►
From YouTube: 6/30/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council June 30, 2020 Meeting, Agenda Item 3.1
A
A
These
listening
sessions
created
a
space
for
really
honest
sharing
with
some
of
our
city
employees,
in
a
space
where
I
could
really
listen
to
feelings
and
concerns
and
in
ideas
about
racial
equity
and
and
the
recent
events
both
locally
and
throughout
our
nation.
I
found
it
extremely
Val,
valuable
and
very
powerful
to
hear
from
some
of
our
employees,
and
we
will
be
figuring
out
what
the
next
steps
are
and
just
wanted
to
thank
all
of
the
staff
that
were
able
to
participate
in
the
various
gear
team
members
who
facilitated
the
sessions.
A
As
far
as
our
unsung
heroes
today,
I
want
to
recognize
some
people
in
our
building
planning
and
code
enforcement
Department.
As
you
all
know,
construction
is
one
of
the
keys
to
our
recovery
and
we
really
have
three
unsung
heroes
in
the
building
division,
and
so
they
are
bill
main
mark
Garcia,
an
azalea
Miranda
mark
and
bill
are
both
division
managers
on
the
inspection
services
team
and
as
a
Lea
is
a
principal
office.
Specialist.
Are
these
three,
along
with
other
supervisors
and
team
members,
pull
together
all
the
new
procedures
to
keep
inspectors
working
efficiently
and
safely.
A
There's
a
pretty
significant
deployment
process
that
happens
in
the
morning
time.
If
you're
here
in
City
Hall,
you
can
see
it
happening.
That's
very
impressive
and
they've
just
done
a
wonderful
job
in
making
sure
that
we're
doing
our
best
to
keep
up
with
all
of
this
inspect
and
demands
in
the
city
between
May
4th
and
June
12th.
This
team
handled
nearly
15,000
an
inspection
accounts
and
I
just
want
to
mention
that
these
three
individuals,
in
particular,
we're
not
only
nominated
by
by
other
city
staff,
but
we
received
some
letters
of
recognition
from
our
permit
customers.
A
A
A
B
You
Dave
and
on
behalf
of
Kip,
Harkness
and
I,
want
to
thank
everyone
further.
We
their
work
in
the
EOC
and
the
organization
in
the
past
week,
as
we've
continued
to
focus
on
serving
our
community
aggressively
and
effectively
with
the
kovat
crisis.
This
past
week,
we've
continued
the
food
distribution
program
with
no
gaps
for
our
community.
B
This
includes
five.
Within
the
past
week
per
County
guidance.
All
of
these
sites
have
been
cleared,
except
for
two.
The
city
has
halted
inspections
at
those
at
those
two
sites.
However,
at
one
of
the
sites
we've
received
word
yesterday
of
an
additional
two
positive
tests,
and
so
we
will
continue
to
follow
the
protocols
protocols
strictly
and
not
inspect
those
sites.
That
report
positive
cases
to
protect
our
own
workforce
in
the
event
of
confirmed
cases
of
Cove
in
nineteen
at
any
job
site.
The
following
must
take
place.
B
We
immediately
remove
the
infected
individuals
from
a
job
site
with
directions
to
seek
medical
care.
Each
location
of
an
infected
worker
must
be
decontaminated
and
sanitized
by
an
outside
vendor
certified
in
hazmat
cleanups
and
work
with
all
locations
that
this
individual
may
have
been
as
a
part
of
the
logistics
or
supply
chain
of
the
construction
sites.
And,
lastly,
the
County
Public
Health
Department
must
be
notified
immediately
and
any
in
additional
requirements.
B
Her
County
health
officials
must
be
completed,
including
full
compliance
with
any
tracing
efforts
that
were
outlined
yesterday
by
the
county,
so
that
is
our
main
EEOC
update.
I'll,
be
back
later
to
talk
about
our
just
over
the
legislative
break
July
over
the
summer,
as
well
as
how
we'll
keep
in
contact
with
the
council,
but
I
will
hand
it
over
to
Ben
achayan
to
talk
about
some
of
our
financial
recovery
updates
and
our
focused
work
this
summer.
C
Thanks
Lee
first
time,
please
so
I've
been
a
chamber
director
of
intergovernmental
relations
for
the
city.
I
wanted
to
give
you
guys.
First,
a
federal
update,
as
you
know,
since
Congress
and
the
President
signed
three-and-a-half
packages
really
that
progress
has
stalled.
Currently
Congress
is
negotiating
the
fourth
package
recently.
Also
the
House
Democrats
have
introduced
an
infrastructure
bill
really
started
transitioning
the
conversation
to
economic
recovery.
Next
slide,
please,
on
the
forth
package.
As
you
know,
the
House
passed
the
heroes
Act
as
we
mentioned
yesterday.
C
This
is
a
three
trillion
dollar
package
that
covers
a
wide
range
of
activities,
including
extending
the
pandemic,
unemployment,
insurance,
additional
state
and
local
government
assistance
and
direct
stimulus
payments
to
taxpayers.
The
president
continues
to
advocate
for
payroll
tax
credits,
but
the
White
House
is
also
recently
signaled
willingness
to
continue
extending
the
pandemic
unemployment
insurance
and
then
on
the
Senate
Republican
side.
They
have
really
taken
a
wait-and-see
approach.
C
A
Senate
Republicans
continue
to
talk
about
additional
business
liability
protection
as
being
key
for
any
next
package,
and
then
we
recently
also
learned
that
senator
Rubio
is
forming
a
bipartisan
workgroup
to
talk
about
additional
small
business
programs
and
assistance
next
slide,
as
in
the
meantime,
as
I
mentioned,
the
house
is
scheduled
to
vote
this
week
on
the
moving
forward
Act.
This
is
a
one
point:
five
trillion
dollar
infrastructure
package
that
includes
funding
for
a
lot
of
traditional
infrastructure
projects,
including
those
listed
on
your
screen.
C
We
don't
anticipate
that
the
Senate
will
be
taking
action
on
an
infrastructure
proposal
and
really
we
will
wait
and
see
until
after
the
November
election
to
see
if
Congress
will
want
to
take
action
on
the
fourth
pack.
We
are
anticipating
that
there
will
be
additional
work
that
happens
in
July
July
after
the
July
4th
break
next
time.
C
Stateside
the
governor
signed
last
night,
the
state
budget
and
this
budget
deal
closed,
54
billion
dollar
deficit.
The
budget
anticipates
additional
federal
funding
as
first
some
payments
and
significant
uses
the
state's
budget
reserves.
Even
though
this
was
generally
a
budget
of
cuts,
there
is
still
investment
in
some
key
areas
for
the
city,
which
includes
515
million
from
the
state's
share
of
the
coronavirus
relief
funds
from
the
cares
Act
on
homelessness
activities,
and
this
is
actually
a
little
bit
broader
than
just
Hotel
Motel
acquisition
and
also
includes
tiny
homes
and
other
homelessness
supports.
C
It
also
include
the
300
million
dollars
in
state
general
fund
money
for
round
two
of
the
housing
assistance,
homeless,
housing
assistance
program
or
H
half
and
then
finally,
it
also
includes
fifty
million
dollars
for
a
continual
assistance
for
public
safety
power.
Shutoff
events
I
just
really
wanted
to
thank
the
mayor
for
leading
the
big
city
mayors
coalition
and
advocating
very
successfully
for
the
housing
funding
this
year
next
slide.
Please.
C
We
also
wanted
to
give
council
a
quick
snapshot
of
some
of
the
other
state
activities
that
we've
been
working
on
around
the
regulations
and
policy
side.
We
have
been
working
very
hard
on
a
couple
of
revenue
items.
One
of
them
was
protecting
access,
educational
revenue,
augmentation
fund
money,
property
tax
dollars
that
flow
to
the
county
and
also
to
cities
and
special
districts.
We've
also
been
working
on
some
changes
to
proposed
changes
at
the
Board
of
Equalization,
around
property
tax
valuations
on
the
revenue
side.
C
C
We've
been
working
closely
with
regulators
and
the
state
legislature
to
ask
for
extensions
on
those
and
then.
Finally,
on
the
regulatory
front,
we
have
been
working
very
closely
with
the
county
and
the
alcohol
beverage
control
on
outdoor
dining
restrictions,
and
so
with
that.
That
concludes
our
report
and
we
will
pass
it
on
to
Jim
and
Jackie
for
the
next
section.
D
Jackie
morales
friend
or
housing
director
will
give
the
first
part
of
the
presentation
and
frame
are
coded
19,
shelter,
krytus,
crisis
response
within
the
context,
the
community
plan
to
end
homelessness.
The
community
plan
was
almost
complete
in
March
when
kovat
hit.
Today's
presentation
is
not
intended
to
fully
address
the
community
plan.
That's
expected
to
come
in
front
of
the
council
in
late
August.
We're
contacting
it
today.
D
So
the
council
can
see
how
key
parts
of
the
city's
Kovan
shelter
response
align
with
strategy
three
of
the
community
plan
after
Jackie
presents
all
them
provide
a
focused
discussion
around
the
beautify
SJ
response,
including
services
that
were
initially
suspended
and
have
since
been
reached,
started
and
the
new
pilot
plans
and
efforts
aimed
at
addressing
the
growing
encampment
trash
and
other
blight
related
issues.
So
I'll
turn
it
over
to
Jackie
for
the
next
slide.
E
E
During
the
last
five
years,
the
focus
of
our
efforts
have
been
on
creating
a
coordinated
response
which
includes
the
city,
the
county,
nonprofits
destination,
home
and
private
sector
partners
who
focused
our
efforts
on
solving
homelessness
by
providing
housing.
New
programs
included
the
first
permanent
supportive
housing
development
in
San
Jose,
a
rapid
rehousing
program
that
provides
rental
subsidies
and
a
homeless
prevention
program
that,
before
Cove
in
nineteen,
was
serving
approximately
a
thousand
families
and
individuals,
because
all
the
data
was
being
finally
collected
into
one
system,
which
is
our
HMIS
system.
E
The
data
showed
us
that,
despite
these
shifts
in
providing
housing
for
people
for
every
one
person,
we
housed,
three
new
people
were
becoming
homeless
and
again
this
is
pre
kovat
nineteen.
We
also
heard
loud
and
clear
from
both
the
city
from
both
the
city
council,
our
house
and
unhoused
residents-
that
supportive
housing
solutions
were
taking
too
long,
and
we
needed
to
include
interim
housing
solutions
next
slide.
E
The
new
community
plan
to
end
homelessness
includes
a
strategy
to
improve
the
quality
of
life
for
unsheltered
into
individuals
and
create
healthy
neighborhoods
for
all
well
Jim's.
Our
so
stated,
the
focus
of
this
presentation
is
not
on
the
community
plan.
I
wanted
to
highlight
that
the
community
plan
continues
to
be
our
roadmap
in
developing
and
implementing
solutions,
even
when
we
are
responding
to
Kovach
19
X
Y.
E
E
In
looking
at
strategy,
3,
which
again
was
to
improve
the
quality
of
life
for
unsheltered
individuals
and
to
create
healthy
neighborhoods,
this
strategy
also
set
out
some
goals.
Two
of
them,
which
are
included
in
our
kovat
19
response.
One
is
to
double
the
number
of
year-round
shelter
in
addition
to
increasing
street
outreach
and
hygiene
services,
as
I've
mentioned
already,
we've
added
over
1100
beds,
but
because
of
the
need
to
thin
the
shelter's
out,
the
total
capacity
that
we
actually
added
was
605.
E
We
also
focused
another
part
of
our
response
on
providing
app
outreach
and
hygiene
and
sanitation
stations
to
larger
encampments
and
I'll.
Explain
more
about
that
strategy
in
this
presentation.
Next
next
slide,
please,
as
Jim
has
already
shared
the
EOC
created
three
branches
that
are
all
responding
to
implementing
a
kovat,
19
response
and
I'm,
going
to
focus
on
the
homeless,
support
branch
and
the
emergency
interim
housing
branch
next
slide.
E
Gwyn
Kovac
19
hit
the
housing
department
immediately
reached
out
to
the
county
to
develop
one
coordinated
plan.
We
meet
weekly
with
the
county
destination
home
to
discuss
challenges
and
solutions
and
Reagan.
Our
deputy
director
is
actually
embedded
in
the
county
EOC
in
order
to
ensure
that
we
have
close
communication
and
we
are
aligned.
E
E
One
of
the
first
actions
we
took
was
to
create
a
shelter
hotline
prior
to
kovat
19,
a
person
had
to
check
each
individual
shelter
to
find
out.
If
there
was
space
available
now,
person
just
needs
to
call
the
hotline
and
the
person
will
receive
a
call
within
24
hours
or
one
business
day.
One
of
the
complaints
that
I've
heard
is
that
the
person
didn't
get
a
recall
back.
The
county
calls
are
logged
and
tracked.
E
E
Motels
and
hotels
are
being
used
for
vulnerable
residents
and
therefore,
if
the
caller
doesn't
meet
the
definition
of
vulnerable,
the
person
is
offered
space
at
one
of
our
congregate
shelters.
Often,
the
caller
rejects
that
shelter
option,
because
their
preferred
option
is
the
motel
room,
and
so
it
isn't
the
case
that
we're
not
offering
an
option.
It's
often
the
case
that
the
option
that
is
being
provided
is
not
one
that
the
caller
wants.
E
Secondly,
we've
expanded
our
shelter
system
and
again
one
of
the
first
needs
we
identified
was
the
need
to
thin
out
our
shelters
to
allow
for
social
distancing.
The
city
opened
Parkside
Hall,
South
Hall
and
the
family
shelter
at
Camden
community
center.
The
has
taken
the
lead
in
leasing,
hotels
throughout
the
county.
Almost
half
are
located
in
the
city,
but
the
remaining
rooms
are
located
in
six
other
cities
in
the
county.
One
question
I've
been
often
asked
is:
why
are
there
still
empty
hotel
rooms?
E
E
The
interim
housing,
the
emergency
interim
housing
branch,
is
moving
forward
with
the
three
interim
housing
sites,
with
our
first
sight
on
Monterey
Road
at
Bernal
skelp
scheduled
to
open
up
in
late
July
and
we've.
Given
you
a
presentation
on
this
particular
strategy,
next
slide
our
final
strategy
that
we've
been
using
is
to,
and
and
it's
because
it's
in
response
to
Cove
in
nineteen
and
because
we
do
not
have
sufficient
shelter
to
meet
the
needs
of
our
unhoused
residents.
The
city
is
providing
hygiene
solutions
and
our
larger
encampments
to
keep
people
safe.
E
We
have
developed
a
three
pronged
approach.
The
first
approach
includes
hygiene,
which
has
hand-washing
stations,
portable
restrooms,
mobile
showers
and
trash
pickup
you'll
hear
more
about
trash,
pickup
Fujin.
The
second
part
of
this
strategy
is
street
outreach.
You
may
recall
that
we've
had
better
outcomes
from
the
path
outreach
teens
downtown
because
they
are
able
to
focus
their
efforts
with
regular
visits
and
communication
with
downtown
homeless
individuals
by
providing
regular,
focused
outreach
to
selected
encampments.
We
hope
to
achieve
similar
results.
E
E
The
housing
solutions
include
access
to
the
shelter
hotline,
housing
assessments
to
ensure
that
we,
if
we
identify
somebody
who's
living
in
an
encampment,
we
get
them
signed
up
for
housing
programs
and
finally,
under
development
is
our
new
housing
program,
problem-solving
approach,
and
with
that
there
are
some
people
we
can
get
off
the
streets
by
looking
at
other
creative
solutions
where
they
might
be
able
to
stay
with
a
friend
or
family
member.
But
the
goal
and
housing
problem
solutions
is
to
get
somebody
off
the
street
as
quickly
as
possible.
E
We
also
hope
to
expand
our
outreach
by
providing
enhanced
outreach.
We
want
to
include
a
mental
health
worker
to
provide
support
to
our
residents
and
limiting
campement,
who
are
having
an
experiencing
challenge
of
challenging
situations,
and,
finally,
Jim
will
discuss
a
proposed
waste
management
service
that
we
hope
to
implement
very
shortly
and
with
that,
I
will
turn
it
over
to
Jim.
D
So
the
EOC
has
been
scaling
its
beautify
SJ
response
during
Cova
based
upon
what
the
county
order
has
allowed
and
what
we
thought
was
prudent.
Stopping
the
spread
of
kovat
was
the
highest
priority
by
far
in
the
March
and
April
timeframe,
as
the
county
public
orders
evolved
in
the
city
gained
a
better
understanding
and
capability
on
how
to
provide
certain
services
safely.
D
So
in
march,
under
the
first
county
order
in
public
health
guidance,
the
city
continued
certain
basic
beautify,
SJ
services,
but
suspended
other
and
the
notices
suspensions,
our
encampment
abatements
and
the
associated
cleanings
neighborhood
dumpster
days,
the
rapid,
illegal
dumping
team
and
the
SGA
bridge
cleaning
program.
You
can
see
that
on
the
table
on
this
slide.
D
D
So
this
certainly
didn't
put
us
in
a
good
position
to
address
all
that
we
need
to,
but
we
are
reece,
KO,
parrots
and
getting
focus.
So
let
me
go
to
the
next
slide,
so
this
slide
aims
to
scope
and
frame
the
large
widespread
nature
of
both
the
homeless,
encampment
challenge
and
the
illegal
dumping
problem.
The
map
on
the
Left
notes
the
5,000
unsheltered
residents
in
our
city
that
jackie
referenced
earlier
and
the
thousands
of
complaints
the
city
has
received
since
December
2019
about
encampments,
which
are
denoted
by
the
triangles
on
the
map
on
the
left.
D
D
So
this
slide
shows
the
severity
and
complexity
of
the
challenge,
but
the
problems
intersect
yet
are
distinct
and
not
the
same.
Both
are
individually
complex
and
have
various
root
causes
that
are
not
easily
identified
or
solved
their
widespread
and
they
touch
every
part
of
our
city.
Although
it's
clear,
certain
parts
of
our
city
are
much
harder
hit,
however,
just
prioritizing
the
hardest
hit
areas
of
the
city
does
not
adequately
address
the
challenge,
leaving
staff
in
a
whack-a-mole
response
mode.
When
dealing
with
the
continuous
flow
of
complaints.
D
D
So
staff
recognized
during
coded
that
normal
department,
structures
and
approaches
were
not
capable
to
address
this
complex
challenge
and
a
new
organizational
response
was
needed.
Much
like
we
did
on
emergency
interim
housing,
we
stood
up
a
beautiful
ISJ
branch
in
the
EOC
to
restart
suspended
services,
to
coordinate
services
better
and
to
pivot,
towards
the
protest,
damage
and
graffiti
response
as
well.
More
recently,
we
focused
this
effort
on
encampment
trash
and
illegal
dumping
backlogs
and
developing
a
long
term
plan.
D
After
we
moved
past
kind
of
AOC
response
mode,
the
team
is
being
led
by
Rick
Scott,
deputy
director
and
d-o-t
Olympia
Williams
from
PR
NS
is
the
operations
coordinator,
Sarah
Zarate
a
from
the
city
manager's
office
is
the
plans
coordinator,
Amory
Brandt
from
the
city
manager's
office?
Is
the
data
analyst
and
John
Geyer
from
ESD?
Is
our
waste
management
and
disposal
disposal
expert?
The
team
literally
has
met
every
day
over
the
past
two
weeks
to
work
the
problem
and
address
the
urgency
of
the
situation
next
slide.
Please.
D
So
the
branch
has
identified
three
interrelated
goals.
The
first
goal
is
to
immediately
ramp
up
resources,
an
increase
emergency
trash
pickup,
where
needed,
and
to
develop
a
systematic
waste
disposal
approach
for
encampment
residents.
I.
Think
it's
important
to
understand
this
point.
Almost
every
one
of
our
1
million
residents
receives
garbage
and
recycling
services
on
a
weekly
basis.
The
reality
is
our
5,000
unsheltered
residents,
don't
own
a
rent
property
and
don't
have
corresponding
garbage
service.
Nonetheless,
they
generate
trash
and
recycling,
but
with
no
effective
way
to
contain
or
dispose
of
it.
D
Imagine
what
each
one
of
our
streets
would
look
like
if
the
garbage
haulers
that
serve
our
residents
is
each
week
did
not
come
to
pick
up
and
further.
Imagine
if
we
did
not
have
carts
to
put
the
garbage
in
and
just
push
the
loose
garbage
of
the
curve
at
homeless
encampments.
The
city
is
left
with
the
task
of
responding
on
an
ad
hoc
basis
to
collect
and
pick
up
loose
trash
bags
and
all
types
of
debris.
It's
not
an
efficient
system.
D
Next
slide,
please.
So
this
slide
identifies
specific
actions
and
objectives.
The
branch
will
deploy
over
the
next
eight
weeks
and
then
continue
through
the
end
of
December
2020,
the
timeframe
that
we
have
for
the
use
of
the
coronavirus
relief
funds
that
are
allocated
to
this
activity.
I'll
highlight
a
few
of
them.
D
We're
going
to
be
investing
those
coronavirus,
relief
funds
to
support
encampments
sanitation
while
we
have
suspended
abatements,
which
were
the
main
cleanup
tool
for
encampments
precoded,
we're
going
to
figure
out
a
more
effective
and
efficient,
regular
trash
container
disposal
system
for
the
60-plus
encampment
sites.
We're
going
to
deploy
a
dumpster
pilot
program
immediately
at
large
encampments,
where
large
amounts
of
trash
is
being
generated,
we're
going
to
safely
redeploy
services
during
Covent,
Stage,
six
and
seven
so
that
all
beautify
SJ
services
are
active,
coordinated
and
providing
services.
D
We're
going
to
identify
and
prioritize
hotspots
from
a
need
and
equity
lens,
and
then
over
the
long
term.
We
want
a
pilot
measure
and
learn
from
goal
one
and
two
activities
and
clearly
redefine
the
program,
purpose,
goals
and
measures
of
success
that
allow
us
to
identify
the
service
delivery
gaps
and
to
recommend
a
unified
resource
and
service
plan
that
achieves
success.
Clean
City
next
slide.
D
This
is
to
support
the
county's
efforts
to
Kovan
test
and
trace
positive
cases
among
those
in
encampments
and
to
provide
isolation
to
avoid
spread,
but
certain
conditions
create
public
safety
hazards,
and
this
protocol
aims
to
address
public
rights-of-way
liked
streets,
sidewalks
and
trails
that
are
in
camp
blocked
or
impassable.
The
recent
Guadalupe
River
Trail
outreach
cleaning,
and
clearing
of
the
trail
is
an
effort
to
maintain
access
to
public
rights-of-way
while
addressing
large
amounts
of
trash
and
debris
and
not
force
long-distance
relocations
of
unsheltered
people.
D
The
next
slide
just
gives
a
quick
example
of
kind
of
what
we're
dealing
with
that.
These
pictures
kind
of
the
upper
left
one
shows
green
bags
that
are
distributed
by
the
beautify
SJ
team
as
a
way
to
contain
trash
I,
make
it
easier
for
unsheltered
to
place
their
trash
and
to
make
pickup
more
orderly.
The
bottom
pictures
show
trash
that's
loose,
it's
very
labor-intensive
to
pick
up,
hence
the
need
for
more
organized
kind
of
waste
management
system.
D
Last
slide
is
just
really
concluding.
Obviously
we
have
next
slide.
Please
just
have
we
have
a
major
effort
underway
around
trying
to
shelter
as
many
people
as
possible
outreach
to
as
many
people
as
possible
have
conditions
in
the
encampments
be
as
sanitary
as
possible
and
then
to
try
and
address
the
beautify,
SJ
and
trash
elements
of
it
as
well.
That
concludes
this
presentation
and
then
I'll
turn
it
over
to
Regan
henagar
who's,
going
to
give
a
brief
report
on
the
emergency
trailers
that
were
sent
to
the
city
so
I'll
turn
it
over
to
Regan.
F
The
decision
was
made
to
deliver
the
trailers
to
the
Kelly
Park
parking
lot.
The
location
was
selected
because
it's
city
controlled
and
there
was
no
time
to
negotiate
a
lease
with
a
private
entity.
The
lot
was
also
closed
due
to
the
Happy
Hollow
park,
closure
and
Kelly
Park
closure
and
the
lot
size
was
large
enough
to
accommodate
104
are
v's.
Although
the
city
had
never
used
RV
trailers
as
an
emergency,
shelter
or
housing
solution
for
homeless,
the
EOC
and
housing
department
staff
were
hopeful.
The
trailers
could
provide
a
creative
solution
to
this
unprecedented
health
crisis.
F
F
So
there
were
significant
set
up
in
operations
involved.
It
took
two
months
to
get
the
trailers
repaired
and
placed
into
working
order.
The
setup
and
repairs
needed
were
significant.
The
90
damaged
trailers
included
things
like
damaged
cabinets,
missing,
cabinets,
missing
beds,
broken
appliances,
missing
gas,
canisters,
missing,
propane
tanks,
damage
took
ups
for
electric
sewer
and
water
and
even
holes
in
the
side
and
roofs
of
some
trailers.
Some
were
missing,
bed
comer
covers
and
others
missing
plumbing
fixtures.
F
F
Next
slide.
Once
the
site
was
opened,
we
had
significant
challenges
and
client
safety
issues.
In
the
first
three
weeks
of
operations,
there
were
daily
maintenance
events
and
malfunctions
of
either
the
temporary
infrastructure
of
the
trailers
themselves,
resulting
in
concerns
of
whether
the
site
was
cost
effective
to
operate,
but,
most
importantly,
whether
or
not
it
was
safe
for
our
most
vulnerable
residents.
F
F
F
In
the
three
weeks
we
were
there,
there
were
eight
major
plumbing
repairs,
including
overflow
of
sewage,
into
bathtubs,
an
overflow
of
sewage
in
the
exterior
holding
tanks,
and
yes,
that
photo
on
the
right
is
exactly
what
you
think
it
is,
and
the
site
had
significant
issues
with
power
as
well
on
May
26,
the
generators
that
powered
the
site
ran
out
of
fuel
and
for
four
hours
during
a
severe
heat
advisory.
We
were
out
of
power,
which
meant
vulnerable
individuals
with
health
conditions,
had
no
power,
including
air-conditioning.
F
There
were
even
fires
on
site
or
near
the
site.
That
meant
real
critical
safety
issues
for
our
vulnerable
residents
on
May
27th
and
29th
grass.
Fires
occurred
in
the
surrounding
area
near
Happy,
Hollow
Park,
causing
significant
smoke
resulting
in
challenges
for
participants
with
COPD,
asthma
and
other
breathing
issues,
and,
more
significantly
on
June
1st,
an
unoccupied,
trailer
caught
fire
and
was
destroyed
in
just
seven
minutes
and
ten
minutes
later.
The
two
trailers
on
either
side
were
also
destroyed.
F
The
trailers
were
unoccupied
and
thankfully
no
one
was
hurt
and
the
cause
of
the
fire
was
an
electrical
malfunction
within
the
trailer.
These
significant
maintenance
challenges
and
repairs,
along
with
client
safety
concerns,
were
the
driving
factors
in
the
decision
to
find
an
alternative
use
for
the
trailers
and
transition
those
horrible
residents
into
hotels
next
slide.
F
Since
opening
on
May
14th,
the
site
served
a
total
of
39
households
consisting
of
both
individuals
and
couples
of
this
total
nine
households
left
the
program
on
their
own
with
concerns
about
their
safety
and
comfort
of
the
trailers.
The
average
age
of
the
clients
we
served
was
64.
All
the
clients
had
underlying
health
conditions
that
included
COPD
severe
asthma
or
other
significant
breathing
issues:
heart
disease,
cancer,
hepatitis
C,
liver
disease
infections,
causing
difficulty
in
walking
and
mobility.
F
F
The
following:
Monday,
all
the
clients,
were
transitioned
to
hotels
and
were
provided
transportation
to
hotels,
a
total
of
35
people,
eight
dogs
and
one
turtle
made
it
safely
to
hotels,
and
one
important
thing
to
know
is
that
we
did
not
have
a
loss
in
capacity
due
to
the
closing.
The
housing
department
is
funding
the
operations
of
90
hotel
rooms
next
slide,
so
the
EOC
we
have
been
exploring
what
long-term
relocation
of
the
trailers
might
take.
We've
done
some
initial
analysis
of
what
would
be
required.
F
We
would
need
a
significant
parcel
of
land
to
properly
and
safely
space
out
the
trailers.
We
would
need
infrastructure
and
utilities
that
are
specifically
designed
for
RVs,
and
the
initial
estimate
from
public
works
is
approximately
8.2
million.
The
combined
challenges
of
locating
a
large
parcel,
along
with
the
significant
cost
mean
the
administration,
is
recommending
an
alternative
use
for
the
trailers
next
slide.
F
B
A
B
All
of
the
housing
work
that
was
just
outlined,
as
well
as
continuing
the
local
assistance
effort
around
our
residents,
businesses,
nonprofits
and
continuing
to
fill
out
our
community
engagement
strategies,
as
we
have
a
huge
need
to
engage
our
community
but
have
the
constraints
of
the
the
Cova
19
crisis.
How
do
we
go
ahead
and
engage
that
and
then,
as
well
as
continue
to
coordinate
with
the
county,
related
to
the
isolation
program
that
was
mentioned
yesterday
and
and
just
we
will
be
continuing
to
work
on
our
testing
as
well?
B
Just
so
that
I
can
update
you
all
getting
text
from
from
Rob
Lloyd
and
Ann
Tran
that
they
had
a
very
successful
meeting
with
verily
this
morning
and
verily
will
be
moving
their
hours
of
operation
to
too
much
later
in
the
day,
as
well
as
adding
a
weekend
to
that
site
for
additional
testing.
So
that
is
the
information
I.
Have.
B
We
will
report
back
next
week
through
info
memo
on
that
when
appropriate
and
then,
lastly,
for
the
month
ahead,
is
our
city
organization
and
the
powered
by
people
movement
needs
you
to
really
continue
to
focus
on
the
rich
turning
to
the
workplace
and
keeping
our
staff
and
the
public
safe
as
we
continue
that
transition
and
then
start
resuming
some
city
services
that
had
stopped
with
the
continuity
of
operations
plan
and
ensuring
those
are
delivered
in
a
very
safe
and
manageable
way.
Over
the
course
of
the
month,
we
will
not
currently
don't
have
scheduled
council
meetings.
B
The
Emergency
Operations
Center
will
be
producing
an
info
memo
to
the
mayor
and
council
every
Wednesday.
In
addition,
as
we
start
to
take
down
the
liaison
branch
and
put
that
back
into
the
organization
mayor
and
council,
engagement
will
come
directly
from
the
EOC
director,
so
both
Kip
and
I,
and
we
will
both
be
accessible
to
you.
So
we
will
reach
out
to
you
when
necessary.
B
If
anything
comes
up,
but
you
should
feel
free
in
contact
either
myself
or
Dave
directly
over
the
course
of
July
and
then,
if
anything
else
comes
up
in
the
way
of
new
information
or
anything
operationally
changes,
or
we
have
new
guidance
or
need
to
bring
back
the
council.
The
administration
will
request
a
special
meeting
of
the
council
over
the
summer
break,
and
so
that
concludes
staffs
presentation.
We're
available
for
questions
and
I'll
hand
it
back
over
to
Dave.
If
you
have
anything
else
to
say,
yeah.