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A
C
A
D
Thank
You
chair
so
good
afternoon,
committee
members,
mr.
chair
members
of
the
public
and
city
staff,
dolan
Bekele,
here,
director
of
the
office
of
civic
innovation,
joined
here
at
the
Dyess,
with
smart
city
manager,
reginae
Nair
and
from
the
office
of
economic
development.
Sal
Alvarez
continuing
my
commitment
to
chair
dieppe
to
provide
more
infotainment
at
this
committee.
It's
time
for
our
first
ever
Smart
City
road
map
committee
quiz.
This
quiz
is
directly
related
to
the
agenda
items
and
should
help
foster
some
innovation
and
out-of-the-box
thinking
by
our
committee
members.
D
So
for
the
first
of
our
two
quizzes,
what
do
these
three
things
have
in
common
devil's,
Postma
and
devil's
Postpile
National,
Monument,
WWE,
superstar,
Dwayne
Johnson
and
the
autonomous
vehicles
first
and
last
mile
pilot
anyone
Bueller
Jones
anyone
they
are
all
big
rocks
all
right
council
member
Davis
is
analyzing.
The
data
she's,
seeing
trends
in
the
patterns
and
I
think
she's
gonna
get
the
next
one.
D
Okay
with
that
exhilarating
exercise,
let's
walk
through
our
agenda.
What
you're
starting
to
see
here
emerge
is
a
more
standard
agenda
on
a
monthly
basis
that
will
always
provide
a
Smart
City
Road
map
update
a
highlight
of
a
small
wonder
project.
In
this
case,
it
will
be
our
startup
in
the
residence
a
highlight
of
a
big
rock
in
this
case,
it'll,
be
our
economist
vehicles
and
a
demonstration
associated
with
a
small
wonder
or
a
big
rock,
in
which
case
this
will
be
the
demonstration
of
our
street
light
banner
platform
that
you're
gonna
see
today.
D
So
this
is
the
agenda
we'll
go
through
we'll
start
off
with
an
irregular
update
of
the
smart
city
roadmap
by
regin
e
will
be
joined
by
the
chief
information
officer,
Rob
Lloyd,
to
give
us
an
IT
strategic
plan
update
and
an
audit
updates
those
topics
generally
a
little
more
dry,
so
we'll
bookend
the
demonstration
with
the
autonomous
vehicle
strategy
update
from
from
Jill
north
and
the
Department
of
Transportation.
So
having
said
that,
I'm
gonna
turn
the
presentation
on
roadmap
reporting
over
to
smart
city
manager,
reginae
Nair,
all.
E
E
So
last
month
we
presented
to
the
committee
the
status
of
38,
high-priority
projects
identified
on
the
smart
city
roadmap.
These
high
priority
projects
include
both
the
IT
roadmap
and
also
the
innovation
at
scale,
which
is
now
famously
known
as
our
big
rocks
and
just
a
quick
recap.
The
projects
are
prioritized
from
left
to
right,
as
demonstrated
on
the
eye
arrow
diagram
shown
below.
E
Basically,
the
project
status
have
remained
relatively
the
same
as
last
month.
There
is
one
change,
and
that
is
for
the
business
tax
system
project,
where
it
has
changed
from
red
to
grey.
The
great
status
is
a
new
color
that
we've
added
and
that
really
just
refers
to
if
a
project
is
put
on
hold,
for
you
know
just
justified
reason,
and
so
I
will
be
providing
some
details
as
what
are
some
immediate
next
steps,
particularly
for
that
project
and
also
the
other
projects
that
are
red
status
as
well
for
the
month
of
April.
E
So,
at
the
moment,
minimal
change
has
happened
since
the
March
since
a
month
of
March,
but
you
know
there
is
something
that
what
we're
learning
some
of
these
projects
are
contingent
upon.
The
support
that
we
need,
through
the
procurement
process
or
through
specialized
type
of
expertise,
is
in
order
to
move
these
projects
forward,
so
so
this
has
been
really
fruitful
for
us
to
really
highlight
those
issues
and
address
those
roadblocks
as
soon
as
possible.
E
My
San
Jose.
So
there
is
one
new
issue
that
did
occur
last
month,
and
that
was
one
of
the
key
personnel
who
was
part
of
that
project
departed
from
the
city
and
again
this
was
referring
to
the
special
expertise
that
we
need
to
move
these
projects
forward.
However,
the
that,
for
this
month,
the
action
items
that
we
are
dead
dedicated
to
move
forward
with
is
issue
a
change
order
to
work
with
the
consultant.
That's
been
helping
with
this
project
ast
to
continue
to
provide
the
support
and
development
of
app.
E
Also
IT
has
been
supportive
in
adding
you
know,
additional
support
and
a
tip
to
do
the
release
for
the
1.7
and
then
also
we,
the
team
is
really
going
to
reevaluate
the
project,
approach
and
schedule
based
on
the
hiring
and
procurement
requirements
needed
and
then
also
we
are
starting
the
process
for
a
new
project
manager
for
to
support
with
the
technical
side.
So
the
data
strategy,
we
have
been
very
successful
in
finding
candidates
through
the
fuse
fellow
program
and
fresh
off
the
press.
F
D
One
of
the
major
drivers
of
the
chief
data
officer
is
to
work
on
our
Bloomberg
certification
criteria.
One
of
the
priorities
that
mayoral
Accardo
and
Dave
site
city
manager,
Dave
Sykes
agreed
to
is
for
the
city
to
achieve
a
Bloomberg
certification,
and
when
you
achieve
Bloomberg
certification,
it
means
up
to
five
million
dollars
a
year
in
grants
to
help
community
benefit.
Currently,
we've
received
over
two
million
for
our
climate-smart
program,
helped
prove
improve
our
carbon
emissions
and
become
aligned
with
with
the
Paris
Accords.
E
Thanks,
so
that
our
next
one
is
the
IT
infrastructure
modernization
project.
So
we
have
been
working
very
closely
with
the
purchasing
division
to
finalize
the
contract
so
that
the
project
team
can
move
forward
in
starting
it
and
then
also
keeping
in
collaboration
what
they
are.
The
vendors
who've
been
selected
for
the
RFP
so
that
they
can
still
maintain
the
discounts
and
also
the
project
team
is
available,
and
then
they
will
once
that's
all
finalized
they'll
do
the
kickoff
as
soon
as
a
contract
sign.
E
The
city
will
be
meeting
with
the
side,
Union
High
School
District-
to
discuss
next
steps.
So
the
project
that
that
I
identified
earlier
that
was
of
great
status
was
a
big
business.
Tax
system.
Sorry
got
excited
here,
okay,
so
this
one
is
put
on
hold
primarily
so
that
the
team
could
focus
on
the
business
tax,
amnesty
project,
and
once
that
is
completed,
they
will
you
know
they
want
well,
actually,
not
necessarily.
E
Once
that's
completed
during
this
month
of
April
they're,
going
to
at
least
reflect
and
memorialize
some
of
the
next
things
that
lessons
learned
from
RFP
that
was
issued
for
the
business
tax
system
project
and
see
how
they
use
that
to
implement
for
the
the
new
RFP
later
on
in
q1
of
2020.
And
then
they
will
go
with
a
recommendation
to
Council
in
later
on
the
fall
of
2020.
E
They
definitely
need
to
have
an
approved
budget,
a
dedicated
team
staff
and
then,
if
required,
a
contract
which
that
will
define
a
scope
of
work
and
a
schedule.
So
these
are
the
criteria
so,
but
some
of
these
have
been
moving
forward
and
you
know
so
we
will
keep
that
keep
the
committee
part
up
to
date
and
then
also
what
what
we
do
intend
to
do
is
by
August.
E
We
will
refresh
the
roadmap
that
you
saw
earlier
in
the
presentation
with
these
new
projects,
so
will
be
added
to
the
38
that
are
currently
going
on
so
so.
The
last
part
of
the
smart
city
roadmap
is
our
Small
Wonders
and
we
are
evolving
this
format,
so
it's
very
similar
to
our
high
priority,
big
rocks
projects
and
just
and
it
what
has
been
really
helpful
is
to
recognize
areas
where
we
can.
You
know,
deliver
projects
that
are
small
time
box
and
have
a
quick
result.
E
So
so
we
will
be
continuing
to
evolve
this
we're
working
closely
with
the
mayor's
office
of
innovation
and
technology
as
well,
so
I'm,
sorry
technology
and
innovation
and
are
working
to
see
how
we
can
make
this
more
challenged
base
and
so
we'll
keep
you
posted
as
we
move
forward.
So
in
the
interim,
these
projects
are
currently
in
execution
and
you
will
be
hearing
one
of
our
highlighted
stories,
which
is
one
of
the
startup
and
residence
program
project,
which
is
a
street
banner
online
reservation
and
asset
management
platform
project.
So
before
I
give
Sal
the
mic.
E
How
can
we
enhance
our
demonstration
policy
really
helped
us
kind
of
formulate
a
a
turnkey
solution
where
we
can
help
expedite
the
procurement
process
and
where
we
can
take
an
idea
and
demonstrate
it
for
free
and
if
the
proof
of
concept
works,
then
we
can
go
into
a
contract,
and
so
this
has
been
a
really
great
opportunity
for
us
to
really
vet
out
that
idea.
So
San
Jose
is
one
of
22
cohorts,
so
the
2019
star
program,
and
so
we
are
currently
working
on
four
challenges
that
you
see
there.
E
So
the
housing
department
has
initiated
and
you,
hopefully
you
will
get
to
hear
their
great
story.
It's
the
affordable
housing
compliance
system.
Public
works
department
is
working
on
a
compliance
management
tool
which
really
works
on
a
lot
of
the
labor
compliance
requirements
that
are
needed
and
then
also
the
office
of
emergency
management
and
housing.
E
They're
developing
a
disaster
response
platform
which
I
hope
in
June,
you
guys
would
be
able
to
hear
that
story
very
fascinating
and
then,
last
but
not
least,
our
Office
of
Economic
Development,
which
is
which
you'll
hear
is
the
online
street
banner
asset
management
and
booking
system.
So
without
further
ado,
I'm
going
to
turn
the
mic
to
Sal
and
apoo.
Who
is
the
lonely
gentleman
out
there
in
the
back
of
us
so
give
it
away
and
they
will
tell
their
story.
Thank
you.
Thank.
C
You
Reggie
neat,
my
name
is
Stella
or
ISM,
with
the
office
of
economic
development.
I
manage
the
our
streetlight
banner
program,
citywide
slide
and
I'm
also
pleased
to
be
here
to
share
our
story
along
with
up
who
Kumar
from
a
lot
of
data.
So
basically
we
have
about
a
thousand
street
light.
Pole
banner
hardware's
place
sets
in
place
throughout
the
city,
most
you're,
mostly
familiar,
probably
with
those
that
are
in
downtown,
which
the
photo
features
and
I
receive
about
between
25
and
30
applications
a
year.
C
So
every
other
week,
I'm,
probably
touching
some
type
of
application
for
banners.
They
typically
come
in
in
in
bunches,
because
we
have
seasons
for
banners
as
well
and
we
actually
have
one
DoD
staff
person
who
actually
goes
and
installs
removes
anywhere
between
1700
and
2000
banners
a
year
and
four
campaigns
that
are
small
as
eighteen
to
as
large
as
300
plus
banners.
And
what
we're
seeing
is.
C
We
have
a
community
continued
demand,
an
interest
in
their
banner
program,
so
we're
actually
getting
more
requests
through
the
sans,
a
beautiful
grant
program
where
community
groups
are
saying
we
want
a
banner
or
highlight
our
our
community.
So
Berryessa,
for
example,
is
one
of
those
groups
that
is
requested.
Banners
out
in
your
district
also
we're
looking
at
evergreen
right
now.
We've
done
some
in
downtown
as
well
like
in
the
lake
house
district
and
what
I
found
given
banners
are
this.
C
So
this
is
particularly
my
challenge,
so
I
typically
have
just
paper,
so
our
system
is
basically
completely
paper
driven.
We
have
to
download
a
PDF
37
page
PDF.
For
this,
for
example,
is
the
Apple
Worldwide
Developers
Conference
application,
so
Apple
had
to
go
through
by
hand
markup
Maps,
the
maps
aren't
always
accurate.
We
have
to
go
through
and
fix
them
and
so
and
then
imagine
Apple
sharks
banham
a
Clio.
C
All
these
banners
coming
in
all
at
the
same
time
and
season
trying
to
figure
out
who
gets
what
locations
and
so
and
we're
also
trying
to
figure
out
as
well
is
given
all
of
our.
Our
banner
hardware
are
on
street
light
poles.
We
also
have
the
telecom
small
cell
deployment.
That
is,
you
know,
is
likely
to
impact
our
program
as
well
and
so
we're
trying
to
navigate
those
as
well
so
right
now,
an
applicant
who's,
a
returning
applicant
like
say
fanime
or
the
Sharks-
can
reserve
locations
two
or
three
years
in
advance.
C
There's
no
requirement
for
deposit
at
this
point
in
time.
So
you
know
they're,
reserving
without
a
deposit.
The
current
fees
that
we
charge
are
strictly
for
a
DoD
staff
time
for
installation
and
removal.
It's
not
based
on
the
duration
for
how
long
their
banners
are
up.
So,
if
your
banner
is
up
for
a
week,
you
pay
the
same
as
someone
who
has
their
banner
up
for
a
month
right
now,
there's
no
application
fee.
C
So
my
time
of
that
I
spend
to
go
through
and
review,
coordinate,
there's
there's
no
capture
for
that,
and
then
also
our
invoices
are
still
paid.
They
basically
be
a
mail-in
check,
so
anyways
and
then
so.
I
know
that
d-o-t
and
Public
Works
have
been
rolling
out
on
ArcGIS
platform
and
we
actually
do
t
staff
actually
tempted
to
try
to
create
something
in
that
platform.
For
us,
it's
just
not
designed
to
do
the
multiple
different,
tricky
things
times:
locations
interface.
C
You
know
with
public
this
really
mainly
a
staff
tool
for
us
to
manage
our
assets
and
so
really
what
we're
looking
forward
to
is
really
a
modernization
of
our
banner
management
program
and
really
what
we're
looking
to
do
is
create
better
clarity
for
our
applicants
and
then
operational
efficiency
for
staff,
and
so
really
it's
going
to
help
us.
Allow
applicants
to
see
reservations
and
staff
in
real
time,
we'll
provide
an
option
for
point
of
sale
for
a
portal
so
that
we
can
actually
collect
payments
electronically.
C
One
thing
I'm
excited
about
is
being
able
to
track
and
see
which
you
know
which
locations
are
being
used
the
most.
So
we
can
figure
out.
Are
they
in
the
right
places
in
our
city
and
and
deploy
them
more
efficiently,
and
then
we're
getting
more
and
more
questions
for
more
sort
of
sophisticated
applicants?
C
Asking
for
how
many
impressions
did
my
banner
have
or
evaluating
whether
we
want
to
reuse
this
system
in
the
future
for
our
convention
or
event
or
whatever,
and
so
right
now
we're
basically
using
the
hose
on
the
street
average
daily
traffic
count
d-o-t
data
to
kind
of
figure
out
how
many
people
possibly
might
have
seen
their
their
their
banners
and
then
really
what
we're
I'm,
also
excited
about
in
the
Office
of
Economic.
Development
is
really
using
the
data
and
for
impressions
and
dwell
time
to
get
a
better
understanding
of
the
value.
C
To
help
me
sort
of
understand
all
the
different
various
workflows
that
I
touched
throughout
the
city
and
different
departments.
I'm,
not
one
workflow,
there's
multiple
workflows
that
we
do
and
so
helping
having
him
help
me
think
through.
That
has
been
very
helpful.
A
lot
of
data
came
to
us
because
they
managed
billboards
around
the
world
and
they
sort
of
thought
of
our
our
banner
programs
as
miniature
billboards,
and
so
they
have
a
platform
that
manages
billboards.
C
C
Lessons
learned
I
was
expecting
to
get
a
no
from
our
finance
department
to
see
if
we
can
actually
use
credit
card.
You
knows
to
collect
payments
and
I
was
I
learned
very
quickly
that
no
there's
no
problem
with
that
and
I
also
learned
that,
through
the
bank
challenge
for
other
departments
to
do
that
is
we
have
to
have
a
portal
on
our
web
page
or
for
the
department.
Actually
they
can
go
click
and
say
pay
here
and
so
I
think
you
know.
C
We
can
then
also
trigger
an
automated
response
to
telecom
providers,
saying
this
pole
is
being
reserved
for
a
banner
and
and
it
may
be
shut
off
in
the
next
15
days
or
whatever
it
is.
Our
requirement
is
to
notify
them,
so
we
can
do
that
in
an
automated
way
and
then
also
by
using
the
cellular
geo
temporal
data,
we're
going
to
be
able
to
see
and
get
a
better
sense
of
how
many
people
are
actually
moving
about
in
our
in
our
city.
B
B
So
city
is
an
online
platform,
it's
hundred-percent
cloud-based
and
you
can
access
it
through.
Our
website
city
da
di
san
already
has
an
account
on
the
platform.
Every
city,
user,
every
customer
user
would
have
an
account
on
the
platform,
so
that
makes
it
very
easy
to
sign
into
city
directly
through
your
browser.
B
So
when
you
sign
in
you
arrive
at
the
map
of
San
Jose,
the
colors
represent
the
people
density
in
different
parts
of
the
city.
You
would
have
access
to
all
your
banners,
so
in
this
case,
Sal
has
access
to
over
1,000
banners
and
billboard
locations
right
here
on
the
map
in
City
the
bright
green
circles.
They
represent,
as
you
zoom
into
the
map.
They
represent.
The
street
light
pole.
B
Locations
that
you
could
attach
banners
to
the
platform
is
interactive,
so
you
can
explore
the
banner
locations
directly
on
the
map
you
can
search
through
the
inventory
of
available
locations.
You
can
just
type
in
a
street
name
or
an
intersection
name
or
or
even
a
venue
name
to
find
the
banners
that
are
relevant
to
those
locations.
B
The
tool
brings
back.
The
list
of
banners
are
also
the
dimensions
for
the
banners
at
each
location
and
and
also
how
they
relate
to
the
different
things.
On
the
map
like
building
structures,
parks
and
roadways,
you
can
explore
all
the
creatives
and
the
campaigns
or
campaigns
that
are
currently
active
in
the
platform
you
can
search
by
organizations
like
NHL
San
Jose
equates
faster.
B
Creating
a
new
street
light
banners
campaign
is,
is
a
is
a
really
simple,
straightforward,
four-step
process,
so
you
would
set
your
company
your
campaign
name.
You
would
then
select
the
organization,
and
mostly
that
would
be
Otto
defined.
Add
a
short
comment
about
what
this
campaign
is
and
then
you
would
select
the
dates
for
your
campaign.
So
for
this
test
campaign
we
are
going
22nd
through
the
2020.
Sixth,
the
this
filters,
the
streetlights
based
on
the
dates
and
only
displays
the
polls
that
are
available
for
that
campaign.
B
So
now,
if
you
want
to
select
locations
near
the
SA,
P
Center,
you
can
type
that
in
and
that
will
bring
up
the
poles
near
ASAP
Center.
As
you
select
the
poles
on
the
map
and
you're,
adding
them
to
the
campaign,
they
turn
yellow
on
the
map.
So
you
know
exactly
where
your
campaign
is
gonna
run
step
3
will
require
you
to
associate
a
creative
with
your
campaign.
So
that's
easy
to
do
and
the
final
step
is
to
pay
a
deposit
to
reserve
the
campaign.
B
The
total
cost
for
your
campaign
is
automatically
calculated
based
on
the
number
of
poles
and
a
10%
deposit
can
be
paid
online
with
a
credit
card,
and
just
like
that,
you
have
a
new
campaign
in
the
system.
Of
course,
the
campaign
needs
to
be
approved.
The
the
creative
needs
to
be
validated.
So
all
of
those
steps
need
to
happen.
These
happen
offline
and
then
email
alerts
are
sent
out
to
the
users.
B
So
now
you
could
potentially
have
hundreds
of
campaigns
running
on
the
street
light
poles
throughout
the
city,
but
how
many
people
really
passed
by
these
poles
and
and
potentially
saw
these
banners.
So
that's
where
campaign
analytics
comes
in,
you
can
zoom
in
to
view
the
banner
locations
and
click
on
the
surrounding
area,
and
we
can
tell
you
a
quick
count
of
the
people
in
that
area
by
day
of
week
and
also
by
hour
of
day.
B
So
this
data
is
completely
anonymized,
aggregated
privacy
compliant
and
such
deep
data
analytics
will
help
the
city
to
establish
value
of
these
streetlight
banners
understand
which
banners
and
in
which
neighborhoods
offer
higher
visibility
and
potentially
charge
a
premium
for
such
banners.
This
also
helps
to
bring
in
new
customers
into
the
platform
and
grow
the
overall
banners
program.
B
D
Great
thanks,
Justin,
just
to
close
close
that
off
I
know
we
combined
kind
of
two
topics:
the
road
map,
stoplights
Deus
Report,
which
is
always
thrilling
and
exciting,
with
an
actual
demonstration
and
with
the
mayor
coming
in
late.
I,
also
think
it's
important
to
remind
that.
This
was
part
of
our
startup
and
residents
small,
wonder
project.
One
of
the
small
wonders
that
the
quiz
that
council
member
Davis
won
earlier
today,
so
for
an
enrollment
fee
of
basically
fifty
thousand
dollars
into
the
ster
fund.
D
Now
that,
basically
average,
you
know
a
cost
of
12,000
dollars
the
value
that
we
got
for
this
for
this
demonstration
and
that's
just
one
of
four
projects
that
from
the
stirrup
program,
the
Small
Wonders
projects,
if
you'll
continue
to
see
throughout
the
next,
at
least
in
June,
we're
going
to
be
coming
back
with
one
as
well.
So
so
with
that
we'll
turn
it
back
to
cheer
D
up
for
questions
about
the
road
map
or
about
the
street.
The
small
wonder
like
banner
program.
G
C
H
Digital
billboards
is
going
to
be,
is
gonna
require
an
RFP
for
operation
and
maintenance
of
the
electronic
billboard,
so
that
will
have
to
a
whole
new
process.
The
the
consultant
will
be
able
to
be
into
that
if
they
are
able
to
do
such
a
process,
but
the
RFP
will
describe
exactly
what
we
will
need
for
digital
billboards,
but
it's
not
related
to
the
banner
project.
G
Okay,
but
the
management
of
reserving
the
space
and
the
time
will
that
be
on.
Well,
we
have
like
an
omnibus
our
RFP,
because
there's
there's
the
physical
maintenance
of
the
of
the
bit
of
the
digital
billboards,
but
this
is
content
very
similar
to
the
banners
which
is
I
assume
why
a
lot
of
data
was
willing
to
add
in
there.
H
Was
a
little
bit
there,
there
is
a
slight
difference
between
the
banners
and
the
digital
signs.
The
banners
are
more
for
City
events:
it's
not
open
to
advertising
for
third
parties
just
to
advertise.
There
are
sponsors
that
are
identified
in
some
of
the
banners,
but
the
banners
are
more
for
City
events,
and
so
there
is
a
limited
use
of
those
banners
as
opposed
to
the
advertising,
which
is
going
to
be
primarily
off-site
advertising
for
a
variety
of
reasons.
So
the
process
for
the
digital
science
has
not
been
done
yet
they're
still
in
the
process.
H
G
C
So,
as
mr.
Moran
mentioned
so
so
there's
going
to
be
the
basically
pure
off-site
advertising
of
the
public
built
public
billboards,
which
we
may
decide
to
work
with
a
vendor
that
manages
them
through
our
platform.
That's
something
that
we
have
it
that
hasn't
been
determined
yet
we're
still
beta
testing
and
a.
C
So
how
would
so
how
we
did
to
how
we
use
our
platform
to
help
us
think
about
our
electronic
billboards
hasn't
been
in
termina
yet
either.
So
it's
a
part
of
what's
exciting
to
me
about
this.
Is
the
city
having
more
understanding
of
how
many
views
are
actually
happening
on
our
public
infrastructure
and
how
we're
able
to
interpret
the
value
of
that
infrastructure
and
how
we
interact
with
those
vendors
that
are
actually
making
revenue
off
of
our
of
our
infrastructure.
G
Thank
you
and
I
just
see
that
the
potential
to
coordinate
those
activities,
because
when
CFP
was
here,
for
example,
they
they
had
banners.
But
if
we
had
had
digital
billboards
they
would
also
be
using
that
and
I
can
imagine.
The
same
would
be
true
of
you
know
when
Facebook
comes
or
Apple
comes
that
they
would
also
want
to
be
using
that
the
digital
billboards,
and
so
it
makes
sense
if
there
was
some
ability
to
coordinate
that
and
kind
of,
do
it
as
a
package.
G
G
E
G
D
G
I
Lisa
Titan
Oh,
Assistant
Director
of
Finance.
Why
we
had
asked
it
was
red
and
red
status
said
that
what
is
the
term
at
the
bottom
of
the
corrective
action?
I
think
corrective
action.
So
we
did
take
corrective
actions
on
the
project
so
as
opposed
to
having
it
read
for
another
two
years
and
reminding
the
committee
that
we've
taken
the
corrective
action
we
wanted
to
have
its
own
special
status
of
on
hold.
Okay.
G
I
Correct
and
that's
why
the
it's
a
two
year
window,
because
we're
also
we've
moved
over
the
same
resources
that
were
working
on
the
BTS
implementation
are
now
working
on
our
business
tax
amnesty
program
and
then
we
will
issue
the
RFP
and
when
we
can
go
back
to
the
green,
yellow
or
red
status.
Here
we
have
to
have
a
plan,
so
I
figured
that
we'd
have
to
have
already
done
the
RFP
and
procured
a
new
vendor,
and
then
we
can
provide
green
status.
Hopefully,
okay,
thank.
D
Council,
member
Davis
I
think,
first
of
all
the
roadmaps
doing
his
job
because
you
asked
that
question.
The
second
was,
if
you
remember
last
time
when
this
committee
took
place,
we
were
legally
bound
not
to
have
that
discussion
and
we've
passed
that
transition
now
so
now
we
can
have
that
discussion,
which
is
why
it
hadn't
changed
status.
G
A
D
K
J
So
anyway,
I
also
want
to
commend
you
in
terms
of
the
red
status
detail.
Really,
it
answers
a
lot
of
the
questions
that
I
was
going
to
have.
So
thank
you
for
having
them.
There's
almost
like
you
were,
anticipating
you've
been
with
us
so
long
that
you've
been
in
you're
able
to
anticipate
a
lot
of
the
questions
that
we
would
have.
The
only
upgrade
that
I
would
have
to
that.
That
detail
report
is
action
items,
maybe
even
just
further
action
items
beyond
April.
D
A
C
C
So
that's
actually,
where
a
lot
of
data
and
how
they
manage
billboards
and
I
mean
who
could
comment
on
that
further.
But
generally
it's
how
many
people
see
a
billboard,
for
example,
in
a
period
of
time
right,
it
helps
drive
the
cost
of
of
what
the
the
person
pays,
the
vendor
for
that
the
billboard
and
so
right.
Right
now
we're
quite
not
at
that
step.
C
But
we
do
know
that
more
and
more
applicants
or
have
sponsors
on
their
banners,
so
there's
definitely
a
value
to
actually
having
our
event
banners
and
so
and
there's
no,
you
know
there's
no
premium
that
they
would
have
them
for
us,
or
maybe
one
week
or
two
weeks
or
three
weeks
or
four
weeks,
and
so
that's
something
that
those
are
things
that
we
need
to
consider
and
figure
out
how
we
would
implement
through
our
fee
structure.
Okay,.
B
K
I
think
both
about
revenue
generation,
as
well
as
determining
who
gets
to
be
a
winner
or
loser
when
everybody
wants
the
same
poll
at
the
same
time
and
I.
Imagine
location,
also
has
tremendous
impact
on
desirability,
and
so
we
may
want
to
price
that
in
as
well
and
so
I
think
that's
great
I
have
how
long
I'm
forgive
me
because
I
know
I
came
in
late.
Has
this
been
up
very
long
so.
L
L
C
So
we
hope
to
actually
have
it
out
testing
with
most
likely
folks
from
Team
San
Jose
right
some
internal
partners
that
will
use
it
regularly
to
give
us
sort
of
you
know
their
impressions
of
how
you
tell
user
friendly
it
is
and
and
that
transition
there.
One
of
the
folks
have
asked
for
actually
credit
card
payment,
the
most
because
it
is
the
most
and
and
the
cheque
thing
is
presents
challenges.
That's
great.
K
Well,
I'm
glad
we're
listening
to
folks
have
the
interface
with
the
customer,
that's
great
and
I.
You
know,
I
just
think
this
really
demonstrates
how
important
these
small
wonders
are.
You
know
this
could
be
a
significant
revenue
generator,
maybe
not
tens
of
millions,
but
certainly
you
know
we
could
generate
dollars
here
and
in
the
tough
times,
that's
going
to
matter
a
lot
to
us.
It
always
matters
to
us,
given
our
challenges.
Budgetarily
so
is
wonderful
and
really
look
forward
to
seeing
it
up
and
running.
K
You
know,
I
know
that
if
everybody's
in
their
silo,
they're
gonna
think
about
the
problem
of
the
day
and
how
to
fix
that,
but
I
know
you
guys
are
interacting
in
a
broader
ecosystem
where
you
can
actually
identify
not
just
how
to
fix
this
problem
and
how
to
solve
the
problems
of
the
future
and
actually
create
take
advantage
of
opportunities
that
maybe
somebody
who's,
not
thinking
about
at
their
desk
and
so
I
just
hate.
To
think
that
all
this
is
gonna
be
driven
by
what
I
was
trying
to
fix.
Whatever's
broken
at
the
moment.
K
D
Yeah
there
is
Mayor,
so
I
think
there's
there's
two
ways:
we're
gonna
do
that.
First
of
all
we
wanted.
This
is
the
first
time
the
city
has
been
engaged
in
stir,
so
this
was
kind
of
a
iterate
to
improve.
So
we
went
in
with
these
four
projects
and
we
can
certainly
scale
that,
but
we
wanted
to
see
how
it
worked.
The
second
point
is:
is
that
we
as
part
of
the
budget
conversation
we
had,
we
introduced
the
concept
of
a
small
wonders
pipeline
manager.
D
So
right
right
now,
as
you
can
imagine,
we
just
increased
the
number
of
big
rocks
by
30%
based
on
those
ones
that
are
initiating
right.
So
it's
going
to
be
hard
for
Reggie
to
track
51
projects
more
or
less
38,
so
I
think
we
we're
hoping
that
that
Small
Wonders
pipeline
manager
makes
it
through
the
the
budget
conversation
it
was
not
in
the
budget
presented
to
you.
I
was
able
to
say
that
oh
okay.
D
Discussions
with
Margaret
McKay
Han,
okay
to
bring
that
as
part
of
the
conversation
and
and
then
also
we'll
be
able
to
leverage
actually
the
stirrup
program,
there's
22
other
cities
participating
in
stir,
so
we're
gonna
be
able
to
leverage
an
ecosystem.
Hopefully
we'll
get
resources
to
better
think
strategically,
with
the
departments
about
how
to
line
these
things
together
and
hopefully
we'll
get
the
resource
to
be
able
to
do
that.
I.
Think,
as
the
departments
see
I
mean
you
can
see,
Sal's
excitement.
This
is
excel.
D
Looking
excited,
you
see,
Sal's
excitement
I,
think
as
as
we
promote
these,
not
only
here
to
the
committee
but
internally
to
the
other
departments,
about
the
success
or
with
with
basically
a
$12,000
investment,
we're
gonna
get.
You
know
the
ability
to
scale
a
solution
like
this
moving
forward.
I
think
the
department's
will
see
more
value.
So
that's
a
long
answer
to
yes:
okay,.
K
M
M
7
I
think
there's
a
two-year
delay
and
and
the
the
component
that
the
section
of
concern
for
me
was,
or
maybe
it
wasn't
slide
7
if
he
can
go
up
a
little
bit,
the
one
were
talked
about
permitting
system
and
it
shows
some
of
the
where
it
shows
all
the
way
up
to
April.
If
that
makes
sense
there
you
go
so
I
said
delayed
by
over
two
years,
and
so
the
the
what
concerns
me
is
lack
of
coordination
across
several
siloed
teams
and
I
know
it
says
internal
and
external.
M
What
I
found
is
some
of
the
challenges
we
have
at
the
city
are
oftentimes,
because
departments
are
not
talking,
and
so
what
I
was
curious
about.
I
have
two
questions.
One
of
them
is
how
much
of
the
two
years
is
attributed
to
that
particular
lack
of
coordination,
and,
and
how
much
is
that
internal,
as
opposed
to
external,
which
we
don't
know,
is
we
can't
control.
N
Okay,
Marcus
deputy
city
manager
and
just
happened
to
be
late,
coming
from
executive
team
meeting,
focusing
on
just
exactly
this
issue.
The
good
news
is:
we
do
now
have
a
governance
structure
in
place
that
brings
all
of
those
departments
together
and
allows
them
to
collaborate
at
the
executive
level
and
then
at
the
individual
team
level
and
provides
clarity
on
who
gets
to
make
the
decisions
and
move
forward,
because
essentially
what
we'd
had
is
a
system
where
each
department
or
department
head
was
advocating
for
it
made
sense
from
their
perspective.
N
But
there
wasn't
really
clarity
if
those
those
conflicted,
and
so
there
is
now,
and
so,
if
we
look
back,
we
actually
brought
in
Gartner
to
help
us
do
a
retrospective.
A
health
check
on
that
project,
which
is
what
led
us
to
the
reset
and
I'd
be
happy
to
provide
that
Gardener
documentation
to
you.
But
the
blame
was
on
both
sides
of
the
equation,
both
on
the
contractor
side
and
on
the
internal
side.
N
I
would
say
that
a
significant
amount
of
the
delay
was
our
inability
to
make
clear
crisp
decisions
and
then
to
stick
with
those
decisions
in
a
focused
way.
So
I
think
we
bear
a
fair
amount
of
responsibility
and
we,
over
the
last
three
months,
have
taken
serious
steps
to
remedy
that,
but
I
you're
correct
that
it
is
the
cross
Department
of
collaboration
in
this
case,
which
is
one
of
the
key
factors
getting
in
our
own
way.
On
moving
forward
on
that,
thank.
N
N
M
Is
there
any
you
know,
cuz
I've,
I've
heard
of
obviously
the
enterprise
priorities
is
something
that's
being
I
think
rightfully
so
touted
is
a
good
way
for
departments
to
really
work
together
in
a
very
cohesive
manner,
and
so
I
hope
that
things
are
moving
in
positive
direction.
But
does
the
city
manager's
office
have
anything
in
place
to
evaluate
sort
of
how
that's
going?
Interestingly,.
M
The
other
question
I
had
was
around
my
San
Jose
app
I.
Think
that's
we're
trying
to
move
everyone
on
reporting
online,
and
so
this
app
I
think
is
vitally
important
to
that
and
I
think
we
are
not
really
capturing
the
need
of
the
residents
out
there
as
the
as
many
of
them.
Quite
frankly,
can't
read
the
app
because
they
don't
you
know
they
speak
Spanish.
M
They
only
read
Vietnamese
and
such
and
so,
and
so
the
development
of
this
and
moving
it
forward
is
very
important
to
me,
and
so
what
I'm
curious
about
when
the
two
things
that
stood
out
to
me
is
how
we
considered
using
a
few
spello
to
move
this
along
or
or
the
startup
and
residents
I'm,
not
sure
if
those
are
Co.
You
know
if
those
would
work
well
to
try
to
move
this
along,
but
I'm
just
curious
as
to
how
the
these
existing
programs
can
be
used
to
move
that
at
a
greater
speed.
Yeah.
D
I'll,
take
the
first
intercept
of
that
on
my
San
Jose,
so
my
San
Jose
to
dot.
Oh,
the
scope
of
that
is
to
include
multilingual
support,
understand
that
we
have
a
significant
procurement
backlog
and
that's
really
the
the
root
cause
of
the
delay.
Right
now,
with
my
San
Jose
2.0
is
we
have
other
projects
like
cybersecurity
that
place
up
to
the
top,
because
if
we
don't
get
that
done
and
implemented,
the
impact
to
the
city
and
the
community
could
be
huge.
So,
unfortunately,
the
my
San
Jose
2.0
is
in
the
backlog.
D
It
is
not
even
being
worked
yet
due
to
the
procurement
backlog.
So
to
your
first
question
about
not
being
able
to
read
it,
the
multilingual
support
will
be
in
my
San
Jose
thats.
A
key
requirement
in
terms
of
is
that
so
in
terms
of
having
start-up
and
resident
or
a
fuse
look
at
look
at
this
as
the
next
challenge.
I
think
that's
a
good
idea,
we'll
consider
and
and
circle
back
to
okay.
M
D
I,
don't
think
so,
I
honestly
I,
think
because
of
where
it
is.
We
have
to
think
through
the
procurement
path
with
the
start-up
in
residence
and
also
with
our
fuse
fellows.
We
have
a
cycle,
and
this
is
kind
of
out
of
out
of
cycle
with
that.
However,
since
it
doesn't
have
an
exit
from
the
procurement
process,
it
could
very
well
line
up
with
our
fall.
If
you
fuse
fellowship
schedule-
and
we
can
definitely
look
at
that-
and.
N
Then,
just
in
the
in
the
details
for
a
moment,
I
wanted
to
share
some
of
the
findings
that
Michelle
tongs
team
has
come
up
with
that
I
found
were
particularly
interesting
around
language.
She
actually
had
some
of
her
team
who
our
user
experience,
experts,
Neera
and
Julie
out
and
doing
user
research,
and
rather
than
just
speculating
about
how
do
people
use
or
not
use
the
tool
based
on
multi-language,
watching
people
use
or
not
use
the
tool.
They
were
out
at
the
flea
market
and
they
spend
several
days
out
there.
N
Having
people
interact
with
the
actual
tool
and
mock-ups,
and
one
of
the
things
they
found.
Is
that,
to
their
surprise,
is
that
the
design
of
the
tool
and
the
simplicity
of
the
tool
have
as
much
of
an
impact
on
say,
non
English
speakers
ability
to
use
it
as
whether
it's
in
their
native
language
or
not,
so
that
you
can
actually
get
a
tool
that
can
be
used
by
a
primary
speaker.
N
Primary
Vietnamese
speaker
if
your
design
is
beautiful,
elegant
and
you're,
using
icons
that
are
clear
and
buttons
that
make
sense
and
that
the
language
in
some
cases
is
actually
not
insignificant
but
secondary
to
the
eloquence
of
the
design.
And
so
that,
though,
some
of
those
findings
are
already
being
incorporated
in
the
current
revisions.
Just
to
try
to
make
it
more
well
designed.
So
the
regardless
of
what
the
language
is,
you
don't
actually
have
to
read
as
much.
N
You
just
interact
with
it,
and
you
see
this
already
on
some
of
the
best-in-class
apps
that
are
out
there.
There
are
not
entirely
language
agnostic,
but
you're
able
to
do
them
without
necessarily
having
to
go
deep
into
into
language.
The
other
thing
we
found
about
language
is
that
plain
English
is
really
valuable.
We
often
do
jargon
we
do
acronyms.
We
have
complicated
ways
of
speaking
and
whether
or
not
you
are
a
speaker
of
another
language,
simplifying
the
English
dramatically
increases
the
usability
of
the
app.
N
M
You
I
appreciate
that
I
think
that's
valuable,
yeah,
I
guess
one
of
my
just
underlying
concerns
and
I
think
you've
sort
of
alleviated
that,
to
a
certain
extent,
is
what
I
wouldn't
want
to
see
is
that
this
gets
put
in
the
back
burner
simply
because
it's
just
not
a
priority
right
and
so
I
didn't
know
if
it
was
just
a
matter
of
resources
or
exactly
what
it
was.
But
I
know
it's
it's
a
complicated
challenge
and
I'll
leave
you
with
this.
M
So
my
team
is
in
the
process
of
scheduling
what
we
call
a
Department
of
Transportation,
Town,
Hall
and
part
of
what
we're
going
to
get
in
Spanish
for
Spanish
speakers,
and
so
what
we're
gonna
be
doing.
Is
we're
gonna
be
showing
folks
how
to
use
of
my
San
Jose
app,
but
we
got
it.
We
got
to
do
it
in
English
and
so
very
much
curious
to
see
how
how
that
plays
out,
giving
someone
what
you
guys
found
at
the
flea
market
and.
A
D
The
bottom,
the
bottom
line
would
be
yes,
you
know
we
if
we
look
at
some
of
the
impacts
of
cross
department
coordination
and
the
need
to
manage
these
big
rocks
and
small
wonders
across
multiple
departments.
It
is
a
challenge
for
one
person
to
do
that
in
a
timely
and
effective
manner.
So
we
we
did
ask
for.
In
the
budget
conversation
we
have
asked
for
an
additional
resource
to
take
that
more
strategic
view
of
the
small
wonders.
What
I
think
the
mayor
was
getting
to
was
rather
than
a
bottoms-up
department
view.
D
A
With
that
software,
it
seems
remarkably
similar
to
me
to
what
we
had
for
the
the
small
cells
maps
with.
Would
we
like
it
were
to
adopt
it
and
expand
it,
but
it
seems,
like
city
has
more
functionality
than
the
demonstration
we
saw.
I
mean
it's
just.
We
saw
five
minutes
of
it,
but
from
what
I've
seen
it
seems
like
it's
more
functional
than
what
we
saw
a
few
few
meetings
ago.
Is
this?
Is
there
redundancy
in
this
or
could
we
expand
City
or
one
of
the
other
to
serve
both
purposes?
Yeah.
D
They
were
under
different
timeframes
and
different
sets
of
users,
and
so
I
think
that
the
underlying
data
is
actually
overlapping
because
in
the
small-cell
permitting
application
that
you
saw,
we
actually
did
have,
which
light
poles
had
banners
on
them.
So
there's
there's
some
data
integration
that
that's
taking
place
or
is
gonna,
take
place.
I
think
that
one
of
the
things
that
Matt
leche
will
be
doing,
who
kind
of
leaves
the
city's
GIS.
D
As
rationalizing
that
I
think
that,
based
on
the
user,
space
will
probably
keep
them
separate,
but
will
certainly
try
to
maximize,
but
at
the
end
of
the
day,
they're
both
pointing
to
GIS
data
and
we'll
make
sure
that
we
maximize
that
and
don't
create
two
siloed
applications,
but
they
they
have
different
sets
of
users
and
so
we're
gonna
integrate
on
the
same
data.
So
we
don't
have
data
redundancy,
but
we'll
probably
have
two
sets
of
applications
still
and.
N
What
you
didn't
see
behind
the
behind
the
hood
on
the
small
cells
is
it's
a
much
heavier
weight
permitting
because
of
the
electrical
review,
the
structural
review.
All
of
that
that's
necessary
versus
the
banners
are
not
nearly
as
technically
complex
and
so
yeah.
There
is
an
overlap
on
the
data,
but
at
this
point
it
at
this
point
it
makes
sense
to
keep
them
as
separate,
though
I
think
they
should
look
at
some
point
of
learning
from
one
the
other
and
see
whether
we
can
scale
okay.
A
The
user
interface
on
this
one
seems
seems
pretty
friendly.
I
just
had
a
question
for
the
city
representative.
So
in
your
presentation
or
your
demo,
you
said
you
somebody
can
look
at
how
many
people
are
walking
by
at
that
area,
looking
at
the
billboard
or
the
or
the
banner,
and
it
almost
seems
like
real-time.
So
how
does
one
capture
that.
B
It
is,
it
is
lagging
by
about
24
to
48
hours,
so
in
its
it's,
not
nearly
real-time,
that
data
comes
through
a
variety
of
sources,
so
we're
looking
at
perhaps
Wi-Fi
data
we
might
be
looking
at
small
cell
data.
We
might
be
looking
at
mobile
app
data,
and
all
of
this
is
completely
anonymized
as
and
there
is,
there
is
no
user
information
or
customer
information
coming
through
and
it
is
anonymized
aggregated
clustered
and
all
you
see
is
a
heat
map.
A
So,
basically,
brain
walk
around
my
cell
phone
I'm
being
not
being
tracked
but
I'm,
giving
a
signal
that
you
know
I'm
on
the
network,
and
so
we
know
how
many
people
are
on
a
network
or
something
basically,
some
such
thing.
Yes,
right,
okay,
all
right!
Thank
you
any
further
questions.
If
not,
can
we
get
a
motion
to
accept
the
report
all
in
favor
all
right
that
passes?
Emotion,
all
right,
we'll
move
on
to
the
next
item.
D
Yes,
so
good
afternoon,
Council
and
public
again
Dolan
Bekele
here
to
introduce
rob
Lloyd.
This
committee
back
in
2017,
approved
the
the
strategic
plan
for
IT
for
the
IT
department
and
they
report
back
every
year
to
share
the
progress
on
these
efforts
and
where
adjustments
occurred
and
where
priorities
evolve.
O
Afternoon
committee
chair
mayor
could
be
members
and
members
of
the
public
Rob
Lloyd
CIO
for
the
city
of
San
Jose.
We're
actually
very
excited
to
bring
this
to
you
as
Dolan
mentioned.
This
is
the
entrance
of
the
last
leg
of
our
three-year
strategic
plan
that
council
approved
in
2017,
and
so
it
is
the
the
second
to
last
where
we
left
our
IT
heroes
story,
and
it
is
the
story
of
a
lot
of
IT
and
partner
work.
O
Where
we
began
with,
was
a
clear
vision
with
council
council
in
2016
said
that
technology
should
no
longer
be
a
cost
function
and
a
back-office
function.
It
should
be
a
strategic
asset
and
that
was
to
accomplish
the
goals,
high-level
goals
of
being
a
user
friendly
city,
a
sustainable
city,
inclusive,
safe
and
also
something
unique
to
San,
Jose
and
part
of
Silicon.
Valley
culture
and
DNA
is
an
experimental
piece
where
we
should
be
able
to
try,
learn
and,
as
council
mayor
said,
fail
forward.
O
That
takes
traditional
government
processes
that
are
exhausting
bureaucratic,
ignorant
of
the
kind
of
experience
of
people,
one
that
is
built
around
customer
experience,
clean
and
agile
processes,
speed
and
an
engaged
workforce.
And
so
there
are
three
components
to
what
we've
been
talking
with
council
and
the
committee
about,
and
so
you've
heard
the
smart
cities
roadmap.
You've
heard
about
the
smart,
the
small
wonders
and
then
there's
the
IT
strategic
plan
approach
that
that
council
asked
for
and
required
of
us
in
2016.
To
complete
and
to
be
clear.
O
This
is
the
focus
on
the
IC
IT
strategic
plan
portion
of
our
work
for
history.
We
did
have
a
method
to
our
madness
and
we
had
a
very
thorough
process
in
terms
of
how
we
went
about
saying:
where
are
we
with
technology
and
marrying
the
anecdote
and
grounding
it
in
reality
and
saying
what
are
people's
experience?
What
are
their
frustrations?
What's
the
input
that
we
would
need?
O
What
are
the
resource
pictures
that
we're
gonna
have
to
paint,
so
we
can
create
an
image
and
a
clear,
clear
mission
for
ourselves
on
what
it's
going
to
take
to
build
that
next
IT
organization
that
we
asked
for,
and
we
also
grounded
that
around
a
couple
realities.
So
we
had
frozen
IT
and
the
organization
through
the
decade
of
deficits
into
circa,
2006,
2007
and
and
really
had
made
no
investments.
The
audit
report
painted
the
same
picture
in
terms
of
staffing
and
funding.
O
It
was
one
of
the
last
two
departments
to
still
be
at
that
deficit
level.
The
rest
of
the
organization
kind
of
had
to
had
emerged
out
of
that.
The
other
thing
we
realized
is
from
that
point.
We
saw
three
years
ago
or
two
and
a
half
years
ago,
is
the
picture
for
technology
and
the
use
of
technology
and
the
demands
for
both
our
public
and
our
organization
was
changing
drastically.
O
So
we
are
coming
from
this
PC
era
into
the
mobile
era,
and
then
we
saw
the
IOT
smart
cities,
the
Internet
of
Things
in
smart
cities,
era
as
a
whole,
new
quantity
and
scale
of
problems
and
and
opportunities
and
and
in
the
smart
city
vision
accounts
will
correctly
call
that
out.
So
this
is
the
point
in
time
where
we
have
to
make
that
bold
investment
and
that
very
clear
and
concerted
investment
to
be
ready
for
what's
possible
ahead
of
us.
O
But
another
way
to
say
that
is
we
were
going
to
come
roughly
13
years
of
progress
in
three
years.
In
some
ways,
that's
an
advantage
because
you
have
Greenfield
there.
There
was
nothing
to
hold
us
back
in
certain
spots
in
other
spots.
There
there
was
really
old
stuff
that
in
some
ways,
was
perversely
secure
because
no
one
remembered
what
it
was
and-
and
but
ultimately
it
wasn't
allowing
us
to
to
have
a
cross
domain
enabled
environment
that
the
city
could
say
that
it
needs.
O
Another
thing
that
we
saw
very
clearly
was
the
concept
of
tech,
debt
and
IT
same
as
any
other
asset
is
one
that
you
have
to
invest
in
right.
So
if
it's
like
a
bridge,
if
you
neglect
it
long
enough,
sooner
or
later
it
fails,
and
we
said,
there's
a
couple
symptoms
that
we
were
seeing.
We
were
seeing
mounting
auto
findings
of
deficits
in
our
project
management.
O
We
had
zero
professional
project
managers
and
our
large
investments
in
IT
and
the
organization
were
almost
completely
unsuccessful
over
about
four
years,
almost
four
years
there
was
one
instance
where
we
said
it
hit
its
scope,
its
schedule
and
its
its
value
and
to
the
Department
of
all
the
investments
that
we
made.
So
we
were
out
of
practice.
O
So
when
you
took
a
look
at
what
we
were
getting,
we
could
be
proud
that
we
were
getting
a
lot
for
the
buck,
but
in
terms
of
investment,
we
could
say
that
there
was
some
ground
to
to
make
and
it
boiled
down
to
a
few
numbers,
and
we
said
if
we're
going
to
paint
the
cleanest
picture.
What
matters
customer
satisfaction
matters
first,
because
if
you're
doing
a
good
job,
your
customers
are
going
to
say.
We
appreciate
the
service.
O
We
had
a
good
number
in
2016
at
74%,
but
we
thought
that
was
below
what
we
could
hit
our
project
success
rate
in
plenty
20-plus
projects,
I,
didn't
bet
and
bid
invested
in
in
the
previous.
Almost
four
years
we
had
a
less
than
five
percent
success
rate
with
that,
so
we
knew
we
weren't
managing
change
very
well.
It
reliability
should
be
99.9
percent
and
above
we
were
at
99.1
and
heading
down.
It
employee
engagement
from
the
Gallup
poll
question
12
we're
at
the
eighth
percentile,
that's
not
the
eighth
top.
It
was
the
eighth
bottom.
O
So
Gallup
said
that
we
were
at
the
the
lowest
that
they
had
seen
and
we
could
have
an
opportunity
to
improve
service
service
response.
We
said
we
were
an
eight
to
five
IT
shop
when
people
rely
on
their
technology
24
by
7.
The
audit
report
painted
the
picture
that
IT
budgets
should
be
about
two
to
three
percent.
Two
and
a
half
I
think
was
what
they
recommended
of
a
city's
budget,
and
that
was
the
investment
in
the
catalyst
of
an
organization,
and
we
were
at
about
1.2
percent.
O
Concerning
lis.
71%
of
our
hardware
was
end-of-life
and
support
over
ten
years
old
hardware
and
software.
So
we
had
hung
on
to
two
wonderful
systems
that
had
done
a
great
job
for
a
long
time,
but
not
replace
them,
and
so
we
had
accumulated
a
lot
of
tech
debt
in
the
sense
that
we
have
a
lot
of
work
to
do
to
climb
out
of
that,
and
then
the
last
thing
that
counsel
actually
said
specifically
am
I.
O
Even
in
my
confirmation
process
was
we
had
maintained
an
over
thirty-six
percent
vacancy
rate
for
over
three
years,
and
so
when
you're,
a
lean
team-
and
you
don't
even
have
that
the
people
that
you
have
positions
for,
can
you
really
make
progress
and
so
counsel
set
us
the
challenge
appropriately?
How
do
we
fix
that?
O
We
also
had
some
strengths,
though,
and
we
want
to
say
that
across
that
strengths
weaknesses,
opportunities,
threats
model.
If
ever
there
was
a
city-
and
we
said
this
back
in
2016
2017
that
that
can
climb
out
of
that
hole.
It
is
San
Jose,
because
we
had
clear
direction
from
Council.
We
had
a
stable
economy
and
still
do
we
have
technologies
and
partners
that
we
can
bank
on
and
being
in
Silicon
Valley.
No
one
can
tap
industry
like
we
can.
O
We
were
very
clear
about
our
weaknesses,
but
we
also
said
in
terms
of
threats
that
there
were
new
and
bigger
ones,
and
we
had
ever
seen
before,
for
example,
cyber
disasters
and
cyber
threats
we
predicted
in
2016
and
2017
that
we
would
see
a
lot
more,
they
would
start
penetrating
into
government.
You
would
start
seeing
some
of
our
peers
get
hit
and
sure
enough.
That's
what
we
have
seen
over
the
last
two
years.
O
We
also
said
that
we
wanted
IT
to
be
an
asset
for
the
organization
when
the
next
downturn
hit,
because
we,
you
cannot
in
an
economic
downturn,
fix
the
problem
by
throwing
more
people
at
it,
because
we
don't
have
the
money
for
it.
So
people
need
tools,
they
need
better
processes,
and
so,
if
technology
is
going
to
do
its
job,
we
were
going
to
be
ready
for
that
next
turn
and
be
able
to
help
the
organization
when
they
needed
us
the
most.
O
So
we
set
the
strategies
and
direction
and
the
kind
of
stages
that
we
talked
about
were
brilliant
at
the
basics
and
that
was
really
getting
out
of
tech
dating
and
getting
core
competencies
and
maturity
in
place.
We
then
talked
about
how,
while
we
were
doing
that,
there
was
gonna,
be
some
opportunities
that
we
could
win
our
races
and
we
talked
about
being
able
to
be
a
place
where
people
wanted
to
work
and
pressing
down
that
be
see
rate.
O
We
talked
about
building
the
engine
for
partnerships,
because
that
was
gonna,
be
a
key
strategy
for
us
to
climb
out
is
to
work
with
our
partners
and
in
vendors
and
nonprofits
in
the
area,
because
that's
that's
an
asset.
We
have
that
others.
Don't
we
talked
about
product
project,
execution
and
said
the
city.
O
Unlike
a
lot
of
our
peers,
and
then
we
said
along
the
way,
we're
also
going
to
have
a
few
opportunities
to
really
change
the
game.
So
when
we
talk
about
how
we
approach
cyber
security
through
Alliance
and
data,
then
then
that's
gonna
be
different
and
a
CIO
C,
so
partnership
as
opposed
to
a
conflict.
That's
gonna
be
one
thing.
O
When
we
talk
about
privacy,
we
said
we're
gonna
plan
for
this
now,
because
we
know
it's
coming
in
digital
inclusion
wasn't
going
to
be
someone
else's
problem,
but
it's
gonna
be
part
of
the
IT
portfolio
as
well.
So
all
of
these
things-
and
it
isn't
quite
serial
but
the
better
you
get
at
the
ones
on
the
left,
the
more
the
ones
on
the
right
become
possible
and
for
this
one
it's
busy.
But
you
only
have
to
look
at
the
top
row.
O
O
So
we
mapped
this
out
and
just
as
a
high-level,
we
said
we
will
have
an
information
security
officer
to
make
sure
we
are
a
secure
City,
we're
going
to
talk
about
digital
services
and
blending
in
with
Michele
Tom's
group
and,
and
so
that
would
have
to
be.
How
do
we
build
and
sustain
the
technologies
that
she
would
need?
O
We
talked
about
in
enterprise
architecture,
so
we
can
rationalize
and
get
the
maximum
bang
for
the
buck
across
the
city,
as
well
as
the
traditional
applications
infrastructure
operations
and
then
the
other
key
thing
we
said
was
the
product
projects
office.
How
we
execute
how
we
deliver
on
the
investments
that
council
makes
is
going
to
be
very
definitive
of
our
success.
O
The
next
two
slides
are
really
more
conceptual
for
internal,
but
with
a
lean
City.
We
also
want
to
be
very
clear
that
how
we
build
our
portfolio
is
going
to
match
that
resource
picture.
So,
even
though
you
might
want
to
have
a
20-person
development
team
to
be
able
to
be
able
to
do
a
lot
of
customer
centric
build
custom,
build
like
a
face
book
that
wasn't
going
to
be
our
picture.
O
So
what
we're
trying
to
do
is
bridge
a
resource
picture
with
a
maximum
capabilities
picture,
and
we
said
that's
going
to
be
achieved
through
a
business
strategy
of
we're.
Gonna
do
a
lot
of
off-the-shelf
we're
gonna
have
some
platforms
like
the
PeopleSoft,
so
the
Oracle
Service,
Cloud,
z'
or
others
where
we
use
one
platform,
skill
up
on
it
and
meet
lots
of
needs
so
leverage.
O
One
of
the
questions
you
guys
asked
earlier
and
then
custom
was
gonna
have
to
be
a
very
small
percentage
because
it
takes
the
most
it's
the
riskiest
and
as
the
highest
ongoing
liability
to
it.
So
we
had
to
build
that
picture
and
build
our
organization
around
it.
We
also
said
we're
going
to
kind
of
do
the
second
generation
of
DevOps,
and
this
matches
the
theme
of
when
you
build
something
it's
only
the
start.
So
there
is
the
matter
of
convenient,
developing
and
testing
and
releasing
it.
O
O
We
also
said
that
we
want
to
test
ourselves,
so
we
had
a
very
deep
dive
into
the
analysis
took
about
five
months
to
do
that.
Work
met
with
160
stakeholders
met
with
a
good
portion
of
the
vendor
community.
To
say
what
do
you
see
coming
as
a
thought
process
and
thought
leader,
and
we
then
brought
together
a
very
formidable
group
of
folks
to
say
now
challenge
us:
have
we
thought
things
through
correctly
and
where
did
we
get
it
right
and
where
do
we
get
it
wrong?
O
Just
to
give
the
people
on
the
committee
some
extra
credit
is
we
had
a
partner
from
bein
a
partner
from
Anderson
Horowitz.
We
had
the
executive
director
for
the
Center
for
Digital
government.
We
had
the
CTO
for
Intel
director
of
technologies
for
PricewaterhouseCoopers.
We
had
a
director
from
Prospect
Silicon
Valley.
So
we
had
a
really
formidable
group
here
to
say
chief
technology
officer
for
big
data
for
Dell
EMC
and
an
a
formal
group,
and
they
said
you
you've
done
a
great
analysis,
but
your
hopes
are
too
high
compared
to
the
resource
picture.
O
O
So
we
make
our
work
work
we're
going
to
secure
the
city,
because
our
success
heading
forward
is
going
to
be
defined
by
our
cybersecurity
resilience
and
then
we're
going
to
make
that
product
project
office
maximize
the
investments
that
council
makes.
So
when
you
invest,
we
need
to
say
we
need
to
deliver
and,
and
that
will
then
encourage
further
investments
and
give
the
confidence
across
the
organization.
O
As
we
do.
This
we're
gonna,
build
it
as
a
capacity
and
it's
gonna
be
what
we
called
organizational
muscle
along
with
that
counsel
asked
us
to
do
a
couple
things.
One
was
the
I
t-shirt
plan
itself,
the
other.
They
said
we
need
the
CRM
system,
which
was
what
we
evolved
into
my
San
Jose
one
point
X,
and
we
also
said
the
importance
of
data
and
the
business
process.
Automation
was
a
piece
of
that
where
we
need
to
get
through
and
pass
all
the
paper
processes
of
the
city
on
the
right
side.
O
You'll
see
the
key
five
metrics
that
we
built
around,
and
so,
when
you
say,
key
results
at
the
end
of
the
three-year
journey.
Customer
satisfaction
is
our.
We
do.
We
have
the
trust
we
need
in
the
organization
that
we're
meeting
their
needs
and
helping
them
deliver
value
project
success.
The
80%
that
you
see
is
we.
Our
philosophy
is
anything
above
and
we're
probably
giving
ourselves
too
many
projects
softballs
anything
below
and
we're
wasting
too
much.
There's
an
equilibrium
to
be
found
their
IT
service
reliably.
O
That's
another
trust
factor
is
when
we
have
things
and
they're
operating.
We
want
people
to
never
think
of
it,
never
worry
of
it,
because
if
we're
doing
our
job
well
and
and
the
investments
are
made
made,
everything
was
just
gonna
work
and
the
employee
engagement.
We
want
to
go
from
the
bottom,
eighth
percentile
to
the
fiftieth
percentile
I
originally
had
this
hire
and
my
my
staff
cried
at
me,
and
the
Gallup
poll
said
you're
reaching
even
too
high,
so
when
you
say
80%
I'll,
just
no
and
no
one's
there.
O
So
we
said
all
right:
50th
is
a
reasonable
one,
then,
and
then
IIT
as
a
percentage
of
C
budget.
We
want
to
have
ongoing
funding
being
2.5
percent.
So
where
are
we
after
two
years?
This
is
the
organizational
blueprint
that
we
had.
All
the
ones
where
you
see
kind
of
an
oval
shape
are
the
ones
where
the
position
does
not
exist
still
and
all
the
ones
where
their
squares
are
ones
where
we
have.
O
The
position
exists
and
the
functions
being
done
so
we've
made
significant
progress
where
we
still
need
to
make
some
ground
is
the
enterprise
architecture
and
working
across
departments
so
that
we
have
our
investments
being
very
clean
and
consistent
through
the
organization.
But
in
the
other
areas
we've
made
significant
progress
that
you'll
be
able
to
see
and
some
of
the
numbers
that
were
now
able
to
deliver.
One
of
the
other
things
that
we
talked
about
was
council,
saying
you
need
to
fill
your
positions.
O
You
can't
have
such
a
small
IT
shop,
the
smallest
of
any
big
city
in
the
country
and
then
still
have
a
36
37
percent
vacancy
rate.
So
what
we
did
is
we
said
we're
going
to
have
an
in
out
in
up
through
a
cross
and
back
model,
and
there
will
be
a
quiz
for
that
one
later,
but
we
said
the
traditional
hiring
process
obviously
isn't
working
for
us
and
we
can't
compete
against
the
pay
and
perks
of
private
sector,
so
we're
actually
gonna
do
something
different
and
we're
going
to
build
around
new
models.
O
We're
going
to
hire
people
around
mission
and
say
is
this
a
mission
that
speaks
to
you,
and
so
we
created
more
intern
channels.
We
have
folks
from
San
Jose
State
University
Santa
Clara,
East
Bay.
We
have
a
program
with
n
powers
for
veterans
to
technology.
In
addition
to
our
traditional
hiring
process,
we've
been
able
to
promote
more
people,
we've
been
able
to
implement
flexible
schedules
so
that
people
are
retained.
We're
talking
about
other
people
coming
into
IT.
O
We
haven't
had
as
much
success
there,
but
we've
been
able
to
coach
and
do
the
mentorship
programs
to
try
to
get
people
across
and
then
retiree
rehires
as
well
and
I'll.
Give
you
a
quick
peek
at
this.
We
originally
on
the
original
thrust
went
from
about
a
37%
when
we
finally
had
the
problem
or
the
plan
approved
it
got
down
to
a
nine
percent
vacancy
and
it's
equalized
roughly
at
the
twelve
to
fourteen
percent.
So
we've
been
able
to
sustain
that
level
for
the
for
the
years.
O
So
you
see
where
the
the
game
board
started
and
over
the
last
two
years,
here's
what
we've
gotten
done
and
what
we
have
left
to
do:
you'll
notice,
a
new
section.
Also
it's
literally
a
new
section-
is
there's
also
some
things
that
came
up
that
weren't
in
the
original
plan,
but
we're
really
important-
and
we
said
all
right,
we'll
add
those
two
and
we'll
try
to
get
those
done
as
well.
O
But
we're
also
going
to
talk
with
the
organization
as
we
get
things
done,
is
the
next
thing
we're
doing
still
the
highest
priority
or
did
something
else
come
up
that
that
is
of
more
importance,
and
so
a
couple
of
things
we
talked
about
related
to
that
is
having
to
insert
the
new
EOC
Emergency
Operations
Center.
We
talked
about
the
911
31
1
odd
it.
O
One
is
thanks
to
the
mayor's
budget
memo
we're
able
to
switch
this
from
yellow
and
if
it
gets
approved,
it'll
be
green,
which
will
be
a
wonderful
thing,
we'll
hold
a
party,
but
we
also
have
on
innovation
roadmap,
some
trends
that
you
see
in
terms
of
the
most
difficult
projects
being
the
ones
where
we
usually
struggle
the
most.
If
it's
the
most
transformative,
the
most
that
cut
across
departmental
lines
as
counsel
observed,
those
are
the
ones
that
have
taken
the
most
work.
O
The
iterative
projects
have
been
much
more
successful
on
the
red
ones,
just
to
do
a
quick
dive,
because
reg
aney
covered
most
of
them,
my
San
Jose
once
it
rises
above
we
have
a
hiring
to
do
now.
The
RFP
is
drafted,
but
then,
as
we
get
through
the
procurement
innovation
effort,
there's
gonna
be
a
cluster
of
these
that
will
be
able
to
go
through
and
there's
four
that
will
go
from
red
to
yellow
and
possibly
green
business
tax.
O
O
Yesterday
afternoon
we
had
a
great
meeting
with
oh,
we
are,
and
we
have
a
great
draft
and
I
think
we're
gonna
be
able
to
get
that
done
by
the
end
of
April,
which
will
then
feed
into
six
audit
items
which
we'll
talk
about
later.
Another
way
to
read
this
and
we'll
just
rattle
them
off
is
so.
We
now
have,
after
two
and
a
half
years,
a
new
HR
system,
a
new
payroll
system,
a
new
talent
management
system.
Those
are
on
the
cloud,
my
San
Jose,
one
point:
X
was
delivered.
O
We
migrated
and
replaced
the
workers
compensation
system
and
then
worked
with
we,
our
HR,
to
move
to
the
third-party
administrator.
The
utility
billing
system
for
about
two
hundred
forty
million
dollars
of
water
wastewater
billing
has
been
replaced.
We
have
a
new
revenue
management
system,
a
new
treasury
management
system.
We
have
PCI
compliance
in
place
and
now
have
scanners
to
watch
our
cybersecurity.
O
Sorry,
credit
card
handling,
I'm,
sorry,
I,
thought
I
had
all
the
acronyms
down.
There's
a
new
budget
system.
The
new
financial
system
actually
needs,
not
you
France
no
system.
We
had
an
upgraded
financial
system
that
was
completed
about
three
weeks
ago,
clean
energy.
We
hope
them
stand
up.
That
was
a
new
project
infrastructure
modernization
that
RFP
was
awarded
by
Council
in
December
and
we
hope
to
have
the
contract
from
purchasing
in
the
next
two
weeks.
So
we
can
start
that
project
and
move
it
from
red
to
green
cybersecurity.
Event
Services.
O
We
have
the
final
or
a
good
clean
draft
of
that
as
of
Monday
or
Tuesday.
So
hopefully
we
can
get
that
out
here
in
the
next
few
weeks
as
well
and
and
the
one
big
miss
we
had
with
finance
was
business
tax
and
we
are
gonna
have
to
restart
that
and
councils
aware
of
that
one.
So
where
are
we
on
our
measures
that
we
said
we're
going
to
be
very
important?
Customer
satisfaction
has
grown
from
74%
to
89%
as
of
last
last
September
October
project
success
rate
now
is
at
79%.
O
It.
Reliability
is
at
ninety
nine
point,
four
still
not
99.9
and
above
but
we're
gonna
get
there.
It
employee
engagement
almost
quadrupled
so
Gallup
was
nice
to
send
us
a
kind
note
about
about
the
success
there
and
we
still
have
our
eye
forward
core
IT
as
a
city
budget
is
now
2%,
but
that
also
includes
a
lot
of
one-time
funding
so,
but
it
is
ground
made
and
we're
very
appreciative
of
that
expired
hardware.
We've
gone
from
71
percent
down
to
51
percent.
O
O
So
we
also
want
to
talk
about
some
of
the
amazing
partner
work
and
accomplishments
that
we
do
and
and
every
one
of
these
is
where
IT
is
working
with
council
offices,
departments
and
vendors,
and
every
one
of
these
has
played
an
important
role
in
the
ability
to
emerge
out
of
at
least
the
the
darkest
of
RIT
days,
and
the
other
measure
is
third-party
validation
of
awards.
So
for
the
Center
for
digital
government,
the
city
had
never
placed
in
the
top
ten.
O
Before
we've
now
placed
number
eight
and
then
number
six
state
scoop
has
called
us
one
of
the
top
smart
communities
and
one
of
the
cybersecurity
leaders
for
our
strategy.
We've
won
the
Oracle
customer
experience
Award
for
my
San
Jose
IDC.
We
are
a
two
time:
smart
City,
North,
America
finalist,
and
with
your
help,
if
you
can
get
more
votes,
we
hope
to
actually
win
a
one
this
year
and
we're
also
a
finalist
for
the
American
Planning
Association
smart
city
award
for
our
artificial
intelligence
transportation
management
project
that
we
did
with
transportation.
O
Transportation
deserves
the
credit
and
we'll
find
out
on
Monday
if
we
actually
won
that
award,
but
we
also
want
to
be
upfront
and
honest
and
always
challenge
ourselves
to
be
a
clear
about
the
picture.
A
couple
things
that
we're
learning
through
this
is
the
iterative
projects
are
where
we
succeeded.
The
most
where
we
have
struggled
as
I
mentioned,
is
the
highly
transformative
initiatives
where
it
is
cross,
departmental
and
big
and
hairy.
O
One
of
the
things
that
has
been
defining
in
that
is
people
struggle,
because
the
people
you
need
to
run
things
are
also
the
people
you
need
to
do.
The
transformation
work,
and
so
the
leanness
and
being
one
deep
in
a
lot
of
spots,
continues
to
come
up
and
we're
gonna
have
to
find
out
better
ways.
So
we
can
have
the
right
people
in
the
right
places
and
make
those
projects
flow
better.
We
talked
about
process.
Reengineering
is
not
yet
a
strength
in
the
city.
O
We
so
honor
a
lot
of
legacy
projects
and
we
seem
to
be
very
proud
of
those
and
then
for
Santos,
a
departments
to
work
together
where
there's
very
low
resistance
overall
to
cooperation,
but
the
level
investment
is
where
it
usually
has
a
hold
moment,
and
we
do
see
the
hero
phenomenon
happening.
Here's
there
is
a
lot
of
evidence
where
there's
a
few
people
who
make
a
lot
of
things
happen
and
in
some
ways
it's
it's
too
much
to
ask
of
them,
because
we
always
want
to
do
the
next
great
thing.
O
But
when
there's
so
few
of
those
superheroes,
we
tax
them
mightily
and
then
the
IT
resources.
Ation,
there's
there's
more
to
be
done
there,
where
we
can
optimize
the
whole
city
IT
spend,
and
there
is
still
tech
debt
that
holds
departments
back.
Everything
from
people
saying
I
have
a
computer
from
20,
2006
and
I
have
the
phenomenon
where
I
boot
and
go
get
my
coffee
and
come
back
and
ready
to
work.
Some
of
those
don't
even
support
the
software
that
they
need
all
the
way
to
old
systems
that
don't
do
things.
O
The
way
that
all
of
us
would
say
seems
to
be
a
modern
way
in
terms
of
an
integrated
financials
budget
system.
You
know
there,
there
are
some
some
holes
there
that
we
can
still
fill
in.
The
other
thing
we
said
is
we're
going
to
keep
track
of,
what's
going
to
come
next
and
we
did
talk
about
then
in
the
next
strategic
plan.
The
importance
of
that
process.
Reengineering
and
working
with
Michele
tongs
group
around
digital
services
being
a
skill.
O
Aware
and
personalized
services
are
going
to
be
key
and
and
what
people
expect
of
government
services
is
going
to
come
closer
to
some
of
the
consumer
services
and
then
because
councils
asks
periodically
having
the
conversation
of
what
is
the
optimal
IT
structure
and
skill
management
and
resource
management
picture
for
the
city,
and
so
that
we
can
make
sure
that
the
dollars
we
invest
get
the
maximum
benefit.
And
with
that
before
we
get
into
the
audits,
which
are
indeed
a
bit
drier.
Any
questions
and
feedback
from
Council.
J
Not
a
question,
but
you
did
get
an
applause
and
I
just
wanted
to
echo
the
outstanding
job
that
you're
doing
and
the
results
speak
for
themselves,
and
it's
really
amazing
we're
proud
of
you
and
you
should
be
proud
of
your
your
department
and
all
the
people
that
are
working
hard
to
make
those
things
happen.
So
congratulations.
O
J
It's
definitely
a
team
team
effort.
I
did
want
to
make
one
suggestion
against
one
one
bit
of
input,
and
that
is
that,
obviously
you
know
with
technology
procurement
that
it's
a
moving
target
and
you
know
the
way
the
process
seems
to
work
now
is
that
you
identify
a
vendor
or
product
and
if
it's
over
a
certain
amount,
you
come
to
Council
and
well.
First
of
all,
you
go
through
the
whole
RFP
process
and
then
come
to
Council
for
our
approval.
J
Has
there
been
any
discussion,
or
are
you
already
doing
this
in
terms
of
just
creating
master
agreements
and
then
identifying
a
vendor
list
and
just
picking
off
of
that
vendor
list
and
not
happening
to
go
through
the
whole
process?
Every
time
that
you
have
a
a
new
product
or
process
that
you
want
to
undertake
yeah.
O
Let
me
take
the
intro
and
then
we
are
working
very
closely
with
finance,
purchasing
and
and
Dolan
and
Keysha
for
leading
that
initiative
for
procurement,
innovation,
but
you're,
absolutely
right.
If
we
can't
acquire
it,
we
can't
do
it
and
we
have
seen
where
the
acquisition
piece
of
these
projects
has
held
us
back
in
some
spots.
O
Professionals
and
they've
said
a
couple
things
that
I
think
are
resonant
here
is
when
you're
stressing
is
when
usually
your
procurement
folks
are
less
strategic
when
they
need
to
be
even
more
strategic,
and
so
how
do
you
get
to
a
point
where
you
can
say
this
is
the
structure
that
I
should
take
at
being
able
to
enable
the
organization
said?
Traditionally,
procurement
has
been
about
a
compliance
function,
so
value
transparency
and
equal
access,
and
one
of
the
critiques
is
no
one
ever
added
in
speed.
So,
let's,
let's
throw
that
in
there
too.
O
In
the
future,
another
one
was
I'm
doing
cooperative
procurement,
so
very
few
of
us
need
to
do
the
one
thing
and
only
us
doing
it
a
lot
of
cases.
We
all
have
a
common
need
and-
and
it
might
have
a
variant
on
it,
but
we
can
cooperate
more
with
each
other.
So
there
are
a
lot
of
strategies
and
a
lot
of
processes
and
steps
we
can
do,
but
with
that
I
think
Dolan
can
paint
in
the
rest
of
the
picture.
Yeah.
D
Thanks
Rob,
that
was
a
pretty
good
explanation,
so
you're
gonna,
you
may
have
noticed
on
the
emerging
projects
and
the
smart
city
roadmap
that
a
procurement,
improvement
and
readiness
program
is
is
emerging.
It
is,
it
is
planned
to
be
kicked
off
in
the
new
fiscal
in
a
new
fiscal
year.
So
what
we're?
What
we're
doing
right
now
is
we're
working
on
throughput
and
prioritization
to
Rob's
point.
D
D
Let's
not
right
now
we're
working
things
first
in
first
now,
first
out
or
whatever
DCM
yells
the
loudest
in
terms
of
the
priorities
we're
coming
up
with
a
more
strategic
way
to
prioritize
the
work,
so
people
feel
comfortable,
they're
working
the
right
thing
at
the
right
time,
we're
also
working
on
recruiting
the
vacancies
that
have
been
created
in
procurement
as
a
result
of
departures
to
other
cities
and
counties
that
pay
more.
Once
we
get
the
throughput
and
we're
going
to
be
working
on
that
over
the
next
three
months.
D
Once
we
get
to
July
we're
going
to
be
engaging
an
independent
consultant
to
come
in
and
help
us
with
go
through
our
processes,
look
at
areas
for
improvement.
We
think
there's
organizational
changes
that
need
to
be
made.
We
think
there's
a
better
balance
of
the
centralization
and
decentralization
because
we
swung
pretty
close
to
being
centralized
as
a
result
of
some
of
the
phony
phone
procurement
issues
that
occurred
almost
a
decade
ago,
and
then
we
will
be
looking
at
the
concept
of
procurement
pools,
as
you
suggested,
as
a
way
to
make
things
go
faster.
D
E
D
K
I
began
the
applause
because
I
I
think,
as
I've
said
before,
Robert
probably
lucky
that
you
landed
here.
So
thank
you
for
your
leadership
and
you've
built
a
great
team,
and
it's
really
wonderful
to
see
you
see
them.
Take
off
a
couple
questions
as
we
go
back
to
the
the
challenge
around
filling
in
the
vacancies.
There
was
a
slide
there
and
described
the
four
primary
ways
where
you're
you've
been
trying
to
build
the
team,
and
one
of
them
had
to
do
is
skilling
up
within
the
building
there.
K
O
O
I
said
I'd
like
to
make
that
that
cross,
but
we
want
to
be
ready
for
when
that
happens,
and
as
part
of
our
employee
development
programs
have
some
of
those
that
are
open
to
others
and
other
departments
as
well,
because
those
can
be
very
powerful
transitions
yeah
and
those
people
can
make
a
world
of
difference
because
they
understand
it
from
the
customers
point
of
view.
So
well,
sir,.
K
To
what
extent
would
there
be
value
in
having
the
conversation
off
of
a
line
of
course
about
how
we
could
have
community
colleges
help
to
provide
some
skills
to
folks
who
may
be
good
candidates
within
the
building
who
are
looking
at?
Maybe
their
jobs
maybe
becoming
obsolete?
But
we
have
an
opportunity
if
they're,
if
they're,
really
inclined
well
the
IT
to
be
able
to
get
them
skilled
up
in
nine
months
to
two
two
years.
Something
like
that
is
that
is
that
realistic
or.
O
It
absolutely
is
in
certain
jobs.
Some
of
our
jobs
really
require
enough
of
a
technical
acumen
that
the
bridge
is
too
hard
yeah,
but
for
some
of
them
actually
has
worked,
and
we've
worked
with
Jeff
truster
and
work
to
future
have
had
a
couple
opportunities
there
as
well.
I'll
tell
you
the
top
left
that
has
been
our
best
strategy.
So
when
you
count
our
interns,
our
actual
vacancy
rate
by
people
is
less
than
five
percent
there.
O
We
have
enough
other
people
coming
in
through
that
channel
that
they're
filling
in
some
of
the
gaps
we've
hired
two
of
them
and
in
our
projects
they
very
often
on
our
top
kudos
getters.
So
we
actually
report
our
kudos,
which
are
notes
from
customers
that
someone's
made
a
real
good
difference
for
them.
We
taken
out
to
lunch
every
month
and
the
interns
have
been
some
of
the
biggest
attendees
of
because
the
Energy's
there
anything's
possible
and
and
so
that
that
model
on
the
left
has
really
been.
Where
we've
been
the
most
successful.
There's.
O
K
K
A
O
It's
where
we
came
up
with
the
concept
for
this
chief
security
officer
and
the
cybersecurity
work
plan
and
the
most
recently
literally
last
month
we
have
the
911
three
one.
One
call
handling
audit
that
we've
thrown
into
this
and
because
of
prioritization,
that's
going
to
jump
in
line
as
well
as
part
of
council's
priorities.
O
There
are
two
that
we
want
to
highlight
specifically
so
in
the
2012
general
controls,
audit
one
was
develop
and
test
a
disaster
data
recovery
plan,
I'm
happy
to
report,
but
as
of
this
weekend,
we're
actually
gonna
be
testing
city's
ability
to
recover
its
critical
applications
and
servers
and
systems
at
off-site,
which
will
be
a
major
accomplishment.
It'll
be
the
first
and
then
we
also
have
the
security
policy
and
compliance
actions
as
the
2012
audit
number
four
and
with
the
security
policy.
O
If
we
get
that
done
by
the
end
of
April
as
planned,
then
that
would
be
resolved
too.
So
we're
tracking
towards
getting
two
of
these
two
resolution
in
the
next
quarter,
just
to
go
through
them
quickly
and
to
give
you
the
traffic
light
status
on
each
of
those,
the
JIT
general
controls.
There
were
11
items.
Six
are
done
fibre
in
progress.
Sorry
about
the
tab
spacing
on
that
one.
Something
changed.
Customer
call
handling
we're
completely
done,
and
we
finished
that
and
closed
that
audit
technology
deployments.
We
have
nine
eight
are
completed
in
closing.
O
We
have
one
left
so
that
one
should
be
done
here
by
the
middle
of
this
year:
external
audits,
on
financial
statements.
A
lot
of
that
depends
on
the
IT
policy
security
policy,
which
again,
we
hope
to
get
done
in
the
next
month
and
then
we'll
be
able
make
more
progress
on
that
mobile
devices
is
the
one
we've
put
to
the
bottom
of
the
queue
and
in
terms
of
importance
to
the
city
as
911
31:1
came
up
and
the
disaster
recovery
and
council
priorities
came
up.
O
This
is
the
one
that
we've
we've
positioned
lower
it
because
it
doesn't
cause
an
operating
failure,
but
it
is
some
gain
and
optimization
that
we
can
do.
We
still
want
to
accomplish
it,
but
the
911
3-1-1
is
where
we're
gonna
put
a
lot
of
energy
in
the
next
three
months.
So
we
can
bring
on
that
analyst
and
take
the
call
pressure
the
call
load
pressure
off
of
our
friends
at
9-1-1
and
bring
it
to
the
3-1-1
customer
contact
center
for
true
3
1,
1
type
handling.
We
actually
related
to
that
one.
O
Just
for
council's
awareness
in
the
next
two
months,
we're
gonna
start
with
the
systems.
Operations,
calls
and
department
transportation
calls
so
we'll
make
the
first
for
Ray
here
pretty
quickly
and
take
those
off
of
fire,
so
we're
trying
to
follow
counsels
direction
and
the
importance
that
we
need
to
act
with
haste
on
these.
This
is
a
visualization
of
the
progress
that
we've
been
trying
to
make.
So
we
had
a
lot
of
sustained
audit
items
where
we
collected
them
for
a
while
and
now
we're
trying
to
arc
towards
getting
those
off
of
our
plate.
O
We
dream
of
the
day
we
don't
have
to
come
to
the
city,
auditor's,
annual
or
the
semi-annual
update
and
and-
and
we
will
show
a
party
at
that
time
to,
but
you
can
see
the
progress
we've
making
in
each
individual
one.
The
one
flat
line
that
you
see
under
org
is
the
financial
statement
and
that
again
will
get
more
progress
once
the
security
policy
is
done,
because
we
will
manage
to
that.
This
is
the
overall.
The
reason
why
this
isn't
steeping
down
more
is
because
we
keep
on
adding
new
audits
in
2016
and
2019.
O
L
Hi
I
wanted
to
thank
you
for
first
off
of
us
for
this
subject
and
talking
about
councilperson
Jones
asked
about
the
subject
of
procurement,
and
it
was
a
very
nice
answer
that
you
offered
and
it
was.
It
was
very
interesting
to
learn
how
you're
just
talking
about
the
subject
of
procurement
and
I
felt
in
2016
or
so
from
the
VTA.
L
There
was
a
work
on
new
camera
policies
for
therefore
surveillance
cameras
on
their
buses,
and
there
was
a
new
guideline
process
put
into
place.
I
guess
it's
called
CCTV
cameras,
and
it
was
that
sort
of
thinking
that
came
along
with
that
at
that
time,
that
asked
for
a
good
procurement
process
that
would
go
along
with
the
with
the
CCTV
guidelines
and
how
to
talk
with
vendors
and
people
who
will
be
around
the
subject.
So
you
know
the
ideas
of
accountability
are
really
important.
L
It
can
really
help
develop
the
procurement
process
and
you're
just
learning
how
it's
possible
to
talk
about
that
publicly
after
it
sounds
like
years,
it
hasn't
been
just
hasn't
been,
and
you
know
the
work
that
I'm
doing
with
accountability.
It's
a
subject:
that's
free
and
doesn't
cost
any
money
and
I
hope
that
you
know
that's
could
be
along
the
lines
of
how
you
need
to
think
about
how
this
whole
technology
process
is
is
how
you
mention
how
you're
going
to
try
to
work.
L
Its
philosophy
can
can
apply
in
the
same
way
and
yeah
I
hope
you
can
keep
up
the
efforts
to
talk
about
what
can
be
good
accountability
and
and
and
make
it
a
process.
So
how
to
talk
about
everyday
people
more
I
have
to
learn
that
myself,
actually
how
this
can
talk
about
everyday
people
more.
Thank
you.
A
A
Looking
ahead,
I
I
do
want
to
ask
today
sent
that
I
t's,
a
bridge
right,
we're
building
a
bridge
and
then
you're
alluding
to
maintenance
and
we're
trying
to
catch
up
because
we've
neglected
the
maintenance,
but
we
also
know
that
technology
becomes
outdated
fairly
frequently.
So
what
type
of
resources
do
you
think
assume
we're
able
to
get
to
you
know
whatever
the
standard
of
2019
2020
is.
O
Say
two
things:
one
is
as
we
do
projects
heading
forward.
We
do
factor
in
what
it
takes
to
keep
that
system
and
going
through.
So
when
we
talk
about
hardware,
you
talk
about
software,
talk
about
services,
maintenance
and
people,
and
that
is
part
of
the
discussion
that
didn't
happen
as
much
before,
and
we've
talked
with
pre-tournament
and
budget
and
Kipp
and
Dolan,
and
that
that
has
to
be
a
part
of
the
conversation.
O
So
you
don't
cut
yourself
short
because
you
didn't
treat
it
correctly,
I'm
on
procurement,
if
I
can
just
interject
a
little
bit
there,
some
of
their
great
professionals
there's
some
of
our
best
partners
and
I'm
actually
looking
forward
to
seeing
what
we
can
come
up
with
in
terms
of
procurement
innovation,
because
you've
got
such
smart,
dedicated
people
here,
we're
literally
trading
messages
and
calling
each
other
8:00
9:00
p.m.
so
everyone's
working
hard.
O
My
philosophy
is:
a
budget
process
is
as
much
for
government
emblematic
of
their
character
as
anything
else
that
they
do,
and
in
that
budget
process
we
have
to
do
a
good
job
in
IT
of
making
sure
our
managers
can
speak
what
it
takes
to
implement
a
project
and
then
sustain
it
and
then
carry
that
message
all
the
way
through
budget
office
and
city
manager
to
you.
And
if
everyone
has
that
understanding
you
make
better
decisions
by
saying
this
investments
worth
it
or
not,
as
opposed
to
just
seeing
eye
X
at
maybe
a
an
uninformed
number.
O
A
K
Thank
you
I
just
statement
in
question.
First,
when
we
do
become
America's
most
innovative
city,
we're
actually
gonna
host
the
whole
event,
so
don't
make
a
lot
easier.
So
a
question
about
the
hiring
specifically
on
the
vacancies
and
the
chart
that
you
showed
us
with
the
rectangles
and
the
different-shaped
I,
don't
know
what
they
were.
O
K
It
okay,
so
it's
purely
a
budget
issue
at
this
point
and
could
we
get
a
budget
document
or
have
MBA
that
would
describe
what's
what's
the
cost
all
in
here
and
then
help
us
understand
what
the
highest
priority
items
are
our
highest
priority.
People
I
should
say
in
terms
of
what
our
greatest
needs
are.
Yes,.
N
A
D
Thank
you.
Well,
we
move
on
to
the
the
next
topic,
as
the
director
of
the
office
of
civic
innovation,
I'm,
somewhat
offended
to
say
we're
not
already
the
most
innovative
city
in
America
I.
Don't
think
we
need
to
wait
till
2020,
but
I
guess
for
party
planning
purposes,
we'll
wait
until
at
the
end
of
the
year
to
make
that
celebration.
D
So
moving
on
to
the
final
topic
of
the
day,
we're
going
to
be
talking
about
autonomous
vehicles
and
I'm
kind
of
jumping
to
the
end,
but
what's
exciting
about
what
you're
gonna
see
here
is
twofold:
you'll
see
that
Jill
North
is
now
the
interim
information
technology
manager.
So
in
fact
she
is
someone
who
has
moved
from
a
innovation
role
to
a
technology
role,
so
we
do
have
some
of
those
transitions
taking
place.
So
congratulations
and
then.
D
People
were
expecting
autonomous
vehicles
are
gonna,
be
for
wealthy
people
that
can
stream
their
videos
and
in
their
cars,
was
driving
itself,
but
we're
finding
opportunities
to
to
serve
the
underserved
community
as
well
with
autonomous
vehicles.
So
with
having
that
introduction,
I'll
turn
it
over
to
Jill
North.
Our
interim
information
technology
manager,
Thank.
F
You
dawn,
that
was
a
really
nice
introduction
good
afternoon.
Mr.
mayor
mr.
chair
members
of
the
committee
and
members
of
the
public,
my
name
is
Jill
north,
as
Dolan
mentioned
interim
information
technology
manager
for
the
Department
of
Transportation,
and
this
update
really
serves
to
kind
of
collectively
pull
together.
All
of
the
efforts
that
we've
had
over
the
last
year
and
a
half
and
all
the
updates
and
kind
of
put
them
into
one
comprehensive
strategy.
There's
a
lot
of
moving
pieces
I
think
some
of
the
feedback
that
I've
gotten
was.
F
We
really
would
like
to
see
where
all
these
things
fit
together.
So
one
of
the
another
question
that
sometimes
I
get
from
time
to
time
is
why
are
autonomous
vehicles
important
to
the
city
of
San
Jose,
and
you
know
really
this.
This
technology
can
have
such
a
tremendous
impact
in
helping
us
achieve
some
of
our
really
critical
goals
that
we
have
not
been
able
to
make
a
whole
lot
of
progress
on
around
equity
and
safety
and
all
of
those
types
of
things.
F
F
Our
AV
strategy
follows
an
iterative
and
comprehensive
approach.
We
began
in
2017
with
setting
some
guiding
principles
in
analyzing
data.
That
was
what
the
AV
RFI
I
will
also
analyze
some
data
today,
but
that's
an
ongoing
effort
using
those
guiding
principles
in
the
data,
provided
we
developed
key
initiatives
of
actions
that
we
could
take
within
our
department
or
doing
some
cross
departmental
collaboration
and
I'll
highlight
some
of
that
work
then
developing
a
foundational
and
plan
and
implementing
it.
F
So
the
first
step
was
our
guiding
principles
and
setting
those
for
the
AV
strategy.
All
of
our
work
in
the
AV
space
really
seeks
to
address
one
or
several
of
these
areas
in
order
to
fully
realize
the
benefits
that
AVS
could
have
in
our
community.
So
we
have
data
obtaining
data,
doing
data
sharing
that
really
could
be
transformative
in
terms
of
how
we
operate
our
transportation
ecosystem
working
to
reduce
vehicle
miles
traveled,
we
want
to
see
people
get
out
of
there
single
occupant
vehicles.
F
We
want
to
plug
them
back
into
the
transportation
network
and
use
autonomous
vehicles
as
last.
First
last
mile
connections
when
possible,
we
want
to
have
those
livable
communities
where
cars
don't
overrun.
Our
community
people
do
in
a
very
wonderful
way,
safety
always
important
and
that
that's
kind
of
the
only
reason
why
it's
the
biggest
circle-
it's
it
is
our
mission
as
a
department,
and
these
vehicles
really
will
have
a
tremendous
impact
in
helping
achieve
our
goals
around
vision.
F
In
the
December
smart
cities
and
service
improvements
committee,
meeting
I
did
do
a
very
involved
analysis.
Around
autonomous
vehicle
testing,
that's
occurring
in
California
I'm
gonna
have
kind
of
an
update
to
that.
But
just
as
a
reminder,
the
California
DMV
does
issue
four
types
of
permits.
The
first
is
testing
with
a
driver,
there's
currently
62
permits
that
have
been
issued
to
companies
to
do
that.
There's
one
driverless
testing
permit
that
has
been
issued.
That's
way
mo.
F
There
have
been
zero
deployment
permits
issued
and
the
difference
between
testing
and
deployment
really
comes
down
to
whether
you're
allowed
well,
whether
you're
obtaining
payment
for
the
right
or
not,
and
also
a
really
important
note-
is
that
we
are
the
home
of
the
majority
of
these
AV
companies.
I
took
the
62
companies
that
have
permits
and
mapped
them
out
and
we'll
get
to
a
little
bit
more
of
a
breakdown
of
that.
But,
as
you
can
see,
they're
very
very
much
so
located
right
in
our
back
yard.
F
In
February,
2018
California
DMV
released
the
annual
disengagement
reports
and
those
are
the
report,
so
they
based
a
lot
of
the
analysis
off
of
we
did
a
very
thorough
report
about
the
2017
data.
I
was
able
to
update
that
and
also
provided
an
analysis
of
2018
data
and
so
we're
looking
at
a
modest
increase
in
the
number
of
companies
that
have
started
testing
on
public
roadway.
So
even
though
there's
62
permit
holders
you're
seeing
that
not
all
of
them
have
actually
tested
on
public
roadway.
F
Some
of
that
is,
you
know
that
they're
starting
up
some
of
the
reasons
why
that
they
have
an
operational
design
domain
where
their
solution
is.
You
know
focused
on
a
parking
garage
or
something
like
that.
You
also
see
a
very
drastic
increase
in
the
total
miles,
driven
on
California
public
roadways
and
about
not
a
little
less
than
100.
Well,
some
more
vehicles,
so
some
of
it
there
was
a
breakdown
on
the
memo.
If
you
wanted
to
kind
of
dive
into
that
full
data
analysis.
F
There's
a
good
chance
that
they're
not
going
to
be
able
to
have
those
vehicles
do
the
type
of
service
that
we
envision.
So
it's
kind
of
an
indicator
of
how
much
you
can
engage
with
them
in
a
pilot
to
really
provide
a
solution.
And
then
another
really
important
note
is
that
there,
even
though
way
mode
does
have
a
driverless
testing
permit.
They
have
not
driven
a
single
driverless
mile
in
the
state
of
California
on
public
roadway.
F
So
from
our
guiding
principles,
we
took
a
couple
of
actions
that
we
thought
would
really
relate
into
some
of
the
work
that
we
should
be
doing
to
better
prepare
as
a
city.
Some
of
these
examples
include
partnering,
with
our
Police
Department
to
start
developing
an
AIF
T
plan,
understanding
what
their
needs
would
be.
We've
been
having
conversations
about
potentially
going
to
a
private
track
to
practice
and
do
training
around
you
know
pulling
over
an
autonomous
vehicle
how
they
would
interact.
F
Looking
at
data
so
really
trying
to
develop
that
data
analytics
capacity
and
form
the
data
exchange
model.
We've
made
some
progress
there
in
our
negotiations
with
autonomous
vehicle
companies
and
then
a
really
good
example
is
engaging
the
community
to
shape
future
streets
with
design
thinking.
That
is
the
ideal
pilot
that
we're
really
looking
at
reimagining
how
we
can
engage
with
our
community
to
better
prepare
for
the
future.
So
those
were
just
a
few
that
I
wanted
to
highlight
moving
into
the
2019
AV
plan.
F
F
And
so
a
lot
of
this
was
kind
of
based
off
the
analysis
and
based
off
of
feedback
from
industry
and
then
things
that
we
ran
into
that
were
challenging
in
order
to
get
some
of
our
first
pilots
off
the
ground
that
we
needed
to
really
kind
of
think
about
so,
specifically
proactively
engaging
with
the
communities
that
are
in
a
position
to
benefit
from
our
partnership.
Identifying
opportunities,
provide
digital
information
for
autonomous
vehicle
testing
and
deployment,
taking
a
look
at
our
own
capabilities
and
upgrading,
if
necessary,
and
working
with
cross
jurisdictional
agencies
and
so
I.
F
F
When
we
are
looking
at
the
autonomous
vehicle
partnership
opportunities-
and
this
is
where
we
did
a
lot
of
analysis-
we
first
asked
ourselves
what
companies
are
within
20
miles
of
San
Jose.
The
reason
why
we
asked
that
question
was
when
we
looked
at
the
disengagement
reports
in
the
DMV
data.
One
of
the
key
things
that
we
saw
over
and
over
again
is
that
autonomous
vehicle
companies
are
generally
testing
within
20
miles
of
wherever
their
autonomous
vehicle
base.
F
Station
location
is
and
there's
a
lot
of
reasons
for
that
when
I
reached
out
to
industry,
to
kind
of
better
understand
why
one
of
the
reasons
was
because
if
they
need
to
do
a
hardware
configuration
they
need
to
be
able
to
easily
access
those
engineers.
If
there
was
a
software
update,
these
these
vehicles
have
upwards
of
200
sensors
being
able
to
offload
all
that
data
and
go
back
to
return
to
the
base
and
then
general
maintenance
and
things
like
that.
F
So
you
know
we
already
have
several
partners
who's,
no
longer
active
in
the
industry
if
they've
moved
out
of
California
or
if
they're,
already
scaling
and
fight.
So
we
finally
are
on
18
companies
that
we
can
focus
on
we're,
looking
to
establish
points
of
contacts
and
definitely
provide
some
of
the
potential
partnership
opportunities
that
we
have
in
order
to
take
a
look
at
what's
possible
in
2020.
F
The
first
one
transportation
data
platform,
which
is
the
partnership
that
we
have
with
and
logic,
was
actually
an
internal
need
that
we
identified
as
we
needed
a
place
for
all
this
data
to
live,
and
it
was
a
piece
of
feedback
that
we
got
from
industry
is
if
we
provided
you
data,
where
would
it
go,
and
so
that
was
where
that
idea
really
originated.
So
now
we
have
a
place
where,
when
we
obtain
that
data
it
can
live
with
our
other
transportation
datasets,
so
we
can
make
better
decisions.
F
The
second
initiative
was
around
high
definition
obtaining
a
high
definition
map.
So
before
our
Thomas
vehicle
companies
go
out
and
test
on
the
road,
they
get
a
base
layer
map
of
where
all
the
measurements
of
all
the
the
objects
are,
and
then
they
start
to
build
scenarios
off
of
that
map.
That
map
is
also
incremental
in
the
simulation
of
autonomous
vehicle
testing
before
they
go
on
roadways
of
the
autonomous
vehicle.
Software
is
run
through
simulation
algorithms.
F
We
signed
an
MoU
with
Sanborn
to
start
looking
at
what
areas
they
would
like
to
map
in
or
in
that
areas
that
we
kind
of
identified
as
well,
which
I'll
get
to
in
a
moment
and
finally,
real
time:
construction
zone
information.
We
have
planned
construction
information
available
on
our
website,
but
really
it's
the
incidentals
that
you're
not
expecting
that
could
change
how
an
autonomous
vehicle
would
need
to
route
or
anticipate
a
change.
F
The
third
and
fourth
foundational
fur
included
updating
our
system
and
collaborating
with
crushed
jurisdictional
organizations.
Our
signal
phase
and
timing
feed
was
previously
going
to
a
third
party,
and
one
of
the
things
that
we
realized
when
we
were
negotiating
for
the
pilot
program,
was
that
there
can't
be
that
that
inherent
latency.
So
we
identified
that
Transcorp
had
a
functionality
to
basically
provide
that
feed
from
the
source
which
completely
reduces
that
latency
challenge.
F
F
All
right,
so
we
Act
one
of
the
other
items
that
I
committed
to
in
the
less
smart
cities
meeting
was
to
look
for
two
to
three
pilot
opportunities
to
start
up
in
within
2019,
and
we
have
three
so
the
first
is
the
one
that
we
we
know
about,
that
is
the
mercedes-benz,
Bosch
and
Daimler
project
that
will
be
starting
in
fall
of
2019,
really
we're
hoping
for
August.
It's
a
point-to-point
solution
from
Deardon
to
st.
F
in
a
row,
but
the
news
is
that
we've
teamed
up
with
the
San
Jose
chapter
of
the
Federation
of
the
blind
and
we're
really
excited
about
this
opportunity,
because
folks,
who
are
visually
impaired,
really
have
a
true
challenge
being
connected
into
our
transportation
network
and
a
lot
of
this
technology.
Like
I,
said
the
focus
is
not
necessarily
on
who
can
really
benefit,
and
so
by
this
partnership
partnering
up
with
let
these
other
entities
is
really
going
to
help
Mercedes,
Bosch
and
Daimler.
F
F
Gonna
learn
all
kinds
of
things
about
what
worked,
what
didn't,
work
and
then
kind
of
set
new
goals
after
we
evaluate
those
outcomes
and
then
iterate
to
improve
and
start
the
process
all
over
again
with
more
partners,
bringing
more
solutions
to
our
residents
and
our
communities
and
I
think
that
it
will
ultimately
continue
to
be
a
sustainable
program
and
just
to
kind
of
wrap
it
all
up.
I
put
it
all
together
on
a
timeline
in
terms
of
where
we
started
at
and
where
we're
at
and
where
we're
going.
F
So
in
you
know,
in
June
of
2017
we
had
we
had
roundtables
and
then
in
June
of
2017.
When
we
issued
out
the
RFI,
we
started
working
on
the
key
initiatives
executing
the
MoU
with
Mercedes,
and
then
you
know
today,
we've
developed
the
AV
plan.
We've
got
the
urban
logic
platform.
We've
executed
the
MoU
with
Auto
X.
F
We've
executed
the
MoU
with
Sanborn,
so
our
next
steps
really
are
executing
the
project
agreements
which
are
moving
along
and
continuing
the
plan
execution
that
I
articulated
earlier
launching
those
pilots
monitoring
the
performance
measuring
how
we
did
against
our
guiding
principles
and
evaluating
and
setting
new
goals.
So
I
think
that's
the
last
line
yes
and
I
really
I'm
hoping
to
get
some
really
great
feedback
on
where
we're
going.
If
you're,
supportive
of
where
we're
going.
If
there's
something
that
you
can
you
think
of
to
provide
that
feedback?
L
Thank
you
for
your
words.
It
was
nice
to
learn
how
you
spoke
about
it.
It
was
nice
to
hear
how
you
spoke
about
it.
Thank
you.
I
have
a
big
speech
here.
I
hope
you
can
bear
with
it
to
try
to
speak
to
a
broader
picture
of
the
economics
around
the
possible
future
around
automated
vehicles.
The
mayor
and
recent.
The
mayor
has
recently
tried
to
offer.
L
We
can
all
have
an
important
role
to
help
question
and
his
help
decide
how
to
navigate
the
future
of
possible
upcoming
economic
downturns
and
threats
of
the
major
economic
recessions
in
the
future
called
periods
of
disruption.
These
periods
of
disruption
also
have
upcoming
economic
downturns
that
are
possible
and
how
all
this
can
then
relate
to
the
difficult
issues
of
how
to
raise
the
height
limits
of
buildings
of
downtown
San
Jose.
L
The
work
of
my
own
life
at
this
time
talks
about
accountability,
but
to
move
forward
as
many
people
of
San
Jose
have
been
politely
warned
by
VTA
lectures
at
this
time
last
year
and
by
the
mayor
earlier
this
year.
How
will
we
each
individually
heed
these
warnings
of
economic
downturns
and
major
recessions?
I
feel
the
current
economic
questions
we
were
asking
ourselves
for
the
next
5
10
15
20
years
can
be
very
much
related
to
the
use
of
energy.
L
L
Amongst
many
reasons,
they
may
have
to
be
important
decisions
made
about
the
feature
of
fracked
oil,
natural
gas
and
coal,
compared
with
the
growing
simplicity
of
a
more
sustainable,
viable
options
for
the
uses
of
energy
as
a
u.s.
society
and
for
the
planet,
and
we
are
at
a
time
to
better
learn
how
to
use
solar
energy
and
its
practices.
In
other
words,
we
are
starting
to
more
fully
address
subjects
of
climate
change
and
how
the
future
of
energy
that
did
not
want
to
be
talked
about
in
nearly
19
in
2010.
L
J
I
did
have
a
just
a
couple,
quick
questions,
a
lot
of
they
well
all
the
areas
that
you've
discussed
or
very
high-tech,
and
one
of
the
pieces
of
feedback
that
I
got
it
might
have
been
from
your
group
or
from
one
of
the
companies,
is
that
one
of
the
most
important
things
that
they
are
looking
at
in
terms
of
support
from
the
city
is
something
very
low
tech
like
paint.
So
can
you
kind
of
update
me
on
the
low
tech
issues
that
we
have
to
address?
Yes,.
F
F
F
Did
yes,
it's
it's
already,
and
actually
you
know
before
they
put
in
a
where
they're
doing
pick
up
and
drop
off
of
passengers.
They
do
have
to
do
quite
a
bit
of
testing
get
miles
on
those
cars,
so
they
are
targeting
to
start
their
initial
kind
of
soft
launch.
I.
Think
it's
next
month
so
that'll
be
well.
We
should
be
seeing
those
cars
on
the
road
soon.
J
And
then
so
that
kind
of
ties
into
my
next
question
in
terms
of
profile,
so
are
these
cars
going
to
be
clearly
marked
as
autonomous
vehicles,
so
just
residents
and
other
commuters
or
people
on
the
road
know
that
you
know
these.
This
pilot
is
taking
place
and
we
have
a
time
as
vehicles
on
the
road.
You
got
a
create
exposure
and
yet.
F
They
have
a
special
rep
on
the
vehicles,
from
what
I
saw
from
the
design
is
that
it's
it's
a
white
vehicle
with
kind
of
almost
polka
dots
like
different
colors
of
blue
and
it
says
autonomous
vehicle
on.
It's
got
the
brand
on
there.
So
they're,
not
it's
kind
of
like
Street,
View,
you're,
gonna
notice
that
the
car
is
different
than
the
traditional
cars
from
the
rap
Thank
You.
A
A
F
Definitely
worked
with
prospect,
Silicon
Valley
on
several
initiatives,
I
think
and
especially
kind
of
connecting
us
into
those
different
partners.
They're
they're
pretty
well
connected
and
so
definitely
they've
been
instrumental
in
helping
facilitate
those
conversations.
So
we
are
still
close.
Okay
and.
A
I
I
like
the
the
strategy
and
especially
how
we're
not
just
bringing
AV
technology
into
our
city
but
we're
bringing
it
with
a
public
purpose
to
help
the
visually
impaired
to
help
you
know
we
reduced
traffic
along
880
and
help
San
Jose
State
students
with
the
the
expiration
of
the
shuttle
I've
seen
other
cities
put
out
press
releases.
You
know
saying
a
v's
already
here:
they're
already
testing
it,
maybe
without
a
public
purpose,
but
but
you
know
at
least
I've
seen
the
buzz
in
other
cities
already.
A
F
I
am
very
confident
on
one
of
the
pilots
that
that
will
the
mercedes-benz,
Bosch
and
Daimler
pilot
for
sure
will
happen
this
year.
The
other
pilots
are
a
little
bit
behind
in
terms
of
where
how
far
they
are
in
their
development,
not
not
on
the
development
but
on
the
pilot
side.
Just
scoping
details
just
from
experience
those
I
wouldn't
necessarily
hold
to
a
hard
fall
2019.
It
might
be
a
little
bit
later,
but
I'm,
confident
that
we
will
have
them.
F
I
know
that
there
are
a
lot
of
announcements
all
the
time
and
it's
really
interesting
this
race.
How
fast
everyone
can
go,
but
I
think
our
approach
has
always
been
that
we're
going
to
demonstrate
how
it's
done
right
and
it's
not
gonna
what
you
see
with
a
lot
of
that
launch
of
a
service.
A
really
good
example
was
one
that
I
read
about
the
other
day
as
well.
When
you
don't
have
a
challenge
that
you're
addressing
what
you
see
is
everyone
tries
it
out
and
then
that
no
one
else
rides
in
it
again.
A
F
Gonna
take
some
time
for
level
5
so
level.
The
way
that
I
always
think
about
level
5
versus
level
3
and
4
is
really
that's.
When
the
car
is
smart
enough
to
make
all
the
routing
decisions
based
off
of
all
the
other
decisions
that
are
going
on.
That's
you
know,
it
knows
it's
so
connected.
The
environment
is
so
connected
that
all
of
the
vehicles
are
connected.
F
All
the
vehicles
are
connected
to
the
infrastructure,
and
now
it's
like
magic
in
terms
of
how
they're
able
to
route
and
all
these
types
of
things
it's
gonna
take
a
while
we
got
to
catch
up
on
the
infrastructure
side,
they
gotta
catch
up
on
the
we
gotta
we
had
to
have
that.
We
have
to
install
the
broad
we
have
to
develop
and
build
out
the
broadband
piece
of
that
to
facilitate
those
types
of
connections.
It'll
happen
eventually,
but
it's
gonna
be
some
time
so.
F
A
L
Hi,
thank
you
I
think
I.
Better
finish,
probably
speak
from
of
the
last
few
words
of
my
speech.
In
other
words,
we
may
be
starting
a
period
to
more
fully
address
subjects
of
climate
change
and
the
future
use
of
energy
that
did
not
want
to
be
talked
about
in
the
early
2010's
and
to
talk
about
these
changes
without
hurting
ourselves
economically
or
having
to
go
to
war.
Thank
you
to
speak
about
the
strategic
plan.
L
L
Why
we
like
to
be
here
in
San
Jose
at
this
time,
so
I
just
thought
I
would
offer
that
as
a
plug
and
is
important
point
for
myself
personally
and
that
I
think
can
really
help
in
how
you
know
teaching
college
students
bringing
in
college
students
the
veterans
of
IT
and
who
you
trying
to
reintroduce
again
I
think
those
are
the
kind
of
people
who
would
really
be
interested
in
this
sort
of
subject
and
so
I
guess
that's
about
all
right
now.
Otherwise,
thank
you
for
this
process.
Today,
all.