Volume 2 • Issue 22

November 16, 2020

The Real Work Starts Now!

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November 16, 2020

When..Where?

Minority Owned Business Publisher: Brigitte Jones Brigitte@thebayareareview.com Graphic Design Director: Amanda McElroy Graphics@thebayareareview.com Editor at Large: Pearl Baeni Editor - public Affairs Liaison: Pamela Gustava Curry Photographer: Andy Nguyen http://intramuralaffairs.wixsite.com/andyphoto

TBAR welcomes letters to the Editor Please limit content to 200 words or less. Submissions are subject to scrutiny for content and grammar but all effort will be made to retain intended meaning of such letters. Anonymous letters will not be printed. Articles so published reflect the views of the authors - not necessarily those of The Bay Area Review. All submissions become the property of Triple e Media Group, LLC and cannot be acknowledged.

November 16, 2020

Santa Clara County and Other Bay Area Counties Move to Contain Spread of COVID-19 Santa Clara County and other counties throughout the Bay Area are seeing a sudden, rapid spike in COVID-19 cases and a significant increase in hospitalizations. The average number of new cases per day in Santa Clara County has more than doubled since early October. With transmission and hospitalizations on the rise, health officers in counties across the Bay Area are tightening local rules for high-risk indoor activities where the virus spreads more easily. In Santa Clara County, Health Officer Dr. Sara Cody today announced that the County’s dramatically increasing case counts make clear that the County will be moved to the State’s

Red Tier next Tuesday November 17th. Unless the current surge is quickly brought under control, the County expects to be moved to the Purple Tier in the next few weeks. Dr. Cody and most of her colleagues around the Bay Area will be issuing local orders today requiring the closure of indoor dining and imposing limits on certain other high-risk activities. The new restrictions on activity in Santa Clara County will take effect on Tuesday, November 17th at 12:01 a.m. Indoor dining at restaurants reopened at reduced capacity in mid-October, but as case counts continue to rise, the risks associated with indoor dining,

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especially because patrons must take their masks off to eat, have increased significantly. Dr. Cody and public health experts in our region and elsewhere have concluded that it is necessary to close indoor dining to help contain the spread of the virus. “We know that eating indoors without masks is a very high-risk activity, and as we close indoor dining we also strongly urge people not to eat or gather indoors with anyone outside their own household,” Dr. Cody said. “We must come together as a community and act now to get the virus under control.” Dr. Cody noted that wearing masks at all times, avoiding crowded environments,

Page 3

Public Health

and moving as many activities as possible outdoors is critical to controlling the virus. In indoor environments, the risk of droplet and aerosol transmission of COVID-19 can be only partially mitigated by wearing a mask.

Health officials are especially worried about people gathering indoors with the holidays coming up and the weather getting colder. Dr. Cody and other health officers have stated they will have to consider additional closures if current trends continue.

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November 16, 2020

Helping Hands

Who’s leading Covid outreach among the homeless? The homeless themselves. Hayden Manseau | Mission Local “My story is uniquely my own,” Tina Collins told Mission Local by way of introduction. And that is true: Collins is a 57-year-old mother of four, a longtime Tenderloin resident, and a recovering addict who is currently homeless. Collins is also an increasingly sought-after asset during the Covid-19 pandemic: a local who knows her community well. Collins, and others like her, are key to helping the city’s most vulnerable and difficult-to-reach populations. In Collins’ case, her experience with homelessness and her deep ties in the Tenderloin make her uniquely suited to connect with and care for the Tenderloin’s unhoused population. Before the pandemic, Collins picked up trash in the mornings as a part of Downtown Streets

Team’s work experience program and worked at the Museum of Ice Cream during the day. With the pandemic, Collins has found herself playing a vital role in the UCSF Benioff Homelessness and Housing Initiative’s plan to test the homeless population in the Tenderloin. The initiative, housed within UCSF’s Center for Vulnerable Populations, is an effort to end homelessness through research-driven solutions that was only a few months old when the pandemic hit. As the virus spread quickly in March, the initiative quickly pivoted to help the city develop a Covid response for San Francisco’s homeless population. The Benioff Initiative represents another UCSF effort demonstrating to public health officials

The line outside of St. Anthony’s during the District 6 study. Photo by St. Anthony’s.

that the best way to reach isolated communities is to use local assets. UCSF has also used this community-centered approach with the Latino Task Force in the Mission District and with Black churches in Oakland. “We do all of our work in partnership, not only with community-based organizations, which are absolutely essential, but most importantly with the community itself,” said Dr. Margot Kushel, director of the UCSF Center for Vulnerable Populations. “I am well aware that any public health response that does not center the voices of people who have lived the experience of homelessness is going to come up with the wrong solution.” In the early days of the pandemic, no one knew what to do for people experiencing homelessness. “What we did know is that there were going to be a lot of people in the homeless population who were really vulnerable to being infected with covid,” said Cynthia Nagendra, executive director of the Benioff Homessness and Housing Initiative. The homeless population lacked access to PPE and

accurate health information, and, because those experiencing homelessness frequently have underlying health conditions, they were more likely to get seriously ill. Before cities implemented alternative housing solutions, covid outbreaks occurred at congregate shelters across the country, including at San Francisco’s MSC South where 92 residents and 10 staff members were infected in April. To develop a response, those at the Benioff Initiative needed data. As UCSF had done for the Latinx community in the Mission, the Initiative began a two-part study to test homeless populations in San Francisco’s districts with the highest prevalence of homelessness. In doing so, they prioritized partnerships with local denizens and communitybased organizations. On June 6 and 7, The Benioff Initiative conducted its first testing study in District 10, which includes Bayview-Hunters Point, Potrero Hill, and Dogpatch. The Initiative enlisted locals including Bayview Hunters Point Community Advocates, the Southeast Community Council, and Mother Brown’s Dining Room to learn the best ways to

do testing and outreach. The researchers decided on Mother Brown’s as the site for the pop-up. In advance, Community Health Outreach Workers – locals hired by the Initiative – did outreach to answer questions and calm fears. The homeless had questions: Would taking a test give them the virus? Would they be forced into isolation if they tested positive? Members of the community, like Collins, could assuage those fears and make homeless residents feel better about trusting a bunch of researchers and UCSF medical professionals, Nagendra said. On the first day of testing, the outreach workers helped get homeless residents to the site. The Benioff Initiative tested 488 people in District 10, and the study left the Initiative with a handful of key insights. Most important, they learned early on that being at a fixed site would not easily reach all the people who they wanted to test. They needed the agility of mobile teams. The group used that learning in the next stage of its study, on Oct. 10 and 11 in District 6’s Tenderloin and SoMa neighborhoods. There too, they tapped into a strong network of groups in the Tenderloin to build out the District 6

November 16, 2020

study including GLIDE, St. Anthony’s, and Code Tenderloin. This time, the initiative switched the emphasis to a mobile testing effort. Already, GLIDE, which hosts a community Covid testing site in the Tenderloin, had been using an OPT-IN van program designed to provide mobile testing and outreach for Covid-19, Hepatitis C, and HIV to those living outside. GLIDE helped the Benioff Initiative flesh out its mobile-focused testing strategy in District 6. The new initiative located its pop-up site at St. Anthony’s, an organization that aims to be a “hub” in the Tenderloin in the same way the Latino Task Force’s Alabama Street Hub is in the Mission, according to Calder Lorenz, senior manager of advocacy at St. Anthony’s. The Initiative also used 16 mobile teams during the October study. Each team had at least one Community Health Outreach Worker, a clinician, a phlebotomist to administer tests, an interviewer to administer a survey to participants,

Page 5

Helping Hands

Tina Collins poses with her mobile team. Photo by St. Anthony’s.

and an ethnographer to observe and learn best practices about outreach and testing. Collins was one of the Community Health Outreach Workers who the Benioff Initiative hired. She led her mobile team to hotspots on the weekend of the study. Her relationships with those being tested were vital. “I’ve been here for seven years. Everyone knows me,” Collins said. “Workers can be hard to trust because they aren’t always here. I’m always here.” Those relationships helped the Benioff Initiative reach hundreds more unhoused people than they expected to: the Initiative tested a total of 739 people.

When the results from the two studies came in, those at the Benioff Initiative were surprised. They found one active infection in District 10, and no active infections in District 6. Positivity for antibodies was also low: Kushel estimates 2 to 5 percent of those tested had antibodies in both studies. Although the Benioff Initiative is still working to analyze and interpret the results, Kushel has preliminary insights for why infection rates were so low. “Part of it was that we happened to test at the nadir,” Kushel said. “Had we tested a few weeks before or after, we might have gotten higher positivity rates.” The fact that the virus

0

is not as easily transmitted outdoors is another explanation. This insight means that unsheltered homeless people are likely less vulnerable to the virus than the high-risk populations in homeless shelters are. Kushel also credits the work that the communities have been doing since the beginning of the pandemic, such as setting up hygiene stations, promoting and normalizing mask wearing, and distributing PPE. “I think it’s a testament to these communities and to their local leadership and CBOs, as well as to the strength of the people in them,” she said. According to Kushel, the goal of these testing studies was always much broader than finding covid infections at the moment the studies occurred. Through the studies’ surveys and interviews, the Initiative aims to make statements about what the homeless population needs, not just in terms of covid testing and resources, but also for a future covid vaccination

and other public health efforts. “I think a lot of the lessons that we learned will resonate very clearly, not just for covid, but for any public health outreach, whether it’s vaccination campaigns, bringing healthcare services to people, or doing work on sexually transmitted infections and overdose prevention,” Kushel said. Once the findings from the studies are finalized in about a month, the Benioff Initiative hopes to build a toolkit with best practices for helping homeless populations. The Initiative plans to disseminate this toolkit to public health departments across the country. As a case manager for the C.A.R.E. Ambassador Program, a collaboration between Downtown Streets Team and Code Tenderloin, Collins is still on the frontlines, helping her community. “I’m trying to give back,” Collins said. “I just want to be there for the next person.”

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November 16, 2020

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Individuals and households with losses due to August/September wildfires in Butte, Lake, Lassen, Monterey, Napa, San Mateo, Santa Clara, Santa Cruz, Solano, Sonoma, Trinity, Tulare and Yolo counties have two weeks or less remaining to apply for grants from FEMA or low-interest disaster loans from the U.S. Small Business Administration. The deadline is Nov. 21. FEMA awards help eligible survivors pay for rent, home repair/ replacement and many other serious disasterrelated needs, including replacement or repair of vehicles, funeral expenses, medical or dental expenses and miscellaneous other costs. To be reimbursed by FEMA, survivors should photograph damage and save receipts for repair work. Survivors should contact their insurers and file a claim for the disaster-caused damage before they register with FEMA. Anyone with insurance should register with FEMA even if they aren’t yet certain whether

they will be eligible. FEMA may be able to help with costs that insurance doesn’t cover. The agency can determine eligibility once an applicant’s insurance claim is settled—but there won’t be any FEMA reimbursement for those who fail to register by the Nov. 21 deadline for those who suffered losses in fires including the CZU Lightning Complex, SCU Lighting Complex, August Complex Fire, LNU Lightning Complex, North Complex, Sheep, Dolan and SQF Complex. There are three ways for survivors to register: online at DisasterAssistance.gov, with the FEMA Mobile App on a smartphone or tablet, or by or by calling the FEMA Helpline at 800-621-3362 (TTY 800-462-7585) between 7 a.m. and 10:30 p.m. PST. Those who use a relay service such as a videophone, Innocaption or CapTel, should provide FEMA with the specific number assigned to that service when they register. Multilingual services are available on the helpline and specialists can answer

most questions about FEMA assistance and registration. To register you will need the following information: • Social Security number • Insurance policy information • Address of the damaged primary dwelling • A description of disaster-caused damage and losses • Current mailing address • Current telephone number • Total household annual income • Routing and account number of your checking or savings account (for direct transfer of funds to your bank account) After you register online or with the FEMA app, you can create your own account. This will enable you to check the status of your application, view messages from FEMA, update your personal information and upload documents that may be necessary to determine your eligibility for aid.

November 16, 2020

Page 7

Be Alert

Prepare for power outages with a Generac home standby generator If you are unable to upload your documents, mail them to FEMA at P.O. Box 10055, Hyattsville MD 207828055 or fax them to 800827-8112. U.S. Small Business Administration Nov. 21 is also the deadline to apply for a disaster loan from the U.S. Small Business Administration. Grants from FEMA are meant to give eligible survivors a start on their road to recovery. However, the primary source of recovery funding for businesses of all sizes, private nonprofit organizations, homeowners and renters is U.S. Small Business Administration disaster loans. When disaster survivors need to borrow to repair or replace damaged property, the low-interest rates and long terms (up to 30 years) available from SBA make recovery affordable. In some cases, refinancing of prior liens is available. A disaster loss is unexpected. For most disaster survivors, it is beyond their means to pay for disaster damages from their own resources

without significant hardship. You can find out more by contacting the SBA’s Virtual Disaster Loan Outreach Center. Customer service representatives are available to assist individuals and business owners, answer questions about SBA’s disaster loan program, explain the application process and help each person complete their electronic loan application. Virtual Business Recovery Center and Virtual Disaster Loan Outreach Center Mondays – Fridays 5 a.m. to 5 p.m. PST FOCWAssistance@ sba.gov (916) 735-1500 For the latest information on wildfire recovery, visit https:// www.fema.gov/ disaster/4558 and follow the FEMA Region 9 Twitter account at https:// twitter.com/femaregion9. All FEMA disaster assistance will be provided without discrimination on the grounds of race, color, sex (including sexual

harassment), religion, national origin, age, disability, limited English proficiency, economic status, or retaliation. If you believe your civil rights are being violated, call 800-621-3362 or 800462-7585(TTY/TDD). FEMA’s mission: Helping people before, during, and after disasters. The U.S. Small Business Administration is the federal government’s primary source of money for the long-term rebuilding of disaster-damaged private property. SBA helps businesses of all sizes, private nonprofit organizations, homeowners and renters fund repairs or rebuilding efforts and cover the cost of replacing lost or disasterdamaged personal property. For more information, applicants may contact SBA’s Disaster Assistance Customer Service Center at 800-659-2955. TTY users may also call 800877-8339. Applicants may also email disastercustomerservice@ sba.gov or visit SBA at SBA.gov/disaster.

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November 16, 2020

Helping Hands

REPUBLIC URBAN PROPERTIES ADDRESSES FOOD INSECURITY AND URGENT NEEDS IN SANTA CLARA COUNTY Republic Urban Properties LLC (RUP), the San Jose-based full-service real estate development company that creates neighborhooddefining real estate projects, is sponsoring six Catholic Charities of Santa Clara County drivethrough food distribution sites during the month of November. Normally around this time of year, Republic Urban Properties would help sponsor the 12th annual Catholic Charities Bocce Ball Tournament which raises $150,000 annually, vital to the nonprofit organization’s mission of combatting poverty. However, after the event was cancelled due to COVID-19, Republic Urban Properties West Coast president Michael R. Van Every, knew pivoting his company’s involvement was necessary to ensure this crucial support reached the nonprofit service provider. “I chaired the Bocce Ball Tournament committee last year, which was such an amazing event, but I recognized

the hole that was left from this important fundraiser,” said Van Every, a Catholic Charities board member from 2013-19. That deficit, coupled with the obvious food insecurity needs of the community exacerbated by the pandemic, motivated Republic Urban Properties to contribute more, he said. “It’s easy to write a check to charities and say, ‘Do what you want with it,’” said Van Every. “My thought was not only to fund the sites but also educate our previous bocce ball sponsors and help them understand the needs of our community members who depend on this food week in and week out. This was an opportunity to connect the dots about what Catholic Charities actually does and the need for their services in Santa Clara County.” Local sponsors joining Republic Urban Properties in these efforts include LPMD Architects, Swenson Companies, Platinum Builders, HMH, Largo Concrete, Inc., Cornerstone Earth Group, Bozzuto Insurance Services, Voler Strategic Advisors, Blach Construction and MDE Electric. “It makes us proud to be the first

company to sponsor Catholic Charities’ food distribution sites,” said Van Every. “The organization plans to serve an estimated 3,000 households per week at six drive-through sites for the next 12 months. We encourage other companies to step up and help during these unprecedented times.” About The Republic Family of Companies: Over the last 40 years the Republic Family of Companies has developed 27,000,000 square feet of real estate (across all categories - multi-family, office, hotel, retail, and institutional) representing an investment at cost of over $7 billion. It currently has more than $2 billion of new projects under construction and development in the Washington, DC SMSA, San Jose/San Francisco area, and the Southeast - among the top five commercial and residential markets in the country. Republic has executed over 35 private/public sector projects and is now working on a number of multi-hundred million-dollar projects in major cities around the U.S. and has millions of square feet in its development pipeline. These developments include, among others, the development of a

wide range of signature and monumental commercial properties, including the completed Washington Harbour, Market Square, Republic Square I and II, the Ronald Reagan Building (over 3 million square feet) on Pennsylvania Avenue, the country’s second largest building (developed by principals of Republic) and the Portals, a 3MM square foot project, including the Mandarin Hotel in Greater Washington, D.C with an aggregate market value in excess of $2 billion. Republic is also presently acquiring and developing over 1,000 units per annum of multifamily projects in the Washington, DC SMSA, the Mid-Atlantic area, and the Southeast part of the United States with plans to accelerate development over the coming year. Recently completed construction projects include the Portals V residential building adjacent to the Mandarin Hotel in downtown Washington, DC (2019). This monumental signature luxury 380-unit rental apartment project (550,000 square feet) looks over the Jefferson Memorial, with views of the Potomac River, the National Mall, Arlington Cemetery, the Lincoln Memorial, and the U.S.

Capitol. Estimated project costs are $230 million. Republic’s financial capacity is deep, and the company has enjoyed relationships representing billions of dollars with major lenders, such as insurance companies, pension funds, private equity firms and real estate investment trusts (REITS). About Catholic Charities of Santa Clara County: Catholic Charities of Santa Clara County provides a critical safety net for disadvantaged and underserved individuals and families excluded from the prosperity of Silicon Valley. We create lasting pathways for hope, opportunity, and dignity for all people – regardless of race, faith or beliefs. Our services target five areas: food, housing, health, education and economic security. Since the pandemic shutdowns in March, we have mobilized resources and realigned staff to deploy a rapid response to the ongoing crisis. In the past eight months, we have fed over 400,000 individuals, ten times more people than the agency served in all its programs in the previous year. Funding for operations and programs comes from private and public sources.

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November 16, 2020

Setting Things Right

The Silicon Valley Organization Holds Press Conference in Wake of Offensive Photo

How and why a racially offensive webpage was posted by the Silicon Valley Organization (SVO) is becoming a bit more clear. On October 28th, an image of Black men in the streets surrounded by “tear gas” was posted on the SVO webpage. It was meant as a political statement but backfired BIGTIME for the SVO. It seems an outside investigation has determined that “no one” followed a proper approval process before uploading the offensive image. The immediate aftermath of the controversy had Matt

Mahood, SVO President and CEO having to resign. Various members of the once San Jose Silicon Valley Chamber of Commerce decided enough is enough and cancelled their memberships. The November 10th press conference was to outline to the community the restructuring of what is left of the SVO. Kevin Surace, a member of the Executive Board of SVO and Board of Directors spoke of the steps taken since the incident. “We must all work to make a positive difference by addressing racial disparity and working

together to achieve equity and justice. This issue was within the Political Action Committy (PAC) and was regarding a PAC activity which is run as a separate organization but does report up [stream] to the SVO. The PAC is no longer involved/part of the SVO. This is a small start in a long process to heal recent and past hurts” Several community leaders spoke to seek genuine change for diversity and inclusion to be evident going forward. There is a written report due to release in 2 weeks from the findings of the investigation that will be posted on the SVO website www.theSVO. com.

November 16, 2020

Statement from Valley Water CEO Rick Callender on racist actions by The Silicon Valley Organization

As an African American CEO, I am disgusted, hurt and deeply offended by The Silicon Valley Organization’s (SVO) racist attempt in a political campaign to use a civil rights era picture of African American men to stir up racial fear and hatred. Using these images to suggest there should be something to fear or distrust or other stereotypical issues associated with African American men should not be allowed in political campaigns, in the community, or from those who purport to represent us as industry associations. This is not about the election cycle; this is about trying to incite people to be fearful of me, an African American man, in my own community, which I live and work. This racist act is unacceptable. On Sept. 22, 2020, the Valley Water Board of Directors stated Valley Water’s stance on Racial Equality, Diversity and Inclusion and approved these guiding principles: • Stand up against acts of racism, exclusion, and abuse of power in our organization and our community. • Go beyond diversity and inclusion and build cultural

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competence and address issues of racial inequity to become an antiracist, anti-hate organization. • Combat hate, discrimination, and unfair treatment against all people. Today, words are no longer enough. We cannot disapprove in silence and expect change. After more than 44 years of membership in the SVO, I am rescinding Valley Water’s membership and removing our representation from the SVO Board of Directors. We must hold those in power accountable and demand equality for all. Valley Water manages an integrated water resources system that includes the supply

of clean, safe water, flood protection and stewardship of streams on behalf of Santa Clara County’s nearly 2 million residents. Valley Water effectively manages 10 dams and surface water reservoirs, three water treatment plants, an advanced recycled water purification center, a state-of-the-art water quality laboratory, nearly 400 acres of groundwater recharge ponds and more than 275 miles of streams. We provide wholesale water and groundwater management services to local municipalities and private water retailers who deliver drinking water directly to homes and businesses in Santa Clara County.

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November 16, 2020

Announcement

Free Legal Help Available for Disaster Survivors Free help with disaster-related legal concerns is available to eligible wildfire survivors in Fresno, Los Angeles, Madera, Mendocino, Napa, San Bernardino, San Diego, Shasta, Siskiyou and Sonoma counties. These counties are covered in federal disaster DR-4569 for fires beginning Sept 4. This includes the Bobcat, Creek, El Dorado, Oak, Slater and Valley fires. The disaster was declared Oct. 16 and expanded later to include Napa and Sonoma counties for the Glass Fire and Shasta County for the Zogg Fire. Survivors may seek no-cost aid with wildfire-related legal issues by calling the disaster legal services hotline at 888-382-3406. English- and Spanishspeaking attorneys will

be available. Callers also may leave a message. The program is a partnership between FEMA and the American Bar Association Young Lawyers Division. Types of free legal assistance that may be available from a volunteer lawyer include: • Help securing FEMA and other government benefits available to disaster survivors; • Assistance with life, medical and property insurance claims; • Help with home repair contracts and contractors; • Replacement of wills and other important legal documents destroyed in the wildfires; • Assisting in consumer-

protection matters, remedies and procedures; • Counseling on mortgageforeclosure problems; • Counseling on landlord-tenant problems; • Referral to other attorneys and organizations for help with additional legal matters and COVID-19 resources. Free disaster legal services are not allowed for cases that will produce a monetary award. The deadline to register with FEMA for DR-4569 disaster assistance is Dec. 16, 2020. Legal aid is available at the same hotline for survivors of DR-4558, declared Aug. 22 and

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expanded later to offer aid to those who suffered losses in wildfires starting earlier that month in the counties of Butte, Lake, Lassen, Monterey, Napa, San Mateo, Santa Clara, Santa Cruz, Solano, Sonoma, Trinity, Tulare, and Yolo. The deadline to register with FEMA for DR-4558 disaster assistance is Nov. 21, 2020. For the latest information on wildfire recovery, visit https:// www.fema.gov/ disaster/4558, https:// www.fema.gov/ disaster/4569 and follow the FEMA Region 9 Twitter account at https:// twitter.com/femaregion9. All FEMA disaster assistance will be provided without discrimination on the grounds of race, color, sex (including sexual harassment), religion, national origin, age, disability, limited English proficiency, economic status, or retaliation. If you believe your civil rights are being violated, call 800-621-3362 or 800462-7585(TTY/TDD). FEMA’s mission: Helping people before, during, and after

disasters. The U.S. Small Business Administration is the federal government’s primary source of money for the long-term rebuilding of disaster-damaged private property. SBA helps businesses of all sizes, private nonprofit organizations, homeowners and renters fund repairs or rebuilding efforts and cover the cost of replacing lost or disasterdamaged personal property. For more information, applicants may contact SBA’s Disaster Assistance Customer Service Center at 800-659-2955. TTY users may also call 800877-8339. Applicants may also email disastercustomerservice@ sba.gov or visit SBA at SBA.gov/disaster.

November 16, 2020

Page 13

Good Move

The City of Santa Clara Partners with The Salvation Army and Second Harvest Food Bank to Help Feed the Community As the holiday season is upon us, the City of Santa Clara has partnered with The Salvation Army and Second Harvest Food Bank to launch a new program called Food For Families, which will offer weekly essential food items for all Santa Clara residents. Beginning on Wed., Nov. 18, 2020, Food For Families will distribute essential food items through December 2020 at The Salvation Army located at 3090 Homestead Rd., Santa Clara. “Many families live on the verge of food insecurity. This means they may not always know where their next meal is coming from. We are excited to partner with the City of Santa Clara to help those in our community with limited access to food,” said Lieutenant Gina Noble of The Salvation Army Silicon Valley - Santa Clara Citadel. “The City was looking for more ways for eligible families in Santa Clara to safely access food and we developed a great partnership with The Salvation Army and Second Harvest Food Bank. We are extremely fortunate to have willing and giving partners in our community who have joined us to help add another food distribution location

for our residents,” said City Manager Deanna J. Santana. Residents must preregister one time, to pick up essential food items on Wednesdays. To pre-register, residents should download the form (available in English/ Spanish) at SantaClaraCA. gov/Food4Families. Completed forms should be emailed to gina.noble@ usw.salvationarmy.org. Residents can also enroll in person by picking up and dropping off the form at The Salvation Army, 3090 Homestead Rd. Monday – Friday, 10 a.m. to 4 p.m. Pre-registered residents will be able to pick up food provided by Second Harvest Food Bank at The Salvation Army in a drive-thru service without leaving their vehicles simply by showing their registration card. City of Santa Clara staff will support the food distribution operations at the site each week. Safety remains a priority and the City encourages residents to stay in your vehicles and wear a face

covering while staff loads your vehicle. Walk-up service will be available if necessary. About the City of Santa Clara Located at the heart of Silicon Valley about 45 miles south of San Francisco, the City of Santa Clara truly is “The Center of What’s Possible.” Incorporated in 1852, Santa Clara covers an area of 19.3 square miles with an estimated population of 129,498. Santa Clara is home to an extraordinary array of high-tech companies,

including Applied Materials, HewlettPackard, Intel, Nvidia, Oracle, and Ericsson. The City of Santa Clara is also home to Santa Clara University, California’s

Great America Theme Park, and Levi’s® Stadium, home of the San Francisco 49ers and SB50. Visit SantaClaraCA.gov for more information.

On Veterans Day, we pause as a nation to give honor and respect to all who have worn the uniforms of our Armed Forces. We pay homage to the brave troops who fought to free others around the world even when they were not truly free at home and those who answered America’s call to serve even when it was unpopular to do so. And on this particular Veterans Day–just one week after our country faced the ultimate test of our democracy–we must continue to honor the sacrifices of the courageous people who chose to protect our democracy beyond our borders by making a commitment to uphold that same democracy within our borders. On behalf of the entire NAACP, I thank all who have served to keep America safe and wish everyone a happy Veterans Day.

Page 14

November 16, 2020

Moving Forward

San José Clean Energy and Pattern Energy Sign Long-term Agreement for New, Large Wind Project San José Clean Energy (SJCE) and developer Pattern Energy have signed a 15-year power purchase agreement for 225 megawatts (MW) of wind energy that will be built in New Mexico by the end of 2021. This wind project augments SJCE’s previous investments in new solar and battery storage by diversifying its portfolio. Wind has a complementary generation profile to solar and typically delivers power around the clock. Due to the project’s location in New Mexico, its energy deliveries will generally increase earlier each day than local wind projects, helping meet customer

demand during the crucial early evening hours when demand is high but renewable energy supply is typically low. “This investment will power 186,000 homes each year with clean, pollution-free electricity,” said Mayor Sam Liccardo. “I’m proud that as San José drives California’s renewable energy future, we will leave a more livable planet to our children.” SJCE has ambitious renewable energy goals. As the City’s Community Choice Aggregator (CCA), it provides more than 330,000 residential and commercial customers with 45 percent renewable energy as a default – 12

percent more than the state’s requirement – at lower rates than PG&E. “This agreement provides us with a significant amount of cost-effective renewable energy during more hours of the day and overnight,” said Lori Mitchell, Director of the City of San José’s Community Energy Department, which operates SJCE. “As a government agency, we pass this savings on to our customers through competitive rates.” “Pattern Energy is pleased to collaborate with San José Clean Energy on our major New Mexico wind project and bring the benefits of clean, affordable, and reliable

renewable energy to the residents and businesses of San José,” said Mike Garland, CEO of Pattern Energy. This agreement is SJCE’s fourth investment in new renewable resources since its service launch in February 2019. Before this agreement, SJCE had invested in 262 MW of solar and 10 MW of battery storage. A particularly innovative project was announced in April with developer Terra-Gen: a 12-year agreement guaranteeing delivery of 62 MW of renewable energy from 6:00 a.m. to 10:00 p.m. every day. This will help meet SJCE’s goal of providing more renewable energy during all hours of the day to increase grid reliability and lower greenhouse gas emissions. California’s CCAs are expected to make longterm investments in more than 10,000 MW of new clean energy resources by 2030, including solar, wind, geothermal and energy storage. About the City of San José With more than one million residents, San José is one of the most diverse large cities in the United States and is Northern California’s largest city and the 10th largest city in the nation. San José’s transformation into a global innovation center has resulted in one of the largest concentrations of technology companies and expertise in the world. In 2011, the City adopted Envision San José 2040, a long-term growth plan

that sets forth a vision and a comprehensive road map to guide the City’s anticipated growth through the year 2040. About San José Clean Energy San José Clean Energy is the new electricity generation service provider for residents and businesses in the City of San José, operated by the City’s Community Energy Department. Governed by the City Council, it provides more than 330,000 residential and commercial electricity customers with clean, renewable power options at competitive prices, from sources like solar, wind and hydropower. For more information, please visit www. SanJoseCleanEnergy.org. Follow us on Facebook, Twitter, Instagram and LinkedIn @SJCleanEnergy. About Pattern Energy Pattern Energy is one of the world’s largest privatelyowned developers and operators of wind, solar, transmission, and energy storage projects. Its operational portfolio includes 28 renewable energy facilities that use proven, best-in-class technology with an operating capacity of 4.4 GW in the United States, Canada and Japan. Pattern Energy is guided by a long-term commitment to serve customers, protect the environment, and strengthen communities. For more information, visit www.patternenergy. com.

November 16, 2020

City of San José Department of Transportation Awarded Grant for Bicycle, Pedestrian Safety Education The City of San José Department of Transportation received a $110,000 grant from the California Office of Traffic Safety (OTS) that focuses on the safety of bicyclists and pedestrians. “This grant supports several important components of our Vision Zero traffic safety program,” said John Ristow, City of San José Director of Transportation. “With the OTS funding, we are able to better engage residents through neighborhood walk audits and Vision Zero workshops. This results in a stronger, community-focused safety effort.” “Our goal is that education will change poor behaviors and make our roads safer,” OTS Director Barbara Rooney said. “This funding will help ensure the safety of those out biking or walking.” Grant funds will be used for a variety of activities promoting bicyclist and pedestrian safety: • Education workshops geared

toward youth and older adults. • Education on the importance of safety equipment that improves visibility such as reflective armbands, bicycle headlights and taillights. • Community walks and bicycle safety courses. • Bicycle helmet inspections. • Distribution of bicycle helmets to those in need following education presentations. The grant program runs from Oct. 1, 2020 to Sept. 30, 2021. Funding for this program was provided by a grant from the California Office of Traffic Safety, through the National Highway Traffic Safety Administration. About the City of San José With more than one million residents, San José is one of the most diverse large cities in the United States and is Northern

California’s largest city and the 10th largest city in the nation. San José’s transformation into a global innovation center has resulted in one of the largest concentrations of technology companies and expertise in the world. In 2011, the City adopted Envision San José 2040, a long-term growth plan that sets forth a vision and a comprehensive road map to guide the City’s anticipated growth through the year 2040. About the Department of Transportation The San José Department of Transportation (DOT) plans, develops, operates, and maintains transportation facilities, services, and related systems that contribute to the livability and economic health of the city. Our goal is to provide a transportation system that is safe, efficient, and convenient for all modes of transportation, and which supports San José’s livability and economic vitality.

Page 15

Safety First

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November 16, 2020

What’s Next and What Can Be Done By Perry Clark

With the events of the election and of this last year and, in reality, these last four years, many of us have been left with wounds that are in need of healing. To address this healing, we need to look at the elements that these wounds consist of. There are in-depth personal elements as well as broad elements that apply. The in-depth elements need to be looked at a much more focused and personal level, and would be best engaged in a mental health setting. What I will talk about here are the broader elements which have to be looked at individually and in relationship to each other. These will be things that you can begin to have a conversation with your loved ones, as well as in a mental health setting. The elements to consider and focus on are: • Engaging with individuals is going to require working not solely from rational intelligence, but rather with emotional intelligence. Emotional intelligence

focuses on the value and meaning, and especially the information, that our emotions provide us. It must be understood that emotional information is not the same as facts. Understanding this makes it harder for it to be misused against you. • It is necessary to look at the elements and nature of narcissism and its expression, both overtly and covertly. Narcissistic behavior can underlie many issues that have come up in these four years, such as racism and dehumanization, which many have seen and experienced. • Because of the nature of the actions that have happened over the last four years and in the course of this year, it’s also important for us to look from the concepts of domestic violence, especially when narcissistic behavior ends in failures of the narcissist’s goals. This can create threats for

our individual and collective safety. • No matter where you stand, there are those who support the notions expressed on all sides. Because of that, it is impossible to take a path of shaming someone into changing their views. We must operate with an understanding of the previous points and remember that we have no power to actually change other people, but can only change ourselves. What we can do is to try to create an environment and conditions that support a shift toward humanizing everyone. • We also have to accept that the notion of being a savior and/or “knight in shining armor” can be detrimental in a situation like this. Attempting to save someone by changing them becomes a form of codependency and becomes a reflection of needs we need to resolve in ourselves. Please refer to the links

Page 17

Next Steps

Perry Clark LMFT #110594

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Pclark@untangleandgrowcounseling.com www.untangleandgrowcounseling.com at the end of this article for more information on some of these concepts. The elements listed above are places to begin the discussion on healing for ourselves and our

future when confronted with these behaviors, which have become intergenerational and part of the deeper legacy of our world.

What is Emotional Intelligence https://www.helpguide.org/articles/mental-health/ emotional-intelligence-eq.htm When the Narcissist Fails https://www. psychologytoday.com/us/blog/spycatcher/202007/ when-the-narcissist-fails The Narcissism Recovery Podcast with April Harter, LCSW: Intergenerational Narcissism https://anchor.fm/narcissismrecoverypodcast/ episodes/Intergenerational-Narcissism-elm21l

49ERS HOST VIRTUAL ART CLASS FOR INDIVIDUALS WITH INTELLECTUAL AND DEVELOPMENTAL DISABILITIES As a part of the team’s weekly Community Tuesday events, T Mike McGlinchey teamed up with 49ers EDU to host a virtual art class with individuals with intellectual and developmental disabilities

from Best Buddies, who have faced social isolation challenges during the COVID-19 shelter-inplace orders. Prior to the event, the 49ers shipped out art kits to the participants along with 49ers merchandise.

Best Buddies International is a nonprofit 501(c)(3) organization dedicated to establishing a global volunteer movement that creates opportunities for one-toone friendships, integrated employment, leadership

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B-ROLL: https://49ers.sharefile. com/d-s21b47360d9804ec

Page 18

November 16, 2020

The Votes Are In

Election 2020: Results Show California May Not Be That Liberal After All Quinci LeGardye | California Black Media California’s unofficial 2020 proposition results have shown an electorate that is fairly moderate, supportive of business interests and concerned about issues affecting older citizens. It also showed that there is limited support for progressive policies. Initiatives a majority of African Americans and young Californians supported such as affirmative action and rent control also fell short. Prop 16, the ballot initiative to reinstate affirmative action programs in California, failed with 56 % of voters voting no. The proposition would have allowed public universities and state and local governments to consider race, sex, ethnicity and national origin in their hiring, contracting or admission decisions. Although supporters of the proposition argued that it would increase racial equity in the state, it faced heavy opposition. With the no vote, affirmative action is still banned in California. The most recent attempt at rent control also failed, with 60 % of voters rejecting Prop 21. The initiative would have allowed local governments to enact

rent control on housing built over 15 years ago, while exempting landlords who own no more than two properties. Instead, California’s statewide ban on new forms of rent control will stay in effect, at a time when millions of Americans are struggling with rent or facing eviction due to the COVID-19 pandemic. After months of high spending and heated debate, Proposition 22 passed with over eight million yes votes, as of Nov. 8. Gig economy companies including Uber, Lyft and DoorDash are now exempt from AB 5, the California law that classifies workers. The companies will be allowed to continue

classifying their drivers as independent contractors. The Yes on 22 campaign received over $202 million in contributions, making Prop 22 the most expensive ballot initiative campaign in California history. According to Ballotpedia, the top five donors for Yes on 22 were Uber, DoorDash, Lyft, InstaCart and Postmates, with Uber and Lyft spending over $50 million each. Voters also struck down Prop 23, which would have required dialysis clinics to have at least one licensed physician on site during treatment. Opponents of the proposition had argued that the ballot initiative’s

passage would force multiple clinics to reduce hours or shut down due to the increased hiring costs. Voters said no to rolling back previous criminal justice reforms, rejecting Prop 20 by the widest margin, with 62 percent of voters voting no on upgrading several crimes to violent felonies and upgrading some theft crimes to be chargeable as either misdemeanors or felonies. Voters also rejected replacing money bail with a risk assessment system, with 55 % voting no on Prop 25. Although it was billed as an attempt at serious bail reform, multiple social justice groups had concerns that the risk assessment system

would lead to increased racial profiling against Black and Brown suspects awaiting trial. Two propositions this year focused on voter rights. Prop 17 passed with 59 % of yes votes, giving parolees the right to vote upon release from incarceration. With Prop 17’s passage, tens of thousands of predominately Black and Brown parolees have regained their voting rights. However, Prop 18 fell short, with 55 % of voters saying no to allowing 17-year-olds to vote in primaries if they turn eighteen by the next general election. In both of this year’s propositions related to property taxes, voters resisted tax increases. Prop 15, which proposed an increase on property taxes for commercial properties to fund education and local governments, failed by a margin of about 425,000 votes as of Nov. 8. Prop 19 passed, with 51 % of the vote approving tax breaks for property tax assessment transfers for homeowners over 55 years old, people with severe disabilities and victims of natural disasters. Voters approved Prop 24, to strengthen the California Consumer Privacy Act and establish and limit the use of sensitive consumer data among businesses. Also, Prop 14 passed, approving the issue of $5.5 billion in state bonds to fund stem cell and other medical research.

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