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A
B
B
D
C
Thank
You
mr.
chair
members
of
the
committee
members
of
the
general
public
I'm
Kip,
Harkness,
deputy
city
manager
and
I,
want
to
just
frame
out
a
little
bit
before
Rob,
Lloyd
or
CIO
takes
us
through
the
IT
strategic
plan,
update
as
a
reminder
we're
about
a
year
in
now
to
our
innovation
roadmap
and,
as
that
relates
to
IT.
One
of
the
core
focuses
for
our
work
in
IT
is
really
to
be
brilliant
at
the
basics,
to
make
sure
that
we
have
the
foundational
work
necessary
today
to
become
the
smart
city
of
tomorrow.
C
So
today's
presentation
will
look
at
overarching,
IT
strategy
as
well
as
later
our
proposal
for
a
citywide
data
strategy,
so
in
terms
of
the
IT
piece,
you'll
see
that
we've
made
significant
strides
with
underfunded
resources,
but
bottom
line.
This
is
still
not
sufficient
for
our
future
needs
and
there
will
be
more
conversation
on
this
as
we
move
forward
with
the
budget.
But
I
am
proud
to
let
Rob
walk
through
what
he
and
his
team
have
been
able
to
accomplish
with
the
limited
resources
over
the
last
12
months
or
so
Rob.
Thank.
E
You
Kay
I'm
good
afternoon,
commander
I
was
community
members
and
members
of
the
public
rob
Lloyd's
chief
information
officer
for
the
city
of
San
Jose.
The
current
item
as
kept
reference
is
an
update
on
the
progress
made
on
the
IT
strategic
plan.
As
the
committee
may
remember,
it
approved
unanimously
the
plan
in
March
of
2017,
and
it
was
approved
by
council
in
May
the
body
of
the
work,
which
was
hundreds
of
pages
of
analysis.
E
We
talked
about
the
importance
of
cybersecurity
and
the
resilience
that
a
modern
organization
needs
to
have
and
maximizing
the
investments
and
truly
improving
our
ability
that,
when
the
city
invests
in
technology
and
innovation
that
it
renders
the
results
and
value
that
it
was
intended
to
part
of
that
gets
us
to
acceleration
so
that
we
get
the
capabilities
built
up.
We
can
do
this
on
an
ongoing
basis
and
better
each
and
every
time,
and
then
we
did
have
three
focus
areas
from
City
Council,
along
with
the
ITCZ
plan.
E
We
said
that
we
needed
to
make
the
progress
on
the
customer
relationship
management
system,
that
data
for
decision
making
was
a
core
part
of
our
organization
heading
forward
and
that
we
wanted
to
be
able
to
automate
a
lot
of
the
business
processes,
not
only
internally
but
externally,
on
the
right
side
of
that
we
have
some
metrics
where
we
said
by
the
end
of
2019.
This
is
where
we
want
to
be,
and
in
terms
of
that
scorecard
and
the
underlying
assumptions
that
we
had
in
that
plan
were
that
the
needs
are
there
across
the
organization.
E
We've
seen
that
and
heard
that
from
departments
as
well
as
audits
and
partners,
we
have
the
vision
from
counsel
through
the
Smart
City
vision,
as
well
as
other
actions
from
counsel
and
strategic
areas,
saying
that
technology
is
going
to
be
a
strategic
multiplier
for
how
the
organization
addresses
its
service
levels
with
limited
staff
and
funding.
We
also
said
that
this
is
a
priority
and
that
counsel
said
specifically
that
technology
was
going
to
be
that
strategic
asset
and
strategic
partner
for
the
organization,
and
last
we
recognize
that
there's
no
City
better
position
than
San
Jose.
E
We
have
the
smartest
people,
the
greatest
companies
and
the
most
wonderful
employees
on
which
we
can
build.
So
we
have
that
wonderful
foundation.
We
did
want
to
test
ourselves,
though,
and
say
that
this
couldn't
be
an
inclusive
or
in
inward-facing
I
teach
trade
plan.
We
wanted
the
experts
in
the
field
to
give
us
their
thoughts,
their
guidance
and
to
challenge
and
push
us
to
make
sure
this
plan
really
was
going
to
be
wise,
so
we
had
Alan
Cox.
E
He
represents
from
vice
president
of
the
publishing
company
for
government
technology
magazine
governing
magazine
emergency
manager
magazine
to
give
us
that
nationwide
view
of
what's
working
and
what
might
not
be
working
in
innovation
and
technologies.
Sachit
was
from
PricewaterhouseCoopers
seat.
Sheesha
is
the
CTO
of
Intel.
The
chief
technology
officer
bill,
Schmo
Rizzo
brought
big
data
into
the
conversation
as
the
chief
technology
officer
for
Dell
EMC
around
big
data.
E
We
brought
in
what
the
startups
are
coming
up
with
and
how
we
might
incorporate
more
the
most
novel
technologies
and
approaches
out
there
through
V,
Lou
and
Matt,
who
are
from
Bain
and
Anderson
Horowitz
respectively.
Those
are
venture
companies
and
we
also
want
to
take
a
look
at
our
partnership
network
and
we
have
David
witkowski
who's,
an
executive
director
of
a
joint
venture,
Silicon
Valley.
On
the
staff
side,
we
had
sri
incent
ocean,
the
mayor's
chief
innovation
officer
has
liaison
and
a
great
partner
and
then
Capon
myself.
E
What
we
boiled
down
to-
and
it
was
very
clear
from
the
advisory
board-
was
that
with
the
city's
resources
and
with
its
personnel
and
with
all
of
the
things
that
we
had
on
the
list
coming
out
of
the
IC
IT
strategic
plan
process
was
number
one.
You're
gonna
have
to
be
brutally
honest
with
yourself
and
say
what
really
is
the
highest
priority
and
what's
going
to
give
you
the
most
leverage
and
the
most
value
in
order
of
things?
E
So
we
said
from
the
strategic
plan
with
instead
of
21
goals,
we
narrowed
down
to
those
four
that
I
discussed
and
we
had
some
tactical
goals
that
are
going
to
be
able
to
improve
the
city,
not
just
in
one
way,
but
give
us
ground
to
do
a
lot
more
and
so,
with
their
help.
You
see
the
listing
in
front
and
we
talked
about
council
priorities,
the
importance
of
security.
We
talked
about
getting
these
audits
and
policies
resolved
and
last
the
importance
of
building
an
IT
architecture
that
is
frontward
facing.
E
So
what
does
that
look
like
visually
the
game
board
that
you
see
is
what
all
that
matted
out
and
said
on
the
left
are
taxes
the
innovation
roadmap,
as
well
as
those
strategic
areas.
We
had
to
read
projects
that
were
overdue
and
over
budget
we
said
we're
going
to
pay
special
attention
to,
and
we
had
four
projects
that
were
actually
already
in
flight.
That
was
part
of
the
pubs
project,
which
was
the
HR
system,
the
payroll
system,
talent,
management
and
the
budget
system.
But
this
was
our
starting
point
a
year
ago.
E
So
where
are
we
after
one
year
on
the
IT
talent
and
building
the
team
portion
by
measure?
We've
actually
marked
this
one
as
complete,
even
though
there's
continued
to
work
to
keep
us
at
the
the
levels
that
we've
defined
as
important
to
ourselves,
we
reduced
from
that
36
percent
down
to
less
than
10
percent
vacancy
through
some
great
work
between
HR
OE,
R
and
RIT
HR
team.
We've
quadrupled
our
engagement
by
our
employees
on
secure
city,
modernization
and
ability
to
execute
we'll
get
more
into
that
in
the
following
slides,
but
on
the
modernization.
E
E
So
in
terms
of
the
specific
projects
we
finished,
we'll
just
rattle
them
off
quickly
finish
the
HR
system,
the
payroll
system,
talent,
management
system
and
transitioned
all
that
environment
to
the
cloud
we
finished
the
first
iteration
of
my
San
Jose
and,
as
we
discussed
with
you
a
year
ago,
that's
really
step
one
to
say.
We
now
have
a
layer
of
Technology
and
a
layer
of
data
that
allows
us
to
do
lots
of
things.
E
But
what
we're
going
to
see
is
some
insights
into
where
we
have
some
holes
and
liabilities
and
how
we
are
going
to
need
to
continue
to
improve
ourselves
through
process
improvement.
The
worker's
comp
system
was
actually
elevated
shortly
after
the
approval
of
the
strategic
plan
because
of
some
state
audit
items,
we
finished
that
and
work
with
HR
resolved
those
audit
items
so
help
the
city.
In
that
way,
the
utility
billing
system
was
in
recovery
mode.
It
was
a
two
hundred
forty
million
dollar
system.
E
That
was
stuck
so
we
successfully
completed
that
in
her
live
revenue
management
system
we
completed
an
hour
live
as
of
last
week.
The
treasury
management
system
is
completed
and
live,
and
in
compliance
we
finished
the
PCI
compliance
work
for
the
first
time
and
have
documentation
complete
budget
system
phase.
E
We
hope
to
get
it
out
in
the
street
in
the
next
month
to
so.
This
is
what
our
game
board
looks
like
now,
as
you
can
see,
we've
moved
a
lot
across
the
green
items
are
the
ones
that
we
have
as
still
active
and
moving
where
they
need
to
be
so.
A
great
body
of
work
still
remains
on
the
red
items.
They
are
only
red
because
of
resourcing
issues
we're
on
the
city
data
environment.
E
We
had
a
partnership
and
proved
that
environment
out
now
we're
looking
for
the
investment
to
stand
that
and
by
and
up
and
be
used
by
traffic
and
police
and
and
all
other
departments,
as
well
as
be
ready
for
the
IOT
wave,
the
internet-of-things
wave
that
we're
anticipating
in
an
innovation
projects.
We
have
the
Facebook
Tara
graph,
as
well
as
the
East
Side
Union
access
east
side
projects
to
support.
E
In
addition,
but
if
you
take
a
look
at
the
strategic
plan,
items
of
the
team
securing
the
organization
modernizing
and
executing
and
the
audits
we're
making
progress
in
all
of
those
with.
That
said,
though,
there
is
a
lot
to
still
do
and
if
we
take
a
look
at
it
on
a
metrics
basis.
Customer
satisfaction
in
the
last
year
went
from
74
percent
good
to
excellent
to
86.
E
We've
completed
our
an
improvement
through
our
portfolio
products
projects
office
that
we
stood
up
and
improve
the
city's
ability
to
deliver
projects
within
scope
within
scheduled
within
cost
and
with
the
department
signing
off
that
they
receive
the
value
that
they
intended
from
those
investments
from
less
than
five
percent
to
72
percent
of
our
projects.
Infrastructure
reliability
is
actually
still
heading
down
and,
as
we
replace
a
lot
of
that
hardware,
we
expect
that
will
it
might
drop
some
more
but
then,
as
soon
as
we
finish,
those
refreshes
and
upgrades.
E
That's
when
we'll
start
seeing
that
that
reliability
rating
go
up,
IT,
employee
engagement,
we
have
quadrupled,
and
the
Gallup
survey
folks
did
give
us
a
nice
positive
stroke
on
that
one
in
the
comments
that
they
submitted
to
the
city.
But
we
still
have
ground
that
we
want
to
make
that
you'll
see
at
the
very
end.
We
still
have
an
IT
organization,
that's
built
for
7:00
a.m.
to
6:00
p.m.
service.
We
would
advocate
that
long
term.
The
city
needs
to
be
a
24
by
7
IT
shop.
E
It's
really
hard
for
our
departments
and
divisions
in
line
areas
to
depend
on
technology,
but
not
have
the
support
they
need
after
hours
and
on
weekends.
So
we
do
think
we're
gonna
need
to
continue
to
push
and
invest
in
that
way.
Core
IT
percentage
of
the
city
budget
had
a
modest
increase
and
we
have
some
goals
that
we've
defined
for
that,
as
well
as
a
2.5
percent
rate
expired
hardware.
We
have
started
replacing
a
good
portion
of
the
network
equipment,
especially
at
outside
facilities.
E
We
saw
City
Hall
to
complete,
but
you'll
see
that
number
dropped
very
rapidly
in
the
next
year
and
a
half
and
then
vacant
IT
positions,
as
I
alluded
to.
This,
has
been
a
great
win
for
us,
a
special
shout-out
to
depakote
Tandang
who's,
our
IT
HR
person,
who's
spearheaded
this
with
us
to
get
that
number
down
and
the
needs
remain,
and
this
is
important
to
talk
about,
because
while
we
invest
in
IT
and
make
the
progress
that
we're
aiming
for,
we
also
need
to
keep
our
eye
on
the
ball.
E
That
there's
other
things
afloat
that
are
going
to
affect
that
long-term
ability
to
deliver
the
plan
and
to
hit
that
goal
of
being
the
most
innovative
city
by
2020
that
the
city
is
defined
for
itself.
So,
overall,
the
city's
IT
funding
levels
or
SKU
and
where
we
invest
and
how
we
investors
are
still
going
to
be
things.
We
take
a
look
at
building
the
staffing
and
skills
when
we
had
the
decade
of
deficits.
E
The
fact
of
the
matter
is,
is
we
kept
our
people
and
our
skills
and
our
technologies,
vintage
2007-2008
and
bringing
people
along
a
decade
in
the
space
of
two
years
is
going
to
be
a
good
challenge,
but
I
think
our
staff
is
up
to
it
and
we're
making
the
investments
to
do
so.
One
of
the
things
we
talked
about
my
San
Jose
is
this
is
going
to
be
kind
of
a
litmus
project
for
the
organization.
E
If
version
1
was
getting
the
system
in
place
and
getting
the
technology
in
place,
getting
the
data
in
place
to
be
able
to
have
those
insights
and
improve
things
version
2
is
when
we've
really
mastered
that
and
those
services
really
are
more
responsive,
more
reliable
version.
3
is
where
you
say:
I've
nailed
it
now.
I
can
scale
it
and
we
can
add
services
and
use
my
San
Jose
as
as
an
indicator
for
the
organization.
E
We
need
to
make
to
come
current
on
our
hardware,
software
licensing
and
the
tools
that
we
use
the
data
infrastructure
and
last
business
process,
automation,
which
is
our
wish
to
have
an
organization
that
is
actually
rapid,
that
we
don't
have
a
lot
of
paper
millstone
around
our
neck.
That
holds
us
back
and
that
affects
us
both
internally
and
the
way
we
perceive
what
we
do
as
well
as
we
can
offer
to
the
outside
just
for
illustrative
purposes.
E
I
T
remain
one
of
the
areas
where
we
still
have
to
catch
up
the
investments
from
that
decade
of
deficits.
So
what
you
can
see
on
the
screen
are
from
the
auditors
annual
report,
where
those
gaps
are
and
what
we're
going
to
be
working
to
close
through
the
budget
process
in
the
coming
year
in
two
years,
as
we
can
address
those
things
that
we
say
are
important
for
this
illustration.
The
concept
really
is
the
tech
debt.
E
So
as
we
improve
things,
it
often
appears
that
everything's
fine,
but
in
the
background
we
need
this
committee
to
know
what's
still
in
that
portfolio
that
that
has
been
neglected.
That
needs
to
be
caught
up
to
head
forward
and
as
we
go
along
with
the
needs,
the
accomplishments.
These
are
special
kind
of
mal
markers
as
we
go
along
to
say
how
well
are
we
doing
and
and
when
third
parties
look
at
us,
how
do
they
interpret
the
work
that
we've
done
in
terms
of
Intel?
E
E
To
say
how
can
we
position
our
apparatus
and
our
police
and
firefighters
to
get
better
response
in
special
events
and
disasters
and
so
forth?
The
Center
for
this
government
named
us
one
of
the
top
10
digital
cities
in
the
nation.
For
the
first
time
in
the
18
year,
history
of
the
awards
state
scoop
magazine
named
Estes,
one
of
the
31
top
smart
communities,
one
of
the
top
17
cybersecurity
communities,
and
we
recently
received
an
award
from
a
local
conglomeration
of
companies.
E
For
our
cybersecurity
work
plan
and
direction
as
being
a
leader
in
government
on
we're
trying
to
protect
the
date
of
our
people,
the
last
things
I'll
say
is
the
I
t-shirt.
Plan
has
and
will
continue
to
be,
a
joint
progress
piece
with
the
city
departments
that
we
work
with
we'll
continue
to
work
through
the
budget
process
to
prioritize
and
resource
the
body
of
work
that
we
have,
and
and
with
that,
we're
very
happy
to
present
this
progress
and
answer
any
questions
and
take
any
feedback
that
you
have
right.
C
Before
that,
though,
just
a
couple
of
framing
comments,
one
is
appreciation
for
Rob
of
walking
through
this
he's
always
much
humbler,
certainly
than
I
am
and
I
think
it
speaks
very
highly
of
the
work
of
Donnelly
Rob,
but
his
team
that
they've
done
in
the
last
year
is
quite
remarkable.
As
somebody
who
cares
a
lot
about
focused
execution.
I
think
the
number
that
stands
out
for
me
is
a
swing
from
about
a
five
percent
completion
rate
on
projects
to
a
seventy-two
percent
completion
rate
on
projects.
C
That's
that's
a
almost
incomprehensible
swing
and
in
such
a
short
amount
of
time,
and
really
shows
you
the
dedication
and
on
focused
execution.
The
framing
comment,
I
think
is:
why
is
this
important
within
the
smart
cities,
context
and
I?
Think
it's
useful
as
a
reminder
to
all
of
us
that
what
we
know
about
smart
cities
is,
it
is
a
fundamentally
a
new
layer
in
cities.
So,
since
time
immemorial,
cities
have
organized
around
infrastructure.
C
Typically,
water
is
the
first
ones,
and
on
top
of
that
they
provided
services
to
delivery
of
water.
What
we
find
now
with
smart
cities
is
in
between
the
infrastructure
and
the
services.
There's
a
new
layer,
a
digital
layer,
a
data
layer
where
the
infrastructure
will
talk
to
us.
They'll
tell
us
how
the
water
is
doing,
what
the
water
quality
is
and
the
customers
will
talk
to
us.
They
tell
us
how
they
think
about
the
services
are
what
they
want,
and
without
this
digital
they're.
C
Without
this
data
layer
in
between
all
of
our
infrastructure
and
all
the
services
we
provide,
we
really
can't
aspire
to
be
a
true
smart
city,
and
so
all
of
the
work
that
Rob
is
talking
about
it,
as
much
of
it
is
very
foundational
and
fundamental
to
being
the
smart
city
that
we
envision
ourselves
to
be,
and
that's
why
we
talk
about
it
being
brilliant
at
the
basics,
because
it
is
in
many
ways,
basics
that
we
need
to
do
rob
has
a
metaphor
of
playing
the
game.
Yeah.
C
So
this
idea
of
like
learning
the
game,
mastering
the
game
and
then
changing
the
game
and
so
I
think
we're
still.
The
this
year
has
been
about
learning
the
game
and
moving
toward
mastery,
so
that
we
can
get
to
the
point
that
we
can
change
the
game
and
and
and
play
at
a
completely
different
level.
So
with
that
I'll
let
Rob
take
the
bulk
of
the
hard
questions
if
they're
any
easy
ones,
I'll
be
happy
to
have
them
slide.
This
way.
A
Thank
you
rob
feels
very,
very
impressive.
So
what
I
asked
my
colleagues,
a
council
member
Davis.
D
Thank
you
and
thank
you
for
the
update
Rob.
This
is
great
I,
like
that.
Almost
all
of
our
numbers
are
moving
in
the
right
direction.
Those
are
some
huge
leaps
in
one
year.
I
think
this
is
a
question
for
KITT,
because
I
think
it's
an
easy
one
on
slide.
7
under
ability
to
execute
you're
gonna
have
to
help
me
out
with
the
c-3po
team
formed.
Oh.
E
D
E
The
city,
portfolio,
products
and
projects
office
and
the
fundamental
concept
behind
that
is:
we
need
to
move
away
from
envisioning
ideas,
projects,
they're,
actually
miscible
products,
and,
and
so
once
we
render
it,
we
still
need
to
own
it
and
nurse
it
to
continue
to
improve
and
iterate
better
and
then
that
portfolio
is
to
look
across
everything.
So
we
can
always
prioritize
correctly
rather
than
just
accumulate
things
and
forget
about
them
and
neglect
them
and.
C
Our
first
out
of
the
gate
trying
to
think
about
things
as
a
product
has
been
my
San
Jose,
where
we've
actually
had
a
formal
product
owner
we've
done
prioritization
to
the
backlog.
We've
practiced,
release,
mapping
all
of
those
habits
and
practices
that
are
good
product
management,
but
have
not
been
part
of
our
practice
and
culture.
Here
within
the
IT
world,
at
city
of
Santos
city
of
San,
Jose
I.
D
Think
that's
a
really
important
point.
We
were
actually
just
talking
about
that
at
the
Caltrain
meeting
this
morning
about
how,
in
their
world
the
positive
train
control
project
isn't
really
a
project.
It's
a
whole
culture
shift
and
I.
Think
that's
that's
what
we
were
talking
about
with
my
Senate.
That's
what
you
were
talking
about
with
my
San
Jose.
So
that's
awesome
that
you
have
you
have
a
team
already
you're
ready
to
do
that?
D
That's
great,
because
I
think
we
it's
a
it's
shift
for
people
to
think
about
tech
as
being
it's
a
tool,
but
it's
also,
as
you've
said
many
times,
Kip
it's
a
business
process
that
also
needs
to
change
in
relation
to
the
tech
and
makes
us
more
efficient
as
a
result,
not
just
because
we
have
the
tech,
but
because
we
now
think
differently
about
what
we
were
doing.
I
appreciate
that
the
other
question
I
had
was
about.
E
Sure
so,
as
part
of
the
budget
process,
we
had
some
very
clear
direction
on
any
request
had
to
be
net
neutral
and
so
in
terms
of
IT.
What
we
focused
on
were
some
investments
where
we
could
yield
savings
and
that's
where
our
first
band
of
priorities
are
and
then
beyond
that
we
said.
There's
some
additional
investments
in
these
products
that
we're
going
to
need
to
make
we
tag-teamed
with
Kipp,
where
we're
gonna,
have
an
innovation
forward
type
memo
saying
here's
some
fundamental
areas
that
need
continuing
investment
so
that
we
can
render
that
data
environment.
C
What
I
would
say
is
that
you
know
the
department
level
there's
a
very
clear
direction
to
we're
in
a
kind
of
a
cost,
cutting
mode
cost
containment
mode.
Part
of
what
we've
tried
to
do
is
make
sure
that
we
we
aren't
Pennywise
and
pound-foolish,
because
a
lot
of
these
investments
in
technology
over
time
and
if
you
look
at
digitality-
are
in
fact
cost
savings
investments.
C
So
what
we've
tried
to
do
is
elevate
and
prioritize
some
of
those
within
the
internal
conversation
within
the
city
manager's
office,
to
make
sure
that
those
kinds
of
investments
in
business
process
improvements
in
data
in
my
San
Jose,
which
actually
end
up
saving
us
time
or
improving
effectiveness
and
efficiencies
of
services,
are
not
lost
in
the
cost.
Cutting
conversation
good.
D
E
E
C
And
we'll
go
into
more
detail
on
that
in
the
next
presentation,
but
bottom
line
is
yes.
We
know
what
we
need
to
do
much
more
clearly
thanks
to
the
work
of
this
year,
but
we
don't
have
the
investments
that
we
need
to
do
it
at
scale
and
it's
one
of
those
things
where
the
maximum
efficiencies
on
a
data
environment,
as
you
know,
are
gained
when
everybody
gets
into
it.
So
it's
about
cutting
off
old
systems
and
changing
the
way
people
are
working,
which
requires
an
initial
investment
of
time,
effort
and
resources
and.
C
B
Was
the
IQ
vacancy
rate
and
I'm
gratified
to
see
that
it
went
from
37
to
9
so
good
job
on
that
I
know
how
hard
is
to
keep
and
retain
and
recruit.
Retain
the
I
just
have
a
comment,
because
somebody
put
it
before
me:
I
just
want
to
put
it
out
there
before
I
forget
on
future
iterations
of
the
my
San
Jose
app.
It
was
specifically
requested
of
me
to
relay
back
to
whoever
does
it
that
we
include
a
section
for
detecting
odor
and,
if
you're,
standing
somewhere
to
site.
B
You
geo
tagged
yourself,
I'm
standing
here
at
this
time.
It
smells
bad
and
there's
in
North,
San
Jose,
there's
the
landfill
issue
with
odor
and
Milpitas,
and
all
that
so
stemming
from
that,
and
we
have
the
wastewater
facility,
which
we
just
broke
ground
on
this
morning
for
the
code
generator
facility
yay.
But
they
always.
We
also
have
republic,
land,
newbie,
island
and
another
few
other
sites,
and
everyone
is
pointing
fingers
at
each
other.
So
from
alby's,
oh
and
from
North
San
Jose.
B
C
A
You
Thank
You
councilmember.
It's
had
a
couple
of
quick
questions.
One
is
thank
you
so
much
for
the
way
you're
displaying
the
information
and
dashboards
and
scorecards
I
think
you
know
when
they
say
a
picture's
worth
a
thousand
words
I
mean
it
really
is.
So
thank
you
for
presenting
the
information
to
us
in
that
format.
A
The
project
success
rate
I
mean
like
Kip's.
It
just
really
just
jumps
off
the
the
screen
and
I
know
that
Rob
you
raised
as
a
particular
issue
early
on
in
terms
of
the
lack
of
skill
set
and
personnel
to
be
able
to
effectively
manage
a
lot
of
these
projects
and
I
also
see
that
our
vacancy
rates
have
gone
down
significantly.
Were
you
able
to
effectively
recruit
people
with
project
management
backgrounds
or
how
was
that?
How
did
you
move
the
needle
on
on
the
success
rate
for
about
yeah.
E
E
It's
under
our
assistant
cio
heading
forward
to
operate,
but
this
is
one
of
our
passion
areas
because
we
said
if
we
can
teach
ourselves
to
do
this
well
and
follow
good
processes
that
are
well
vetted,
well
proven
that
match
organization.
If-
and
we
can
do
this
once,
then
we
can
do
it
the
next
time
better
and
better
and
better
so
that
project
success
rate
builds
on
itself
once
you've
mastered
it
once
or
twice.
But
part
of
that
also
was
the
brutal
honesty
is
when
we
define
the
projects.
E
We
went
back
to
a
lot
of
those
projects
and
said:
what
exactly
do
you
want,
because
this
is
fuzzy
and
when
you
have
fuzzy
IT
projects,
you
get
fuzzy
results
and
5%
is
the
definition
of
a
bad
fuzzy
result.
So
when
we
went
back
through
projects
and
we
and
we
refined
things,
we
also
heard
back
from
departments
number
one
was:
oh
man.
We
have
to
go
back
through
it,
but
number
two
was
once
we
did.
It's
like.
No,
this
was
important,
and
so
they
took
the
learning
and
said
now
we're
invested
and
heading
forward.
E
E
And
if
we
can't
show
you
this
number
and-
and
you
can't
hear
the
outcomes
from
Department
saying
we
got
what
we
wanted
and
it
paid
off,
and
it
was
exactly
what
we're
looking
for.
Then
it
makes
it
harder
to
invest
in
IT
and
over
over
and
over
again.
So
that's
why
this
one
matters
is
because
it's
our
key
to
change
and.
C
Just
to
put
it
a
little
bit,
at
least
in
the
statewide
contacts
over
the
past
year,
I've
been
involved
in
a
research
project
with
Frank
Bennett,
former
city
manager
of
Palo
Alto
around
recruiting
talent,
particularly
tech,
talent
into
cities,
and
we've
done
focus
groups
all
across
California.
We've
interviewed
key
thought
leaders
within
the
tech
industry,
as
well
as
within
city
government
context,
and
one
of
the
things
that
that
Rob
is
actually
doing
that.
There's
a
directly
correlates
with
the
recommendations.
E
I
can
add
on
to
that
one
of
the
things
Devika
myself--and
and
Claudia
as
we
do.
This
hiring
we've
coach
organization
is
we're
not
just
going
to
look
for
the
technical
skill,
but
the
purpose
matters,
the
the
internal
motivation
matters,
and
so
we
are
looking
for
a
different
type
of
person
than
maybe
we
use
to
a
year
and
a
half
ago.
So.
E
So
it
it's
not
our
right
to
define
it,
except
for
on
the
front
end,
we
have
a
project
charter
that
says
here's
the
commitment
we're
all
making
to
each
other.
It
actually
takes
a
signature
because
there's
some
research
that
says
that
when
you
sign
something
you're
more
serious
about
it,
so
we
actually
require
people
to
sign
it
beginning
and
end
and
any
changes
in
between
and
the
measure
is
when
we
define
the
schedule.
E
So
it
needs
to
be
delivered
by
X
and
the
cost
and
the
scope
that
we
have
in
there
and
then
the
final
measure
is
the
satisfaction
with
the
outcome
of
it.
That's
for
the
department
to
say,
and
at
the
end,
when
we
do
the
closure
meeting,
they're
the
ones
that
say
on
these
measures,
do
we
hit
the
mark
or
not,
so
it
can't
be
IT.
It
could
never
be
IT
saying
we
were
successful,
you're
just
you're
wrong.
We
were
successful.
C
This
again,
this
is
Rob
being
more
humble.
The
payment
card
industry,
PCI
compliance
is
a
very
complicated
and
difficult
deal
for
anybody
dealing
with
payment
card
transactions,
especially
one
with
multiple
departments
taking
different
forms
of
payment
and
transaction
being
in
compliant
means
essentially
we're
saving
by
not
having
to
pay
any
of
those
fines,
and
we
have
a
much
better
system.
So
it
again
is
an
example
of
where
those
investments
saving
us.
So
what
do
you
get
to
say?
Those
numbers.
E
Work
so
it
impacts
1.9
million
transaction
and
close
to
90
million
dollars
in
business
a
year,
but
we
worked
with
finance
and
they
deserve
the
credit
because
we
were
coaching
along,
but
they
did.
The
hard
work
is
working
across
departments
to
get
where
we
need
to
be
in
compliance
is
where
we
are
right.
A
F
A
D
C
It's
in
progress,
part
of
what
we've
realized
it's
is
it
to
do
it
well,
is
a
lot
more
complicated
than
we
had
thought,
as
we've
dug
into
it.
With
the
support
of
the
mayor's
office
of
technology
and
innovation,
we've
engaged
a
really
excellent
Harvard,
Business
study
and
part
of
what
we've
learned
through.
That
is
again
remind
us
of
how
important
it
is
to
get
this
right
and
not
just
rush
out
of
the
gate
with
something
that
doesn't
work.
C
C
D
I
don't
know
if
this
is
the
time
for
committee
member
requests,
but
I
would
love
to
have
a
more
in-depth
update
on
that
as
it
progresses.
Yes,.
A
G
An
interesting
thing
is
how
to
talk
about
things
in
terms
of
privacy
policy
versus
public
guidelines,
and
it
seems
like
what
you've
developed
here
is:
there's
a
lot
of
internal
data
data
projects
and
analytics
and
all
that
kind
of
stuff,
and
to
me
you
know,
there's
been
a
big
deal
made
at
County
of
Santa
Clara
these
days
about
a
new
privacy
policy
structure
and
they
need
they've
gotten
a
new
representative
to
to
work
on
those
things
and
so
I.
Imagine
you've
been
talking
with
them,
trying
to
make
sure
on
an
internal
level.
G
This
stuff
is
secure
and
is
not
being
hacked
and
won't
be
hacked,
and
all
that
kind
of
stuff,
I'm
I'm
in
my
own
little
world
learning
to
find
that
as
a
privacy
policy
process
and
what
I'm,
what
I
like
to
concentrate
on
myself.
What
I
understand
better
is
ideas
of
the
public
guideline
process,
which
is
a
more
overall
idea
of
how
to
talk
about
the
community
involvement
in
specific
civil
protections
and
civil
rights
issues
associated
with
the
technology.
I've
noticed
you
have
audits,
for
technology
deployments
that
you're
working
on
I'm.
G
Thank
you
for
that,
and
you
just
had
a
nice
conversation
and
that
you'll
bring
back
to
the
April
meetings.
That's
just
vitally
important
to
talk
about
to
how
to
make
this
a
more
public
process,
and
it
takes
trust
and
I
hope
this
can
be
the
year
that
things
can
be
easier
to
talk
about
in
those
terms
and
I
guess.
That's
all
I
learned
how
to
talk
about
my
difference
is
better
between
privacy
and
public
policy,
but
it
all
falls
under
the
public
guideline
process
that
we're
all
doing
something
for
the
public
good
and
thank
you.
F
I'm
sorry
couldn't
resist
rot
again.
This
is
really
impressive.
So
thank
you.
I.
Just
looking
at
this
portfolio
map
and
we've
got
challenges,
see
data
environment
that
fundamentally
a
resource
issue.
It
is
okay,
so
I
know
we've
been
having
some
conversations
offline
as
we
enter
into
the
budget
process
coming
up
in
your
mind,
sort
of
what
are
the
lower
hanging
fruit
that
you
think
are
particularly
important
that
have
a
broad
impact
in
the
organization
within
that.
So.
E
I
would
say:
there's
three
pieces
that
are
the
essential
fruit,
I
can't
necessarily
say:
they're
they're
low-hanging,
because
we've
we've
taken
care
of
that
architecture
to
say
here's
how
we're
going
to
approach
it
and
that's
a
very
clear-cut
path.
One
is
the
distinction,
and
this
relates
to
Blair's
comments-
is
that
privacy
doesn't
equal
security,
they're
connected
and
essentially
must
be
joined,
but
the
privacy
conversation
is
a
broader
one
and
it
requires
some
engagement
and
and
some
legal
interpretation
and
the
work
that
Shireen
channeled.
E
The
the
Harvard
folks
were
very
clear
about
this,
and
some
of
this
hasn't
even
been
figured
out.
Yet
we're
there's
going
to
be
some
new
law
around
this
potentially
number
two
is
there's
a
lot
of
potential
use
in
existing
areas,
so
crime
data,
we
have
housing
data,
we
have
planning
and
development
data.
E
We
can
use
a
lot
of
those
things
for
disaster
prediction
and
those
types
of
things,
so
existing
data
sets
where,
if
we
pull
them
together
and
we
respect
that
smart
cities
is
by
definition,
cross-domain
once
you
put
those
together
and
they're
good
data
sets
and
their
quality.
You
can
have
insights
and
and
analytics
into
that
that
open
up
new
decisions
and
give
you
better
insights
than
you've
ever
had
before
the
last
piece
is
the
crush
of
IOT
that
we're
seeing
Internet
of
Things
there's
gonna
be
billions
more
devices,
there's
going
to
be
petabytes
more
data.
E
F
C
It
is,
it
is
an
expense,
and
part
of
what
we're
doing
right
now
is
is
also,
though,
quantifying
the
savings
that
result
from
it,
because
we
have
both
operational
efficiencies
with
shutting
down
redundant
David's
data
centers
and
we've
already
seen
dramatic
efficiencies
in
in
terms
of
diverting
re
diverting
wasted
resources.
The
example
I
like
to
use
this
during
the
flood,
we
were
essentially
incapable
of
matching
the
permit
information
that
we
had
and
the
people
who
in
need,
information
that
we
had
without
doing
a
brute
force
manual
piece
that
cost
us
hundreds
of
hours
of
time.
C
That
would
be
something
that
would
be
automatically
available
are
very
quickly
available
in
this
new
environment
and
save
those
hundreds
of
hours.
So
we're
we're
trying
to,
as
we
look
at
the
investments,
to
try
to
prioritize
those
which
are
the
highest
on
cost
savings
and
having
a
fairly
quick
return
on
investment
and
so
part
of
what
we'll
we'll
we'll
bring
back,
is
sort
of
a
baseline
investment
and
then
an
enhanced
investment
so
that
we're
not
just
asking
for
everything
at
once.
F
A
Actually
that
just
brings
up
a
point
that
you
said
that
any
additional
that
the
budget
or
expenses
will
be
actually
cost
neutral,
and
my
question
to
you
is
if
you're,
finding
cost
savings
or
your
Korean
cost
savings
in
non
IT
groups
or
departments.
Are
you
factoring
that,
in
into
your
your
cost,
neutral
equation,
yeah.
A
C
Some
of
those
cost
savings
should
accrue
to
the
maybe
the
IT
and,
and
some
of
them
should
go
back
to
sort
of
the
the
greater
good
but
I
think
it's
an
interesting
discussion
at
this
point
to
be
clear.
What
we
typically
do
is
just
sweep
cost
savings
back
into
into
the
general
and
then
think
about
how
we
reallocate
them,
but
I
think
it's
an
interesting
policy
question
great.
H
Hi
good
afternoon,
thank
you.
How
much
time
do
I
have
two
minutes:
two
minutes:
okay,
thank
you
so,
and
I've
been
following
some
of
the
research
all
rocks
and
americium
an
education
researcher.
Also
the
education
chair
of
their
San
Jose,
Silicon,
Valley,
n-double,
a-c-p
and
I've,
been
following
a
lot
of
the
intersections
of
technology,
progress,
privacy
and
concerns,
and
also
harm
to
communities
of
color.
There's
a
book
automating
inequality
by
Virginia
Eubanks.
H
They
have
some
documents
with
expressing
serious
concerns
about
privacy
and
data
security
and
if
there
might
be
a
gap
analysis
of
what
their
recommendations
are,
it's
it's
quite
troubling
to
see
how
many
serious
concerns
there
are
about
the
privacy
and
data
security
issues
related
to
smart
cities.
So
I
hope
that
there
will
be
serious
consideration
of
those
I'm
glad
to
hear
that
in
the
April
meeting
there
will
be
a
privacy
report.
H
F
Wanted
to
respond
I
think
it
was
a
very
thoughtful
comment
and
I
just
wanted
to
follow
up.
I
know
that
you
know
we're
still
getting
our
bearings
here
and
getting
up
and
running
and,
as
we
think,
I'm
thinking
about
the
very
limited
cases
where
we've
actually
been
using
algorithms
to
and
I
think,
for
example,
in
our
housing
inspections
process.
As
I
understand
it,
we
are
using
algorithms
to
help
housing
inspectors
better,
find
unsafe
housing,
but
I
think
there's
probably
a
limited
number
of
cases
and
I'm
guessing.
F
C
Absolutely
can
I
think
that
the
point
of
Sur
to
being
as
open
source
as
you
can
and
both
on
what
the
actual
data
results
are
and
how
you
got
that
data,
because
algorithms
are
not
neutral.
They
are
based
on
values
and
ways
of
thinking
about
things,
as
is
other
decision-making
mechanisms.
So
it
seems
perfectly
appropriate
that,
as
we
put
out
information
that
we
also
put
out
what
the
underlying
assumptions
or
algorithms
that
were
behind
those
as
you
would
with
any
kind
of
robust
study
that
seems
appropriate.
Okay.
Thank
you
more.
B
No
question
just
just
kind
of
to
tag
on
the
discussion
on
the
floor.
I
also
think
that
it's
important
to
have
that
transparency,
but
also
there
was
actually
an
article
in
The
Economist
about
this
very
topic,
like
maybe
two
or
three
issues
ago,
and
it
was
discussing
how
algorithms
work
and
kind
of
controlling
outcomes
and
it's
a
kind
of
black
box,
because
we
get
these
results.
You
input
in
a
black
box.
A
C
I'd
like
to
invite
up
some
of
the
some
of
our
folks
who
are
thought
leaders
within
the
city
on
how
we
think
about
data
and
how
we
think
about
making
it
useful
for
our
residents
and
our
businesses
and
our
visitors,
so
I
have
up
with
me
both
Erica
and
Artie,
who
are
gonna
walk
through
the
current
state
of
our
citywide
data
architecture,
with
a
bit
of
a
pointing
toward
the
future
Erica
I
believe
you'll.
Kick
us
off.
I
Mayor
committee,
members
and
members
of
the
public
Erica
Groff
of
data
analytics
lead
Office
of
civic
innovation
as
you've
seen
many
times
before.
Our
three
tenants
are
champion.
The
customer
learned
through
data
and
iterate
to
improve
central
to
all
of
this
work
is
learning
through
data
data
is
both
the
engine
upon
which
our
smart
city
runs,
and
it
is
the
fuel
that
keeps
it
running
without
data.
Nothing
runs
very
well
from
data.
We
can
develop
patterns
from
patterns.
I
We
gain
insights
and
from
these
insights
we
can
take
action
to
build
a
smarter
City,
a
more
prepared,
City,
a
city
as
innovative
as
the
community
that
we
serve
to
achieve
this
vision.
We
need
to
invest
in
people,
processes
and
technology
and
we'll
cover
examples
of
all
three
throughout
this
presentation.
I
First,
a
bit
about
technology
from
IOT
to
development
services.
We
cannot
hope
to
achieve
the
ambitious
goals
laid
out
in
the
smart
city
vision
without
investing
in
the
foundational
data
infrastructure.
Even
our
basic
city
operations
are
hindered
without
reliable
data,
discovery
and
storage.
As
Kip
mentioned
earlier,
thinking
about
last
year's
flood
recovery,
the
Emergency
Operations
Center
needed
data
on
which
homeowners
had
pulled
permits,
which
properties
have
been
yellow,
tagged
which
apartments
are
under
rent
controlled
and
who
had
received
victim
relief
assistance.
Because
these
data
sets
reside
in
separate
unlinked
database.
I
Greater
effort
was
required
to
understand
the
whole
picture
and
valuable
time
was
lost.
We
were
able
to
mitigate
this
with
human
capital,
but
when
the
big
earthquake
hits,
the
scale
of
effort
will
be
ten
times
larger
and
we
won't
be
able
to
brute
force
it
as
easily
access
to
reliable,
accurate
and
comprehensive
data
about
our
city
is
critical
to
running
our
city
effectively,
and
we
need
to
get
good
at
it
at
the
good
during
the
good
times,
so
that
when
the
next
emergency
hits
we'll
be
ready.
I
One
example
of
where
we've
made
good
strides
in
our
process
in
technology
is
in
building
out
phase
one
of
our
master
addressing
database.
It
may
seem
obvious
that
city
should
know
all
the
addresses
within
its
borders.
But
to
put
this
in
perspective,
it
took
Boston
eight
years
and
eight
million
dollars
to
complete
their
addressing
database.
I
I'm
happy
to
report
that
over
the
past
two
years,
our
Public
Works
GIS
team
has
made
really
great
progress
on
our
own
addressing
records.
The
team
added
over
a
hundred
thousand
missing
addresses.
We
now
have
records
for
locations
that
we
never
had
before,
such
as
in
mobile
home
parks.
The
foundation
has
been
laid
with
good
data
on
current
technology
and
an
improved
process
that
will
allow
for
connections
to
our
other
city
data
systems.
J
Good
afternoon
honorable
mayor
councilmembers,
member
of
the
public
I'm
Artie,
T
hungry
and
the
data
architect,
the
city's
IT
departments,
citywide
data
architecture
has
been
designed
with
the
goal
of
being
highly
adoptable.
By
using
open
data,
open
source
technology
being
able
to
scale
at
IOT
needs
being
secure
at
all
levels
and
being
able
to
share
the
data
by
means
of
cataloging
and
publishing.
In
May
2017,
we
kicked
off
a
proof-of-concept
project
with
Dell
EMC
under
city's
demonstration
policy.
J
Dell
EMC
provided
its
city
with
the
hardware
on
loan
on
which
they
set
up
components
supporting
the
architecture.
The
software
used
on
this
environment
was
all
open
source
and
non
proprietary,
which
gives
city
an
advantage
of
being
able
to
use
the
open
source
technology
that
allows
for
lego-like
plug-and-play
features
with
high
standards
of
security.
The
phase
one
of
project
development
ended
in
summer
and
city
completed
the
testing
in
fall
last
year.
However,
the
hardware
was
on
loan
and
was
returned
last
month.
J
The
work
on
citywide
data
architecture
was
initiated
with
the
goal
of
providing
city
with
an
integrated
data
platform
that
streamline
city's
data
flow
by
providing
a
mechanism
for
data
aggregation
data
sharing
and
data
analytics.
This
would
help
facilitate
learning
through
data
by
making
multi-use
data
easily
accessible
to
city
employees
in
an
enhance.
A
data-driven
culture
throughout
the
city.
Here
is
a
simplified
proposed
architecture.
City's
current
data
residing
in
files,
databases
and
cloud
would
would
be
moved
to
the
data
lake
via
an
ETL
or
extract
transform
load
tool.
J
Diddley
comprises
of
Hadoop,
which
is
an
inexpensive
way
of
storing
huge
amounts
of
data
of
any
kind
with
enormous
processing,
power
and
hauk,
which
provides
a
sequel
like
interface
to
work
with
the
data
in
Hadoop
hoc
enables
the
data
to
be
easily
accessible
by
simple
clearing
mechanism.
As
part
of
the
phase
one
of
the
pilot
project,
we
designed
the
architecture
and
were
able
to
set
up
a
data
leak
and
a
data
portal
working
independently,
along
with
open
source
ETL
tool.
J
Based
on
our
learning
from
the
pilot,
I
would
now
like
to
move
our
focus
from
past
to
future.
With
the
influx
of
IOT
devices,
data
is
expected
to
grow
exponentially
and
city
needs
to
be
better
prepared
for
it.
Let's
consider
the
volume
of
data
created
just
in
transportation.
Every
autonomous
car
on
the
road
by
2020
is
expected
to
generate
2
para
bytes
of
data
each
year
and
a
single
airplane
will
generate
40
terabytes
of
data
daily.
This
is
a
growth
chart
of
number
of
devices
over
last
two
to
three
decades.
J
It
is
necessary,
but
not
sufficient
to
create
a
data
architecture.
What
we
need
is
a
comprehensive
data
strategy,
and
for
that
we
need
to
look
at
data
management
as
a
whole,
which
is
with
I,
would
which
I
would
like
to
break
down
into
three
elements:
data,
infrastructure
and
storage,
data
visibility
and
analytics,
and
data
governance.
Data
management
is
about
increasing
visibility
of
data
across
the
enterprise,
offering
improved
visibility
to
internal
and
external
customers,
as
well
as
compliance
with
regulations.
J
It
is
about
being
able
to
easily
access
accurate
data
that
comes
from
siloed
heterogeneous
systems
in
a
secure
manner.
In
the
new
IOT
world
city
faces
the
challenge
of
being
able
to
scale
with
the
real-time
data
that
would
be
generated
by
these
devices,
while
maintaining
the
data,
privacy
and
security.
J
That's
considered
the
first
element
of
our
data
strategy:
data
storage
can
be
on-premise
or
on
cloud
both
come
with
their
own
advantages
and
disadvantages.
Depending
on
the
security
size
and
usage,
a
hybrid
storage
would
serve
the
purpose.
City's
cost
of
data
storage
would
depend
on
the
number
of
IOT
devices
being
used
at
storage
on
the
devices
and
city's
record
retention
requirements.
J
In
order
to
be
able
to
support
these
requirements,
city
needs
to
be
able
to
invest
in
the
infrastructure
and
with
the
new
infrastructure,
there
will
be
a
need
to
train
the
existing
staff
for
maintenance
and
support
and
potentially
hiring
new
staff
for
advanced
skills.
To
put
things
into
perspective,
let's
consider
video
surveillance
cameras
on
street
light
poles.
Each
surveillance,
camera
on
an
average
generates
2
gigabytes
of
data
per
hour,
which
amounts
to
roughly
50
50
gigabytes
per
day,
considering
having
four
cameras
on
each
light
hole.
J
If
we
were
to
store
this
data
for
a
full
year,
we
are
looking
at
around
50
to
75
terabytes
of
data
for
just
one
year
for
only
one
light
pool.
We
currently
have
69
thousand
light
poles
throughout
the
city.
In
the
past,
we've
contemplated
having
sensor
cameras
on
all
69
thousand
light
poles,
which
would
bring
our
data
storage
needs
to
3,500
petabytes
or
3.5
million
terabytes
per
year,
which
can
cost
up
to
a
few
hundred
million
dollars
in
data
storage.
J
Moving
on
to
the
second
element,
data
visibility
and
analytics
data
in
itself
is
not
very
useful.
Till
it
is
put
into
perspective
from
data
to
patterns
and
insights.
To
actions
is
the
eventual
goal
of
data
management
being
able
to
share
and
use
the
data
in
the
right
way.
Being
able
to
draw
inferences
from
data
is
important
and
having
the
right
tools
to
support
that
is
critical.
This
is
where
data
portal
becomes
an
integral
part
of
data
management.
J
Data
portal
allows
for
data
publishing
storytelling
through
data
and
possibly
data
sharing
internally
and
externally,
as
well
as
privately
and
publicly
city
currently
has
two
data
portals
financial
and
open
data
portal
for
publishing
data,
and
we
are
at
a
point
where
the
cost
of
these
two
portals
over
the
last
two
to
three
years
has
exceeded
the
threshold
for
competitive
bidding.
Each
of
these
portals
have
their
own
limitations
and
having
multiple
portals
serving
the
saf
same
purpose
is
not
the
best
end-user
experience.
There
is
a
need
to
consolidate
these
portals
into
one
hence.
J
J
J
Moving
on
to
the
last
piece
of
our
data
strategy,
data
governance,
data
governance
is
the
overall
management
of
the
availability,
usability,
integrity
and
security
of
the
data
employed
in
an
enterprise
data
governance
becomes
increasingly
important,
as
data
volumes
grow
and
City
is
challenged
to
ensure
a
single
version
of
truth
exists
for
each
of
the
critical
data
domains
comprised
of
both
people
and
processes.
A
sound
data
governance
program
helps
a
clear
data,
ownership
and
rules
of
engagement.
J
It
is
important
to
treat
data
as
a
city
asset
and
just
as
any
other
asset
data
needs
to
be
secured
protected
as
well.
City
data
consists
of
citizen
information
and
it
is
city's
responsibility
to
ensure
there
is
security
at
each
level
of
data,
storage,
sharing
and
access
points,
and
that
personally,
identifiable
information
is
kept
secured
insuring
right.
People
have
access
to
right
data
both
at
source
level
and
analytics
products
is
key
to
effective
governance.
J
There
is
a
need
for
a
data
policy
as
well,
which
is
a
living
document
that
outlines
a
broad
set
of
guidelines
for
how
city
uses
its
data,
who
it
can
and
cannot,
share
it
with
and
how
it
maintains
the
privacy
of
the
data.
It
sets
some
ground
rules
to
be
followed
by
city
when
collecting
and
sharing
data,
and
also
by
its
constituents
on
use
of
the
city
data
there.
J
This
is
where
city
can
get
some
guidelines
around
economic
benefits
of
data
and
data,
monetization
data
management,
being
a
continuous
improvement
program,
revolves
around
people,
processes
and
technology,
having
people
with
the
right
skills
being
able
to
learn,
measure
and
communicate
and
using
the
right
technology
is
imperative
to
the
success
of
any
organization.
Thank
you.
I
So
we've
spent
a
fair
amount
of
time
discussing
the
building
blocks
of
creating
a
data-driven
culture
and
remember
access
to
data
is
just
the
beginning.
The
patterns
insights
in
action
are
where
we
begin
to
see
meaningful
change.
Take
place.
I'd
like
to
next
walk
you
through
an
example
of
how
we
can
take
action
using
our
data.
I
This
year
we
piloted
a
project
with
the
help
of
university
of
chicago's
center
for
data
science
and
public
policy
aimed
at
preventing
loss
of
life
and
property
for
our
most
at-risk
populations.
The
pilot
explored
using
code
enforcement's,
multiple
housing
inspection
data
to
create
an
algorithm
that
could
predict
which
buildings
were
at
greatest
risk
of
having
serious
health
and
safety
violations
using
data
from
our
code
enforcement
and
Amanda
systems,
University
of
Chicago
built
and
evaluated
over
a
hundred
thousand
models
simulating
the
impact
of
different
variables
on
the
likelihood
of
violation.
I
The
team
compared
the
machine-generated
model
against
the
historical
method
by
testing
in
the
field
and
found
that
the
machine-generated
model
was
8
percent
better
in
its
ability
to
identify
properties
at
risk
over
the
current
strategy.
To
put
this
in
perspective
out
of
Fort
4500,
multiple
housing
properties
in
San
Jose,
this
represents
about
360
properties
that
could
be
targeted
for
earlier
intervention.
The
results
of
this
project
demonstrate
what's
possible
using
advanced
analytics
and
though
we
do
not
currently
have
the
capability
to
integrate
the
machine
learning
model.
I
In
our
current
system,
we
can
lay
the
groundwork
for
getting
there.
For
example,
one
of
the
major
roadblocks
in
this
project
was
the
unstructured
nature
of
our
data.
Information
about
the
severity
of
a
violation
was
captured
in
an
unstructured
text.
Field
exposed
wiring
is
obviously
a
bigger
deal
than
a
broken
light,
but
both
were
coded.
I
Similarly,
as
electrical
issues
in
the
current
system
going
forward
as
the
code
enforcement
system
is
integrated
into
a
man,
we
are
designing
the
system
to
capture
important
data
fields
such
as
these
in
structured
fields,
so
that
future
analysis
will
be
much
simpler
still
and
I
must
emphasize.
We
do
not
currently
have
a
person
with
the
data
science
skills
necessary
to
continue
this
work.
I
This
investment
in
a
modern
approach
to
data
will
ultimately
save
us
money
and
time
as
we
refocus
our
efforts
from
numerous
disconnected
and
outdated
data
storage
approaches
to
a
single
converged
platform
infrastructure.
We
are
asking
for
an
investment
in
our
people,
our
processes
and
our
technology
to
help
San
Jose
be
a
smart
city
leader
and
as
innovative
as
the
community
that
we
serve.
Thank
you.
C
And
before
we
turn
it
over
to
questions,
I
just
want
to
pull
out
one
technical
thread,
because
it's
kind
of
cool,
but
as
an
illustration
of
how
forward-thinking
this
work
is
so,
for
example,
the
work
that
Artie
and
her
team
led
with
Dell
EMC
the
solution
that
they
came
up
with.
You
saw
a
mention
of
Hadoop
as
an
example,
technology
I
think
that's
really
spot-on.
If
you
were
to
go
to
talk
to
top
data
scientists
at
say,
eBay
or
PayPal,
and
ask
them
what
they
were
using
when
they
use
their
data.
C
Hadoop
is
an
underlying
technology
that
they
use.
So
it's
it's
smart
in
that
regard
that
it's
the
cutting-edge
technology,
but
another
reason
that
smart
is
as
an
open
platform
technology
and
what
that
means
is
a
lot
of
people
are
contributing
to
it
and
a
lot
of
people
are
using
it.
So
if
we
were
to
use
Hadoop
as
core
to
our
data
technology,
we'd
be
in
partnership,
essentially
with
hundreds
and
hundreds
of
other
high
tech
firms
who
are
also
dependent
upon
that
technology
and
every
improvement
that
they
meet
made
to
the
platform.
C
We
would
benefit
from
the.
So
we
wouldn't
be
going
it
alone
with
a
with
a
sole
source
procurement
that
applies
just
to
us.
We'd,
be
joining
the
right
community
and
building
our
infrastructure
on
a
foundation
that
is
very,
very
solid
and
that's
very
distinct
from
the
way
that
we're
doing
it
today,
where
our
individual
databases
are
not
only
individual,
but
each
of
them
have
different
types
of
Technology,
some
of
which
are
most
of
which
are
proprietary
and
almost
all
of
which
are
outdated
in
terms
of
even
some
of
the
licensing
requirements
to
use
them.
C
D
C
Two
things
one
we'll
come
back
with
more
details
on
the
pieces,
but
this
is
the
estimate
of
if
we
want
to
actually
invest
in
the
hardware,
the
required
for
the
data
Lake,
the
analytic
capability
to
use
that
and
some
of
the
government's
and
policy
upgrades
that
we
need.
This
would
be
kind
of
the
big
swallow
that
we'd
need
to
make
to
take
our
existing
systems
and
upload
them
into
the
new
data
link
in
a
sustainable
way.
So.
C
A
C
C
E
So
so
the
underlying
technology
there
always
can
be
same
as
like,
even
if
it's
proprietary
and
we
saw
like
with
Intel
open
source
2,
there
can
be
some
fundamental
security
issues
that
arise,
but
not
more
than
anything
else,
so
it
matters
more.
The
way
we
would
build
and
construct
that
data,
and
it
is
in
the
industry
something
that
everyone's
dealing
with
is:
how
do
you
manage
the
rights
and
the
granularity
and
the
aggregation
of
that
risk
and
what
you
expose
so
the
fundamental
answer.
E
C
A
C
Got
a
user
community
of
one,
but
when
you
get
to
something
like
Hadoop,
the
advantage
of
a
dupe
is
that
exactly
the
type
of
people
who
are
worried
about
that
are
looking
and
combing
through
this
code
and
every
iteration
every
single
day
commenting
and
contributing.
So
it
wouldn't
be
us
alone.
In
fact,
we
have
lots
of
lots
of
really
smart
eyes
on
this
particular
piece
of
open-source,
so
I
think
open
source
with
a
small
user
community
actually
can
be
very
risky
open
source
with
with
a
very
established
user
community.
E
D
You
that's
really
helpful,
because
I
kind
of
get
the
sense
that
we
would
be
when
we
have
our
data
is
centralized
in
a
data
Lake.
That
makes
us
a
more
a
more
interesting
target
right
because
with
everything,
decentralized
and
and
people
not
really
knowing
where
to
look
for
things,
we're
we're
not
as
interesting
and
target
for
for
hacking
right,
correct.
E
C
That's
where
the
date,
the
governance
piece
becomes
so
important
of
being
very
clear
on
who
has
access
and
and
how
the
security
is
handled
rather
than
just
sort
of
everybody,
assuming
that
they
have
access
to
the
data
because
they
happen
to
be
in
the
department.
So
that's
where
that
attention
to
the
detail
on
the
security
and
the
privacy
sides
are
super
important
and
a
really
robust
governance
model
that
trains
people
well,
and
how
to
do
that.
Thank.
D
You
that's
really
helpful
back
on
slide.
Seven
when
you
just
first
started
talking
about
the
architecture
and
the
pilot
I.
Maybe
I
just
can't
remember
the
details
but
I
what?
How
did
that?
What
did
we
pilot
and
then
it's?
It
seems
so
sad
to
have
to
return
hardware.
But
what
did
we
pilot
and
what
did
we
get
out
of
that
in
terms
of
long
term,
like
cool,
I,
I?
D
J
So
like
a
deedily
platform
and
then
a
data
portal
which
is
independent
so
well,
does
the
phase
two
of
the
project
was
to
bring
a
connection
between
the
two,
but
in
terms
of
being
able
to
use
that
we
actually
need
resources
to
bring
that
back
up
in
a
new
environment
and
then
because
it's
all
open
source,
if
we
have
the
right
resources
to
work
on
that
technology,
to
bring
it
back
up
up.
The
upgrading
it
to
a
newer
technology
should
be
a
challenge
and.
E
The
only
thing
I
would
add
to
that
already
is
absolutely
right.
Is
we
also
have
a
philosophy
that
we
have
93
thousand
local
governments
in
the
in
the
country
and
if
you
count
local
local
government
cities,
counties
districts,
you
name
it
80,
plus
percent
of
those
are
under
60,000
in
population.
So
how
can
we
share
and
make
data
a
real
currency
that
we
can
trade
off
and
answer
questions
in
an
automated
way,
in
a
shared
way
that
the
datasets
are
enriching
because
more
people
are
participating?
E
And
so
we
brought
that
idea
forward
and
said
it
needs
to
be
open
source,
so
everyone
can
use
it
and
more
people
that
people
can
participate
need
to
be
able
to
be
secure,
needs
to
be
able
to
be
IOT
scalable.
And
if
we
have
this,
then
can
we
coalesce
some
of
our
friends
and
partners
from
other
cities
and
communities
to
say,
here's
a
standard
and
the
dream
is,
then
you
could
create
data
lakes
around
specific
purposes,
because
we
finally
have
a
foundation
that
is
consistent
across
multiple
jurisdictions.
E
So
could
there
be
around
disaster
data
where
there's
a
standard
format
for
it
and
we
can
share
it
because
there's
data
management,
security
management,
but
there's
a
willingness
to
share
it
and
have
other
people
use
it
and
build
solutions
on
it
because
for
the
first
time
we're
not
solving
disaster
data
every
disaster
and
it
might
be
the
same
thing
with
crime
or
traffic
or
those
types
of
things.
So
Dell
EMC
really
liked
the
concept
and
said
we'll
spot
you,
the
temporary
hardware
and
and
amen.
E
We
really
didn't
want
to
see
it
go
and
we
tried
to
convince
them
how
wonderful
it
would
be
for
them
to
just
leave
it
here.
They
remembered
it
though,
and
so
the
work
is
we're
going
to
publish
this
get
more
people
to
weigh
in
on
it.
So
it
is
kind
of
like
an
open
source
reference
architecture,
but
try
to
get
more
and
more
people
to
use
it.
It'll
be
our
foundation.
E
C
C
I
A
Thank
you
and
then
the
mayor
had
three
tough
questions,
but
he
left.
So
you
got
you
dodged
that
bullet
I.
Actually,
my
actually,
my
first
question
is:
is
really
you
know.
I
know
the
subject
of
privacy
is
coming
up
quite
a
bit
and
based
on
a
lot
of
the
articles,
I've,
read
and
reading
books
and
on
this
subject
the
focus
intended
to
be
on
an
aggregate
of
the
data
to
make
make
decisions.
So
wouldn't
that
be
our
our
focus
when
we,
you
know
utilize
this
data
on
an
aggregate
basis
versus
individual.
A
J
C
You
don't
have
to
copy
I,
don't
know
that
I
have
an
easy
answer
for
that
I'm,
gonna,
I'm
gonna
say
that's
exactly
the
kind
of
question
that
we
were
wrestling
with
around
data
security
and
privacy
right,
because
some
things
you
do
need
very
specific
information
right.
If
you,
if
you're
talking
about
licensing
pet
owners,
you
need
to
know
who
that
pet
owner
is
and
who
they're,
who
they're,
where
their
pet
is.
C
If
you're
talking
about
things
like
gathering
information
on
people
moving
around,
you
want
to
very
quickly
disaggregate
that
or
have
that
not
be
personally
identifiable,
but
that
really
is
part
of
the
bigger
privacy
question,
I,
think
and
security
question
that
I'd
love
to
engage
with
both
the
committee
and
the
community.
More
broadly,
as
we
move
forward
on
this
because
I
think
the
only
thing
I
would
say
that
perhaps
is
relevant.
Is
that
one
way
to
think
about
it?
Is
you
think
of
utility
of
data
right
and
then
on
each
side?
C
You
have
one
side,
you
have
privacy
and
once
I
do
you
have
security?
The
more
sure
you
are
about
privacy,
security,
the
less
utility
you
have
out
of
the
data
and
that's
not
a
bad
thing.
That's
just
simply
a
descriptor
right,
because
if
I
have
absolute
security
and
absolute
privacy,
then
I
really
don't
have
much
use
for
the
data.
So
you
have
to
think
about
think
about
these
things
in
relationship
to
each
other
and
therefore
I.
Think
one
of
the
important
things
for
us
to
do
in
terms
of
usability
is
to
be
very
clear.
C
A
C
Correct
this
is
foundational
and
without
the
ability
to
learn
through
data,
that's
one
of
the
reasons
it's
one
of
our
three
key
innovation
behaviors.
We
really
can't
do
the
innovation,
either
individually
or
at
scale,
in
the
way
that
it's
been
challenged
us
to
do
it's
it's.
It's
simply
a
necessary
component
of
the
work.
K
Good
afternoon,
council
members,
my
name
is
Victor
sin
and
a
resident
of
San
Jose,
and
also
the
chair
of
the
center
Clara
Valley
chapter
of
the
ACLU
of
Northern
California,
the
citywide
data
architecture,
presentations
such
as
a
significant
expansion
in
data
capacity
and
quotes
as
an
example
of
sensor
data
tax
away,
there
may
be
50
gigabytes
per
year
street
light
for
69,000
street
lights.
This
is
a
lot
of
data.
K
This
is
an
important
first
step
before
deploying
or
implementing
any
technology
that
is
capable
of
collecting
massive
amounts
of
data
and
capable
of
monitoring
and
recording
residents.
I
encourage
the
council
members
to
take
one
step
further
and
to
take
this
opportunity
to
develop
and
enact
a
robust
and
comprehensive
surveillance
technology
ordinance
like
that
of
these
country
of
Santa
Clara
and
the
cities
of
Oakland
Berkeley
and
allow
doe
that
has
the
key
elements
of
requiring
cost-benefit
analysis.
It's
the
very
first
step
requiring
transparency,
accountability
and
oversight.
K
A
G
Yeah,
those
are
the
words
that
I
try
to
offer.
Do
you
guys
all
the
time?
It's
just
my
bread
and
butter,
and
it's
just
really
important
to
me
and
yeah,
the
Skinit
there's
a
lot
of
street
like
technology
and
there's
there's
a
lot
of
data,
analytic
technology
in
this
as
well
that
you're
talking
about
on
this
item
and
I,
really
wanted
to
bring
up
the
point
that
with
with
say,
Deb
Davis
six
months
ago.
G
She
got
very,
very
worried
about
the
future
of
the
rental
registry
program
for
the
housing
department,
where
as
great
as
you're
developing
the
the
tenants
rights
programs
and
stuff
like
that,
there's
been
some
serious
human
rights
questions
about
the
rental
registry
program
and
how
its
and
the
do
the
data
is
going
to
collect.
I
just
hope.
You
know,
there's
been
some
compromises,
probably
but
I
hope.
G
G
What
is
at
the
everyday
rights
of
everyday
people
in
this
tech
data
collection
process
that
we're
all
embarking
on
and
so
I
I
hope,
I
hope
your
data
analytics
really
keep
in
mind
the
ideas
of
human
rights
and
civil
rights,
and
those
can
be
really
important
keywords
and
watch
words
to
look
for
and
as
you're
building
up
your
security
systems
where
we
everyone
will
be,
people
will
be
looking
at
each
other
and
what
to
do
they'll
be
looking
at
hey.
Is
that
good,
Human
Rights?
G
A
H
Hello
again,
Roxana
marshy
education,
researcher
and
education,
chair
of
San,
Jose,
Silicon
Valley
and
my
CV,
so
I
grew
concerned
when
I
saw
Hadoop
I
looked
at
first
of
all,
let
me
just
acknowledge
the
good
work
of
the
team
here
at
the
smart
cities.
Everyone's
doing
I
think
the
best
work
that
they
can
on
this
I
am
concerned
about
Hadoop
in
terms
of
security
data
issues.
So
I
did
a
simple
search
and
found
a
few
articles
that
came
to
the
top.
One
is
from
2011
it's
a
while
back.
It
must
prepare
for
Hadoop
security
issues.
H
Aggregating
data
from
multiple
sources
can
cause
access,
control
and
data
entitlement
problems.
Analysts
say
another
one
from
2015,
CIOs
still
don't
care
about
Hadoop
data
security.
Hadoop
is
big.
We
won't
go
mainstream
until
it
resolves
its
glaring
security
issues.
The
most
recent
one
was
from
2017
January
of
2017
s,
hackers
said
to
target
and
wipe
data
on
insecure
Hadoop
installations
and
there's
been
attempts
at
hacking.
Some
of
these
big
data
sets
so
I
would
encourage
a
halt
on
the
vote
of
this.
H
How
we
are
going
to
share
the
data
who
will
be
seeing
the
data
and
instead
of
through
it,
you
know
hidden
in
a
privacy
policy
somewhere.
Have
it
be
up
front?
These
are
the
folks
who
will
be
accessing
the
data.
These
are
the
folks
who
will
not
have
access
and
if
they
have
access,
there's
gonna
be
some
consequences.
H
Things
like
that
I
really
am
very
concerned
about
this
I,
don't
know
if
it's
a
juncture
of
voting
at
this
point,
but
please
make
sure
that
these
security,
clear
violations
that
have
already
happened,
are
going
to
be
taken
care
of
before
there's
any
kind
of
approval
at
a
citywide
level.
Thank
you.
Thank.
A
You
Roxanna
we're
just
a
we
would
be
approving
their
report,
we're
not
approving
any
anything
in
additional
to
that.
So
rest
assured
that
the
team
is
diligently
exploring
all
options
in
terms
of
how
to
have
a
robust
policy
but
of
a
privacy
policy
in
how
that's
implemented.
So
any
other
questions,
if
not
I
like
to
get
a
motion.
B
A
G
Thank
you
for
this
meeting
today
it
was,
it
was
informative.
Oh
I'll
be
really
looking
forward
to
April.
It's
my
real
hope
that,
with
the
IOT
program,
things
seemed
a
little
off
this
month.
I'm
hoping
this
can
really
be
a
year.
I've
been
really
trying
to
stress
and
emphasize
we
things
like
the
technology
ordinance.
It
can
really
create
a
an
openness
with
the
community
that
that
the
City
Council
and
the
police
chief
himself
has
been
saying
that
he's
they
can't
quite
bridge
and
connect
and
they've
been
looking
for
ways
to
do.
G
This
I
think
the
technology
ordinance
is
a
is
a
really
nice
way,
and
it's
just
one
of
them
several
ways.
Suppose
you
know
models
and
structures
that
can
help
your
city
make
a
more
open
in
public
process
for
yourselves
and
everybody
and
make
this
a
good
process
for
for
all
of
us,
and
this
includes
the
IOT
plans
coming
up
in
April
and
just
this
entire
year.
I
just
hope
can
be
a
way
that
we
can
begin
to
talk
about
better
connections
and
and
Trust
connections,
ways
better
ways
to
trust.