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From YouTube: San Jose City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San Jose City Council April 28, 2020 Meeting, Agenda Item 3.1
A
Are
we
strike
like
to
start
off
with
recognizing
some
of
the
work
going
on
within
the
organization
and
starting
off
with
appropriately
so
our
team
at
the
Happy
Hollow
Zoo,
you
know,
Happy
Hollow
Zoo
is
one
of
our
many
facilities.
That's
closed
its
doors
to
the
public
as
we
comply
with
the
health
orders
to
stay
at
home
and
not
have
places
open
for
gathering.
Well,
there's
a
hundred
and
fifty
animals
that
comprise
this
zoo
that
still
need
care
and
and
enrichment
time,
and
it
takes
a
team
effort.
So
our
epi
hollow
team
is
out
there.
A
The
zoo
managers,
you
curator,
the
veterinarian
teams,
the
senior
zookeepers
and
and
other
zookeepers.
All
of
those
staff
are
out
there,
caring
for
the
animals,
making
sure
that
they're
fed
and
cared
for,
and
they
have
enrichment
time
and
certainly
an
important
function
that
we
be
able
to
make
sure
that
they
are
all
safe
during
this
time
and
there
are
ready
for
reopening
some
day.
As
with
all
our
facilities.
A
The
next
team
I
want
to
thank
is
really
all
that
the
citywide
time
keepers
and
I
had
mentioned
something
earlier
in
one
of
my
reports.
You
know
time.
Keepers
always
do
important
work
to
make
sure
that
our
time
is
accounted
for
accurately.
We
have
so
many
funding
sources
within
the
city,
hundreds
and
hundreds,
and
we
need
to
make
sure
that
time
is
traced
to
the
appropriate
funding
source.
A
Well
in
this
kovat
environment
that
gets
about
a
million
times
more
complicated,
as
we
need
to
track
our
time
for
potential
reimbursement
with
FEMA
and
other
sources,
and
so
it's
really
the
job
of
the
timekeeping
team,
both
in
finance
and
in
all
the
timekeepers
in
each
of
the
means
making
sure
that
we're
doing
that
work
accurately.
A
lot
of
it
has
to
be
manual
now
because
of
the
kind
of
special
requirements
and
certainly
doing
this
work.
A
As
the
timekeepers
are
working
remotely
not
having
access
to
all
the
monitors,
they
normally
do
and
even
printers
makes
the
process
more
complicated,
and
certainly
even
trying
to
resolve
issues
with
staff
that
are
off
doing
work
in
various
places
can
can
even
complicate
that,
but
each
time
period
the
team's
gotten
better
at
it
and
I
think
we're
in
good
shape
for
any
reimbursement
that
we
get
and
just
want
to
show
a
lot
of
appreciation
for
the
staff
behind
the
scenes.
Getting
getting.
The
work
done
wanted
to
provide
a
little
bit
of
an
update
on
verily.
A
The
city
team
is
working
with
verily,
which
is
a
Google
company
and
the
County
of
Santa
Clara
to
stand
up
a
fast
deployment,
kovat
testing
site
the
site
will
be
located
in
the
east
side,
at
least
at
the
police
athletic
field.
Stadium
up
to
250
tests
will
be
available
per
day
two
to
three
days
per
week.
The
target
e
opening
for
testing
for
the
public
will
will
be
sometime
next
week
and
more
messaging
will
be
coming
out
from
from
us
and
and
barely
in
the
county.
A
Once
we've
got
things
set
up,
there
will
be
a
website
for
folks
to
self
screen
and
to
register
for
either
vehicle
or
pedestrian
visits,
and
this
is
a
free
service
to
the
community
community.
And
we
want
to
thank
barelly
for
their
interest
in
in
setting
this
up
in
San
Jose.
And
we
greatly
appreciate
that.
A
A
A
We
also
will
have
an
update
from
Rosalyn
and
Chris
Burton
on
development
services
and
what
we're
doing
they're,
both
currently
and
looking
forward
and
then
Hector,
Estrada
and
chicheng
will
be
available
for
questions
for
that
part.
And
then
we
will
also
provide
an
update
on
federal
spending
guidance
and
an
advocacy
that
we're
doing,
and
so
that
will
be
done
by
Riley
and
loose
crow.
Fest
see
how
and
Bennett
Chiang.
So
that's
what's
going
to
be
coming
up
and
I'm
gonna
hand
it
over
to
Lee
for
to
start
off
the
EOC
update.
B
B
So,
on
behalf
of
Kip
and
I,
thank
you
to
everyone
today,
we're
going
to
kind
of
lightly
cover,
as
as
Dave
mentioned,
within
the
EOC
update
our
compliance
as
well
as
some
updates
on
food
distribution,
our
homelessness
assistance,
but
a
bulk
of
the
presentation
today
is
really
going
to
be
a
kind
of
the
conversation.
We're
really
focused
on
kind
of
looking
forward
in
the
recovery
process
around
our
economy,
as
well
as
our
kind
of
our
own
fiscal
health
as
an
organization.
B
So
we
are
continuing
to
refine
that
data
with
Stanford
University,
and
we
are
continuing
to
monitor
this
closely
to
ensure
that
our
own
residents
are
complying
with
the
Public
Health's
order,
and
a
lot
of
this
will
manifest
manifest
itself
and
kind
of
how
we
enhance
our
communications
and
some
of
the
work
that
Rosario
her
team
and
the
behavioral
insights
groups
have
been
working
on.
As
we
look
at
this
data.
B
You
know,
importantly,
to
what
you
guys
don't
see
on
the
slide
and
what
we
haven't
been
able
to
report
out
here
a
little
bit
later,
as
at
the
same
time,
the
the
food
distribution,
team
and
partnerships
with
a
the
emergency
operation.
Centers
recovery
section
have
implemented
a
very
robust
tracking
and
documentation
system
throughout
the
entire
county.
B
The
over
the
last
week,
the
city
opened
up
the
temporary
shelter
at
the
Camden
community
center,
so
there's
currently
four
families
there
and
32
individuals.
We
continue
to
scale
the
beds
reserved
for
Kovan
19
positive,
but,
as
you
can
see
the
very
little
of
those
of
fills,
so
the
sheltering
of
our
shelter
system
has
really
helped
mitigate
some
of
the
concerns
around
the
spread
of
kovat
in
our
in
our
unsheltered
community
and
I.
Just
wanted
to
highlight.
B
You
know
even
admits
of
this
emergency
response,
just
the
great
work
of
our
housing
department
and
their
continued
focus
on
their
overall
mission
for
the
city
of
permanently
housing,
our
unsheltered
residents
and
just
a
really
great
fact.
You
know.
Since
the
Cova
drous
Ponce
started
in
March,
our
housing
department
has
still
housed
306
of
our
unsheltered
residents
and
permanent
supportive
housing
so
to
to
Jackie
and
her
department.
Thank
you
and
very
well
done
and
with
that
I
am
going
to
hand
it
off
to
Rosario
to
go
over
our
emergency
public
information
officer
report,
Thank.
C
You
Lea
good
morning,
councilmembers
Rosario,
llaves,
director
of
communications
and
in
this
activation
I
am
the
emergency
public
information
officer
and
I'm
happy
to
share
with
you
this
morning
an
update
from
the
emergency
public
information
branch,
mainly
focusing
on
how
we're
engaging
our
workforce
to
keeping
our
employees
informed
during
the
pandemic.
Next
slide.
Lee.
Thank
you.
C
So
as
we
as
I
updated
you
all
a
couple
of
weeks
ago
on
our
overall
communication
objectives,
we
are
focused
on
not
just
public
messaging
for
the
broader
San
Jose
community
and
educating
our
community
on
how
we're
continuing
to
operate
during
the
pandemic.
But
a
key
part
of
our
communication
strategy
is
making
sure
that
the
workforce
is
engaged
and
informed.
We
are
continuing
to
provide
them
with
regular,
reliable
and
timely
information
and
are
very
much
committed
to
ensuring
that
they
are
in
the
loop
about
how
the
city
is
responding
to
kovat.
C
C
Not
all
of
our
employees
are
office,
workers
and
in
front
of
computers
or
email,
and
so
that's
something
that
is
a
definitely
a
challenge
for
our
organization,
as
it
is
many
other
cities,
and
it's
also
important
that
we
in
in
communicating
with
our
workforce
that
we
are
adhere
to
some
guiding
principles
that
help
guide.
All
of
our
communications
when
were
interacting
with
employees,
and
so
here
are
the
ones
that
I
am
most
focused
on
and
and
so
I'll
just
do
you
tell
them
for
you
really
quickly,
honesty
and
transparency?
We
don't.
C
We
know
it's
been
in
our
communications
and
it's
important
that
we
are
authentic
and
we
stay
true
to
the
unique
voice
of
the
city
of
San,
Jose
culture
and
our
employees.
We
like
to
capture
meaningful
moments
that
matter
most
to
the
organization
in
our
culture
and
tap
into
our
employees,
passions
and
also
take
a
multi-channel
approach
to
the
way
that
we
communicate
with
employees,
and
so
I'll
walk
you
through
some
of
those
methods
that
we've
used
during
this
pandemic,
and
we
want
our
communications
to
be
hélène.
C
C
So
one
of
those
is
creating
an
employee,
Flash
report.
So,
as
most
of
you
all
know,
and
those
members
of
the
community
who
have
subscribed
to
our
external
flash
reports,
we
created
an
internal
one
for
employees,
awhile
back
and
so
we're
now
at
flash
support.
Number
11.
Those
flash
reports
are
disseminated
twice
a
week
on
Tuesdays
and
Thursdays
at
3
p.m.
and
they
include
resources
for
employees
as
well
as
reminders
about
important
information
or
policy
changes.
We
also
have
recapped
for
them.
C
We
want
to
ensure
that
please
know
that
there's
resources
and
assistance
that
exists
for
them
and
that
they
can
certainly
reach
out
to
those
resources
and
we've
been
very
successful
in
getting
these
updates
out
to
employees
and
for
those
employees
who
may
not
be
in
front
of
commuter
computers,
we're
actually
encouraging
their
supervisors
or
division
managers,
share
them
in
in-person
meetings
with
employees,
and
so
that's
been
a
approach.
That's
worked
very
well.
C
Next
slide,
we
also
are
recognizing
our
employees
as
unsung
heroes,
and
so
in
our
class
report,
we
recently
you
can
see
this
example
here.
We
recently
highlighted
the
Department
of
Transportation
sewer
team.
The
sewer
team
there
in
d-o-t
is
continuing
to
work
in
the
field
and
perform
their
regular
duties.
That
many
of
us
may
not
know
are
continuing
during
the
pandemic,
and
so
we
want
to
ensure
that
those
employees
are
feeling
motivated,
recognized
and
appreciated
because
they're,
the
ones
who
are
keeping
our
city
running
as
dave
says
in
his
enterprise
ferries.
C
C
And
so
this
example
here
is,
if
you're
not
going
to
see
the
full
clip,
it's
just
a
screen
grab
of
the
youtube
channel.
But
you
can
go
to
the
fire
department's
YouTube
channel
and
you
can
see
a
host
of
videos.
This
one
features
firefighter
Michael
Briggs
and
he's
educating
the
community
about
how
they
were
practicing
physical,
distancing
at
station
number
two
and
encouraging
the
community
to
also
practice
physical
distancing
when
they're
out
and
about
in
the
community.
Next
slide-
and
this
is
this-
is
really
cool.
C
We
actually
got
some
of
our
employees
to
have
their
their
own
family
members
star
as
models
in
our
in
our
ads
and
so
just
really
great
jobs.
The
emergency
public
information
team
for
their
creativity
and
putting
these
public
health
messaging
together
with
behavioral
insights,
but
also
getting
their
families
to
star
in
that
one
of
the
challenges
that
we
face
in
putting
these
apps
together
is
that
we
can't
go
out
and
conduct
our
regular
type
of
photo
shoots,
and
so
we
actually
had
employees
on
volunteer
and
have
their
their
family
members
star
in
it.
C
So
you
actually
see
in
these
ads
of
all
of
Hernandezes,
mother,
wife
and
a
son
Batali's
father-in-law,
and
why
Christine
Romero's
husband,
Julie,
Kim's,
daughter
and
Chelsea
Palacios,
mother
and
sisters.
So
thank
you
to
all
the
employees
and
their
families
and
loved
ones
for
putting
themselves
out
there
and
serving
as
messages
in
our
community.
There
was
another
fun
way
to
engage
our
work
force
next
slide,
and
so
this
is.
C
C
They
also
were
able
to
take
their
questions
in
and
have
either
day
where
a
leadership
team
member
answer
their
question
live,
and
so
employees
really
loved
this
opportunity
to
chat
directly
with
the
city
manager
in
the
leadership
team
and
appreciated
the
effort
and
in
the
entire
series,
and
so
the
next
slide.
You
actually
see
some
of
the
results
we
were
able
to
reach
nearly
one
in
five
employees.
Through
this
effort
we
conducted
four
virtual
Town
Hall's.
C
There
were
three
daytime
sessions
of
one
evening
session
and
we
did
have
over
one
thousand
and
200
unique
employees
came
in,
and
so
what
that
means
is
that
the
employees
had
an
opportunity
to
attend
any
of
the
sessions
and
we
were
able
to
count
that
there
were
twelve
hundred
and
eighty
five
unique
participants.
But
employees
may
have
attended
more
than
one
session
and
we
answered
over
a
hundred
and
eighty
questions.
C
What
was
very
important
to
the
city
manager
in
conducting
these
town
halls
was
providing
employees
an
opportunity
to
ask
questions,
but
also
providing
the
employees
an
opportunity
to
give
input,
and
so
we
actually
heard
lots
of
great
ideas
from
employees,
and
you
can
see
a
snapshot
here
of
the
types
of
topics
that
occur
from
employees.
They
asked
questions
about
the
budget
and
they
asked
about
what
we
were
doing
in
terms
of
how
we
were
going
to
secure,
federal
and
state
funding.
C
They
asked
about
returning
the
work
and
what
does
it
look
like
once
we
recover
from
coronavirus
and
and
what
will
their
daily
jobs
look
like,
and
they
also
ask
questions
about
whether
we
will
have
layoffs
and
furloughs.
So
dave
was
very
committed
to
answering
each
of
those
employees,
questions
and-
and
it
was
a
very-
it-
was
a
very
fun
type
of
way
to
interact
with
their
employed
workforce
and.
A
C
D
Thank
you
as
REO
and
Lee
I
just
want
to
talk
a
little
bit
about
our
path
forward,
for
through
recovery
to
resilience
and
on
the
next
slide,
you'll
see
what
is
probably
becoming
familiar
to
you,
as
we
rapidly
went
up
through
stages,
one
through
five
and
are
currently
at
Stage
five.
How
do
we
come
out
of
the
current
Stage
five
and
make
our
way
over
time
back
to
our
new
normal
of
stage?
Ten?
The
answer
will
be
slowly
complicated
and,
unfortunately,
not
always
a
linear
path.
D
We
are
beginning
to
engage
the
department,
heads
and
department
directors
around
this,
just
starting
this
work
in
depth
and
really
have
to
wait,
but
the
county
orders
and
revisions
as
we
go
and
then
an
assessment
of
our
own
capabilities
we'll
be
asking
key
questions
such
as
what
can
be
done
safely.
What
addresses
the
public
health
crisis?
What
is
useful
to
jumpstart
the
economy?
D
D
Turning
on
of
the
tap
as
we
go
and
we'll
have
to
look
at
a
number
of
different
tools
and
interventions
such
as
social,
distancing
and
workplace
modification
telecommuting,
will
continue
as
a
big
tool.
Staggered
shifts
extensive
use
for
more
extensive
use
of
PPE,
personal
protective
equipment,
enhanced
cleaning
and,
of
course,
the
testing
as
well
to
ensure
continued
safety
for
for
all
of
our
workers,
so
we're
putting
those
plans
together.
It
will
take
some
time.
D
We
anticipate
that
the
next
county
or
health
order
will
largely
extend
the
existing
orders
loosening,
but
we
will
be
using
this
time
to
do
the
planning
so
that,
as
soon
as
we
can
we'll
begin
to
turn
back
on
additional
services,
provided
we
can
do
them
safely
and
in
a
way
that
has
the
best
impact
on
our
community.
Answering
the
questions
that
I
outlined
above
so
we'll
keep
you
informed
as
we
go
I
just
wanted.
You
know
that
this
is
a
continual
work
in
progress.
We
also
are
really
thinking
about
how
we
walk
back
on
this.
D
In
case
we
have
to
go
in
the
opposite
direction
in
order
to
protect
the
safety
of
our
employees
and
our
community.
So
with
that,
one
of
the
things
that
we've
been
talking
about
is
development
services.
We're
hopeful
that
at
some
point
the
construction
ability
will
be
broadened
by
the
public
health
order.
We
want
to
be
ready
for
that
when
it
comes
in
the
mean
times,
we
have
been
doing
a
number
of
very
innovative
approaches
to
how
we
provide
development
services,
and
since
that
work
has
been
done
by
our
development
services,
team,
I'm
gonna.
D
Let
them
get
the
credit
they
deserve
and
speak
directly
to
that.
So
for
this
next
section
we
have
Rosalyn
Huey,
Chris,
Burton,
Hector,
Estrada
and
Chu
Chang,
who
will
work
through
some
of
the
not
only
response
to
the
coded
19
crisis
that
has
taken
place
and
development
services,
but
actually
the
acceleration
of
the
already
underway
development
services
transformation
into
the
digital
realm
to
provide
our
customers
with
the
services
that
they
need
and
deserve
with
that
I'll
turn
it
over
to
Rosalyn
Thank.
E
You
Kim
good
morning,
mayor
members
of
the
council
and
members
of
the
public
Rosalyn
Huey,
director
of
the
Department
of
planning,
building
and
code
enforcement.
So
I'm
really
glad
to
be
with
you
this
morning
to
share
with
you
about
the
development
services
work
that
I've
been
able
to
continue
under
so
within
a
three
week
span.
The
development
services
partners,
like
many
other
departments
across
the
city,
faced
an
extreme
transition
of
our
operations,
marked
by
three
major
milestones.
E
This
timeline
Maps
new
procedures
that
staff
needed
to
create
doing
this
highly
fluid
crisis.
First
I
want
to
acknowledge
that
while
we
have
adapted
to
our
new
way
of
working,
this
was
certainly
a
very
challenging
situation,
and
we
know
that
many
many
of
our
customers
quite
frankly,
continue
to
still
be
very
frustrated,
as
the
rules
have
changed
and
our
staff
has
had
to
find
themselves
becoming
very
familiar
with
the
new
county
orders.
E
The
rules
that
we
have
to
abide
by
and
actually
working
to
consult
with
other
individuals
to
interpret
those
those
orders
and
then,
on
top
of
that,
our
staff
have
been
adjusting
to
providing
our
services
differently.
As
now,
most
of
our
staff
are
working
remotely
so
with
the
shelter
in
place,
order,
effective,
March,
17
and
the
closing
of
City
Hall
to
the
public.
We
began
to
implement
our
continuity
of
operations
plans.
E
So
at
this
time
our
on-site
inspections
we're
continuing
for
both
commercial
and
residential
projects.
We
put
in
place
procedures
for
remote,
applique,
an
intake
and
for
remote
plan
review
and
with
that
we
had
to
communicate
with
our
customers.
So
we
launched
a
remote
development
services
for
seizures
webpage
and
communicate
it
with
members
of
our
development
and
construction
Roundtable,
as
well
as
did
various
types
of
outreach
to
our
customers,
including
using
social
media,
to
further
ensure
the
safety
of
all
of
our
staff
on
March
23rd.
E
Supervisors
delivered
to
backlog
of
paper
plans
to
plan
review
staff
off-site
inspection
assignments
were
beginning
to
be
distributed
off-site
and
we
quickly
trained
and
work
with
our
commissioners
so
that
the
March
25th
Planning,
Commission
meeting
could
be
held
virtually
and
we
think
that
we
were
probably
actually
the
first
in
this
city
in
the
region
actually
to
conduct
a
planning
commission
virtually
and
that
took
a
lot
of
training
of
staff
and
assisting
art
commissioners
to
conduct
that
meeting
virtually
and
then
on.
March
31st,
the
new
County
order
became
effective
that
further
restrictive
construction
activity.
E
So
we
ramped
up
testing
and
training
for
remote
inspections
for
our
smaller
projects
and
we
started
virtual
appointments
with
our
customers.
So
the
next
slide
will
show
the
development
services
that
we
have
been
able
to
continued
under
the
county
order.
So
you
can
see
on
the
building
side.
We
have
been
able
to
continue
with
building
plan
review,
building
permit
issuance.
E
We
are
able
to
intake
new
building
permits
remotely
and
we
have
been
able
to
conduct
on-site
inspections
as
allowed
under
the
county
order
and,
in
addition,
we've
been
able
to
use
to
do
remote
inspections
using
video
conferencing.
Then,
on
the
planning
side,
we
have
continued
our
work
under
planning
development
review,
as
well
as
revised
environmental
review.
We
are
continuing
to
be
able
to
take
new
planning
applications
and,
as
I
mentioned,
we
are
conducting
our
Planning
Commission
Historic
Landmarks
Commission
meetings
as
well
as
our
director
hearings,
all
be
assumed.
E
So
you
can
see
that
I'm
building
plan
reviews
we've
actually
been
able
to
complete
646
plan
reviews,
we've
actually
conducted
over
2,000
on
site
and
building
inspections.
Now
this
number
does
include
for
the
first
week
of
the
order
we
were
still
able
to
conduct
commercial
inspection,
so
that
number
is
about
a
thousand
of
that
2000
number
we've
been
actually
able
to
conduct
160
remote
building
inspections
and
take
a
new
building
permits
of
176.
E
We've
been
able
to
continue
to
issue
building
permits
now
we
know
that
many
of
our
customers
aren't
able
to
actually
start
construction
under
the
county
order,
but
we
have
been
able
to
issue
almost
600
new
building
permits.
22
applications
have
been
heard
at
planning
hearings
and
then
we've
we've
received
over
almost
hundred
new
planning
applications
and
then
for
the
Public
Works
Department.
They
have
also
been
able
to
continue
to
deliver
their
services
in
issuing
424
permits,
so
the
next
slide.
E
Thank
you
provides
information
on
the
fire
prevention
activity
that
has
been
able
to
continue.
We
know
how
important
this
work
is,
so
the
fire
prevention
services
were
also
able
to
a
to
work
in
remotely
the
fire
department
has
focused
on
making
progress
on
the
backlog
of
projects
awaiting
to
be
assigned
during
the
county
order.
E
They
have
been
working
with
development
services,
partners,
supporting
approved
projects
and
those
related
to
kovat
19
response
efforts
have
been
made
to
ensure
that
the
flow
of
inbound
projects
and
key
functions
such
as
authorized
inspections,
feed
payment
and
communication
channels
were
in
place.
In
addition,
just
wanted
to
add
that
fire
has
been
able
to
conduct
in
numerous
inspections
for
surge
capacity
at
our
local
hospitals
and
shelters.
E
The
next
slide
talks
about
all
that
we
want
to
consider
as
we
talk
about
reopening
of
the
economy.
What
does
that
mean?
And
we
think
that
there
are
some
lessons
that
the
development
services
partners
can
take
from
our
current
experience
that
we
believe
can
support
improved
operations
while
still
being
safe
in
a
COBIT
nineteen
world.
So
first,
we
will
see
more
efficiencies
with
remote
inspections.
For
simple
inspections.
A
E
E
So
just
going
back
to
0.3,
while
we
were
a
little
behind
the
curve
on
digital
submissions,
we
have
found
that
responding
to
the
cope
at
night
in
crisis
has
shown
us
what
is
really
possible.
So
we
are
currently
working
on
developing
a
long-term
digital
submission
platform
for
our
customers
to
submit
and
for
staff
to
review
this
current
experience.
E
While
it's
not
necessarily
ideal,
it
does
pave
the
way
for
future
rollout
of
our
digital
inspection
and
review
process
coming
later
this
year
as
part
of
our
ongoing
development
services,
transformation
work
by
having
our
appointments
take
place
remotely.
We
can
save
our
customers
time
and
money
and
obviously
provide
more
efficiency
and
then,
lastly,
as
we
reflect
on
how
difficult
this
process
has
been,
and
knowing
that
has
been
very
frustrating
for
many
of
our
customers,
all
of
us
have
had
to
meet
unprecedented
challenges.
I
think
perhaps
the
greatest
lesson
was
actually
discovering.
E
This
shows
how
we
adapting
to
our
new
way
of
work
so
that
first
image
on
the
top
left
is
actually
a
zoom
meeting
being
conducted.
This
is
a
staff
meeting
among
our
planning
permit
center
staff.
The
top
right
image
is
actually
a
screenshot
of
a
remote
video
inspection
being
conducted
on
zoom,
and
this
is
an
inspection
of
the
installation
of
a
tesla
powerwall
unit.
The
bottom
right
photo
is
shows
one
of
our
building
division
managers
actually
getting
paper
plans
distributed
to
staff.
E
So
we
had
to
do
this
in
week,
one
of
the
order
so
that
we
could
get
the
paper
plans
out
to
staff
in
a
safe
manner
and
staff
were
able
to
pick
those
up
and
and
from
and
do
the
review
on
those
plans.
And
then
the
middle
bottom
photo
is
a
building
inspection
dispatch.
That
happened
on
the
morning
of
April
20th,
it's
6:30
in
the
morning,
and
you
can
see
two
of
our
building
supervisors,
Mary,
Reid
and
Patrick
Lewis.
E
Actually
in
City
Hall
they
have
other
staff
on
the
zoom,
getting
ready
for
a
dispatch
of
inspection
assignments
and
then
the
last
photo
on
the
bottom
left
is
one
of
our
planning
technicians,
kenneth
chow,
who
is
handling
an
application
intake
with
a
bit
of
help
from
his
pet
at
home.
So
with
that,
I'm
now
going
to
turn
over
the
presentation
over
to
chris
burton
who
will
share
more
about
how
we
are
preparing
for
construction
and
development
to
open
up.
F
So
the
county
has
been
using
their
fa
cues
to
make
clarifications
around
the
order,
and
so
we've
been
helping
provide
those
interpretations
with
development
services
in
partnership.
But,
as
we
know
coming
next,
the
county
will
be
updating
the
order
later
this
week
and
we
look
forward
to
that
transition
and
understand
what
those
changes
will
be
in
doing
so,
we'll
be
looking
to
ensure
that
the
city
is
providing
clear
and
consistent
information
as
its
received.
F
So
we
could
provide
that
to
all
of
the
businesses
we
work
with
particularly
the
development
community,
and
then
we're
also
developing
principles
about
how
we
should
prioritize
work
to
ensure
that
we
can
get
construction
moving
as
quickly
as
possible
and
then,
of
course,
we're
looking.
You
know
even
further
forward
and
when
we're
sort
of
beyond
the
shelter-in-place
situation
and
looking
at
ways
that
we
can
target
development
service
activities
to
really
help
speed
economic
stabilization
first
and
then
ultimately,
recovery
next
slide.
Please
thank
you.
F
So
in
planning
for
the
next
transition
and
the
future
sort
of
end
to
the
shelter-in-place
requirements,
we've
been
looking
at
trends
and
challenges
that
were
occurring
before
the
pandemic,
as
well
as
drawing
from
our
experience
during
the
last
recession.
And
what
we
know
above
all
else
is
that
we
really
need
to
be
prepared
for
a
dynamic
and
evolving
situation
with
regard
to
both
customer
service
and
the
kind
of
broader
economic
picture.
F
We're
already
hearing
a
lot
of
conversations
around
the
real
estate
market
about
how
companies
and
developers
are
thinking
about
space,
but
in
the
near
term,
private
investment
in
new
development
in
particular,
is
likely
to
slow
significantly
and
in
some
sub
markets
or
product
types
throughout
the
city.
We'll
see
it
completely
stopped
due
to
sort
of
a
lot
of
that
ongoing
uncertainty
around
the
financial
markets,
around
demand
for
real
estate
and
certainly
around
costs.
F
Another
part
of
that
uncertainty
will
likely
come
from
the
changes
in
which
we
occupy
spaces,
both
as
a
result
directly
of
the
shelter-in-place
order
and
the
physical
distancing
requirements,
but
in
the
longer
term
also
the
sort
of
what
are
the
impacts
of
this
telecommuting
project.
That
we've
all
become
a
part
of
overnight
and
and
how
much
of
that
resides
and
continues
in
the
market
place
thereafter.
There's
also
considerable
uncertainty
regarding
the
impact
of
ongoing
costs
of
development,
so
production,
slowdowns
and
supply
chain
disruption
will
have
significant
impacts
on
material
costs
and
particularly
material
availability.
F
It's
also
unclear
as
to
the
impact,
the
current
crisis
on
labor
costs
and
also
labor
availability,
and
then
also
with
regards
the
way
that
the
city
has
recently
looked
at
cost
of
development
through
the
cost
of
development
studies
and
financial
feasibility,
there's
considerable
uncertainty
around
whether
it
will
or
what
will
happen
and
to
rents
in
both
the
commercial
and
residential
markets.
If
you
consider
the
feasibility
was
challenging
in
many
parts
of
the
city
without
rent
increases
before
the
current
crisis,
then
it's
likely
that
feasibility
will
likely
remain
challenging
in
the
near
future.
F
As
we
come
out
of
this
situation,
this
in
turn
will
likely
continue
to
cause
a
deepening
around
housing,
affordability
and
housing
availability,
as
we
continue
to
sort
of
lag
behind
current
demand,
with
production
and
as
more
families
continue
to
be
impacted
by
this
disruption
to
their
income
and
livelihood.
We'll
see
considerable
increased
demand
around
housing,
affordability
and
then,
lastly,
we're
thinking
about
other
transitions
or
influences
that
could
be
accelerated
or
affected
by
the
current
situation.
F
You
know
we
were
seeing
increased
demand
before
the
crisis,
and
so
as
people's
online
shopping
habits.
You
know
potentially
continue
past
the
shelter-in-place.
You
know
what
will
be
the
impact
on
that
real
estate
market
and
then
also
you
know
what
are
those
programs
out
there,
particularly
the
opportunity
zone
program
that
could
be
significant
in
the
near
term,
so
opportunity
zones
in
particular
a
lot
of
them
had
funds
in
place
that
were
raised
prior
to
the
current
situation,
and
but
as
it
stands
right
now,
we
believe
they're
still
under
the
same
timeline
to
expend
those
funds.
F
So
there
could
be
an
opportunity
to
capture
near
turned
it
off
an
opportunity
there
and
next
slide.
Please
Lee,
so
I'm
working
through
these
issues,
we've
been
thinking
about
our
principles
for
reopening
construction
and
development.
You
know
Rosalynn
touched
on
some
of
the
tactical
pieces
that
have
already
been
in
place.
You
know
from
a
slightly
higher
level.
First
and
foremost,
we're
focused
on
maintaining,
whatever
momentum
exists
through
the
end
of
this
current
development
cycle.
F
F
So
we'll
want
to
make
sure
that
we're
aware
of
what
the
important
timelines
are
and
how
we
can
prioritize
those
projects
that
are
having
a
significant
impact
on
economic,
ment
and
locally,
while
also
ensuring
that
we're
providing
good
customer
so
across
the
board,
including
those
smaller
projects
and
residential
remodels.
In
addition
to
making
sure
that
we're
responding
to
the
immediate
development
opportunity,
we
want
to
focus
on
priming
the
pump
for
the
next
development
cycle
and
so
early
work
to
entitle
big
catalytic
projects.
F
Was
you
know,
critical
during
the
last
recovery
after
the
recession,
and
it
allowed
us
to
move
quickly
on
opportunities
that
promoted
economic
growth.
So
we
also
need
to
focus
beyond
the
individual
projects
on
how
we
clear
our
policy
backlog
to
ensure
that
there
are
no
barriers
to
that
development
when
it
does
start
to
come.
So
you
know
critical
examples
would
be.
You
know:
residential
development
in
North,
San
Jose,
the
continuing
transition
of
secret
from
the
LRS
standards
to
VMT.
F
It
also
includes
looking
at
our
existing
programs
to
ensure
that
any
timelines
or
expiration
dates
that
we
do
have
out
there
don't
create
challenges
for
potential
near-term
development.
As
they're
moving
through
the
process
and
ensuring
that
their
financing
is
in
place,
one
of
the
other
major
factors
through
the
last
recession
and
into
the
recovery
was
impacts
to
service
delivery
as
a
result
of
fiscal
situation
in
the
city.
You
know
this
is
something
that
some
of
us
you
know
experienced
very
closely.
F
For
example,
you
know
our
Planning
Department
last
15
years
worth
of
experience
was,
was
largely
impacted
within
sort
of
two
years
of
the
last
recession
and
much
of
the
rebuilding
and
the
optimization
in
our
planning
process
has
been
a
result
of
that
even
sort
of
ten
years
on.
So
we
need
to
be
mindful
of
those
experience
and
make
sure
that,
as
we
experience,
those
massive
shifts
in
development
that
we
minimize
that
ongoing
impact
of
service
delivery
and
then,
lastly,
we're
focused
on
understanding
and
responding
to
this
dynamic
situation
that
I
previously
mentioned.
F
We
want
to
ensure
that
both
our
service
delivery
and
a
policy
framework
keeps
pace
pace
with
the
world
around
us.
It
changes
next
slide,
please,
okay,
so
lastly,
I
just
want
to
end
on
some
additional
tactics
that
we're
exploring
to
implement
or
drive.
Some
of
these
principles,
and
so
just
to
work
through
this
quickly.
You
know
we're
looking
at
if
there's
opportunity
to
reschedule
inspections
on
a
kind
of
floating
schedule.
F
So
as
the
order
changes,
we
can
the
construction
schedule
for
large
projects
isn't
delayed
and
that
we
can
make
sure
that
we're
ready
to
deliver
on
that
service.
We're
also
looking
to
prioritize
those
projects
that
have
an
outsized
impact
on
development
mentum
in
and
around
downtown,
in
particular,
there's
a
couple
of
key
projects
that
are
underway,
and
we
want
to
make
sure
that
we're
troubleshooting
any
issues
as
they
arise,
particularly
around
sort
of
timeline.
F
F
You
already
heard
about
how
we're
extending
some
of
that
development
permit
or
building
permit
explorations,
but
you
know
we'll
also
be
looking
at
ways
to
extend
development
permits
so
that
those
opportunities
can
be
on
the
shelf,
ready
to
go
for
a
longer
period
and
then
again,
as
those
projects
look
to
catch
up
on
lost
time,
there's
a
better
under
construction.
There
may
be
opportunities
to
explore
temporarily
lifting
restrictions
on
construction
hours
to
extend
them
long.
So
those
are
the
types
of
things
that
we
think
can
make
a
near-term
difference.
B
This
includes
a
continued
focus
on
our
most
vulnerable
and
at-risk
populations
through
compassion
and
action,
making
tough
decisions
quickly
and
working
as
a
single
team.
So
everyone
gets
through
the
recovery
process
and
this
response
together
for
maximizing
our
reimbursement.
Much
of
our
response
and
recovery
process
should
be
covered
by
state
and
federal
funds,
including
FEMA,
as
well
as
the
coronavirus,
Relief
Fund.
B
We
will
maximize
our
reimbursement
potential
by
strategically
matching
the
highest
and
best
funding
sources
to
the
highest
and
best
uses
of
these
funds
and
strengthening
our
funding
requests
through
our
clear
documentation
and
our
tracking
processes.
They've
been
in
in
day
one
of
this
response
and
then,
lastly,
minimizing
any
general
fund
impact,
while
the
economic
crisis
will
affect
all
of
our
funds,
the
most
powerful
effect
on
our
community
and
the
most
important
tool
we
have
in
our
budget
is
our
general
fund.
B
Therefore,
we
will
be
working
together
through
the
recovery
process
to
use
any
other
funding
eligibility
through
FEMA,
whether
it
be
state
fundings
for
those
uses
before
we
go
to
our
city
funds
and
to
walk
through
our
initial
strategy
at
a
very
high
level.
I'd
like
to
hand
it
over
to
our
assistant,
director
of
our
finance
department
and
our
Emergency
Operations
finance,
section
chief
Luz
go
for
sa
how
to
walk
them
through
our
initial
plan.
G
Good
afternoon,
mayor
councilmembers,
it's
a
pleasure
to
present.
At
this
point.
There
are
a
significant
number
of
funding
sources
developed
to
address
the
effect
of
the
code,
19
Demick
from
the
very
large,
such
as
the
Charis
3.0
act,
which
we'll
go
into
a
bit
more
detail
later
to
the
very
small,
like
the
$75,000,
that's
available
in
the
fair
housing
assistance
program
which
will
provide
technology
and
administrative
support
to
housing
programs.
Frankly,
to
witness
this
extraordinary
amount
of
money
being
dedicated
for
a
single
cause
is
remarkable
and
reflects
how
unprecedented
this
kovat
about
event
is.
G
We
also
have
an
extraordinary
amount
of
need,
as
you
are
well
aware,
not
just
for
our
traditionally
mo
yes
populations,
but
also
for
the
newly
disenfranchised,
the
unemployed,
the
troubled
businesses
as
a
city.
We
are
now
buying
personal
protective
equipment,
also
known
as
PPE
by
the
pallet
funding
organizations
that
deliver
diapers
and
baby
formulas
to
parents
and
children,
expanding
shelter,
capacity
for
that
and
housed
and
taking
the
lead
on
food
distribution
for
the
county.
G
So
the
city
needs
to
make
the
most
of
any
and
all
available
funds
to,
as
we
said,
to
do
the
recovery
right
to
maximize
reimbursement
and
minimize
the
impact
on
city
funding
sources.
The
graphic
that
you
are
looking
at
is
a
very,
very
high-level
view
of
how
our
funding
sources
were
waterfall.
For
this
event,
starting
from
FEMA
other
federal
and
state
funds
to
the
cares
Act,
which
includes
the
coronavirus,
Relief,
Fund
and
master
city
monies,
the
graphic
represents
a
couple
of
themes.
One
is
how
hard
is
money
to
get
and
to
use.
G
Fema
and
federal
money
are
historically
the
most
challenging
to
access
with
the
state
money
baby,
maybe
being
a
little
bit
easier.
However,
federal
cares.
Act
dollars,
apparently,
are
fairly
flexible
as
far
as
the
guidance
that
we've
received
so
far,
however,
the
federal.
However,
we
also
have
to
include
last
but
not
least,
city
sources.
They
have
the
fewest
restrictions,
as
those
monies
are
fully
under
city
control.
I
just
fell
gem,
shannon
blanch
or
saw
him
visually
blanch
I'm,
not
I'm,
not
saying
that
we
should
be
using
those
general
funds.
G
First,
I'm
simply
making
an
observation
about
how
easy
they
are
for
us
to
use.
What
this
graphic
also
represents
is
how
we
will
fund
our
needs.
There
are
a
number
of
activities
that
FEMA
is
clear
about
funding
such
as
Emergency
Operations,
Center
expenses
or
personal
protective
equipment
purchases.
For
example,
FEMA
has
already
funded
the
state
of
Iowa
44
million
dollars
for
PP&E
on
April
4th,
so
it's
expedited
application
process.
G
We
intend
to
fund
what
clearly
our
FEMA
and
federally
eligible
activities
the
city
has
and
completes
with
FEMA
and
federal
monies,
then
progress
through
state
funding
and
then
the
available
cares
Act
money
matching
sources
and
uses
in
the
most
optimal
manner
possible
to
close
out
the
waterfall
analogy.
So
we'll
get
to
the
end
of
that.
The
goal
is
to
have
the
city
funding
sources,
provide
that
last
trickle
of
funding
between
6
&
7
percent.
G
In
summary,
we
are
developing
a
strategic
funding
plan,
a
coordinate,
a
coordinated
tool
if
you
will
to
best
leverage
available
monies
for
the
city
next
slide,
please.
So,
let's
look
at
the
most
recent
Corona
Vaught
relief,
coronavirus
relief
package
and,
more
till
in
more
detail,
which
is
represented
by
the
large
bubble,
that
is
a
Care
3.0
Act,
which
was
signed
on
March
27,
which
provided
1.8
trillion
dollars
in
direct
aid
to
individuals
and
businesses
in
the
cares
bubble,
our
other
smaller
bubbles,
which
represent
money.
G
The
city
has
either
secured
already,
which
is
in
green
or
funding,
for
which
third
city
plans
to
apply,
which
is
in
yellow
a
sizable
chunk
of
green
is
the
coronavirus
relief
fund
of
widget
and
hang
on.
I
need
to
look
at
the
number
178
million
two
hundred
ninety
five
thousand
two
hundred
forty
eight
dollars
showed
up
in
the
city
banking
account
last
Monday
morning.
G
Additional
monies
that
have
also
been
secured
is
sixty
six
million
in
FAA
money
for
the
airport,
as
well
as
eight
million
dollars
from
HUD
for
housing
and
other
necessities.
We
are
planning
to
apply
for
public
safety,
money,
library,
money
and
firefighter
assistance.
Money.
The
bubble
in
the
upper
right-hand
corner
represents
the
state
money
that
for
which
the
council
took
action.
Last
I
believe
last
week
on
April
20th
21st,
perhaps
seventeen
point
two
million
in
Nome
with
housing,
assistance,
prevention,
h/h,
ap,
money
and
three
point:
nine
million
in
emergency
homeless,
funding
grant
money,
that's
SB.
G
Eighty
nine
money
I
also
want
to
point
out
that
this
graphic
does
not
represent
the
entire
world
of
funding
that
is
or
will
be
available
to
this
city.
It
is
simply
a
snapshot
in
time.
We
continue
to
look
for
an
advocate
for
more
money
to
support
the
needs
to
address
this
epidemic
next
slide.
Please,
the
Treasury
Department
released
guidance
on
the
corona
release.
G
Corona
pardon
me
coronavirus,
relief
funds
or
CRF
money
a
couple
of
days
after
we
got
actually
got
the
hundred
and
seventy
eight
million,
although
CRF
money
is
fairly
flexible
as
I
noted
above
the
guidance
is
also
clear
that
some
program
categories
are
simply
not
eligible.
The
most
important
one
for
us
as
a
local
government
is
that
CRF
cannot
be
used
to
replace
lost
city
revenue.
Additionally,
serie
cannot
pay
for
expenses
included
in
the
city's
FY
2019
2020.
What
budget
or
to
provide
bonuses
for
employees?
G
H
Afternoon
so
last
week
we
spent
a
lot
of
time
here
at
Council
talking
about
the
cares,
Act
3.0
and
a
lot
of
that
conversation
was
around
how
the
city
might
be
receiving
funding
from
the
cares
Act.
Today.
We
also
wanted
to
mention
and
just
clarify
that
the
same
San
Jose
is
not
the
only
local
government
that
has
received
and
will
receive,
carries
act
funding.
H
For
example,
our
partners
at
the
county
also
received
direct
allocation
through
the
coronavirus,
Relief
Fund
and
from
CDBG,
and
school
districts
in
particular,
are
in
line
for
specific
education
pots
of
money
through
the
carry's
Act.
The
federal
guidance
is
very
clear
that
we
cannot
spend
funding
from
different
program
on
the
same
activity.
So
it's
really
critical
that
we
continue
to
coordinate
with
our
partners
of
these
agencies
on
funding
opportunities
to
make
sure
we
have
a
strategic
and
comprehensive
funding
picture.
H
As
most
of
you
have
heard,
the
president
also
signed
an
interim
package
last
week,
the
Paycheck
protection
program
and
health
enhancement
Act.
This
was
a
484
billion
dollar
package,
but
Meili
went
to
three
different
places
to
the
Small
Business
Administration,
for
additional
small
business
loan
programs
to
testing
and
then
to
hospitals
for
some
of
their
needs.
Now
the
focus
in
Congress
is
really
shifting.
Over
to
the
fourth
package.
H
The
city
has
been
working
very
diligently
of
our
delegation
and
with
our
different
coalition
members,
including
the
big
city
mayors
coalition,
the
mayor
is
heading
to
make
sure
that
we
have
some
advocacy
around
this
package
from
the
city
side.
We're
really
focused
on
a
couple
of
different
areas.
One
is
to
continue
the
direct
funding
to
states
and
local
governments
for
our
response
and
to
make
sure
that
that
funding
is
flexible.
H
As
you
heard,
Liu's
just
say,
the
guidance
that
came
out
from
the
Treasury
Department
was
very
clear
that
coronavirus
relief
funds
cannot
be
used
for
lost
city
revenue,
so
that's
a
key
asset
we're
making
at
the
federal
level.
We've
also
asked
for
additional
small
business
support,
support
to
support
support
for
our
unhoused
residents
and
then
finally,
support
for
undocumented
community
members,
as
well
as
part
of
our
federal
advocacy.
I
will
say
that
the
outlook
for
the
next
package
is
pretty
unclear
right
now.
We
expect
House.
H
Democrats
will
release
another
bill
at
the
end
of
this
week.
As
a
discussion
point,
we
are
expecting
that
that
maxvill
will
probably
be
a
Karass
2.0.
So
what
we're
hearing
is
that
there
will
be
the
same
programs
that
are
funded
and
cares,
but
with
additional
money.
We
are
not
expecting
at
this
point
that
that
next
package
will
include
any
of
the
infrastructure
or
economic
stimulus
activities
that
people
have
been
talking
about.
H
There's
been
a
lot
of
rhetoric,
I
would
say
from
both
sides
right
now
between
repeal
it's
Democrats
about
what
should
and
should
not
go
into
the
package
and
as
well
as
for
the
president,
so
I
think
it's
very
clear
that
House
Democrats
have
been
pushing
very,
very
hard,
along
with
Senate
Democrats
for
that
direct
funding
to
local
and
state
governments.
So
the
timing
of
this
is
also
fairly
unclear.
H
I
just
got
a
note
that
the
house
is
delaying
their
planned
return
to
to
DC
next
week,
so
I
think
they
are
in
a
similar
position
as
our
state
government.
When
there's
a
lot
of
uncertainty
over
how
they
will
be
conducting
your
business,
we
have
heard
from
our
federal
lobbyists
that,
depending
on
how
quickly
the
small
business
loan
program
funds
are
spent
from
this
interim
package,
there
might
be
additional
pressure
to
act
sooner
rather
than
later
on
the
fourth
package.
So
with
that,
we
pass
it
back
over
to
leaf.
B
Thank
You
Benna
and
the
mayor
and
council
that
really
closes
out
staffs
presentation.
I
did
want
to
highlight
what
Lou's
mentioned
earlier.
Just
the
the
amount
of
funds
available
for
relief
and
the
recovery
process
is,
is
quite
large.
It's
it's
something
like
we've
never
seen,
and
so
within
the
city
manager's
office
and
the
leadership
leadership
team.
We
will
have
an
integrated
approach
with
the
Emergency
Operations
Center
and
the
finance
recovery
portion,
along
with
our
budget
office
and
leadership,
to
ensure
that
we've
got
a.