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From YouTube: 5/19/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council May 19, 2020 Meeting, Agenda Item 3.1
A
A
Next
I
want
to
recognize
an
individual,
an
individual
from
Public
Works.
His
name
is
Reggie
Roberts.
Many
of
you
may
know,
Reggie
from
being
here
in
City,
Hall
Arijit
worked
for
the
city
since
1999
when
he
started
out
in
the
city's
warehouse
and
then
transitioned
into
the
mantle
and
his
mailroom.
You
know,
aside
from
always
having
a
really
good
attitude
and
a
great
sense
of
humor.
A
You
know
his
work
in
processing
receiving
the
city's
mail
has
been
really
essential
for
us
keeping
things
going
here
in
terms
of
our
city
operations
and,
in
addition,
Reggie's
taken
on
additional
duties.
That
of
taking
on
the
bids
that
come
in
from
vendors,
so
that
we
can
accept
those
bids
formally
or
Reggie's.
Taking
that
work
on
to
make
sure
that
our
especially
our
public
works
budgets
can
continue
on
in
the
process.
So
really
thank
you
to
Reggie
for
coming
in
doing
their
work
and
then
taking
on
additional
responsibilities
to
make
sure
things
keep
keep
happening.
A
Okay,
I'm
going
to
get
into
the
update
the
kovat
update
and
so
just
give
a
little
bit
of
an
outline
and
what
you're
going
to
be
from
this
first
kip
will
give
an
update
and
really
a
report
out
on
kind
of
where
react,
with
testing
tracing
and
supported
isolation.
These
are
these
are
issues
that
we've
been
talking
with
and
working
with
the
county
for
some
time
now.
These
are
also
issues
that
are
highlighted
in
the
mayor's
back
to
work
memo
and
how
we
focus.
A
Second,
we'll
have
an
update
on
the
financial
recovery
from
Lee
loose
in
Jim
I.
Just
want
to
stress
that
next
week
we
will
be
issuing
an
MBA
that
recommends
how
we
fold
the
recovery
funding
into
our
proposed
budget,
so
that
will
be
happening
next
week
and
you'll
be
hearing
more
information.
Today's
as
we
understand
the
current
lay
of
the
land
and
then
finally,
Kim
and
and
Rosalyn
will
be
providing
an
update
on
development
services
and
our
progress
with
supporting
the
development
community.
Okay,
so
I'm
going
to
pass
it
off
to
Kip
to
kick
it
off.
A
C
You
Dave
Kip
Harkness,
deputy
city
manager
and
on
behalf
of
Lee
Wilcox
mico
Emergency,
Operations,
Center
Director,
and
the
631
people
currently
deployed
in
the
Emergency
Operations
Center
and
supporting
emergency
operations
in
the
field.
I
want
to
present
this
update
as
the
city
manager
is
described,
we
do
have
a
lot
to
get
through
so
I'll
a
clip
through
a
fair
amount
of
material.
Quite
quickly.
First
thing
is
some
good
news
about
an
updated
County
order,
which
broadens
then
allows
retail
in
a
limited
form.
C
What
when
I
was
at
PayPal,
we
used
to
call
opus,
buy
online,
pick
up
in
store,
so
you're
now
able
to
do
curbside
or
outside
pick
up
for
retail,
but
customers
are
not
allowed
to
enter
the
store.
As
of
this
will
be
effective.
12:01
a.m.
on
Friday
also
businesses
that
support
retail
can
resume
operations,
that's
very
narrowly
tailored
to
include
those
into
manufacturing
goods
directly
for
those
retail
stores
and
businesses
that
provide
warehousing
and
distribution
services.
C
In
addition,
outdoor
museums,
historical
sites
and
publicly
accessible
gardens
can
reopen
as
well
as
car
parades
are
now
allowed
as
long
as
participants
ride
with
the
same
household
and
do
not
stop
to
gather.
Finally,
the
social
distancing
protocols
have
been
updated
clarified
to
include
the
California
requirements
and
compliance
for
training
business.
C
Think
mr.
mayor
I
think
your
mic
is
still
on.
Please
forgive
me.
Sorry,
no
problem,
starting
with
principals.
Our
recovery
principles
as
always
are
to
be
compassion
in
action
to
be
open,
canned,
indirect
and
to
be
one
team
and
the
work
that
you're
going
to
hear
tries
to
embody
each
of
those
that
these
each
of
these
is
an
aspirational,
not
a
perk
goal
of
perfection.
C
As
always,
we
are
guided
by
our
roadmap,
which
focuses
us
from
the
myriad
of
interesting
things
we
might
do
to
the
vital
few,
and
with
that
focus
on
the
roadmap
in
the
last
week,
we
have
delivered
2.75
million
meals
with
our
community
partners.
We
are
bringing
together
and
bringing
forward
an
item
on
the
city
County
food
agreement
for
your
approval.
C
C
The
reason
that
these
three
services
are
important
is
they
are
absolutely
critical
to
us
coming
out
of
the
shelter
in
place,
so
we
don't
know
what's
going
to
happen
next,
there
are
three
scenarios
that
I
think
helped
us
think
about
that
sort
of
in
priority
order,
if
you
will
priority
number.
The
first
scenario
would
be
this
notion
of
a
slow
burn,
which
is
we
we've
brought
the
cases
down
and
that
we
continue
to
keep
them
down.
C
And
in
order
to
do
that,
we're
going
to
need
testing
to
see
where
we
are
tracing
to
make
sure
that
it's
not
getting
out
of
control
and
supported
isolation.
To
make
sure
that
those
people
who
can
isolate
can
do
so
safely.
If
we're
not
able
to
do
that,
we'll
start
seeing
uptick
and
we'll
start
to
see
scenario,
two,
the
sort
of
peaks
and
valleys
where
we
see
an
uptick
in
the
number
of
cases
and
the
number
of
deaths.
And
then
we
have
to
maybe
take
a
little
more
restrictive
action
to
bring
them
back
down.
C
So
if
this
corona
virus
is
like
others,
it
might
give
us
a
little
bit
of
a
break
over
the
summer,
but
it
also
might
come
back
strong
in
the
fall
and
winter
and
it
would
come
back
at
exactly
the
same
time,
the
normal
flu
season
returns
and
to
give
you
a
sense
of
of
what
that
means.
During
a
normal
flu
season,
our
hospital
system
is
at
ninety
percent
capacity.
C
So
if
this
were
to
come
back
on
top
of
the
normal
seasonal
flu
or
even
a
bad
year
of
flu,
we
would
be
in
a
really
tough
situation
than
likely
whatever
progress
we'd
made
would
have
to
slip
back
into
full-on
shelter
in
place.
So
the
idea
is
that
we
want
something
more
like
scenario
one
and
that
testing
tracing
and
supported
isolation
are
required
in
order
for
us
to
stay
in
that
scenario.
So,
let's
dive
a
little
bit
into
those
three.
C
What
I'd
want
to
do
is
I
want
to
take
each
one
in
turn
describe
what
it
is.
What
the
counties
a
measure
of
their
success
is
where
they
are
and
then
just
talk
a
little
bit
about
the
potential
role
that
the
city
might
play
in
each
one,
realizing
that
that
is
all
to
be
determined
and
part
of
ongoing
conversations
between
us
and
the
county.
But
we
wanted
to
make
sure
that
council
was
both
informed
and
had
the
opportunity
to
discuss
that
that
can
inform
our
collaboration
with
the
county
so
testing.
C
C
The
the
main
form
of
this
is
what's
called
a
PCR
test
or
a
polymerase
chain
reaction
which
amplifies
the
presence
of
the
RNA
the
virus
itself
in
order
to
detect
the
presence
of
the
virus,
and
you
can
see
a
kind
of
a
cool
chart
off
the
side
that
walks
you
through
the
steps
anybody
who's
done,
the
old-school,
replication
and
amplification
of
DNA
or
an
RNA
samples
knows
that
this
has
gotten
increasingly
sophisticated
over
the
years.
But
this
you
have
to
actually
have
the
virus
in
you.
C
You
have
to
be
infectious
or
near
infectious
for
these
tests
to
work.
The
other
one
is
a
serological
tests
which
helps
you
if
you've
developed
the
antibodies
in
reaction
of
having
had
the
virus
at
some
point
in
the
past.
These
are
useful
to
determine
people
who
are
previously
infected,
but
no
longer
infectious
or
no
longer
have
the
virus
present.
One
thing
I
want
to
be
clear
on
is
that
in
many
diseases
having
had
the
disease
conveys
immunity,
we
believe
there
is.
C
That
is
the
case
with
kovat,
but
the
amount
and
the
duration
and
the
degree
of
the
immunity
is
very
much
unknown
at
this
point.
So
a
serological
test
does
not
sort
of
give
you
an
immunity
pass
to
go
out
back
into
the
world
as
it
was
before.
So
that's
testing,
where
we
are
at
as
a
count
t,
is
our
kind
of
first
hurdle
that
the
county
has
set
for
themselves.
Is
they
want
to
get
to
about
200
tests
for
1000
people
per
100,000
people
per
day?
C
That's
not
the
absolute
number,
that's
her
the
first
threshold
that
they
want
to
get
to
to
feel
like
they
have
a
good
ability
to
survey
and
understand.
What's
going
on,
because
we
know
that
the
testing
that's
going
on
now
is
not
keeping
up
with
the
actual
virus
as
it's
circulating.
So
right
now
we
are
about
at
100
tests
per
day
per
100,000
people
so
about
halfway
to
that
initial
mark
that
the
county
has
set
for
themselves.
C
Eventually,
people
are
talking,
so
that's
about
4000
tests
a
day
is
what
we're
a
spur:
a
tional
e
getting
for
at
the
county.
Eventually,
some
they're
talking
about
like
dr.
Sarah
Cody
and
dr.
Marty,
Finster
Scheib,
wanting
to
be
able
to
get
up
into
the
13,000
to
15,000,
to
20,000
tests
a
day
to
really
be
able
to
get
a
sense
of
what's
going
on,
but
clearly
there's
a
long
way
to
go
before
that
point.
C
Dr.
Marty,
Fincher
Scheib
has
released,
who
is
taking
a
lead
role
now,
when
testing
has
released
an
initial
set
of
recommendations
around
frequency
of
testing
and
bottom
line?
What
you
can
see
here
is
it
recommends
fairly
frequent
testing
people
who
are
out,
especially
in
higher
risk
professions
such
as
the
skilled
nursing
facilities
or
within
the
shelters,
and
making
sure
that
all
of
this
testing
is
available
on
a
regular
and
frequent
basis
for
for
all
of
these
key
groups.
C
So
one
of
the
things
that
we
as
a
city
have
done
is
identified
a
site
for
the
verily
testing,
which
is
now
both
at
the
fairgrounds
and
at
the
Palace
stadium
on
the
east
side.
Here's
the
initial
data
from
that
testing
site,
and
it
shows
that
we
are
beginning
to
test
approximately,
hitting
above
and
slightly
below
the
200
tests
a
day
mark.
So
the
total
data
that
I've
just
got
updated,
as
of
yesterday,
is
we've
completed,
actually
1480
tests
total
and
we
are
set
at
about
250
people
to
be
seen
or
tested
each
day.
C
It's
it's
going
up.
The
site's
current
capacity
is
at
about
300
daily,
barely
has
let
us
know.
If
we
hit
that
capacity,
they
can
probably
double
that
to
about
600
a
day.
So
our
goal
is
to
try
to
drive
traffic
and
to
support
the
county
and
driving
traffic
to
increase
the
utilization
of
this
important
site.
C
So,
in
addition,
the
county
has
a
lead
on
sites.
The
county
is
also
undertaking
work
on
ease
of
use
and
the
county
is
also
the
lead
on
outreach.
We
have
offered
support
in
site
NF
identification,
especially
to
make
sure
that
they're
getting
into
all
of
the
areas
of
our
community
that
have
need,
in
the
case
of
the
barely
sight,
we've
taken
over
traffic
management
that
was
technically
a
County
obligation
under
the
contract
in
terms
of
ease
of
use,
the
county
has
not
asked
for
our
support.
C
We
believe
we
could
assist
in
making
the
user
experience
better
and
perhaps
improving
the
the
registration
process,
but
they
have
not
requested
that
and
then
on
outreach.
We
are
doing
some
additional
community
engagement,
but
again
are
asking
to
collaborate
more
tightly
in
the
development
and
rollout
of
an
overall
engagement
strategy
that
works
for
all
of
our
community.
C
C
Ideally
those
people
within
self
isolate,
quarantine
themselves,
technically
speaking
and
monitor
for
symptoms
and
if
they
test
positive,
that
process
would
continue
on
down
the
chain.
So
you
see
here,
individual
aids
been
going
to
home,
taking
the
bus
to
work
and
be
coming
back
to
home,
he's
been
close
to
people
at
work
and
on
the
bus
and
then
after
five
days.
In
this
scenario
they
test
positive
and
so
what
contact
tracing
does.
C
This
is
very,
very
complicated,
very,
very
labor-intensive
and
very,
very
data-intensive.
So
to
have
a
good
tracing
capability
is
core
to
the
public
health
response
of
containment
and
not
going
back
into
either
a
full-on
epidemic
or
having
to
return
in
a
shelter
in
place
so
by
the
county's
own
criteria.
C
So
the
county
has
asked
for
our
assistance
in
this
and
they
have
asked
for
our
assistance
in
the
form
of
providing
personnel
who
have
qualifications,
ideally
both
in
data
analytics
and
medical
terminology,
as
well
as
language,
language,
competency
and
cultural
competency,
with
a
specific
focus
on
Spanish,
Vietnamese
and
Chinese.
They
need
as
an
initial
estimate
on
their
side
total
of
680
case
investigators
and
have
asked
each
of
the
cities
to
provide
as
many
people
as
possible
to
help
them
get
to
this
number
of
680.
C
I
wanted
to
lay
out
for
you
next
three
options
that
we
are
discussing
and
evaluating
on
how
to
respond
to
this
need
and
to
respond
to
this
letter.
In
terms
of
the
county's
request
for
city
to
loan
tracing
staff,
the
first
is
obviously
to
send
them
the
city
staff
they've
requested.
In
that
case
the
city
would
identify
and
reassign
staff
matching
the
technical
and
language
qualifications.
C
The
county
would
train
the
staff
and
contact
tracing
and
the
necessary
business
processes,
and
then
they
would
be
on
a
tour
of
duty
as
contact
tracers
for
6
to
12
months.
In
this
scenario,
the
city
would
continue
to
pay.
The
salary
and
benefits
for
those
employees
and
they
would
be
loaned
or
seconded
over
to
the
county
for
the
duration
so
evaluating
this
scenario
along
four
criteria.
The
effectiveness
is
okay,
we
estimate
they're,
probably
20
individuals,
many
of
them
in
the
library
system
and
and
part-timers
who
might
fit
with
these
requirements.
C
Most
of
the
other
folks
who
fit
with
the
requirements
and
they're
our
number
are
either
in
police
and
fire
and
fully
to
loyd
are
in
other
departments
working
on
core
essential
services
and
not
available
for
redeployment.
The
cost
would
be
high
because
we
would
have
to
continue
to
pay
those
individuals
at
full
cost
and
that
cost
would
not
necessarily
necessarily
be
reimbursable
for
us
as
a
city
the
opportunity
cost,
which
is
what
we
would
have
to
forego
in
order
to
do.
C
This
is
also
meaningful
significant
because
we
would,
it
would
just
require
us
sending
that
staff
over
and
not
having
them
available
for
things
like,
for
example,
deployment
on
food
or
homeless
response.
Other
areas
that
we
have
been
redeploying
staffed
to
terms
of
job
creation,
which
is
a
category
that
is
mentioned,
been
mentioned
several
times
by
the
mayor
and
many
council
members.
This
would
do
nothing
on
the
job
creation
side,
since
all
of
those
people
technically
are
employed.
C
So
a
second
option
that
we've
created
and
went
to
explore
is
the
idea
of
creating
a
volunteer
tracing
Corps,
as
somebody
who
was
a
Peace
Corps
volunteer,
Peace
Corps
trainer
and
has
worked
with
AmeriCorps
and
City
Year
over
the
years.
The
idea
is
to
take
that
model
and
build
it
out
locally,
either
by
working
with
a
nonprofit
like
city
year
or
by
creating
a
similar
approach.
In
this
we
would
recruit
focusing
on
recent
grads,
unemployed
and
retirees.
C
Those
folks
would
undergo
an
intensive
short-term
training,
both
in
contact
tracing
building
them
up
as
a
team,
culture,
cultural
sensitivity
and
medical
language
where
they
needed
the
specific
terminology
and
the
language,
hopefully
that
they
already
spoke
again,
Spanish,
Vietnamese
and
Chinese
being
the
highest
priorities.
They
would
then
sign
on
for
a
12-month
probably
renewable
tour
of
duty,
and
typically,
as
is
the
case,
receive
a
modest
stipend.
Some
healthcare
guarantees
and
and
modest
housing
or
a
housing
stipend
from
this.
We
think
that
this
could
be
very
effective.
C
There
are
a
lot
of
people
in
the
recent
grad
unemployed
in
a
retiree
area
that
have
that
qualifications
around
data,
medical
language,
understanding
and
the
language
pieces,
the
cost
would
be
lower
for
us.
We
believe
because
this
would
be
a
lower
salary
than
and
typically
we're
paying
to
a
full
time
fully
benefited
city
employee.
The
opportunity
cost
is
still
there
takes
a
lot
of
work
to
put
and
run
a
program
like
that
and
the
effort
doing.
That
means
we're
not
doing
other
things
and
it's
kind
of
a
green
light.
C
We
think
on
job
creation,
because
by
definition
of
a
lot
of
the
folks,
we're
pulling
in,
would
have
this
opportunity
to
work
and
have
something
to
add
on
to
their
resume,
especially
for
the
recent
grads.
Third
option
is
more
of
a
matching
option
where
we
connect
community
to
tracing
jobs.
So,
in
this
scenario,
work
to
future
and
other
organizations
would
recruit
from
among
the
unfortunately
large
number
of
unemployed
and
underemployed
people.
We
would
do
some
initial
preparation
and
screening
to
get
them
ready
to
interview
the
city.
C
The
county
would
then
interview
and
hire
the
most
qualified
candidates.
The
county
would
undertake
the
training
and
in
a
temporary
position,
probably
would
keep
them
assigned
to
the
contact
tracing
work
as
long
as
needed
from
the
city's
perspective.
This
is
a
high
level
of
effectiveness
because
you
can
recruit
exactly
the
people
that
you
need.
The
cost
is
moderate
because
again,
we're
already
doing
a
lot
of
this
work
through
work
to
future
and
the
salaries
would
be
lower
than
the
city
staff.
C
Opportunity
cost
is
smaller
again
because
we
are
already
doing
this
kind
of
work
woodwork
to
future
and
again,
the
opportunity
for
job
creation
is
inherent
in
this
approach.
So
there's
these
three
approaches
we
think
are
ones
that
we'd
like
to
to
discuss
both
with
you
all
and
with
the
county,
in
terms
of
responding
to
the
very
felt
need
to
provide
a
more
robust
capability
in
tracing
at
the
county
level,
in
fulfillment
of
the
county's
responsibilities
so
tracing
at
scale.
We
see
the
county
continuing
to
lead
and
recruitment,
training
management
and
funding.
C
We've
already
doing
this
and
jackie
morales
farad
and
her
team
are
working
with
this,
with
a
particular
focus
on
unsheltered
individuals
in
collaboration
with
Kili
in
the
county,
but
the
idea
that
anyone
who
needs
supported
isolation
should
be
able
to
have
it
either
in
a
motel
in
the
trailer
facilities
we've
opened
up
or
others
in
addition
to
housing.
We
believe
there's
a
wraparound
need
for
cash
assistance,
access
to
phone
and
internet,
potentially
childcare,
food,
medical
care
and
social
and
language
support.
C
So
to
give
you
a
sense
of
where
we
are,
we
have
about
550
people
who've
already
fit
into
this
category
over
the
course
of
the
epidemic
that
we've
helped
place
and
then
support
in
collaboration
with
the
county
and,
in
addition
to,
of
course,
the
sheltering
work
that
we've
done
to
meet
the
unsheltered
needs.
So
with
this,
the
county
is
very
much
in
the
lead.
Again,
we've
been
partnering
on
housing
in
terms
of
food.
C
At
the
request
of
the
county,
we
have
been
taking
the
lead,
you'll
hear
more
about
that
and
an
item
later
and
then
in
others,
it's
a
it's
a
a
partnership
between
us
with
the
county,
obviously
as
a
social
service
provider
and
the
medical
and
health
provider
and
the
lead
on
both
of
those.
But
we
have
been
supporting
with
rental
assistance
in
many
cases.
C
So
that
is
our
starting
point
for
our
discussions
with
the
county
in
this
extremely
critical
area
of
testing,
tracing
and
supported
isolation.
So
with
that,
our
two
key
questions
that
we
go
forward
with
in
this
conversation
with
the
county
are:
how
do
we
create
a
one
team
approach
and
what
is
the
best
way
to
for
the
city
to
support
the
county,
especially
as
it
scales
tracing
so
with
that
I'm
gonna
turn
it
over
to
Lee,
who
is
going
to
take
us
through
the
presentation
on
the
fovea
19
financial
recovery
League?
All
you
thank.
D
Skip
can
you
go
to
the
next
slide?
Please
just
want
to
remind
everyone
that
our
financial
recovery
is
threefold.
First,
that
will
continue
to
do
recovery
right
by
focusing
on
our
most
vulnerable,
vulnerable
and
at-risk
populations
throughout
the
kovat.
19
response
will
continue
to
maximize
our
reimbursement
approach
by
Mac
by
matching
all
of
our
federal
and
state
funds,
to
our
response
through
clear
documentation
processes
so
that
we
don't
lose
out
on
any
potential
reimbursements
along
the
way
and
both
of
those
will
help
ensure
that
we
minimize
are
any
potential
impacts
to
our
city's
general
fund.
D
B
Right
good
good
afternoon,
council
members,
mayor
last
week,
you
saw
the
slide
for
the
first
time
and
we
presented
an
initial
youth
strategy
that
contemplated
needs
for
Kovach,
19
related
response
and
the
correct
ivities
through
the
end
of
the
2020
calendar
year.
Since
then,
we
ever
find
some
of
our
estimates
and
fully
expect
to
continue
to
refine
these
numbers
as
we
get
a
better
picture
of
what
is
needed
as
the
city
moves
from
response
to
recovery.
B
We
have
increased
estimates
for
consulting
and
support,
as
we
will
need
expert
advice
to
guide
the
city
through
the
response
to
and
recovery
from,
Kovach
19
and
three.
We
have
decreased
our
estimates
for
food
distribution.
What
we're
looking
at
here
is
how
they
need
food
distribution
will
decrease
as
individuals
return
to
work,
move
into
longer-term
feeding
programs
such
as
WIC
CalFresh
or
CalFresh
or
snap,
as
it's
sometimes
known,
the
unhoused
and
senior
nutrition
programs.
B
Please
I
do
need
to
refresh
remind
everybody
that
all
these
estimates
are
evolving
as
that
we
need
to
respond
to
the
crisis
as
the
crisis
moves
from
wrist
moves
from
the
intensity
of
the
first
few
weeks
to
now
a
sort
of
more
baseline
process,
I
guess
I
would
say,
and
as
the
city
gets
additional
clarification
around
FEMA
reimbursement,
other
cares,
3.0
initiatives
and
future
stimulus
and
overly
programs
from
the
federal
and
state
governments.
This
is
also
slide
that
you
saw
last
week
last
time
and
the
city
is
continuing
to
build
its
citywide
strategic
funding.
B
Plan
staff
is
convening
a
citywide
grants,
planning
group,
which
is
made
up
of
department
representatives
who
are
all
pursuing
funding
through
the
various
avenues
that
have
opened
up
to
address
the
challenges
as
a
Kovach
19
event,
monies
are
coming
at
us
from
all
over
the
place,
not
just
to
the
federal
government
but
state
funding
as
well.
We
have
seen
the
178
million
and
coronavirus
relief
funds
that
was
deposited
directly
into
city
coffers.
Late
last
month
we
provided
a
high
level
overview
of
that
particular
funding
source
at
last.
B
What's
the
0.1
and
in
a
few
normally
we'll
be
delving
deeper
into
the
CRF
monies,
including
the
timeline
to
spend
the
key
challenges
and
what
limited
guidance
has
already
been
provided
for
this
particular
color
of
money.
The
city
has
also
received
supplemental
funding
through
several
of
the
usual
programs
that
the
city
manages
such
as
a
point:
two
million
from
the
HUD
Office
of
Community
and
Development
formula
programs,
including
the
familiar
its
Community
Development
Block
Grants
at
CDBG,
emergency
solutions,
Grants
of
ESG
and
housing
opportunities
for
people
with
AIDS.
B
That's
HOPWA,
these
federal
plan
funds
matched
with
close
to
twenty
seven
point.
Eight
million
in
state
funding
enable
the
city
to
enhance
its
wide
spectrum
of
homeless
initiatives
that
are
currently
used
running.
This
council
has
already
accepted
these
funds
through
budgetary
actions.
Over
the
past
few
weeks,
last
San
Jose
Airport
has
received
a
commitment
of
sixty
five
point:
six
million
dollars
in
economic
relief.
That's
reimbursable
money
funding!
That's
coming
through
to
the
airport,
through
the
FAA
Kerr's
Airport
program.
We
continue
to
get
guidance
and
information
on
the
available
funding.
D
Thanks
Luce
during
last
week's
city
managers
weekly
report
out
on
this
item,
we
reported
out
on
the
structure
and
the
intent
of
the
cares
act
or,
more
specifically,
the
corona
virus
relief
fund.
The
council
had
several
questions
regarding
this
fund
to
help
close
budgetary
shortfalls
through
our
budget
study
sessions
last
week
as
well.
So
we
were
going
to
update
the
council
on
where
we're
at
with
this
analysis
and
then
handed
I'll
hand
it
over
to
Jim
to
show
how
we're
going
to
bring
this
into
the
city's
budget
process.
D
D
Well
after
we
received
our
additional
funding.
In
addition,
the
Department
of
Treasury
also
issued
on
May
4th
answers
to
frequently
asked
questions
that
state
and
local
governments
and
tribal
governments
have
been
able
to
submit
over
the
first
few
weeks,
while
it's
important
to
know
that
the
as
we've
stated
before
the
coronavirus
relief
fund
is
prohibited
from
for
any
government
backfilling
revenue
losses.
It
does
allow
a
government
to
support
its
own
costs
associated
with
responding
to
the
public
health
emergency
or,
in
essence,
absorbing
some
of
the
payroll
that
has
been
associated
with
the
disaster.
D
Our
challenge
over
the
last
few
days
is
narrowing
to
an
overall
spending
plan,
which
is
just
what
Lou's
mentioned,
but
also
how
we
continue
to
support
our
response.
As
we
build
out
this
budget
I
do
as
we
move
forward.
Additional
clarity
is
going
to
be
important
from
the
Department
of
Treasury,
so
that
we
can
make
the
right
decisions
and
really
ensure
that
we
are
in
a
position
when
we
recommend
things
to
you
to
not
impact
our
general
fund
in
a
negative
manner.
D
However,
I
do
want
the
council
and
our
workforce
to
know
that
we
are
aggressively
working
with
our
partners
and
other
cities
and
our
federal
lobbyists
to
ensure
that
we
have
this
clarification
as
we
move
forward
next
slide,
please
just
just
as
a
primer
before
I
hand
it
over
to
Jim.
The
cares
Act,
which
is
what
the
coronavirus
relief
fund
is
in.
D
It
provides
that
payments
from
the
CRF
may
only
be
used
to
cover
costs
that
are
necessary
expenditures
due
to
the
public
health
emergency,
with
respect
to
Cove
in
nineteen,
we're
not
accounted
for
in
the
in
the
budget,
most
recently
approved,
as
of
March
27th
for
a
state
or
local
government
and
we're
incurred
during
the
period
of
March,
1
and
ending
through
this
year.
So
we
would
actually
need
to
spend
care
zaq
dollars
before
the
end
of
this
calendar
year,
specifically
with
the
payroll
expense
or
guidance
that
I
mentioned.
D
It
states
that
payroll
expenses
for
Public,
Safety,
Public,
Health
healthcare,
Human,
Services
or
similar
employees,
whose
services
are
substantially
dedicated
to
mitigating
or
responding
to
the
Cova
19
public
health
emergency,
is
deemed
an
eligible
expenditure
like
us.
Many
other
government
entities
had
asked
questions
about
this
payroll
provision
seeking
the
additional
clarification
and
the
May
4th
fa
Q's.
Most
of
those
questions
were
really
dominated
by
this
language,
so
just
so,
I
can
read
to
the
councils.
D
With
specific,
with
a
specific
question,
how
does
a
government
determine
whether
a
payroll
expense
for
a
given
employee
is
satisfied,
satisfied
by
the
substantially
dedicated
condition
in
their
response?
The
Department
of
Treasury
responded
that
the
fun
is
designed
to
provide
ready
funding
to
address
unforeseen
financial
needs
and
risk
created
by
Kovan
19
public
health
emergency.
D
For
this
reason,
and
as
a
matter
of
administrative
convenience,
in
light
of
the
emergency
nature
of
this
program,
a
State,
Territory,
local
or
tribal
government
may
presume
that
payroll
costs
for
public
health
and
public
safety
employees
are
payments
for
services
substantially
dedicated
to
mitigating
or
responding
to
the
kovat
public
health
emergency
unless
the
chief
executive
or
for
the
relevant
government
determines
that
a
specific
set
of
circumstances
indicates
otherwise.
While
it
is
our
intention
to
exercise
this
payroll
function
within
the
coronavirus
relief
fund,
how
we
do
this
is
still
yet
to
be
determined.
D
The
administration,
as
well
as
the
council,
did
receive
a
letter
from
the
Police
Officers
Association,
highlighting
a
new
language
that
I
just
highlighted
to
you,
and
we
will
be
meeting
with
our
federal
lobbyists
and
other
cities,
as
we
have
been
over
the
weekend
to
get
additional
clarity.
In
addition,
the
administration
will
be
meeting
with
the
Police
Officers
Association
this
week
and
and
take
their
analysis
and
what
we're
learning
from
other
cities
and
into
our
own
analysis,
as
we
recommend
how
we
bring
this
money
regard
these
funds
into
the
budget
process.
D
This
this
option
would
also
allow
the
city
to
charge
the
coronavirus,
Relief
Fund
for
past
and
future
payroll
expenses
through
the
end
of
the
year,
as
it
relates
to
Kovan
19.
So
the
administration
will
continue
to
analyze
this
fund
and
build
that
analysis
into
the
MBA
that
Dave
mentioned,
and
to
outline
that
process
and
how
we
will
bring
it
into
the
budget
process.
I'll
hand
it
over
to
Jim
Shannon.
E
Great
Thank
You
Lee
good
afternoon,
mayor
members
of
the
City
Council
Jim
Chen,
the
city's
budget
director.
So
last
week
we
had
we
reviewed
the
proposed
operating
budget
and
had
some
study
sessions
looking
at
the
budget,
and
we
knew
at
that
time
that
the
budget
did
not
include
specific
costs
or
funding
sources
related
to
the
city's
response
to
the
Penn
pandemic,
but
but
knew
that
we
would
be
coming
back
as
as
part
of
the
as
the
budget
process
can
continue
all
the
way
through
to
budget
adoption
in
the
middle
of
June.
E
E
The
core
device
relief
fund
probably
has
the
least
amount
of
restrictions
and
sort
of
broad
categories
of
use,
and
so
we
want
to
make
sure
that
we're
maximizing
the
use
of
that
fund
to
do
our
response
right
and
some
want
to
be
really
careful
about
how
we
program
funds
there.
For
the
moment,
though,
we
have
allocated
council
has
appropriated
45
million
million
dollars
of
the
initial
178
million,
and
that
was
primarily
to
fund
sort
of
to
see
the
initial
response
for
things
like
food
distribution,
PPD
and
some
sheltering
costs,
so
that
amount
will
grow.
E
There's
a
lot
of
other
costs
that
we're
still
working
through
that
this
fund
will
help
pay
for
as
well
as
other
sources
like
chemo,
but
so
just
just
this
is
where
we
are
right
at
this
moment
of,
what's
currently
budgeted
in
1920,
as
we
knew
Lee
established
that
that
fund
we
as
we
go
forward,
though
we
will
be
looking
to
recommend
that
coronavirus
relief
fund
is
used
as
much
as
we
possibly
can
to
offset
those
costs
of
the
city
that
were
currently
budgeted.
But
what
had
to
we
redirected
toward
that
response.
Effort
next
slide,
please.
E
So
our
next
steps,
then
now
that
we
have
the
fund
established,
is,
is
actually
folding
it
into
the
budget
process.
So
we're
going
to
make
sure
that
we
continue
to
refine
our
cost
estimates
to
make
sure
that
we're
aligning
our
response
with
those
costs
that
are
most
appropriate.
So
that's
spider,
web
of
arrows.
That
Luz
was
pointing
at
earlier.
So
that's
part
of
our
process,
but
we
are
putting
about
a
budget.
So
we
need
to
make
a
call
and
so
part
of
making
a
call
is.
Is
our
our
intent?
E
Is
that
on
May
27th
we
would
issue
an
MBA
that
would
do
a
few
things,
so
one
of
them
would
be
to
estimate
the
response
activities
funded
by
the
CRF
through
December
20
2020.
It
will
not
be
the
final
estimate
likely,
because
that
things
you
know,
conditions
will
change
but
budget
purposes,
and
we
need
to
make
a
call
as
to
what
we
think
are.
Our
total
response
effort
will
be
from
March
1st
to
December
20th
or
to
December
30th
for
this
calendar
year.
E
We
would
be
incorporating
that
the
CRF
into
the
budget
document
we
will
be
recognizing
any
general
fund
savings
due
to
reimbursement
by
the
CRF
or
existing
resources
that
have
been
redeployed
to
response
efforts
and
then
also
in
that
MBA.
We
would
identify
any
of
those
general
fund
savings
to
be
set
aside
as
a
reserve
for
future
use
or
and
or
potentially
to
restore
some
of
the
one-time
funding
that
is
currently
considered
for
elimination
or
reduction
in
the
existing
proposed
budget.
I.
Think
if
we
had
you
know
in
your
world
these
two
things
don't
move
separately.
E
They
would
be
as
part
of
one
package,
but
you
know
that
every
day
you
know
matters
in
this
in
this
and
then
every
day
brings
us
new
information
as
the
status
of
the
pandemic,
new
information
as
to
the
status
and
the
need
of
our
response,
as
well
as
to
the
city's
budgetary
outlook.
So
every
day
we're
getting
new
information
about
what
our
budgetary
position
is
going
to
be
and
to
all
that
all
that
matters.
E
So
as
we
had
the
budget
that
was
that
was
released
last
last
week,
looked
at
what
we
had
to
do
to
have
a
balanced
budget
and
she
get
at
some
of
those
ongoing
reductions
that
are
going
to
be
necessary
as
we
move
these
next
few
fiscal
years
and
we
can
now
pivot
to
making
sure
that
we're
addressing
appropriate
as
part
of
the
budget,
the
city's
response
costs
and
making
sure
that
we
are
appropriately
reimbursed
for
the
costs
that
are
eligible
to
be
reimbursed
for
so
I'll.
Be
around
later
on
for
questions
but
I.
Think
big.
F
Great,
thank
you,
Jim
Kip.
You
can
go
to
the
next
slide.
Thank
you,
so
we're
here
today
to
provide
some
updates
on
our
development
services
activities
during
kovat
19.
So
we
have
information
both
on
our
planning
as
well
as
building
services.
So
I'm
gonna
start
with
our
planning
activity
and,
as
this
slide
shows
during
the
eight
week
period
from
March
16th
through
May
8th,
we've
actually
had
almost
200
new
planning
applications
submitted.
F
First
is
the
Meridian,
affordable
housing
apartment
project
that
Planning
Commission
approved
on
April,
8th
and
the
City
Council
approved
on
April,
28th
and
then
next
down.
The
pike
is
the
taemi
and
station
residential
project
which
the
Planning
Commission
has
recommended
approval
at
its
meeting
last
week,
and
this
project
will
be
coming
to
City
Council
for
its
consideration.
On
June,
9,
so
I
think
it's
pretty
impressive,
that
even
during
a
shelter-in-place
that
the
city
has
actually
approved
850
residential
units
next
slide.
F
F
Then
I'll
be
talking
about
our
strategy
to
address
the
building
inspection
backlog
that
I
shared
with
the
council
a
few
weeks
ago
and
then
lastly,
I'll
share
about
our
current
daily
inspection
counts,
since
the
county
order
has
been
revised
and
our
inspectors
are
now
able
to
inspect
all
construction
projects
so
first
regarding
our
building
permit
activity,
so
the
top
half
of
this
slide
will
show
the
activity
that
that
is
I'm
going
through
our
virtual
permit
center.
So
our
staff
in
the
permit
center
continue
to
work
remotely.
F
However,
we're
able
to
continue
to
take
permit
applications,
and
during
this
eight-week
time
we
have
taken
in
300
new
permit
applications
and
we've
actually
issued
nearly
1,000
building
permit
applications
that
we're
really
glad
that
we're
able
to
continue
to
our
sister,
our
customers
they're.
The
bottom
half
of
this
graph
shows
our
building
plan
reviews
that
staff
has
been
able
to
complete
also
during
this
eight-week
period,
and
that
figure
is
nearly
a
thousand
I.
Do
want
to
point
out.
F
So
that's
why
you'll
see
a
slight
dip
there,
but,
as
you
can
see,
in
the
last
couple
of
weeks,
we
have
ramped
back
up
and
continuing
to
process
building
fan
reviews
next
slide,
so
I
shared
with
the
council
a
few
weeks
ago,
I
brought
our
strategy
to
attack
those
building
inspection
appointments
that
were
cancelled
early
on
when
shelter-in-place
took
effect.
So
I
shared
with
you
that
in
that
backlog
we
have
about
2000
inspection
appointments
that
were
cancelled
and
thus
far
we
have
been
able
to
complete
inspections
for
44%
of
those
canceled
appointments.
F
We're
going
to
continue,
of
course,
to
focus
on
the
remaining
backlog.
First,
our
staff
continues
to
be
in
close
coordination
with
the
office
of
economic
development,
their
development
facilitation
officer
and
doing
direct
outreach
to
customers
whose
appointments
were
canceled.
So
we
are
following
up
with
them,
trying
to
get
a
better
understanding
of
their
revised
construction
schedules
and
when
they
might
be
ready
for
staff
to
actually
come
out
and
conduct
those
inspections.
Also,
as
part
of
the
strategy,
we
are
actually
reserving
inspection
appointments.
F
So
at
any
point
any
one
of
these
customers
in
the
backlog,
contacts
us
and
say
hey.
We
are
ready
for
our
inspection.
We
can
actually
put
them
in
to
our
appointment
schedule
and
get
their
inspection
completed
next
slide,
so
also
wanted
to
provide
an
update
on
inspections
or
what
we
consider
our
high
impact
project.
F
So
to
date,
we've
actually
been
able
to
complete
inspections
for
336
of
those,
so
we're
about
a
67
make
up
percent
make
up
rate
and
turning
of
working
with
these
with
these
customers
and
again
we'll
continue
to
work
with.
Oh,
we
D
stay
in
close
communication
with
these
customers
and
really
be
ready
when
they're
ready
to
reschedule
those
inspection
appointments.
So
the
next
slide.
F
We
wanted
just
to
provide
some
information
to
the
council
in
terms
of
how
we
manage
our
inspection
capacity
and
the
time
it
takes
to
actually
to
conduct
an
inspection.
So
the
way
we
do
this
is
our
team
actually
considers
inspection
counts
per
day.
So
normally
we
do
about
500
inspection
counts
per
day.
F
So
we're
happy
to
see
progress
in
that
area,
so
the
next
slide
just
wanted
to
conclude
the
presentation
again
to
share
with
the
council
the
tactics
that
we
are
going
to
continue
to
use
and
explore
to
really
drive
development
during
covert
19.
We
understand
the
importance
of
assisting
our
development
community
and
our
customers,
so
I
shared
a
couple
of
weeks
ago
that
we
will
pursue
extending
both
building
permits
and
planning
permits.
F
So
on
the
building
permit
side,
we
have
actually
already
extended
all
building
permits
for
six
months,
so,
whatever
date
that
the
permit
currently
expires,
customers
was
just
simply
at
six
months
to
that
date.
The
building
official
also
has
the
authority
to
grant
an
additional
360
day
extension
should
that
be
needed
on
the
planning
permit
side.
We
are
preparing
to
do
a
zoning
ordinance
change
so
that
we
can
change
the
term
of
a
planning
permit
from
two
years
to
four
years.
F
Regarding
construction
hours
and
extending
those
staff
is
continuing
to
work
with
the
City
Attorney's
office
to
pursue
an
emergency
order
to
extend
construction
hours
and
right
now
we're
looking
at
extending
so
that
construction
can
take
place
from
6
a.m.
to
8
p.m.
and
we
think
this
is
really
important
as
we
know
that
our
construction
sites
have
to
adhere
to
the
county
safety
protocols.
So
we're
continuing
to
pursue
that
with
the
City
Attorney's
office,
again
I
shared
about
how
we
will
continue
to
reserve
inspection
appointments
so
that
we
can
get
our
customers
inspections
completed.
F
We
will
continue
to
monitor
the
high
impact
projects
in
coordination
with
the
office
of
economic
development
and
then,
lastly,
we
are
going
to
start
virtual
community
meetings.
We
have
several
projects
that
are
now
ready
for
either
a
a
IR
scoping
or
for
a
community
community
meeting
so
that
their
projects
can
continue
to
proceed,
so
we
are
working
hand
in
hand
with
the
EOC
virtual
community
engagement
branch.
C
One
of
the
reasons
that
that
becomes
necessary
is
the
lifts
that
they
use
the
elevators
that
they
use
on
the
high-rise
projects
to
get
get
the
construction
workers
up
and
down
have
a
social
distancing
requirement,
and
so
you
can
only
get
a
few
people
in
those
lifts,
and
so
you
have
long
lines
socially
distance
of
construction
workers
who
are
needing
to
get
into
those
lifts.
And
if
you
maintain
the
normal
hours,
they
really
don't
have
the
full
construction
day
that
they
used
to
have.
So.
C
And,
of
course,
all
of
this
that
we
do
is
powered
by
people
and
making
sure
that
they
are
safe
and
productive
and
engaged
is
paramount
to
making
sure
we're
able
to
do
everything
that
we
need
to
in
this
response.
So
again,
on
behalf
of
Lee
Wilcox
myself,
the
two
co-directors
of
the
Emergency
Operations
Center
and
the
over
630
people
actively
deployed
in
emergency
response
to
Coba
19
I
turn
it
back
over
to
Dave
Sykes,
the
city
manager
and
conclude
our
report.
Yep.