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From YouTube: 8/4/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council August 4, 2020 Meeting, Agenda Item 3.1
A
And
so
now,
we'll
get
into
the
covid
update
you'll
be
hearing
from
kip
from
ray
riordan
and
from
kelly
parmelee,
we'll
we'll
do
a
little
bit
of
a
recap
and
a
little
bit
of
a
look
ahead,
and
also
talking
a
little
bit
about
how
we
are
committed
to
keeping
our
workforce
safe
in
in
terms
of
serving
our
community.
So
kip
I'll
hand
it
off
to
you.
B
B
we'll
be
quick
with
it,
but
we
will
give
kind
of
a
quick
look
back,
a
quick
look
ahead
and
then
a
deep
dive
with
kelly
parmelee
into
what
we're
calling
powered
by
people
2.0,
which
is
how
we
are
making
sure
that
people
are
safe
and
able
to
do
the
vital
work
of
the
city.
B
So,
let's
see
here-
oh
so
just
said
all
of
that
and
with
that
I'd
like
to
turn
it
over
to
ray
riordan,
our
director
of
emergency
management.
Who
will
give
us
a
look
back
at
the
first
six
months.
C
Thank
you
kit.
I
appreciate
the
intro
and
good
morning
to
the
city,
council,
members,
the
city
management
and
attendees
of
today's
city
council
meeting.
I
am
ray
riordan,
the
director
of
the
city
manager's
office
of
emergency
management
and
the
emergency
operations
center
planning
section
coordinator
when
the
eoc
is
activated
as
as
kip
described,
I'm
going
to
present
a
high
level
review
of
the
city's
first
six
months
of
response
to
the
pandemic.
Next
slide.
C
C
C
Next
slide,
the
most
critical
component
of
an
emergency
operations
center
is
the
individuals
whose
staffing
here
these
are
pictures
of
where
we
activated
the
city,
the
emergency
operations
center
and
city
managers
conference
room
as
we
started
out,
the
staff
must
be
properly
trained
and
have
the
proper
authorities
they
must
be
capable
of
being
agile,
pivoting
and
thinking
outside
the
box.
The
eoc's
primary
function
during
an
emergency
is
to
support
the
field
for
our
planning
section.
We
spent
many
hours
conducting
on-the-job
training
as
80
of
those
who
joined
the
eoc
had
no
previous
training
or
experience.
C
We
had
to
make
sure
we
had
the
right
people
serving
in
the
right
roles
and,
in
some
cases,
reassigning
staff
to
work
where
they
were
not
typically
expected
to
as
disaster
service
workers.
Employees
are
obligated
to
remain
at
work,
remain
at
work,
return
to
work
or
be
reassigned
to
serve
where
they
can
assist.
C
Staff
will
provide
personal
protective
equipment
as
needed
trained
to
do
the
work
at
the
moment
and
provided
safety
protocols
to
ensure
their
health.
At
the
height
we
had
over
713
people
assigned
to
the
eoc
or
to
support
the
services
directed
out
of
the
eoc
missions
and
objectives.
Today
we
have
344
continuing
in
the
effort.
C
C
C
130
of
those
days
were
specifically
in
our
stage
five
or
extremely
high
response
shown
in
the
red
markings
at
the
bottom
along
the
bottom.
You
can
see
how
we
progress
through
stages,
one
through
five,
as
identified
your
pandemic
response
plan,
and
the
brown
line
in
this
graph
represents
a
cumulative
number
of
cases
and
the
blue
lines
indicate
the
number
of
daily
reports
provided
each
day
on
positive
cases.
C
C
Our
plans
were
designed
to
be
dynamic
and
adjust
to
what
the
science
was
telling
us
all,
as
the
orders
changed
so
did
our
position.
In
response.
During
a
major
response
to
the
in
red,
we
began
to
plan
for
recovery
to
recovery
and
resilience
the
other
stages
of
six
to
ten.
While
we
moved
to
stage
six
into
stage
seven,
we
had
to
return
back
to
stage
six
shortly
after
the
fourth
of
july
weekend,
due
the
number
of
cases
and
public
health
order
requirements.
C
How
did
we
keep
ourselves
organized
and
on
track
we
started?
It's
called
the
emergency
action
plan.
It
kept
us
on
track
and
organized.
C
The
most
recent
emergency
action
plan
is
150
pages
long.
Here's
an
example:
it
covers
everything
from
tip
to
tail,
while
we
don't
expect
did
not
expect
the
right
war
and
peace
during
these
eap
documents.
The
intention
is
that
we
document
our
objectives
our
accomplishments
and
helps
us
with
recovery,
as
we
continue
forward
next
slide.
C
This
should
probably
look
familiar
to
you
as
our
road
map
which
detail
our
direction
of
where
we're
going.
I
will
provide
a
brief
recap
of
all
the
tremendous
efforts
related
to
the
top
three
priorities
and
a
few
of
the
enabling
actions
for
priority
four
powered
by
people.
You'll
hear
from
kelly
farmerly
later
next
slide
priority.
C
C
C
A
significant
effort
was
set
to
address
the
needs
to
feed
our
at-risk
communities
with
the
economic
impacts.
The
food
insecure
population
soared
on
march
18th.
The
city
accepted
the
challenge
provided
by
the
county
to
coordinate
the
delivery
of
food
to
our
food,
insecure
populations,
not
just
in
the
city
but
the
county
as
a
whole,
next
slide
as
a
result,
in
collaboration
with
our
community
partners,
who
are
listed
at
the
top
right
of
the
slide.
C
C
Cumulatively,
that's
translated
to
52.5
million
meals
since
march
next
fight
a
subset
of
priority
three
was
to
enhance
our
homeless
support
and
services.
Immediately.
San
jose
housing
department
began
working
with
the
county
very
closely
on
a
collaborative
effort
as
a
result
on
temporary
housing.
They
have
fielded
over
50
50.
100
hotline
calls
with
a
volume
that
continues
to
increase.
C
in
the
interim
housing.
This
week
the
monterey
bernal
site
should
be
opening
the
roof
ferrari
and
everlane's
sites
will
open
up
by
the
end
of
august
and
in
the
encampment
support
they
establish
hygiene
stations,
including
portable
restrooms
showers
and
hand
washing
and
the
housing
solutions.
It
provides
support
and
shelter
hotline,
the
housing
assessments
and
housing
problem
solving
and
in
the
street,
outreach
provided
support
and
education,
including
information,
social
distancing,
education
and
availability
of
testing.
C
Our
next
slide
one
of
our
key
enabling
actions
that
really
supported
all
those
actions.
Those
successes
was
communicating
with
the
public.
Our
public
information
team
reached
significant
milestones
in
the
social
media
arena
and
published
significant
reports
to
keep
the
public
and
employees
aware
of
the
developments
within
the
city's
response
cannot
believe.
C
C
State
and
federal
agencies
offered
assistance
early
and
often
in
terms
of
the
information
and
availability
of
the
funding
fee.
Fema.
Even
created
an
opportunity
for
expediting
applications
for
funds,
and
there
are
additional
packages
being
developed
beyond
the
original
coronavirus
relief
packages,
the
challenge
has
been
in
understanding
what
the
different
eligible
sources
are
and
what
qualified
activities
can
be
as
these
requirements
and
the
definitions
have
changed
since
the
delivery
of
the
funds.
C
In
addition
to
the
many
activities
noted
on
our
roadmap,
the
city
also
took
on
testing
support
at
the
verily
site
and
creating
a
city
focused
on
digital
inclusion
for
the
verily
support.
We
want
to
point
out
that,
with
an
adjustment
to
service
delivery,
the
total
number
of
tests
completed
has
come
to
15
386.
C
C
This
will
help
us
take
an
objective
look
at
what
we've
done
thus
far
and
be
sure
our
path
forward
is
focused
on
equity
and
our
vulnerable
populations,
including
those
with
access
and
functional
needs.
A
contractor
has
been
selected
with
constant
associates
and
the
effort
will
include
input
from
internal
staff
and
our
collaborating
agencies
next
slide.
C
Not
only
do
we
need
to
think
about
how
to
adjust
for
the
continued
covet
emergency,
we
need
to
be
acknowledging
the
preparedness,
planning
and
training
necessary
to
respond
to
the
potential
power,
shutoffs
fires
and
floods
in
our
future.
My
report
was
not
comprehensive
or
detailed,
but
outlined
the
major
initiatives.
The
city
accomplished
during
the
six
months
response
season,
one
as
we
come
to
call
it
was
an
uncharted
international
pandemic
in
response
was
adjusting.
C
B
Thank
you
ray
as
we
look
at
the
what
comes
ahead.
I
want
to
take
a
quick
recap
of
july
and
then
a
little
bit
of
of
looking
forward
at
what
we
think
we
might
see
over
the
next
six
months
in
particular,
and
then,
as
I
said,
we'll
do
a
deep
dive
with
with
our
people
so
reyes
mentioned.
Our
roadmap
continues
to
guide
us
and
be
our
north
star,
pointing
us
to
those
things
which
are
most
important
during
july.
B
The
nation
as
a
whole
saw
significant
increase
in
cases
and
a
broadening
of
the
areas
affected
by
the
virus
here
in
santa
clara
county.
We
also
saw
increases
with
cases,
though
not
at
the
level,
seen
in
other
parts
of
the
country
or
california,
and
we
now
see
some
initial
positive
signs
that
the
new
numbers
of
cases
are
coming
down
from
the
july
high
point,
though
they
remain
higher
than
they
have
been
in
previous
months.
B
A
new,
risk-based
county
public
health
order
was
announced
on
july,
2nd
and
went
into
effect
briefly.
The
morning
of
july
13th
only
to
be
pulled
back
the
afternoon
due
to
state
guidance,
as
the
county
was
being
placed
on
the
watch
list
when
the
county
is
removed
from
the
watch
list.
That
order
will
take
full
effect
and
move
us
along
if
you
will
to
the
next
stage.
B
During
that
time,
we've
communicated
with
all
businesses
in
the
city
that
have
paid
their
business
taxes
about
these
changes
and
will
continue
to
do
so,
as
the
orders
evolve,
as
well
as
general
public
information.
We've
refocused
our
epio
and
compliance
branch
efforts
on
the
goal
of
safety
for
our
community
and
are
working
on
additional
proactive
campaigns
to
support
compliance
with
public
health
orders,
especially
for
our
most
vulnerable
populations.
You'll,
see
a
lot
of
effort
around
this.
B
In
the
coming
weeks
and
months
we
launched
new
weekend
and
evening
hours
at
the
free
verily
testing
site
and,
as
ray
mentioned,
I
believe
the
final
number
is
actually
over
16
000
tests.
As
of
this
week,
the
county
is
taking
full
control
of
the
site
and
moving
the
site
from
the
pal
stadium
to
mount
pleasant,
high
school.
The
new
site
will
initially
continue
to
be
appointment
only,
but
with
the
intent
intent,
I
believe,
of
adding
no
appointment
walk-up
capacity
with
language
support.
B
We
continue
to
work
with
our
county
partners,
supporting
supported
isolation
and
sheltering
for
individuals
also
in
july.
We
continue
to
provide,
of
course,
all
essential
services
from
fire
to
wastewater
treatment
and
have
had
to
find
new
ways
to
provide
many
of
these
or
expand
them
as
we
have
been
providing
them.
We
did
some
additional
openings
and
parks
and
signage
around
the
amenities
and
how
to
use
them
safely.
We
continue
to
support
development
services
and
construction
in
our
city.
B
We
are
on
track
to
schedule
more
than
90
of
the
inspections
that
were
postponed
due
to
cobit
19,
and
our
weekly
inspection
rate
is
now
consistent,
consistently
90
to
90
percent
of
the
amount
that
we
were
doing.
Pre-Covet
we'll
provide
more
information
on
development
services
at
later
3.1
in
august,
as
well
as
at
the
council
committee
on
development
services
scheduled
for
27th
of
august
community
engagement
branch
conducted
several
successful
pilots
and
trained
over
77
city
staff
on
how
to
ensure
we
can
continue
to
hear
from
our
community
while
staying
safe.
B
As
an
example,
we
believe
we
are
the
first
city
in
california
to
conduct
a
virtual
planning
commission
meeting
our
al
fresco
work
continued
revising
our
zoning
and
planning
codes
to
support
outdoor
alfresco,
dining
on
streets,
parking
areas
and
parklets.
The
specifics
will
come
before
council
in
a
separate
item
today
and
in
our
camp
san
jose
strong.
We
served
874
children
safely,
including
522
of
them,
who
were
scholarship
recipients
in
the
area
of
supporting
people
at
risk.
During
the
month
of
july.
B
We
continue
to
support
our
most
at-risk
populations
and
communities
in
partnership
with
second
harvest
and
many
community
organizations,
as
was
mentioned
earlier,
we've
been
serving
meals
and
they
reached
a
total
of
about
11
million
meals.
In
the
last
five
weeks,
we
continued
construction
on
three
bridge
housing
sites
and
that
will
provide
bids
for
more
than
300
individuals
when
completed
and
are
working
closely
with
hundreds
more
to
find
other
shelter
placements
and
other
permanent
placements
as
well.
We
launched
an
encampment
support
program,
including
dumpster
pilots.
B
A
more
in-depth
briefing
on
that
item
will
take
place
in
august
again
at
a
future
3.1
item.
We
also
had
progress
with
digital
inclusion,
as
we've
mentioned,
the
11
000
at
t
hot
spots,
which
you've
heard
about
again
more
in-depth
briefing
on
that
will
also
take
place
later
in
august.
B
B
We
now
know
more
about
the
disease
and
know
more
about
how
to
respond
as
a
team.
There
are
positive
signs
that
one
or
more
of
the
vaccines
currently
under
development
through
the
warp
speed
project
will
be
both
safe,
effective
and
scalable,
and
some
of
the
companies
producing
the
vaccine
candidates
are
moving
aggressively
now
to
scale
production,
to
be
ready
to
roll
out
a
vaccination
campaign
soon.
B
After
anticipated
approval,
but
that
approval
is
not
likely
until
early
next
year
at
best
and
is
far
from
a
certainty
and
even
a
well-coordinated
and
well-funded
vaccination
campaign
will
take
time
to
reach
everyone
who
needs
it.
In
the
meantime,
social
distancing
wearing
a
face
coverings
being
outdoors
rather
than
in
when
possible.
Avoiding
gatherings
and
enhanced
hygiene
practices
must
continue.
If
we
are
to
protect
ourselves
again,
it
will
get
harder
in
the
next
six
months.
This
is
because
restarting
city
services
safely
is
harder
than
closing
them
down.
This
applies
equally
to
businesses
of
all
sizes.
B
All
of
us,
including
those
working,
the
eoc,
are
tired,
stressed
mentally
fatigued.
The
gdp
for
the
nation
has
shrunk
at
a
rate
previously
unseen
and
unrecorded
unemployment.
Only
recently
at
historic
lows
remains
extremely
high
and
supplemental
unemployment
benefits
of
600
a
week
have
lapsed
and
may
not
be
fully
renewed.
B
B
B
Schools
are
struggling
how
best
to
reopen
in
person
classes
and
how
to
provide
effective
distance
learning,
leaving
tens
of
thousands
of
families
in
uncertainty
and
without
a
safe
place
outside
the
home
for
their
children
during
the
day.
All
of
that
again
means
it
will
be
a
very
hard
six
months.
We,
however,
will
get
through
this.
We
will
get
through
this
together,
as
we
have
since
the
beginning.
B
We
will
use
our
pandemic
response
plan
to
guide
our
actions,
rely
on
our
partners
in
county
and
public
health
to
keep
us
up
to
date
on
the
best
science
and
the
best
numbers,
and
we
will
make
our
path
forward
together.
We
are
currently
in
stage
six
of
our
10
stage
plan
to
return
to
something
resembling
normal.
B
As
soon
as
the
county
is
off
the
state
watch
list
and
with
the
new
risk
reduction
public
health
orders
fully
into
effect,
we
will
move
to
stay
set
stage
7
in
our
internal
city
plan
stage
8
will
occur
when
other
uses
like
movies
and
larger
gatherings,
are
permitted
stage.
Nine
we've
reserved
when
a
vaccine
is
approved,
and
you
begin
scaling
that
vaccine
and
then
one
day
we
will
be
back
in
stage
10
when
we
have
achieved
herd
immunity
as
a
result
of
mass
vaccinations.
B
Given
current
conditions,
we
will
likely
be
in
stage
seven
or
at
best
stage,
eight
for
the
next
six
months
or
more,
but
another
way
we
will
be
in
this
for
at
least
as
long
as
we
already
have
been
in
the
meantime.
Our
work
continues.
This
roadmap
you
see
here
is
a
list
of
45
of
the
top
priority
projects.
The
emergency
operations
center
is
focused
on
implementing
on
a
day-to-day
basis.
B
B
To
accomplish
these
important
goals,
we
have
pulled
a
peak
of
720
staff
out
of
their
normal
jobs,
we're
now
down
to
about
300
330
and
put
them
into
response
work.
Everything
from
supporting
second
harvest
in
preparing
for
food
distribution
to
overseeing
the
building
of
bridge
housing,
to
getting
spots
hot
spots
into
the
hands
of
students.
B
I
feel
that
the
eoc
crew
has
done
tremendous
work
over
the
last
six
months
and
the
reality
is
much
of
that.
Work
will
continue
without
respite.
This
means
there
is
no
excess
capacity
in
the
eoc
or
indeed
in
the
city
as
a
whole.
We
need
to
adjust
expectations
of
the
year
ahead,
to
realize
that
we'll
be
focused
on
response
and
recovery
and
continued
provision
of
essential
services
and
will
not
have
the
luxury
of
completing
many
of
the
other
projects
and
priorities
that
were
put
on
our
work
plan
before
the
pandemic.
B
I
think
the
best
way
to
illustrate
this
is
to
take
a
closer
look
at
some
of
the
projects
on
this
roadmap.
So,
let's
double
click
on
some
of
the
powered
by
people,
initiatives
that
we
have
undertaken
that
support
our
employees
and
their
continued
work
and
response
and
essential
services
and
in
the
opening
up
of
additional
services
here
to
take
us
through
the
details,
is
kelly.
Parmele.
B
D
Thank
you
kip
good
morning,
vice
mayor
and
council
members.
I'm
really
excited
to
be
here
to
share
with
you
something
that's
been
almost
eight
weeks
worth
of
work,
to
focus
on
a
strategy
and
a
set
of
priorities
that
would
support
our
workforce
through
stages,
six
and
beyond,
and
it's
called
power
by
people
2.0
as
a
way
of
conveying
an
extension
of
the
eighth
city,
manager's
enterprise
wide
priority
and
one
that's
a
long-term
commitment
to
our
employees
and
supporting
them.
D
We've
used
this
visual
and
I'll
speak
to
it
for
just
a
little
bit
to
begin
to
conceptualize,
mostly
the
complexity
of
our
work.
But
there
are
three
things:
three
large
buckets
I'd
like
to
say
about
this,
and
so
the
first
one
is
going
to
be
about
putting
safety
first
and
having
a
safe
workplace
for
our
employees
wherever
that
may
be.
D
First,
as
we
all
know,
it's
our
employees
who
deliver
services
in
the
community
and
it's
they're
essential
to
anything
that
we
do
in
service
of
the
community,
and
so
as
we
reopen
and
consider
expanding
services,
it's
their
safety
and
the
safety
of
the
workplace
in
which
they're
in
that
needs
to
be
priority.
Number
one,
and
while
no
situation
is
certainly
free
of
risk.
When
we're
talking
about
this
particular
situation,
we're
talking
about
endangering
people's
health
and
potentially
putting
them
at
risk
of
death,
so
we're
taking
it
really
seriously.
D
So
safety
has
to
be.
First,
that's
been
our
guiding
north
star,
and
then
I
would
say.
Secondly,
it's
complicated
and
as
a
person
who
was
oriented
to
the
world
here
at
the
city,
as
assistant
director
of
hr,
I've
suddenly
began
begun
to
understand
the
complexity
of
the
work,
and
so
I'll
say
three
things
about
the
complexity.
One
is
just
the
nature
of
our
city.
Secondly,
our
understanding
is
constantly
shifting.
And
thirdly,
our
teams
are
dispersed
so
in
terms
of
our
own
complexity
in
terms
of
the
nature
of
our
city.
D
All
those
things
come
to
bear
in
terms
of
complicating
that
number
one
commitment
to
a
safe
workplace,
and
so
when
you
think
about
that,
there
isn't
a
cookie
cutter
answer
to
establishing
a
safe
workplace
that
involves
both
the
behaviors
of
employees,
supervisors
and
leaders,
as
well
as
the
physical
location
that
they
might
be
in
and
so
thinking
about
the
right
space,
modifications
and
then
not
creating
additional
hazards
for
employees.
D
Thinking
about
the
safety
protocols
that
may
actually
vary
down
to
the
individual
job
level,
and
so
you
might
start
with
a
general
code
of
safe
practices
and
have
to
create
special
ones.
The
training
that's
in
need
to
instill
behaviors
that
often
feel
awkward
in
a
workplace
or
out
in
the
community
when
you're
delivering
a
service,
and
so
that
we
get
those
behaviors
that
will
minimize
the
amount
of
spread
of
covid
the
right
equipment
protection.
D
The
second
thing,
in
addition
to
just
the
nature
of
our
large
city,
is
that
our
understanding
is
shifting
on
a
daily
basis
and
and
kip
has
done
a
great
job
at
not
only
sharing
with
you
all
the
complexities
of
it,
but
certainly
our
workforce
and
our
leaders
here
as
a
novel
virus.
That's
exactly
what
it
is.
D
It's
not
what
we're
learning
on
a
daily
basis
taking
and
getting
what
we
can
from
the
county,
interpreting
it
and
then
trying
to
put
that
in
into
place
in
the
most
effective
way
and
talk
to
many
folks
in
the
safety
branch
and
they'll.
Tell
you
we'll
start
out
with
one
understanding
on
one
morning
and
then
a
totally
different
understanding
at
10
o'clock
at
night,
and
so
we've
got
folks
who
are
being
vigilant
about
that
interpretation
and
making
sure
that
we
can
execute
on
things
that
are
going
to
keep
us
safe.
D
But
with
that
shifting
sound,
it
also
adds
to
the
complexity,
and
so
the
other
part
of
the
complexity.
That
I'll
mention-
and
I
have
some
rough
estimates
I'll-
don't
hold
me
to
these
in
terms
of
precision
we,
but
we
we
have
to
remember
that
our
teams
are
dispersed.
D
C
D
And
out
there
working
the
streets
in
terms
of
pavement,
whatever
it
happens
to
be
out
in
the
community
and
then
about
20,
maybe
a
little
bit
less
than
that
who
are
actually
in
a
physical
workplace.
So
when
you
think
about
the
the
complexity
in
that
way,
the
nature
of
our
city,
our
understanding
is
shifting
and
our
teams
are
dispersed
and
there's
a
lot
of
things
that
we
needed
to
think
about
and
continue
to
evolve
and
have
emerge
as
we
move
forward.
And
the
last
thing
I'll
say
in
addition
to
safety.
D
But
I
think
we
all
have
to
acknowledge
that
we're
in
a
collective
liminal
space
that
betwixt
in
between
space,
where
you're
on
a
threshold
and
you're,
not
where
you
were,
but
you
actually
are
trying
to
figure
out
how
to
get
to
somewhere
else
and
so
not
being
able
to
go
back
and
not
quite
being
sure
of
going
forward.
D
And
so
the
question
was
for
our
large
team,
which
I'll
speak
to
a
little
bit
more
in
a
second
is
how
do
we
support
our
employees
as
we
move
forward,
and
so
we've
created
a
road
map.
You
want
to
go
to
the
next
slide
kip.
It
starts
with
four
main
objectives.
D
So
how
do
we
make
sure
we're
focusing
on
that
as
well
as
safety?
Two
other
really
important
objectives
for
us
and
one
I'll
say
a
little
bit
more
about
later
is
certainly
the
drive
to
digital.
We've
got
some
great
partners
in
I.t
in
that,
in
that
sense,
in
a
very
tactical,
tangible
way,
we've
got
to
stop
moving
paper.
We've
got
to
use
that
just
to
support
safety,
but
also
organizational
efficiency
and
effectiveness,
and
there
are
other
ways
to
drive
to
digital,
but
a
major
business
process.
D
The
last
thing
we
can
also
relate
to
because
we're
right
on
that
call
right
now
is
effective
virtual
teams
and
again
I
would
offer
that.
That's
not
just
virtual,
but
it
focused
also
in
dispersed
environments
and
challenging
teams
to
figure
out
their
level
of
engagement,
not
just
the
technical
piece.
But
how
do
we
engage
employees
teams,
leaders
in
an
entirely
different
environment
and
provide
tools,
resources,
training,
learning
and
development
opportunities
to
support
our
teams
in
whatever
space
that
they're?
D
In
so,
if
you
go
to
the
next
slide
kip,
so
what
I'll
say
here
is
we've
got
about
16
initiatives,
16
large
initiatives
that
are
guiding
us
not
for
the
next
90
days,
but
for
the
next
six
months
to
a
year
and
we're
really
planning
out
toward
a
year
with
a
long-term
commitment
to
supporting
our
employees
as
as
things
evolve,
and
so
you
can
see
those
16
initiatives
here.
We
don't
need
to
go
through
them,
but
each
team
has
a
set
of
four
that
are
guiding
their
work.
D
And
if
you
go
to
the
next
slide,
you'll
see
that
we
have
20
key
results
to
deliver
in
the
first
quarter.
So
we've
got
four
teams
not
only
working
within
their
own
swim
lanes,
but
also
across
those
four
areas
to
ensure
that
we're
putting
the
right
results
in
place
for
a
safe
workplace
for
wellness
and
health
for
drive
to
digital
and
effective
virtual
teams.
D
And
if
you
go
to
the
next
slide
kip.
So
this
gives
you
a
sense.
There's
there's
more
almost
40
people
here
on
on
this
governance,
page
four
teams
that
actually
don't
have
everybody
listed
here,
because
we
have
groups
of
liaisons
that
we
use
to
reach
out
to
each
of
the
departments
in
in
these
areas,
and
so
it's
a
complex
but
also
thoughtful
and
strategic
approach
to
making
sure
that
we
can
support
our
employees
and
our
leaders
and
managers
and
supervisors
going
forward.
D
I
think
what's
important
is
we've
involved
our
teams
also
with
a
connection
to
our
leadership.
So
we
have
a
in
terms
of
the
executive
team
leadership,
that's
comprised
of
both
city
managers,
office
and
the
eoc,
knowing
that
we
launched
the
side
of
the
eoc
with
the
long-term
endeavor
of
it
being
returned
to
the
departments
who
will
continue
to
work
on
this
going
forward.
So
this
isn't
just
a
one
and
done,
but
one
that
has
a
thoughtful
strategic
approach
to
the
future.
D
You
can
go
to
the
next
slide
kip.
So
I
want
to
say
in
closing:
is
a
couple
of
things
and
and
thanks
to
my
friend
trevor
in
the
cmos
communications
shop,
to
help
me
come
up
with
some
icons.
We
had
a
collage
approach
originally
and
envisioned,
and
it
didn't
quite
work
out
that
way,
but
I
would
say
a
couple
of
really
important
things
in
each
of
these
and
also
acknowledge
some
folks
in
the
safe
workplace.
D
So
in
the
second
grouping,
we've
identified
our
work
in
three
buckets:
one
related
to
physical,
health
and
well-being,
the
second
being
emotional
and
mental
well-being,
and
then
financial
well-being.
And
how
do
we
provide
tools,
resources,
connections,
engagement,
opportunities
in
these
areas
and
the
benefit
team
in
hr
is
running
this
group
and
they
have
some
really
exciting
things
planned
for
the
upcoming
year
and
that's
led
by
emily
hendon
out
of
our
benefits
group
in
the
drive
to
digital.
This
is
acknowledging
we
need
to
get
out
of
paper.
D
The
assistant
cio
is
the
one
who's
primarily
leading
this,
but
we
also
have,
in
the
background,
certainly
rob
lloyd
and
the
rest
of
the
it
team
that
I
also
can't
name
here
or
would
be
here
for
quite
a
long
time
and
then.
D
Lastly,
our
effective
virtual
teams,
one
near
and
dear
to
my
heart,
and
that
we
had
as
part
of
powered
by
people
1.0
initiated
a
learning
and
development
group
that
was
ready
to
launch
a
whole
lot
of
interesting
and
unique
learning
and
development
opportunities
as
part
of
that
effort
of
in
the
last
18
months,
and
so
we've
just
pivoted
this
and
we're
going
to
we're
going
to
turn
it
to.
How
do
we
support
folks
in
these
dispersed
in
in
virtual
environments,
in
terms
of
technology,
but
also
how
do
we
manage?
D
How
do
we
engage?
How
do
we
lead
in
a
semi-virtual
environment
or
100
virtual
environment?
That's
led
by
robert
hernandez
and
several
other
folks
from
across
the
city,
as
well
as
on
the
learning
and
development
team,
and
so
those
are
just
a
highlight
of
a
few
things
going
on.
D
I
will
say
it
is
impressive
that,
in
terms
of
effective
virtual
teams,
that
our
eoc
is
entirely
virtual,
we've
participated
in
many
meetings
and
it's
effective
and
it
works,
and
it
also
is
a
number
one
opportunity
to
keep
us
all
safe
and
so
happy
to
have
that
eoc
illustration
as
an
effective
virtual
team.
D
So
that's
what
I
have
in
terms
of
supporting
a
thoughtful
strategy
and
set
of
priorities
going
forward
for
our
workforce
thanks
kip.
B
Thank
you
kelly.
As
you
can
see,
those
are
again
four
out
of
the
45
boxes
on
on
our
kind
of
eoc
roadmap.
You
can
see
the
complexity,
that's
required
to
do
this
work
well
and
and
how
much
is
emergent
and
evolving
as
we
learn
more
about
where
we
are
and
where
we'll
be
so,
we
will
continue
to
keep
you
informed
in
doing
these
sort
of
deep
dives
in
3.1.
There's
a
preview
of
updates
that
you'll
hear
later
in
august,
not
not
in
this
one.
B
So
I
share
this
with
you,
so
we
can
focus
today
on
on
the
powered
by
people
and
a
little
bit
of
the
retrospective
and,
where
possible,
hold
off
on
deeper
conversations
or
engagement
in
these
items
until
they
they
come
up.
Of
course,
we'd
be
happy
to
answer
any
clarifying
questions
or
any
direct
questions
you
might
have
about
them,
but
want
to
give
you
a
sense
of
what
what's
coming
up
in
the
month
of
august
as
important.
B
B
So
in
closing,
I
think
it's
useful
to
go
back
to
first
principles.
Ray
mentioned
these,
and
these
are
the
principles
that
have
guided
us
from
day
one.
We
seek
to
be
compassion
in
action,
which
means
we
focus
on
the
most
vulnerable,
our
black
and
latinx
community.
Our
elders
are
homeless
and
try
to
make
sure
our
actions
meet
their
needs,
such
as
feeding
housing
and
beyond.
We
seek
to
be
open,
candid
and
direct,
which
means
facing
the
brutal
facts
speaking
directly
to
the
issues
and
problems,
so
we
can
learn
and
quickly
pivot
to
solutions.