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From YouTube: 5/5/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San Jose City Council May 5, 2020 Meeting, Agenda Item 3.1
A
Imagine
it
yeah
Thank
You
mayor,
you
all
remember.
At
the
beginning
of
our
working,
the
current
crisis,
I
talked
a
little
bit
about
us
being
in
a
sprint
and
I
just
want
to
acknowledge
that
we're
we're
still
moving
pretty
fast
and
not
suggesting
that
this
is
a
time
that
we're
going
to
do
any
let-up,
but
certainly
feels
like
we've
moved
more
into
a
marathon.
A
At
this
point
and
just
acknowledging
that
the
the
road
to
recovery
is
going
to
be
a
long
road
for
us
all,
I
think
and
I
think
it's
a
good
time
to
remember
too.
We
all
need
to
take
care
of
ourselves
and
brings
me
to
my
point.
That
may
is
mental
health
awareness
month
and
just
want
to
remind
all
of
our
workers
out
there
that
that
we
do
need
to
take
care
of
ourselves.
A
The
first
team
that
I
want
to
recognize
today
is
the
homeless
response
team,
as
you
all
know
that
the
homeless
response
team
really
was
engaged
in
the
crisis
from
the
very
beginning
and
just
did
a
wonderful
job
to
stand
up.
Multiple
congregate,
shelters
to
serve
our
our
homeless
population,
primarily
on
and
just
want
to
do
a
call-out
to
so
Kelly,
Hemphill
and
and
James
stagey.
A
The
work
that
they've
done
with
many
others
and
in
their
teams
and
in
other
departments,
have
just
been
an
amazing
once
we
got
those
shelters,
stood
up
and
had
to
move
in
to
staffing
those
locations
and
and
just
want
to
appreciate
the
effort
that
went
into
the
staffing
as
well
as
the
setup
and
really
thanks
to
all
of
that
work.
Hundreds
of
our
communities,
most
vulnerable,
have
access
to
beds
and
restrooms
and
showers,
and
laundry
and
meals
and
connections
to
medical
professionals,
personal
protection,
equipment
and
really
many
other
services.
A
B
A
A
To
note
that
reopening
is
probably
going
to
be
even
more
demanding
on
us,
then
the
closure
process
was
just
because
of
the
complexities
and
the
nuances
to
it
and
and
the
fact
that
a
lot
of
people
have
been
working
hard
for
a
very
long
time.
You
know,
nonetheless,
it's
super
important
that
we
position
ourselves
for
being
able
to
reopen,
but
just
also
acknowledge
that
many
challenges
ahead,
but
I
know
that
we
are
up
to
it
and
so,
at
this
point,
I'm
gonna
hand
it
off
to
Kip
to
continue
on
with
the
update.
C
Thank
you,
Dave
Kip
Harkness,
deputy
city
manager
and
the
outgoing
Emergency
Operations
Center
director
on
behalf
of
Lee
Wilcox,
the
incoming
operation
emergency
operation
center
director
myself.
I
want
to
acknowledge
that
this
work
is
really
done
by
the
team.
The
563
members
now
of
the
emergency
operation
center,
as
well
as
the
over
5150
employees,
who
continue
to
provide
essential
services
on
a
day
to
day
basis.
C
It
takes
about
three
to
five
weeks
to
actually
sort
of
sort
through
that
figure
it
out
organized
as
a
team
formalize
the
team
and
get
it
operational
and
I
know
that
all
of
these
issues
are
very
important
to
the
council
in
our
community,
but
they're
ones
that
we're
beginning
to
to
go
from
problem
and
opportunity
set
to
fully
operational,
and
they
include
Digital
Inclusion,
which
you'll
hear
more
about
in
item
3.
Point
4
virtual
community
engagement,
which
we
have
now
stood
up
a
form
of
branch
within
the
Emergency
Operations
Center,
this
back
to
work.
C
It's
different
now
teamwork
that
we're
doing
on
how
we
welcome
back
our
employees
as
we
begin
to
gradually
a
stage
by
stage,
move
back
into
a
broader
range
of
services
and
then
also
really
working
with
our
county
partners
to
understand
our
role
in
testing
tracing
and
supported
isolation.
So
all
four
of
those
activities
go
on
in
parallel
with
everything
else
that
we've
we've
mentioned,
and
it's
been
discussed
here.
C
So
let
me
start
first
with
again
a
reminder
of
our
road
map,
which
has
served
us
well,
which
allows
us
to
focus
on
slowing
and
reducing
the
spread
of
koban
night
team
and
supporting
our
most
at-risk
people
again.
The
entire
563
person
team
is
really
organized
in
cross-functional
teams
against
each
of
these
priorities
and
working
on
a
weekly
cadence,
where
we
are
moving
from
ideas
to
action
within
a
seven
days
fret
so
in
terms
of
compliance.
C
I'm
gonna
turn
this
over
to
a
derecho
yang
who's,
a
partner
of
ours
at
Stanford
to
let
him
walk
through
some
of
the
amazing
data
that
they've
been
able
to
provide
to
us
on
compliance
side.
That's
helped
inform
how
we
approach
compliance
in
parks,
how
we
enforce
compliance
the
neighborhoods
and
as
resulted
in
adjusted
and
targeted
messaging
and
compliance
efforts,
as
we've
learned
more
about
where
we
do
and
aren't
able
to
comply.
So
at
this
point,
I'm
gonna
introduce
Derek
and
I'm
gonna
go
ahead.
B
B
You
so
council,
my
name
is
Erica
yang
I've
met
some
of
you
in
person
before,
but
for
those
I
haven't
met,
I'm
a
lecturer
at
Stanford
University
and
a
program
called
the
future
day
initiative
and
future
day
initiative
is
a
research,
education
and
practice
partnership.
You
might
have
noticed
by
a
different
name,
but
we've
been
working
with
the
city
of
San
Jose
since
2015,
starting
with
some
projects
in
the
planning
arena,
such
as
a
design
for
a
very
exercise
back
in
2015
and
in
the
coming
years.
B
We
added
to
that
work
with
the
mayor's
office
and,
in
particular
with
district
threes,
councilmember
crowler's
on
the
sustainable
development
goals
up
in
to
represent
the
city
as
an
academic
partner
and
some
UN
events,
and
also
continuing
the
conversation
into
climate,
smart,
San
Jose
in
the
most
recent
year.
We
added
to
that
work
on
climate
risk
in
particular
working
with
Kip
and
others
on
thinking
about
book
sea-level
eyes
as
well
as
upstream
flooding
as
it
relates
to
the
Anderson
dam
and
with
the
Koba
crisis.
B
You
might
have
seen
a
lot
of
coverage
in
the
New,
York,
Times
and
other
media
with
this
type
of
information,
and
we
figured
hey,
we
can
make
this
more
available
to
decision-makers
in
the
city
of
San
Jose,
so
I'm
gonna
switch
to
a
demo
of
the
live
dashboard
which
is
available
to
anybody
to
to
look
at
as
well.
This
is
the
result
of
about
four
to
five
weeks
of
work.
B
So
far
and
we've
had
biweekly
conversations
with
the
EOC
compliance
branch
in
which
we've
been
able
to
take
their
feedback
and
recommendations
and
turn
that
back
around
into
updates
to
the
dashboard.
The
first
tab
here
shows
the
heart
of
the
information
we
have,
which
is
down
at
the
census
block
group
level
in
which,
as
you
hover
over
a
different
neighborhood
gears
able
to
see
for
a
given
day
since
the
beginning
of
this
year.
B
What
percentage
of
residents
in
that
block
group
are
we
estimating
left
home
that
day,
so
the
darker
these
colors
are
and
the
more
people
from
that
block
group
left
during
the
day,
and
that
could
be
for
work
that
continued
for
recreation.
I
could
see
for
many
different
matters
on
the
right
side
of
the
screen.
B
You're
able
to
see
a
time
series
of
that
same
information
with
a
black
line
representing
the
average
for
the
whole
city
again
from
January
to
just
a
few
days
ago
and
you're,
seeing
right
around
the
time
of
the
shelter-in-place
order
to
the
county,
an
overall
drop
in
the
percentage
of
people
who
are
leaving
home.
So
that
would
correspond
to
increased
social,
distancing
compliance,
but
there's
much
more.
B
You
can
dive
into
either
the
change
in
weekend,
verses
weekdays
or
just
how
different
compliances
neighborhood
by
neighborhood
you'll,
see,
there's
an
option
to
highlight
individual
districts
in
this
view
as
well,
and
we're
starting
to
create
some
of
those
high-level
insights
as
part
of
sparking
conversation
with
our
San
Jose
partners.
I'll
quickly
show,
what's
on
the
other
two
tabs,
we
have
so
far
on
the
dashboard,
because
some
of
the
representation
on
the
compliance
branch
is
specifically
from
the
PLN
s,
Parks
Recreation
neighborhood
services.
B
They
had
some
suggestions
to
really
drill
down
into
parks
in
particular,
and
our
data
allows
us
to
drill
down
to
any
place
of
activity
that
could
be
a
grocery
store
or
so
forth,
but
we're
showing
what
can
be
done.
Looking
at
parks
in
particular,
so
here
we're
basically
showing
a
subset
of
the
data
we
have
but
able
to
see
visits
the
parks
in
particular
how
that's
changed
over
time,
but
allow
our
partners
to
be
able
to
highlight
pretty
specific
parts
of
a
level
looking.
B
In
Lake,
Park
seems
to
be
at
the
top
in
terms
of
visits.
You
would
be
able
to
type
in
and
search
for
all
the
BIM
bike
park
in
particular
and
on
the
math
you'd
focus
in
on
that
mark
on
that
part,
as
well
as
on
the
time
series
see,
the
individual
visit
counts
for
that
Park
in
particular,
and
without
having
talked
do
you
do
me
about
this.
Yet
with
our
partners,
we
are
starting
to
see
for
particularly
popular
parks,
an
increase
in
visits
in
the
past
few
weeks.
B
Last
tab
here
is
general
demographics.
So
what
we're
seeing
here
are
some
scatter
plots
and
I'll
explain
how
to
read
these.
Every
single
blue
circle
you
see
on
the
plot
here
represents
one
block
group
in
San
Jose,
and
the
vertical
height
of
these
blue
circles
is
the
percent
leaving
home.
So
it's
similar
to
the
data
you're,
seeing
on
the
first
tab,
all
pretty
much.
All
of
these
block
groups
are
in
the
70
to
90
percent
range
of
percent
leading
home.
B
This
is
measured
for
pre
coab
in
nineteen,
so
this
was
January
to
March
roughly
of
this
year,
and
so
we
would
expect
most
people
are
leaving
home
during
the
day
for
most
block
groups
in
San
Jose.
This
so
shown
in
the
x-axis
spread
across
based
on
different
income
levels.
So
the
block
groups
on
the
right
side
of
this
chart
are
generally
higher
income
earners
and
in
that
block
group
and
before
shelter-in-place,
we
were
seeing
that
if
you
had
higher
income
in
that
block
group,
you
had
slightly
higher
movement
about
the
city.
B
Now
the
cool
thing
about
this
diagram
is
that
on
the
bottom
is
an
animation
slider.
You
can
go
from
before
shelter
in
place
after
shelter
in
place,
which
would
be
basically
March
end
of
March
onwards,
so
as
I
switch
over
to
after
shelter
in
place,
this
is
still
income
as
it
relates
to
social
business
and
compliance.
So
you'll
see
that,
on
the
whole
blue
circles
have
moved
downwards
on
the
chart,
which
is
just
to
say
that
pretty
much
all
blockers
have
reduced
their
movement.
B
The
percent
leaving
home
has
decreased,
but
you'll
notice
that
there
was
a
different
kind
of
shifts
happening
as
well,
which
is
that
circles
on
the
far
right
side
of
this
chart,
which
are
again
the
highest
income
earning
bla
groups
were
able
to
change
the
behavior
more.
It
drops
further
down
on
this
chart
to
have
a
lower
overall
movement
of
homes.
B
When
we
have
these
types
of
plots
for
other
population
characteristics
like
language
and
age,
and
we're
going
to
continue
diving
into
this
kind
of
work,
because
it
might
reveal
to
us
some
of
the
underlying
factors
that
contribute
to
social
distancing
compliance
and
can
help
us
prioritize
and
target
the
kind
of
outreach
and
support
we
give
to
our
community
members
to
be
able
to
keep
them
safer.
So
that
was
a
quick
tour
of
this
dashboard
again.
This
is
a
work
in
progress.
B
C
Thank
You
Derek,
and
let
me
just
monkey
with
my
screen
here
and
get
us
back
to
where
we
were
hopefully
really
appreciate
the
deep
partnership
and
the
ongoing
partnership
with
Stanford
on
this.
These
insights
have
allowed
us
to
think
about
how
we
do
our
messaging
and
how
we
make
sure
that
we're
focusing
on
the
areas
where
we
have
compliance
issues
so
food
necessities,
as
Dave
mentioned.
C
This
is
a
huge
lift
for
us
in
a
new
department,
essentially,
and
so
I
want
to
turn
it
this
one
over
to
Angel
Rios
our
deputy
city
manager
and
also
the
Emergency
Operations
Center
Operations
Section
lead
to
walk
us
through
the
latest
and
greatest
from
food
and
necessities
angel.
It's
all
you
I'm
happy
to
do
the
slide
deck
for
you,
Thank.
D
You
Kip,
thank
you,
Dave,
mayor,
councilmembers
did
good
see
you
administer
zoom
here,
want
to
ground
kind
of
the
work
that
we
kind
of
really
framed
the
work
that
we've
done
on
food
distribution
around
three
overarching
objectives.
These
objectives
are
really
what
has
driven
our
whole
countywide
food
effort
and
they
are
first
and
foremost
making
sure
that
we
feed
our
most
vulnerable
to
that.
We
maximize
the
existing
food
networks
that
are
in
place.
D
Our
goal
is
not
to
replicate,
but
to
start
with
kind
of
the
resources
that
are
in
the
community
already
and
thirdly,
a
scale
for
a
widespread
food
crisis
kind
of
thinking
worst
case.
Should
things
escalate
exponentially
to
the
point
where
we
have
to
do
mass
feeding?
So
really
those
are
the
three
overarching
objectives
that
have
driven
our
work.
As
you
know,
early
on
from
the
onset
of
the
Kovan
response
we
we
were,
we
were
asked
to
play
a
lead
role,
not
only
within
our
city
but
countywide,
around
food
distribution.
D
And
if
you
take
a
look
at
this
year,
we've
only
been
in
this
for
for
the
last
five
weeks,
although
sometimes
it
kind
of
feels
like
five
years,
but
just
over
the
course
of
the
last
five
weeks.
You
know
the
real
focus
was
we
need
to
go
fast
and
and
I'm
real
glad.
We
did
because
what
we
saw
literally
within
a
few
days
of
the
emergency
coded
response,
was
congregate
sites
going
down
distribution
sites
going
down
again
for
valid
reasons,
largely
it.
You
know
in
response
to
kind
of
fear
around
well.
D
How
should
we
continue
going
forward,
and
so
we
immediately
literally
within
days
kind
of
jumped
on
that
whole
issue
and
made
sure
that
we
maintain
and
preserve
existing
sites,
starting
with
our
city
of
San,
Jose
senior
congregation
sites
and
then
also
working
very
quickly
with
Second,
Harvest
Foodbank,
and
so
one
of
the
first
tools
that
we
developed
was
this
GIS
map.
That
right
now
is
linked
to
Silicon
Valley
strong,
and
this
has
been
an
excellent
resource
and
we
didn't
start
from
scratch.
D
The
first
thing
we
did
was
we
reached
out
to
the
people
that
really
are
experts
in
this
field
and
that
Second
Harvest
Food
Bank
and
they
already
had
a
pre-existing
GIS
map.
So
we
started
with
the
and
we
basically
pulled
pull
some
staff
together
from
within
the
state
working
with
Second
Harvest
Food
Bank,
and
we
did
we
added
a
few
additional
overlays.
We
started
with
the
more
than
300
Second
Harvest
distribution
sites.
D
One
that's
just
net
increase
from
last
week
right
if
you
break
that
number
down
daily,
that
represents
a
hundred
and
fifty
thousand
dollar
150,000
meals
rather
a
day.
So
you
can
see
that
kool-aid
is
definitely
having
an
impact
on
our
community
as
measured
by
the
need
for
food
right
in
terms
of
economic
hardship
that
is
causing.
And
if
you
can
go
back
to
that
slide.
If
I
just
want
to
point
out
three
things
that
that
I
think
are
really
really
important,
one.
D
One
is
that
the
city
and
county
and
a
lot
of
nonprofit
partners
have
really
emphasized
sheltering
vien
house
and
what
we've
done
is:
we've
worked
food
distribution
delivery
directly,
whether
they're
at
motels
hotels
in
one
of
our
shelter
sites.
You
know
part
southall
part
side,
and
that
number
continues
to
increase,
which
also
then
tells
us
that
more
and
more
on
house
are
being
sheltered
safely,
and
so
anyway,
you
wanted
to
give
you
that
snapshot
there.
Our
team
uses
that
dashboard
weekly
to
again
measure
and
monitor
production.
D
Moving
on
to
this
next
slide
slide,
you
know:
congregate
senior
meal
sites.
Just
in
this
five
week
period,
we
have
more
than
doubled
our
output
in
terms
of
senior
sites,
and,
if
you
take
a
look
at
it,
you
know
seniors
are
most
koban
nineteen
at-risk
population,
and
so
what
this
definitely
shows
here.
These
are
the
13
senior
congregate
sites.
Here
we
were
able
to
double
that
which
I
think
also
is
a
good
indicator
that
we're
reaching
the
most
vulnerable
population.
So
next
slide.
D
How
do
we
make
this
happen?
Well,
it's
definitely
more
than
a
few
folks.
You
know
we
have
a
pretty
massive
team
that
we
literally
have
stood
up
in
short
order
here,
and
this
and
I
want
to
take
a
couple
minutes
to
kind
of
go
over
this
because
I
think
it's
what
one
I'd
like
to
highlight.
The
people
that
are
listed
here
and
you'll
see
some
of
the
various
names.
I
don't
have
time,
obviously
to
read
out
each
and
every
one
of
them,
but
but
I
got
to
just
really.
D
You
know
just
give
a
big
shout
out
to
the
city
staff
a
lot
of
our
community-based
partners
that
have
really
helped
us
stand
this
up.
As
you
know,
the
food
distribution,
a
section
is,
is
a
branch
within
the
EOC
that
reports
up
to
Kip
and
Lee.
We
Gemini
rotate
around
ELC
operations.
Chief
I
lead
the
food
and
necessities
working
very
closely
with
my
two
Co
leaders
and
that's
know:
beckylyn
yo,
Rafi,
no
and
I
want
to
really
give
them
some
big
props
to.
D
They
have
just
been
relentless
in
this
work
and
then
what
we've
done
underneath
those
structures
there
is:
we've
identified
a
number
of
different
subsections,
starting
with
supply
resiliency.
We
want
to
want
to
make
sure
that
we're
not
just
meeting
the
immediate
need,
but
we're
also
monitoring,
supply
and
source
right.
We
want
to
take
a
look
at
distribution
operations.
We
want
to
make
sure
we
know
that
this
is
no
easy
task,
especially
since
we've
kind
of
we've
been
really
kind
of
coordinating
this
countywide
and
and
and
in
truth,
be
told.
D
Everyone
was
kind
of
doing
this
independently
building
again
on
the
relationship.
The
strong
relationship
we
have
with
Second
Harvest
Foodbank,
we've
been
able
to
just
each
day
get
a
little
bit
better
around
how
food
gets
distributed,
and
we
have
a
whole
section
around
that.
We
also
have
a
section
on
business
architecture.
Also
assessing
hey.
You
know,
based
on
productivity
right
now.
Are
there
any
flaws
in
our
system?
Are
there
any
signs
that
we
need
to
take
a
look
at
you
know:
meat
meat
coat
plant
closures.
D
You
know
the
flow
will
supply
into
the
belly
and
those
kinds
of
things
we
have
a
team
just
looking
at
those
specific
things
and
of
course
we
have
communications.
We've
also
had
to
set
up
a
whole
you'll,
see
funding
and
contracts
because,
as
you
know,
nothing's
very
easy
I
think
is
always
easier
with
with
FEMA
and
the
whole
reimbursement
you
know
process.
D
D
One
is
we
call
the
nonprofit
Leadership
Council
and
there
we
pulled
in
representatives
from
the
county,
our
city,
Second,
Harvest,
Food
Bank,
the
Health
Trust
Catholic
Charities
source
wise
first,
five
Silicon
Valley
council
nonprofits,
all
aimed
around
one
making
sure
that
we
have
streamlined
communication
that
we're
identifying
problem
areas
that
need
to
be
resolved
and
escalating
and
resolved
more
importantly,
very
quickly
and,
and
thirdly,
most
importantly,
to
make
sure
that
we
are
actually
meeting
the
emerging
need
that
exists
and
we're
able
to
pivot
accordingly.
So
that's
one
advisor
group
that
has
been
extremely
helpful.
D
We
have
a
weekly
stand-up
call
with
this
leadership
team
and
has
they've
been
very
helpful.
The
other
one
is
a
food
policy.
Advisory
Committee-
and
this
is
also
has
representatives
director
Michael
belly,
a
from
the
county,
dr.
Dhawan,
from
County
House
of
education,
secretary
sued,
Bank,
SBC,
n,
rural
San,
Jose
different
staff,
and
this
policy
team
is
looking
at
more
than
just
what
we're
doing
now.
They're
kind
of
looking
at
this
whole
food
situation
and
we're
also
looking
at
okay,
based
on
all
the
work
that
we've
done
in
the
last
five
weeks.
D
What
are
some
policy
issues
that
we
also
need
to
really
work
on
on
a
parallel
track?
So,
for
example,
last
week
we
had
our
meeting
and
we
unanimously
agreed
that
one
of
our
main
policy
areas
of
focus
needs
to
be
increasing.
The
accessibility
of
programs
like
CalFresh
WIC,
snap
online,
just
in
the
last
four
or
five
weeks,
CalFresh
has
increased
by
60%,
and
yet
we
still
haven't
even
yet
yet
that
resource
is
still
not
accessible
to
everyone.
So
we're
making
we're
developing
strategies
aimed
at
increasing
the
accessibility
of
CalFresh
and
programs
like
that.
D
So
this
is
not
just
about
feeding
people
individually
in
the
short-term.
It's
also
looking
at
policy
issues
on
a
parallel
track
and
then,
of
course,
we
have
our
our
liaison
trenches
working.
You
know
we
often
hear
from
from
chemicals
our
liaison
a
lead
as
well
as
Chris
Burton,
and
then
our
work
between
City
and
County
EOC.
So
we
can
go
to
the
next
slide.
D
This
is
again
kind
of
a
deeper
dive
into
some
of
the
staff
and,
if
you
take
a
quick
second,
it
kind
of
just
browsed,
the
staff
talked
to
other
things,
digits
and
and
and
just
in
terms
of
the
support
of
this
food
distribution
structure.
We
we
have
about
a
hundred
and
nine
city
staff
and
that's
not
counting
staff-
and
you
hear
about
this
later-
that
we
deployed
out
to
nonprofits
so
109
within
the
EOC
structure
that
I
just
identified
doing
this
work
of
feeding
the
most
vulnerable
next
slide.
D
Please
you
know
over
the
course
the
last
few
weeks
you
know,
we've
really
been
heartened
by
what
we,
what
we've
come
to
kind
of
call
food
heroes,
and
there
are
so
many
food
heroes
out
there,
but
we
wanted
to
kind
of
call
your
attention
to
a
few
in
this.
First
picture
here:
this
is
a
Martinez
and
she's
she's.
Actually
a
staff
worker
and
working
in
the
capture
overhead
norsu,
but
she's
been
there
she's
been
relentless
about
working
there
at
Dorsey
elementary
school.
D
Just
at
that
sight
alone,
122,000
more
than
hundred
twenty
thousand
meals
have
been
served
between
that
and
six
other
sites.
I
should
say
in
that
second
picture:
this
is
a
volunteer.
His
name
is
Mark
murse
and
he's
a
driver
and
he
loads
up
his
vehicle.
He
shows
up
and
he's
doing
all
this
on
his
dime
again
he's
a
volunteer.
I
mean
just
koban.
It's
it's
with
all
the
pain
that
it's
caused,
a
lot
of
people
and
families.
D
D
This
is
Peggy
edge,
and
this
is
interesting
because
Peggy
edge
was
actually
a
driver,
a
distributor
of
meals
on
wheels
food,
but
given
she
isn't
she's
81
years
old
and
we
have
a
permission
to
share
that
and
she
you
know
she
given
her
vulnerable
classification
in
an
age
range,
she
became
a
recipient
of
services,
and
so
she
went
from
being
a
driver
to
a
recipient
and-
and
that's
been
awesome
to
see
too
so
again,
food
heroes.
You
know
they
become
just
as
important
as
first
responders
as
they've
been
direct
responders.
So
next
slide.
Please.
D
This
work
is,
has
not
just
been
a
city
of
sounds
they
left.
In
fact,
this
work
bottom
line
could
not
be
done
without
partnerships
with
the
nonprofit
sector
and
and
right
here
you
have
a
list
of
organizations
where
we've
been
it.
We've
already
been
able
to
identify
funding.
We've
already
taken
this
recommendation
before
you.
It's
already
been
approved.
This
is
these
are
funding
arrangements
that
have
already
then
approved
by
you,
the
council
and
already
in
the
works.
D
What
we
were
able
to
do,
thanks
to
coordination
with
the
housing
department,
is
take
1.2
million
dollars
in
CDBG
funding
and
redeploy
that
money
directly
to
food
distribution
sites.
So
you
see
the
Health
Trust
loaves,
&,
Fishes,
martha's
kitchen
and
first
five,
the
first
five
one
I
want
to
kind
of
highlight,
because
this
is
one
of
a
two-prong,
first,
five
partnership
specific
to
diapers
and
wipes
as
you
as
you
notice.
We
make
reference
to
food
and
necessities.
D
So
it's
not
just
food,
but
it's
also
other
necessities,
as
we
identify
the
need
and
diapers
and
wipes
and
low-income
communities
has
definitely
emerged
as
one
of
the
top
needs.
First,
five
stepped
up
working
with
a
lot
of
weather
or
nonprofit
partners;
they
use
their
Family
Resource
Center's
as
distribution
sites,
and
we've
been
able
to
fund
this
out
of
the
CDBG
pot
of
money
to
make
that
happen
next
slide,
please.
D
Next,
next
slide,
if
we
kind
of
step
back,
you
know
the
the
silicon
belly.
A
strong
web
site
has
been
a
blessing
in
disguise
here,
I
mean
people
have
really
responded.
Well
to
it.
We
have
received
more
than
3,000
volunteers
in
cake
with
respect
to
food
alone.
We
have
already
deployed
2361,
as
of
yesterday
to
various
sites.
Some
of
the
some
of
the
sites
that
have
there
are
recipients
of
many
of
our
volunteers.
You
have
Aki
and
LM
Raghava
charities.
D
You
have
Salvation
Army
sacred
community
center,
the
Portuguese
Senior
Center
buckle
me
the
Palo
Alto
st.
Isabelle's
kitchen,
sending
out
community
services.
The
list
goes
on
they're
all
listed
there.
Many
nonprofits
were
hit
pretty
hard,
especially
a
lot
of
the
food
distribution
sites
with
the
loss
of
their
own
volunteers,
and
we
were
able
to
really
stand
up
and
deploy.
Volunteers,
make
sure
they're
trained
properly
equipped
with
PP&E
to
make
sure
that
food
distribution
remains
seamless
and
consistent
and
so
and
again
done
in
partnership
with
with
these
groups,
we
support
them.
They
feed
the
community.
D
It's
a
great
partnership.
In
addition
to
that,
we've
also
deployed
53
city
sounds
a
staff
to
some
of
these
nonprofit
organizations.
Often
times
we
get
specific
requests,
whether
it's
administrative
forklift
drivers,
you
name
it,
there's
a
number
of
different
specific
requests.
We
have
a
lot
of
talent
within
our
city
organization.
We
write
we
were
able
to
identify
more
than
50
Singh
step
and
actually
deploy
them
and
place
them
there
at
these
locations.
D
D
The
state,
restaurant
pilot
and
and
the
mayor's
office
is
very,
and
their
leadership
has
been
very
involved
with
helping
to
drive
that
program
and
that
concept
we've
been
in
step
with
with
the
mayor's
office
and
with
the
governor's
office
around
this
and
and
shortly
you'll,
hear
more
information
about
a
roll
out
here
and
in
our
city
and
actually
it'll
be
a
countywide.
A
strategy
sounds
the
Unified
School
District,
the
Health
Trust
hunger
at
home
team
sounds
a
first
five
veg
elution
again
another
list
of
all
the
different
nonprofit
partners.
D
I
do
want
to
take
a
second
here
to
also
you
know,
acknowledge
some
challenges
that
we're
having
because
many
of
our
nonprofits
and
again
kudos
to
all
them.
They
have
stepped
up
and
they
have
they
have
been
providing
this
work.
We
have
not
been
able
to
move
fast
enough
to
get
these
contracts
out
the
door
and
I
can
spike.
It
come
up
with
ten
legitimate
reasons
as
to
why,
but
the
bottom
line
is
really
FEMA
themselves
were
not
really
prepared
for
a
pandemic
such
as
this,
and
so
in
a
lot
of
ways.
D
The
rules
are
being
developed
around
reimbursement
and
funding.
We
have
literally
standing
meetings
with
FEMA
Keller,
we
s
and
we
internally.
We
believe
we
have
a
a
path
forward
to
really
expedite
these
contracts
are
in.
Our
intention
was
to
come
to
you
today
with
the
first
crunch
of
those,
but
but
but
as
a
recall
yesterday,
with
FEMA,
we
needed
a
pivot
and
make
some
changes.
That
was
a
very
frustrating
delay,
especially
frustrating
I
know
to
our
nonprofit
partner,
so,
but
but
I.
D
On
the
one
hand,
I
want
to
acknowledge
their
work,
and
secondly,
I
also
want
to
assure
you,
the
council
and
our
nonprofit
partners
that
this
is
one
of
our
number
one
priorities,
because
we
recognize
that
this
also
creates
an
economic
hardship
on
our
nonprofit
partners,
and
that
is
not
lost
on
us,
and
so
we
are
working
around
the
clock
to
make
sure
we
get
this
moving
forward
in
terms
of
our
nonprofit
partners.
But,
as
you
can
see,
we
have
many
of
them
and
again
want
to
thank
them
for
their
service
next
slide.
D
Please,
we've
also
engaged
the
private
sector,
not
to
the
extent
that
we
have
the
nonprofit
sector,
but
I
want
to
kind
of
call
out
a
couple
of
partnerships
that
we
have
doordash
really
stepped
in
in
in
a
very
significant
way,
especially
with
the
Health
Trust.
When,
when
co-lead
response
broke
out,
we,
you
know
we
lost
a
lot
of
our
drivers
that
were
providing
and
delivering
the
actual
meals
on
wheels
a
service.
D
So
we
were
able
to
reach
out
to
door
and
develop
a
public-private
partnership,
really
negotiate
a
really
extremely
good
deal
around
that
that
transaction
and
we
were
able
to
kind
of
keep
not
only
the
pre-existing
users
of
meals-on-wheels
fed,
but
we've
also
have
increased
pretty
exponentially
and
which
is
why
you'll
also
see
we'll
be
coming
back
with
some
additional
recommendations
on
more
funding
for
the
health
press,
just
to
continue
to
support
that,
and
then
on
that
last
slide.
Revolution
foods
is
another
one.
D
You
know
revolution
foods
we
ready
to
an
agreement
with
them
to
number
one
by
capacity
and
number
two
to
use
them
as
a
safety
net,
as
we
work
with
our
especially
our
school-based
programs
that
that
some
of
which
we're
having
a
little
trouble
getting
started
early
on,
and
so
we
were
able
to
tap
into
that
revolution
foods
contract
and
provide
that
safety
net.
And
what
we've
done
with
that
contract
is
we're
specifically
focused
on
wonderful
communities,
low-income
communities
that
really
need
additional
response
based
on
just
economic
hardship
of
Kobe.
D
This
last
slide
here
in
this
slide.
Here
it
basically
gives
you
a
snapshot
of
you,
know,
completed
and
planned
funding.
Today,
you
can
see
that
both
of
our
partnerships
are
very
nonprofit,
centric
and,
and
we
there
should
be,
and
at
the
same
time,
we're
also
reaching
out
to
the
private
sector
and
I.
D
Think
I
have
one
last
slide
here,
which
is
the
next
one
now
worst
case
situation
in
the
event
that
need
continues
to
emerge
and
economic
hardship
continues
to
impact
families,
one
of
the
things
that
we've
also
done
with
our
two,
our
futures
group,
as
they've
identified
the
need
to
really
you
know
scale
up.
We
have
a
strategy
in
place
where
we
have.
We
have
reserve
capacity
with
revolution
foods
in
the
event
that
we
have
to
scale
up
to
the
to
the
tune
of
150,000
meals
per
day,
not
per
week
but
per
day.
D
So,
in
the
event
that
there's
issues
that
something
happens
with
stockpile
with,
with
with
availability
of
resources,
we
have
been
able
to
get
a
commitment
from
revolution
foods
to
buy
a
capacity
and,
as
you
know,
there
are
many
cities
that
are
that
are
really
reaching
out
to
many
of
these
different
food
companies.
We,
given
our
relationship
with
them,
and
our
partnership
over
this
COBIT,
have
reserved
some
of
that
capacity
so
worst
case.
This
is
our
ring.
D
A
situation
here
we'll
be
able
to
tap
into
that
funding
or
that
contract
should
we
should
we
need
to
to
utilize
them
the
future.
That
is
not
a
executed
contract
that
is
kind
of
waiting
in
the
wings.
In
the
event,
we
need
to
scale
up,
and
at
that
point,
that
that
pretty
much
is
my
presentation
and
again
I
just
want
to
take
this
time,
to
really
give
a
big
shout
out
to
the
to
the
many
staff
that
are
really
the
food
heroes
with
all
this,
and
thank
you.
C
Angel,
thank
you
so
very
much.
You
know
we
don't
get
much
of
a
pause
in
the
EOC,
so
actually
this
is
the
first
time
I've
had
to
kind
of
sit
and
just
listen
to
that
from
you
and
it's
just
frankly.
It's
really
inspiring,
even
though
I'm
part
of
it
to
see
and
hear
all
the
things
that
you
have
done
with
your
leadership
and
your
team
has
done
with
their
leadership
and
action.
C
I
think
also
about
the
frameworks
that
we
use
to
think
about
our
work,
such
as
the
equity
framework
and
how
this
affects
affects
those
who
have
the
least
and
I
think
you
know
one
of
things
that
you
and
I
have
discussed
as
I
see.
This
is
very
much
responsive
to
that
equity
framework
where,
where
we
are
standing
up
literally,
an
entire
new
department
focused
exclusively
on
a
needs
driven
approach
for
those
who
are
most
vulnerable.
C
So
the
big
appreciation
for
me
to
you
and
the
team
for
your
work
I
wanted
to
take
a
moment
and
and
bring
us
all
up
to
speed
on
the
new
counties.
Public
Health
orders.
It
took
effect
yesterday,
May
4th
and
just
highlight
a
couple
of
key
aspects
from
those
orders,
as
you
probably
most
of
you
know,
and
will
hear
in
more
detail
in
a
little
bit.
All
construction
projects
can
now
resume,
provided
they
comply
with
safety.
C
Product
protocols,
commercial,
as
well
as
residential
real
estate
transactions,
are
allowed
to
fully
resume,
as
well
as
the
supporting
services
and
then
for
essential
workers.
Only
childcare
establishments,
summer
camps,
schools
and
other
programs
can
operate
in
these
stable
pods
of
12
to
provide
support
for
those
essential
workers.
C
I
think
many
of
those
are
including
us
are
still
figuring
out
exactly
how
to
do
that,
but
that
is
now
permissible
for
essential
workers
under
the
new
County
Recorder's
outdoor
businesses
are
now
allowed
to
operate
and
I
do
want
to
stipulate
those
are
the
types
of
businesses
that
took
place
outdoors
before
the
orders,
not
all
the
kinds
of
businesses.
You
could
conceivably
run
outdoors
if
you
tried
so
things
like
gardening
and
lawn
care
and
other
things
like
that
are
definitely
allowed.
You
can't
just
run
a
business
and
have
it
outside
and
have
it
qualify.
C
However,
as
the
other
thing
that's
allowed
is
all
residential
moves
are
now
allowed
to
proceed
without
any
complication
and
outdoor
recreation
facilities
that
do
not
encourage
gathering
or
contain
high-touch
equipment
can
open
so
translation.
You
can
golf
as
long
as
you
do
it
with
singles
and
in
compliance
with
the
public
health
guidance
on
distancing,
so
I
also
want
to
draw
attention
in
the
new
order.
There
are
clarification
on
the
indicators
that
will
guide
us
as
we
go
forward
on
getting
out
of
this
and
changing
and
adding
more
services.
There
are
five
indicators.
C
The
the
one
at
the
top
is
the
number
of
hospitalizations
which
we
have
seen
good
progress
on,
and
that
is
flattening
and
number
two
is
sufficient
hospital
capacity
to
meet
the
needs
of
our
residents.
We
are
green
on
that
as
well.
At
the
moment,
we
have
that
capacity.
Number
three
is
testing
an
adequate
testing
amount.
C
We
are
not
meeting
that
threshold,
yet
we
have
probably
at
best
a
quarter
of
the
way
countywide
toward
that,
but
there
are
significant
efforts
to
the
county's
undertaking
and
we
are
collaborating
with
them
to
begin
to
ramp
up
testing
number
four
is
case:
investigation
contact,
tracing
isolation,
quarantine.
We
are
also
not
where
we
need
to
be
on
this
one
particularly
the
case.
Investigation,
contact
tracing
and
the
county
again
is
in
the
lead,
and
it's
ramping
up
efforts
on
that
and
then
the
last
one
relates
to
personal
protective
equipment.
C
The
biggest
gap
in
this
is
our
access
at
the
county,
level
and
city
level
to
gowns,
Kim
suits
and
other
protective
measures.
Most
of
the
other
forms
of
personal
protective
equipment,
including
the
masks.
We
have
a
30-day
supply
on,
but
we'd
like
to
boost
that
up
to
a
60
day
supply.
So
we've
got
a
long
way
to
go
on
these
indicators
before
we
can
see
serious
shift
and
again
as
a
reminder.
C
The
way
we've
been
talking
about
this
is
this
is
a
long
game,
probably
a
very
long
game,
with
a
gradual
and
iterative
return
to
a
broader
range
of
activities.
We
still
consider
ourselves
in
stage
5,
though
we
have
opened
up
a
range
of
services
such
as
construction
and
others.
We
still
haven't
seen
that
broader
reopening
that
that
we
would
characterize
this
stage
six,
so
we've
we
will.
C
How
I
was
handling
the
PV
PPE,
the
safe
social
distancing
communications
and
dealing
with
everything
in
a
different
world,
as
were
the
construction
workers
having
to
deal
with
the
new
world
for
them?
The
good
news
is
the
inspector
was
eight
inspection
was
able
to
proceed
safely,
the
construction
was
ongoing
and
the
output
of
the
construction
is
going
to
be
more
housing
units
built.
So
it
was
really
a
nice
way
to
start
out
the
week.
E
Thank
You
Kip
Rosalyn
Huey,
director
of
the
Department
of
planning,
building
and
code
enforcement
good
afternoon,
mayor
city,
council
and
members
of
the
public.
So
last
week,
I
was
with
you
sharing
about
our
work
in
terms
of
continuing
to
deliver
development
services.
Do
the
during
the
shelter
in
order
and
we're
very
excited
and
thankful
that
last
week
the
county
did
revise
the
order,
as
KITT
mentioned
and
starting
yesterday,
all
construction
activity
can
now
resume,
which
means
our
inspection
team
are
now
able
to
conduct
all
on-site
building
inspections.
So
we're
very
excited
about
that.
Next
slide.
E
Kip.
So
just
wanted
to
share
with
you
some
of
the
key
steps
that
we
we
undertook
to
make
sure
that
our
inspection
team
had
the
tools
and
the
resources
they
need
to
get
back
to
work
yesterday
morning.
So,
first
and
foremost,
safety
safety
is
very
important
in
terms
of
the
line
of
work
that
they
do.
It's
always
an
issue
every
day
in
their
jobs,
but
particularly
now
doing
the
club
in
1910
Demick.
We
want
to
make
sure
that
our
inspectors
are
safe
and
that
they
can
work
safely.
E
So
we
were
able
to
hold
a
safety
training
for
all
of
our
inspectors
that
was
held
Friday
morning.
They
got
lots
of
good
information
and
instruction
regarding
safe
practices.
We
were
also
able
to
put
together
a
frequently
asked
question
document,
because
obviously
they
had
they
had
some
questions
and
we
want
to
make
sure
that
we
were
able
to
provide
them
with
good
information,
good,
consistent
information.
So
we
were
able
to
share
that
with
them
as
well.
E
We
were
able
to
secure
all
of
the
PPE
that
was
needed
now
that
we
have
additional
inspectors
out
in
the
field
so
staffed,
actually
on
securing
all
of
that
and
getting
it
organized
I'm
over
the
weekend.
So
yesterday
all
of
these
inspectors
had
their
equipment
and
then
we're
glad
about
this
final
point.
E
They
can
use
their
tablets
and
complete
their
inspection
forms
on
that
device,
so,
secondly,
around
the
area
of
communication
also
very
important
making
sure
that
we
were
delivering
very
clear
and
consistent
messages
for
all
of
our
customers.
So
we
immediately
updated
all
of
our
information
on
the
PCB
website.
We
updated
information
on
SJ
permits,
org,
which
is
our
public
portals.
So
this
is
the
place
where
our
customers
go
to
get
their
information
and
to
actually
apply
for
many
permits
online.
E
We
did
direct
outreach
to
our
developers
and
construction
roundtables.
So
this
is
a
group
that
we
meet
with
regularly
and
we
got
an
email
out
to
them
last
Thursday
to
make
sure
that
they
knew
that
we
were
ramping
up
to
start
work
yesterday
and
then
we
provided
an
item
in
Friday's
flash
report.
So
members
of
the
public
were
fully
aware
and
then,
of
course
we
did
some
direct
contact
with
many
of
our
customers
around
scheduling.
Obviously
we
had
a
lot
of
work
to
do
so.
E
We
wanted
to
be
proactive
and
getting
to
our
customers,
particularly
on
our
high-impact
projects.
We
have
a
list
I
believe
of
27
different,
high-impact
projects.
We
coordinated
with
the
office
of
economic
development
staff
in
contacting
those
customers,
and
then
we
had
already
been
contacting
many
of
our
customers
who
appointments
had
already
been
counseled
when
the
order
first
took
in
effect,
so
we
did
outreach
to
them
and
again
we
provided
updated
information
on
the
public
portal
and
then
around
the
issue
of
compliance
again.
E
This
is
this
is
very
important
because
we
want
our
inspectors
to
concentrate
on
their
jobs,
they're
on
the
site,
to
conduct
building
inspections
they're
not
on
those
sites
to
be
police
right.
So
we
want
to
make
sure
first
of
all,
they
had
the
information
available
to
them
to
say,
hey
what
do
I
do
if
I
do
see
something
that
is
in
violation
of
the
county
protocols.
So
we
train
them
on
that
information
we
coordinated
with
the
police
department.
E
E
Then
staff
also
focused
on
those
customers
again
whose
appointments
were
previously
canceled
to
see
if
they
were
ready
to
rescheduled
and
we
were
able
to
get
many
of
those
customers
in
for
appointments
so
that
universe
is
about
900
different
customers.
So
you
can
see
that
in
totality
we
have
about
1500
inspections
that
have
already
been
rescheduled.
E
We
do
still
have
the
capacity
to
address
urgent
requests
as
they
come
in,
so
just
to
provide
some
context
for
you.
On
an
average
day,
our
building
inspection
team
does
about
500
inspection
counts,
so
you
see
there
will
able
to
do
about
2500
counts
each
week,
so
we
have
remaining
capacity
again
to
address
any
urgent
requests
that
may
come
in
so
then
for
the
universe
of
unscheduled
appointment.
So
this
is
these
are
appointments
that
have
not
yet
been
rescheduled
and-
and
this
includes
a
couple
of
categories
of
customers.
E
Yet
so
we'll
get
back
to
you,
so
I
just
wanted
to
note
that
then,
and
then
looking
into
the
future
we're
going
to
be
working
hand
in
hand
with
our
customers
in
terms
particularly
for
the
high-impact
projects
around
what
their
new
construction
schedules
look
like
and
when
they
might
be
ready
for
us
to
come
out
on
one
side
to
schedule.
This.
Okay
next
slide.
E
So
because
we
know
how
important
it
is
for
our
customers
to
be
able
to
reach
us
get
the
answers
they
need
and
get
their
inspection
scheduled.
We
have
put
together
a
team
that
will
serve
as
our
point
of
contact
for
our
customers,
so
our
to
building
division
managers,
bill
main
and
Mark
Garcia
are
on
point
to
receive
those
requests,
answer
questions
and
then
we're
also
coordinating
with
the
EOC
liaison
branch
through
the
OED
development
facilitation
and
Emily.
Lipoma
has
also
been
tapped
to
serve
as
a
point
of
contact
for
our
customers.
Next
slide.
E
So
I
did
want
to
share
a
little
bit
about
some
of
the
tactics
that
we
are
looking
at
last
week.
Chris
Burton
shared
many
of
those
with
you.
I
just
wanted
to
take
a
moment
to
highlight
permit
extensions,
because
we
have
heard
from
some
of
our
customers
how
important
that's
going
to
be
in
terms
of
for
them
to
be
able
to
move
their
projects
along.
We
know
there
are
many
impacts.
E
There
many
impacts
to
schedule
there,
many
financial
impacts,
so
schedules
for
projects
have
definitely
changed
so
regarding
building
permit
extensions,
this
is
actually
housed
in
title
2
of
the
Munich
Code
and
it
currently
authorizes
the
building
official
to
extend
building
permits
for
up
to
100
days.
In
addition,
if
customers
can
demonstrate
that
their
extreme
circumstances
or
hardships,
the
building
official
can
also
provide
an
additional
360
day
extension.
E
So
we
think
that
these
extensions
that
currently
are
allowed
will
accommodate
our
projects.
We've
just
heard
from
probably
two
or
three
customers
who
have
indicated
that
they
will
in
fact
need
those
extensions
next
slide.
So
on
the
planning
side,
our
planning
permit
extensions
or
what
we
call
entitlements.
E
Those
are
housed
entitled.
20,
our
zoning
ordinance
and
currently
the
the
code
reads
that
these
planning
permits
have
a
life
of
two
years.
The
code
also
allows
to
one-year
extensions
that
applicants
can
apply
for
and
it
is
an
administrative
process.
Customers
can
come
in
to
the
first
floor
and
get
it
handled
administrative
Lea.
There
is
a
small
fee
associated
with
that.
So
as
we're
thinking
a
meeting
forward,
we
have
a
couple
of
recommendations
around
extending
planning
permits,
we're
recommending
that
we
actually
just
eliminate
the
administrative
process.
E
Secondly,
in
terms
of
admitting
the
ordinance
we're
looking
at
or
suggesting
that
either
the
ordinates
can
be
changed
to
authorize
the
director
to
grant
unlimited
number
of
one-year
extensions
as
long
as
the
customer
can
obviously
just
demonstrate
that
their
unique
circumstances
and
then
the
director
would
have
the
discretion
to
to
extend
those
permits
by
one
year
or
should
the
council
decide,
you
could
just
change
the
expiration
term
from
two
years
to
four
years
for
all
planning
permits.
So
we
are
in
track
to
bring
these
ordinates
changes
to
Council
in
early
August
and
I.