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From YouTube: San José City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council April 7 Meeting, Item 3.1 presentation
A
To
jump
in
yes,
thank
you
appreciate
the
opportunity
to
give
an
update
here.
The
team
will
be
joining
in
as
well
I
think
it's
worthwhile
to
just
acknowledge
kind
of
where
we're
at
here
in
a
place
in
time.
It's
been
almost
five
weeks
since
we
declared
a
local
emergency,
and
it's
been
over
three
weeks
since
the
county
issued
the
shelter-in-place
order
that
has
now
been
extended
till
May
3rd,
that's
another
four
weeks
for
a
total
of
seven
weeks.
A
You
know,
while
some
employees
are
provided
a
city
laptop,
that
the
majority
of
our
city
employees
are
not
provided.
Take
home
equipment
and
I
t's
business
solutions.
Team
really
had
to
expedite
the
purchasing
process
to
secure
hundreds
of
laptops
and
other
equipment
to
allow
employees
to
continue
their
work
remotely
IT
super
cybersecurity
team.
It
includes
the
city's
VPN.
A
You'll
hear
from
Kip
Harkness
who'll
provide
an
update
from
the
EOC
and
then
some
detailed
updates,
specifically
on
state
and
federal
funding,
support
from
Jim
Shannon
and
Bennett
Chang,
an
update,
a
detailed
update
on
local
assistance
framework
from
Kim
Wallace
and
Michelle
McGurk,
and
an
update
on
our
communications
plan
from
Rosario
and
llaves.
So
looking
forward
to
all
of
that,
I
just
want
to
note
that
our
update
on
our
fiscal
status
will
be
done
under
three
point.
Three,
so
we'll
do
that
after
this
item.
So
li,
can
you
take
it
from
here
thanks.
B
Dave
good
afternoon,
mayor
and
council
today
is
Tuesday,
and
that
is
the
day
in
our
emergency
operation
center
that
we
rotate
so
this
past
week,
Kip
has
been
our
EOC
director
and
and
him
and
the
team
have
done
an
amazing
job
over
the
last
week
and
all
that
Kip
speak
to
kind
of
the
accomplishes
accomplishments.
From
the
past
week,
last
Wednesday
Kip
and
I
presented
the
three
challenges
of
now.
B
Our
public
health
challenge
our
economic
challenge,
as
well
as
the
fiscal
challenge,
as
we
indicated
last
week,
ensuring
we
don't
solely
focus
on
one
of
these,
but
ensuring
that
we
optimize
our
response
across
all
three
is
critically
important
and
how
we
operationalize
this
within
our
Emergency,
Operations
Center
and
throughout
the
organization,
is
our
roadmap.
This
is
our
ability
to,
as
we
mentioned
last
week,
plan
and
act
and
plan
and
act,
and,
as
we
spoke
to
you
last
week,
the
importance
of
this
kind
of
long
longer
term
challenge
that
we
face
operationalizing.
B
That
is
that
it
is
important
so,
as
you
can
see
in
number
seven,
including
funding
and
cost
recovery
and
and
all
of
the
work
that
would
normally
take
place
after
a
crisis
or
a
challenge
or
an
event
is,
has
occurred.
We've
built
that
into
our
emergency
operation
center.
So
as
we
continue
to
plan
and
operate
we're
taking
those
considerations,
integrator
detail,
you're
gonna
hear
some
updates
around
the
local
assistance.
C
So
as
leaky
partners,
deputy
city
manager
good
afternoon,
mr.
mayor
members
of
the
council,
members
of
the
public,
as
Leigh
mentioned,
spent
the
last
week
in
the
direct
receipt
of
the
Emergency
Operations,
Center
and
so
I
wanted.
To
give
you
a
little
bit
of
an
update
on
what
we've
been
up
to
over
the
last
seven
days
in
response
to
the
Cova
19
pandemic.
C
So
from
the
past
seven
days,
just
as
a
kind
of
a
top-level
highlight,
we,
our
compliance
branch
and
our
a
Pio
team,
have
aired
six
radio,
public
service
announcements,
announcements
in
English,
Vietnamese
and
Spanish
on
various
radio
stations
and
produce
six
social-media
influencer
campaigns,
also
in
English
Vietnamese
in
Spanish,
as
well
as
Mandarin.
The
essential
services
section
ensured
that
all
employees
providing
essential
services
have
had
the
appropriate
training,
materials
and
supplies,
especially
for
staff
assisting
in
our
food
delivery
and
shelters.
C
So
I
want
to
spend
a
little
bit
of
time
on
a
couple
of
key
issues.
One
is
compliance
with
the
public
health
orders
from
the
county
and
the
as
you
can
see.
Some
public
available
data
is
applied
by
Google
shows
that
people
are
taking
this
seriously.
We've
seen
significant
decreases
and
retail
groceries,
transit
stations,
workplace
residential,
our
Park
stat
has
been
a
little
bit
up
and
down,
and
we're
still
keeping
an
eye
on
parks,
compliance
to
make
sure
that
we
can
ensure
that
that
is
effective
and
know.
C
Many
of
you
have
helped
push
the
word
out
over
the
weekend
that
we
need
to
ensure
the
social
distancing
at
parks,
but
all
in
all,
you
can
see
that
there's
been
a
dramatic
swing
in
our
life
from
outside
of
the
home
to
inside
the
home
over
the
last
couple
of
weeks.
Here
all
of
that
appears
to
be
effective.
Some
data
here,
comparing
across
California,
shows
that
within
the
context
of
California,
it
appears
at
Santa.
Clara
County
is
slowing
in
its
growth
relative
to
other
places
and,
of
course,
relative
to
the
rest
of
nation.
C
We
appear
to
be
successful
at
bending
the
curve.
All
of
this
is
very
early
in
preliminary,
and
so
it's
not
the
time
to
lid
off
the
gas.
It
is
the
time
to
continue
with
what
we're
doing,
but
it
does
suggest
that
the
actions
of
individuals
and
our
community
together
as
having
a
dramatic
effect
in
saving
lives
and
reducing
suffering.
C
So
in
terms
of
essential
services.
Dave
mentioned
some
of
the
changes
we've
done
and
I
just
wanted
to
shout
out
to
all
the
workers
who've
continued
to
ensure
that
we
have
a
supply
of
water
where
we
supply
water,
garbage
services
across
the
city,
waste
water
and
sewage,
continue
to
flow
and
and
are
clean
into
the,
as
well
as
sustaining
police
and
fire
operations,
with
no
reduction
in
service
and
no
major
loss
of
service
to
our
street
lighting
or
traffic
control
systems.
C
So,
when
I
highlight
one
of
the
biggest
new
efforts
that
we've
had
as
a
city
and
that's
in
food
necessities-
and
you
can
kind
of
think
of
this
as
the
tip
of
the
spear
for
the
overall
local
assistance
and
the
recovery
work
that
we'll
be
supporting
in
that
second
challenge
of
saving
livelihoods,
as
well
as
continuing
to
save
lives,
the
way
that
the
team
is
conceptualized,
it
is
that
there
are
three
basic
things.
They're
trying
to
do
it
once
one
is
to
feed
our
most
vulnerable.
The
people
who
need
food
make
sure
that
they
have.
C
Food
second,
is
to
maximize
our
existing
food
network,
so
we're
building
on
the
strengths
and
assets
of
Second
Harvest
Foodbank,
the
health
meals-on-wheels.
All
the
good
partners
that
we
have
on
the
ground
now
doing
great
work,
and
the
third
is
a
scale
for
a
widespread
food
crisis
so
that
we're
ready
for
the
worst.
If
it
comes
so
just
for
some
context,
you
know
the
changes
have
been
really
dramatic.
So
back
in
January
2020,
which
seems
like
a
lifetime
ago.
C
We
were
talking
about
unemployment
rates
at
historic
lows
of
about
2.7
percent,
depending
on
which
set
of
forecasts.
You
want
to
look
at
you're
talking
about
unemployment,
going
to
potentially
20%
next
month's
ahead,
or
certainly
well
above
10
to
15
percent
that
doesn't
even
count
necessarily
fully
count.
Gig
workers
and
contract
workers
who
aren't
fully
accounted
for
in
the
unemployment
statistics,
and
it
doesn't
count
the
undocumented,
who
are
usually
left
out
of
those
statistics
entirely.
Food
insecurity
is
always
an
issue
in
this
valley,
with
the
high
costs
and
even
in
the
good
times.
C
One
in
four
of
our
residents
were
at
risk
of
food
insecurity.
We
saw
it
back
in
2008
during
the
Great
Recession
that
that
was,
and
for
50
percent
of
households
were
at
risk
for
food
insecurity.
So
we
expect
to
see
numbers
like
this
again
or
perhaps
even
worse
as
we
move
into
the
next
phase
of
the
kovat
response.
So
this
gives
you
a
sense
of
what
the
situation
is
and
what
we're
dealing
with
just
in
terms
of
the
city
scaling
up
and
what
we've
been
stepping
into
you
know.
C
C
If
you
look
at
what
our
efforts
are
as
of
this
week,
we
and
our
partners
are
now
accountable
for
over
325
thousand
meals
a
day
and
that's
obviously
been
a
dramatic
expansion
for
us,
but
every
single
one
of
the
partners,
second
harvest
being
the
largest
and
others,
have
seen
a
dramatic
increase
in
the
number
of
daily
meals
that
they're
providing
and
a
number
of
daily
meals
that
they
are
forecasting
to
provide.
So
this
is
a
huge
expansion
for
us,
as
we've
taken
responsibility
for
this
at
the
request
of
the
county.
C
C
It's
a
little
bit
icky,
but
we
did
what's
called
weighted
shortest
job
first,
which
allows
us
to
take
a
look
at
five
different
work
streams,
twenty-eight
different
possible
priorities
that
emerges
from
merge
from
those
five
work
streams
and
look
at
each
and
every
one
item
together
in
terms
of
what
does
the
value
it's
producing?
For
the
community,
what
is
the
risk
that
its
mitigating
or
the
opportunity?
That's
enabling?
What
is
the
time
criticality
do?
I
have
to
do
this
now
or
can
I
wait
and
then
what
is
the
job,
duration
and
complexity
to
know?
C
What
are
the?
What
are
the
small
items
that
might
have
a
big
effect
all
told
you
can
see
that
green
items
are
kind
of
our
must
do
some
large-scale
important
pieces
that
we
have
to
get
done
and
then
the
orangish
items
right
under
those
are
good
bang
for
the
buck.
Everything
on
this
list
needs
to
get
done
in
order
to
meet
our
need,
but
this
gives
us
a
sense
of
what
we
do
first
and
how
we
prioritize
that
work.
C
All
of
this
is,
in
addition
to
the
daily
job
of
actually
delivering
the
meals
and
getting
the
food
to
the
seniors.
So
this
is
the
preparation
work,
the
additional
contracts,
the
coordination,
the
forecasting,
the
putting
the
mechanisms
in
place
to
be
able
to
respond
to
and
surge
into,
the
additional
demands
that
we
expect
will
happen
as
the
effects
of
unemployment
and
the
effects
of
the
crisis
kick
in
further.
So
how
do
you
organize
this
work?
The
internal
team
has
put
together
a
very
strong
organizational
chart.
C
They've
essentially
stood
up
a
new,
a
new
company
food
match
Co
in
a
very
short
time.
We've
got
neo,
barfi,
know
and
Dolan
Beco,
leading
that
jointly
you've
heard
a
lot
angel
who's
been
the
section
coordinator
above
this,
and
now
we've
got
a
much
clearer
organizational
structure.
That's
thinking
about
everything,
from
economic
forecasting
to
coordination
with
schools,
second
harvest
city
and
partners,
around
logistics
and
capacity
building
to
the
pure
fulfillment
of
the
operations
to
internal
IT
business
architecture,
as
well
as
communications
and
a
whole
range
of
logistics
coordination.
C
All
of
this
is
only
possible
because
of
the
CBO's
that
are
on
the
front
ground,
front
front
lines
of
this
and
our
partnership
with
Santa
Clara
County,
and
then
some
large
providers
such
as
revolution,
foods,
world,
central
kitchen
and
others
that
are
helping
us
out
as
well
as
folks
like
Deloitte
and
Google,
providing
expertise
and
assistance
around
how
you
organize
and
scale
this.
So
all
in
all
a
new
company,
if
you
will,
that
has
stood
up
within
the
last
three
weeks
to
support
the
existing
CBO's
and
infrastructure
in
meeting
the
demand
that
we
see.
C
So
this
is
a
little
bit
of
the
dashboard.
Just
gives
you
a
snapshot
just
from
the
last
week,
so
current
weekly
meal
totals
were
up
over
a
million
six
hundred
thousand.
You
can
see
that
week
over
week,
just
in
the
last
seven
days
that
that's
an
additional
13
percent
for
Second
Harvest,
41
percent
increase
in
our
city,
county
senior
nutrition
41%
increase
approximately
meals
on
wheels.
C
C
This
is
a
little
bit
of
an
eye
chart,
but
it
just
shows
you
some
of
the
work
we've
been
doing
with
the
schools
to
make
sure
that
each
district
has
the
food
supply
that
they
need
that
they
we
can
provide
them
either
a
supply
source
if
they
don't
have
it
funding
if
they
need
it
or
labor.
If
if
they
need
that
and
we've
been
working
through
the
County
Office
of
Education
and
the
County
EOC,
the
County
EOC
is
the
point
of
contact
with
schools
for
this
emergency.
C
They
have
a
schools
branch
that
they
work
with,
and
so
we
have
coordinated
our
work
through
them
and
with
them,
and
we
found
that
there's
been
a
bit
of
a
lag
in
terms
of
us
getting
out
the
information
to
all
of
the
school
districts.
So
we've
been
taking
a
proactive
stance
in
the
last
week
or
so
to
make
sure
that
all
the
school
districts
understand
the
foody,
not
feeding
opportunities
they
have
and
the
opportunities
for
reimbursement,
as
well
as
providing
as
I
said,
labor
volunteer,
labor
funding
sources
were
necessary
and
backup
to
the
school
district.
C
So
again,
just
a
little
bit
of
an
eye
chart
here,
but
just
scope
out
the
complexity
of
making
sure
this
is
all
coordinated
across
the
30
school
districts
within
the
county
has
been
a
primary
role
that
we've
been
playing
as
well,
so
I'll
go
back
and
end
with
our
road
map.
There's
a
couple
of
things
that
have
brought
a
number
of
good
questions
that
have
been
brought
up
by
the
councilmember
and
both
in
conversations
and
various
memos.
I
would
point
to
item
three
here:
support
for
at-risk
communities
and
populations.
C
Now
that
we
have
done
a
very
good
job
in
assuring
that
the
essential
services
are
being
provided
and
we
have
prepared
and
secured
our
workforce
safely.
Much
of
our
attention
is
turning
toward
how
we
support
our
individuals,
families
and
businesses,
as
they
deal
with
economic
hardships
of
this
time.
And
so
we
have
a
number
of
branches,
food
necessity,
homeless,
support,
homeless
prevention,
as
well
as
local
assistance,
some
of
whom
you'll
hear
more
about
the
local
assistance
shortly.
C
But
the
bottom
line
is
as
a
know.
What
we'll
do
is
take
in
kind
of
all
of
the
questions
that
were
raised
by
council
around
things
like
child
care,
feeding,
distance
learning
and
we'll
wrap
that
into
the
strategy
that
we
roll
out
in
terms
of
our
role
in
supporting
our
individuals,
families,
small
businesses,
making
it
through
this
we're
going
to
continue
to
count
on
partners
like
the
school
district
in
the
county
to
do
their
roles
during
this.
C
But
we
will
make
sure
that
we
are
thinking
thoughtfully
about
the
needs
of
our
community
as
we
move
forward
with
this
recovery
task
force,
when
the
key
role
that
that
task
force
is
going
to
need
to
do
is
to
stand
up.
What
we're
referring
to
is
sort
of
a
virtual
local
assistance
center.
Now
we
can't
open
the
Convention
Center
and
have
15,000
people
come
in
and
fill
out
forms,
but
there's
there's
a
big
need
for
people
to
fill
out.
Unemployment
forms
to
understand
what
their
options
are
to
be
connected
with
the
different
resources.
C
And
so
how
do
we
do
that?
Virtually
both
by
having
a
really
good
online
presence
is
easy
to
navigate,
but
also
by
having
things
like
a
call.
In
location
with
people
who
are
fluent
in
Spanish
and
Vietnamese
and
Mandarin,
who
can
help
our
community
through
some
of
these
processes?
So
that's
part
of
what
we'll
be
working
on
over
the
coming
week
is
figuring
out
how
to
coordinate
our
ongoing
efforts
and
how
to
stand
up
the
equivalent
of
a
virtual
local
assistance
center
and
I.
C
C
There
are
many
good
and
important
things
that
we
would
like
to
do,
but
we
can't
do
them
all
so
I
think
as
we
look
and
evaluate
these
options,
part
of
what
we're
going
to
be
doing
is
asking
our
partners
to
stand
up
and
focusing
on
the
role
that
we
are
best
at
and
get
that
can
provide
the
most
impact
and
support
for
our
community
in
their
time
of
need.
So
with
that
I
believe
I'm,
turning
it
over
to
Kim
to
talk
more
in
depth
about
some
of
our
local
assistance
work,
Kim.
D
D
F
D
Right,
sorry
about
that,
so
this
slide
will
look
very
familiar
to
the
council
from
a
few
weeks
ago.
We
are
really
focusing
on
our
residents,
our
small
businesses
and
our
nonprofits,
and
really
those
who
have
been
affected
by
the
Cova
19
crisis,
whether
it's
a
loss
of
business
at
risk
of
displacement
through
loss
of
work
hours
or
income,
venue,
closures
and
event,
closures
to
our
nonprofits.
But
I
really
want
to
tell
you
a
very
quick
snapshot
of
the
types
of
people
that
are
being
impacted
and
who've
been
helped
already.
D
D
Since
February,
and
in
another
case,
a
new
mom
was
just
coming
back
from
maternity
leave
to
her
job
as
a
manager
out
of
fitness
gym
where
she
made
$17
an
hour
and,
of
course,
that
gym
is
no
longer
able
to
stay
open.
So
all
of
these
folks
were
able
to
get
help
with
groceries
and
their
bills
through
the
Silicon
Valley
strong
funding
that
that
Sacred
Heart
had
available.
As
you
all
know,
and
you've
heard,
you
know,
there's
a
long
waiting
list
for
those
funds,
so
I
want
to
move
to
our
next
slide.
D
D
We've
been
really
working
hard
to
get
the
word
out,
and
there
are
every
day.
It
seems
that
there's
some
new
way
that
small
businesses
can
get
help.
Sometimes
the
speed
to
deployment
of
resources
creates
its
own
challenges
and
we've
seen
that
with
some
of
the
SBA
programs.
Where
they've
really
worked
is
to
turn
the
switch
on
very
quickly
and
the
Paycheck
protection
program,
there's
been
quite
a
bit
of
press
about
how
it
launched,
and
yet
it's
been
really
really
challenging
for
small
businesses
to
access
either
through
their
banks
or
other
resources.
D
But
there
are
some
great
resources
through
emergency
loans
and
the
Paycheck
protection
program,
as
well
as
some
state
grant
programs
that
are
available
and
available
to
small
businesses
and
nonprofits
in
a
way
that
they've
never
been
available
before
we
currently
have
1.5
million
in
commitments
to
the
Silicon
Valley
strong
fund
for
small
businesses.
But
I
want
to
be
really
realistic
with
the
council
that
that's
probably
going
to
help
about
a
hundred
and
forty
businesses.
D
We've
got
a
fabulous
partner
in
Opportunity
Fund,
who
will
do
the
disbursement
and
Opportunity
Fund
is
an
expert
in
working
with
micro
businesses,
minority
and
women-owned
businesses,
veteran
owned
businesses
and
immigrant
owned
businesses
that
have
fewer
than
five
employees.
I
mean
really
really
small
businesses
and
as
well
as
sole
proprietors
and
so
they're
a
perfect
partner
to
help
us
with
our
most
at-risk
businesses.
There
are
a
number
of
other
grant
and
loan
programs
that
are
coming
online
through
other
partners
and
we're
working
very
hard
to
collaborate
with
those
partners
and
help
get
the
word
out.
D
D
So
then,
for
our
nonprofits
and
I'm
going
to
be
really
honest
with
the
council,
the
nonprofit's
are
an
area
where
we
need
your
help.
We
need
more
fundraising
to
to
help
our
nonprofit
sector
that
you
know
we're
doing
the
first
and
most
critical
work
that
we're
doing,
which
I
believe
kept
alluded
to
is
we've
done
a
needs
assessment
out
to
our
own
City
grantees.
We
are
one
of
the
largest
grant
makers
in
the
valley
and
in
the
case
of
the
arts
and
culture
area,
we
are
the
largest
grant
maker.
D
D
We've
created
an
email
address
specifically
for
nonprofits,
like
Ovid
19's
J
CBO,
and
have
some
of
our
most
experienced
grants.
Team
members
in
the
city
working
in
the
EOC
to
provide
that
system
for
Silicon
Valley,
strong,
we're
partnering
with
the
community
foundation
and
the
knight
foundation
to
leverage
our
funding
resources,
and
we
are
looking
for
more
resources
to
help
our
nonprofits.
It's
a
tough
time
for
all
of
them
right
now.
So
with
that,
that
concludes
my
report
and
I
think
it
goes
on.
Go
to
Jim.
F
Hi
folks,
yes,
so
thank
you
again.
Jim
Shannon,
the
city's
budget
director
might
turn
this
over
to
Ben,
who
is
our
intergovernmental
relations
group
in
just
a
second
but
I
just
wanted
to
preamble
that
the
work
that's
been
going
on
at
the
federal
and
state
level
for
providing
you
know,
relief
to
both
broadly
to
the
country.
The
state
was
getting
really
important
to
our
our
city.
As
you
know,
there's
there's
lots
of
different
pieces
of
the
legislation
that
are
going
to
impact
community
members,
businesses
and
also
the
city
miss
patty
itself.
F
You
know
our
ability
to
leverage
the
funding.
That's
going
to
be
provided
for
city
response
to
COBIT
activities
is
going
to
be
really
critical
as
we
look
to
sort
of
figure
out
how
we're
going
to
be
able
to
manage
through
the
budgetary
challenges
over
the
next
couple
of
years,
as
Ben
is
going
to
talk
through.
A
lot
of
that
is
still,
details
are
still
being
worked
out.
F
Unfortunately,
the
timing
is
going
to
be
tricky,
but
Ben
and
her
team
have
been
really
on
it
and
proactive
about
making
sure
that
the
city's
needs
our
representative
represented
and
then
making
sure
that
the
feedback
that
we're
getting
from
the
bills
is
being
incorporated
and
how
we're
thinking
about
our
Emergency
Operations
and
our
budgetary
process.
And
so
with
that
I'm
gonna
take
over.
G
Great
thank
you
Jim.
So
again
my
name
is
Benna
Chang
and
one
of
the
coli's
for
the
intergovernmental
relations
team
in
the
EOC
and
today,
I
really
wanted
to
give
you
all
a
quick
overview
of
some
of
the
state
and
federal
funding.
Actions
that
have
taken
place
recently.
I
will
say
that
this
is
a
very
dynamic
space
where
the
information
is
changing,
sometimes
by
the
hour.
So
please
bear
with
me
at
the
state
level
and
March
legislators
authorized
up
to
1
billion
dollars
of
state
funding
to
respond
to
coab
in
nineteen
recently.
G
As
you
know,
the
city
of
San
Jose
received
an
allocation
of
3.9
million
for
state
funding
for
emergency
homeless
solutions
relative
to
the
coab
in
19
response.
The
state
also
set
aside
roughly
50
million
into
the
iBank
program
for
businesses
that
don't
qualify
for
some
of
the
federal
small
business
association
administration
assistance
programs.
The
state
also
authorized
additional
1.3
billion
from
the
special
fund
for
economic
uncertainties
for
koban
19
related
efforts,
and
the
governor
has
said
that
he
expects
fema
to
reimburse
for
a
lot
of
those
expenditures.
G
On
the
federal
side,
there
have
been
three
major
packages
to
date:
the
first
package,
the
Supplemental
appropriations
package,
mainly
contained
funding
to
Health
and
Human
Services
for
response
efforts
like
testing
PPE
purchases
and
vaccine
development.
There
was
also
some
limited
funding
for
SBA
loans.
As
part
of
that
first
package,
the
highlight
of
the
second
package,
the
families
first
coronavirus
response
act-
was
really
requiring
paid,
sick
leave
and
extended
family
medical,
be
for
companies
with
500
employees
or
fewer,
and
for
local
governments.
G
The
bill
included
payroll
tax
credits
for
businesses
to
offset
those
costs,
but
it's
important
to
note
that
those
tax
credits
do
not
apply
for
local
governments
and
then
the
third
package
that
recently
came
out
was
the
cares
Act,
which
is
a
2.2
trillion
dollar
package.
This
is
a
very
large
package.
I
included
this
slide
to
just
show
you
some
of
the
different
areas
that
were
funded
through
this
package,
and
recently
we
just
released
an
informational
memo
as
well.
G
That
goes
into
more
detail
on
some
of
these
sources,
but
for
today
we
really
wanted
to
focus
on
two
areas.
One
is
the
pieces
of
the
cares,
act
that
are
coming
to
the
city
of
San
Jose
and
then
to
the
pieces
of
the
cares
Act
that
we
think
will
really
help
some
of
the
community
members
in
San
Jose
as
well.
Oh
for
the
city
of
San
Jose
highlights
this.
Bill
actually
includes
a
lot
of
funding
sources
that
will
go
directly
to
the
city.
G
We
expect
the
Treasury
Department
to
release
guidance
on
this
program
next
week,
including
how
much
mr.
section
will
receive.
There
has
been
some
controversy
over
what
kind
of
census
numbers
to
use
for
this
particular
fund
and
the
calculations
so
we're
waiting
for
more
guidance
from
the
Treasury
Department's.
The
FAA
also
received
ten
billion
dollars
for
airports
throughout
the
nation,
and
we
anticipate
that
San
Jose
Airport
will
also
receive
some
of
those
funds.
The
cares
act
to
also
include
an
additional
forty
five
billion
dollars
to
FEMA
for
state
and
local
response
efforts.
G
The
amount
of
money
that
we
will
receive
in
San
Jose
will
depend
on
the
reimbursement
process
that
we
will
go
through
a
female.
A
huge
part
of
the
cares.
Act
was
also
additional
funding
to
housing
and
homelessness.
You
see
on
the
screen,
there
was
more
money
to
the
Community
Development
Block
Grant,
CDBG
to
the
emergency
solutions,
grant
ESG
and
then
housing
opportunities
for
persons
with
AIDS
or
HOPWA,
and
we
have
listed
on
the
slide
the
first
tranche
of
money
that
is
coming
from
the
CDBG
and
ESG
funds
to
the
city
of
San
Jose.
G
Both
of
these
programs
have
additional
funding
formulas
that
will
take
into
account
how
hard
on
communities
Cobin,
19
the
housing
market,
etc
and
we're
waiting
for
guidance
on
HUD
on
what
that
formula
will
be.
So
we
expect
to
have
additional
money
come
through
those
two
programs
through
the
Department
of
Justice.
G
There
was
also
eight
hundred
and
fifty
million
dollars
to
the
burn
justice
assistance
grants
and
the
city
of
San
Jose
will
also
resume
a
portion
of
that
and
then
finally
wanted
to
mention
that
a
big
part
of
this
package
was
a
four
hundred
and
twenty
five
billion
dollar
economic
stabilization
loan.
That
corporations,
as
well
as
local
governments,
are
eligible
to
apply
for
and
again
we're
waiting
for
more
guidance
from
the
government
about
what
the
rules
are
to
access
that
funding.
G
Moving
on
to
San
Jose
community
highlights
there
were
a
lot
of
things
that
were
in
the
cares
Act
that
will
go
directly
to
benefit
the
residents
of
in
San
Jose
I
think
the
biggest
one
is
the
direct
assistance
to
individuals
and
to
families
through
the
bill.
This
is
subject
to
income
limits,
but
the
idea
is
that
people
would
get
a
direct
check
from
the
federal
government.
G
Cara's
act
also
greatly
expanded
unemployment
insurance
it
expanded
to
the
types
of
people
who
are
covered,
including
gig
workers
and
those
who
are
self-employed,
and
it
also
provided
longer
unemployment,
insurance
benefits
and
additional
money.
The
Small
Business
Assistance
Program
also
got
a
new
program
that
I
know.
Council
has
talked
about
in
the
past
the
Paycheck
protection
program.
These
are
zero
fee
loans
to
employers
who
are
able
to
retain
their
employees.
There
are
certain
rules
around
that
I
know.
G
The
city
also
cares
very
much
about
food
assistance
and
the
pair's
Act
included
fifteen
point
five
billion
dollars
additional
funding
for
snap,
as
well
as
four
hundred
and
fifty
million
dollars
for
the
emergency
food
assistance
program
and
our
County
Second
Harvest
Food
Bank
should
be
receiving
those
funds
from
the
cares,
Act
and
then
finally
wanted
to
mention
very
quickly.
The
cares.
Act
also
included
3.5
billion
dollars
for
child
care
funds,
especially
for
child
care
for
first
responders
and
health
care
workers.
G
These
funds
will
be
going
to
the
California
Department
of
Education
and
working
with
the
state
to
figure
out
how
they
will
be
utilizing
those
funds.
Finally,
we
wanted
to
end
with
a
look
forward,
so
at
the
federal
level,
things
are
moving
fairly
quickly.
There's
news
again
by
the
hour
about
what
the
federal
government
wants
to
do
a
lot
of
conversation
about
a
fourth
package.
G
We
hear
that
it
will
most
likely
be
a
cares,
Act
part
two
and
that
there's
a
lot
of
desire
to
augment
some
of
these
programs
like
the
Paycheck
protection
program,
where
you're
hearing
there's
a
lot
of
oversubscription
a
lot
of
demand
for
very
limited
funding.
House
Democrats
have
also
talked
about
doing
another
package
and
there
were
some
initial
reports
that
infrastructure
proposals
might
be
a
part
of
that
package,
but
we're
hearing
that's
a
little
bit
less
likely
right
now.
G
On
the
Senate
side,
the
Senate
Dems
have
also
talked
about
doing
raises
to
frontline
workers,
including
healthcare
professionals
and
first
responders.
So
we
expect
there
to
be
more
discussion
this
week
and
potentially
some
more
action
on
the
federal
side.
At
the
state
level,
the
governor
has
asked
state
departments
to
look
at
cost-cutting
measures,
non
kuben,
19
response,
I
think
like
us.
They
are
looking
at
decreases
in
revenue
and
are
trying
to
respond
to
that.
G
The
plan
at
the
state
level
is
for
the
legislature
to
adopt
what
they're
calling
a
workload
or
baseline
budget
by
June
15th,
which
is
a
statutory
deadline
for
a
budget
at
the
state
level
and
then
to
have
an
August
revision
of
the
budget
after
the
personal
income
tax
deadline
of
July
15th,
since
they
pushed
that
back.
So
the
city's
goal
here
is
really
to
aggressively
pursue
funding
through
to
revenue
to
avenues.
One
is
for
the
programs
that
are
already
law.
G
There
are
opportunities
that
we
have
now
to
advocate
for
more
flexibility
in
the
funding
and
for
that
funding
to
come
to
the
city
of
San
Jose
that
we're
looking
at
and
then
2
of
course,
is
to
advocate
for
additional
future
funding
sources
to
address
some
of
the
on
the
ground
means
that
we
see
in
the
city
of
San
Jose.
So
with
that
us
into
my
report,.
E
Right
great
good
afternoon,
mayor
and
councilmembers
I'm
Rosario
in
the
office
and
the
director
of
communications
and
in
this
activation
I
am
the
emergency
public
information
officer
and
I'm
happy
to
just
provide
you
with
an
update
on
what
we've
been
doing
to
reach
all
of
the
communities
that
we
serve
here
in
San
Jose
and
for
those
members
of
the
public.
You
can
follow
our
presentation
with
this
hashtag
state
healthy.
E
In
looking
at
the
crisis
that
we're
facing
with
Kovach
19,
you
know
there.
It's
a
Communications
assignment,
that's
been
ahead
of
us
and
we've
been
activated
in
the
EOC
for
four
fighted
weeks,
and
one
of
the
first
teams
that
was
activated
was
the
emergency
public
information
officer
and
and
branch.
The
whole
EPI
branch
I
will
share
with
you
that
these
were
probably
not
the
communication
objectives
that
we
first
set
out
on,
but
as
we've
evolved
within
the
activation,
the
assignment
has
grown
more
significant
and
more
critical
in
scale.
E
So
when
looking
at
how
we're
approaching
everything
that
is
ahead
of
us
and
everything
that
we've
already
achieved,
there's
been
these
three
key
areas
that
I've
been
focused
on
as
I'm
leading
the
city's
communication
strategies.
The
first
one
is
around
public
health
education.
Now
I
would
say
that
when
we,
when
we
first
started
out
in
our
activation,
this
was
not
as
much
of
a
focus
for
the
city
of
San
Jose.
It
was.
E
We
do
anticipate
that
we've
already
started
that
messaging,
but
I'll
share
more
with
you
all
about
the
creative
concepts
that
you're
going
to
see
later
on
this
week.
The
second
objective
for
us
has
been
just
communicating
the
emergency
operation,
centers
continuity
of
operations
roadmap,
so
earlier
in
this
presentation,
Kip
shared
with
you
all
glimpse
of
the
roadmap
and
how
we're
tracking
against
it.
E
But
as
far
as
what
we've
been
focused
on
for
communications,
it
is
our
role
to
inform
the
public
about
how
a
city
our
size
is
continuing
to
manage
services
and
operations,
given
what
we're
facing
with
Cogan.
Not
only
is
that
important
for
our
communities
and
our
businesses
and
the
visitors
that
we
serve
here
at
the
city,
but
it's
also
important
for
our
workforce
to
have
a
solid
understanding
of
how
this
day
is
managing
through
this
crisis.
E
We
have
to
be
sheltering
in
place
that
presents
a
communications
challenge
and
the
way
that
we
would
normally
disseminate
messages
to
employees
that
is
we're
operating
in
a
very
different
environment.
This
time
around.
We
also
have
the
workforce
that
has
focused
on
core
operations
and
keeping
for
city
services
running
and
then
those
who
are
not
focused
on
those
core
city
services.
E
Both
of
them
are
in
kind
of
different
assignments
at
this
time,
and
we
we
want
to
make
sure
that
we're
communicating
and
updating
the
entire
workforce
about
what
is
how
we're
managing
through
the
operation
and
then
what
is
also
expected
to
come.
So
this
is
the
way
that
I've
been
looking
at
our
communications
objectives.
E
Like
this,
you
know
it's
not
helpful
for
us
to
just
think
about
the
public
in
terms
of
just
the
general
public,
but
but
to
look
at
our
audiences
by
segments,
and
so
what
you're
looking
at
is
diagram
our
internal
audiences
and
our
external.
And
so,
of
course
you
all
are
part
of
our
theater
audiences
as
well,
our
as
well
as
our
employees,
our
council,
appointees,
and
also
the
workforce
broken
down
into
our
senior
staff,
which
are
those
department,
heads
and
then.
E
Staff,
which
is
deputy
director's
assistant
directors
and
directors,
we
also
want
to
keep
all
of
our
boards
and
commission
members
engaged
because,
as
the
boards
and
commissions
are
on
pause,
they're
still
part
of
city
representatives
and
we
want
to
ensure
that
they're
also
important
as
well.
The
external
audience
is
is,
is
one
of
our
most
significant
challenges
in
making
sure
that
we're
reaching
all
parts
of
our
community
and
in
languages
that
they
are
accustomed
to
and
want
to
receive
information
about,
and
so
I
will
start
at
the
top.
E
So
our
business
community,
small
and
large,
our
development
community.
Those
are
parts
of
the
community
that
liaison
branch
is
focused
on
and
I
know
that
Kim's
share
updates
with
you
all,
and
we
also
heard
previous
updates
to
them
to
City
Council
our
visitors,
so
team
San
Jose,
we
are,
we
are
actively
partnering
with
them
and
also
our
Airport
to
make
sure
that
those
visitors
who
are
coming
in
and
out
as
soon
as
they
are
also
well
informed.
E
Immigrant
community
is
also
a
key
population
for
us,
because
we
know
that
in
some
circumstances
they
may
not
have
access
to
the
same
services
that
residents
do,
and
so
we
want
to
ensure
that
they're
still
aware
of
the
resources
that
are
available
to
them
and
that
they
are
also
informed
as
well
high-risk
groups.
We
are.
E
We
are
certainly
focused
on
those
who
are
most
at
risk
for
being
impacted
by
coded,
and
we
understand
that
they
have
special
communications
that
needs
to
reach
that
audience
to
local
state
and
federal
government
officials
benefits,
provided
you
with
an
update
on
what
we're
doing
on
the
intergovernmental
relations
front,
and
so
we
are
taking
a
mass
communications
approach
in
this
overall
communication
strategy.
But
you
can
see
that
teams
like
Benin
intergovernmental
relations,
team,
Kim,
Wallace
and
the
liaison
grant
they
are
focused
on
more
segmented
and
targeted
outreach
to
those
groups.
E
High
risk
spreaders
are
also
a
focus
for
us,
because
there
I
think
there
has
been
some
belief
among
the
communities
that
are
facing
this.
This
disease,
that
there
are
certain
individuals
who
are
not
at
risk-
and
we
do
want
them
to
know
that
they
can
be
the
risk
by
not
sheltering
in
place,
and
so
those
are
groups
that
we
want
to
reach
as
well.
E
So
you
know
these
are.
These
are
some
of
the
three
top
challenges
for
us
number?
One
is
just
information
not
being
available
so
as
the
city
of
San
Jose
government,
we
want
to
ensure
that
our
community
is
welcome,
form
that
we're
closing
any
communication
or
information
gaps
and
filling
in
that
information
with
credible,
reliable
information.
The
epi
o
team
is
a
team
of
50
communications
professionals
and
we're
focused
on
specific
areas,
including
internal
communications,
but
which
I
just
talked
about,
but
also
content,
development,
language
access,
social
media
media
relation
to
the
website.
E
So
we
we
have
gathered
a
very
strong
and
robust
team
to
be
able
to
address
any
of
those
information
gaps
so
that
our
residents
are
not
feeling
like
they're,
not
receiving
information
or
not
informed.
They
know
exactly
where
to
turn
for
credible,
reliable
information
information,
sometimes
not
being
credible.
E
Residents
often
also
often
will
feel
like
there's
clutter
of
environments
of
information,
and
we
wanted
to
ensure
going
into
this
pandemic
that
they
would
not
be
feeling
that
way.
So,
we'll
talk
to
you
about
some
of
the
solutions
for
that,
and
then
the
third
challenge
tends
to
be
that
information
just
doesn't
reach
everyone.
So
it's
important
for
us
to
be
taking
a
multi-channel
approach
rather
than
a
superfund
approach
in
this
pandemic,
and-
and
we
have
certainly
done
that-
I
would
say
you
know.
E
One
of
the
the
most
important
aspects
of
any
type
of
behavior
change
program
is
ensuring
that
people
believe
the
message
and
the
model
that
I
use
in
behavior
change
is
beliefs.
Drive
attitudes
and
attitudes
drives
behaviors
and
actions,
and
so
that's
been
one
of
the
key
tenets
that
I've
thought
about
in
how
we're
approaching
managing
through
this
crisis,
and
we
will
continue
to
do
that
and
I'll
talk
to
you
about
how
we've
been
effective
in
driving
belief
in
the
stay
at
home
message
to
enforce
the
the
county
shelter
in
place
order.
E
So
our
first
strategy
in
addressing
some
of
these
challenges
and
reaching
these
audiences
that
I
just
described,
is
to
create
a
localized
public
health
campaign
for
our
city
of
San
Jose
community.
We
also
want
to,
or
have
wanted,
it
have
been
very
effective,
I
believe
urging
residents
residents
to
follow
the
state
of
California
the
county
at
their
shelter.
E
We
plan
to
provide
you
all
with
tool
kits
communications
for
kids
that
you
can
share
with
the
broader
community
of
your
constituents,
will
also
be
promoting
this
information
on
on
our
social
media
and
I'll.
Give
you
a
glimpse
of
that
campaign.
In
a
moment,
we
also
launched
a
series
of
public
health
influencer
videos
that
hope
you
all
have
seen.
E
If
you
follow
us
on
Facebook
or
Twitter
or
Instagram,
we've
been
highlighting
some
key
celebrity
community
influencers
and
have
been
really
happy
to
share
information
and
different
languages
and
they're
very
pleased
to
see
the
community
being
so
active
and
enthusiastic
about
helping
us
spread
the
word
of
the
statical
message,
so
we
will
be.
We
have
developed
the
campaign
and
we
will
be
executing
the
campaign
later
this
week.
So
here's
a
glimpse,
if
you
have
it
or
if
you
don't
follow
us
on
social
media.
E
Here's
some
of
the
influencer
videos
that
we've
already
launched
we've
had
have
non
had
anonymous,
and
what
have
none?
This
from
los
Tigres
they'll
note
that
they
were
our
first
influencers.
We
also
featured
a
video
from
city
natural
date
sites.
It's
not
show
here,
but
you
can
see
his
messages
there
as
well.
E
We
also
have
partnered
with
the
San
Jose
Sharks
and
they've
shared
a
couple
of
videos,
and
we
are
really
honored
to
have
participation
from
the
San
Jose
Sharks
appreciate
the
partnership
as
well
as
members
of
our
Vietnamese
community
who
participate
in
and
sharing
videos
too,
and
so
the
one
that
you're
seeing
there
is
Jenny
Jo.
So
this
influencer
video
campaign
has
been
very
successful.
We
had
a
good
tristan
it
we've
actually
already
seen
47,000
total
views
to
our
social
media
channels
and
you're
going
to
see
more,
and
so
this
is
just
a
sampling.
E
That's
one
of
the
reasons
why
we've
been
so
successful
in
our
community.
The
second
approach
is
this
public
health
messaging
campaign.
So
this
is
a
sneak
preview
of
what
you
all
will
see
later
this
week.
We
are
going
to
be
replacing
these
images
that
you
see
with
actual
authentic
imagery
of
San
Jose
residents,
and
so
this
current
image
is
a
placeholder.
Well,
the
work
that
behavioral
insights
has
done
is
they
had
tested
five
different
strategies?
E
Comprehensive
update
to
the
council
about
that
messaging
campaign
that
will
launch
later.
Our
second
strategy
has
been
to
communicate
with
our
publics
and
help
them
follow.
Along
with
what
we're
doing
in
terms
of
continuity
of
operations,
we
do
have
the
roadmap.
We
want
the
community
to
know
that
we
have
a
plan
and
we
want
them
to
understand
that
plan
internal
and
external
communities,
and
so
the
approaches
that
we've
taken
there
is
by
providing
regular,
reliable
and
timely
updates,
which
we
did
from
beginning
of
our
first
activation.
E
So
you
all
are
probably
familiar
with
the
flash
supports
right
now
by
now,
we're
actually
on
Platts
report,
number
46,
I,
believe
and
that
that
has
been
a
very
effective
mechanism
for
sending
out
information
to
all
parts
of
our
community
and
then
grabbing
that
information
and
then
posting
that
and
disseminating
it
further
to
their
individual
publics.
I
will
just
let
you
all
know
in
case
of.
If
everyone's
not
aware,
the
flash
reports
are
a
mechanism
that
the
city
uses
in
any
emergency
activation.
So
anytime,
we're
activated
in
the
EOC.
E
The
flash
support
is
the
official
communications
channel
for
updates
from
the
AFC
and
that
much
what
we
took
here
was
to
provide
twice
daily
updates
so
that
the
community
would
know
that
we
are
committed
to
transparency.
It's
helping
to
establish
our
information
as
credible,
and
it's
also
just
a
trusted
source
of
news
and
information
for
the
media
and
for
any
other
of
our
public's
and
our
segments
of
our
community
that
are
interested
in
information
from
the
city
and
it
has
been
highly
effective
as
well.
E
We
we
are
averaging
a
66%
higher
said,
average
open
rates
that
is
higher
than
the
government
average
I'm.
Actually
like.
Let
me
let
me
fret
right
there.
It's
we
have
a
46%
average
open
rate
and
that
is
66%
higher
than
the
normal
governmental
average.
So
we
also
have
seen
more
subscribers
to
the
flash
support,
we're
averaging
a
hundred
new
subscribers
per
every
flash
report.
Dissemination
and
since
we've
been
activated,
we've
already
seen
more
than
four
thousand
five
hundred
new
subscribers
to
our
notification
list.
So
it's
been
highly
effective
in
getting
the
word
out.
E
We've
also
created
a
internal
communication,
splash
support
for
employees,
and
so
that
is
being
disseminated
on
Tuesdays
and
Thursdays
at
3:00
p.m.
and
we're
looking
at
also
providing
webinar
updates
two
ways
going
forward,
and
so
our
last
strategy
is
how,
as
a
city
are
we
mobilizing
people
to
help,
and
so
I
will
share
that
emergency
public
information
team.
We
are
less
focused
on
this
on
the
day
to
day
operations.
E
E
If
you
are
interested
in
taking
these
ideas,
and
some
of
them
is
to
produce
a
video
of
the
councilmembers
highlighting
ways
that
communities
can
support
and
the
Keogh
grant
just
happened
to
produce
that
video
for
you
all
and
work
with
you
all
so
that
we
can
highlight
that
information
and
highlight
that
so
fun
valley,
strong
message.
We
also
brainstorm
as
a
team
that
we
could
educate
neighborhood
groups
and
associations
of
ways
to
help
and
we're
happy
to
help
with
that
effort,
as
well
as
developing
a
social
media
campaign
for
volunteers.
E
A
Thanks
Rosario
I
just
wanted
to
thank
the
whole
team,
just
want
to
kind
of
end
where,
where
I
started
about
five
weeks
ago,
we
we
declared
a
local
emergency
over
three
weeks
ago,
the
county
issued
the
shelter-in-place
order.
That
orders
now
been
extended
to
May
3rd,
that's
another
four
weeks,
so
we're
not
even
in
essence
halfway
through
the
shelter-in-place
order,
even
though
it
seems
like
we've
been
in
it
forever.
A
So
we
really
value
this
opportunity
to
bring
these
updates
to
you
and
get
your
input
as
I'm,
alluding
to
we've
got
plenty
ahead
of
us
to
do,
and
so
opportunities
for
making
improvements
and
making
sure
our
community
is
served
properly.
So
I
think
I'll
end
there
and
we're
all
available
for
questions.