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From YouTube: San Jose City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San Jose City Council April 1 Special Meeting, Item 3.1 presentation
A
Hey,
okay:
I
will
go
forward
that
today
yeah
and
thank
you
very
much
mayor
and
council
and
assuming
there's
a
lot
of
people
watching
at
home,
actually
have
two
pieces
of
the
update
today.
One
is
co,
vid
and
I'll
get
to
that
in
a
minute.
I
did
want
to
touch
base
on
the
fact
that
this
there
is
other
things
there
are
other
things
going
on.
A
This
is
national
sense
this
day,
and
so
certainly
the
census
process
has
changed,
but
it
is
still
going
on
and,
as
you
all
know,
it's
really
important
that
the
census
process
continue,
because
it
accesses
a
lot
of
money
for
cities
and
schools
in
so
really
encouraging
all
of
our
residents
to
to
complete
the
census
online.
It's
available
in
13
languages.
You
can
go
online
and
do
that
and
you
can
actually
do
it
by
telephone
so
encouraging
our
residents
to
do
that.
It's
super
important.
A
The
city's
census
does
not
include
questions
about
citizenship
or
immigration
status.
To
reassure
the
public.
It
only
has
about
nine
questions
and
takes
about
ten
minutes
to
complete
and
the
entire
process
is
confidential,
so
just
encouraging
the
public
to
do
that.
There's
really
about
six
hundred
and
seventy-five
billion
dollars
in
federal
money
at
stake,
and
so
we
want
to
be
able
to
access
that
money
for
our
community.
B
A
We
are
still
very
much
in
a
race,
a
big
part
of
what
we're
doing
is
keeping
essential
operations
going
during
this
period
and
have
big
special
efforts
going
on
with
regard
to
food
distribution
and
providing
emergency
shelter,
and
certainly,
as
you're
all
aware,
you
today,
we
received
updated
Public
Health
orders
that
were
we're
going
through
the
process
of
understanding
and
operationalizing
and
you'll
hear
more
about
that.
In
a
few
minutes,
III
did
want
to
also
highlight
just
some
of
the
work
that's
going
on.
C
A
Some
of
you
that
have
come
to
City
Hall
may
have
seen
a
bunch
of
city
vehicles
lined
up
on
sixth
Street
every
morning.
Those
are
the
cars
of
our
inspectors
that
are
have
been
continuing
to
do
the
on-site
inspections.
We
have
about
25
inspectors
that
have
been
doing
that
they
stay
out
in
their
cars
on
6th
Street,
and
then
they
get
their
daily
assignments
and
then
they've
been
dispatched
from
from
6th
Street
I.
Just
will
note,
though,
with
the
new
public
health
orders
will
be
reevaluating
kind
of
that
and
what
we
do
there.
A
So
just
really
appreciate
the
willingness
of
our
staff
to
change
the
way
they
do
business
and
and
and
be
creative
and
and
maintains
service
to
the
development
community
also
want
to
highlight
very
much
behind
the
scenes,
but
the
tremendous
effort
that
went
on
for
us
to
do
payroll.
Last
week,
7,200
employees
received
their
direct
deposit
payments,
a
tremendous
amount
of
work
with
our
finance
staff
and
our
IT
staff,
and
really
timekeepers
in
each
each
department,
making
all
of
that
happen
doing
time
cards
during
this.
This
time
period
has
been
super
complicated.
A
It
can
take
a
staff
member
look
mice,
I,
don't
normally
do
a
time
card,
but
now
I
have
to
under
the
the
rules
in
terms
of
getting
reimbursement
through
FEMA
and
took
me
quite
a
while
to
do
my
time
card.
I
can
only
imagine
what
it
takes.
Other
staff
members
to
do
theirs,
but
just
a
lot
of
appreciation
for
all
of
the
work
that
went
into
making
sure
that
happened,
have
a
lot
of
staff
working
remotely
and
I'm
working
through
technology
issues
and
and
and
sure
enough.
B
B
So
as
a
reminder
where
we
are
in
our
fight
against
cope
at
19
and
how
quickly
things
are
changing,
I
wanted
to
walk
through
the
timeline
of
the
city
of
San,
Jose,
emergency
response.
Just
very
briefly,
and
as
a
point
of
comparison
note,
the
number
of
confirmed
cases
it
in
the
United
States
at
the
time
where
key
decisions
were
made
so
69
days
ago
on
January
24th,
we
began
activation
active
preparation,
the
same
day
that
unbeknownst
to
us.
B
The
first
case
er
case
arrived
in
the
United
States
from
China
31st
of
January,
with
an
initial
case
in
the
county
and
seventh
in
the
nation.
We
escalated
to
stage
two
and
our
initial
response
began
with
intensified
planning
and
preparation,
City
Hall
on
the
26th
of
February,
with
the
first
evidence
of
community
transmission
in
the
county
and
60
cases
nationwide,
we
again
escalated
our
response
and
formally
activated
the
EOC
on
the
5th
of
March,
with
local
numbers
rising
and
221
cases.
Nationally.
B
We
shifted
to
full
emergency
footing,
shutting
down
all
non-essential
services
and
redirecting
resources
at
scale
to
the
response
along
the
way
we
have
kept
the
mayor,
city,
council
and
public
informed,
including
our
presentation
last
week,
which
highlighted
the
importance
of
the
next
two
to
three
weeks
in
our
response,
as
you
can
see,
there
were
about
54,000
cases
then,
and
then
yes,
as
of
yesterday,
they're
about
one
hundred
and
eighty
eight
thousand
confirmed
cases
in
the
county.
Excuse
me
in
this
in
the
nation.
B
But
if
you
don't
react,
then,
by
the
time
you
get
to
the
right-hand
portion
of
the
slide,
it's
often
too
late
to
do
what
you
need
to
do,
but
from
the
start,
69
days
ago
we
had
a
general
sense
of
the
epidemiology
of
this
emerging
disease
and
its
potential,
and
we
had
wise
counsel
and
direction
of
our
public
health
official,
dr.
Sarah
Cody.
We
knew
what
might
happen
so
we're
prepared
for
what
we're
projecting,
not
for
what
we
were
seeing
that
that
brings
us
to
today
and
advance
to
the
next
slide.
B
If
you
could
Lee
and
I
want
to
walk
you
through
what
we
are
now
referring
to
as
the
three
challenges
of
now
the
city
of
San
Jose
is
facing
three
concurrent
challenges:
public
health,
economic
and
fiscal.
The
public
health
challenge
is
caused
by
obviously
the
rapid
spread
of
kovat
19
and
it's
manifestation
from
a
pandemic
to
a
local
app
epidemic.
B
The
initial
sign
suggests
that
the
public
health
orders
we
put
into
place
are
slowing
and
reducing
the
spread
of
the
disease.
However,
the
continuing
epidemic
still
threatens
our
local
health
system
and
over
with
significant
numbers
of
severe
and
critical
cases
over
the
next
week's,
and
will
require
us
to
scale
up
support
of
our
athletes.
Populations
in
particular,
the
economic
challenge
was
precipitated
by
the
public
health
measures
of
shelter
in
place,
the
Indian
of
gatherings
non-essential,
work
and
travel.
These
necessary
measures
have
brought
an
abrupt
halt
to
a
wide
range
of
commercial
activity.
B
They
have
caused
widespread
and
instantaneous
unemployment
and
a
massive
drop
in
consumer
spending.
The
fiscal
challenge
in
turn
was
set
in
motion
by
this
economic
challenge
as
the
first,
the
hotel
and
convention
related
tax
revenues
began
to
dry
up,
then
a
whole
range
of
payments
and
routine
sources
of
revenue
began
to
dramatically
slow.
B
This
results
in
initial
protections
of
budget
deficits,
both
in
the
remaining
months
of
this
fiscal
year
and
into
next
now
any
one
of
those
challenges
on
their
own
would
rank
as
one
of
the
more
difficult
events
we've
had
to
face
as
a
city
taken
together.
They
are
something
of
a
perfect
storm,
the
likes
of
which
the
city
of
San
Jose
has
not
seen
in.
At
least
a
generation
and
more
each
of
the
three
challenges
requires
an
immediate,
robust
and
effective
respond
by
city
leadership
and
each
has
a
different
imperative.
We've
outlined
them
here.
B
The
first
imperative
is
that
we
save
lives,
and
that
is
to
address
the
public
health
challenge
by
slowing
and
reducing
the
spread
of
Koba
19
and
the
support
of
our
most
at-risk
people.
The
second
imperative
is
to
save
livelihoods,
to
face
the
economic
challenge,
supporting
individuals,
families
and
businesses,
especially
small
businesses,
so
they
make
it
through
the
shelter-in-place
order
and
are
able
to
safely
return
to
work
as
soon
as
possible,
and
the
third
imperative
is
preserving
our
fiscal
health
to
face
the
fiscal
challenge,
ensure
the
continued
fiscal
health
of
the
city.
B
So
we
can
meet
imperative,
1
and
2,
while
providing
those
essential
services.
We
do
not
have
the
luxury
of
focusing
on
a
single
challenge
and
maximizing
our
response
to
suit
its
needs.
We
must
optimize
our
response
against
all
three.
The
need
to
optimize
is
forced
by
the
competing
and
interconnected
nature
of
our
challenges.
Some
of
the
strategies
best
suited
to
effectively
deal
with
one
challenge
will
be
at
odds
with
the
demands
of
another
to
prepare
for
this
triple
challenge
facing
the
city
of
San
Jose.
B
We
must
seek
to
understand
the
reality
and
likely
progression
of
each
challenge
so
that
we
can
respond
and,
where
possible,
actually
shape
the
events
to
our
advantage.
The
futures
group
of
the
Emergency
Operations
Center
is
preparing
an
initial
situation
assessment
of
these
three
challenges.
Looking
at
each
individually
and
the
interconnection
between
the
three
and
the
potential
impacts
and
implications
on
San
Jose,
as
both
the
community
and
an
organization,
this
situation
assessment
will
be
a
combination
of
data
data,
modeling,
internal
subject,
matter,
expertise
and
external
reporting
and
analysis.
B
The
flow
of
the
assessment
will
start
with
data.
In
order
to
see
patterns
from
patterns
we
will
derive
insights
and
from
insights
we
will
suggest
potential
actions.
The
intention
is
to
present
these
insights
and
possible
actions
to
key
decision-makers
in
the
city,
including
the
mayor
and
council,
to
debate,
decide
and
drive
effective
action
based
on
sound
assessment
of
the
situation,
in
order
to
do
that.
We're
kind
of
timebox
this
analysis
into
three
boxes.
What
do
we
need
to
do
now
over
the
next
7
to
10
days,
which
will
inform
our
emergency
action
plan?
B
What
do
we
need
to
do
next
in
the
next
two
to
12
weeks,
which
will
inform
our
roadmap
and
the
work
that
we
do
in
the
response?
And
what
do
we
need
to
do
later
after
the
next
12
weeks
and
for
the
next
year
in
order
to
be
able
to
accommodate
and
meet
all
three
of
these
challenges?
So
we
will
incorporate
those
into
our
planning
efforts,
we'll
bring
them
back
to
you,
and
we
will
look
together
at
all
three
of
these
challenges.
Bottom
line
for
today.
B
B
So
all
of
this
is
embodied
in
our
roadmap
through
this
epidemic,
and
it
focuses
the
work
now
of
the
entire
city
on
the
vital
few
actions
that
will
have
the
most
impact.
For
the
last
week,
Lee
Wilcox,
as
director
of
the
Emergency
Operations
Center,
has
been
leading.
Our
response.
I
will
now
turn
the
presentation
over
to
Lee
to
walk
through
some
highlights
of
the
last
week
of
emergency
operations,
Lee
Thank.
C
C
This
past
week
the
Emergency
Operations
Center,
including
the
epi
O
or
liaison
branch,
our
parks,
department
and
Police
Department
generated
a
list
of
sixteen
possible
actions
for
increasing
our
community's
compliance
with
the
public
health
order.
These
actions
were
prioritized
and
scored
across
four
attributes
with
the
team
and
we've
been
able
to
implement
several
of
those
which
includes
enforcement
of
it
fire
police
department.
C
Our
Police
Department
has
responded
to
a
just
shy
of
600
different
locations
in
the
city
and
issuing
two
citations
under
the
leadership
of
chief
Garcia,
he's
deployed
eight
additional
officers
to
our
daytime
shift
and
our
swing
shifts
to
meet
demands
of
these
calls.
In
addition,
PD
is
enforcing
the
emergency
operation
center
directions
too
close
to
park
closures
that
Alum
Rock
Park,
as
well
as
the
communications
Hills
staircase,
and
our
Police
Department
and
Parks
Department
have
continued
to
monitor
other
parks
on
the
compliance
and
report
back
in
an
emergency
operation.
C
Dave
did
an
excellent
job
kind
of
highlighting
things
that
are
continuing
to
happen
within
the
organization,
but
this
past
week
the
city
manager
did
approve
the
final
continuity
of
operations,
plan
identifying
and
maintaining
all
essential
services
in
the
city.
Most
of
that
has
happened
without
any
interruption
to
our
residents
and
an
informational
memorandum
was
released
last
week
detailing
the
different
programs
that
were
deemed
essential
and
non-essential
to
continue
to
operate
within
the
city.
C
Third,
support
of
our
at
at-risk
communities
and
populations.
I'll
start
with
our
local
assistance
program.
As
we
look
at
the
three
challenges
ahead,
the
Kip
outlined
our
community
will
need
to
return
to
normal
as
soon
as
possible,
normal
and
quotations.
Obviously,
our
residents,
small
businesses
and
nonprofits
will
be
vital
for
the
return
of
our
economy
and
our
community
connections
to
each
other.
This
week
the
EOC
set
up
a
task
force
within
the
liaison
branch
that
focuses
on
our
residents,
our
small
businesses
and
our
nonprofits.
On
the
residential
front.
C
C
Moving
on
to
food
distribution,
the
city
has
taken
on
the
countywide
role
in
necessities:
distribution
for
1.9
million
residents,
as
deputy
city
manager,
Angela
Rios
outlined
last
week.
Our
approach
has
been
to
stabilize
the
current
capacity
in
the
program
to
rapidly
scale
it
and
third
reiterate
constantly
to
gain
additional
efficiencies.
C
This
past
week,
the
city
and
its
partners
provided
approximately
360
thousand
meals
per
day
countywide
and
built
additional
partnerships
and
enhance
the
program
to
increase
this
by
more
than
30%.
The
team
is
working
aggressively
to
scale
and
build
capacity
to
meet
future
needs
through
partnerships
in
support
of
our
private
sector
and
engaging
additional
private
sector
assistance
and
resources,
where
appropriate.
C
Moving
on
to
our
homeless
assistance
in
coordination
with
the
county
and
the
city,
we've
identified
and
produce
an
additional
818
beds
for
unhoused
population,
including
vulnerable
individuals,
who
need
to
be
isolated
and
general
shelter
for
individuals
to
thin
our
shelter
and
encampment
population.
This
is
a
picture
of
the
finished
product
of
Parkside
Hall,
which
is
a
general
thinning,
a
general
shelter
threatening
strategy,
and
that
opens
today.
C
The
effort
at
Parkside
Hall
has
been
a
tremendous
one
and
has
spanned
the
entire
Emergency
Operations
Center,
including
our
operations
department
and
our
housing
department,
logistics
and
finance
to
all
put
in
the
proper
resources,
as
well
as
work
with
the
county
on
the
services
side.
To
open
this.
Thank
you
to
jackie,
her
team
and
her
leadership,
and
then
this
is
a
picture
of
the
South
Hall
which
will
open
on
Monday
and
that
is
currently
under
construction
and
is
available
for
additional
shelter
thinning
as
well.
C
C
While
the
this
is
a
fluid
situation,
one
thing
we
do
know
right
now
that
additional
capacity
will
be
needed,
we're
working
with
the
county
to
better
understand
the
use
of
these
trailers,
but
we
are
currently
standing
them
up
and
will
be
available
next
week.
The
potential
use
includes
a
step-down
facility
for
the
Santa
Clara
Convention
Center's
step-down
facility
for
outpatient
treatment,
as
well
as
general
homeless,
population,
shelter
thinning
as
well
as
homeless,
isolation
and
Quarantine,
and
as
we
hammer
those
detail
down
those
details
down,
we
will
report
back
to
Council
on
the
use.
C
Last
in
our
current
road
map
is,
are
powered
by
people
section,
and
we
can't
do
any
of
this
without
the
people
in
this
organization
in
this
community
and
our
logistics
unit
this
week,
under
the
leadership
of
Matt,
Kino,
has
procured
and
developed
personal
protective
equipment
for
many
of
our
workers
that
are
performing
essential,
City
essential
services,
as
well
as
for
our
community
members
who
are
volunteering.
We've
also
explored
a
number
of
many
creative
avenues
to
meet
our
current
demand.
C
Given
the
limitations
that
we
have
for
our
PPE
equipment,
we
are
finalizing
an
in-house
procedure
for
Co
vid
testing
for
our
own
workforce,
as
well
as
standing
up
child
care
facilities.
This
past
week
for
city
workers
who
are
doing
essential
services
general
updates
on
this.
The
zero
to
three-year-old
has
a
partnership
with
first
five
and
those
children
have
through
first
five
the
ability
to
go
to
a
licensed
daycare
facility.
C
Opening
yesterday
was
the
Almaden
community
center
for
children
at
that
are
between
3
and
5,
and
that
is
being
run
by
our
parks
and
library
department
and
then
opening
yesterday
at
our
Willow
Glen
Willow
Glen
Community
Center
was
children
6
to
12,
and
that
is
also
being
run
by
our
parks
and
library
department
and
then,
lastly,
before
I
hand
it
over
to
Dave.
I
did
want
to
speak
about
the
recovery
process,
as
I
mentioned.
C
Typically,
recovery
begins
immediately
following
an
event,
once
an
event
happens,
the
EOC
acts
and
we
move
quickly,
and
we
highlighted
that
Lee
last
week
when
we
integrated
our
planning
approach.
This
event
really
does
require
a
different
approach,
specifically
given
the
three
challenges
that
Kip
highlighted.
So
this
past
week,
we've
worked
to
better
integrate
our
own
business
and
administrative
operations
directly
into
the
Emergency
Operations
Center.
C
This
has
included
our
management,
finance
and
logistics,
section
working
with
recovery
to
develop
new
standard
operating
procedures
on
our
current
spending
priorities
within
the
EOC
and
how
they
stack
up
against
the
city's
budget.
Overall,
we've
also
stood
up
a
robust
group
to
guide
an
advocate
for
state
and
federal
assistance,
helping
ensure
the
city
has
access
to
the
funding.
It
needs
to
continue
our
covin
19
response
and
recovery
process.
C
We've
developed
and
implemented
trainings
for
EOC
members,
as
well
as
all
the
departments
to
better
track
their
AOC
or
their
Kovan
19
costs
and
agreements
ensuring
we
can
maximize
future
FEMA
reimbursement
from
the
federal
government
and,
lastly,
we're
using
existing
emergency
management
agreements
to
better
engage
FEMA
experts
into
our
own
recovery
process
so
that
we
can
move
quickly
and
efficiently
so
through
that
process.
With
that
I
will
hand
it
back
over
to
Dave.
Thank
you.
Everyone.
A
Thank
You
Kip
and
thank
you
Lee
III
know
the
council
and
the
public
are
seeing
a
lot
of
Kip
and
Lee
and
myself,
but
I
just
want
to
assure
you
that
all
of
our
city,
manager
and
department
leaders
are
doing
amazing
work,
as
is
our
whole
organization.
Many
of
our
city
staff
been
working
through
weekends
and
holidays,
I'm
very
proud
of
the
organism.
A
tional
response,
very
proud
of
the
community
response
to
all
of
the
changes
that
have
been
happening.
A
I
think
our
partnership
with
the
county,
although
sometimes
you
know
the
little
pieces
where
we're
out
of
sync
yet
highlighted.
What's
really
needs
to
be
highlighted
is
the
amount
of
work
that
we're
doing
with
the
county
and
how
much
of
that
work.
We
are
completely
in
sync,
on
and
and
just
making
a
tremendous
difference.
I
think
also
just
want
to
acknowledge
the
work
that
all
the
nonprofit's
are
doing
in
partnership
with
us.
We
couldn't
do
it
without
them,
and
and
also
you
know
how
private
industry
is
stepping
up
and
contributing.