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From YouTube: 9/1/20 | City Mgr. Dave Sykes presents City's Response to COVID-19 & Continuity of Operations Plan
Description
San José City Council September 1, 2020 Meeting, Agenda Item 3.1
A
A
B
That's
just
shy
over
of
a
hundred
thousand
acres,
but
it
is
close
to
being
fifty
percent
contained
as
of
this
morning
and,
as
we
stated
last
week,
evacuations
have
started
to
be
lifted
for
this
fire
and
there's
currently
no
evacuations
within
the
city
of
santa
clara
for
this
fire.
The
larger
fire
to
our
east,
known
as
the
scu
fire,
is
currently
just
shy
of
400
000
acres,
but
is
70
contained
so
as
of
11
a.m.
B
The
sarato
high
school
in
morgan
hill
has
been
closed
as
a
temporary
evacuation
center,
and
the
cupertino
community
center
has
also
closed
as
a
temporary
shelter
facility.
For
both
fires,
the
only
one
that
remains
open
is
the
milpitas
library,
and
we
have
word
that
that
will
be
closing
later
on
today
or
tomorrow,
as
the
evacuation
orders
and
warnings
continue
to
be
lifted.
C
Thank
you
lee.
We
find
ourselves
in
the
pandemic
now,
at
a
point
nationwide,
where
we
have
183
649
deaths
locally.
Here
in
the
county,
we
have
244
deaths
and
138
people
in
the
hospital
with
cobit
19
struggling
through.
We
know
those
deaths
and
hospitalizations
have
disproportionately
been
within
our
latinx
community
and
on
the
east
side.
C
C
C
C
We've
held
extensive
community
leaders
form
and
survey
to
direct
additional
resident
assistance
funding
and
we've
deployed
members
of
our
team
to
support
the
census
work,
including
ppe,
for
the
census
workers.
We
have
a
trifold
brochure,
that's
coming
out
in
four
languages
that
contains
much
of
the
information.
That's
on
our
virtual
local
assistance
center
and
are
printing
those
brochures
to
distribute
to
those
who
do
not
have
as
easy
digital
access
phase.
One
will
go
to
family,
giving
trees,
senior
nutrition,
libraries
and
various
partners.
C
C
You'll
receive
a
report
later
in
this
meeting
as
a
separate
item
on
the
staff's
review
of
the
health
and
racial
equity
task
force,
recommendations
that
report
details
a
number
of
ongoing
and
newly
initiated
efforts
related
to
health
and
racial
equity,
so
that,
let's
dive
into
one
of
the
two
major
topics
for
today's
update
are
digital
inclusion
and
I'll
hand
it
over
to
jill
bourne
who,
in
addition
to
being
our
city
librarian
in
this
instance,
is
also
our
branch
director
for
digital
inclusion
jill.
Take
it.
C
C
C
D
Okay,
so
good
morning,
mayor
members
of
the
council,
jim
ortbahl,
deputy
city
manager
and
ufc
operations,
section
coordinator,
the
presentation
is
a
follow-up
to
our
june
30th
report
to
the
council
on
our
eoc
response
to
the
declared
shelter
crisis
during
the
covet
emergency
just
go
ahead
and
go
to
the
next
slide.
If
you
would
kip
and
our
efforts
to
address
encampment
trash
debris
and
blight
as
these
challenges
are
much
more
visible
during
the
many
months
of
covid.
D
D
So
moving
on
the
city
in
close
coordination
with
the
county
office
of
supportive
housing
has
prioritized
slowing
and
containing
the
spread
of
covid
within
the
unsheltered
and
encampment
communities,
based
upon
cdc
guidance
and
supported
by
county
public
health
cities
suspended
encampment
abatements
during
the
covet
emergency
to
allow
the
unsheltered
to
stay
where
they
are
and
avoid
forced
dispersal
and
more
close
contact
among
unsheltered
people.
The
city
and
county
have
also
prioritized
various
hygiene
and
sanitation
services
and
have
prioritized
sheltering
the
most
vulnerable
in
terms
of
impacts
based
upon
county
medical
testing
records.
D
D
Last
week,
city,
county
and
destination
home
staff
presented
the
community
plan
to
end
homelessness
that
the
council
unanimously
endorsed
to
continue
responding
to
the
urgent
crisis
of
housing
over
5
000
unsheltered
people
across
our
city.
It
will
take
a
collective
and
sustained
response
to
achieve
success,
necessarily,
though
the
city's
not
waiting
and
is
already
in
implementation
mode.
Today
we're
going
to
emphasize
strategy
three
improving
the
quality
of
life
for
unsheltered
individuals
and
creating
healthy
neighborhoods
for
all.
In
fact,
the
three
eoc
branches,
emergency,
housing,
homeless,
support
and
beautify
sj
are
strategy.
Three
focus
next
slide.
D
At
the
monterey
and
brunel
site
phase,
one
opens
this
week
for
the
first
residence
with
all
phases
targeted
open
by
mid-september
at
roof
ferrari.
Living
units
and
common
buildings
have
been
delivered
to
the
site,
with
targeted
completion
by
the
mid
to
late
september
time
frame
and
at
evans.
Lane
living
units
and
common
buildings
are
being
delivered
with
a
targeted
completion
by
the
end
of
september
next
slide,
please.
E
E
Jointly
with
the
county,
2812
individuals
have
been
placed
in
hotel,
motels
or
in
temporary
shelters,
and
that's
approximately
934
in
hotels
and
motels
and
1439
in
shelters.
Our
central
hotline
that
we
implemented
in
april
has
received
6591
calls
and
everyone
that
has
requested
shelter.
So
far
we
have
been
able
to
accommodate
those
requests
and
we
continue
to
coordinate
and
support
our
homeless
service
providers
throughout
the
county
by
coordinating
on
shelter,
bed
availability.
E
E
We
also
jointly
with
the
county,
implemented
a
county-wide
housing
problem
solving,
and
that's
really
that
one-time
financial
assistance,
along
with
case
management,
that
is
a
diversion
tactic.
Instead
of
placing
people
in
shelters,
we've
expanded
our
motel
voucher
program
for
families
and
also
provided
additional
funding
to
our
partner
dv
agencies,
also
for
motel
vouchers
and
then
finally,
we
did
recently
transition
to
shelters,
specifically
parkside
hall,
which
was
slated
for
development
and
bascom
community
center,
which
was
a
commitment
to
the
community.
E
E
We
started
back
in
march
by
quickly
deploying
hand
washing
stations
and
portable
restrooms
to
our
largest
encampments
and
then,
as
resources
came
online,
we
added
things
like
mobile
showers,
working
with
dignity
on
wheels.
We
also
added
a
new
service
called
mobile
hope
health,
which
is
a
mobile
rest.
Stop.
E
E
D
I
just
want
to
remind
the
council
that
the
three
goals
that
we
identified
for
this
branch
we
had
emergency
trash
pickup
to
really
try
and
address
conditions
that
are
very
challenging
today.
Rick
scott
will
describe
more
about
that,
but
we
also
have
that
third
strategic
goal
to
really
assess,
redefine
and
determine
the
critical
gaps
in
the
beautify
sj
program
and
then
to
propose
a
long-term
system
and
program
structure
to
achieve
consistent
success
and
clean
conditions
across
our
city.
So
those
are
the
goals
that
we're
working
on
next
slide.
Please.
D
D
Over
99
of
the
people
in
our
city
get
trash
service
at
their
curb
every
week.
It's
a
very
efficient
system
and
the
city
spends
about
180
million
dollars
a
year
through
garbage
fees
to
provide
this
service
to
residents,
but
for
the
thousands
of
unsheltered
residents
in
our
city
spread
over
hundreds
of
encampments
in
every
district
in
our
city
we
have
no
structured
trash
removal
system
and
no
avail
available
fees
to
cover
the
cost
of
doing
so
over
time.
D
The
reality
is,
it's
not
been
anywhere
near
enough
to
do
an
effective
job
and
keep
the
city
clean,
regardless
of
how
hard
the
staff
works
in
the
beautify
sj
program,
given
most
trash
from
the
unsheltered
does
not
go
into
garbage
carts.
It's
not
picked
up.
Every
week
we
see
conditions
on
the
right
side
of
this
slide.
D
All
too
often,
it's
important
to
recognize
that
it's
significantly
more
labor-intensive
to
pick
up
and
probably
three
to
four
more
times
more
expensive
to
collect
and
haul
than
the
established
system
we
have
on
the
left,
so
at
over
200
known
encampment
locations
across
the
city.
Weekly
trash
service
is
probably
what
is
needed
to
have
clean
conditions.
D
Over
the
past
eight
weeks
since
we
reported
to
council
on
june
30th,
we've
attempted
to
collect
as
much
data
as
possible
to
scope
the
problem
we
may
be
under
counting
the
actual
number
of
visits,
but
I
just
want
to
give
you
a
sense
of
what
we're
seeing
to
this
point
in
time.
We
have
a
lot
of
work
to
do
in
this
area,
but
preliminarily
about
10
percent
of
sites
receive
trash,
pickup
service
weekly
or
more
often
at
encampments,
about
10
percent
receive
service
about
two
to
four
times
a
month.
D
Another
fifteen
percent
get
service
about
one
to
two
times
a
month
and
about
50
percent
get
service
about
once
a
month,
or
maybe
somewhat
less,
and
the
remaining
sites
get
very
little
service
at
all.
Given
our
current
resource
availability
now
with
the
coronavirus
relief
funds,
we
certainly
are
able
to
ramp
that
up
and
it's
something
that
we're
in
the
process
of
doing
so.
D
D
It
does
not
always
result
in
fully
clean
conditions,
though
the
picture
on
the
right
illustrates
the
goal
of
an
encampment
cleanup,
but
when
unsheltered
residents
claim
as
property,
what
many
house
residents
might
consider
trash,
it
limits
the
effectiveness
of
a
cleanup,
we're
working
hard
and
cooperatively
with
unsheltered
residents
to
keep
their
areas
tidier
and
to
shed
material
and
debris
to
create
cleaner
conditions.
It's
a
work
in
progress.
To
be
very
honest.
D
Next
slide,
please
so
work
can
work.
Conditions
have
been
anything
but
easy
for
the
beautify
sj
response
team
during
the
past
six
months,
responding
to
encampments
during
a
pandemic
and,
more
recently
with
poor
air
quality
from
wildfires
and
getting
diverted
earlier
in
the
year
to
do
protest
and
vandalism.
Cleanup
work
all
contributed
to
less
than
ideal
conditions
to
perform
demanding
work
productively.
D
While
our
city
team
focuses
on
city
properties,
our
community
sees
unacceptable
conditions
on
other
agency
properties
like
caltrans,
u.p
and
others,
and
understandably
wants
their
city
to
do
something
about
it.
These
other
agencies
have
differing
priorities,
protocols
and
insufficient
resources,
which
does
complicate
the
job
next
slide,
please
so
the
beautify
sj
team,
unfortunately,
is
in
a
reactive
mode.
We
are
trying
to
move
to
a
proactive
model,
but
the
volume
of
locations
the
amount
of
material
hasn't
enabled
us
to
get
there
fully
yet.
D
But
that's
what
we
fully
intend
to
get
to
an
immediate,
comprehensive,
effective
system
has
also
been
hampered
by
intake
systems
that
don't
adequately
track
the
data
as
nimbly
as
is
needed.
Also
insufficient
resources,
staff
equipment
and
contract
capacity
really
has
challenged
us
to
see
the
full
picture
and
respond
everywhere
that
we
need
to
so.
The
reality
is
the
beautify
sj
team
is
starting
from
a
challenging
standpoint.
D
What
is
really
important
to
understand
is
that
the
team
is
determined
to
improve
conditions
and
provide
the
city
council
with
a
clear
plan
and
proposal
that
aims
to
serve
the
right
locations
with
the
right
services
at
the
right
frequency
to
cleave
achieve
clean
conditions.
That's
our
guiding
framework
to
do
that.
We
need
a
system
that
informs
us
how
to
apply
services
equitably
efficiently
and
effectively
and
I'll
turn
it
over
to
sarah
zarate.
F
F
To
do
that,
we
embarked
on
a
comprehensive
effort
to
scope
the
intersection
of
trash
and
unsheltered
homelessness.
This
was
a
challenging
effort.
There
is
no
single
existing
data
set
to
analyze
these
intersecting
issues
and
inform
service
delivery.
Services
have
been
largely
driven
by
requests
and
complaints
so
to
build
the
service
model
that
we're
aiming
for.
We
had
to
start
from
scratch,
which
began
with
a
data
inventory.
F
This
process
revealed
several
findings
that
inform
our
current
and
future
work,
while
some
of
the
data
sets
needed
for
this
level
of
analysis
are
dynamic
and
update
automatically
into
a
platform.
Many
were
static
point
in
time.
Data
sets
that
required
an
extraordinary
amount
of
manual
labor
to
convert
them
into
a
form
that
would
allow
us
to
geographically
analyze
them
over
the
next
few
slides
I'll,
walk
you
through
at
a
high
level.
F
The
first
few
data
sets
helped
inform
where
trash
and
blight
were
located.
We
used
illegal
dumping
hot
spots
that
are
informed
by
both
field,
expertise
and
311
data.
We
use
san
jose
311,
illegal
dumping,
requests
and
also
council
requests
to
beautify
san
jose.
These
data
sets
came
in
both
dynamic
and
static
form.
Next
slide,
our
heaviest
lift
in
terms
of
data
cleaning
and
manual
work
occurred
with
trying
to
understand
where
people
were
living
outdoors.
F
F
A
little
more
dynamic
in
terms
of
where
people
live
were
the
two
data
sets
that
were
developed
post
covid
on
the
left
are
the
16
soar
locations
identified
by
the
housing
department,
as
the
largest
encampments
in
the
city
on
the
right
is
a
new
data
set.
When
we
learned
olympia's
team
began
doing
encampment
trash
pickups,
we
worked
with
public
works
staff
to
create
a
new
tracking
method
for
the
team.
F
This
data
set
provides
a
rich
source
of
data
points
reflecting
where
people
are
living
based
on
both
field
staff,
expertise,
as
well
as
requests
and
complaints
coming
from
various
sources
next
slide
on
june
30th,
we
left
off
by
saying
that
trash
and
unsheltered
homelessness
were
distinct
but
widespread
issues
in
the
city.
Our
branch
has,
and
continues
to
work,
to
understand
and
refine
the
intersectionality
of
these
issues
by
applying
a
thoughtful
methodology
to
an
overlay
analysis
of
the
various
data
sets.
F
F
The
combined
hotspot
map
was
a
big
milestone,
but,
as
I
mentioned
earlier,
we
were
working
with
static
and
dynamic
data
sets,
meaning
that
we
needed
to
do
some
ground
truthing
ground.
Treating
was
also
essential
from
the
perspective
of
moving
away
from
a
primarily
complaint
based
response
system
to
one
that
distributes
resources
more
equitably
by
analyzing
the
magnitude
of
needs
relative
to
each
other.
F
F
Our
first
round
of
visual
assessments
resulted
in
over
300
survey.
Submissions
reflecting
current
conditions
of
unsheltered
homelessness
in
our
city
in
hot
spot
locations,
site
assessments
were
conducted
on
or
near
streets
and
trails.
Some
creek
adjacency
was
assessed,
but
none
were
conducted
inside
of
creeks
to
ensure
staff
safety.
F
Next
slide
in
all
this
face
covered
195
miles
of
city
streets,
resulting
in
the
identification
of
488
83
structures
and
222
campers
from
accessible
street
view.
Importantly,
the
number
of
unsheltered
residents,
represented
by
the
observations,
is
greater
than
the
tent
in
vehicle
counts.
As,
for
example,
you
may
have
several
people
living
in
one
structure
or
vehicle
next
slide.
F
F
Although
I've
had
the
privilege
of
presenting
this
data
portfolio
to
you,
it's
really
thanks
to
the
technical
expertise
of
staff
in
public
works,
dot
and
the
city
manager's
office
with
field
staff,
knowledge
from
housing,
prns,
dot
and
esd
that
we
were
able
to
conduct
this
level
of
sophisticated
data
analysis
in
a
small
amount
of
time.
And
with
that
I'll
hand
it
over
to
rick
scott
to
describe
our
service
model.
G
Thank
you.
Sarah,
my
name
is
rick
scott
and
I'm
currently
serving
as
the
eoc
beautify
sj
response
branch
director.
The
combination
of
employee
expertise,
data
analysis
and
field
verifications
helped
us
differentiate
three
broad
tiers
of
service
in
our
preliminary
service
model
framework
that
you
see
on
this
slide
on
the
bottom.
You
see
tier
one.
G
Tier
one
are
areas
where
encampments
exist,
but
the
quantity
of
debris
and
complexity
of
the
sites
make
them
good
candidates
for
ongoing
light
truck
light
touch
trash
services.
They
are
also
more
easily
accessible.
This
level
of
service
could
include
the
regular
drop
off
and
pick
up
of
trash
bags
with
some
adjacent
litter
pickup.
This
work
has
been
assigned
to
our
non-profit
partners,
downtown
streets,
team
and
goodwill
industries
and
we're
in
the
process
of
evaluating
the
effectiveness
of
the
service,
above
that
the
middle
level
represents
tier
two
areas.
G
G
The
top
level
tier
three
sites
are
our
most
complicated
and
unfortunately,
plentiful.
At
this
time,
we've
determined
that
these
sites
will
require
more
extensive
resident
engagement,
as
sarah
mentioned,
and
staff
work,
contractor
expertise
and
heavy
equipment
than
the
previous
two
tiers,
whereas
we
have
assigned
providers
to
service
lines
in
the
other
two
tiers.
We
are
in
the
process
of
aligning
our
resources
with
needs
for
these
tier
three
sites.
G
There's
still
significant
work
required
to
fully
operationalize
this
tier,
but
the
beautify
isj
field
team
is
currently
applying
its
expertise
and
resources
to
provide
services
to
these
sites.
Although,
as
jim
has
mentioned,
it's
not
as
substantial
or
frequent
as
we
believe
will
be
required
in
the
long
run,
to
lead
to
clean
results.
G
Now,
if
you
look
at
the
icon
on
the
left
that
captures
the
dynamic
nature
of
our
service
line
because
continually
the
people
continually
generate
trash
and
they
may
move
so
accordingly,
this
service
model
will
require
consistent
feedback
and
ways
to
meet
new
emerging
and
modified
service
demands.
As
an
example,
a
tier
one
site
if
ignored,
could
become
a
tier
three
site,
but
if
services
are
properly
allocated,
it's
possible
to
change
a
tier
3
site
to
a
tier
1
site.
G
The
branch
also
acknowledges
that,
despite
our
efforts
to
systematize
and
make
trash
pick
up
for
encampment
residents
of
routine
service,
there
will
always
be
service
requests
for
which
this
program,
for
which
program
management
personnel,
will
have
responsibility
to
assess
the
request,
determine
the
appropriate
response
and
align
program
resources
to
address
within
program
capacity.
Next
slide.
Please.
G
So
here's
our
tiers
in
action
to
the
left
you
see
tier
one,
which
we
previously
mentioned.
There
are
28
routes
that
have
already
been
assigned
to
downtown
streets,
team
and
goodwill.
Our
goal
is
to
ensure
service
every
one
to
two
weeks,
but
we
are
early
in
the
process
of
evaluating
performance
capabilities.
G
These
routes
range
in
length
from
about
a
quarter
mile
to
a
mile
each,
and
can
look
like
this
on
the
left,
with
trash
bags
easy
to
pick
up
and
trying
to
foster
compliance
with
the
residents
that
are
there
tier
two
on
the
right.
There
are
20
routes,
primarily
on
our
trails
that
receive
service
from
conservation
corps.
Preliminary
target
is
one
service
for
every
two
weeks,
but
we're
currently
in
the
evaluative
process
here
as
well.
G
The
routes
range
in
length
from
about
a
quarter
mile
to
a
mile
and
a
quarter
in
length-
and
this
is
kind
of
this-
is
a
photo
of
what
they
look
like
out
there,
both
tier
one
and
tier
two.
We
have
brought
these
contractors
online
they're,
providing
the
services
and
we're
in
the
process
of
assessing
success.
G
So
tier
three,
as
shown,
are
far
more
complicated,
whereas,
as
I've
mentioned,
we
have
48
sites
in
the
48
areas
in
tiers,
1
and
2
combined
tier
3
contains
over
150
areas
with
some
combination
of
large
and
entrenched
encampments,
large
amounts
of
personal
property
mixed
with
trash
and
where
substantial
outreach
and
engagement
will
be
required
to
facilitate
effective
cleanups.
Some
of
these
sites
will
also
require
heavy
or
specialized
equipments.
G
As
we've
discussed,
the
beautify
sj
team
is
providing
a
level
of
maintenance
of
these
sites,
but
it
is
not
consistent
or
substantial
enough
to
satisfactorily
address
the
concerns
due
to
the
sheer
scope
and
size
and
number
of
these
sites
we're
in
the
process
of
assessing
the
sites
and
determining
the
appropriate
response
to
align
with
additional
resources
that
we're
bringing
online
which
I'll
discuss
in
future.
Slides
next
slide.
Please.
G
So,
as
we
can
see,
our
largest
current
gap
is
occurring
at
in
our
tier
three
sites,
because
they're
our
most
complicated
ones
we're
making
progress
on
our
service
model
1.0
and
taking
action
to
add
staffing
and
capacity.
So
as
I've
mentioned,
48
routes
have
been
assigned
to
providers
which
are
employing
currently
and
formerly
homeless
residents.
These
services
are
being
funded
through
december
2020,
with
three
grants:
totaling
four
hundred
and
fifty
thousand
dollars
in
coronavirus
relief
funds
for
two
to
three
in
particular.
G
Immediately
after
our
our
conversation
in
june,
we
brought
on
two
short-term
contracts
to
extend
existing
encampment
cleanup
services
from
june
through
september.
We
have
just
released
last
week
an
rfp
with
the
goal
of
awarding
1.5
million
dollars
of
contracts
by
the
end
of
september
to
provide
more
extensive,
encampment,
cleanups
and
services
through
december.
G
It
will
be
a
substantial
increase
in
our
capacity
once
that's
brought
online
slide,
please
so
much
of
our
branch's
efforts
have
been
focused
on
measuring
and
quantifying
our
citywide
challenges
and
providing
services
within
our
existing
resources
and,
as
you've
seen
it's
a
very
substantial
effort
that
this
branch
has
undertaken.
At
our
last
presentation.
We
did
commit
to
piloting
dumpster
deployments
at
five
locations
and
fortunately,
we
quickly
saw
success
with
cooperation,
cleanliness
and
cost
effectiveness,
as
well
as
positive
feedback
from
many
of
our
encampment
residents.
G
So
we've
expedited
the
deployment
from
5
to
11
sites,
10
of
which
are
the
soar
locations,
as
we
previously
mentioned
that
that
brings
the
total
of
citywide
dumpsters
deployed
to
26
cubic
yard
dumpsters,
which
is
essentially
more
than
doubled.
What
we
had
mentioned
are
we
were
piloting
in
june.
We
are
currently
implementing
our
evaluation
framework
to
determine
the
cost,
effectiveness,
sustainability
and
scaling
opportunities
here
and
have
two
further
sites
that
we're
currently
considering
for
a
deployment
in
the
near
future.
G
Felipe
is
one
of
our
source
sites
and
it's
one
of
our
most
challenging
sites.
As
you
see
from
the
photo
on
the
left,
this
was
only
a
very
small
part
of
the
trash
and
debris
that
was
there
prior
to
the
commencement
of
dumpster
services
in
this
area.
As
we
deployed
dumpsters
to
the
sites,
we
had
some
concerns.
Given
these
challenges
and
as
you
can
see,
even
with
dumpsters
deployed,
there
is
some
loose
trash
and
debris.
G
Continuous
engagement
with
the
residents
will
be
required
to
increase
cooperation
and
ensure
that
the
dumpsters
aren't
damaged.
We've
also
seen
some
illegal
dumping
at
these
locations,
which
continues
to
be
a
challenge,
but
it
also
means
that
debris
is
more
isolated
and
easier
for
contractors
to
pick
up.
In
the
short
term,
we
have
city
staff,
checking
dumpster
locations,
frequently
to
ensure
that
they
are
not
impeded
prior
to
contractor
service.
G
The
conditions
are
improved
and
ongoing
service
is
possible
and
being
provided
three
days
per
week
at
this
and
many
other
of
our
sites,
and
I
just
want
to
re-emphasize
again.
You
know
this.
The
photo
on
the
left
was
just
a
small
part
of
the
trash
and
challenges
that
were
there
prior
to
the
deployment
of
the
dumpsters,
so
the
photo
on
the
right
represents
a
substantial
improvement
and
again,
we've
received
very
positive
feedback
from
the
residents
of
this
encampment
and
are
considering
another
dumpster
deployment
to
this
area.
G
To
handle
the
magnitude
of
the
trash
slide,
please
we're
also
experimenting
with
a
number
of
other
lines
of
service
in
our
we're
calling
service
model
1.0
of
strategic
goal,
one
so
by
mid-september
we'll
have
mobile
trash
services
online
with
our
contractor
called
green
team.
We'll
have
two
cruises
listed:
one
to
perform:
regular
scheduled
trash,
pickup
at
designated
locations
and
one
to
address
hot
spots
for
heavy
items
as
required
and
as
work
lists
are
generated
and
provided
to
the
contractor.
G
We
are
also
re-initiating
the
cash
for
trash
program,
which
has
had
success
and
good
participation
in
the
past.
And
importantly,
we
are
working
across
esc
branches
to
develop
more
substantial
and
robust
homeless
community
engagement
capacity
and
protocols
in
the
hopes
of
gaining
support
and
cooperation
for
cleaner
encampments
in
a
cleaner
city.
With
that
I'll
pass
it
back
to
jim
morball.
D
D
D
Currently,
the
bulk
of
our
work
is
supported
by
coronavirus
relief
funds
through
december
2020,
so
we
must
address
in
the
annual
report
the
january
to
june
2021
gap,
and
we
must
develop
an
ongoing
base
level
of
funding
to
support
needed
work.
Finally,
we
have
staffing
equipment
and
contract
contractors
deployed
seven
days
a
week,
so
our
capacity
is
challenged,
so
we
need
to
develop
new
streams
of
capacity
in
my
last
slide
with
the
many
challenges
I've
just
described
as
well
as
reagan,
sarah
and
rick,
we
have
much
work
ahead
in
the
fall
and
beyond.
D
D
D
In
december,
we
need
to
define
long-term
success,
clearly
identify
the
needs
with
as
much
specificity
as
possible
and
accordingly
identify
the
service
and
resource
gaps
and
provide
the
council
with
a
clear
proposal
on
what
investment
will
be
required
to
achieve
the
various
service
levels
and
results
and
allow
the
city
council
to
delay
and
determine
its
priority
for
this
service
area.
So
that
concludes
our
presentation.
C
C
A
A
H
Thank
you
mayor
today
we're
going
to
provide
an
overview
of
the
digital
inclusion
efforts
since
our
last
major
city
council
action
on
june
23rd.
So
these
efforts
are
always
a
high
priority,
but
have
been
made
even
more
urgent
during
the
covid
pandemic.
For
many
reasons,
including
the
fact
that
the
lack
of
digital
connectivity
and
capacity
isolates
our
residents
from
accessing
critical
services,
inhibits
communication
engagement,
disrupts
educational
opportunities
and
progress
and
exacerbates
existing
social
and
economic
inequities.
H
H
So
far,
the
total
disbursed
donor
designated
funds
of
about
524
thousand
dollars
have
gone
to
the
allen
rock
franklin
mckinley
and
rocket
ship
schools
for
purchase
of
devices
mayor
le
cardo
and
his
team.
In
the
mayor's
office
of
technology
and
innovation
have
been
deeply
involved
in
fundraising,
so
we
want
to
thank
them
for
that
work.
H
In
addition,
the
original
expenditure
plan
of
go
back
included
a
thousand
dollars
for
devices
which
either
refurbished
or
new.
In
discussions
with
the
county
office
of
education,
this
amount
was
recommended
for
disbursement
to
the
mount
pleasant,
elementary
school
district
and
then,
lastly,
the
city
budget
included
a
chronovirus
relief
fund
allocation
for
the
oak
grove
school
district
for
a
request
from
council
member
jimenez
also
for
devices.
H
The
digital
inclusion
expenditure
plan
included
a
strong
commitment
to
connectivity
for
our
residents,
especially
students
in
early
august,
through
a
partnership
with
at
t,
nearly
8
300
hot
spots
were
distributed
to
16
school
districts
and
the
county
office
of
education.
At
that
time.
This
number
met
all
requests.
H
H
The
good
news
is
that
we've
received
very
positive
feedback
about
the
sj
access
hotspot
device
itself,
the
local
education
agencies
or
leas,
who
our
partners
report
that
these
hotspots
are
higher
performing,
serves
the
entire
home
with
multiple
users
and
only
about
point.
Two
percent
of
devices
have
required
any
high
level.
Technical
assistance
and
most
issues
have
been
able
to
be
resolved
over
the
phone
or
through
a
simple
reboot
next
slide,
and
now
that
the
first
phase
of
school
distribution
is
completed,
our
plan
was
to
move
forward
with
circulating
hot
spots
to
other,
unconnected
non-student
households.
H
First,
we've
reserved
up
to
a
thousand
of
those
hot
spots
to
provide
additional
student
households
until
we're
able
to
figure
out
how
to
respond
to
the
new
outstanding
need.
Secondly,
to
ensure
that
we're
reaching
households
in
need
and
those
that
are
most
difficult
to
reach.
The
plan
is
to
partner
with
local
community-based
organizations
serving
vulnerable
populations
to
circulate
hot
spots.
On
long-term
loan
plus
providing
wraparound
support
to
achieve
full
a
digital
adoption,
next
slime.
H
We
are
now
planning
a
third
in
this
series
of
connectivity,
digital
inclusion
and
access
events
hosted
by
superintendent,
dr
juwan,
which
has
been
attended
by
hundreds
of
interested
partners.
So
far,
staff
also
hosted
a
special
convening
for
members
of
the
digital
equity
coalition
to
ensure
that
the
sj
access
program
is
rolled
out
effectively
to
our
education
community
next
slide
and
then
simultaneous
to
the
hotspot
distribution
process.
Staff
have
worked
closely
with
the
county
office
of
education
and
school
districts
to
convene
host
convenings
related
to
the
sj
access
program.
H
This
continues,
with
ongoing
support
to
provide
technical
assistance,
maintain
the
website
with
useful
information
and
manage
any
issues
as
well
as
providing
reports
of
usage
on
request
next
slide.
The
digital
inclusion
plan
featured
two
major
infrastructure
efforts
as
well:
first
to
provide
outdoor
wi-fi
to
facilitate
social
distancing,
promote
public
health
and
provide
high
quality
internet
outside
of
open
hours
and
to
support
distance
learning.
H
In
some
cases
we
are
also
enhancing
indoor
wi-fi
when
it
enhances
the
outdoor
wi-fi
as
well.
The
approved
funding
for
this
project
was
457
thousand
dollars
which
essentially
covers
the
equipment
and
the
consultant
fees.
Upon
further
analysis.
Additional
costs
were
identified
for
public
work
staff
to
manage,
what's
essentially,
construction
projects
and
provide
standard
contingencies,
as
well
as
the
cost
of
increased
bandwidth
for
community
center
sites
over
the
next
three
months.
H
Excuse
me
actually
make
that
five
months,
four
months,
sorry,
these
added
charges
are
covered
by
the
funds
that
were
already
allocated
by
city
council
for
digital
inclusion.
The
projects
are
currently
completing
design,
phase
and
plan
to
advertise
for
construction
bids
next
week
to
start
construction
by
october
next
slide.
H
Finally,
the
city
worked
closely
with
the
east
side
union
high
school
district
to
ensure
full
funding
for
the
access
east
side.
Community
wi-fi
build
out.
This
was
the
approved
funding
plan
next
slide
and
the
current
status
is
shown
here.
Overfelt
is
now
open
to
the
public.
Yerba
buena
is
starting
construction.
This
month,
the
next
three
attendance
areas-
independence,
entropy
hill
and
oak
grove-
were
all
subject
to
two
rfp
processes:
one
for
federal
funding
and
one
for
non-federal
funding.
With
the
goal
of
having
multiple
consultants
available
to
do
the
design
work.
H
H
C
C
There
we
go
so
we
have
no
meeting
next
week
and
on
september
15th
we
will
have
no
3.1
update
given
the
number
of
items
on
council
and
to
allow
council
enough
space
and
time
to
consider
those
items.
We'll
come
back
on
september
22nd,
with
updates
on
concurrent
emergency
planning
for
other
events,
such
as
the
power
shut-offs
fires
and
future
work.
We
will
also
be
coming
back
with
a
deep
dive
on
public
health
order,
outreach,
education,
compliance
and
communication
overall
on
the
regular
agenda.
C
At
this
point,
tentatively
is
a
fiscal
recovery
update
in
coron
virus
relief
fund,
rebalancing
where
we'll
be
bringing
back
the
status
of
the
funds
and
an
opportunity
to
rebalance
funding
to
priorities,
so
I'd
like
to
close
dave,
opened
with
a
our
unsung
heroes.
Internally,
I'd
like
to
close
with
highlighting
one
of
our
amazing
partners.
C
C
C
500
children
in
10
schools,
franklin,
mckinley,
supported
remotely
through
coral,
digital
literacy
and
san
jose
learns
and
about
four
million
dollars
in
direct
rental
assistance,
which
they
have
distributed.
Additionally,
they've
been
providing
a
virtual
senior
wellness
support
and
convening
the
bridge
to
recovery
efforts
to
look
at
workforce
and
job
training
opportunities.
C
So
I
want
to
thank
both
the
ceo
greg
kempferly
and
the
entire
catholic
charities
team
for
being
a
great
partner
and
doing
such
great
work
in
the
community
with
us
during
our
time
of
crisis.
With
that
we
conclude
our
3.1
presentation
and
are
open
to
any
questions,
comment
or
feedback
you
may
have.
Thank
you
great.
Thank
you.