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From YouTube: 6/9/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council June 9, 2020 Meeting, Agenda Item 3.1
A
Yep
Thank
You
mayor
always
appreciate
this
opportunity
and
like
to
start
off
with
highlighting
the
work
of
our
staff,
so
today
I
want
to
start
off
by
recognizing
Walter
Lin
and
if
you
know,
Walter
he's
the
deputy
director
in
Public
Works
that
oversees
Fleet
facilities
and
the
radio
division
in
Public
Works.
This
has
been
an
extremely
busy
time
for
all
of
our
staff
was
certainly
our
facility
staff
and
in
particular,
some
of
the
things
that
Walter
has
been
involved
with,
has
been
quite
amazing.
A
First
of
all,
the
role
of
securing
a
PPE
for
our
city,
employees,
which
in
the
beginning,
especially
it
was
not
easy
Walter-
was
involved
with
partnering
with
local
breweries
to
manufacture
needed
hand
sanitizer.
He
was
involved
with
setting
up
the
co
mid-nineteen
testing
sites.
He
was
involved
with
setting
up
temporary
shelters
for
our
in-house
community
him
and
his
team
have
been
involved
with
modifying
work
spaces
and
and
all
the
cleaning
protocols
to
keep
all
of
our
city
facility
staff
and
employees.
A
Safe,
he's
been
involved
with
setting
up
these
virtual
meetings
and
he's
been
running
the
EOC
logistics
branch
in
the
OSI.
So
just
and
if
you
guys
know
Walter
he's
a
very
quiet
leader,
but
really
with
an
unparalleled
work
ethic.
You
just
really
appreciate
everything
that
Walter
has
done
for
our
city
in
our
community
I
next
I
want
to
highlight
the
work
of
our
housing
grants
management
team.
A
This
team
every
spring
is
actually
a
very
busy
time
for
this
spring
as
they
develop
negotiate
contracts
with
local
partners
to
provide
critical
services
for
on
house
populations
in
April.
The
first
round
of
federal
funding
came
to
assist
the
city
in
response
to
cold
it
and
and
the
team
had
to
really
hustle
to
negotiate,
develop,
12
new
contracts,
our
San
Jose
community,
with
things
like
rental
assistance
sheltering
the
homeless,
food
acts,
small
business
grants,
and
so,
as
I
mentioned,
this
is
normally
already
a
very
busy
time
for
them.
A
But
they've
been
able
to
do
all
of
this
and
really
being
able
to
meet
the
needs
of
our
community
in
a
very
desperate
time.
So
I
just
want
to
thank
them
all,
and
this
includes
Robert
and
Lynn
April,
Rene,
Gabriel,
Warda,
Theresa
and
Shirley
under
the
the
leadership
of
Christian,
Ragan
and
Jackie.
Thank
you
very
much
to
our
housing
grants
management
team.
A
A
B
You
Dave
on
behalf
on
behalf
of
key
partners
and
I'll,
be
starting
us
off
today.
Before
we
proceed
with
the
kovat
19
update.
However,
we
did
want
to
update
on
the
fire
that
we
had
this
past
week.
The
the
fire
department
was
in
a
lead
role
in
the
emergency
operation
center
was
in
a
support
role,
so
to
go
over
the
the
details
and
summary
of
that
event.
I
would
first
hand
it
off
to
see
if
champion.
C
C
Our
engine
12,
which
is
our
first
two
engine
out
there
arrived
and
quickly,
surmised
that
there
was
more
than
one
fire
start
in
that
area
and
called
for
additional
resources
that
little
area
of
town
one
side
is
blossom.
Valley
and
the
other
side
gets
into
the
Almaden
Valley
Greystone
area.
So
it
can
be
a
challenging
area
to
fight
fire.
There's
some
high-voltage
lines
that
run
right
across
the
ridge
on
top
there's
a
canal
on
the
blossom
side.
That
makes
it
hard
to
access
or.
C
That
side
of
the
hill,
where
the
fire
started
and
then
there's,
of
course,
homes,
nearby
and
all
surrounding
areas,
so
based
upon
access
and
topography
challenges,
additional
resources
were
required
and
ultimately,
assistance
from
agencies
within
our
operational
area,
including
Cal
Fire,
Palo,
Alto,
Fire,
Sunnyvale,
Public,
Safety,
Santa,
Clara,
City,
Fire,
Santa,
Clara,
County,
Gilroy
and
South
County,
Fire,
Resources
helped
us
out
and
in
fact
later
on.
As
we
asked
for
the
final
strike
teams,
Santa
Cruz
resources
were
here
as
well
just
before
8
o'clock.
C
That
evening,
the
incident
commander
ordered
the
evacuation
of
the
Pfeiffer
ranch
and
gray
stone
neighborhoods.
This
was,
as
the
fire
moved
southward
over
the
hill
very
quickly.
Our
Police
Department
mobilized
to
alert
our
residents
of
the
evacuation
and
our
activated
EEOC
helped
us
out
by
providing
an
alert,
SEC
notification
to
residents
as
well.
We
selected
the
Almaden
community
center
as
the
shelter
for
those
of
a
qyz
and,
as
you
see
in
the
photo
there
staff
were
absolutely
remarkable
in
standing
up
the
shelter
they
were
prepared
to
have
a
COBIT,
safe
environment
for
the
evacuees.
C
They
very
quickly
provided
basic
supplies,
water
and
food,
and
they
were
fantastic
out
there
for
us
residents,
fortunately,
were
allowed
to
return
home
within
about
two
hours
of
the
evacuation
order.
San
Jose
and
Cal
fire
crews
remained
at
the
scene
all
the
way
through
Sunday,
making
sure
that
there
were
no
more
remaining
hotspots
and
they
did
some
mopping
up
some
fire
retardant
as
well
on
some
of
the
residents.
C
In
the
end
it
was
a
hundred
and
twenty-five
acres
of
vegetation.
Fortunately,
there
was
no
home
damage
or
loss
and
I
haven't
received
any
reports
of
injuries.
As
far
as
fire
cause
goes.
The
initial
presentation
that
we
saw
was
suspicious
and
very
soon
after
we
arrived,
an
arrest
was
made.
The
fire
department,
arson
unit
and
Police
Department
remain
engaged
on
that
investigation
before
I
go
back
to
Lee.
I
just
want
to
express
my
sincere
appreciation
to
our
dispatchers
at
our
fire
communication
center.
C
All
of
our
responding
crews,
led
by
incident
commander,
battalion
chief
Dave
Barnett,
our
cAL
FIRE
partners,
led
by
Santa
Clara
unit
chief
Jake
Hess,
and
especially
the
air
resources
that
they
provided
to
help
us
stop
the
fire
as
it
progressed.
Southward
and
all
of
the
other
agencies
that
helped
I
also
want
to
thank
our
Police
Department
County
Sheriff,
our
EOC
and
Parks
and
Recreation
for
their
help
in
the
evacuation
process
and,
finally,
for
our
residents
out
there
who
were
very
calm,
cooperative
and
patient
with
us
as
we
were
in
their
neighborhood.
B
B
So
thank
you
to
her
and
her
team
and
John
Ciccarelli
this
past
week
in
the
emergency
operation
center
had
a
major
focus
on
planning
and
specifically
planning
around
our
stages.
Six
through
ten
that
we've
identified
to
you
in
the
past-
and
this
has
really
include
deep
dives
into
us-
continuing
to
unpack
the
continuity
of
operations
plan
that
we
built
as
we
stepped
into
this
crisis,
as
well
as
more
detailed
conversations
around
community
and
economic
recovery.
B
So
you'll
hear
a
little
bit
of
the
economic
recovery
side
today
from
Kim,
while
these
are
still
in
development
in
the
coming
days.
We'll
be
finalizing
parts
of
this
for
council
discussion
and
we
will
bring
these
forward
as
part
of
3.1
or
separate
agenda
items
in
the
near
future
and
with
that
I'd
like
to
hand
it
off
to
John,
Ciccarelli
and
Jill,
born
to
go
over
child
care
and
our
summer
recreation
programs.
E
E
Thanks,
so
just
a
little
bit
of
an
overview
of
the
employee
child
care,
that's
been
provided
by
the
the
EEOC.
To
date,
we
in
the
category
of
0
to
5
year
olds.
We
have
served
five
employee
families.
Over
this
period
there
were
12
children,
served
regularly
and
45
sessions
of
care,
and
we
engaged
with
five
private
providers
through
our
partner
network,
including
first
five
as
a
convener
in
the
category
of
our
six
to
twelve
year
olds.
As
you
know,
we
provided
childcare
at
city
sites
through
our
wonderful
Parks
Department
PR
NS
Department.
E
E
As
the
council
knows,
we
have
a
very
robust
early
care
network
in
the
city,
but
that
network
has
faced
a
lot
of
challenges
during
this
period
and
we're
looking
at
moving
forward
together
to
create
a
system
of
care
that
works
for
all
of
our
families
and
all
of
our
providers
and
the
city.
So
we're
working
with
first-five
with
the
County
Office
of
Education
YMCA.
There
is
a
group:
that's
come
together
to
promote
universal
access,
preschool,
as
well
as
our
long-standing
partners,
almost
Mayfair
and
others.
E
Target
transition
is
for
July,
6
or
early
July,
so
we're
working
on
it
throughout
this
month
and
we
are
planning
to
utilize
this
process
also
to
update
and
revisit
the
city
council
priority
that
we've
been
working
on
over
the
past
year,
which
was
to
increase
the
number
of
permanent
child
care
and
early
education
slots
in
the
city,
especially
for
low-income
families
and
part
of
that
project,
was
an
assessment
of
city
facilities
for
the
addition
of
child
care
and
preschool
that
was
underway
prior
to
the
corona
virus
pandemic.
And
we
will
be
revisiting
that
project.
F
Thank
you
do
hi
everyone,
John
Ciccarelli,
director
parks,
recreation,
Neighborhood
Services,
so
we
we
were.
We
separated
this
presentation
this
way,
because
we
do
want
to
distinguish
between
child
care,
which
is
that
first
group
that
Jill
just
talked
about
and
then
summer
camp,
which
is
the
group
I'm
going
to
talk
about
and
that
serves
kids
from
ages,
5
to
12,
and
so
just
like
the
chief
and
Lea
were
mentioning
with
shelter
for
the
evacuation.
F
The
other
day,
our
staff
has
really
gotten
used
to
figuring
out
how
to
space
people
out
and
keep
them
safe
when
they're,
when
they're
in
our
spaces
and
in
the
community
centers.
So
we've
had
a
lot
of
practice
with
this,
thankfully,
and
so
we've
stood
up
the
summer
camp
for
eight
weeks
normally
would
have
been
nine
weeks.
It
actually
would
have
normally
started
this
week,
but
we
needed
the
extra
week
to
figure
out
a
few
things.
F
So
what
we're
gonna
be
offering
is
a
two
four-week
sessions
and
the
reason
for
that
is
at
least
up
until
Friday.
The
orders
from
the
county
said
that
we
could
have
kids
in
these
groups
with
up
to
12
kids.
In
each
group
and
then
whatever
adult
supervision,
there
was
those
people
had
to
stay
with
those
groups
through
the
process
and
you
couldn't
switch
anybody
out.
So
kids
can't
go
into
other
classes
with
other
kids
and
they
had
to
stay
together
for
a
four
week
period
before
they
could
before
they
could
switch
up.
F
Now
that
got
changed
a
little
bit
on
Friday,
with
the
orders
in
that
now
take
that
down
to
only
three
weeks
in
groups,
but
by
then
we
had
already
set
up
all
the
registration
through
our
active
net
online
services
and
had
gone
through
a
lot
of
process.
So
we're
just
gonna.
Stick
with
the
to
four
week
camp
program
to
stay
in
compliance
with
the
health
orders,
and
this
year
we
are
going
to
be
doing
some
libraries
there's
a
couple
community
centers
that
have
been
repurposed
to
help
with
homelessness.
F
One
is
Camden
and
the
other
is
Bascom,
so
those
two
were
not
registering
for,
but
we
picked
up
some
extra
capacity
and
the
libraries
just
for
your
information
will
be
Berryessa
library,
Cambrian,
Evergreen,
pearl
village
square
in
West,
Valley,
we're
also
doing
outdoor
cats
like
familiar
with
alum
rock
and
Emma
Poosh
and
almond
in
Lake
Park
and
the
zoo.
We're
also
gonna
do
an
outdoor
camp
at
welch.
So
we've
got
a
lot
of
camps
in
a
lot
of
places
it
you
know,
because
we
have
to
keep
these
small
groups
of
kids
together.
F
It
does
mean
we
use
up
mostly
available
space
in
community
centers.
When
we
are
doing
it,
we
have
a
lot
of
social
distancing
requirements.
We
have
to
follow.
We've
actually
been
doing
all
that
training
we've
trained
more
than
200
of
our
employees.
On
that
this
week
you
know
everything
from
checking
in
and
doing
the
health
screen.
Just
like
you
do.
If
you
were
to
go
to
City
Hall
wearing
masks
how
often
the
bathrooms
have
to
be
cleaned,
etc.
So
all
of
that's
been
sorted
through.
F
F
There
will
be
scholarships
available
for
families
in
need
like
there
normally
would
we
can
move
on
to
the
next
slide.
The
pricing
will
be
slightly
reduced
this
year,
mainly
in
most
camps,
mainly
because
all
our
camps,
usually
each
week,
we
would
take
the
kids
on
a
trip
so,
for
example,
we'd
run
a
bus
and
take
them
all
to
the
water
park
or
something
like
that
for
a
day.
F
On
this
slide,
you
can
see
we're
starting
next
Monday
and
I'm
gonna
ask
for
your
help
in
advance,
we're
preparing
a
package
for
you
as
a
council
to
share
broadly
that
will
be
available
to
you
tomorrow
we
gotta
meet
there.
We
go
that
will
be
getting
out
to
your
office's
tomorrow
that
we
hope
you
can
share
with
everybody.
Registration
has
opened.
We
have
a
capacity
under
this
model
of
768
kids.
F
So
if
you,
if
you're,
really
good
with
quick
math-
and
you
can
divide
that
by
12,
it
equals
64
different
classes,
some
will
be
multiples
at
one
location
and
some
will
be
just
one
group
of
12.
At
one
location
we
did
create
a
priority.
We
initially
opened
last
week,
registration,
we
saved
a
hundred
slots
for
city
employees
who
may
need
it,
so
they
had
a
first
shot
at
registering.
We
actually
only
got
about
a
handful
of
city
employees
that
took
advantage
of
it.
F
Then
we
opened
up
all
the
people
who,
in
the
past,
have
shown
us
a
need
for
scholarships
or
have
used
our
scholarships
or
have
asked
for
scholarships.
So
he
gave
those
folks
the
next
opportunity
to
fill
up
and
then,
as
of
Monday
yesterday,
we
opened
up
to
anybody
in
the
city
who
wants
to
register
and
that
could
still
be
people
who
have
scholarship
needs
that
still
could
be
city
employees,
but
we
gave
those
two
groups
sort
of
the
first
shot
and
I
think
that's
about
it
and
we'll
certainly
be
around
for
questions
at
the
end.
D
Good
afternoon,
mayor
and
council
I'm
Kim
Wallace
deputy
city
manager,
as
you
know,
since
March
we've
been
in
emergency
response
mode
and
prioritized
support
for
our
most
at-risk
residents
and
you've
been
receiving
updates
on
the
various
elements
of
this
support,
such
as
food
and
necessities,
emergency
shelter,
Digital
Inclusion,
the
virtual
local
Assistance
Center
emergency
care.
So
today
we
have
brought
back
an
update
from
Jennifer
loving,
who
is
the
CEO
of
destination
home
about
the
Kogan
19
relief
fund,
which
is
really
a
centerpiece
of
emergency
support
and
after
Jennifer
provides
her
update.
D
Then
I'm
going
to
share
some
highlights
of
the
emergency
support
that
we've
been
providing
from
the
EOC
to
small
businesses
and
workers,
and
some
preliminary
thoughts
about
the
office
of
economic
development
focus
as
we
prepare
to
transition.
Now
from
the
initial
emergency
response
to
the
community
and
economic
recovery
phase,
it's
my
pleasure
to
introduce
Jennifer,
loving
CEO
of
destination
home.
G
Thanks
Kim
hi
everybody,
we
can
go
to
the
first
slide,
so
you
might
remember,
we
I
think
it
was
one
of
the
last
council
meetings
we
had
together
in
person
where
we
talked
about
the
need
to
start
a
coab
in
relief
funds.
We
launched
it
officially
on
March
23rd
and
the
goal
was
to
provide
emergency
financial
assistance
to
low-income
housing,
households
who's.
You
know,
housing
stability
was
at
risk
due
to
due
to
over
19,
and
we
saw
this
as
an
extension
of
our
countywide
homelessness
prevention
system.
G
The
one
that
we've
been
working
city
of
San
Jose
has
been
working
with
us
at
destination
home
for
the
last
three
years.
Sacred
Heart
is
the
lead
agency
of
our
homelessness
prevention
system
effort
we
raised
so
far.
We've
raised
about
thirty
million
dollars
from
public
and
private
money.
I'd
say
most
of
this
money.
Two-Thirds
of
the
money
at
Lee
has
been
from
the
private
sector.
We
did
get
a
five
million
dollar
commitment
last
week
from
the
Santa
Clara
County
Board
of
Supervisors,
and,
as
you
all
know,
though,
we've
had
an
unprecedented
demand
for
assistance.
G
So
we
were
breaking
this
work
up
into
three
phases.
The
first
phase
was
launched
on
March
23rd,
that
was
the
initial
capacity
of
the
4500
applications
and
then
on
March
22nd.
We
launched
phase
two,
but
if
we
go
to
the
next
slide,
let's
talk
a
little
bit
first
about
phase
one
so
phase
one
ended
up
being
almost
eleven
million
dollars
in
direct
cash
assistance
to
approximately
four
thousand
low-income
households.
G
You
can
see
the
pie
chart
shows
the
geographical
spread,
countywide
of
who
received
assistance,
and
then
the
on
the
right-hand
side
are
the
partners
that
helped
us
get
that
cash
into
people's
hands.
So
most
of
those
organizations
are
part
of
our
existing
homelessness
prevention
system.
We
really
were
trying
to
move
as
quickly
as
possible
to
be
able
to
support
families,
and
so
that
was
phase
one.
So
when
we
so
we
go
to
the
next
slide.
Please
thank
you.
G
So
phase
two
gave
us
a
minute
to
take
stock
couple
things
we
learned
March
between
March
and
now
was
who
was
going
to
be
eligible
for
federal
stimulus.
As
we
know,
not
everyone
was
entitled
to
either
get
stimulus
or
unemployment
insurance,
and
so
we
really
wanted
to
tailor
that
effort
to
families,
undocumented
families,
mixed-status
families,
but
also
developmentally
disabled,
homeless,
folks
and
others
who
are
unable
to
access
that
money.
G
So
so
what
that
means
is
one
of
the
things
that
they
said
was
very
important.
Was
they
wanted
to
work
with
with
people
that
they
already
know
and
trust
communities
that
they're
already
have
relationships
with,
and
so
we
decided
to
expand
how
we
were
partnering
to
open
what
we
called
a
grassroots
grantee
approach,
which
basically
meant
that
for
any
any
a
local
organization
that
is
serving
families
that
would
be
eligible
for
this.
G
For
this
funding
they
could
just
apply
directly
to
destination
home
and
we
would
give
them
a
grant,
including
the
cost,
to
administer
the
the
the
resources
to
be
able
to
help
the
families
Authority
working
with.
So
that
has
ended
up
being.
We
got
50
grant
what
we're
calling
grassroots
organizations
and-
and
that
list
is
on
our
website
if
folks
are
interested
or
I,
can
send
that
to
you.
But
it's
really
a
great
list
of
50
different
partners,
all
throughout
the
county.
G
That
are,
you
know
really
on
the
ground
working
with
folks,
and
that
was
about
1.7
million
dollars
and
and
those
organizations
have
already
been
put
under
an
MOU
and
they've
already
been.
We've
already
just
distributed
the
funding
to
those
organizations
so
that
they
can
in
turn
distribute
that
cash
to
families.
The
other
component
of
this
was
the
interest
list
that
continued
to
grow
well
past.
G
Just
in
a
couple
of
weeks,
we've
already
contacted
9,000
of
those
households
on
the
interest
list
and
there
are
2200
applications
that
are
in
motion
so
far
next
slide,
please
so
what
happens
next,
so
we
are
going
to
serve
as
many
people
as
we
can
and
in
the
in
the
second
phase.
But,
as
we
all
know,
with
the
eviction,
moratorium
will
be
coming
to
a
close.
There
has
been
no
real
indication.
The
federal
rent
relief
is
on
its
way.
G
We
know
that
the
need
in
our
community
is
is
only
continuing
to
grow,
and
so
that
is
causing
us
at
destination
home.
To
think
about
what
phase
three
means,
what
resilience
and
recovery
will
look
like?
We
know
for
some
families,
this
short-term
amount
of
money
will
be
enough
to
to
patch
through,
but
for
a
whole
lot
of
other
folks.
This
is
a
precipice
into
homelessness
and
so
phase
three
looks
like
we
are
returning
back
to
what
we
do
year-round,
which
is
a
more
sustained,
deeper
commitment
around
preventing
families
from
entering
into
homelessness.
G
Our
plan
before
kuben
was
we
thought
we
would
serve
fifteen
hundred
families
this
whole
year
under
this
program.
As
we've
talked
about
right,
that
number
has
been
completely
it's
off
the
charts
already
we
don't
know
what
will
be
facing,
but
we're
pretty
sure
that
1500
is
going
to
be
pretty
inadequate.
So
you
know-
and
that's
will
depend
on
the
resources
that
were
able
to
secure
and
to
be
able
to
keep
assisting
families
from
from
losing
their
homes,
so
I'll
pause
there
in
case
folks
have
questions.
D
You
thank
you
so
much
Jennifer
I
know
from
interacting
with
many
of
the
smallest
businesses
and
unemployed
residents
the
last
few
months.
You
know
our
staff
have
really
felt
the
distress
in
the
community.
I
mean
to
hear
some
of
these
stories
is
just
it's
absolutely
heartbreaking
and
it's
really
motivated
our
staff
to
work
very
intensely
the
last
three
months
to
really
try
new
approaches
to
reach
and
support
the
smallest
of
our
small
businesses
and
to
get
the
critical
benefit
information
out
to
our
unemployed
residents.
D
D
We
have
done
thirty-two,
we
call
them
eblasts
where,
for
the
first
time
ever,
we
have
the
ability
to
email
to
all
registered
businesses
in
San
Jose
and
we've
done
that
in
four
languages,
on
a
variety
of
topics
of
support
resources
to
the
paid
sick
leave
requirement
to
anything
that
they
need
to
know.
We
have
done
a
series
of
10
webinars,
which
have
just
been
so
well
attended.
1,300,
small
business
participants
and
I
particularly
want
to
point
out.
D
We've
done
webinars
and
completely
in
Spanish
completely
in
Vietnamese,
especially
developed
some
new,
deep
relationships
with
Vietnamese
partners
to
her
then
disseminating
the
videos
wide
leads
throughout
the
community,
so
the
community
can
watch
or
listen
at
home.
We've
Justin
says
answering
their
questions.
That's
more
business
outreach
than
we
typically
do
in
a
whole
year
and
we've
had
staff
ready
to
talk
with
small
businesses,
owners
in
Spanish
and
in
Vietnamese
next
slide.
Please
particularly
proud
of
the
work
that
the
team
has
done
to
identify
and
address
gaps
in
micro,
business
funding
with
Jeff
Russ,
ters
leadership.
D
We
realized
early
on
that
our
baby
businesses,
those
with
five
employees
or
under
we're,
particularly
at
risk
and
we're
not
going
to
benefit
from
the
traditional
and
the
new
government
lending
programs.
So
with
our
partner,
Opportunity
Fund
and
with
support
from
Google
and
Apple.
We
set
up
the
micro
business
working
capital
grants
where
we
are
making
140
to
$10,000
grants
each
the
money
I'm
pleased
to
announce
it's
going.
To
start
flowing
into
those
business
owner
accounts
this
week
and,
as
you
know,
we
did
proactive
outreach
to
the
lowest
income,
most
impacted
zip
codes.
D
We
require
that
the
business
owner
income
must
be
below
eighty
percent
of
the
median
income.
We
had
very
significant
response
from
Latino
and
Vietnamese
business
owners
who
were
able
to
apply
online
in
their
own
language
and
I
can
tell
you
right
now
that
eighty
percent
of
the
businesses
that
were
awarded
had
two
employees
or
less
so
we're
really
talking
about
the
smallest
businesses
and
they
were
in
areas
like
restaurants,
auto
repair,
childcare,
janitorial
services,
hair
salons.
So,
but
we're
not
stopping
with
that.
D
The
the
second
tool
that
we
have
put
in
place,
seated
with
the
2.5
million
in
Community
Development
Block
Grant
funding
that
this
council
allocated
we
will
be
announcing
by
the
end
of
the
month,
the
San
Jose
revolving
loan
fund
that
2.5
million
becomes
10
million
dollar
revolving
loan
fund
with
a
state
guarantee
and
again
these
will
provide
the
smaller
loans
up
to
$25,000
each.
They
will
target
again
certain
zip
codes
of
need.
They
will
target
women-owned
enterprises.
These
are
low
interest
loans.
D
Three
years,
payback
and
no
hard
collateral
and
I'm
also
pleased
to
announce
that
that
model
for
the
revolving
loan
fund
that
we
pioneered
in
San
Jose
is
going
to
launch
the
week
of
June
9th
as
a
statewide
small
business
loan
fund.
So
this
concept
will,
in
its
first
phase,
have
75
to
100
million
dollars
in
small
business
loans,
with
a
preference
for
minority-owned
businesses.
Kiva
will
be
the
loan
administrator
and
we
hope
to
secure
at
least
10
million
of
that.
D
A
hundred
million
dollar
loan
capacity
for
our
businesses
in
San,
Jose
I,
just
also
want
to
mention
the
largest
community
development
finance
institution
in
the
United
States,
and
the
one
that
serves
California
is
located
in
San
Jose
the
opportunity
fund-
and
this
has
been
a
terrific
opportunity
to
strengthen
a
terrific
partnership
with
them,
as
well
as
with
liske
a
huge
national.
The
third
thing
I
want
to
emphasize.
If
he
could
change
the
slide
that
we
have
done
very
proactively
is
provided
support
for
unemployed
residents
to
apply
for
assistance
and
apply
for
jobs.
D
We
were
able
to
sustain
work
to
futures
free
job
services
during
shelter-in-place
by
quickly
taking
all
the
services
online
work.
The
future,
of
course,
provides
free,
federally
funded
services
to
our
lowest
skilled
residents
with
significant
barriers.
We've
made
all
the
online
training
which,
and
you
end
up
with
certificates,
totally
free.
We
held
our
first
virtual
career
fairs.
We
have
our
second
one
coming
up
on
June
11th,
we
have
employers
like
Sutter,
Health
and
precision
manufacturing.
D
Our
team
sent
postcards
to
the
18,000
licensed
hairstylist
hair
stylists
and
cosmopolitan
in
San
Jose,
again
in
three
languages,
making
sure
that,
even
if,
because
they
were
self
employed
that
they
knew,
they
could
apply
for
state
unemployment,
that
and
other
benefits.
We've
reached
a
hundred
and
fifty
thousand
residents
via
text
message
in
partnership
with
Gardner
Health
Services
about
the
state's
direct
relief
assistance
for
immigrants,
funds
and
last
we've
managed
to
transition
to
sustain
the
six
year
of
the
San.
Jose
works
paid
work
experience
for
for
young
adults.
D
Ninety
percent
of
those
young
adults
are
of
color
seventy
five
percent
of
them
from
the
East
Side
Union
School
District.
So
we're
happy
that
we're
able
to
sustain
that
for
the
summer
next
slide,
please
so
as
you
can,
as
you
can
see
here,
we've
really
benefited
from
having
additional
focused
business
response
staff
in
the
Emergency
Operations
Center.
To
do
all
this
intense
work,
the
last
three
months
the
chart
here
shows
the
the
staffing
of
the
city's
Office
of
Economic
Development
on
the
left.
D
As
of
January,
you
can
see
when
the
Office
of
Economic
Development
moved
into
the
Emergency
Operations
Center.
We
were
able
to
bring
staff
from
other
departments
to
help
with
our
small
business
outreach
and
our
business
response,
but
of
course,
that
suite
now
two
other
work
and
to
the
recovery.
We
will
be
going
back
to
our
core
of
about
ten
office
of
economic
development
staff.
D
So
in
thinking
about
recovery,
there's
so
much
that
we
don't
control
and
our
team
is
so
small,
so
we
need
to
focus
on
what
is
it
that
we
can
really
influence
and
what
is
really
the
most
important
work
next
slide.
Please,
and
so
what
we
believe
is
that
to
have
an
equitable
recovery.
The
city's
Office
of
Economic
Development
must
continue
to
prioritize
the
smallest
of
our
small
businesses
and
the
most
impacted
workers
and
places.
D
So,
as
I
said,
we
will
continue
to
prioritize
small
business,
most
impacted
workers
and
places
and
working
towards
stability,
opportunity
and
prosperity,
and
we
are
proposing
for
how
principles
for
how
we
do
this.
The
first,
as
I
just
said,
is
prioritizing
the
most
impacted
and
most
vulnerable,
but
by
this
we
mean
not
just
impacted
by
covin,
but
focusing
on
areas
that
have
historically
had
higher
poverty
rates,
lower
educational
attainment
and
have
been
at
higher
risk
for
displacement
and
predatory
lending
and
were
redlined
in
the
past.
D
Second,
we
will
take
a
data
based
approach,
disaggregating
data
by
race
and
place.
This
will
help
us
determine
where
we
focus
our
outreach
and
where
we
focus
our
work
effort,
just
like
we've
done
the
last
three
months
in
the
EOC
and
also
how
we'll
measure
success.
If
important
tools
and
data
don't
exist,
we'll
try
to
address
that
gap.
D
Third,
we
will
engage
and
align
with
community
and
bolster
our
partners.
I
think
you
can
see
our
very
small
staff.
We
have
70,000
businesses
here,
170
square
miles
of
city,
it's
critically
important
that
we
partner
with
organizations
on
the
ground
in
community
who
can
deliver
services
and
support
to
small
businesses
and
unemployed
workers,
and
then
we
take
the
kind
of
community
informed
model
that
we
used
last
year
with
the
small
business
anti
displacement
strategy
developed
with
the
alum
rock
small
business
owners
and
community,
and
that
one
through
a
Dare
style
kind
of
equity
review.
D
We
learned
a
lot
and
then
last.
We
need
to
pursue
external
resources
well
beyond
city
funding
to
scale
impact.
So
this
includes
allocations
of
the
cares.
Coronavirus,
relief,
funding
that
can
support
small
business
and
reemployment
services,
including
for
undocumented
residents,
but
I
also
want
to
be
clear,
includes
a
new
opportunity
to
apply
for
EDA
funding
under
the
cares
act
for
a
multi-year
program.
The
next
slide
please.
So
there
is
opportunity
to
compete
nationally
for
EDA
funding,
that's
available
to
mitigate
the
impacts
of
the
kovat
induced
recession.
These
funds
are
available
on
a
first-come,
first-served
basis.
D
So
last
I
just
want
to
also,
if
you
could
change
the
slide,
please
communicate
that
we
will
be
doing
this
city
specific
work
in
the
context
of
some
important
and
complimentary
economic
recovery
efforts
that
are
taking
place,
that
the
mayor
has
launched.
The
Silicon
Valley
recovery
roundtable,
which
has
resources
and
talent
representing
two
plus
counties.
D
So
I
just
want
to
end,
then
by
emphasizing
that
this
is
just
our
initial
thinking.
It
will
certainly
benefit
for
more
internal
and
community
review
in
emergency
response
mode.
Our
team
has
been
working
at
such
a
frenzied
pace,
doing
what
needs
to
be
done,
trying
ways
to
reach
and
provide
support,
but
clearly
now,
as
we
move
into
community
and
economic
recovery,
this
work
must
be
done
in
partnership
with
the
community
with
many
partners
and
needs
to
be
sustained
over
a
much
longer
period
of
time.
D
C
So
there
was
a
very
brief
interruption
of
inspection
service
from
the
fire
department
in
the
week
of
March
13th
when
the
stage
5
level
of
the
city's
kovat
response
was
initially
announced.
During
that
time
period
we
provided
employees
with
remote
work
capacity,
VPN
connection
and
computers
and
the
like
and
then
retooled
to
get
started
on
a
new
phase
of
our
approach
to
inspections.
C
250
of
those
were
submitted
electronically,
which
enabled
us
to
work
through
the
kovat
response
period,
and
we
also
were
receiving
mail
in
plans
at
that
time
as
well,
and
so
to
get
our
employees
prepared
to
get
back
to
work.
We
updated
the
mention
website
to
guide
customers
on
how
inspections
and
plant
submittals
would
be
achieved,
provided
safety,
training
and
personal
protective
equipment
for
our
staff,
and
all
of
those
appointments
that
have
been
cancelled
were
rescheduled
as
the
customers
were
ready
to
come
back
and
get
started
again.
C
H
Mayor
council,
in
March,
when
the
Santa
Clara
County
shelter-in-place
order,
went
into
effect.
We
as
well
as
the
other
development
partners,
canceled
inspections
for
those
people
who
were
scheduled
and
we
contacted
all
those
customers
in
advance
and
let
them
know
that
we
would
be
rescheduling
those
and
as
soon
as
the
shelter-in-place
order
was
lifted,
we
would
let
them
know
we
discussed
at
their
convenience
and
we
cancelled
a
total
of
308
inspections
and,
as
a
June
5th
last
week
that
we've
completed
224.
So
we
reschedule
and
completed
224
of
those
inspections.
H
We
have
an
additional
35
that
are
currently
scheduled
and
those
will
run
this
week
and
next
week
and
there
were
49
that
were
deferred
by
customers
and
so
at
the
customer
request
we
are
maintaining
that
list,
we're
contacting
them
periodically
and
making
sure
that
we
know
when
they're
ready
to
go
so
that
we
can
offer
that
service
next
slide.
Please
so.
H
Fire
workload
can
be
split
into
two
main
categories
for
fire
prevention,
plan
review
and
inspections,
and
you
can
see
in
the
table
that
there
are
four
disciplines:
sprinkler,
hazardous
materials,
fire
lay
safety
and
fire
alarm.
So
for
sprinkler
systems
from
some
middle
and
at
the
time
we
receive
it
and
after
intake
until
the
time
of
the
engineer,
actually
starts
the
review,
we're
sitting
at
approximately
five
weeks
now
and
that's
down
from
months
ago
or
over
the
last
few
months,
eight
to
twelve
week
average
was
that
so
we've
made
some
progress.
H
Additional
hours
have
been
added
within
their
schedules
and
also
there
are
additional
hours
from
our
supervisors
that
have
been
added.
So
you
can
see
that
wait
times
for
fire
alarm
and
plan
review
to
commence
is
currently
sitting
at
three
weeks
and
inspections
are
actually
available
for
clear
alarm
systems
one
to
four
days
and
with
regard
to
the
hazardous
materials
and
fire
life
safety.
Work
can
start
immediately
once
it's
received
in
our
office
kind
of
side
to
engineer,
and
you
can
get
those
those
inspections
scheduled
within
one
to
two
14
days.
Next
slide
please.
H
So
this
slide
is
an
update
on
our
fire,
sprinklers
capacities
and
that's
the
number
of
inspection.
So
it
shows
that
what
we
have
is
a
four
week
of
available
inspections.
The
hours
per
inspection
are
estimated
based
upon
product,
size
and
complexity.
You
can
see
that
the
number
of
hours
that
we
have
available
in
the
first
column
or
the
number
of
hours
that
we
have
scheduled-
and
that
is
they-
are
scheduled
for
appointment,
meaning
they're
fully
booked
first
week
and
the
number
of
inspections
scheduled.
H
So
that's
how
many
actual
inspections
that
is,
and
you
can
see
from
the
number
of
available
hours
there
are
that
number
of
inspections
so
that,
based
on
that
complexity
and
the
type
of
job,
you
will
get
a
variance.
So
some
inspections
do
require
more
time
and
with
that
I
will
hand
it
off
to
chief
Williams,
who
will
discuss
our
strategies
for
moving
forward.
I
We
thank
you,
mayor
and
council
the
strategies
for
the
fire
pump
from
moving
forward
a
1
to
hire
more
people
to
we've
invested
in
peak
staffing
and
again,
we've
looked
at
some
time
allocations
and
some
process
changes.
So
the
department
has
made
some
progress
in
filling
existing
vacancies,
including
hiring
three
engineers
senior
engineers
and
once
the
apartment
specialists
just
in
the
month
of
March,
it
is
anticipated
that
we
will
hire
our
remaining
vacancies
within
the
coming
months
of
associate
engineers.
I
The
use
of
the
retiree
hiring
program
has
also
benefited
the
department
by
increasing
capacity
for
plan,
reviews
and
inspections.
This
this
has
allowed
us
and
helped
us
in
catching
up
on
our
backlog,
peak
staffing.
Currently,
we
are
working
towards
two
additional
contractors
to
be
added
to
peak
staffing,
and
this
will
include
both
plan
reviews
and
inspection
services.
We
believe
this
will
allow
us
to
provide
more
efficient
services
and
be
able
to
review
more
plans
with
the
additional
staffing
the
time
allocation.
I
I
The
department
has
also
done
some
process
changes.
One
of
our
process
changes
is
the
verification
for
customers
to
make
sure
that
they're
ready.
What
we've
experienced
is
that
we've
had
inspectors
go
out
to
sites
and
customers
may
not
be
ready,
and
that
has
been
a
loss,
an
opportunity
to
complete
an
inspection.
So
staff
has
been
proactively
calling
the
customer
prior
to
going
out
to
do
the
inspection,
and
if
the
customer
is
not
ready,
then
we've
been
rescheduling
to
someone
who
is
rated
for
that
inspection.
I
B
That
is
the
end
of
the
staff
presentation
on
behalf
of
all
of
the
emergency
operation
center
leadership.
I
do
want
to
thank
everyone
working
in
the
emergency
operation
center,
as
well
as
all
of
our
partners
with
us
in
the
field
over
these
many
weeks
pacifically
the
last
week
and
what
that
Dave
will
hand
it
back
over
to
you
Thank.