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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 21, 2020 Meeting, Agenda Item 3.1
A
Thank
You
mayor
appreciate
the
opportunity
once
again,
I
want
to
start
off
by
thanking
all
of
our
staff
for
their
unrelenting
service
to
our
community.
You
know
I
would
like
to
highlight
a
couple
of
unsung
heroes
in
the
organization.
One
is
the
the
the
whole
team
at
the
regional
wastewater
facility.
As
you
all
know,
this
is
run
by
our
Environmental
Services
Department.
A
There
was
to
really
figure
out
how
to
continue
operating
in
the
current
environment
in
doing
so
in
a
safe
manner
and
just
really
proud
of
the
team
for
what
they've
been
able
to
accomplish
in
terms
of
making
some
changes
to
the
way
they
work,
their
scheduling
and
and
the
way
they
actually
do.
The
day-to-day
work
out
there
and
so
they've
been
able
to
continue
operations
without
missing
a
step
and
just
want
to
thank
the
entire
team
out.
A
A
These
items
were
obviously
in
very
high
demand,
and
it
was
really
due
to
his
relationships
with
with
our
suppliers
that
we
were
made
a
priority
to
those
suppliers
and
we're
able
to
get
the
supplies
that
we
needed
Jesse
and
his
team
is
also
responsible
for
doing
all
the
deep
cleaning
that
we
need
to
do
at
our
facilities
that
are
continuing
to
operate.
So
I
just
want
to
thank
Jesse
and
our
facilities
team,
our
custodians
for
for
all
their
work,
they're
doing
to
keep
our
facilities
clean
and
safe.
A
So
as
we
move
into
the
the
updates
you'll
hear
from
Kipp
today,
who's
going
to
provide
an
update
from
from
the
EOC.
It
was
his
week
as
the
EOC
director
he'll
provide
some
information
on
we're
out
with
compliance
on
the
public
health
orders
and
also
give
a
little
bit
of
a
preview
of.
Where
do
we
move
from
here?
Our
current
stage
of
operations
into
a
next
stage
and
beyond
you'll,
also
hear
from
iwo
Cox,
who
will
provide
an
update
on
federal
and
state
recovery
funding
and
then
also
another
update
from
tip
around
food
and
necessities.
A
B
So
next
slide,
I
want
to
take
a
double
click
into
it's,
the
county's
Public
Health
order.
It
is
the
most
important
thing
that
we
are
doing
is
to
make
sure
compliance.
Part
of
what
we
did
early
on
was
to
identify
a
short
list
of
important
actions
that
we
could
take.
They
would
have
the
greatest
effect
on
compliance
and
actually,
let
me
just
a
second
I'm,
a
little
bandwidth
issue,
so
I'm
gonna
make
sure.
B
So
these
are
those
actions
and,
as
you
can
see,
we've
taken
every
single
one
of
them.
They've
included
modifying
how
we
manage
our
parks
to
make
sure
that
a
couple
of
the
key
regional
parks
are
closed
and
facilities
are
all
closed
in
compliance
with
the
Public
Health
order,
but
that
those
parks
remain
available
and
that
the
park
rangers
are
now
the
primary
enforcers
of
the
social
distancing
and
compliance.
We've
had
304
different
public
service
announcements
in
four
languages.
B
The
result,
as
you
can
see
here,
is
that
Santa
Clara
County
in
general
are
very
effectively
sheltering
in
place.
We
have
data
here
from
Google
that
shows
you
dramatic
drops,
obviously,
in
the
number
of
people
at
the
workplace,
increases
and
people
in
their
residents.
Dramatic
drops
in
retail
and
in
transportation
use
the
one
that's
a
little.
B
Touch-And-Go
is
parks,
and
that's
why
we've
been
paying
so
much
attention
to
it
and
keeping
a
watchful
eye
to
make
sure
that
we're
not
creating
a
health
hazard
by
giving
people
the
opportunity
to
use
those
parks
in
a
safe
manner.
If
that
changes
well,
we'll
get
tougher,
but
at
the
moment
we
feel
we've
got
a
high
level
of
compliance
with
the
social
distancing
in
the
parks,
but
bottom
line
people
are
sheltering
in
place
next
slide.
If
you
go
even
deeper,
we
have
some
publicly
available
anonymized
data
which
ensures
that
people's
privacy
is
protected.
B
That
allows
us
to
go
since
this
block
by
census,
block
and
see
who's
staying
at
home.
The
definition
of
stayin
at
home
here
is
very,
is
a
very
solid
one
if
you
so
much
as
walk
outside
your
house
with
your
dog,
you're
counted
is
not
staying
at
home,
so
what
you
see
is
actually
an
extremely
high
level
of
compliance
of
people.
Staying
at
home,
I
think
what's
interesting
about
the
graph.
Is
you
see
this
shelter
in
place?
Our
marker?
B
You
can
see
that
people
began
to
stay
at
home,
anticipation
of
the
shelter
in
place
even
before
it
was
officially
ordered,
and
as
soon
as
it
was
official,
we
saw
a
rapid
and
consistent
compliance
with
it.
So
this
is
a
pretty
phenomenal
and
it
shows
that
across
the
board
in
San
Jose
there's
been
high
level
of
compliance
next
slide.
B
B
So
we're
now
all
beginning
to
think
about
the
shift
that
we're
ready
to
take,
maybe
more
than
ready
to
take
of
shifting
from
response
and
moving
into
recovery
and
back
into
resilience.
I
want
to
take
a
few
moments
to
share
our
current
thinking
and
understanding
of
what's
that
is
likely
to
look
like
so
that
we
can
begin
together
to
work
through
recovery
into
resilience
next
slide.
B
So
our
response
was
coordinated
internally
through
a
set
of
clear
stages
that
helps
us
understand
where
we
were
and
what
was
happening
next
next
slide
we're
going
to
move
together
through
recovery
into
resilience
in
the
same
way,
kind
of
stair
stepping
back
down
from
red
back
in
to
blue.
Unfortunately,
it's
going
to
be
a
little
bit
longer
of
a
stair
step
down
than
it
was
a
climb
up
and
it
is
a
bit
more
ambiguous,
but
what
we
know,
what
we're
thinking
about
is
the
next
stages
and
we're
thinking
of
them
as
stage
six.
B
Seven
and
eight
are
really
this
graduated
reopening.
As
long
as
there
is
no
vaccine,
we
will
still
have
to
have
some
measures
in
place,
especially
for
the
most
vulnerable,
even
in
stage
eight,
but
we
anticipate
we
can
begin
to
reopen
initially
as
soon
as
we've
got
some
stabilization
of
the
epidemic,
and
we
have
the
testing
tracing
and
isolation
capability
that
we
need,
frankly,
across
the
Bay
Area,
to
ensure
that
we
do
not
swing
back
into
epidemic
without
being
able
to
contain
it
or
without
knowing
that
it's
happening
stage.
B
Seven
would
be
if
the
next
one
and
stage
eight
until
we
would
be
an
earful
reopening
or
as
best
we
could
do
with
that
vaccine
stage.
Nine
is
when
we
have
a
vaccine
and
we
begin
to
scale
the
application
of
that
vaccine.
Now,
there's
been
a
lot
of
conversation
on
this
and
it's
one
of
those
unknowns.
Most
folks
who
know
this
work
are
talking
about
eighteen
months
as
an
optimistic
number.
It
could
be
sooner
to
give
you
a
sense
of
it.
B
The
fastest,
ever
kind
of
initiation
to
full
vaccine
was
from
measles
that
took
three
years.
Our
technology
is
much
faster
these
days,
there's
every
reason
to
believe
we
might
be
able
to
move
more
quickly.
However,
on
the
other
hand,
this
is
a
coronavirus
and
we
have
as
yet
know
at
scale
vaccine
for
the
common
cold,
which
is
another
corona
virus.
B
So
it's
really
hard
to
know
until
the
science
fairs
through
on
this,
but
we
won't
be
able
to
be
at
full
normal
reopening
until
we
have
a
vaccine
that
scales
and
then
we
get
back
to
stage
10
our
new
normal,
where
all
of
us
are
vaccinated
and
well
I
hate
to
say
it.
We
are
preparing
for
the
next
possible
pandemic
and
the
next
ZOA
notic
out
spillover
from
animal
to
human,
which
could
be
a
year
from
now
five
years
from
now
or
ten
years
from
now.
B
B
Those
are
largely
self-explanatory,
but
for
us,
compassion
and
action
means
that
we
really
have
to
think
and
feel
about
who
is
most
vulnerable
and
most
at
risk
and
put
ourselves
in
action
in
service
of
those
who
are
likely
to
be
harmed
the
most,
whether
those
are
seniors,
whether
those
are
disconnected
school
kids
without
access
to
education
or
whether
those
are
homeless,
individuals,
open,
cand,
indirect
means
that
we
do
not
have
the
time
to
meander
and
have
long
multi
month.
Conversations
on
many
important
issues.
We've
got
to
have
very
quick
candid
direct
conversations
face.
B
The
brutal
facts
together,
make
a
decision
to
bit
debate
a
decision,
make
a
decision
and
deliver
that
decision,
and
then
one
team
we're
not
going
to
win
this
as
a
collection
of
individual
departments.
We've
got
to
work
as
a
city,
we're
not
going
to
win
this
as
just
a
city.
We've
got
to
work
with
the
county
and
the
other
cities
and
we're
not
going
to
win
this
just
as
a
collection
of
government
officials.
B
We
have
to
work
with
our
community
and
our
people,
our
nonprofits,
in
our
businesses
through
this,
so
that
one
team
is
a
pretty
big
team
that
we
feel
we
have
to
have
next
slide,
and
so
that
that's
where
we
are
in
our
roadmap,
we
continue
to
effectively
provide
the
range
of
essential
services.
We
continue
to
have
our
people
showing
up
and
doing
that
good
work.
Every
single
day.
B
We
are
in
high
compliance
with
the
public
health
order
and
we
are
moving
a
great
deal
of
effort
and
resources
toward
our
at-risk
individuals
and
we'll
talk
a
little
bit
more
now
in
depth
about
recovery
and
some
of
the
local
assistance
work
we're
doing
including
feeding
and
housing,
and
our
next
I
believe
I'm,
turning
it
over
to
Lee
to
give
us
a
sneak
peek
at
where
we
are
in
recovery
Lee.
It's
all
you
thanks.
C
As
a
reminder,
the
cares
Act
requires
that
the
payments
from
this
fund
and
that
these
funds
are
to
be
used
for
or
necessary
for
any
expenditures
occur
during
the
public
health
emergency.
With
respect
to
the
Cova
19
that
we
weren't
accounted
for
any
of
these
funds
in
our
most
recent
budget
adopted
in
this
past
year,
and
that
all
of
the
incurred
funding
or
expenditures
need
to
happen
between
March
1st
and
through
the
end
of
the
calendar
year.
This
is
quite
large
super
high
level
direction.
C
We
are
hoping
for
additional
guidelines,
as
promised
by
the
Department
of
Treasury
later
on
this
week,
how
we
can
start
to
utilize
this
funds.
It's
important
that,
as
we
take
this
next
step,
that
we
ensure
what
those
funds
can
be
used
for.
We
don't
want
to
be
in
a
position
where
we
start
to
use
this
funding
and
it
not
be
eligible
and
that
we
would
need
to
repay.
So
we
will
continue
to
push
on
these
guidelines
and
have
guidelines
in
place
before
we
start
expending
these
funds.
C
You
know,
most
notably
and
and
most
exciting,
is
both
the
Senate
Minority
Leader
and
president
within
hours
of
each
other.
This
morning,
on
the
compromise
of
this
bridge
legislation
said
they
are
both
quick
starting
further
discussions
and
negotiations
on
a
cars
act,
2.0
or
a
larger
piece
of
legislation.
C
It
would
be
focused
on
fiscal
relief
to
state
and
local
governments
for
lost
revenue
from
kovat
19,
robust
infrastructure
package
across
all
50
states,
as
well
as
business
stimulus
and
tax
incentives
for
our
restaurants,
sports
industry,
entertainment,
industry
and
small
business
and
then,
lastly,
on
the
recovery
front
related
to
our
federal
government,
is
the
our
local
congressional
delegation
and
city
of
San
Jose
our
meeting
tomorrow
to
further
prioritize
and
echo
our
needs
and
priorities
in
the
second
act.
With
that
I'm
gonna
turn
it
back
to
Kip
Harkness.
B
Thank
You
Leigh
I
want
to
introduce
and
tee
up
a
conversation
with
many
players
here
around
local
assistance,
which
is
our
effort
to
support
those
who
are
most
vulnerable
and
most
at-risk
during
the
response
phase
and
now
moving
into
recovery
next
slide.
As
you
now
know,
we
are
charged
countywide
with
feeding
and
necessities,
distribution
and
our
objectives.
They
are
to
feed
our
most
vulnerable,
maximize
existing
food
networks
and
scale
for
widespread
food
crisis.
B
Next
slide,
we
are
currently
feeding
at
over
two
million
meals
a
week,
that's
an
increase
from
when
we
took
over
of
about
half
a
million
meals
a
week
and
continuing
to
go
north.
So
we
are
anticipating
scaling
up
to
at
least
three
million
meals
a
week
and
perhaps
more
depending
on
what
the
situation
requires.
B
There
is
an
awful
lot
of
work
that
needs
to
be
done,
both
on
the
contractual
side
and
the
implementation
side,
to
make
sure
that
we
are
continuing
to
support
the
existing
providers,
while
building
up
our
ability
to
scale
up
to
meet
the
rapidly
growing
need.
This
is
an
example
of
snapshot
of
the
okay
ARS
objectives,
as
measured
by
key
results
that
the
team
is
using
to
measure
their
key
results
that
are
going
to
move
their
capacity.
B
The
most
in
these
three
areas
of
feeding
our
most
vulnerable,
maximizing
existing
food
networks
and
scaling
for
a
more
widespread
food
crisis
up
to
three
million
meals
per
week.
Next
slide
the
organizational
structure
that
is
required
to
do
this.
Oops
Lee,
you
went
off
the
organizational
structure.
That's
required
to
do.
B
So
this
includes
again
the
collaboration
with
schools,
the
collaboration
with
Second
Harvest,
all
of
the
food
providers
across
the
board,
and
we
are
going
to
take
that
mandate
very
broadly,
so
to
make
sure
that
anybody
who
has
insecurity
with
food
has
access
to
the
food
they
need
during
this
crisis.
With
that
I'll
turn
it
over
to
Jim
Mort
ball.
Who's
been
leading
many
of
our
housing
related
and
emergency
housing
efforts
from
the
emergency
operation
center.
D
D
Following
that
state
and
county
direction,
the
city
manager
and
the
Emergency
Operations
Center
declared
a
shelter
crisis
on
March
20th,
and
then
the
council
ratified
that
emergency
coded
response
and
the
shelter
crisis
declaration
on
April
7.
They
suspended
a
number
of
regulations,
general
plan,
zoning
regulations,
around
procurement,
seek
review
a
number
of
things,
allocated,
funding
over
17
million
dollars
and
directed
the
city
manager
to
immediately
stand
up
emergency
interim
housing
on
identified
sites,
so
that
kind
of
got
us
to
the
direction
we've
been
working
at
under
the
last
two
weeks.
D
Leave
you
through
the
next
slide
please.
So
this
slide
is
information.
We
shared
on
April
7
and
represents
the
sites
that
we
rapidly
assess
and
move
for
with
emergency
interim
housing
just
want
to
recap
kind
of
how
we've
triage
these
sites
over
the
past
two
weeks,
three
sites
are
really
not
feasible
to
stand
up
for
emergency
interim
housing
on
an
emergency
basis
and
probably
really
not
on
a
long-term
basis
either.
Those
are
in
red,
we're
essentially
not
proceeding
on
those
sites.
D
At
this
point
in
time,
four
sites
are
an
orange
and
we
believe
those
also
are
not
feasible
to
stand
up
during
this
kovat
and
shelter
emergency
that
we
have.
They
still
may
have
some
promise,
but
for
a
variety
of
reasons,
including
our
ability
to
least
control
the
sites
to
get
the
donation,
control
or
dealing
with
utilities
or
site
grading.
They
just
were
not
feasible
to
stand
up
in
this
immediate
urgent
period,
so
that
leaves
us
the
two
sites
that
are
in
green
so
on
the
page
Monterey
por.
D
Now
that
is
the
site
that
I
briefed
the
council
on
last
week
that
we
removed
very
urgently
and
expeditiously
that
one
probably
has
the
fastest
path
towards
being
able
to
stand
up
emergency
interim
housing
we
own
it.
We
control
it.
It
has
good
access
to
utilities.
There
are
a
few
barriers
and
we
have
a
contractor
ready
to
start
that
now.
So
that's
something
that
we
are
ready
to
move
on.
The
Evans
Lane
at
alman
and
expressway
is
a
site
that
obviously
it
was
right
below
the
line
when
we
discussed
two
weeks
ago.
D
It
is
a
future,
affordable,
housing
site,
but
we
believe
an
interim
use
at
this
time.
We
believe
we
can
stand
it
up
during
this
emergency.
We
believe
that
it
can
be
for
interim
family
use
and
ultimately
be
a
path
to
permanent,
affordable
housing
or
the
residents
that
would
be
in
these
in
this
site
in
this
community
on
an
interim
basis.
D
So
we
see
that
as
a
very
feasible
location,
so
we're
ready
to
move
forward
with
that
on
a
somewhat
similar
timeframe
as
Monterey
and
Bernal
that
didn't
provide
us
with
as
many
sites
as
we
previously
had.
We
had
four
sites
in
our
original
efforts
two
weeks
ago.
Obviously,
we've
lost
a
couple
since
that
point
in
time,
so
we
were
trying
to
identify
an
additional
site
or
two,
if
possible,
that
caused
us
to
go
back
to
the
list,
particularly
the
Caltrans
sites,
which
we
see
as
having
a
pretty
good
potential.
D
Lee
I'll
ask
you
to
go
on
to
the
next
slide.
It's
my
last
slide.
So
I've
talked
through
the
Monterey
at
Bernal
site.
I've
talked
through
the
Evans
Lane
site
as
well,
and
the
roofer
Ari
site
is
a
Caltrans
own
site
at
101.
It
has
rated
very
high
on
all
of
our
previous
evaluations.
It's
a
large
parcel.
It's
level.
It
has
good
access
to
utilities,
and
so
we
explored
that
with
Caltrans
about
the
feasibility
of
rapidly
moving
on
that
site.
D
The
governor
did
issue
orders
to
state
agencies
to
help
in
the
sheltering
of
individuals,
to
work
with
partners
throughout
the
state
to
try
and
do
whatever
we
can
period.
Time
and
Caltrans
has
responded
remarkably
well,
and
is
there
feeling
that
they
can
work
with
us,
get
this
site
under
city
control
and
enable
us
to
develop
it
for
emergency
interim
housing
during
this
period
of
time.
So
at
this
point
in
time,
we
have
three
sites
that
were
prepared
to
move
forward.
D
With
the
Council's
aware,
we
have
two
existing
sites
where
we've
done
a
bridge
housing,
the
Mayberry
site
in
district
3,
that
one
is
operational
and
then
the
filipe
101
to
80
site
in
district
7.
That
is
under
development
now.
So
this
represents
our
current
expedited
efforts
to
follow
Council
direction
and
deliver
as
much
emergency
interim
housing
during
this
crisis,
as
we
possibly
can
to
serve
and
support
social,
distancing
and
safe
places
for
people
to
shelter
during
the
COBE
crisis
and
then
be
useful
afterwards
to
address
our
city.
B
E
I
know
you've
had
two
very
good
high-level
presentations
by
Michelle
McGurk
about
the
local
assistance
framework
and
this
afternoon
we're
going
to
give
you
a
more
specific
briefing,
we're
going
to
do
four
things.
First,
we're
going
to
talk
a
little
bit
about
what
we
really
mean
by
local
assistance
in
the
context
of
this
unique
local
emergency.
E
A
second
we're
going
to
convey
that
the
intent
of
local
assistance
is
to
identify
and
serve
our
most
vulnerable
residents
and
we're
talk
about
what
we
mean
by
that
and
to
do
so
we
have
two
guest
presenters,
Pancho
Guevara,
the
executive
director
from
Sacred
Heart,
Community,
Services
and
Jennifer
loving
the
CEO
of
destination
home.
Thus,
to
give
us
a
view
from
the
front
lines
about
the
challenges
that
we
face
now
and
we're
likely
to
face
in
the
future.
E
Third,
we're
going
to
share
the
specific
work
that
our
local
assistance
team
that
has
been
stood
up
in
the
EOC.
What
we've
been
doing,
including
the
creation
and
ongoing
managing
of
a
virtual
local
assistance
center
and
then
last
we're
going
to
talk
a
little
bit
about
economic
recovery
in
San
Jose,
because
it's
clear
to
us
that
doing
the
best
possible
job
with
local
assistance
will
aid.
Ultimately,
economic
recovery
and
the
theme
as
Kip
mentioned
is
really
one
team.
E
The
I
just
want
to
emphasize
so
much
the
importance
of
us
working
in
partnership
with
you
with
the
mayor
council
and
with
the
community
organizations,
especially
over
the
next
several
months,
which
are
going
to
be
critical.
So,
let's,
let's
start
just
to
talk
a
little
bit
about
a
typical
emergency
and
what
local
assistance
means
in
that.
If
you
think
about
it,
a
typical
emergency
there's
an
event:
there's
a
disaster:
it's
a
couple
hours!
E
Maybe
it's
a
couple
days,
then
there's
an
immediate
aftermath
of
days
or
weeks
or
months,
and
then
there's
a
longer-term
recovery,
which
is
typically
years.
So,
if
you
think
about
it
in
the
context
of
the
flood,
there
was
the
incident.
There's
a
rescue.
There's
short
term
needs
for
food
shelter
that
are
met
by
the
Red
Cross.
E
So
we
have
experience
in
the
context
of
an
emergency
and
we
stood
up
a
traditional
local
assistance
center
at
the
shirokawa
Community
Center
in
2017,
and
that
Center
you
can
see
it
here
was
a
physical
place.
It
had
rooms,
it
had
tables
staffed
by
community
partners
by
various
government
agencies.
We
stood
up
this
Center
for
about
a
month
to
help
the
families
that
were
affected
by
the
flood.
E
We
then
transitioned
the
center
to
City
Hall,
where
the
housing
department
managed
it
for
about
a
month
and
then,
of
course,
important
longer-term
case
management
happened
through
CBO's
over
many
years,
especially
through
Catholic
Charities.
So
if
you
think
about
the
emergency
we
face
now,
it's
very
different.
The
shelter
in
place
is
our
event,
and
that
is
going
on
for
weeks
likely
months.
We're
then
going
to
experience
this
phase
reopening
of
the
economy
and
public
life,
and
that
is
going
to
go
on
for
months.
We
don't
like
to
think
about
it,
but
it's
clear.
E
There
is
potential
for
some
looping
back
to
shelter
in
place
and
reopening
there's
potential
for
a
second
wave
and
after
we
get
through
all
of
that,
as
Kip
explained,
then
there's
this
opportunity
for
recovery,
which
clearly
will
take
many
years.
So
in
this
context
of
the
cobia
19
emergency,
you
can
see
that
local
assistance
must
be
approached
very
differently.
It
must
start
immediately
while
we're
still
in
the
emergency.
It
must
continue
for
months
or
potentially
longer.
A
physical
Center
is
clearly
not
possible
and
there's
a
much
larger
proportion
of
our
population
that
needs
assistance.
E
E
So
I
want
to
share
a
slide
which
shows
how
the
needs
have
arisen
suddenly
and
they're
steep
and
they're,
widespread
and
I
know:
we've
seen
charts
about
unemployment
claims
for
the
state
and
the
nation.
But
this
is
the
data
for
Santa,
Clara
County,
and
so
you
can
see
the
historic
high
was
in
March
of
2010,
thirty,
seven
thousand
seven
hundred
and
sixty
claims,
and
you
can
see
ten
years
later,
March
of
twenty
twenty
forty
six
thousand
six
hundred
and
six
claims
and
that's
a
partial
count.
E
That's
not
through
the
whole
month
and
that
is
before
EDD
started,
taking
applications
for
independent
contractor
sole
proprietors
and
gave
workers
which
will
start
next
week.
So
I
say
this:
just
you
can
see.
The
situation
is
very
unique
because
compared
to
a
recession,
there's
a
sudden
impact,
there's
not
a
three-year
run-up
in
need
and
the
situation
is
unique
compared
to
most
disasters,
because
clearly
everyone
is
affected,
and
this
is
just
one
indicator.
E
So
I
know
you've
seen
this
slide
before,
but
I
want
to
say
it
again
that
in
local
assistance
our
focus
is
on
our
most
vulnerable
and
that
is
most
our
most
vulnerable
residents,
but
also
our
most
vulnerable
small
businesses
and
our
most
vulnerable
nonprofits.
And
so
because
this
is
so
important.
We
have
two
special
guests
who
have
been
deeply
involved
in
understanding
and
providing
the
local
assistance
that
we
have
available
for
residents,
particularly
the
funds
that
have
been
raised
through
the
Silicon
Valley
strong
funds.
E
So
we
have,
as
I
mentioned,
poncho
and
and
they're
here,
representing
the
15
agency,
countywide
homeless
prevention
system,
Network
that
has
been
in
place
and
we're
asking
them
to
just
share
some
case.
Examples
and
describe
a
situation
that
they're
seeing
on
the
ground
with
our
most
vulnerable
residents,
so
Jen
and
poncho.
Please.
F
Hey
everyone
I
think
I'll
go
first.
This
is
Jen
loving
with
this
donation
home
and
thanks
for
including
us
today
at
Council.
This
first
slide.
As
you
can
see,
we
wanted
to
show
you
a
little
bit
of
comparison
in
need,
as
as
we've
discussed
and
as
you
have
funded
over
the
years,
we've
been
running
a
countywide
homelessness
prevention
system.
For
the
last
few
years.
Our
plan
this
year
was
to
serve
900
households
continuing
to
ramp
up
spending
a
little
over
nine
million
dollars.
F
You
can
see
how
the
average
costs
and
really
just
this,
was
sort
of
how
we
were
doing
this
business
prior
to
covin,
when
when
this
is
when
we
realized
that
we
were
going
to
be
a
hotspot
for
the
transmission
of
this
virus
pretty
quickly,
we
knew
that,
based
on
what
we've
been
seeing
over
the
last
few
years,
that
we
would
have
any
just
a
really
acceleration
of
the
people
that
are
already
living
really
so
on
the
margins.
Here.
F
So
we
were
able
to
raise
initially
a
pot
of
money
about
eleven
million
dollars
or
so
that
we
were
first
able
to
put
into
our
existing
partnership
with
Sacred
Heart,
and
we
saw
4500
applications
just
in
days
and
really
which
encumbers
that
amount
of
money.
So
within
just
a
matter
of
a
few
days
website,
we
were
using,
crashed,
the
amount
of
applications
were
overwhelming
and
we
had
to
stop
accepting
applications
and
pivot
to
an
interest
list.
F
F
Some
of
that
work
has
been
with
Silicon
Valley
strong
and
with
Merrill
Accardo
supervisor,
Chavez
and
chuck
Robbins
at
Cisco
has
been
super
helpful
and
helping
us
to
raise
funding.
Our
goal
is
to
be
able
to
open
up
the
process
that
we're
doing
now,
but
with
some
revised
criteria
and
I'll
turn
that
over
to
Pancho
to
talk
a
little
bit
more
about
that.
G
Thank
You
Jen,
and
thank
you
to
the
council
for
your
leadership
in
its
turn
on
this.
Just
put
a
human
face
on
this,
like
one
of
the
families
that
had
that
came
to
apply
for
this
initial
round
was
woman
named
Emma
who
happens
to
live
in
district
6
and
her
kids
attend
Campbell,
Union,
School
District
and
she
actually
cleans
houses
for
a
living
and,
and
so
through
a
job.
She
only
she
earns.
G
And
so
she
was
one
of
the
thousands
of
folks
that
applied
to
us
for
assistance,
and
she
was
afraid
that
she
wasn't
gonna
be
able
to
get
any
kind
of
help
because
she
doesn't
doesn't
always
doesn't
a
significant
portion
of
her
income
is
via
cash,
and
how
does
she
prove
this?
And
and
because
of
the
the
lack
of
clarity
about
whether
or
not
the
the
federal
government
was
going
come
in
with
unemployment
or
other
things
for
people
that
work
for
cash?
G
That
was
not
present
at
the
at
that
point
and,
like
Jen
had
said,
we
launched
this
website
about
six
five
days
before
the
president
signed
that
that
relief
package.
That
included
some
provisions
for
folks
like
her,
but
still
she
was
afraid
that
she
was
gonna
be
eligible
for
anything
and
she
probably,
and
she
still
isn't.
But
it
was
a
big
boon
to
her
to
know
that
she
could
get
some
assistance.
G
We
were
able
to
process
your
application
she's
among
the
the
folks
that
we've
already
been
able
to
kick
out
about
almost
four
million
in
assistance
to
date
of
that
we're
still
processing
the
last
of
these
applications.
But
the
what's
happened
is
it's
given
us
pause
right
now
over
what
is
happening
in
terms
of
developing,
not
only
this
first
round
of
funding,
or
we
had
again
the
4500
that
were
that
were
diligently
going
through
with
our
homeless
intervention
system
partners
around
the
county,
providing
this
assistance,
but
the
10,000
households
that
are
on
this
interest
list.
G
G
Actually
that
have
been
instrumental
in
helping
us
convene
a
network
of
different
immigrants
serving
organization
organizations,
their
leadership
to
have
them
contact
and
and
survey,
and
get
feedback
on
criteria
for
second
round,
particularly
for
immigrant
families,
mixed
status,
households
and
documented
it
officials
to
make
sure
that
we're
developing
the
right
kind
of
criteria
and
outreach
methods
for
a
next
round
of
funding.
And
that's
what
we're
looking
at
in
developing
right
now,
we've
been
able
to
get
a
lot
of
unanimity
about
how
to
be
able
to
do
that
and
make
families
feel
safe.
G
The
level
of
need
is
just
overwhelming
for
folks
and
so,
but
there's
a
lot
of
there's
a
lot
of
perseverance
and
and
hope
in
the
community
that
we
can
help
as
many
people
as
possible,
but
also
frustration
that
that
things
like
unemployment,
insurance,
weren't
available
or
unavailable
to
such
a
valuable
portion
of
our
community.
And
how
do
we
change
that
narrative
over
time?
G
But
that's
what
we're
seeing
right
now
and
there's
a
lot
of
gratitude,
but
a
lot
of
fear
and
still
a
lot
of
confusion
over
what's
happening
with
regard
to
the
eviction,
moratorium
and
and
the
fact
that,
but
most
people
are
paying
their
rent
they're
doing
what
they
can.
Even
though
they
have
no
income
and
they're
and
they're
struggling
to
make
sure
ends
meet.
E
Thank
you
so
much
Pancho
and
Jen
for
for
joining
us,
I
think
I
think
it's
so
clear.
The
important
work
that
we
all
need
to
do,
especially
with
our
extremely
low
income,
families
and
our
immigrant
families,
and
you
can
see
that
you
know
the
effectiveness
of
how
we
work
together,
especially
the
next
couple
months,
can
really
make
a
difference
and
there's
so
much.
That's
not
in
our
control,
but
through
our
local
assistance
effort
and
working
through
the
great
collaborative
networks
that
we
have
in
this
community.
E
We
want
to
do
everything
we
can
to
prevent
those
temporary
job
losses
from
becoming
permanent
from
preventing
the
situation
leading
to
increases
in
poverty,
equity
gaps,
widening
homelessness,
proliferating.
We
want
to
do
everything
we
can
to
prevent
that,
get
as
many
people
as
we
can
to
the
other
side
in
terms
of
being
part
of
a
recovery
and
moving
toward
stability
and
success
again
so
to
address
these
challenges.
E
We've
put
together
a
very
significant
team
of
city
staff
who
are
operating
in
our
Emergency
Operations
Center
as
a
local
assistance
team
and
the
slide
here
you
can
show
you
who
is
on
this
coordinating
team.
There
are
many
more
staff
throughout
our
EOC
organization
are
actually
working
together,
as
you
saw
in
a
coordinate
food
and
shelter
and
do
a
lot
of
communication,
a
lot
of
connecting
of
employers
and
residents
with
assistance
that's
available.
So
you
can
see
Michelle
and
Elsa
and
I
and
supporting
the
team.
E
We
have
three
teams:
geremy
Schaffner,
heading
Resident,
Assistants
Jeff
rest
are
heading
small
business
assistance,
Carrie
Adams,
happier,
heading
nonprofit
assistance
and
then
you
see
the
various
folks,
including
Zuma
from
the
office
of
immigrant
Affairs.
Bautista
representing
food
and
necessities,
are
council
liaison,
so
our
fabulous
Sal,
Alvarez
and
Gerald
Ferguson
Jackie
Morales
Fran,
who
you
all
know:
James
stagey,
working
on
emergency
shelter,
Leanna
from
intergovernmental
relations,
our
Amanda
Orosco
from
Pio.
E
And
of
course
you
see
the
key
partners
here
in
City
Council,
the
county
and
community-based
organizations,
and
so
next
I'm
going
to
ask
Michele
McGuirk.
Who
is
the
local
assistance
team
leader
to
give
you
an
update
on
how
we're
approaching
this
and
the
specific
things
that
the
group
has
accomplished
in
the
last
three
or
four
weeks?
So.
H
They
were
already
suffering
from
the
digital
divide.
They
were
suffering
from
the
cost
of
living
in
the
valley,
so
we
are
working
against
that
backdrop
to
really
ensure
that
we
can
bring
services
to
them.
We
are
leveraging
our
collaborative
relationships
and,
very
importantly,
not
duplicating
efforts.
We've
actually
created
a
rubric
that
we
go
through
to
ask
first,
if
anybody's
doing
the
work
before
we
actually
start
working,
and
we
found
some
tremendous
partnerships
out
in
the
community
through
that
effort.
A
lot
of
my
team
focused
on
immigration,
information
and
referrals.
H
That's
been
very
important
to
ensure
that
we
connect
people
with
the
great
work
that's
happening
in
the
community,
and
in
doing
that,
we
want
to
meet
the
community
where
they
are.
We
want
to
use
the
kinds
of
communications,
the
means
that
they
are
that
they're
used
to
using
so
I
think
that
that's
been
a
real
important
thing.
H
Not
everybody
has
a
website
or
a
computer
that
they
can
connect
to
and
then
you're
working
with
the
citywide
efforts
on
expansion
of
digital
and
economic
inclusion
and
you're
gonna
hear
a
little
bit
more
about
that
today
and
then
we're
really
planning
ahead.
We're
looking
towards
the
end
of
the
recovery
and
seeing
what
types
of
things
we
can
do
to
not
just
get
us
back
where
we
were.
But
how
can
we
address
some
of
the
challenges
that
were
already
in
place
so.
H
As
Pancho
and
Jenn
mint
mentioned,
the
financial
needs
are
very
significant.
This
slide
gives
a
snapshot
of
the
various
resources
that
are
available
to
residents,
small
businesses
and
nonprofits,
and
we've
sort
of
divided
out
the
residents
into
different
categories
of
workers,
so
that
we
can
see
that
all
things
are
not
equal
to
whether
you're
a
worker
who
gets
a
traditional
paycheck
at
a
traditional
company
as
a
w-2
worker,
somebody
who
is
a
contract
worker
or
a
gig
worker,
someone
working
for
cash,
the
way
Wan
Chai
described
EMA
or
our
undocumented
workers.
H
H
So,
as
Kim
mentioned,
I
wanted
to
turn
over
to
our
virtual
local
assistance
center.
Normally,
we
don't
munity
and
we'd
be
providing
face-to-face
help
to
our
in
our
small
businesses
and
our
nonprofit
we'd.
Ask
you
to
open
a
district,
often
your
constituents
and
clearly
we
can't
do
that
right
now
with
kovat
19,
so
we
have
brought
online
a
virtual
local
assistance
center.
That's
part
of
the
city's
website
and
I
want
to
note
that
this
responded
to
Kuenn
to
questions
and
concerns.
You
raised
the
last
time.
H
I
was
there
and
when
epi
o
was
there
talking
with
you,
you
told
the
EOC
that
we
were
putting
out
great
information,
but
that
it
was
hard
to
navigate,
and
so
we've
decided
to
make
it
a
lot
more
easy
for
folks
to
navigate.
When
you
go
to
the
city's
homepage,
you
can
directly
assist
access,
assistance
for
residents,
businesses
and
nonprofits
and
then
I'll.
Take
you
over.
This
is
our
virtual
local
assistance
center
and
it
has
information
catalogued
in
a
way,
that's
very
easy
for
people
to
access
it's
mobile
friendly.
H
So
if
you're,
if
all
you
have
is
a
smartphone
or
a
friend's
smartphone,
you
can
access
it
really
easily.
It's
part
of
our
EOC
infrastructure
and
we
can
take
this
site
dark
when
this
emergency
is
over
and
then
reactivated
in
the
future,
and
while
the
site
is
available
for
our
residents,
we
really
anticipate.
There
will
be
wide
use
by
those
who
help
our
residents,
those
who
help
them
navigate
and
get
resources.
H
But
we
are
not
just
relying
on
the
web,
we're
doing
a
great
deal
of
grassroots
outreach
and
launching
that
we
want
to
reach
out
in
low-tech
ways
through
flyers
in
food
baskets
and
grocery
stores
and
laundromats.
Using
our
trusted
community-based
organizations,
places
of
worship,
ethnic
media
and
Pancho
mentions
it
can
meaning
that
so
myself
has
done
through
that
survey
work.
They
found
that
many
of
our
most
vulnerable
residents
are.
H
They
rely
on
those
trusted
organizations
and
they're
their
churches
and
other
places
of
worship
and
then
a
few
new
methods
like
whatsapp
and
text
messaging,
as
well
as
the
traditional
media
to
get
the
word
out.
So
this
is
a
from
the
unemployment
toolkit
that
we
sent
to
Council
yesterday.
These
are
some
of
the
the
graphics
that
are
available.
These
can
be
printed
out
and
given
out
community,
but
they
can
also
be
used
in
whatsapp
and
on
your
social
media.
H
H
Those
folks
are
now
connecting
with
work
to
future
online
and
they
have
a
lot
of
resources
beyond
just
unemployment
resources
on
their
updated
website
and
they'll
be
doing
a
virtual
job,
fair
on
April
29,
with
our
small
business
assistance,
we've
been
getting
the
word
out.
We've
got
40,000
small
businesses
in
San
Jose
on
our
email
list
and
doing
a
whole
bunch
of
mass
communications
around
everything
from
our
sick
leave
policy
or
moratorium
on
commercial
tenant
evictions
avoiding
scams.
H
Sba
funding
we've
also
been
using
a
lot
of
partners
like
our
neighborhood
business
districts
and
our
ethnic
chambers.
To
get
the
word
out,
we
get
anywhere
from
20
to
80
one-on-one
inquiries
a
day
through
our
Ovid
19's
J
business
email
address,
as
well
as
our
hotline
and
we've
been
doing.
Weekly
webinars
I
want
to
mention
that
this
last
week's
webinar,
we
were
actually
able
to
highlight
a
small
business
here
in
San
Jose
academic
coffee,
which
has
been
able
to
pivot
from
being
a
traditional
coffee
shop
to
actually
serving
as
a
community
pantry.
H
And
then
we've
also
been
working
with
a
number
of
partners
around
loan,
packaging
and
technical
and
legal
assistance.
We
will
be
announcing
very
soon
that
the
Silicon
Valley
strong
grants
will
be
available,
probably
in
a
week
or
two,
and
we
also
have
on
the
agenda
today
under
the
CDBG
item.
There's
an
additional
contribution
proposed
of
2.5
million
in
CDBG
funds
that
would
go
to
a
small
business
loan
program
through
our
partner,
Opportunity
Fund.
H
So
with
our
nonprofit
and
the
biggest
thing
that
we
have
been
doing
beyond
information
and
referral
is
really
working
with
our
existing
city.
Grantees.
The
city
is
a
major
grant
maker.
We
are
the
largest
arts
grant
maker
in
the
valley
and
we
have
hundreds
of
contracts
with
nonprofits,
so
our
staff
is
them
working
to
make
sure
that
our
nonprofits
are
not
harmed
further
from
this
Kovan
19
crisis,
then
they
already
have
been
and
that
we
don't
penalize
them
for
not
being
able
to
meet
certain
grant
conditions,
I'm,
not
holding
an
event
and
so
forth.
H
They
have
been
providing
a
bright
spot
with
twice
a
week
online
concerts
through
Facebook,
live
and
providing
a
means
for
the
Jazz
artists
to
earn
revenues
when
the
audience
sends
them
tips.
So
those
are
a
few
of
the
highlights
of
the
work
that
we've
been
doing
so
I
want
to
turn
it
over
to
you.
You
all
got
an
email
from
Kim
at
the
end
of
last
week
with
ten
ways
that
you,
the
council,
can
help,
and
we
just
want
to
remind
you
of
all
of
the
things
that
you
can
do
to
help
us
help.
H
You
know
donating
to
Sutton
Silicon
Valley
strong.
Thank
you
for
all
the
newspaper
article
or
newsletter
articles.
You've
done
all
the
social
media
posts,
we'll
keep
feeding
you
information
about
resources,
it's
so
that
you
can
get
the
word
out
to
your
community,
and
we
also
really
need
you
to.
Let
us
know
about
community
needs
as
they
emerge,
and
so
the
council
liaison
is
part
of
our
team
to
get
the
word
out.
E
Thank
You
Michelle,
so
part
of
thinking
ahead
is
thinking
about
economic
recovery,
and
you
can
see
and
I
think
you
understand
that
the
shelter
in
place
was
about
protecting
how
the
reopening
is
about
protecting
how
but
balancing
that
with
restoring
livelihood
and
well-being
and
I.
Think
as
we
reopen
stabilizing
the
local
economy,
especially
our
small
businesses
and
nonprofits
and
stabilizing
our
family
is
critically
important.
There
was
an
article
in
The,
New,
York
Times
yesterday,
that
said
in
New
York,
City
they're,
actually,
anticipating
half
of
their
small
businesses
might
close.
E
So
that's
not
acceptable
that
really
frames.
What
the
challenge
here
is
getting
through
this
reopening
phase
with
enough
stability
that
we
can
get
to
recovery,
and
so
I
want
to
just
end
by
saying
a
little
bit
about
how
we're
starting
to
think
about
what
we
need
to
look
at
for
an
economic
recovery
strategy
for
San,
Jose
I
think
we
had
always
anticipated.
E
We
would
ultimately
be
in
recession
because
our
economic
growth
period
had
gone
on
for
an
unprecedented
amount
of
time
and
downturns
are
clearly
when
we
we
need
to
do
our
best
thinking
about
revisiting
and
refreshing
our
strategy.
The
city
put
in
place
after
the.com
the
first
ever
comprehensive
economic
development
strategy
that
San
Jose
had,
and
we
did
a
significant
refreshing
and
revisiting
of
it
after
the
Great
Recession.
So
just
to
start
thinking
ahead.
E
We
believe
that
there
are
seven
areas
if
you
think
about
a
framework
where
we're
going
to
want
some
city
strategies,
and
this
is
going
to
happen
in
the
context
of
great
thinking
that
will
happen
in
the
broader
region
and
the
bay
area
and
state,
but
in
San
Jose
we're
going
to
want
to
focus
on
these
things,
so
small
business.
Obviously
it's
going
to
continue
to
be
a
focus.
We
had
good
conversations
going
on
previously
about
anti
displacement
and
we
were
reframing
that
as
resilience.
E
E
We
need
to
do
everything
we
can
to
keep
the
development
cycle
going
for
the
projects
that
are
under
construction
and
or
shovel
ready.
Construction
is
a
really
important
source
of
middle
skilled
jobs.
We
know
that
financial
feasibility
was
already
very
challenging
for
housing
before
the
pandemic,
we're
going
to
need
to
figure
out
how
to
restart
construction
and
keep
development
moving.
It's
an
important
engine
of
our
economy,
of
course,
we're
already
reaching
out
to
the
city's
major
revenue
generators.
E
So
we
need
to
be
ready
with
our
agency
partners
to
quickly
identify
infrastructure
projects
that
could
be
implemented
quickly
and
benefit
our
community's
resilience
in
the
long
run,
and
the
last
is
clear
that
we're
going
to
need
to
plan
for
an
uncertain
future
and
potentially
likely
an
environment
where
there's
greater
uncertainty
around
us
than
we've
experienced
in
the
past.
So
how
do
we
prepare
our
community
to
be
self-reliant?
To
be
adaptable?
E
I
really
believe
that
we've
got
a
strong
start
here
with
local
assistance
and
that
we're
lucky
in
San
Jose
that
we
have
a
very
strong
base
of
relationships.
We
have
a
collaborative
culture
and
we
have
a
very
probably,
most
importantly,
a
very
caring
community.
So
we've
done
a
lot
of
work.
We've
got
a
lot
of
challenge
ahead.
Half
of
the
entire
team,
we
appreciate
the
opportunity
to
take
the
time
to
give
you
this
progress
report
and
look
forward
to
working
with
you
going
forward
and
in
a
program
back
to
Kip.
Thank
you.
Thank.