►
From YouTube: San Jose City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San Jose City Council March 24 Meeting Item 3.1 presentation
A
A
So,
a
week
in
a
day
ago,
we've
made
significant
shift
in
the
organization
in
that
time
frame
that
we're
going
to
share
that
information
with
you.
I
want
to
acknowledge
the
challenges
we're
having
with
technology
here
and
hopefully
at
our
next
meeting,
which
is
in
two
weeks,
were
able
to
overcome
those
challenges
so
that
everyone
can
feel
like
we're.
Conducting
a
productive
meeting
I
want
to
start
off
a
little
bit
with
the
with
the
roadmap
that
we've
been
working
on
and,
in
essence,
the
the
four
main
priorities
of
our
roadmap.
A
A
Third
is
support
for
at-risk
populations
and
we'll
have
Lee
and
and
Jim
and
angel
by
details
on
that,
and
then
fourth
is
support
for
our
people,
so
they
can
act
so,
starting
with
the
the
essential
services
wanted
just
to
acknowledge
the
fact
that
we
have
a
lot
of
essential
services
functioning
at
this
time.
As
you've
heard
me,
talk
about
and
I
think
you
all
are
aware.
A
Our
finance
department,
with
payroll
and
purchasing
and
Accounts
Payable
functions;
investment
monitoring,
Human,
Resources,
employee
safety,
workers,
compensation
and
benefits;
services,
information
technology
network
and
server
operations,
cyber
security
laptop
and
desktop
support
and
3-1-1
services.
All
is
continuing
with
Public
Works
fleet
and
facilities,
maintenance
and
custodial
services
throughout
the
city,
city,
attorney's
office,
contract
litigation
and
other
legal
services
and
the
City
Clerk's
office.
With
regard
to
the
city
council,
meeting
and
contract
execution
support.
A
B
A
When
employees
are
symptomatic,
I
also
want
to
acknowledge
that
we
do
have
a
place
that
have
tested
positive
and
so
how
protocols
in
place
to
not
only
test
as
I
just
mentioned,
but
to
ensure
that
we're
able
to
make
sure
their
co-workers
and
the
public
are
safe.
I
know
my
microphones
having
some
problems
but
we're
getting.
A
B
We
are
using
data
model
II
to
understand
the
spread
shape
of
the
Cova
19
epidemic
in
Santa
Clara
County.
Now
the
data
I'm
about
to
present
is
a
rough
estimate.
The
county
is
working
on
a
much
more
detailed
and
robust
estimate,
but
given
the
urgency
of
the
situation,
we
have
decided
to
share
this
preliminary
results
with
you
and
the
public
today
in
order
to
drive
the
action
that
is
needed
to
save
lives.
So
again,
this
there'll
be
a
range
here.
B
B
More
importantly,
our
ability
to
test
has
been
very
constrained
by
the
number
of
tests
that
we've
had
and
our
testing
capacity,
and
we
know
that
it
represents
only
a
small
fraction
of
the
actual
cases
that
are
out
there.
So
our
initial
estimate,
when
we
run
the
numbers
going
back
to
the
first
cases
that
we
know
and
what
we
know
about
them
and
then
run
the
curve
from
those
first
numbers
based
on
some
pretty
conservative
assumptions
about
transmission-
are
that
we
get
a
much
much
higher
number
than
the
300,
some
that
you're
seeing
here.
B
So
you
see
three
curves.
The
top
curve
is
the
worst
case
scenario
with
no
mitigations
or
no
changes.
Everybody
going
about
their
business.
The
middle
curve
is,
we've
got
some
mitigations
in
place,
but
people
aren't
really
following
them:
they're
still
mostly
going
about
their
business
and
then
the
bottom
curve
is
we've
got
those
medications
in
place
and
people
are
mostly
following
them.
We've
allowed
a
gradual
lag
in
as
these
have
been
introduced
bottom
line.
B
If
you
look
down
in
the
far
right
at
the
bottom
right,
you
can
see
little
tiny
dots
down
there,
then
red
and
black.
That's
that's
actually
the
last
graph
that
I
just
showed
you.
So
all
this
information
here
is
down
in
that
little
tiny
bit
at
the
bottom
right.
It's
so
small.
You
can't
even
see
it
on
the
scale.
So
our
testing
doesn't
even
show
up
versus
the
actual
case.
Our
estimate
is
then
they're
between
9,000
and
19,000
actual
cases
in
Santa,
Clara,
County
right
now
today,
so
what's
happening
next,
that's
pretty
important.
B
There's
again,
three
different
scenarios
here,
the
the
large
a
big
curve
on
top
is
nobody
changes
their
behavior
at
all
the
middle
curve.
Is
they
change
their
behavior
a
bit
but
they're
not
really
complying
and
the
the
smallest
curve
in
kind
lightest
color,
you
see,
is
if
we
have
strict
compliance
and
enforcement
of
the
public
health
orders.
The
black
bars
that
you
see
are
some
estimates
of
our
ICU
capacity,
our
intensive
care
capacity
again,
the
county
will
be
doing
much
more
detailed
modeling
on
this,
but
this
gives
you
a
sense
of
what
happens.
B
What's
important
to
this
remember
last
time
we
spoke
that
80%
of
the
cases
are
mild
about.
20%
of
them
are
severe
and
critical,
but
it's
really
those
critical
cases
that
are
we
going
to
require
ICUs
and
bit
laters,
which
are
the
most
important
without
these
I
see,
use
or
ventilators
those
critical
cases,
the
death
rate
in
those
doubles,
and
so
what
we
need
to
do
is
make
sure
that
everybody
is
critical,
has
an
ICU
and
a
ventilator,
and
so
we
need
to
keep
the
number
of
cases
below
the
number
of
ICUs
and
ventilators.
B
B
As
you
can
see,
the
public
health
order
is
significantly
significantly
flatten
the
curve
in
terms
of
the
demand
for
ICU
units
needed
and
if
we
surged,
we
might
just
be
in
the
place
where
we're
close
enough
to
meet
that
demand.
Third
piece
is
the
hardest
slide
to
look
at
in
its
predicted
deaths
again
same
three
scenarios,
the
first
one.
We
do
nothing.
Second,
one
we
do
something
but
not
well
complied
with,
and
the
last
one
we
follow
those
public
health
directives
and
orders
very
well
and
comply
with
them.
B
You
can
see
even
in
that
best
case
scenario,
we
were
looking
at
the
order
in
the
next
12
weeks
of
2000
potential
deaths
directly
from
kovat
19,
so
our
preliminary
data
of
the
epidemic
allows
us
to
see
patterns
of
what
is
to
come
and
that
pattern
is
going
to
be
long
and
hard.
An
examination
of
this
pattern
arrives
three
key
insights
that
I
want
to
walk
through.
What
first
key
insight
is.
There
is
widespread
infection
in
the
county.
B
Now
the
current
number
of
375
positive
tests
vastly
under
counts
the
number
of
actual
cases,
as
I
said,
our
model
suggests
that
could
be
25
times
higher
or
more
than
the
number
of
reported
cases.
So
that
means
we
have
a
false
sense
of
security
in
terms
of
thinking.
Oh
everybody,
who's
tested
are
the
only
ones
who
are
affected
now
there
are
large
number
of
us
walking
around
who
are
infected.
B
Second
insight
is
we
have
one
opportunity
to
bend
the
curve
of
this
epidemic
and
that
opportunity
is
now.
The
good
news
is
the
public
health
measures
put
into
place
by
both
the
state
and
a
County
limiting
travel
gatherings.
Businesses
closing
of
schools
requiring
us
to
shelter
in
place
and
socially
distance
together,
if
complied
with,
will
significantly
bend
the
curve.
This
may
be
enough
that
if
we
dramatically
search
our
healthcare
capacity,
we
can
meet
the
needs
of
the
most
critical
patients.
B
This
again
is
the
best
case,
and
even
there
we
were
likely
to
see
many
many
hundreds
are
up
to
2,000
deaths.
Final
insight
and
from
the
patterns
is
the
next
three
weeks
are
critical,
even
with
full
compliance.
We
are
looking
at
a
high
end
to
the
right
exponential
growth
of
the
epidemic,
and
then
that
will
continue
for
the
next
three
weeks,
even
if
we
are
successful
in
compliance
with
all
the
Public
Health's
orders.
B
So
within
the
next
three
weeks
we
need
to,
as
we
hit
the
peak
assuming
we
do
our
job
right,
we
will
be
seeing
the
maximum
strain
starting
to
hit
the
healthcare
system
and
a
maximum
of
the
number
of
those
who
are
sick
and
infected
at
their
sickest.
That
means
all
of
the
capabilities
and
capacities
that
we
are
putting
in
place
need
to
be
able
to
be
up
and
running
at
full
scale
within
six
months.
B
So
from
these
insights,
we
can
begin
to
drive
the
actions
that
will
do
the
most
to
bend
the
curve
and
protect
our
most
at-risk.
What
actions
are
those
those
actions
at
a
high
level
are
embodied
in
our
roadmap
in
priority
order?
Our
prime
directive
overall
is
to
slow
and
reduce
the
spread
of
koban
19
and
support
our
most
at-risk
people,
so
that
comes
into
four
main
categories
of
the
city
manager
talked
about
number
one,
and
the
most
important
thing
that
everybody
can
do
is
compliance
with
the
public
health
orders
shelter
in
place.
B
This
is
this
weird
moment
where
the
biggest
thing
you
can
do
to
help
it.
If
help
this
is,
do
nothing
go
home,
stay
on
your
couch
watch,
some
Netflix
I
know
it's
hard,
especially
for
those
of
us
who
are
think
action
is
the
thing
that
we
need
to
do,
but
in
this,
in
this
particular
epidemic
being
may
be
more
important
than
doing
for
most
of
us.
Second,
piece
is
essential
services,
and
the
city
manager
talked
about
that.
B
Third
piece
is
support
for
at-risk,
and
the
at-risk
in
this
case
is
specifically
the
at
risk
for
this
disease
and
the
effects
it
will
have.
So
we
start
with
seniors
and
medically
vulnerable.
We
include
also
homeless.
We
look
for
housing
for
those
who
are
quarantined
in
isolation
and
then
the
sort
of
the
second
wave
of
effects
of
economics
on
individuals,
families,
small
businesses
and
nonprofits
we're
actively
ramping
up
teams
and
work
in
all
of
those
areas.
B
We
shifted
to
new
and
enhanced
services
related
to
compliance
with
the
orders
and
supporting
the
at-risk
population,
such
as
feeding
and
homeless,
sheltering
that
are
way
beyond
our
normal
operations
and
in
case
of
feeding
way
beyond
our
normal
mandate.
As
it
expands
to
include
the
entire
county,
the
structure
of
the
Emergency
Operations
Center,
which
you'll
hear
lea
talk
about
more
in
a
moment,
is
now
up
to
220
people
who
are
part
of
it
and
a
hundred
percent
focused
on
implementing
this
roadmap.
We
must
bend
the
curve
now
to
avert
the
worse
of
this
epidemic.
B
The
reorganization
that
we've
done
in
the
EOC
has
followed
Jim,
Collins
advice
and
good
to
great
and
focused
on
putting
together
the
right
people
in
the
right
teams
and
giving
them
a
high
level
of
autonomy,
getting
the
right
people
on
the
bus
in
the
right
seats
and
pointed
in
the
right
direction.
As
we
formed
those
teams,
we
are
asking
them
to
do
three
things
focus
on
the
vital
few
actions.
We
are
not
able
to
do
everything
we
would
like.
B
We
have
to
pick
a
short
and
powerful
list
of
those
actions
that
will
bend
the
curve
most
or
protect
those
most
at
risk
act
fast
within
three
weeks.
We
will
be
deep
into
dealing
with
the
impacts
and
we
have
only
a
narrow
window
to
act
with
the
exponential
growth
of
the
epidemic.
Acting
fast
is
more
important
than
acting
perfectly
and
finally
scale
the
team
for
the
long
haul
right
now
we're
in
a
sprint.
Ultimately,
this
is
a
multi-sport
endurance
event,
and
so
we're
going
to
need
the
team.
B
That's
gonna
be
able
to
do
all
the
different,
long,
haul
things
and
sustain
this.
This
is
not
something
we
can
stop
after
a
week
or
two
or
three
or
four
or
five
or
maybe
even
12.
So
Li
will
talk
more
now
in
detail
about
how
we've
organized
the
EOC
and
then
we
will
take
a
look
at
some
of
the
examples
of
our
action
approach
in
both
feeding
and
homeless
response.
Lee
Thank.
C
You
Gabe:
can
you
go
to
the
next
slide
next
slide?
Thank
you.
So
was
it
mentioned
a
great
deal
of
the
organization
and
folks
in
the
EOC,
while
we've
been
implementing
over
the
past
few
weeks,
the
larger
team
of
us
have
been
focused
on
this
roadmap
and
the
importance
of
it.
You
know
usually
some
of
these
roadmap
exercises.
For
us.
C
We
do
higher
level
objectives
that
the
EOC
would
be
pointed
to,
but
it's
very
important
for
kipp
myself,
as
well
as
our
operations
chief
angel
and
Jim,
that
we
operationalize
these
within
the
EOC,
and
then
we
make
very
specific,
measurable
progress
over
the
coming
days.
So
what
we've
been
able
to
do
over
the
over
the
weekend
is
really
take
these
roadmap
items
and
work
streams
and
put
them
in
the
operation
center.
So
now
we
have
teams,
as
we
move
forward
that
are
focused
on
these
specific
items
versus
one
department
focusing
on
just
their
part.
C
So
an
example
within
the
management
section
that
Kip
and
I
koa
lead
the
first
one,
the
compliance
branch,
which
is
really
compliance
with
the
county's
Public
Health
order.
That's
a
team
made
up
of
folks
from
the
city
manager's
office
PD
as
well
as
EPA,
oh,
so
these
are
interdepartmental
teams
that
are
focused
solely
on
one
mission
same
with
under
the
personnel
branch,
the
safety
of
our
first
responders
and
our
workforce
that
are
responding
to
this.
C
That's
a
work
stream
within
a
roadmap
that
we've
brought
into
the
Emergency
Operations
Center,
to
focus
on
in
Gemmell
focus
on
a
few
of
those
when
we
cover
operations
as
well,
but
that's
a
different
tactic
for
us
to
do,
and
one
we
believe.
Given
our
circumstances,
that
is
necessary.
The
second
thing
is,
as
we
had
talked
to
you
about
in
our
study
session
emergency
operation
centers,
we
we
typically
take
a
plan
off
the
shelf
once
a
disaster
is
hit
and
then
we
can
slowly
focus
on
responding
to
this
disaster.
C
Skip
is
illustrated
you
today.
This
disaster
is
still
continuing
its
evolving
and
changing
so
our
ability
and
our
need
to
plan
while
we
implement
is
greater
than
it's
ever
been.
So
we've
done
a
few
different
things
really
three
things
to
augment
our
approach
during
this
period.
The
first
is
we've
added
capacity
to
our
planning
section,
which
is
really
important,
focused
on
our
weekly
goals,
as
well
as
we've
stood
up
a
and
you
can
see
it
in
this
slide.
C
A
a
future
planning
branch-
and
this
is
something
new-
that
we're
going
to
start
is
to
really
ensure
that
we
keep
those
folks
that
are
focused
on
those
work,
streams
and
roadmap
work
streams
on
the
actual
problem.
They
can
be
focused
on
a
few
small
actions,
acting
quickly
experimenting
with
them
and
then
quickly
scaling
them
up.
So
we
can
respond
while
another
set
of
people
can
focus
on
what's
important
in
week,
two
what's
important
in
week.
C
Six,
and
similarly
with
some
of
the
larger
problems
that
you'll
see
or
the
larger
work
streams
that
are
really
complex
and
that
we
need
to
figure
out
immediately
within
the
next
three
weeks
as
Jim
highlights,
you'll
see
different
planning
or
future
groups
embedded
in
some
of
those
different
work,
streams
or
roadmap
exercises,
so
that
we
have
folks
dedicated
to
focusing
and
implementing
on
what's
happening
this
week
and
the
following
week.
While
another
set
of
people
in
the
organization
can
do
that.
D
So
good
afternoon,
I'm
Jim,
Ward
ball
and
I'm.
The
Operations
Section
coordinator
in
the
Emergency
Operations
Center
angel,
Rios
and
I
share
that
role.
We
shift
on
and
off
those
roles.
The
operations
section
is
the
largest
in
the
EOC.
We
coordinate
the
delivery
of
the
essential
services
of
the
city,
we've
activated
ten
branches
within
the
operations
section.
We
did
that
that
we
Jim
week
of
March
9th,
we
activated
an
11th
branch.
Yesterday
we
operate
remotely.
D
We
have
conference,
calls
twice
a
day
with
everybody
from
those
branches
representing
all
that
you
see
on
this
chart,
we
have
specialists.
You
follow
up.
Obviously,
on
conference
calls
with
ten
different
branches.
Complex
issues
come
up
that
need
to
be
resolved
among
multiple
branches.
They
take
those
offline,
they
work
them.
We
bring
wrap
resolution,
we
move
forward,
we've
had
outstanding
engagement
and
problem
solving
from
all
the
branches
involved.
You
can
see
on
the
essential
services
list
that
city
manager
Sykes
talked
about.
We
have
essential
Public
Safety
with
the
police
and
law
branch.
D
Fire
and
medical
is
also
wrench.
They
also
have
Department
operation
and
police
command
centers
at
their
facilities
that
they're
guiding
their
overall
effort.
I
think
the
most
important
thing
to
really
point
out.
When
you
look
at
the
central
public
safety
and
essential
facilities,
utilities
and
infrastructure,
our
city
is
functioning.
We
are
meeting
the
needs
of
our
city
in
all
of
these
areas.
The
the
staff
and
the
folks
in
these
branches
are
dedicated
doing
that
and
we're
actually
able
to
continue
to
deliver
everything
that
we
need
to
do
to
keep
the
city
function.
D
I
think
that's
the
most
important
point
I'll
bring
out
today
on
this
chart.
We
also
have
a
massive
effort
around
logistics
to
keep
all
of
these
essential
operations
supplied
with
materials
equipment,
particularly
personal
protective
equipment.
So
these
employees
can
be
safe
in
the
performance
of
their
duties.
We've
embedded
the
safety
from
the
management
section
within
operations
as
well,
so
that
we
look
at
all
of
our
operations
from
the
lens
of
how
do
we
keep
our
people
safe
and
when
they
interact
with
the
public?
How
do
we
keep
them
safe
as
well?
D
So
safety
has
been
a
critical
component
of
what
we've
done
as
well
as
logistics.
We
also
have
four
kind
of
special
branches.
If
you
will,
one
is
supporting
the
staff
and
the
families
of
the
essential
workers,
and
one
of
the
needs
could
be
with.
Schools
closes
childcare,
so
we're
standing
up
a
childcare
branch.
We've
identified
needs
for
about
a
hundred
city,
employees
that
are
doing
essential
work
for
childcare
and
we're
getting
ready
to
stand
that
up
later
this
week
again
with
safety
protocols,
the
right
approaches.
D
So
that's
that's
an
important
effort
that
we're
leading
as
well.
The
two
branches
aren't
moving
to
the
right
side
of
the
chart
that
you
have
they're
kind
of
at-risk
communities
and
populations.
Branch
angel
is
Spang,
paying
special
attention
that
area
focused
on
food
and
necessities
that
our
community
will
need,
particularly
those
that
are
most
at-risk
seniors
and
those
with
underlying
medical
conditions.
D
He'll
get
into
the
detail
of
that
in
a
moment
and
then
our
homeless
support
branch
as
well
just
maximizing
efforts
to
focus
on
the
needs
of
that
community
during
this
pandemic
and
we'll
also
Lee
and
I,
will
get
into
more
details
on
that
branch
as
well.
The
last
one
which
we're
standing
up
now
is
a
request
from
the
county
for
quarantine
and
isolation,
housing
for
those
people
that
are
presumed
or
have
confirmed,
kovat
and
need
to
be
isolated.
So
that's
something
we're
standing
up
now.
D
E
Right,
thank
you
Jim,
so
the
city
is
taking
a
leadership
role
in
in
standing
up
a
countywide
food
distribution
system,
and,
to
that
end,
we've
we've
convened
five
working
teams
that
working
interdependently
along
these
five
work
streams.
The
five
our
first
one
is
identification
of
resident
needs
and
prioritization.
Second,
is
food
supply
and
chain
sourcing.
The
third
is
food
delivery
and
distribution,
with
with
emphasis
on
countywide
nonprofits.
E
The
fourth
one
is
food
delivery
and
distribution,
with
an
emphasis
on
private
sector,
and
then
it
in
fifthly,
volunteer
and
nonprofit
coordination.
I'll,
give
you
some
highlights
in
terms
of
some
results
and
accomplishments
in
each
of
these
areas.
First
and
foremost,
the
business
of
identifying
residents
in
need
our
main
target
population,
our
seniors
and
the
medically
vulnerable,
and
then
since
and
over
the
last
week,
we've
also
added
and
included
in
that
designation,
unhoused
residents
and
and
those
that
are
going
to
be
used
in
our
child
care
resources
as
well.
E
First
of
all,
a
business
that
we
launched.
As
many
of
you
are,
you
know
the
Silicon
Valley
strong
org
website
and
that's
a
that's
a
our
primary
point
of
entry
for
information
both
from
the
community
and
to
the
community.
In
addition
to
that,
we've
we've
linked
in
to
the
Second
Harvest
Food
Bank
in
their
food
connection,
hotline,
as
well
as
the
2-1-1
a
platform
as
well.
E
In
addition
to
all
that,
all
the
different
partners
that
we've
convened
we're
using
their
networks,
we've
been
in
contact
with
many
of
your
offices
as
well,
and
so
we're
basically
using
every
network
we
can
formally
informally
social,
social
media,
etc.
So
the
word
is
definitely
getting
out
there.
A
a
couple
of
results
that
I
think
worth
noting.
E
Our
first
order
of
business
was
really
to
make
sure
that
we
maintain
and
preserve
all
the
pre-existing
congregate
meal
sites,
both
in
the
city
as
well
as
countywide
in
other
cities,
and
we've
been
able
to
do
that.
We've
been
able
to
keep
all
but
three
open
and-
and
that's
been
a
pretty
significant
step
in
the
right
direction.
As
these
congregate
meal
sites
were
already
tapping
into
some
of
the
most
vulnerable
building.
E
On
top
of
that,
we
really
capped
into
kind
of
really
the
core
if
we
just
fusion
infrastructure
that
we
have,
which
is
Second
Harvest
Foodbank
on
a
daily
basis,
they
provide
three
hundred
thirty
five
thousand
meals
per
day,
and
so
one
of
our
goals
is
to
make
sure
that
that
system
that
food
source
stays
open
and
strong,
and
to
that
end
we've
been
working
in
direct
coordination
with
them.
They
immediately
experienced
a
decline
in
volunteers
for
obvious
reasons.
E
We
worked
really
quickly
to
fill
that
void
more
recently,
as
recent
as
last
night
worked
out
an
arrangement
in
coordination
with
them
and
city
county
and
state.
You
see
to
secure
some
assistance
from
the
National
Guard
and
as
of
this
morning,
we
have
80
personnel
from
National
Guard,
assisting
with
food
distribution
in
two
of
their
main
locations,
the
curtain
er
site
and
the
in
the
the
first
Street
site.
E
Just
in
this
last
week,
we
provided
forty
nine
thousand
meals
on
top
of
what
the
Second
Harvest
Foodbank
already
provides,
and
so
that's
a
significant
step
in
the
right
direction.
What
we've
also
been
doing
is
paying
attention
to
emerge
in
need
and
to
give
you
an
example
of
how
we're
tracking
that
need
prior
to
Co
vid,
the
food
connection
hotline
would
receive
on
average
about
a
hundred
and
eighty
phone
calls
a
day.
E
They
are
now
receiving
800
phone
calls
a
day,
so
we
are
definitely
starting
to
see
number
one
that
need
increase
and
so
we're
setting
up
our
infrastructure
to
meet
that
need
accordingly.
Another
very
significant
move
that
we
made
was
to
really
tap
into
our
pre-existing
school-based
infrastructure.
You
know
the
school
system
has
a
well
established
food
distribution
network
and
last
week
we
we
in
partnership
with
many
of
the
different
school
districts
we
identified
30
locations,
as
of
today
we're
up
to
88
school
sites
providing
a
food
for
for
people
of
all
ages.
E
Initially,
this
was
school-age
focus.
We've
been
able
to
modify
the
contracts
to
include
all
ages
in
that
distribution
and
we
plan
to
continue
to
grow
those
number
of
sites,
as
the
as
they
need
emerges.
So
that's
really
kind
of
on
that.
On
that
first
section
around
food
supply
and
chain
sourcing,
we
have
a
team
really
taking
a
closer
look
at
this,
because
obviously
a
food
supply
becomes
compromised
or
limited.
That
obviously
becomes
a
problem.
So
we
have
a
team
really
working
on
this
and
monitoring
this.
E
E
This
third
area
around
food
delivery
and
distribution,
with
an
emphasis
on
nonprofits
we've,
convened
an
ad
hoc
nonprofit
Leadership
Council
made
up
of
high-level
leaders
from
all
those
different
organizations
that
I
just
mentioned
and
and
several
others
all
with
the
aim
of
just
making
sure
we're
facilitating
good
communication
and
coordination.
As
you
know,
we
don't
have
a
lot
of
time
to
wait.
E
We
know
that
the
systems
that
we
have
in
place
right
now
are
going
to
have
to
grow
accordingly
right,
so
we
are
working
with
various
private
sector
companies
looking
at
scaling
up
food
delivery
to
the
tune
of
a
hundred
thousand
miles
a
day
and
more,
if
necessary.
In
order
to
do
this,
we've
also
identified
needed
to
access
food
kitchens,
such
as
si
P,
the
the
county,
cafeteria
Google's
cafeteria.
E
Some
some
other
private
sector
partners
to
date,
Deloitte
ServiceNow
5/9,
also
some
other
nonprofit
partners
that
have
really
stepped
up
in
a
big
way:
hunger
at
home,
Migron
meals
and
then
there's
other
groups
such
as
team,
San,
Jose
and
so
a
lot
of
different
people
that
we're
tapping
a
lot
of
people
that
are
stepping
up
willing
to
help.
Lastly,
and
and
and
and
equally
important,
is
our
volunteer
nonprofit
coordination
work
force
through
through
the
Silicon
Valley
org
website
alone.
To
date,
we've
already
received
1413
volunteers,
just
over
a
span
of
about
a
week's
time.
E
We've
already
deployed
over
a
thousand
of
those
volunteers
to
different
nonprofits
such
as
Second
Harvest,
Foodbank,
Sacred,
Heart,
Martha's,
kitchen,
Lowe's
and
loaves
and
fishes
and
and
we're
gonna
continue
to
recruit
and
deploy
volunteers
on
a
parallel
track,
we're
also
making
sure
that
they
are
safe
and
and
so
we're.
Also,
we've
been
working
with
our
HR
staff
to
make
sure
that
we're
following
proper
safety
protocols
to
make
sure
that
we're
not
putting
any
of
our
volunteers
in
harm's
way.
E
C
Thank
you.
The
last
work
stream
we
wanted
to
talk
to
you
about
was
homelessness,
and,
since
the
last
update
that
we
gave
to
you,
we've
been
focused
on
adding
shelter
capacity,
expanding
access
to
hygiene
supplies
across
our
unsheltered
community,
as
well
as
sheltering
the
most
vulnerable
individuals.
Our
goal
is
to
stand
up
thousands
of
temporary
shelter
beds
as
quickly
as
possible,
as
that
is
the
number
of
public
health
experts
in
the
county
believe
may
be
needed
to
contain
the
spread
of
kovat
among
our
unsheltered
community.
D
The
homeless
branch
in
operations
is
driving
and
coordinating
with
the
county
they're
moving
at-risk
individuals
into
vacant
units
at
the
Maybury
bridge
housing
community
in
the
Plaza
Hotel
city
staff,
is
preparing
a
Parkside
hall
and
the
South
Hall
is
temporary
shelter
locations.
The
county
is
preparing
Gateway
Pavilion
at
the
fairgrounds
as
a
temporary
shelter
location.
The
city's
received
105
trailers
from
the
state.
The
trailers
are
in
position
at
Happy
Hollow
park
and
zoo
in
the
East
parking
lot,
but
given
their
condition,
we've
initiated
an
inspection
and
refurbishing
process.
D
Significant
utility
setup
is
already
underway,
and
initial
availability
is
targeted
for
the
week
of
March
30th,
their
intended
uses
for
isolation,
presumed
or
confirmed
people
with
Kovach
cases.
The
city
is
preparing
to
keep
our
overnight
warming
locations
at
Bascom
and
Roosevelt
open
24/7
we're
keeping
our
safe
parking
sites
at
Roosevelt
and
Southside,
open
24/7
on
the
hygiene
and
sanitation
front.
Significant
communications
and
outreach
has
occurred
on
safe
practices
and
distancing
and
dozens
of
portable
hand.
Washing
station
x'
and
toilets
have
been
deployed
at
large,
homeless
encampments.
D
The
county
is
master
leasing
where
possible
to
maximize
sheltering
capacity,
and
they
have
three
motels
under
lease
already.
The
county
is
partnering,
with
the
state
of
California
to
significantly
increase
the
number
of
hotel,
motel
rooms
available
for
emergency
purposes,
and
the
county
is
keeping
their
seasonal
shelters,
open
indefinitely.
Year-Round
shelters
are
extending
hours
of
operation
and
the
valley
homeless.
Health
care
program
is
conducting
health
and
risk
assessments
of
individuals
and
making
determinations
about
who
should
be
isolated
in
quarantine
with
medical
professionals.
D
Home
first
homeless
helpline
is
continuing
to
handle
calls
from
homeless
individuals
that
are
in
need
of
assistance.
Over
the
past
week,
this
branch
has
made
significant
progress
in
both
capacity
and
our
ability
to
isolate
individuals
for
their
protection
and
the
larger
communities
protection
we're
doing
that
where
we
can
and
with
the
actions
to
date,
we
have
added
or
will
add
about
800
temporary
shelter
beds.
C
C
This
group
will
be
able
to
better
identify
the
opportunities
where
the
private
sector
can
step
up
and
help
as
well
as
sort
through
the
possibility
of
volunteers
in
helping
us
with
this,
as
we
figure
out
the
safety
protocols
for
our
volunteers,
the
focus
over
the
coming
days
for
this
group
is
really
on
expanding
the
shelter
capacity
and
other
temporary
housing
solutions
which
we
may
take
advantage
of
for
more
permanent
solutions
as
the
city
moves
past.
This
with
that
we're
gonna
move
to
compliance
with
the
public
health
order
and
you'll
hear
from
Kip,
and
the
chief.
B
It
is
our
number
one
tool
and
we
have
to
be
curve
of
this
epidemic
and
make
sure
that
we
can
save
lives
and
prominent
partner
in
that,
of
course,
is
our
police
and
the
enforcement
wing
and
I'll
have
any
talk
about
that
in
just
a
moment,
but
I
want
to
frame
up
the
other
two
pieces
of
how
we're
thinking
about
and
implementing
compliance
which
are
education
and
engagement
and
we'll
be
using
both
our
public
information
officer,
as
well
as
our
liaison
branch
to
activate
both
of
these
the
education.
Is
it
critical?
B
The
good
news
is
our
best
chance
at
compliance
is
actually
voluntary
compliance
with
appropriate
enforcement
all
available
resource.
Excuse
me
all
available.
Research
from
both
health
and
law
enforcement
organization
tells
us
that
this
is
achievable.
If
we
prioritize
education,
trust
and
engagement
of
the
public
about
nine
out
of
ten
Americans
say
they
would
willingly
comply
with
a
shelter-in-place
order
if
provided
with
appropriate
education
about
the
need
for
the
order.
B
So
the
city's
publicly
visible
elected
officials,
you
all,
can
provide
critical
assistance
by
educating
the
public
on
the
need
for
the
order
and
how,
as
a
community,
we
are
expressing
solidarity
with
the
most
vulnerable
among
our
community,
the
most
at
risk
by
complying,
because
somebody
was
talking
about
often
we
think
about.
We
talk
about
our
children
as
being
at
risk.
In
this
case,
sometimes
the
children
are
the
risk,
because
what
we're
doing
is
protecting
our
elders,
protecting
those
most
at
risk
and
so
staying
at
home.
B
Staying
where
you
are
and
socially
isolating
is
your
way
to
protect
others,
and
so
we're
going
to
be
doing
an
education
with
the
public
on.
Why
and
how
it
was
most
safely
comply
with
the
public
order,
we're
going
to
be
engaging
both
with
the
public
and
nonprofit
understanding
their
questions,
reporting
on
non-compliance
and
funneling
that
information
to
our
police,
as
well
as
understanding
barriers
or
issues
that
they
may
have
to
complying
and
shifting
our
services
so
that
those
who
want
to
comply
can
comply.
B
F
With
our
approach,
when
the
order
came
out,
we
unofficially
started
deploying
some
overtime
cars
on
swing
shift
on
Tuesday
March
19th.
After
the
order
was
issued
that
had
gone
into
effect
on
midnight,
and
we
started
officially
deploying
the
health
order.
Compliance
cars
on
Wednesday
day
shift,
Wednesday
March
19th.
We
deploy
four
to
officer
cars
on
day
shift
and
four
to
officer
cars
on
swing
shift
day
shift
runs
from
10:00
to
3:00
and
swings
runs
from
4:30
to
10:30
the
cars
working
each
Police
Division
again,
as
I
mentioned
before.
F
The
main
purpose
of
the
cars
is
to
proactively
seek
non-essential
businesses
who
remain
open
and
violation
to
the
health
order.
Officers
who
respond
to
complaints
calls
through
our
dispatch
center
have
been
vetting
using
the
health
order
criteria.
Officers
make
contacted
businesses,
identify
those
responsible,
give
them
a
copy
of
the
health
order
and
explain
its
purpose.
At
this
point
it
had
been
more
educational
in
nature
and
we
had
voluntary
compliance.
We
have
not
run
into
any
non-compliance,
but
should
it
happen,
and
we
would
have
a
district
supervisor
and
an
appropriate
resolution
would
be
made.
F
We
are
currently
tracking
contacted
businesses
and
checking
for
continued
compliance.
Our
current
plan
is
to
move
from
an
educational
standard
stance
on
any
business
that
has
been
contacted,
warned
and
then
reopened.
We're
looking
at
the
at
this
week
to
begin
that
enforcement.
We
have
several
remedies
to
include
criminal
citation
business,
license
sanctions
and
health
code
violations.
We
have
been
in
contact
with
various
city
and
county
departments
to
explore
some
other
options.
Go
over
some
statistics,
real
quick.
F
Our
hope
is
the
procedure
and
reporting
requirements
for
sighting
locations
was
actually
developed.
Yesterday,
with
the
input
of
the
district
attorney's
office,
this
is
being
communicated
to
all
future
compliance
cars
and
will
be
sent
out
all
to
patrol
today.
Today,
we're
sending
our
compliance
cars
to
specific
locations
where
violations
were
observed
on
318
and
319
tomorrow,
we'll
send
out
compliance
cars
to
recheck
those
observed
violations
on
320
321.
This
will
be
continued
until
all
locations
contact
contacted
during
the
education
phasor
recontacting.
F
You
know,
in
addition
to
that
and
I'll
tell
you
what
your
men
and
women
that
have
been
working
have
been
amazing
and
they
visited
this
challenge
with
just
additional
work
on
their
on
their
plate,
and
they
just
couldn't
be
more
proud
of
these
individuals.
In
addition
to
all
that,
we're
working
closely
with
the
DA's
office
and
Kate
in
the
event
that
we
do
issue
a
citation
with
regards
to
what
information
they
will
need
for
successful
prosecution.
Also,
the
DA
has
a
public
website
that
takes
complaints.
F
A
team
of
DA's
then
ultimately
vets
those
complaints
and
they
call
the
individual
businesses.
If
they
continue
to
operate,
then
they
will
contact
us
they'll,
send
they'll,
send
the
list
over
to
us
and
we'll
compile
them,
and
then
we
send
that
list
out
to
our
compliance
cars
for
follow-up.
You
know
we
may
need
to
increase
our
compliance
cards
because
of
the
volume
of
Carl
calls
that
we
are
currently
undertake.
F
We
do
have
County
Council
at
the
EOC,
which
is
a
an
amazing
tool
for
us
to
offer
us
real-time
and
essential
real-time
information
on
when
we're
contacting
businesses
and
deeming
them,
if
they're,
essential
or
non-essential,
which
is
obviously
the
the
big
hurdle
that
we
come
across
when
we're
out
there,
and
this
is
a
new
for
law
enforcement
as
well.
You
know,
as
it
pertains
to
persons
being
out
of
their
homes.
F
I
think
this
is
important
as
well,
because
I
think
often
people
we
get
the
question
with
regards
what
we're
doing
to
businesses,
and
then
people
get
the
question
what
we're
doing
for
people
that
are
out
of
their
homes.
You
know
our
order,
you
know
ultimately
last
Monday
actually
put
out
an
order
that
our
officers
were
not
to
stop
or
detain
people
solely
because
of
the
shelter
in
place
order.
We
came
to
the
realization
and
workman.
F
The
City
Attorney's
Office
is
that
there
were
numerous
exceptions
to
the
stay
at
home
order
and
just
by
mere
fact
that
someone's
out
of
their
home,
we
can't
reasonably
assume
that
they're
violating
the
order
and
as
it
pertains
the
groups,
we're
gonna
remain
educational
in
nature.
You
know
I,
given
this
example
many
times
and
I'll
and
I'll
say
then
I
have
a
lot
of
faith
in
our
community
right
now
that
I'll
draw
it
akin
to
the
red
red
zone
area.
F
You
know,
if
you
have
a
red
zone,
we
hope
that
every
law-abiding
resident
will
not
park
in
a
red
zone,
the
ones
that
do
if
the
police
officer
comes
by
and
they're
in
the
car
and
the
police
officer
says
to
move
most
will
move.
There's
there
will
be
a
small
percentage
of
individuals
that
will
look
at
the
officer
and
say
now:
I'm
gonna
stick
around.
Well
then,
the
officers
gonna
have
to
do
something
else,
and
I
really
want
to
look
at
it,
and
in
that
in
that
way
you
know.
F
As
you
know,
we
we
want
to
continue
to
remain
educational
as
officers
we
get
calls
for
service.
We
do
get
calls
from
people
saying
that
there's
groups
of
people
playing
you
know,
we've
gotten
calls
and
people
playing
basketball
at
the
park
or
what-have-you.
It
will
respond
to
that
we'll
educate
and
tell
people
that
they
have
to
go.
I'll.
Tell
you
one
dynamic.
That's
you
know,
as
we
continue
to
get
calls
from.
Our
community
is
one
dynamic
that
we're
seeing,
and
maybe
some
of
you
have
seen
it
as
well.
F
I
know:
I
was
coming
from
my
mom's
house
over
the
weekend
to
give
her
some
things
and,
on
my
way,
back
driving
through
and
seen
some
parks
I
mean
some
parks
that
were
seen
throughout
the
city.
Looked
like
it
was
a
midsummer
day
with
people
going
two
parks
I
understand
the
messaging
that
we've
sent
with
regards
to
exercise
is
important,
but
ultimately,
if
we
truly
want
to
help
our
officers
try
to
help
enforce
this,
we're
gonna
need
some
help
in
some
of
these
areas.
F
Because,
honestly,
you
know
I've
gone
through
several
parks
and
really
not
just
in
the
city
but
in
other
cities
as
well,
where
it
does
look
like
a
like
a
summer
day
where
you
know
like
out
at
those
parks,
and
so
that's
that's
an
area
that
I
think
we're
gonna.
That's
the
next
step
that
I
think
that
we
need
to
address
at
some
point.
F
But
in
conclusion
you
know,
as
I've
been
saying
before
we're
gonna
get
out
of
this
at
one
point
and
when
we
do
I
think
as
a
police
department,
we
have
to
be
mindful
and
thoughtful,
as
has
to
be
as
to
how
we
enforce
its
orders.
These
orders
I
know
I've
been
on
calls
with
the
major
city
chiefs
Association
and
we've
discussed.
The
fact
that
you
know
at
the
end
of
this
law
enforcement
agency
is
we're.
Gonna
have
a
lot
of
work
to
do
if
we
don't
do
that,
the
right
way
and
rebuilding
our
community
trust.