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From YouTube: 11/17/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council November 17, 2020 Meeting, Agenda Item 3.1
B
A
B
C
C
San
jose
had
a
77.2
percent
self-response
rate.
To
put
this
in
context.
This
is
the
highest
of
the
85
cities
in
america,
with
a
population
of
over
290,
000
people
or
more,
and,
as
you
can
see
on
the
slide,
we
are
by
far
the
top
performer
among
our
large
peer
cities
for
these
results.
If
you
can
go
to
the
next
slide,
there
are
many
city
staff
I
want
to
thank
today
as
unsung
heroes.
C
First
of
all,
none
of
this
would
have
happened
without
the
core
leadership
team
of
jeff
ruster,
filcia
rodriguez
and
nguyen
pham,
who
have
been
solidly
leading
this
effort
since
day.
One,
the
first
stage
with
which
they
kicked
off
in
september
of
2017
and
went
to
january
of
2018,
was
centered
on
the
local
update
of
the
census
area,
which
we
affectionately
call
the
luca.
C
This
phase
was
critical
because
it
resulted
in
more
than
36
000
low
visibility,
housing
units
being
added
to
the
census,
bureau's
master
address
file,
key
luca
contributors
included,
matt,
losch
and
harsh
gautam
from
public
works,
sabrina
para
garcia
from
the
office
of
immigrant
affairs
sulma
masiel
now
from
the
office
of
racial
equity
and
nick
almeida
and
candace
lay
from
the
mayor's
office
next
slide.
Please,
the
second
stage
started
in
spring
of
2019,
and
this
was
the
design
and
implementation
of
the
census
outreach
strategy,
with
a
special
focus
on
historically
hard
to
count
populations.
C
Key
contributors
during
this
second
phase
included
trevor
gould,
michelle
ornat
jeremy,
shafner,
carolina
camarena,
carrie
adams,
happner,
emily
savier,
michael
ogilvy
and
lawrence
thu
next
slide.
Please,
then,
in
the
third
and
last
stage
there
was,
of
course,
the
canvassing
the
knock
and
talk
effort
which
ran
intensely
from
august
28th
to
october
16th
and
you've
already
heard
of
the
amazing
results,
most
notably
the
6.8
increase
in
the
self-response
rate
in
these
canvassed
traditionally
hard
to
count
neighborhoods,
there
were
over
50
staff
involved
with
this
effort
most
from
prns
youth
intervention
and
project
hope
teams.
C
I
do
want
to
call
a
few
staff
out
by
name
for
their
leadership
and
support
eric
rodriguez,
pablo
hockey
andrew
eric,
andrea
flores,
shelton,
mario
martial
hilda
morales,
joseph
gregory
alvin,
gallon
veronica
schulte,
david
delong,
ray
gasemi,
kelly,
parmly,
sarah
steele,
jackie
morales,
fran
reagan,
henninger
and
vanessa.
Beretta
of
the
whole
housing
team
also
helped
with
the
homeless
outreach
during
the
stage
which
was
critical.
C
Finally,
there
were
many
others
who
contributed
significantly
behind
the
scenes
providing
support
over
the
last
three
years,
I'd
especially
like
to
mention
rob
lloyd,
norah,
freeman,
arlene
silva
benachang,
alexandria,
felton,
dottie,
barney
and
jennifer
garcia
last
slide,
please
just
so.
You
can
see
once
again
the
results,
as
I'm
sure,
is
clear.
By
now.
This
was
a
massive
strategic
and
logistical
undertaking
conducted
in
an
incredibly
challenging
national
environment
through
all
of
the
challenges
and
uncertainty,
san
jose
as
a
community,
absolutely
distinguished
itself.
C
B
Great,
thank
you,
kim
and,
and
just
thanks
to
all
the
census
team
for
their
phenomenal
work.
Just
was
really
impressive
and
made
us
all,
I
think,
very
proud,
so
here's
here's
what
we're
going
to
cover
today.
We've
got
a
our
standard,
eoc
update
and
certainly
a
lot
to
talk
about
with
our
move
back
to
the
purple
tier.
B
We
also
have
an
update
on
crime
during
kovid,
a
communications
update,
an
eoc
budget.
Rebalancing
update
will
be
coming
back
to
the
council
december
8th
with
with
action
on
that,
and
then
I'm
going
to
close
out
today's
presentation
with
kip's
help
on
a
a
next
segment
of
this
city-wide
road
map
preview.
D
Thank
you
dave
good
afternoon,
mayor
and
council
members
of
the
public,
I'm
lee
wilcox,
chief
of
staff
for
the
city,
manager's
office
and
co-director
of
our
emergency
operations
center
on
and
on
behalf
of
kip
harkness,
our
other
director
of
the
eoc
and
all
of
the
employees
in
the
eoc.
We're
pleased
to
present
this
update
for
you
today
slide
just
on
a
quick
note.
Last
time
we
heard
very
positive
feedback
on
holding
the
moment
and
the
collection
of
art
by
san
jose
artist,
now
being
displayed
by
our
airport.
D
D
The
state
is
taking
these
significant
steps
to
slow
the
spread
of
coven
19,
because
we
are
currently
seeing
the
fastest
increases
in
cases
in
california.
In
the
history
of
this
pandemic,
cases
have
jumped
more
than
50
percent
in
the
last
week,
which
exceeds
the
k-th
growth.
The
case
growth
that
we
saw
when
cases
were
rapidly
rising
back
in
june,
as
this
slide
demonstrates
next
slide
within
our
own
county.
We
can
see
a
very
similar
pattern.
Cases
have
increased
as
a
very
similar
percentage
over
the
past
few
weeks.
D
If
you
look
to
the
left,
when
we
saw
covid19
and
when
we
began
the
shelter
in
place
within
our
own
county,
very
low
rates,
this
is
really
attributed
to
the
lack
of
testing
at
this
time
that
that
first
wave
was
actually
higher
than
is
perceived,
and
so
where
we
find
ourselves
right
now,
is
really
in
the
third
wave
of
the
pandemic,
affecting
our
local
community
and
this
data,
and
these
trends
really
match
what
we're
seeing
through
the
state
and
what
we're
seeing
in
various
parts
of
the
nation
right
now.
Next
slide.
D
D
Counties
can
move
back
two
tiers
at
once,
so
before
a
county
could
only
move
back
one
tier
now
they
can
move
two
tiers.
If
the
data
supports
that
second,
the
state
can
adjudicate
tears
using
only
the
most
recent
weeks
worth
of
data.
Previously,
the
state
was
using
the
two
weeks
worth
of
data
to
make
these
decisions,
but
in
an
effort
to
be
more
nimble
and
take
actions
based
off
of
the
latest
trends.
They've
made
that
change
of
using
one
week's
worth
of
data.
D
D
The
seven
day
average
in
our
own
county
went
up
by
six
percent
between
november
first
and
november
eight.
In
addition,
the
rise
in
hospitalizations
increased
rapidly
with
patients
hospitalized
for
covid19
by
roughly
40
percent,
the
county's
own
public
health
officer.
Dr
sarah
cody
was
very
clear
about
what
she
feels
this
means
saying
yesterday.
D
We
will
continue
communicating
aggressively
with
our
own
community
and
with
our
businesses.
Regarding
these
changes,
the
table
in
front
of
you
does
summarize
some
of
the
changes
that
our
residents
and
businesses
will
need
to
adhere
to
understanding.
Some
of
these
restrictions
are
complex
because
it
does
involve
combining
both
state
restrictions,
as
well
as
additional
county
restrictions.
D
D
D
We
want
to
touch
briefly
on
the
vaccine
news
we
received
from
visor
last
week
and
then
from
moderna
yesterday,
both
companies
released
preliminary
results
of
the
trial
showcasing
their
vaccines
with
results
greater
than
90
percent.
Both
trials
have
ensured
that
they
have
representation
from
a
diverse
diversity
of
racial
and
ethnic
backgrounds.
D
D
Most
importantly,
these
trials
are
not
over
they're
still
continuing.
Second,
and
probably
most
importantly,
the
logistics
of
producing,
storing
and
distributing
a
vaccine
are
very
complicated.
We
do
expect
to
hear
a
lot
more
from
the
state
of
california
and
the
county
in
the
coming
weeks
as
they
take
the
lead
on
figuring
this
out.
D
The
county
has
already
reported
to
their
board
preliminarily
on
an
approach
and
we,
as
the
city
are
seeking
to
better
understand
their
logistical
and
their
communications
plan
and
are
offering
to
support
in
any
way
we
can.
For
the
current
moment
it
is
still
crucial.
It
is
still
crucially
important
that
we
continue
to
wear,
masks
socially
distance
and
take
precautions.
D
D
D
These
are
the
following:
highlights
that
we'd
like
to
review
with
you:
we've
worked
with
our
partners
to
coordinate
and
distribute
close
to
9
million
meals
in
the
city
of
san
jose,
with
no
major
gaps
reported
after
fully
opening
the
first
of
three
temporary
housing
sites.
Last
month.
We
continue
to
work
on
evans,
lane
and
roof
ferrari,
and
we
are
tracking
to
open
these.
Next
month,
we've
completed
preliminary
emergency
operations
center,
the
emergency
funding,
rebalancing
and
the
coronavirus,
relief,
rebalancing
and
budget
exercise
which
you'll
hear
later
today
and
then
we'll
be
taking
final
actions.
D
We
currently
have
15
learning,
pods
open
at
city
facilities
and
we've
finalized
a
number
of
advertisements
and
communications
materials
that
are
going
live
in
four
languages
on
radio
tv
newspaper
and
social
media
around
the
city.
You'll
be
hearing
more
about
this
work
and
our
approach
from
our
epio
team.
D
During
this
report
last
two
after
receiving
119
applications
from
our
nonprofit
partners,
totaling
over
nine
million
dollars
in
grant
requests.
The
community
and
economic
recovery
branch
will
award
3.3
million
to
51
non-profits,
who
are
providing
cares,
act,
qualified
services
in
our
coven
19
impacted
zip
codes
and
to
communica
and
to
communities
most
impacted
by
covid
through
the
silicon
valley.
A
strong
partnership,
the
knight
foundation,
is
also
expanding.
The
impact
of
the
local
assistant
nonprofit
grant
program
with
financial
support
to
an
additional
14
non-profits.
D
This
grant
program
is
in
addition
to
the
financial
support
already
in
the
community
for
small
businesses
and
arts
and
culture
nonprofits.
Thank
you
to
the
knight
foundation
and
with
that
I'm
going
to
hand
it
over
to
my
colleague,
lieutenant
donahue
from
the
police
department
who
will
provide
an
update
on
crime
statistics
during
the
covent
19.
F
E
Awesome
all
right
well
good
afternoon,
mayor
council
and
members
of
the
public.
My
name
is
lieutenant
steve
donahue,
I'm
the
commander
of
the
research
and
development
unit
at
the
san
jose
police
department
and
today
I'm
going
to
be
presenting
an
update
on
crime
occurring
during
the
coven
19
shelter
in
place
I'll
be
reporting
on
the
time
period
between
march
and
october,
and
any
incidents
occurring
after
october
will
not
be
included
in
this
report
slide.
Please.
E
The
map
you
see
here
is
our
year
to
date,
so
this
is
including
both
the
shelter
in
place
and
the
homicides
occurring
this
year
before
the
shelter
in
place.
There
were
six
before
the
shelter
in
place
during
the
shelter
in
place.
This
year,
from
march
to
october,
we
had
31
homicides
during
the
same
period.
Last
year
march
to
october
we
had
24.
E
Robbery
is
down
what
you're
looking
at
here
is
our
uniform
crime
reporting
statistics
that
we
send
the
federal
government,
so
robbery
is
down
15
compared
to
the
same
period
last
year
and
aggravated
assaults
are
down
two
percent
compared
to
the
same
period.
Last
year.
Burglaries
are
down
one
percent
compared
to
the
same
period.
However,
when
we
dissect
the
burglaries,
we
find
some
interesting
anomalies.
E
First
of
all,
residential
burglaries
are
down
27,
the
commercial
burglaries
are
up,
24
and
school
burglaries
were
up
135
percent.
There
was
a
tremendous
spike
in
school
burglaries
at
the
beginning
of
covid.
In
the
first
12
weeks,
we
had
45
burglaries
city-wide
and
in
that
same
period
last
year
we
only
had
nine.
So
it
was
a
huge
jump
because
kids
weren't
in
school,
so
recognizing
this,
the
department
assigned
our
tabs,
which
is
our
truancy,
abatement
and
burglary
suppression
units
and
the
school
liaison
unit
to
conduct
school
patrol
checks.
E
Over
5700
school
patrol
checks
were
conducted
by
patrol
tabs
and
school
liaison
since
the
start
of
kovid,
and
that
has
definitely
lowered
the
number
of
school
burglaries.
In
addition,
we
proactively
reached
out
to
the
school
districts
and
asked
them
to
move
anything
of
value
from
the
sites.
So
we
now
are
seeing
everything
leveling
off
to
maybe
one
to
two
school
burglaries
a
week.
E
Rape
incidents
are
down
20
percent
compared
to
the
same
period
last
year,
but
as
you
can
see,
domestic
rape
is
up
177.
So
we
looked
into
this.
Why
do
we
have
a
big
jump
and
what
we
found
is
we've
implemented
a
new
thing
called
an
intersectionality
tool,
and
what
this
is
is
anytime,
an
officer
responds
to
a
domestic
violence
incident
in
the
city
of
san
jose.
They
now
ask
questions
about
prior
sexual
assault
incidents
occurring
with
the
victim,
and
that
form
is
crossing
the
lines
between
sexual
assault
and
domestic
violence.
E
Sexual
assault,
investigations,
unit,
lieutenant
jaime
jimenez
audited,
the
rapes
occurring
during
the
shelter
in
place,
and
at
the
time
there
were
31
cases
and
lieutenant
jimenez
discovered
19
of
those
reported
rape
cases
were
reported
during
domestic
violence
investigations.
So
this
means
that
the
sexual
assaults
were
not
uncovered
until
after
the
intersectionality
tool
was
used
and
the
tool
is
working
now
to
bring
in
cases
that
would
otherwise
go
unreported.
E
A
E
A
E
E
We've
had
nine
gang-related
homicides
reported
in
2020
all
during
the
shelter
in
place,
and
last
year
there
were
seven
gang
related
homicides
between
march
and
october
and
the
comparable
time
period,
and
there
was
only
nine
all
year
so
gang-related
aggravated
assaults
are
down
23
compared
to
the
same
period.
Last
year
and
gang-related
simple
assaults
are
down
by
a
third
and
self-initiated
activity
is
up
by
26.
E
In
addition
to
that,
we
work
with
the
mayor's
gang
prevention
task
force
to
work
on
contacting
victims
of
gang
violence
and
their
families,
providing
resources
and
removing
gang
graffiti
and
vigils
that
draw
negative
attention
from
rival
gangs.
And
finally,
there
are
weekly
collaboration
meetings
as
well
as
community
meetings
occurring
in
high
gang
impacted
areas.
Next
slide,
please,
when
we
look
at
domestic
violence
overall,
domestic
violence
related
and
senate
reporting
has
increased
two
percent,
and
this
includes
simple
assaults
and
criminal
threats.
E
E
However,
when
you
add
the
lower
level
domestic
violence
crimes,
these
domestic
violence
which
such
as
minor
injury,
domestic
violence,
domestic
battery
and
criminal
threats,
they
generally
stay
the
same,
so
domestic
violence
occurrences
are
consistent
compared
to
the
same
period
last
year,
so
we
looked
at
why
this
is
occurring
so
on
on
the
domestic
violence
response
form.
When
officers
responded,
I
mentioned
earlier
the
intersectionality
tool.
They
have
to
fill
out
a
box
asking
about
sexual
assaults.
E
Well,
they
also
have
to
fill
out
information
asking
about
prior
incidents
of
domestic
violence
if
the
victim
reports
that
they
had
been
subjected
to
domestic
violence
in
the
past,
the
next
question
is:
was
that
reported?
If
the
answer
to
that
is,
no
officers
are
taking
a
new
report,
so
it's
not
uncommon
for
them
to
respond
to
a
domestic
violence
incident
and
then
leave
with
two
or
three
reports
of
prior
domestic
violence.
In
addition
to
what
was
already
reported
for
that
day,
what
that
does
for
our
statistics
is
that
two
things
happen.
E
First
off,
we
report
to
ucr
based
on
when
it's
reported
not
when
it
occurred
and
our
occurrences
then
are
kept
statistically
based
on
when
they
occurred.
So
you'll
see
this
jump
in
report
to
nine
jump
by
nine
percent.
But
what
that
is
is
because
they're
reporting
historical
incidents
and
we're
not
seeing
that
in
occurrences.
E
I
believe
it's
14
and
when
you
take
the
average
over
that
july
august
september
period,
when
you
kind
of
put
it
across
three
months,
it's
actually
only
a
seven
percent
increase.
We
don't
know
why
it
spiked
42
percent
in
august.
We
do
know
that
when
you
look
at
it
as
an
aggregate
over
the
year,
it's
actually
only
a
two
percent
increase.
E
We
also
don't
have
any
precipitating
factors
in
august
that
would
indicate
to
us
why
it
would
increase
and
when
you
look
at
it
over
the
three-month
span
just
the
month
before
in
the
month
after
it's
only
a
seven
percent
increase.
So
what
we've
found
is
that
there
is
no
correlation
to
shelter
in
place
and
domestic
violence
determined
upon
review
of
the
data
and
a
sampling
of
the
reports.
D
Presentation,
thank
you
lieutenant
donohue,
so
up
next,
I'm
going
to
hand
it
off
to
colin
chelsea
and
carolina,
and
we
were
in
front
of
you
several
weeks
ago
on
the
overarching
strategy
for
our
strategic
communications
plan
and
how
we
pretend
to
proceed.
And
today
we
have
an
update
on
kind
of
the
next
several
months,
as
well
as
our
own
metrics
and
methodology
for
tracking
this
work.
So
I
believe
colin
you're,
starting
us
off.
G
G
Thanks
so
today
I'm
going
to
discuss
some
of
the
communications
updates
that
we
have
pushed
out
over
the
last
several
weeks.
I'm
not
talking
about
our
long-term
strategic
communications
plan.
Chelsea
and
carolina
are
going
to
discuss
that
in
a
bit.
These
are
announcements
that
were
dependent
on
changing
circumstances
that
the
epio
produced
as
needed.
The
first
bucket
on
the
left
is
announcements
and
changes
in
policy
at
the
state
and
county
level.
This
one
is
obviously
timely.
G
G
Our
goal
is
to
take
that
complex
technical
language
and
concepts
and
frame
them
in
terms
that
can
be
understood
by
most
of
the
population.
This
also
makes
it
easier
for
us
to
translate
the
updates
into
spanish,
vietnamese
and
traditional
and
simplified
chinese,
which
we
do
for
just
about
everything
that
leaves
our
shop
as
we've
discussed
here
previously.
G
We
also
push
out
testing,
tracing
and
supported
isolation,
information
using
plain
language
through
our
weekly
flash
reports
on
the
virtual
local
assistance
center
website
in
brochure
and
through
social
media,
and
lately
we've
been
sharing
information
about
the
importance
and
availability
of
the
flu
vaccine
next
are
secondary
and
tertiary
emergencies,
which
unfortunately,
we've
had
a
few
of
this
year.
In
september,
you
heard
about
our
efforts
during
the
czu
and
scu
complex
fires
from
jenny,
loft
of
the
environmental
services
department.
G
Since
then,
epio
has
responded
to
two
pg
e
public
safety,
power,
shutoffs
and
multiple
protests
or
potential
protests
for
the
psps
events.
We
worked
closely
with
amanda,
orozco
and
raul
hernandez
in
the
community
energy
department
to
write,
translate
and
schedule
some
social
media
posts
and
next
door
posts
to
explain
the
location
and
extent
of
the
outages
for
the
protests.
We've
focused
on
providing
proactive
information
to
help
keep
people
safe
when
they
gather.
G
We
work
closely
with
the
police
department's
pio
to
prepare
communication
strategy
every
time
we
suspect
there
might
be
protest
activity,
so
we
can
quickly
spread
the
word
about
any
significant
changes
on
the
ground.
And
finally,
there
are
the
many
issues
and
announcements
that
fall
into
the
other
category
having
a
dedicated
epio
with
content
development.
Language
access,
web
and
social
media
units
allows
us
to
be
quick,
effective
and
collaborative
in
our
communications.
G
We're
able
to
write
design,
translate
and
distribute
digital
and
physical
collateral
to
respond
and
react
to
changing
situations,
because
we're
working
across
all
the
branches
of
the
eoc
and
several
departments
in
the
city.
We're
also
able
to
effectively
coordinate
responses
to
media
inquiries
on
topics
that
are
multi-disciplinary
like
the
beautify,
san
jose
response
branch
or
the
alfresco
initiative.
G
F
F
F
Does
the
messaging
have
any
underlying
messages
that
could
be
offensive,
and
is
there
a
narrative
or
value
represented
to
bridge
communication
barriers?
We
focus
on
cultural
relevance
or
aligning
our
messaging
to
be
relevant
to
our
residents
culture,
while
remaining
true
to
the
city's
brand.
This
aims
to
expand
the
city's
brand
to
be
more
inclusive,
more
colors,
more
languages
and
images
that
reflect
our
communities
next
slide.
Please.
F
With
this
information,
we
went
forward
with
bilingual
messaging
to
decrease
language
barriers
and
expanded
our
reach
to
residents
in
our
communities.
We
also
work
with
the
lau
for
transcreation
of
our
material.
Transcreation
is
one
of
our
key
strategic
initiatives,
as
transcription
of
english
word
for
word
to
another.
Language
doesn't
always
create
the
same
meaningful
messaging
we
want
to
express
transcreation,
brings
our
materials
closer
to
our
more
inclusive
san
jose
communication
strategy.
F
F
So
for
english
or
multilingual
materials,
we
strictly
follow
the
city
brand,
with
color
type
faces
and
overall
look
and
feel
in
our
bilingual
materials.
English
becomes
a
secondary
messaging
to
still
reach
residents
who
speak
english
as
their
first
language,
but
not
to
stray
away
from
the
residents
we
are
aiming
to
communicate
with
next
slide.
Please.
F
F
So
for
our
vietnamese
materials,
research
directed
us
to
use
the
color
yellow
when
it
was
appropriate,
we
made
sure
imagery
related
to
status
and
respect
while
sticking
to
the
city
brand.
We
also
made
sure
to
use
different
images
in
vietnamese
and
chinese
materials
to
make
the
artwork
distinct
for
each
language
next
slide.
Please.
F
Lastly,
for
our
chinese.
Lastly,
our
chinese
research
directed
us
towards
using
the
color
red
when
it
was
appropriate.
I'm
centering
the
text
instead
of
left,
aligning
it
like
how
we
usually
do
for
english
and
spacing
out
inform
that
information
a
little
bit
differently
for
chinese.
We
also
transcreated
information
in
both
traditional
chinese
and
simplified
chinese
and,
as
it
is
very
important
and
politically
correct
to
in
the
most
politically
correct
way,
to
research,
to
reach
and
include
all
chinese
speakers
in
the
community.
F
H
Thank
you,
chelsea.
Thank
you,
colin,
I'm
carolina
camarena
and
alongside
colin
haney.
I
am
co-leading
as
the
emergency
public
information
officer,
so
some
of
you
may
have
already
seen
or
heard
some
of
this
monolingual
advertisement
that
is
targeted
at
our
hardest
to
reach
communities
and
the
audience
that
is
specified
in
our
eoc
strategic
communications
plan.
We
continue
to
work
on
advertisement
and
we'll
soon
include
univision,
radio,
tv
and
digital
facebook
ads
ktsf
channel
26,
chinese
tv
and
more.
H
H
So,
to
ensure
that
the
ads
are
reaching
the
people,
we
intend
them
to
reach.
We
are
keeping
an
eye
on
performance.
This
will
help
us
pivot
and
update
or
edit
the
message
if
needed
in
youtube.
Just
a
few
days
ago,
we
place
ads
in
four
languages
and
there
are
four
messages
per
language.
One
you've
heard
get
tested,
two
supported
isolation.
Services
are
available.
H
Number
three
is
our
tried
and
true
message
of
staying
safe,
which
is
wearing
your
mask,
keeping
your
distance
staying
home
if
you're
ill,
washing
your
hands.
And
lastly,
we
want
to
make
sure
that
individuals
understand
that
the
virtual
local
assistants
is
here
to
assist
and
provides
them
with
resources.
H
H
Thank
you,
andrew,
and
just
to
be
clear.
That's
a
15
second,
social
media,
video
that
we've
placed
on
youtube
and
it's
in
spanish,
and
it
was
one
of
the
four
messages
the
rest
of
the
slide.
You
will
see
the
perform
performance
of
the
youtube
ads,
which
have
only
again
been
running
for
a
few
days,
and
yet
they
are
doing
very
well.
H
H
Now
here
I
just
really
want
to
thank
my
colleagues.
We
could
not
implement
an
outreach
in
communications
without
a
team
of
professional
city
communicators.
I
want
to
thank
my
colleagues
and
their
departments
who
have
helped
us
in
implementing
the
plan
to
ensure
we
are
reaching
our
most
vulnerable
next
slide.
Please.
H
D
Thank
you
carolina.
Thank
you
to
you
and
colin
for
your
leadership
next
slide.
I
want
to
do
a
special
thank
you
to
chelsea
for
your
work
and
your
team's
work
in
the
eoc.
I
think
that
was
your
first
council
presentation,
so
congratulations
and
well
done
next
we're
going
to
move
into
our
eoc
budget
rebalancing
strategy
and
and
start
to
preview.
D
So
today
we
are
going
to
update
you
on
the
overall
315
or
317
million
dollar
covid
response
and
recovery
budget,
as
well
as
updates
on
various
appropriation
and
start
to
preview,
some
of
the
budgetary
strategy
ensuring
that
the
city
has
funding
capacity
in
the
new
year
to
continue
our
own
operations
in
the
eoc,
supporting
our
at-risk
populations
in
the
city
of
san
jose.
For
the
pas
past
several
weeks,
our
finance
and
recovery
section
have
continued
to
monitor
all
funding
very
closely
and
work
with
the
appropriate
funding
sources
that
we've
tied
to.
D
The
igr
reports
from
our
federal
lobbyists
and
continuing
to
prepare
for
the
possibility
that
there
is
no
additional
funding
through
the
end
of
june
and
trying
to
stay
as
as
flexible
as
we
can
on
some
of
the
the
shift.
The
shifting
in
the
news.
So
with
that,
I'm
going
to
hand
it
off
to
lose
for
the
next
slide.
I
This
is
not
to
say,
we
won't
pursue
additional
monies
from
fema
in
the
coming
months,
but
rather
to
pair
this
funding
source
down
back
to
what
we
currently
have
close
to.
100
confidence
will
actually
be
funded
at
this
point
home
program.
Another
federal
funding
source
which
comes
from
hud,
the
housing
and
urban
development
federal
agency,
adds
another
9.6
million.
I
I
Please,
this
slide
is
the
current
uses
of
emergency
relief
funds.
What
you
saw
in
the
last
slide
was
the
sources,
and
now
this
side
dives
a
bit
down
into
the
specifics
of
how
the
different
parts
of
federal
state
and
local
funds
are
currently
allocated
to
the
city's
various
coveted
19
response
efforts.
I
we're
keeping
a
very
close
eye,
as
lee
has
already
said,
on
the
spending
of
those
particular
funds
to
assure
that
the
city
uses
all
those
monies
by
the
due
date.
With
that
we've
gone
from
now,
the
310
million
dollars
that
we
had
before.
Excuse
me
307
million
dollars
that
we
had
before
and
now
we're
at
317.7
million
dollars
in
overall
emergency
relief
funds
that
have
currently
been
appropriated,
jim,
shannon.
I
A
Thank
you
so
much
luz
good
afternoon,
folks,
jim
shannon
city's
budget
director.
So
we
came
back.
We
came
to
council
back
at
the
end
of
september
with
what
was
then
our
best
estimate
on
the
pace
and
the
type
of
expenditures
in
the
corona
virus
relief
fund
through
the
end
of
december,
and
that
constitutes
the
funding
strategy
that
you
saw
on
the
previous
slide.
So
we're
roughly
about
60
days
from
that
action,
and
so
we
continue
to
analyze.
A
You
know
how
quickly
the
funding
is
being
spent
within
which
categories
it's
being
spent,
and
you
know,
but
we
still
have
a
little
bit
of
work
to
go.
You
know
we
do
anticipate
that
not
all
the
categories
are
going
to
be
fully
spent
by
the
end
of
december,
but
that
those
needs
are
certainly
going
to
continue
on
as
we
get
into
january
and
throughout
the
remainder
of
the
fiscal
year.
A
But
we
want
to
make
sure
that
we
don't
leave
any
money
on
the
table
and
we
want
to
make
sure
that
we
maximize
the
use
of
our
emergency
reserve
funding
to
help
our
residents
the
most,
and
so
we
are
going
to
put
so.
We
have
a
plan
that
we
want
to
bring
forward
back
on
on
the
8th
and
it's
going
to
do
a
number
of
adjustments
and
so
in
the
corona
virus
relief
fund,
we're
going
to
make
sure
that
we
spend
every
dollar
that
we
have
been
out
allocated
to
best.
A
You
know,
support
the
response
efforts
and
so
there's
going
to
be
some
shifting
of
funding
within
the
categories.
You
know,
first
to
make
sure
that
we're
maximizing
the
assistance
to
those
that
are
the
most
vulnerable,
but
then
also
you
know
making
sure
that
we
are
reimbursed
for
eligible
personal
services,
expenditures
for
staff
that
were
budgeted
somewhere
else,
but
have
been
redeployed
to
support
the
pandemic
response
efforts.
And
so
you
know
that
is
going
to
you
know.
A
By
doing
those
efforts,
it
was
likely
that
the
amount
that's
budgeted
currently
in
the
crf.
You
know
we
started
for
2021.
We
had
about
10
million
dollars
estimated
for
personal
services
costs
in
the
cornerbacks
relief
fund.
You
know
that
will
likely
go
up,
because
we
have
always
known
that.
You
know
the
amount
of
support
that
we're
giving
to
the
response
isn't
always
going
to
be
reflected
in
the
budget.
A
Ish
is
our
preliminary
estimate,
which
we
will
refine
in
the
coming
weeks,
and
so
what
we
all
we
we
always
do
in
san
jose
is
that
we're
very
deliberate
about
how
we
budget
and
very
and
and
capture
our
savings
very
closely
so
for
those
folks
that
are
have
been
re-deployed
from
their
normal
budget
allocations
in
the
general
fund
that
have
been
going
to
be
re
reimbursed
by
the
crf.
You
know
we're
going
to
recognize
the
savings.
A
That's
going
to
result
from
that
action
and
that
will
help
us
provide
some
bridge
funding
to
continue
those
emergency
services
past
january.
Although
we're
hopeful
that
at
some
point
we
might
get
another
federal
singles
bill,
we
have
to
plan
as
if
we're
not
going
going
to
so
by
being
strategic
about
how
we
redeploy
general
fund
savings
in
2021
and
also
continue
to
look
at
that
continuity
of
operations
reserve.
A
That
has
helped
provide
some
supplemental
funding
for
some
of
those
emergency
response
categories
that
maybe
don't
exactly
fit
within
any
any
of
the
existing
categories
through
external
sources
is
going
to
help
us
put
together
a
strategy
that
we
can.
You
know
at
a
reduced
level,
but
still
be
able
to
fund
a
level
of
response
beyond
the
end
of
december,
and
so
we'll
be
looking
forward
to
coming
with
you
for
that
discussion
in
a
few
weeks.
D
Thanks
jim
next
slide
before
I
move
on,
I
do
want
to
thank
all
of
the
employees
that
we
have
working
in
our
emergency
operations
center
and
all
of
the
partners
that
we
have
our
non-profit
partners
in
this
response.
It's
truly
amazing
to
to
work
with
each
and
every
one
of
you
and
greatly
appreciate
the
sacrifice
and
hard
work
that
you've
been
able
to
put
in.
I
also
would
like
to
thank
each
of
the
artists
that
were
showcased
today
during
the
presentation.
D
You
know
very
inspiring
artwork
that
I
think
has
helped
us
all
and
a
great
opportunity
for
us
to
continue
to
weave
in
more
of
the
community
into
these
presentations
in
the
future.
Next
slide
as
we
do
with
every
3.1.
We
are
highlighting
one
amazing
organization
and
partner
today
that
has
been
part
of
our
pandemic
response.
D
San
jose
conservation
corps
has
been
a
partner
for
a
very
long
time
and
before
this
response,
but
during
these
past
few
months,
they've
pivoted
to
meet
the
moment,
they
have
been
critical
to
ensuring
that
we
are
feeding
and
housing
our
community
and
to
highlight
this
work.
We're
going
to
play
a
short
video
for
you
today
highlighting
their
work
during
the
covid19
pandemic.
A
I
I
D
B
It
also
means
leadership
capacity
and
by
leadership,
we're
not
just
talking
about
cmo
staff
and
department
directors,
we're
talking
about
the
capacity
of
those
much
deeper
in
the
organization
that
is
really
really
being
stretched,
and
so
the
roadmap
that
we
are
previewing
you
previewing
with
you
today
is
our
articulation
of
the
projects
and
strategies
and
policies
that
are
most
important
for
our
city.
In
this
era,
covid
is
we
we
seek
to
control
the
virus
and
and
recover
as
a
community.
B
So
the
way
we
are
thinking
about
this
is
that
our
our
focus
is
really
twofold:
making
sure
our
essential
core
city
services
stay
intact
and
and
continue
to
be,
provided
and
then
prioritizing
the
the
vital
few
change
initiatives,
the
project
strategies
and
policies
and
being
able
to
prioritize
those
these
potential
priority.
Changing
initiatives
really
come
from
several
different,
existing
prioritization
processes
shown
up
here
on
in
purple
on
the
slide.
So
we
have
our
our
council
policy
priorities.
B
From
last
february
we
have
city
staff
enterprise
priorities
which
which
are
really
priorities,
that
we've
operationalized
from
council-directed
work,
and
then
we
have
the
priorities
derived
from
our
covid
response
roadmap
that
we
established
back
in
march.
That's
really
held
true
to
the
current
day,
so
this
really
amounts
to
103
change
initiatives
to
to
be
considered
for
prioritization.
B
B
Last
month
in
under
3.1,
you
heard
from
kelly
about
our
city,
services
and
city
services
consumes
most
of
our
staff
and
day-to-day
efforts
in
what
we
normally
call
business
as
usual.
But
these
days
it's
really
nothing
as
business
as
usual.
So
this
includes
everything
from
police
and
fire
response
to
garbage
and
recycling.
Pickup,
we've
obviously
had
to
shift
our
focus
to
a
shorter
list
of
essential
services
and
really
completely
imagine
reimagine
and
redesign
the
ways
we
provide
these
services
to
ensure
that
they're
done
safely
in
a
covert
environment.
B
So
the
roadmap
that
we're
talking
about
rests
above
this
city
service
delivery.
It
is
about
what
we
are
changing
and
about
the
work
that
we
do
and,
and
so
it's
either
things
that
are
completely
new
to
us,
such
as
scaling
food
city,
county-wide
initially
in
city-wide
food
distribution
and
then,
of
course,
it
includes
things
that
are
not
routine
but
require
considerable
city-wide
effort
to
drive
forward
such
as
as
the
google
development.
B
So
these
are
two
parts
of
the
same
complex
picture
and
what
we
are
doing
day-to-day
to
deliver
services
to
the
community
and
what
we
are
changing
to
do
better
to
meet
the
needs
of
our
community
and
meet
their
expectations
to
deliver
on
both
these.
We
really
are
drawing
on
the
same
pool
of
capacity
the
same
group
of
leaders
across
the
organization.
So
as
we
work
through
the
roadmap
together,
we
should
keep
in
mind
that
adding
to
these
initiatives
on
the
roadmap
has
impacts
on
on
other
work
that
we
are
doing
so
next
slide
please.
B
B
Most
of
these
services
have
continued
throughout
the
pandemic
or
have
been
restarted
or
expanded
in
recent
months
and
then
some
of
which
might
be
paused
or
modified
again,
as
we
transition
back
into
the
purple
tier
next
slide,
please
so
the
the
four-step
process
we
took
to
prioritize
the
103
change
initiatives
was
based
on
the
agile
methodology
of
weighted
shortest
job.
First
to
score,
each
of
the
initiatives
across
four
attributes.
B
B
It
is
important
to
note
that
this
is
really
the
first
time
I
think
in
my
career
that
we've
attempted
to
integrate
all
of
our
roadmap,
all
of
our
priorities
onto
one
work
plan
or
a
road
map,
and
I
will
admit
to
you
for
many
of
us,
probably
more
me
than
many.
It
is
required
that
we
we
kind
of
give
in
to
this
process
and
let
it
play
out
next
slide,
please
so
the
process
we
took
allowed
us
to
be
really
more
holistically
to
more
holistically,
understand
prioritization
and
we
really
considered
four
attributes.
B
B
So
this
is
our
draft
of
a
citywide
roadmap.
We
looked
at
103
projects,
strategies
and
policies,
as
I
said,
and
evaluated
them
in
terms
of
the
terms
that
I
described
on
the
previous
slides,
we
met
numerous
times
as
a
leadership
team
with
senior
staff
to
work
through
and
debate
and
decide
on
the
prioritization.
B
B
The
draft
roadmap
outlines
the
44
most
vital
projects,
strategies
and
policies
that
we
believe
we
are
capable
of
of
delivering
through
the
remainder
of
the
fiscal
year.
The
44
change
initiatives
are
in
the
purple
boxes
and
we
have
organized
them
according
to
the
enterprise
priorities,
just
to
help
us
kind
of
organize
our
work.
B
B
The
road
map
will
also
be
helpful
to
us
and
guide
our
our
budget
proposals
for
the
next
fiscal
year,
so
to
move
forward.
What
we're
proposing
and
starting
today
is
sharing
the
roadmap
with
you
all
and
seeking
your
your
initial
feedback
on
on
the
process
and
content
in
january
we'd
like
to
conduct
town
hall
meetings
with
mayor
and
council
members
to
get
community
feedback
on
the
road
map
staff
where
we'll
be
facilitating
or
helping
with
those
and
then
in
february.
B
So
in
closing,
really
appreciate
the
opportunity
to
have
this
conversation
with
the
council.
As
I
said
before,
we
owe
it
to
you
to
give
you
the
whole
picture
so
that
we
are
really
truly
working
together
and
there's
no
kind
of
black
box
effect.
We
certainly
need
your
help
to
be
able
to
narrow
our
focus
to
the
most
important
work
ahead
of
us
and-
and
I
think
need
to
be
willing
to
say
no
at
times
or
at
least
not
yet
to
good
ideas
so
that
we
can
focus
on
the
ones
that
we
prioritize.
B
You
know
the
roadmap
is
a
tool
that
we
hope
will
guide
us
through
this
process.
Otherwise,
I
think
you
know
we
will
fall
short
and
we
will
be
frustrating
our
community
with
our
inability
to
get
things
done.
If
we're
not
prioritizing
the
most
important
work
and
so
bottom
line,
we
are
hopefully
seeking
a
process
that
works
for
for
all
of
us
to
ensure
that
we
are
focused
on
that
most
important
work
and
very
much
look
forward
to
your
input
so
mayor.
That
concludes
our
3.1
today.