmap
based
on
prioritizing
those
which
had
the
highest
return
on
investment
and
the
most
importance
to
our
community.
So
in
doing
that,
work,
we
as
a
senior
team,
are
looking
at
four
attributes,
we're
trying
to
understand.
What's
the
relative
community
value,
what
does
this
deliver
to
those
in
our
community,
our
taxpayers,
our
customers,
our
citizens.
B
Does
this
particular
item
enable
other
opportunities
to
take
place
or
mitigate
risk?
Is
there
time
criticality
to
this?
Do
we
have
to
do
this
now,
or
could
we
wait
next
year
and
have
the
same
outcome
and
the
job
duration,
which
is
really
a
way
of
saying
how
complex
is
this?
Has
this
ever
been
done
before?
B
Is
this
a
something
that
we
do
every
day
and
it's
a
snap
of
the
fingers
for
us
or
does
this
require
an
act
of
congress
which,
as
we
know,
is
becoming
even
more
difficult
than
an
act
of
congress,
and
so
all
of
that
comes
together
in
in
something
resembling
a
road
map
which
will
look
something
like
this?
This
is
the
blank
version
that
you
see
here
here.
B
So
again,
all
of
that
is
sort
of
going
into
the
hopper,
but
until
we
understand
what
it
takes
to
deliver,
what
used
to
be
business
as
usual
and
now
is
very
much
business
as
unusual
our
basic
city
services.
We
really
don't
know
what
resources
we
have
to
do.
Many
of
the
other
priorities,
so
kelly
is
going
to
take
us
now
on
a
deeper
dive
into
those
services
based
on
very
fresh
up
to
the
minute
data
from
each
of
our
department,
heads
and
the
teams
working
on
those.
D
Great,
thank
you
kip.
I
appreciate
that
introduction
and
setting
the
table
for
this
mayor
and
council
members.
Thank
you
for
the
opportunity
to
build
on
what
we
presented
back
in
september
and
before
I
do
that
just
wanna
sort
of
position,
this
presentation,
within
the
space
of
powered
by
people
2.0,
which
is
still
an
emerging
set
of
work
and
just
want
to
orient
you
here
as
a
reminder,
the
presentation
in
september.
D
We
started
with
this
notion
and
have
continued
to
focus
on
this
in
terms
of
safe
workplace,
both
our
employees
and
the
public
and
so
positioning.
Everything
that
we
do
within
that
context
is
first
and
foremost
for
us
in
terms
of
whether,
when
we're
considering
the
reopening
or
expansion
of
services,
and
then,
if
you
recall,
we
talked
a
little
bit
about
two
supporting
initiatives
to
support
our
workforce
and
going
paperless
in
many
instances,
but
much
more
than
that
in
the
drive
to
digital
space.
D
So
in
the
next
slide?
Essentially,
I
shared
with
you
last
time
and
actually
in
a
presentation
in
august
about
the
four
core
objectives
for
powered
by
people
2.0,
which
again
is
launched
out
of
the
eoc
and
with
the
longer
term,
intent
of
of
informing
priorities
when
these
things
get
rolled
back
to
the
departments
but
for
today,
similar
to
september,
is
again
a
follow-up
and
a
focus
on
a
safe
workplace.
D
Last
time
at
a
very
high
level,
with
some
very
rough
data,
we
laid
out
essentially
two
core
things.
One
was
to
give
a
sense
of
the
stages
and
alignment
of
what
we
were
doing,
both
in
terms
of
maintaining
services
or
continuity
of
operations,
adding
various
activities
related
to
the
eoc
and
then
some
high
level
sense
of
what
expansion
or
reopening
looked
like
in
stages.
D
D
So
I
think
it's
important
to
note
that,
essentially
what
we
did
in
a
very
short
period
of
time,
with
the
support
of
our
departments
was
we
took
the
memo
from
march,
which
outlined
from
the
city
manager
what
we
were
continuing
in
terms
of
services.
It
was
one
that
used
language
around
essential
and
non-essential
services,
and
that
was
generally
framed
around
our
budget
structure
and
then
in
may,
as
we
were
considering
moving
into
stage
six
and
wanted
to
hear
from
the
departments.
D
If
you
recall,
I
shared
that
we
went
and
toured
each
department
after
they
submitted
those
plans
to
figure
out
what
they
were
thinking
about
and
experiencing
in
terms
of
priorities
for
reopening.
We
collected
some
additional
data,
rather
detailed
and
a
slightly
different
structure,
and
so
for
this
effort
we
pared
down
the
the
collection
of
information
to
a
few,
a
few
things,
but
also
the
structure
in
terms
of
how
you're
going
to
see
the
lines
of
service
they
could
be
service,
they
could
be
programs,
they
could
be
functions
and
they
have
what
I
will.
D
D
So
we
we
took
the
data
collection
and
it
came
back
some
of
it
as
most
recently
as
monday
and
tuesday,
again
grateful
for
the
support
of
our
directors,
who
are
super
busy
and
they
delegated
to
to
key
folks
and
key
leaders
who
are
equally
busy.
So
I'm
grateful
to
all
of
those
out
there
who
were
responsive
to
our
ask
and
also
I
couldn't
have
done
this
presentation
without
eric
jensen
and
keith
lewis,
who
worked
their
magic
to
show
you
what
you
have
today.
D
We
have
a
second
category
of
services
that
weren't
at
100
in
terms
of
service
delivery
at
shelter
in
place
and
are
now
there.
We
have
in
the
yellow,
you'll,
see
a
a
category
of
services
that
are
continuing
to
expand
and
reopen.
They
are
at
something
less
than
100
at
shelter
in
place
and
are
still
at
something
less
than
a
hundred
percent
in
terms
of
of
delivery
and
the
fourth
bucket
that
sort
of
reddish
colored
one
are
suspended
services.
D
D
So
that's
the
that's:
the
trees,
we're
going
to
go
into
the
weeds
and
show
you
some
details,
but
at
a
forest
level
we're
going
to
show
you
some
boxes
so
that
overall,
you
can
gauge
the
relative
size
of
effort
for
departments
in
each
of
those
categories.
So
you'll
see
large
boxes
for
some
departments
in
each
of
those
categories
and
you'll
see
small
boxes.
For
some
we
used
staffing
and
again
I
have
to
emphasize
these
were
approximations.
D
D
So
again,
working
from
left
to
right,
you'll
see
a
much
larger
box
of
continuity
of
operations.
I'll
show
you
in
some
detail
around
that,
but
you
can
gauge
the
relative
size
of
effort
for
departments.
So
it's
it's
well
known
to
us
that
fire
and
police
are
producing
a
lot
of
effort
in
the
continuity
of
operations,
and
yet
the
other
boxes
and
we'll
show
you
again.
The
details
like
airport
esd
and
public
works
are
also
making
major
contributions
and
have
been
since
shelter
in
place.
D
D
So,
let's
start
with
continuity
of
operations,
so
here
we've
got
about
110
services.
That
puts
us
at
almost
50
percent
slightly
under
there
in
terms
of
services
that
have
been
going
since
shelter
in
place
since
march,
17th
and
you'll
see
police
and
fire,
but
we'll
shift
right
now
and
show
you
some
of
the
detail.
This
is
gonna.
We're
gonna.
D
You'll,
see
a
bunch
of
lines
for
fire,
a
smaller
number
of
lines
for
police
and
yet
they're,
both
significant
effort
in
terms
of
staffing
and
yet
they're
still
departments
like
the
city
clerk
like
community
energy,
again
with
smaller,
quote
levels
of
effort,
but
still
going
since
continuity,
er
since
shelter
in
place
and
so
including
there.
You
know,
esd,
making
sure
that
garbage
is
picked
up,
that
our
recycling
is
done,
that
our
water
is
safe
right.
I
I'm
really
thrilled
for
for
their
work.
D
D
Really,
and
my
I
spend
a
lot
of
time
with
some
folks
from
public
works,
so
it
might
be
a
little
partial
in
terms
of
what
they
are
faced
and
making
sure
that
our
infrastructure
and
by
the
way
that
our
folks
are
in
ppe
and
we've
got
signage
and
floor
markings
so
you'll
see
that
there
and
also
another
strategic
support
unit
it.
I
want
to
make
a
little
shout
out
to
them.
D
D
Our
paving
has
continued
like
nobody's
business,
you'll,
see
all
of
the
things
in
parks
and
rec
in
terms
of
making
sure
that
the
administrative
part
of
that
is
actually
working
and
supporting
all
the
efforts
that
are
going
on
and
things
like
the
golf
course
our
golf
course
services
are
going
and
that
produces
revenue
for
the
city
again,
you'll
see
all
of
the
things
that
are
going
on
in
public
works
again
in
different
grain
sizes.
They've
broken
out
here
some
detail
about
what
they
were
able
to
bring
back
at
100.
D
I
think
there
are
some
things
here.
Just
to
note
you
know,
early
on
there
were
some
things
we
were
trying
to
decipher
from
the
county
order
that
might
have
prevented
us
from
doing
some
things.
We
had
to
figure
out
whether
or
not
we
could
do
certain
things
safely
and,
as
we
were
also
ramping
up
the
eoc.
There
were
staffing
implications
for
many
of
these
areas
to
make
sure
that
we
could
bring
these
services
up
to
a
hundred
percent.
D
So
so
those
are
the
two
big
ones
to
emphasize
in
terms
of
services,
programs
and
functions
that
are
a
hundred
percent.
So,
let's
move
to
the
reopening
and
expansion
of
services.
This
is
the
folks
in
in
yellow
they're,
not
quite
at
100
and
are
working
at
it,
and
if
we
go
to
the
next
slide,
so
that's
an
additional
56
which
gets
us
to
230..
D
Those
folks
have
been
deeply
committed
both
on
the
ground
in
terms
of
support
and
leadership
in
the
eoc
and
are
now
able
to
turn
their
attention
and
and
consider
how
to
get
these
toward
a
hundred
percent
considering
staffing
and
a
variety
of
other
things.
But
each
one
is
in
a
different
set
of
circumstances
in
terms
of
why
it's
not
at
a
hundred
percent,
and
then
we
have
a
small
number,
nine
and
seven
who
are
in
the
75
to
50
percent
operational
and
50
to
25
operational
again,
all
in
different
situations.
D
For
example,
a
few
weeks
ago,
early
september,
I
want
to
say
we
had
a
long
extensive
conversation
about
bringing
back
attorneys
into
the
15th
and
16th
floor
in
order
to
support
work
related
to
jury
trials.
That
could
not
be
done
at
home,
so
it
brought
a
bunch
of
folks
back.
We
had
a
long
conversation
about
how
to
do
that
safely,
so
just
to
give
you
a
sense,
they're,
not
at
full
capacity
in
terms
of
their
service,
but
they're
also
dependent
on
what
happens
also
at
the
courts
in
the
county.
D
So
just
to
cast
that
picture,
that's
those
services
that
are
not
fully
backed
yet
and
then
the
group
of
services
that
are
suspended
there's
about
21.
Here
again,
they
range
in
size
and
complexity,
but
I
will
say
for
three
really
important
areas,
two
of
which
I'll
mostly
speak
to
parks
and
rec,
and
library
are
two
areas
where
it
takes
us
into
the
public
realm
and
public
safety.
D
It's
not
inconsequential
to
try
to
figure
out
where
you
put
plexiglas,
where
you
put
touchless
devices,
how
you
do
a
ticketing
system,
how
you
cue
people
up
how
you
keep
people
corralled,
how
you
make
sure
social
distancing,
and
so
I
think
those
are
things
that
we
all
care
about
deeply
in
terms
of
wanting
to
enjoy
those
things
and
our
community
and
at
the
same
time
we
are
deeply
committed
to
making
sure
in
this
new
space
of
larger
public
events
that
we
can
do
that
safely.
I
will
offer
up
that.
D
D
D
That
leadership
is
important,
and
yet
our
commitment
to
the
eoc
and
to
making
sure
that
we
can
function
in
an
emergency
situation
well
and
effectively,
is
a
certainly
a
big
commitment
for
us
and
and
one
that
we're
all
acknowledging.
So
you
can
also
then
see
the
dark
lines
across
the
departments
back
there
just
back
just
one
more
andrew
sorry,
I
jumped
the
gun
on
you.
Just
give
you
a
sense
by
department.
So
again,
prns
is
heavily
leveraged
in
the
eoc,
both
from
a
support
staff
and
some
leadership.
D
Public
works
leadership
is
heavily
leveraged
in
the
eoc.
Dot
has
a
lot
of
support
folks
helping
out,
and
the
cmo
obviously
is
in
there
in
terms
of
leadership.
So
it
gives
you
a
sense
of
who's
impacted
by
the
eoc.
The
last
point
of
mention
here
is
our
vacancies,
and
I
about
three
and
a
half
years
ago
came
into
the
city
manager's
office,
just
after
there
had
been
a
lot
of
activity,
a
lot
of
conversation
and
a
lot
of
consternation
about
our
vacancies
here
in
the
city.
D
Right
now
is
us
holding
steady
since
march.
At
about
11
vacancy
rate.
Our
goal
was
to
get
into
the
single
digit.
So
so
I
want
to
say
number
one
that
we
clearly
utilized
a
hiring
freeze
process
at
the
very,
very
early
stages
of
shelter
in
place
to
make
sure
that
we
had
a
budget
strategy
that
was
going
to
keep
us
as
whole
as
possible
and
and
clearly
a
smart
strategy
to
help
us
whether
other
other
agencies
have
not
fared
as
well.
D
And
so
so
it
didn't
go
radically
worse
in
terms
of
vacancies,
because
there's
a
really
thorough
and
well
sort
of
oiled
machine
in
terms
of
undoing
the
hiring
freeze
for
key
positions
and
yet
trying
to
maintain
that
balance
of
making
sure
we're
fiscally
prudent
and
still
in
good
place
for
next
year,
while
at
the
same
time
making
sure
we
can
support
the
departments.
So
I
was
heartened
when
we
looked
at
these
numbers
that
they
haven't
gone
radically
south,
and
yet
it
is
important
to
acknowledge
that
there
are
some
areas.
D
They
have
some
pretty
high
vacancies
of
their
own
in
order
to
support
the
city.
So
I
just
offer
that
up
as
context
and
something
to
file
away
in
the
back
of
our
minds
as
we
think
about
how
do
we
do
all
of
this
work,
as
you
all
make
some
decisions
and
consider
with
the
city,
manager
and
other
leaders
about
making
and
deciding
priorities,
and
so
without
a
couple
of
parting
words
on
the
next
slide.
D
So,
first
and
foremost,
I
starting
to
feel
like
a
broken
record.
I
feel-
and
I
can't
emphasize
enough
when
you
talk
to
people
on
the
ground,
making
them
and
ensuring
for
them
that
they
are
safe.
They
have
to
feel
safe
for
them
to
to
function
in
their
jobs
well
and
to
also
serve
our
community.
Well,
so
we're
super
concerned
and
still
committed
to
that.
D
B
Right,
thank
you
kelly.
Thank
you
for
that
deep
and
data
rich
dive
into
our
city
service
delivery.
During
covet
we'd
like
to
close
this
coven
19
update
by
highlighting
an
amazing
partner
in
our
coveted
response.
This
week
we
are
privileged
to
get
a
first
look
at
an
art
project
called
holding
the
moment
which
has
enlisted
san
jose
artists
to
create
real-time
san
jose
art
to
fit
this
moment
in
our
city's
history.
B
I
want
to
introduce
the
amazing,
creative
leaders
behind
making
this
project
taking
it
from
conception
to
completion,
okay,
our
own
carrie
adams,
happner
and
mary
rubin
from
our
office
of
economic
development,
and
who
will
talk
us
through
and
share
with
you,
this
amazing
and
moving
art,
carrie
and
mary.
It's
all
you.
E
E
It
is
really
an
honor
to
be
with
you
today
to
talk
about
this
exciting
new
public
art
project
and
stuff,
which
will
be
installed
at
the
san
jose
airport
called
holding
the
moment
and
by
way
of
background,
the
city
has
a
percent
for
our
ordinance,
in
which
one
percent
of
eligible
capital
improvement,
capital,
improvement.
Project
costs
are
set
aside
for
public
art,
and
that
includes
airport
capital
projects.
E
And
a
decade
ago
the
city
received
national
acclaim
for
its
art
and
technology
public
art
program
in
which
we
commissioned
iconic
projects
like
the
hands
space,
observer
and
ecloud,
and
this
year,
when
additional
public
art
revenues
were
generated
by
capital
projects
at
the
airport,
we
chose
to
take
a
new
approach,
one
that
was
rooted
in
economic
development.
Much
like
the
famous
wpa
projects
focused
on
getting
our
local
creatives
and
artists
back
to
work
during
this
pandemic.
E
E
So
I
want
to
thank
the
director
of
public
art,
michael
ogilvy
and
senior
public
art
project
manager,
mary
rubin,
who
I'm
excited
to
introduce
and
who
will
walk
you
through
this
project
and
share
the
incredible
body
of
powerful
work
created
by
our
artists.
That
really
speak
to
this
moment
and
each
artwork
is
incredible
which
you'll
see,
but
it
is
their
totality
as
a
body
of
work.
E
F
F
F
Each
of
the
artworks
would
be
awarded
twenty
five
hundred
dollars.
Each
of
the
selected
artworks
would
be
awarded
twenty
five
hundred
dollars
and
artists
were
given
the
opportunity
to
submit
three
artworks
for
consideration
with
a
maximum
of
two
awards
possible
for
artists
with
each
submittal.
We
also
asked
for
a
conceptual
narrative
to
provide
further
context
and
insight
into
the
artwork
and
the
artist's
perspectives,
of
course,
so
to
reach
as
many
artists
as
possible
in
the
community,
we
did
extensive
outreach,
including
partnering
with
local
arts
organizations.
F
F
F
F
F
I
mean
you
might
imagine,
of
course,
there's
a
vast
number
of
people
that
work
on
these
projects,
but
just
to
process
77
checks.
For
for
the
artists.
You
know,
that's
been
a
contribution.
I
just
want
to
really
shout
out
to
everybody
that
has
helped
get
the
word
out
that
supported
this
project.
In
so
many
ways
it's
been
a
labor
of
love
and
pretty
exciting,
and
I
think
you
know
these
slides
are
arranged
alphabetically,
so
we're
kind
of
coming
towards
the
end.
E
I
think
what's
really
incredible
about
this
project
is
just
the
diversity
of
the
artists,
whether
it
is
ethnic
diversity,
age,
diversity,
they're,
all
different
stages
of
their
career,
some
of
their
emerging
artists,
but
some
are
lifelong
learners,
like
we
have
former
council
member
member
margie
matthews
in
here
who
was
selected,
so
it's
really
really
powerful.
Just
to
see
everybody
that's
participated.
F
The
bay
area
artist,
who
taught
at
stanford
for
a
while
and
is
now
at
the
headlands
and
also
so
critical
to
the
support
of
this
project,
has
been
cynthia
cow,
who
works
with
different
art
organizations
in
the
city,
but
she
has
been
instrumental
support
in
the
exhibit
design,
which
in
and
of
itself,
is
just
ingenious
and
elegant,
and
I
hope
you
all
get
a
chance
to
see
it.
Okay,.
E
B
Thank
you.
Thank
you,
mary.
Thank
you
carrie.
Most
of
all,
thanks
to
the
artists
who
are
helping
to
express
and
feel
and
make
real
this
ineffable
moment,
I
you'll
see
some
of
these
coming
back,
we'll
be
using
these
in
future
presentations
with
credit
to
the
artist
in
some
of
our
future
presentations,
not
all
96,
except
for
this
time,
but
we
really
wanted
to
give
you
the
sense
of
the
full
body
of
work
and
the
full
feel
of
of
of
what
our
artist
community
is
helping
us
express.