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Home My WebLink AboutLetter - Plan for Reopening - Living DesertCITY COUNCIL A�iTION APPROVED � , C E � � ° �;C�I�tED `' � �' � � N � E -` 4 MF,FTIl�IG.DATE �: n�r�i z�, ?ozo 202� APR 29 �E�: NOES: ABSEN'r: AB5TAIN: ��]� VERIFIED BY:JL--�u� Original on File with City Thc ( Ic�nurablc V. �lanuel l'crcz (;hairman, Riverside Cc�unt�• l�uard ��r s�pC�,��.��s 4080 i.cmon $treet, 5th I'lcx�r Riversidc, California �J2501 Dcar Chairman Pcrcz: nEr�n OTHER �n ��Ce On bchalf ��f the cc�nstituents u•c cullecdvelp represenc, ��•e �v;�nt tc� thanlc ��c�u and the full Hi>ard nf Super�•isc�rs fur �•c�ur ]eadership and �ireless effc�res u, prc�tect and suppc>rt Ri�•crtiide Cewnc�� durin�; this unprcccdcntcd hcalth crisis. ��G'c sinccrcl�� apprcciatc thc suppc>rt �•c�u'vc prc�vidcd tc> our residcnts tc� prcvcnt thc advcrsc cffccts c>f thc COV ID-19 pandcmic. As this crisis continues and u�c li��c within hcalth };uiciclincs, safe c>uticts must be founci for those u•ho have nc�t bccn ablc rc� leav� thcin c��mes. '1'hat is u�h�• we «•nte tc�da�• re�ardint; `I'he I,i�•ing Desert 'Lc�c� anel Gardens, an <�utdcx>r park �vith be�tanical �;ardens and animal habitat. The I.i��in�; Desert is active in c�mser�-atiem research, habitat prc>recti��n, breedin� E�rc��ram� and educaeic�n initiati��es ar��und thc �vc�rld and herc in thc c��mmunin. �1s �•<>u are a�rarc, i� has hecn a re�� auractiun in �he C��achella �'allc�• i��r m��re �han il) }�ears. }�.�•cn durinK this shutdr��•n, nc�� ha��c fisc�j cr,sts — likc fccdin�; animals — that requires them t� c{cticit spcnc� at a ratc c�f S22,U0(1 pc� da}•. Simpl��, thi� is n��r sustainable. Thc C(�V1D-19 �andcmic has causcd acmcncluus dama�c tc� no� c�nl� small busincsscs, ]c>cal };u��crnmcnts, and non-profits, but also tc� the health and well-Ucing of chose indi�•iduals we represenc. ]t is no sccree thar c>ur cc�mmunities are gettin�; resdecs and loc�kin� f��r safe recreational <�uciccs unril Star•-at-E�c,mr <�rdcrs arc graduall�� litired. "1'hat is �ti•ht• �ve s<� �;rc�dt� appreciate ti•c�ur eff��rts m c�pen establishments ancl ��enues that meet th� nesus c�f supporun�; mental health and ccemc>mic rec�Cenin�;, �vhilc still fe�lle��vin� impc�rtanr 1lealth I)e�1fU71CI1[ Guidelincs. \�'c believe'1'he ).i�•ins; l�esert has put a plan toGether to meet this criterion. "1'hc l.i�•in� I�escrt sits c>n HU acres, ��ith o�•er 2.� miles of pa�>ed and fir�n�el ��athwa�� 12-18 f�et in u•idth. '1'his u•idth is mc�rc than enous;h tu ensun twe� directions c�f traffic can safel� pass �vithout infr[n�;in� on thc recommended si� feer c>f ��h�•sical disrane'in};. In addition, the l.i�-ins; Desert also includes a conseil•ztion Preserve of 1,21)U a�res ��tth mc�re than � miles of hikin}; trail�. "1'his facilit�• could ser�•e a� a site for safe familt• recreari<�n �ti•hile scill �ric�riuzinK all Rivc rsidr Cc�unt}� I�cPartment <�t Health Guiciclincs. �\s a modcl ti>r cunununitv partncrshi��, whilc w•c�rkin� in a�opccauc�n with lc�cal stakchc�lcicrs,'Chr l.i�•in�; [�cscrc has drafrcd �rc�pc>scd gui<lclincs tc� c>�cratc undcr durin� dlis �imc. \�'c ask rhar �•nu scri��usl� cr�nsicicr nc�sc �;uidclinrs ancl E�r<�vidc in�ur ro'1'hc i,i�•in�; Dcscrt in c>rder f<�r rhis im�ortant facilir�• tc> �>pcn h;tck ur tc� u�ul>lic thac se� clesreriiCl`l\� needs an <�utcicx�r outlet such as this. Please sec the attache<1 document that <�utlincs thcsc �uidelicies. ��G'c appreciatc ��our consideration. Sinccrch•, �.f11(j �'�11'CS �tember <�f the State �lssembl�• C;ina I�cstandc �r�- i�Czv�>�i� �fa�•or of Indian \�'clls +��.�`�'?,,� , ,�fa�•��r ��f Palm Dese:rt The Living Desert Zoo and Gardens COVID-19 Preparedness and Response Plan Executive Summary The Living Desert Zoo and Gardens is an outdoor 80-acre park with botanical gardens and animal habitats. it contains more than 2.5 miles of paved and gravel pathways 12-18 feet in width. It also has a conservation preserve of 1,200 acres with more than 5 miles of hiking trails. Our facility could serve as a site for safe family recreation while minimizing the transmission of COVID-19 as outlined under current Riverside County Department of Health guidelines. We would like to serve as a model for a good community partnership and work in cooperation with local government and health department officials so that we can open up as soon as it is safe for the general population to do so. We offer these proposed guidelines as a starting point for the Park's operation that are appropriate under the current COVID-19 concerns. We seek guidance from the Health Department if these policies need to be made more or less stringent. • Signs at entrance indicate The Living Desert staff and guest must follow Health Department guidelines regarding social distancing, wearing face coverings, hand and surface disinfection • Admissions ticketing area has electronic self-serve kiosk ticketing and cell phone ticket purchase. Staffed admission windows have additional acrylic shields to minimize contact between staff and guests • Scheduled daily events (shows, demonstrations, staff chats, etc.) are eliminated to prevent group gatherings • Food and beverage purchases are carry out from point of sale with consumption out on grounds. Communal seating areas are removed. • Enclosed buildings are closed to prevent guest gathering within a confined indoor space. • Tactile exhibits such as children's play structures and carousel are closed. • Touchable surfaces such as counters, doors, restrooms and drinking fountains are disinfected on a scheduled basis every hour. • Hand disinfection stations are available throughout the Park in 8 locations • Capacity limits are put in place (no more than 200 guests admitted per hour, 1000 guest per day) and the parking lot is closed if crowds prevent social distancing from being maintained • Exit from the Park is modified so it does not require going through an enclosed building �1 �„ �'' � � - THE LIVING DESERT ZOO I GARDENS COVID-19 PREPAREDNESS AND RESPONSE PLAN The Living Desert ("TLD") takes the health and safety of our team members extremely seriously. With the spread of COVID-19 and the need for certain team members to continue in-person work, either because they are critical infrastructure workers or they are needed to conduct minimum basic operations for TLD, we are committed to reducing the risk of exposure to COVID-19 on the job and to promoting healthy and safe workplace practices for all team members. This Plan is based on information and guidance from the CDC and OSHA at the time of its development, and is subject to change based on further information provided by the CDC, OSHA, and other public officials. We are following the experts. We have identified the following potential sources of possible spread COVID-19 in the workplace: • The general public • Guests/clients • Co-workers • Vendors/visitors Our team members fall into the following category/categories: • Lower exposure risk (the work performed does not required direct contact with people known or suspected to be infected with COVID-19 or frequent close contact with the public). • Medium exposure risk (the work performed requires frequent and/or close contact with people who may be infected with COVID-19 but who are not known COVID-19 patients, or contact with the general public in areas where there is ongoing community transmission). COVID-19 WORKPLACE COORDINATOR We have designed the following individual as our COVID-19 Workplace Coordinator: Terrie Terrell, Director of Human Resources. The Coordinator is responsible for staying abreast of federal, state and local guidance and incorporating those recommendations into TLD's workplace. The Coordinator is also responsible for reviewing human resources policies and practices to make sure that they are consistent with this Plan and existing federal, state and local requirements. The Coordinator can be reached at the following: Phone numbers: Office: 760-346-5694 extension 2150 Cell: 760-409-8108 Email address: tterrell@livin�desert.org 2 RESPONSIBILITIES OF SUPERVISORS AND MANAGERS All managers and supervisors must be familiar with this Plan and be ready to answer questions from team members. Managers and supervisors must set a good example by following this Plan at all times. This involves practicing good personal hygiene and jobsite safety practices to prevent the spread of the virus. Managers and supervisors must encourage this same behavior from all team members. RESPONSIBILITIES OF TEAM MEMBERS TLD is asking every one of our team members to help with our prevention efforts while at work. In order to minimize the spread of COVID-19 at our worksite(s), everyone must play their part. As set forth below, we are instituting various housekeeping, social distancing, and other best practices at our workplace(s) to minimize exposure to COVID-19 and prevent its spread in the workplace. All team members must follow these best practices at all times for them to be effective. Beyond these best practices, we require team members to report immediately to their managers or supervisors if they are experiencing signs or symptoms of COVID-19, as described below. If team members have a specific question about this Plan or COVID-19, they should ask their manager or supervisor or contact the Human Resources Department. OSHA and the CDC have provided the following control and preventative guidance for all workers, regardless of exposure risk: • Frequently wash your hands with soap and water for at least 20 seconds. When soap and running water are unavailable, use an alcohol-based hand rub with at least 60% alcohol. • Avoid touching your eyes, nose, or mouth with unwashed hands. • Follow appropriate respiratory etiquette, which includes covering for coughs and sneezes. • Avoid close contact with people who are sick. • While COVID-19 is a pandemic, maintain appropriate social distance of six feet to the greatest extent possible. In addition, team members must familiarize themselves with the symptoms and exposure risks of COVID-19. The primary symptoms of COVID-19 include the following: • Dry cough; � Fever (either feeling feverish or a temperature of 100.4 degrees or higher); • Shortness of breath or difficulty breathing; and Individuals with COVID-19 may also have early symptoms such as chills, body aches, sore throat, headache, diarrhea, nausea/vomiting, and runny nose. K' If team members develop a fever and symptoms of respiratory iilness, such as an atypical cough or shortness of breath, they must not to report to work, notify their supervisor immediately, and consult their healthcare provider. Likewise, if team members come into close contact with someone showing these symptoms, they must notify their supervisor immediately and consult their healthcare provider. TLD also will work to identify any team members who have close contact with individuals with COVID-19 symptoms. "Close contact" is not brief or incidental contact with a person with COVID-19 symptoms. Instead, the CDC defines "close contacY' as either: • Being within approximately six feet of a COVID-19 infected person or a person with any COVID-19 symptom(s) for a"prolonged period of time;" or � Having direct contact with infectious secretions of a COVID-19 infected person or a person with any COVID-19 symptom(s) (e.g., being coughed on). There is no precise definition of "prolonged period of time." CDC estimates range from 10 to 30 minutes. To protect team members, we are using the lower end of this range and consider a prolonged period to be 10 or more minutes of exposure. WORKSITE PREVENTATIVE MEASURES Minimizing exposure from co-workers. TLD will take the following steps to minimize exposure from co-workers to COVID-19: • Educate team members on protective behaviors that reduce the spread of COVID-19 and provide team members with the netessary tools for these protective behaviors, including the following: o Post CDC information, including recommendations on risk factors at home and in the community o Provide tissues and no-touch disposal receptacles to minimize exposure to infectious secretions. o Inform team members of the importance of good hand hygiene. Regularly washing hands with soap and water for at least 20 seconds is one of the most effective ways for team members to minimize exposure to COVID-19. If soap and water are not readily available, team members should use alcohol-based hand sanitizer that is at least 60% alcohol. If hands are visibly dirty, soap and water should be chosen over hand sanitizer. o Encourage good hand hygiene by ensuring that adequate supplies of soap and hand sanitizer are maintained and placing hand sanitizers in multiple locations. o Discourage handshaking and instead encourage the use of other noncontact methods of greeting 4 o Avoid other team members' phones, desks, offices, other work tools and equipment, and other commonly touched surfaces when possible. If necessary, clean and disinfect them before and after use o Avoid sharing food utensils and food with other team members. o Encourage and require social distancing to the greatest extent possible while in the workplace. o Encourage team members to minimize ride-sharing. While in vehicles, team members must ensure adequate ventilation. o Consider use of masks, gloves and other PPE ■ Develop plan for medium, high and very high-risk team members • Develop protocol for social distancing practices o Evaluate areas in which team members work within 6 feet of each other and determine options to increase distance apart. o Limit in-person meetings o Restrict the number of workers present on-site to no more than necessary o Consider staggered shifts, break times, etc. o Consider new shifts o Promote remote work as much as possible o Deliver products through curb-side pick-up or delivery � Restrict team members from the workplace if they display symptoms of COVID-19 o Consider temporarily implementing health assessments and/or questionnaires prior to entry to workplace o Immediate{y separate any team member with symptoms from other individuais and send him/her home • Actively encourage sick team members to stay home o Apply available paid time off options and flexible attendance requirements o Follow state and federal guidance for return to work o Implement protocol for return to work after symptoms of COVID-19 • Actively encourage team members to stay home if they have been in close contact with a confirmed or suspected case of COVID-19 o Apply available paid time off options and flexible attendance requirements o Follow state and federal guidance for return to work o Implement protocol for return to work after potential exposure to COVID-19 • Develop protoco) to follow if an employee has a confirmed case of COVID-19 5 o Communication plan with co-workers o Work with local health department o Evaluate OSHA reporting/recordkeeping requirements o Implement protocol for return to work, including workplace contact tracing and CDC-recommended cleaning and disinfecting in all affected areas • Perform increased routine environmental cleaning and disinfection � Instruct team members sanitize the work areas upon arrival, throughout the workday, and immediately before departure o Routinely clean and disinfect all frequently touched surfaces in the workplace, such as workstations, keyboards, telephones, handrails, and doorknobs. o Provide disposable wipes so that commonly used surfaces (for example, doorknobs, keyboards, remote controls, desks, other work tools and equipment) can be wiped down by team members before each use. o Maintain Safety Data Sheets of all disinfectants used on site • Eliminate/restrict work-related travel if possible and limit team members' exposure to team member who traveled until TLD can confirm traveling team member does not have COVID-19 symptoms • Evaluate engineering controls using the building ventilation system with the goal of: o Increasing ventilation rates. o Increasing the percentage of outdoor air that circulates into the system. • Evaluate options for team members at a higher risk for serious illness due to COVID-19 • Plan to monitor and respond to absenteeism o Implement plans to continue your essential business functions in case you experience higher than usual absenteeism. o Cross-train team members to perform essential functions so the workplace can operate even if key team members are absent. • Remind team members about the Employee Assistance Program (EAP) resources and community resources as needed. • Talk with companies that provide contract or temporary team members about the importance of sick team members staying home and encourage them to develop non- punitive leave policies. 6 Minimizing exposure from guests/clients • Evaluate what business practices are needed to maintain critical operations (e.g., identify alternative suppliers, prioritize existing guests, or temporarily suspend some of your operations if needed). • Develop protocol for social distancing practices • Mark 6-foot distance in areas in which guests might gather/wait • Signs at entrance indicate The Living Desert staff and guest must follow Health Department guidelines regarding social distancing, wearing face coverings, hand and surface disinfection • Admissions ticketing area has electronic self-serve kiosk ticketing and cel� phone ticket purchase. Staffed admission windows have additional acrylic shields to minimize contact between staff and guests • Scheduled daily events (shows, demonstrations, staff chats, etc.) are eliminated to prevent group gatherings of any kind • Food and beverage purchases are carry out from point of sale with consumption out on grounds. Communal seating areas are removed. • Enclosed buildings are closed to prevent guest gathering within a confined indoor space. • Tactile exhibits such as children's play structures and carousel are closed. • Touchable surfaces such as counters, doors, restrooms and drinking fountains are disinfected on a scheduled basis every hour. • Hand disinfection stations are available throughout the Park in 8 locations • Capacity limits are put in place (no more than 200 guests admitted per hour, 1000 guest per day) and the parking lot is closed if crowds prevent social distancing from being maintained • Exit from the Park is modified so it does not require going through an enclosed building • Post information on reducing the spread of COVtD-19 • Evaluate options for assessing symptoms of COVID-19 and removing individuals from the workplace with symptoms • Consider physical barriers between team members and guests 7 • Consider making gloves and masks available to guests/clients Minimizing exposure from visitors/vendors • Talk with business partners about TLD's Plan. • If needed, identify alternate supply chains for critical goods and services. Some goods and services may be in higher demand or unavailable. • If possible, limit the number of visitors to the worksite, including the park or office. • Develop protocol for health screening/questionnaire for guests/vendors Cooper, Patricia From: Hernandez, Steven Sent: Monday, Apri► 27, 2020 1:29 PM To: Rodriguez, Greg L; Cooper, Patricia; Cuen, Amy; Perez, V. Manuel Subject: Fwd: The Living Desert Get Outiook for iOS From: Priamos, Greg <GPriamos@RIVCO.ORG> Sent: Monday, April 27, 2020 1:27:04 PM To: Hernandez, Steven <SAHERNAN@RIVCO.ORG> Subject: RE: The Living Desert There is no section in the Order because museums and zoos are considered nonessential. The State AG has confirmed that unless the activity or business workforce is called out in the Order, then it is nonessential. While we are prohibited from authorizing nonessential businesses until the Governor expressly does so, CDPH has now provided an email address to seek determinations from the State as to whether a business is essential: essentialservicesinauiries@cdph.ca.qov. The City or The Living Desert can submit a request. Gregory P. Priamos County Counsel County of Riverside apriamosCrivco.orQ 951.955.6300 i RIVERSIDE COUNTY ECONOMIC RECOVERYTASK FORCE WORKING GROUP A. FORMATION - WORKING GROUP OF STAKEHOLDERS FOR IMMEDIATE INVOLVEMENTTO RE-OPEN ( Organizations IRiverside Convention and Bureau/BIA � Inland Empire Economic Partnership IRiverside Chamber IWildomar/Murrieta Chamber Ilake Elsinore Chamber of Commerce ICorona Chamber IVisit Tei�ecula Valley I`emecula Chamber W�ne Growers Association Greatei Palm Springs Convention and Visitors Bureau Representative Districts Ic�u Monville 1, 2 Paul Granillo 1, 2, 3, 5 Cindy Roth 1, 2 Patrick Eilis 1, 3 Kim Cousins 1 Bobby Spiegel 2 Kim Adams 3 Enuly Fallappino 3 TBD 3 SCott White 4 Stakeholder Group/Members Hospitality and Toursm/ Buildmg Industry Regional In;titutions/Bus�ness/ [conorny Smal� 5usiness Small Business ;mall Business Small Business Hospitality and Tour�s�n Small Bus;ness V�,�ine Country Hospitality and Tourism ' ICoachella Valley Econom�c Partnership IGreater Coachella Charnber of Commerce IMoreno Valley Chamber IUJorkforce Development Board I County Dept ITLMA IEnvironmental Flealth Joe Wallace 4 Josh [3onner 4 Oscar Valdepena 5 Jamil Dadz All I Economic Development Workforce Development Regional InsUtut�ons/dus�ness/Economy Small Business Small Business UJorkforce �evelopment B. I N ITIAL PHASE (2 weeks) • Messaging- Confidencewill drive behavior • Slow/cautious approach based on Public Health Officer allowed activity i. Best Practices ii. I ndustry specific safety guidance • Countywideapproach • IdentifyingandsourcingPPEandotherequipment • Private sector information and participation is keyto the recovery C. PHASE TWO COVID-19 CONTINUED STABILIZATION (6 MOS) • Small business and retail - new business structure • Regionalizingjobs- Hiring programstoconnectjobs tounemployed Co unty Support • Expedited permitting • Fee waivers/rollbacks • Overthecounterapprovalsforminorp�rmitmodifications e.g. minor modificat�on to floor plan of restaurant to accommodate less seating/more takeout operations • Transient OccupancyTax "Holiday" for remainder of 2020 • Sales Tax Rebates , • PromotionofOpportunityZonecommunities • Access to Capital — USEDA, existing resources, private-partners • Enhance entrepreneurial support • Riverside County Re-HIRE— utilizing Workforce Development (WIOA) for matchmakir�g �vith e��ployees • Interrational Export/StateTrade Expansion Program b. P HASE THREE COVID-19 ECONOMIC RECOVERY (6-18 mo.) • Potential reshoring of manufacturingactivities • Greater engagementwith commercial/industrialowner/brokerpartners • Existing logistics industry infrastructure is key to long term economic health • Time to add additional partners I. Governor's Officeof Business and Economic Development, etc., will be key to advocacy and high- level business engagement (Amazon, U PS, fedEx) � Newjob creation/training programs • Aerospace/MilitaryDefenseSectors o March JPA o NorcoNWAC (NavalX,TechBridge) Additional I ndustry Stakeholder • CaliforniaManufar_turersTechnologyConsultantGroup • Building IndustryAssociation • Distribution ManagementAssociation • Community Cclleges • Cal STateSan Bernardino • Universityof California, Riverside N OTE: Data & Analytics Support Utilization of region's Economists to leverage existing relationships with corporate, state, and national research entities to provide deep analysis of the state of the Inland Empire economy. • IEEP'sResearch Center • UCR Center for Economic Forecasting & Development