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From YouTube: 3/17/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San Jose City Council March 17 Meeting, Agenda Item 3.1
A
All
right,
thank
you.
I
do
want
to
start
off
by
saying
how
proud
I
am
of
the
of
the
organization
and
of
our
community
and
how
they've
responded
over
the
past
few
days.
Very
much
appreciate
all
the
planning
that
we
have
done
leading
up
to
this
point.
I
think
we
have
come
out
of
the
gate
very
strongly,
but
time
is
of
the
essence
and-
and
we
are
sprinting
now
for
sure.
A
A
If
I
could
go
to
the
next
slide,
please
so
we
are
in
stage
5
of
our
pandemic
response
plan.
Our
EOC
is
fully
activated
and
leading
this
event.
All
of
our
work
will
be
coordinated
through
our
Yosi.
We
will
transition
between
Lea
and
Kip
as
IOC
leaders
all
city
facilities,
except
the
airport,
are
closed
to
the
public.
A
All
essential
services
will
continue,
and
so
I
want
to
just
stress
that
essential
services
means
more
than
just
police
and
fire.
There
are
many
services
that
we
need
to
continue
to
keep
the
public
safe
to
keep
our
city
clean,
and
so
those
essential
services
continue.
I
also
want
to
reassure
the
council.
As
we
make
decisions
under
the
emergency
Proclamation,
we
will
be
bringing
those
decisions
forward
to
Council
for
ratification
as
soon
as
practical.
A
The
update
today
is
intended
to
provide
you
with
the
latest
information
that
we
have
and
we
commit
to
constant
communication
with
all
of
you,
with
the
public
and
with
the
workforce
through
the
many
channels
of
communication
that
we
have
available
to
us
before.
I
turn
it
over
to
Kip
and
inle
just
want
to
ask
again
for
your
patience
as
we
go
through
different
presentations
as
we
manage
the
logistics
really
trying
to
minimize
the
amount
of
staff
that
we
have
here,
and
so
it
will
take
us
a
minute
or
two
to
transition
between
presentations.
B
Afternoon,
mayor
and
council,
members
of
the
public,
Kip
Harkness,
deputy
city
manager
and
the
lead
on
our
pandemic
response.
54
days
ago,
we
initiated
our
preparations
for
a
possible
pandemic
of
the
virus,
now
known
as
koban
19.
Today,
the
pandemic
is
no
longer
a
possibility.
It
is
a
reality.
I
want
to
walk
you
through
what
we
now
know
about
kovat
19,
how
it
behaves
and
what
its
possible
impact
on
us
as
a
city
and
a
community
will
be,
and
therefore
why
we
have
responded
in
the
way
that
we
have
so
backing
up
a
little
bit.
B
It's
important
to
understand,
I'm,
going
to
start
with
kind
of
the
question
that
we've
all
been
asking
I.
Think.
Increasingly,
we
have
a
clear
answer
to
how
is
this
different
from
the
flu?
How
is
this
not
just
another
seasonal
flu
and
it's
different
in
three
key
ways:
one!
It
is
much
more
transmissible
than
the
common
flu,
so
in
the
flu
season
one
person
might
get
the
flu
and,
on
average
in
fact,
1.3
other
people,
Cobin
19,
you
may
get
koba,
19
infect
two
or
three
or
more
other
people.
B
So
if
the
number
is
below
one,
you
don't
have
an
epidemic
because
it
burns
out.
If
the
number
is
above
one,
you
begin
to
have
an
epidemic
the
higher
the
number
is
above
1,
the
more
rapid
that
up,
we'll
spread
so
to
have
to
go
from
1.3
to
a
3
is
a
huge
swing
in
the
amount
of
transmission
of
a
particular
virus.
B
Second
reason
that
covet
19
is
different
than
the
flu
is.
It
is
more
deadly
than
the
seasonal
flu,
especially
for
older
people
across
all
age
groups.
It
is
approximately
20
times
more
deadly
than
the
seasonal
flu.
Finally
reason
number
three:
it
is
a
recent
zoonotic
disease,
which
means
it's
come
across
to
us
from
animal
transmission.
So
there
is
no
previous
contact
with
humans.
We
have
no
immunity
that
we've
built
up
over
time.
There
is
no
vaccine
and
there
are
no
for
certain
medical
treatments.
B
So
we
do
not
have
the
pharmacological
weapons
that
we
have
against
flu
or
the
natural
immunity
that
we
would
have
against
flu.
So,
for
those
three
reasons,
kovat
19
is
extremely
different
than
the
flu
and
I
want
to
give
you
a
non
alarmist,
but
a
realistic
understanding
of
the
magnitude
of
the
threat
and
why
we
are
going
to
be
concentrating
our
response.
We
do
not
yet
know
what
the
level
of
this
disease
will
be
and
part
of
what
the
level
of
this
disease
will
be
will
depend
on
our
response
to
it.
B
Let's
take
this:
let's
look
at
things
that
we
all
care
about:
death
by
homicide,
death
by
traffic
fatalities
and
death
by
seasonal
flu,
and
we
look
at
that
for
the
year
like
1919
and
then
we
take
all
of
that
and
we
go
back
and
we
look
1918
2018
all
the
way
back
to
2010.
We
take
a
decade
of
deaths
by
homicide,
traffic
fatalities
and
flu.
Now,
if
we
stack
all
of
those
together
in
a
single
year,
we
get
about
877
deaths.
B
We
expect
Kovan
19
at
a
middle
scenario,
to
potentially
have
that
many
deaths
in
the
next
three
months.
So
the
actions
that
we
take
today
and
that
our
community
takes
following
doctor
Cody's
orders
around
shelter
in
place
could
have
as
much
effect
on
people's
lives
and
safety
as
10
years
of
effort
around
traffic
safety,
homicide
and
prevention
in
normal
times.
So
this
is
no
ordinary
time,
and
this
is
why
everything
we
are
doing
is
focused
on
the
response.
B
So
what
we
know
about
this
is
that
it
the
epidemic,
progresses
in
a
high
into
the
right
way.
It
has
exponential
growth.
We've
seen
this
in
China.
We
are
now
beginning
to
see
this
in
Europe
and
in
the
United
States.
We
also
know
that
for
most
of
us,
the
cases
if
we
catch
it
will
be
mild
about
80%
or
more.
However,
there
are
a
significant
number
of
severe
cases
which
requires
attention
and
medical
care
and,
most
importantly,
about
five
to
six
percent
of
the
cases,
will
be
critical
and
require
significant
medical
attention.
B
In
particular,
the
current
therapies
require
ICU,
intensive
care
unit
and
ventilation,
intubation
the
insertion
of
a
tube
down
the
throat
to
provide
ventilation
capacity
or
somebody
whose
lungs
are
no
longer
fully
functioning.
That
becomes
a
critical
pain
point
and
we'll
come
back
to
that
later.
It
is
those
5%
that
are
critical
are
the
ones
that
we
need
to
pay
attention
to
the
most
so
who
does
it
kill?
It
disproportionately
affects
people
as
they
age,
beginning
at
age.
50.
B
B
Where
are
we
in
Santa
Clara
County?
We
are
experiencing
a
similar
growth.
If
you
plot
our
cases
against
an
exponential
growth
curve,
it's
fits
98.6%,
which
means
that
we
are
seeing
exactly
the
kind
of
exponential
growth
that
we
would
expect.
That
means
we
are
about
thirty
five
percent
growth,
estimated
in
the
county,
which
means
a
doubling
of
the
number
of
cases.
B
So
if
we
use
what
we
know
about
other
countries
to
look
ahead,
it's
a
bit
hard
to
see
on
this
screen,
but
that
dotted
line
is
that's
hatching
through
all
the
way
to
the
top.
Is
the
35%
growth
way?
You
see
that
some
countries
like
Singapore
the
green
line
across
and
Japan,
have
managed
to
get
some
control
over
the
disease
by
very,
very
aggressive
containment.
We
are,
unfortunately,
past
the
point
of
being
able
to
have
effective,
aggressive
attainment
at
that
level,
but
we
can
still
have
potential
mitigation.
B
Metric
measures,
Korea
South
Korea,
for
example,
has
bent
the
curve
pretty
rapidly
with
their
response
and
China
was
ultimately
able
to
do
the
same.
At
this
point
using
Italy
as
a
proxy.
You
can
see
that
we
are
perhaps
weeks
behind
Italy
at
best,
perhaps
a
week
behind
Italy
at
worst,
and
so
that
suggests
that
we
are
potentially
in
a
situation
similar
to
Italy,
where
the
stresses
on
our
health
care
system
are
imminent
and
I'll
get
into
that
in
just
a
moment.
So.
B
B
These
numbers
are
starting
to
improve,
but
they
have
improved
late
and
what
that
means
is
we
have
limited
and
delayed
understanding
of
the
situation
of
coded
19
in
the
United
States
and,
statistically
speaking,
that
to
suggest
that
the
spread
is
probably
worse
than
we
know,
and
that
containment
is
in
its
purest
form.
It's
likely
no
longer
possible,
so
you
may
have
all
seen,
probably
all
seen
a
version
of
this
flattening
the
curve.
B
Unfortunately,
the
problem
with
a
graph
like
this
is
it
lacks
actual
data
and
therefore
presents
a
slightly
more
optimistic
picture
of
what
is
possible.
The
dotted
line
you
see
going
across
from
right
to
left
is
health
care
capacity,
and
this
graph
optimistically
shows
us
being
able
to
flatten
the
curve
below
health
care
capacity.
At
this
point,
health
care
capacity
is
not
a
general
thing.
It
is
specific
to
the
critical
cases
as
I
spoke
of
earlier.
B
So
the
critical
pain
point
in
health
care
capacity
is
the
capacity
of
ICU
units
and
ventilation
units
to
deal
with
the
most
critical
cases.
In
the
absence
of
ICU
and
ventilation,
those
critical
cases
will
die,
so
that
is
the
limiting
factor
on
our
ability
to
respond
to
the
disease
as
it
becomes
an
epidemic.
The
reality
is
that
dotted
line
if
we
were
to
make
one
for
Santa,
Clara
County
would
be
much
much
lower.
We
are
already
running
out
of
ICU
capacity,
and
the
county
is
working
to
rapidly
expand
what
they
have
and
have
on
access.
B
But
as
of
a
couple
of
days
ago,
we
only
had
11
bacon
ICU
beds
in
the
entire
county,
so
that
that
dotted
line
is
much
much
lower
than
you
see
on
this.
The
other
thing
is
flattening.
The
curve
is
really
really
difficult,
because
the
rate
of
transmission
is
so
high.
However,
the
very
best
thing
you
could
do
to
flatten
the
curve
is
exactly
what
dr.
Sarah
Cody
has
ordered
us
to
do
stay
home.
If
everybody
actually
follows
the
orders
in
three
weeks,
the
course
of
this
pandemic
could
be
completely
different.
B
It
takes
a
runs
its
course
in
most
people
in
two
weeks,
so
if
we
are
able
to
keep
everybody
isolated
in
their
home
and
social
distance
for
a
three-week
period,
it
is
quite
potential
that
we
could
significantly
flatten
the
curve
and
reduce
and
slow
the
spread
of
disease.
If
we
do
not
every
day
that
we
do
not
is
an
exponential
increase
in
the
amount
of
disease
and
a
stress
on
the
healthcare
center.
B
They
have
asked
us
in
an
unprecedented
fashion,
to
take
responsibility
for
some
of
the
other
things
that
would
normally
be
County
responsibilities
so
that
they
can
relieve
pressure
and
refocus
their
resources
on
those
top
two.
The
one
that
they
formerly
asked
us
so
far
is
to
take
the
responsibility
countywide
for
efforts
on
food
distribution
and
food
security,
including
feeding
people
who
are
self
isolated
or
quarantine,
resolving
fluid
supply
chain
disruption,
issues
and
coordination
on
food
issues
with
other
cities,
unincorporated
areas,
private
sectors
and
community
organizations.
B
So
that
becomes
the
basis
for
our
response,
which
is
what
we'll
go
to
now
and
talk
a
little
bit
more
about
how
we
responded.
But
I
wanted
you
to
understand
the
context
of
the
disease
and
the
severity
of
it
and
the
reason
for
the
drastic
nature
of
our
actions.
Today,
with
that
I'll
turn
it
over
to
Lee
who
will
walk
through
our
operations
and
the
framing
of
our
response.
B
C
C
So
as
a
city
and
as
we
walk
through
at
our
last
study
session
together
around
emergency
preparedness,
a
lot
of
emergency
preparedness
is
planning
and
being
ready,
and
one
of
the
terms
you'll
hear
a
lot
today
is
group,
and
that
really
refers
to
a
continuity
of
operations
plan
and
a
governmental
or
plan
or
business
plan.
Quite
frankly,
it's
done
within
emergency
management,
and
for
us
the
city
must
ensure
continued
operations
of
essential
services
and
shift
the
organization
to
respond
to
the
city's
pandemic
plan.
C
The
Kip
is
outline
and
the
county's
needs
and
we'll
do
that
with
this
coop.
As
a
reminder
of
the
city's
pandemic
plan,
we've
talked
about
four
principles
and
over
the
weekend,
Kip
and
I
made
the
decision
where
we
added
another
first
to
this
list,
which
is
slow
and
reduce
the
spread
of
kovin
van
19.
We're
shifting
a
lot
of
the
principles
and
organization
to
do
this
and
to
support
the
county
and
dr.
C
Sara
Cody's
orders,
and
so
with
that
we
need
to
do
these
five
things
well
continue
to
do
essential
services
for
our
community
and
we've
done
that
over
the
past
few
weeks
and
really
started
to
implement
and
walk
into
these
things
over
the
weekend.
So,
as
Dave
mentioned
at
12:45
on
Saturday
afternoon,
the
city
moved
into
Stage
five
and
that
really
came
to
be
with
a
full
activation
of
the
EOC
as
Welli
as
well
as
starting
to
shut
down
essential
city
services,
and
we
started
that
over
the
weekend.
C
You
know
extremely
high
risk
to
the
general
public
we've
seen
that
come
to
for
Wishon
over
the
last
few
days,
as
well
as
our
full
activation
and
the
KU
planning
and
how
we
step
into.
That
is
some
of
what
we'll
talk
to
you
about
right
now,
next
time,
what
is
a
coupe,
it's
important
for
you
guys
to
know
or
continuity
of
operations.
It's
really
focused
on
the
organization
and
the
administration.
C
We
will
be
touching
upon
your
role
in
that
as
well,
but
it
establishes
the
policies
guidance
and
ensures
that
critical
city
functions
like
our
essential
services,
while
abiding
by
the
county
orders
protecting
staff
as
well
as
protecting
public.
So,
what's
with
this
I,
we
put
our
continuity
of
operations
plan
in
place.
It's
important
that
we
take
this
step.
C
We
need
to
protect
our
people
to
do
the
essential
services
and
to
pivot
our
organization
to
help
with
the
response
will
do
this
by
halting
or
slowing
non-essential
services,
so
that
we
can
prioritize
most
important
and
we're
also
look
at
this.
We've
also
looked
at
this
through
the
lens
of
Cove
advice,
The
Cove
in
nineteen
environment
and
how
that
plays
a
particular
new
role
in
some
and
how
we
do
some
of
this
planning.
It's
not
an
earthquake,
it's
not
a
flood
and
how
we
keep
things
going.
C
Accommodations
will
be
made
to
hold
central
meetings
virtually
and
we're
doing
that
throughout
the
organization.
I
know
a
number
of
departments
are
meeting
right
now
via
zoom
and,
where
appropriate,
will
also
be
doing
that
for
community
meetings
arc
over
the
over
the
past
weeks
and
as
we
started
to
implement
over
the
weekend,
is
the
the
frame
of
this
virus
and
the
criteria
that
we
need
for
our
central
services
and
really
looking
through.
What
is
our
community
need
to
be
healthy?
C
What
do
we
need
to
be
engaged
and
safe,
and
so
we've
done
that
over
the
past
few
days?
This
is
a
difficult
task
as
a
large
nation
and
with
an
evolving
if
you
wait
or
our
continuity
of
operations
plan
will
continue
to
modify
and
shift,
as
we
know
more
about
what
is
in
our
environment
as
testing
ramps
up
and
as
we
begin
to
accomplish
some
of
the
most
pressing
needs
in
our
community.
C
Second,
continuity
of
government
very
important
principle.
We
need
to
have
a
principle
of
establishing
defined
procedures
that
allow
us,
namely
our
legislative
body
for
continuously
who-ville's,
to
support
our
own
continuity
of
essential
operations
and
services,
as
well
as
our
Kovach
Ovid,
19
response,
and
that's
how
this
be
done.
So.
C
C
Our
rules
committee
will
also
it
will
also
follow
a
similar
model,
as
council
and
the
rules
committee
does
need
to
set
or
meet
as
it
is.
It
is
the
agenda-setting
body
for
this
organization,
so
rules
committee
will
continue
to
meet
in
person
or
virtually,
and
we
will
have
gathering
places
for
public
participation
with
social
distancing
guidelines
and
effect.
C
Lastly,
all
other
council
committee
meetings
will
be
cancelled
through
May,
we'll
be
taking
this
up
and
manage
that
that
process
and
the
work
plans
through
the
Rules
Committee
next
week
and
a
vast
majority
of
commissions
and
boards
will
be
cancelled
as
well.
We
do
have
some
charter
responsibilities
with
the
complaining
Commission,
so
we're
working
to
hold
those
virtually
as
well.
C
B
You
see
before
you
with
these
10
as
the
absolute
top
priority
of
what
we
were
focusing
on
now
conceptually.
What
I
would
suggest
is
you
think
about
this
as
12
weeks,
we
are
going
to
be
in
this
whatever
it
is
for
at
least
the
next
12
weeks,
but
we
can't
do
everything
we
would
need
or
want
to
do
in
12
weeks
right
away.
So
the
question
is
looking
at
the
whole.
What
do
we
begin
to
do?
B
And
now
in
this
week
that
has
the
most
impact
to
our
community
in
a
positive
way,
our
reducing
risk,
and
so
you
see
at
the
very
top
two.
The
two
things
that
we
are
focusing
on.
Most
is
city
continuity
of
operations
of
essential
services,
so
that
people
can
do
the
shelter-in-place
order
that
a
garbage
is
picked
up.
The
waste
water
continues
to
flow
the
where
we
provide
water.
B
It
continues
to
to
flow
fire
in
threes
to
respond
all
of
the
things
that
are
necessary
for
people
to
live
a
normal
life
while
they
are
in
sheltering
in
place.
Second,
is
the
enforcement
of
the
public
health
order,
encouraging
folks
communicating
with
folks
positively
and
we're
encouragement,
doesn't
work
requiring
them
to
comply
with
the
order
which
is
for
the
safety
of
all
of
us?
B
In
order
to
do
that,
we
need
to
make
sure
that
our
our
staff
employees
are
safe
and
are
able
to
work
in
a
continue
working
in
a
healthy
condition
and
that's
our
first
responders
and
our
essential
staff.
And
then
you
see,
the
rest
of
the
items
are
either
in
support
of
those
or
a
more
defined
focus
of
some
of
the
most
vulnerable
communities.
B
Other
additional
things
that
come
to
the
top
are
food
distribution
and
feeding
which,
as
I
mentioned,
we've
been
asked
to
take
on
countywide
housing
for
those
who
are
quarantine,
ourself
isolating
who
may
not
have
housing
or
adequate
space
in
their
housing
to
do
so
safely
and
small
business
support.
And
then
there
are
a
range
of
enabling
actions
we
are
taking
in
service
of
that
top
10.
B
Everything
from
our
communications,
mobilizing
nonprofits
and
volunteers,
scaling
our
telecommunications
capability,
reassigning
non-essential
staff
to
the
essential
tasks
and
the
emerging
priority
items
and
campaigns
that
we
may
launch
in
support
of
all
of
this
to
mobilize
volunteers
and
resources.
Now
there
are
additional
items
that
we
continue
to
do.
We
are
not
stopping
these.
B
These
are
not
a
paused,
but
they
are
not
at
the
same
rate,
our
focus
as
those
top
ten
things
like
understanding,
state
federal
advocacy,
putting
together
local
assistance
for
individuals,
homeless,
prevention,
preparing
for
any
civil
disturbance
or
Hospital
triage
childcare,
wrecker
and
services
for
the
broader
community
and
schoolchildren
and
family
support.
Now
all
of
these
are
important.
B
All
of
these
are
vitally
important,
but
if
we
fail
to
stop
the
spread
of
this
disease
and
if
we
fail
to
provide
for
continuity
of
operations
and
if
we
do
not
have
healthy
workers,
we
will
not
be
able
to
move
on
to
these
second
order
issues
and
problems.
So
our
first
order
priority
is
the
health
and
safety
of
the
community
through
the
continuity
of
operations
and
through
the
enforcement
of
the
public
health.
Quarantine.
And
again,
you
see
at
the
bottom,
each
of
these
we
evaluated,
debated
and
discussed
around
how
valuable
is
it
to
the
community?
B
What
are
the
opportunities,
our
risk?
What
is
the
time,
criticality
and
and
job
duration?
How
can
we
simplify
and
get
something
out?
The
one
I
want
to
pay
attention
to
his
time
criticality.
This
is
the
notion
of
what
what
needs
to
be
done
now
that
we
can't
do
later,
and
this
is
one
that
is
in
crisis
like
this.
You
have
to
be
relentlessly
clear
about.
We
understand
because
of
the
exponential
growth
of
the
virus,
that
anything
we
can
do
to
prevent
the
spread
of
it
or
reduce
the
spread
is
the
time
for
that
is
now.
B
If
we
wait
a
day,
then
it's
another
thousand
people
who
we
have
to
deal
with
who
are
infected
and
the
health
care
system
has
to
deal
with
5%
of
those
and
all
of
those
people
have
to
be
an
Icee
use.
So
that
is
the
reason
for
our
prioritization.
Everything
on
this
list
is
important.
We
care
deeply
deeply
about
the
people
who
are
affected
economically
by
this,
but
for
week.
B
At
this
point.
So
with
that,
I
want
to
turn
it
back
to
Lee,
to
talk
about
some
of
the
stuff
that
is
coming
down
in
terms
of
federal
state
actions
and
how
we
are
hoping
that
will
lend
us
more
resources
both
for
our
response
and
also
for
the
local
assistance
and
support
on
the
economic
side,
which
we
know
is
terribly
important.
Thank.
C
So,
as
we
mentioned
last
week,
when
we
talked
about
this,
we've
really
stood
down
the
entire
inner
government
of
our
relations
program
and
focused
simply
on
this,
not
only
so
that
we
have
the
resources
in
the
communication
of
the
state
and
federal
government
for
this
response,
but
also
that
we
can
much
more
proactively
start
now
on
the
recovery
piece
so
that
we
can
be
proactive
to
our
community.
So
any
type
of
impacts
can
be
mitigated
through
shorter
periods
of
time.
C
A
lot
of
this
at
the
federal
government
started
on
March
6
when
the
president
side,
the
first
funding
package,
hrs
660
74,
which
is
eight
point
three
billion
dollars.
That
was
followed
a
few
days
later
by
declaration
of
a
national
emergency
with
immediate
fema
release.
Funding
coming
in
to
cities
where
FEMA
and
the
federal
government
will
cover
75
percent
of
expenses.
The
state
covering
18
and
local
municipalities
covering
six
point
five.
It
also
frees
up
existing
funding
to
be
much
more
flexible
to
respond
to
the
virus
and
city's
response
to
that
next
slide.
C
Second,
it's
currently
in
progress,
but
a
second
package,
HR
6201,
hopefully
I,
don't
believe
the
Senate's
voted
on
it
today.
I
could
be
wrong,
but
it
changes
Family
and
Medical
Leave
as
well
as
has
started
to
look
at
the
way
paid.
Sick
leave
happens
for
part-time
employees
as
well
as
full-time.
It
includes
additional
funding
for
senior
nutrition
programs
throughout
the
country
and
unemployment
insurance,
providing
up
to
1
billion
four
states
for
unemployment
testing,
as
well
as
free
kovat
testing.
One
available.
C
A
third
package
is
being
worked
on
by
the
state,
tlit
or
I'm,
sorry
by
Democrat
and
Senate
Republicans
right
now,
and
will
hopefully
be
heard
sometime
by
the
end
of
the
week
on
the
state
side
on
March
4th,
the
governor
did
declare
an
emergency
declaration
allowing
the
state
to
release
funds
to
local
governments
and,
on
the
16th
of
this
month
the
governor
requested
emergency
legislation
to
provide
up
to
1
billion
dollars
for
this
recovery
effort.
Those
bills
are
working
through.
C
The
state
legislature
now
include
allocates
500
million
for
the
response,
which
is
an
increase
by
50
million,
possibly
up
to
1
billion,
and
funding
priorities
include
local
governments
to
reduce
the
spread
of
the
virus
within
our
homeless
or
unsheltered
population,
providing
hotel
beds
for
people
existing
homelessness,
as
well
as
a
hundred
billion
for
local
school
districts
on
preventative
equipment
for
cleaning
the
schools.
So
these
are
evolving
issues
both
at
a
federal
and
state
level.