►
Description
City of San José, California
Smart Cities & Service Improvements Committee of August 5, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=879875&GUID=4D629732-EE12-4BEF-BE39-B0C9C43F4B68
A
A
C
Good
afternoon
chairperson
mayhem,
mayor
licardo
committee
members
and
members
of
the
public,
I'm
rob
lloyd,
chief
information
officer
for
the
city
of
san
jose.
Returning
from
the
july
break
staff
will
present
two
items
to
the
committee
today
under
d1,
we
have
the
innovation
and
technology
project
status
report.
This
is
a
significant
update
as
it
weaves
together
the
city
roadmap,
the
technology
project,
efforts
citywide
as
well
as
solidifying,
the
professional
practice
related
to
the
city
audit
for
reporting
in
december
of
2019..
C
We
also
are
talking
about
validating
status
and
mitigating
issues
before
the
city
runs
into
problems
with
any
of
its
technology.
Investments
michael
foster,
division
manager
for
the
city's
technology
portfolio
products
projects
office
will
present
on
that
item
and
then
under
d2,
a
team
led
by
jerry
driessen
assistant,
cio,
walter
lin,
deputy
public
works
director
and
kelly
parmelee
assistant
hr
director
will
update
the
committee
on
a
large
body
of
work
related
to
reopening
the
city
to
a
digital
public
and
a
digital
workforce,
and
with
staff's
return
to
on-site
work
in
kerbal
19
pandemic.
D
C
D
We've
added
another
view
into
this,
as
we
fade
into
a
version
which
is
focusing
on
the
squares
that
are
related
to
this
committee.
Specifically,
those
squares
are
digital
equity,
san
jose
311
and
service
delivery,
and
the
powered
by
people
initiative
drive
to
digital
on
the
following
three
slides
I'll
zoom
in
on
these
entire
technical
project.
Work
directly
to
these
city-wide
priorities.
D
The
first
zoom
in
is
into
digital
equity,
expressed
here
as
digital
inclusion
and
digital
access
projects.
So
the
first
one
is
sj
access
hotspots
distribution
program
with
at
t.
This
is
currently
funded,
staffed
and
functional,
and
it's
currently
projected
to
have
enough
funding
to
continue
through
this
financial
year.
2122.
D
community,
wi-fi
libraries
and
community
centers
you've
heard
about
this
one
before
so.
Nine
city,
libraries
and
15
community
centers
were
completed
in
the
beginning
of
this
year
and
library
and
prs
funding
for
continuation
of
service
is
there.
So
this
is
a
good
check
mark
and
then
community
wi-fi
access
on
the
east
side.
High
school
districts.
D
You've
probably
heard
details
on
this
before
but
again,
james
lick,
overfelt
and
yerba
buena
high
school
districts
are
live
between
september
and
april.
We
have
some
data
now
with
785
000,
unique
clients,
and
that
could
be
you
know
if
you
have
a
temp,
a
tablet
and
a
phone
and
another
phone
or
whatever.
So
that's
not
people,
but
133
terabytes
of
information
has
flowed
over
that
network
as
well,
which
is
pretty
impressive.
D
So
the
next
three
on
that
are
independence,
high
school
oak,
grove
and
andrew
p,
hill,
high
schools
and
there's
a
few
schedule
changes
due
to
some
changes
in
scope,
obviously
san
jose
being
such
a
vast
city.
There's
a
few
changes
in
scope
and
the
number
of
devices
we've
needed,
and
things
like
that.
D
D
Next,
steps
on
that
are
some
enhancements.
Post,
go,
live
and
assessing
the
data
there,
sj311
accessibility
assessment.
So
this
is
an
assessment
that
began
in
may
of
2021
and
it's
been
completed
in
july
of
2021
and
the
next
steps
there
are
obviously
to
prioritize
and
implement
the
recommendations
from
the
assessment
on
sj311
and,
ultimately,
maybe
even
the
rest
of
our
digital
properties,
the
virtual
agent,
so
we're
averaging
1
000
calls
handled
per
month
through
the
virtual
agent,
currently
handling
abandoned
vehicles
and
who's.
D
My
hallway
questions
and
we'll
be
identifying
some
new
services
to
be
added
to
the
virtual
agent
as
the
next
step
and
then
finally,
spanish
and
vietnamese
translations,
so
that
was
launched
in
november
of
2022
or
excuse
me,
2020
spanish
usage
is
growing
very
fast.
Vietnamese
usage
is
growing
a
little
slower.
D
D
We
already
have
37
paper
forms
that
have
been
automated
and,
like
I
said,
the
next
presentation
will
give
you
a
lot
more
and
we
have
a
goal
of
50
more
work
plans
planned
for
this
fiscal
year,
the
one
city
workplace.
You
might
have
heard
that
name
a
few
times.
This
is
the
next
generation
internet
and
intranet,
which
is
people
in
process
focused
and
it's
underway
now,
and,
of
course,
you'll
hear
more
about
that
next
hybrid
work.
D
We
do
here
at
the
city
to
the
overall
road
map.
We
fade
into
a
version
focused
on
the
city's
I.t
projects,
or
this
is
the
where
we
last
left
our
heroes
slide.
So
this
is
the
june
3rd
version
and
we
can
fade
into
the
latest
version
of
this
as
before.
I've
got
follow-on,
slides
for
what's
changed
status,
what's
new
and
our
project
velocity
so
first
these
are
red
and
yellow
status
changes,
so
the
drive
to
digital
one
city
workplace
was
not
funded
before
last
time
we
spoke,
and
now
the
funding
is
secured
and
that's
underway.
D
The
web
governance
and
digital
services
policy
needed
approval,
and
that
is
now
an
approved
policy
and
then,
lastly,
the
copier
printer
replacement,
you
might
have
noticed
some
of
you
coming
back
into
the
city
offices
that
the
printer
changed
color.
It
changed
from
a
white
ricoh
to
a
black
toshiba
toshibas,
obviously
are
made
in
asia,
and
there
are
a
lot
of
delays
due
to
supply
chain
delays
with
the
ports
and
things
coming
from
asia
all
due
to
covet
19
sort
of
like
the
weather,
something
beyond
our
control.
D
D
So
what
kind
of
infrastructure
are
we
going
to
have
agenda
management,
video
public
participation
and,
of
course,
that
equity
and
access?
So
this
will
be
presented
actually
to
this
committee
on
december,
2nd
what
we
figure
out
on
that
assessment,
the
eoc
next
generation
technology.
So
this
is
a
new
idea
of
refreshing
and
modernizing
the
eoc
technology
to
be
located
in
the
new
building
that
is
under
construction
in
2022,
and
that
is
seeking
funding
for
a
next
generation
eoc
for
set
us
up
for
the
future.
D
Lease
management
is
a
new
project.
It's
building
a
new
solution
with
the
city's
real
estate
division,
incorporating
the
auditor's
recommendations,
and
that
will
be
presented
to
this
committee
in
february
as
well
asset
management,
so
we're
identifying
and
looking
for
the
requirements
on
new
asset
management
and,
of
course,
we'll
be
looking
into
the
existing
systems
that
we
have
to
see
if
they're
capable
and
can
be
made
a
little
more
consistent.
D
This
is
training
1200
hours
of
dedicated
microsoft,
support
engineers
offering
training
so
that
we
can
more
efficiently
utilize
all
the
different
microsoft
projects
that
we're
already
getting
and
make
the
best
use
of
them
for
the
city,
and
then
we
have
our
capacity
and
velocity
just
wanted
to
note
on
velocity.
You
can
see:
we've
increased
our
velocity
by
more
than
10
percent
here,
taking
on
a
few
more
projects.
D
D
D
It
links
to
additional
detailed
information,
so
you
can
dive
down
when
you
want
to
learn
more,
it's
visible
to
all
city
employees,
it's
built
on
microsoft,
sharepoint.
It
rolls
up
to
the
regular
reporting
cadence
for
smart
cities
committee.
This
dashboard
actually
informs
those
slides
you
just
saw,
and
then
it
satisfies
the
audit
number
1910
numbers,
seven
and
nine.
D
D
D
On
that
note,
in
product
and
project
management,
the
iron
pyramid
goes
beyond
the
classic
project
management
iron
triangle
that
you
might
have
heard
of
before
of
measuring
scope,
budget
and
schedule,
and
it
asks
the
additional
question:
what
is
the
value
being
delivered
on
this
project?
Or
is
this
project
continuing
to
produce
value?
D
So
the
first
four
are
the
stoplight
red
green,
yellow
points
on
that
iron
triangle
of
project
value,
which
is
the
majority
of
the
calculation.
Basically,
if
it's
no
longer
delivering
value
or
the
needs
have
changed,
why
should
we
continue
the
scope?
Of
course,
the
budget
and
the
schedule
some
other
things
that
are
on
the
dashboard
just
to
keep
things
as
brief
as
possible
is
just
what
are
the
impacts.
So
why
is
this
important?
What
are
the
impacts
on
the
equity
users,
employees
and
residents
key
roles
who's
in
charge?
D
Here
we
want
to
know,
and
there's
a
little
bit
more
on
the
next
slide
about
that
and
then
documentation
link
so
where's
the
details,
where's,
the
architecture,
diagram,
where's,
the
network
diagram
things
like
that.
All
those
things
are
linked
in
one
place
where
you
can
find
them,
so
these
three
roles
are
key
to
successful
product.
The
product
owner
is
the
person
who
wants
this
project
to
succeed
and
has
ownership
over
it.
The
sponsor
in
the
center
is
key
individual
who
can
make
things
happen
or
move
mountains
when
they
need
to
keep
the
project
on
track.
D
The
project
manager
is
the
one
minding
the
store
and
making
sure
that
resources,
including
budget
people
and
most
valuable
time,
are
utilized
carefully
to
achieve
the
project's
goals.
These
three
individuals
are
listed
directly
on
the
dashboard,
so
anyone
can
reach
out
to
them
if
they
have
a
question
or
a
request.
D
It's
always
fun,
switching
in
the
middle
of
our
presentation,
so
just
to
show
folks,
I
record
a
little
video
of
that
dashboard.
So
again,
it's
internal
built
with
sharepoint
lists.
You
can
see
here.
We've
got
the
scope,
the
budget,
the
schedule
and,
of
course,
the
value
here
shown
in
red,
yellow,
green.
D
The
additionally
here
we've
got
some
other
fields,
the
impact
of
course
that
I
mentioned
about
obviously
a
list
of
what
you're
going
to
do
next.
So
that's
the
to-do
list,
a
five-year
contract
value.
This
is
not
a
financial
system.
This
is
this
is
not
an
official
number,
but
it's
tracking
sort
of
the
scope
and
the
size
of
the
project.
Then
those
three
key
key
people
I
talked
about
the
product
owner,
the
project
manager
and
the
sponsor-
are
listed
right
here
and
for
every
project.
Those
are
clearly
known
roles.
D
This
is
the
link
to
that
charter
and
doc,
documents
and
other
documentation.
And,
of
course,
the
state
is
it
underway.
Is
it
completed,
etc,
scrolling
a
little
further
there's
some
new
fields
that
we've
added
that
aren't
filled
in
yet,
but
we're
going
to
start
tracking
procurement
start
and
procurement
end.
So
we
can
see
how
long
a
procurement
takes.
D
Privacy
review,
of
course,
is
a
new
one.
That's
going
to
be
important,
or
it's
really
a
one
or
zero.
Whether
a
privacy
review
was
done,
then
the
last
one
is
that
independent
verification
and
validation
that
we
talked
about,
which
is
basically
looking
back
at
the
project
and
seeing
did
it
actually
achieve
what
it
said
it
did,
and
you
know
are-
are
the
statuses
correct
on
that
project.
A
A
D
D
That
the
information
on
this
dashboard
is
accurate,
so
we
need
to
know
about
all
city-wide
project
technology
projects
that
meet
the
c-3po
criteria,
you're
already
familiar
with.
So
we
do
this
in
three
ways:
with
regular
training
and
engagement
with
the
departments,
so
that
they're,
aware
of
that,
with
validation
with
the
procurement
prioritization
board
for
new
things
that
are
coming
on
board
and
with
validation
through
the
budget
process.
B
Thank
you,
michael,
that
was
that
was
fantastic,
really
great
report
and,
as
I'm
sure
you
could
guess,
I
I
find
the
dashboard
especially
exciting
a
couple
just
quick
comments
before
you
go
to
public
comment.
First,
I
I
should
have
said
this
when
we
opened
the
meeting,
but
I
want
to
wish
everybody
a
happy
return
from
the
recess
and
I
hope
everyone
was
able
to
get
a
little
bit
of
a
well-deserved
break
in
july.
B
I
know
it's
been
a
very
very
long
year
and
a
half
now
amidst
this
global
pandemic,
and
so
I
just
want
to
acknowledge.
I
know
we
took
a
took
a
month
off
from
at
least
these
meetings
and
I
hope
others
were
able
to
get
a
bit
of
a
break
and
thanks
again
for
the
report-
and
I
know
we'll
go
into
more
details,
but
I
just
I
think
that
dashboard
is
an
incredibly
exciting
example
of
how
we
can
get
folks
aligned
understand
value
track.
Progress
have,
you
know,
really
efficient
conversations
about
what
we're
working
on.
B
B
A
F
I
am
appreciative
of
the
the
progress
on
the
san
jose
311
that
had
been
jump
started
after
public
comments
that
I
made
in
february
about
3-1-1
line
staff
and
supervisors
not
being
aware
about
the
americans
with
disabilities
act
applying
to
the
city
of
san
jose
have
come
a
long
way.
In
fact,
I'd
say
that
the
3-1-1
team,
led
by
german
sedano,
has
been
at
the
forefront
of
the
many
departments
that
I've
been
communicating
with
so
kudos.
F
For
that
I
felt
very
included
in
the
assessment
that
julie
kim
did
and
wished
that
she
hadn't
left
the
organization
on
to
other
things
also
did
a
good
job
on
the
including
silicon
valley,
independent
living
project,
so
appreciate
the
progress
on
that
part.
There's
a
few
things
that
I
notice
that
could
be
better
even
on
the
the
non-public
facing
side
that
would
be
caught
by
somebody
who's.
Looking
for
accessibility,
things,
for
example
the
values
showing
red,
yellow
green.
F
If
there's
not
some
other
image,
some
folks
who
are
colorbind,
which
particularly
includes
men
about
eight
percent
of
the
population,
aren't
going
to
be
able
to
see
that.
So
you
want
to
look
from
the
backward-facing
and
forward-facing
sides
to
make
sure
accessibility
checks
are
done.
To
that
end,
I
want
to
say
thank
you
for
herman
also
for
introducing
me
to
dhruv
hemity.
F
I
was
able
to
provide
one
day
turnaround
on
comments
for
the
hybrid
meetings
and
able
to
talk
about
neutral
language
as
opposed
to
ablest
language
and
some
practical
access
features
that
would
make
a
difference
on
the
powered
by
people
drive
to
digital
side.
I
think
that
I'm
excited
about
what's
moving
forward,
looking
forward
to
hearing
more
on
the
procurement
side,
when
you're
looking
at
the
the
the
look
back
for
the
procurement
did,
the
procurement
process
include
accessibility.
Microsoft
has
a
checklist
that
should
be
used.
G
G
I
I
also
thank
you
for
the
words
of
council
person,
mayhem.
It's
it's
nice
to
have
us
a
month
break
and
just
hi
to
everybody.
At
this
time
we
should
be
acknowledging
very
questionable
english
speaking,
only
laws
that
swept
across
the
state
and
country
in
the
mid-1980s,
and
that
we
are
only
just
beginning
to
better
address
the
open
sharing
of
language
may
actually
invite
a
more
healing
and
inclusive
idea
of
community
at
about
three
hundred
dollars
an
hour
for
each
language.
G
It
should
be
important
to
begin
to
better,
ask
ourselves
and
zoom.
Why
exactly
is
the
cost
of
sharing
a
language
with
its
community
so
high
and
exclusive?
Thank
you.
I
think
that
should
be
an
important
concept
with
your
with
your
language.
Community
relations
you'll
be
going
out
with
at
this
time,
and
it's
part
of
the
things
we
should
be
addressing.
G
I
think,
as
usual,
to
go
into
our
usual
habits
our
usual
routines.
I
I
hope
there
is
efforts
going
on
to
make
the
open
public
policy
process
for
broadband
being
placed
in
local
neighborhoods.
I
hope
those
notifications
are
clear
are
being
cleared
to
with
the
public
and
that
city
government
is
making
sure
that
verizon
and
other
corps
are
are
doing
their
job
and
making
that
clear.
So
people
can
have
you
know
a
certain
amount
of
time
they
can.
They
can
appeal
they
can
organize.
G
B
H
D
C
Sure,
and
vice
mayor
there's
one
on
the
value
part
of
your
question
that
one
actually
is
for
the
product
owner
and
the
sponsor
to
score
themselves
that
deeper
than
any
kind
of
did
we
hit
the
schedule
or
was
it
on
budget?
We
work
with
them
to
say:
did
it
hit
the
marks
that
it
was
supposed
to
produce
for
the
investment
that
we
made
and
we
defer
to
them
on
that
one?
To
be
honest,
we
might
agree
up
front
and
have
some
stuff
there,
but
it's
their
job
to
tell
us.
C
Did
it
really
hit
the
mark
at
the
end?
And
what
do
we
need
to
keep
doing
that
it
can
continue
to
produce
value.
Number
two
is
on
the
ibm
v
there
there's
a
set
of
methodologies
under
the
project
management
book
of
knowledge
and
the
practice
of
project
management.
Where
there's
a
tool
and
instrument
we
use
to
go
through
and
say
all
right.
We
need
to
validate
the
three
main
items.
C
We
need
proof
of
that
you're
actually
delivering
on
that
schedule,
and
the
feedback
from
the
customers
are
that
it's
working
and
working
well
and
if
absent,
that
it
actually
gets
red
flagged
and
they
have
a
mitigation
process
that
activates.
So
then
it
would
come
in
and
bring
in
the
sponsor
the
product
owner
and
the
team
and
say
all
right,
we're
seeing
but
something's
askew
here.
And
how
would
we
need
to
address
that?
C
The
former
city
manager
dave
sykes
actually
put
it
well
as
well
to
all
the
directors
when
we
had
a
meeting
once,
which
is
don't
ever
be
afraid
of
being
on
that
list.
It
means
that
you're
going
to
get
the
help
that
you
need
and
so
that
that
ibmv
is
just
a
validation
that
we
don't
get
project
watermelons.
C
Yeah
very
sophisticated
question,
so
I
I
think
you're
showing
your
experience.
What's
my
areas,
it's
both.
So
the
main
line
is
internal.
When
we
see
something
significant,
we
actually
can
activate
a
contract
and
so,
for
example,
with
development
services
transformation.
We
activated
a
contract
with
gartner
on
that
one
and
we've
done
the
same
for
two
other
projects
where
we
just
needed
outside
eyes,
with
extra
expertise
and
sometimes
also
a
neutral
voice.
But
we
activate
that
third
party
in
that
extra
cost
when,
when
the
investment's
large
enough
it
merits
it.
A
Carter,
thank
you,
my
apologies
for
being
remote
and
off
screen
I'll
be
back
on
shortly.
My
concern
was
really
around
the
procurement,
which
has
been
a
huge
pain
point
for
us
for
a
very
long
time.
I'm
just
wondering
if
that
can
be
accelerated
in
any
way.
It
seems
like
a
long
time
to
wait
for
just
a
status
report
on
improvements
to
procurement,
given
the
the
enormity
the
impact
that
our
procurement
problems
are
having
on
all
of
our
city
processes,
is
there
a
mechanism
for
accelerating
that.
C
Yeah,
I
think
I
can
add
in
and
dolan
might
want
to
speak
as
well
as
here's
the
mayor,
the
procurement
improvement
process
and
we
are
going
to
come
back
with
a
memo
to
bring
a
status
update
on
it
in
the
next
two
meetings.
I'm
thinking
it's
probably
gonna
be
october.
The
team
has
just
re-engaged
with
the
guide
house
and
they
have
some
other
work.
They
need
to
do
on
audits,
bond
sales
and
some
of
you
work
with
cares,
funding
and
so
forth.
I
Yeah
rob
so
thanks:
dolan,
beckel,
interim
deputy
city
manager
for
technology
and
innovation,
emergency
management,
so
we're
into
two
things.
One
mayor,
the
good.
The
good
news
is,
and
council
and
public.
The
good
news
is
the
procurement
improvement.
Pro
program
is
one
of
the
41
priority
strategic
initiatives
on
the
city
roadmap.
So
it
is
a
priority
to
the
city.
I
So
that's
kind
of
the
path
forward
of
both
kind
of
level
setting
and
get
everybody
up
to
speed
of
of
what
we
have
diagnosed
and
what
what
we're
going
to
do,
and
then
we'll
also
work
with
the
finance
department
and
see
how
we
might
be
able
to
accelerate
that
even
with
potentially
some
pilot
projects
on
some
challenge
based
procurements
are
there
other
innovative
form
of
procurements
that
other
cities
are
are
doing
as
we
speak.
Thanks
rob.
I
So
mayor,
I
think,
we'll
work
at
this
is
dolan
beckel
again,
I
think
what
we
will
be
doing
is
the
finance
department
was
always
open
to
trying
new
approaches
before
covet
hit.
We
had
this
concept
of
the
small
wonders
pipeline,
where
we,
where
we
worked
with
stir
startup
in
residence
and
kind
of
did
some
more
of
the
upfront,
scoping
and
upfront
work
to
get
us
to.
If
a
pilot
project
was
successful,
we'd
quickly
move
to
contract,
so
we
kind
of
accelerated
some
of
the
procurement
up
front.
I
So
we're
going
to
be
looking
at
some
ways
in
which
we
could
pilot
some
opportunities
to
apply
things
like
we've
done
before,
like
the
startup
and
the
residents,
the
small
wonders,
and
then
we're
also
going
to
be
working
with
finance
see.
Is
there
any
way
that
large
chunk
of
the
kind
of
consulting
engagement
might
be
able
to
be
accelerated?
But
I
think
we
we,
we
know,
there's
a
lot
of
work
going
on
in
finance,
so
I
think
it's
a
yes
and
I
think
we
can
look
at
some
ways.
I
We
can
do
some
innovative
pilots,
like
we
did
with
small
wonders
and
the
startup
in
residence,
as
well
as
working
with
finance,
to
see
if
it's
feasible
to
pull
that
consulting
engagement
up
front
to
have
that
outside.
Look
at
what
are
other
cities
doing?
What
are
some
of
our
major
roadblocks
and
how?
How
might
we
go
about
accelerating
the
time
to
procure.
I
C
Great
thank
you
and
mayor
and
chair.
If
I
can
just
have
one
thing,
part
of
the
project,
tracking
too,
is
we'll
start
getting
some
data
around
where
the
long
pole
in
the
tent
is
on
with
the
in
the
project,
the
procurement
component
of
some
of
those
initiatives
and
then
have
some
targets
at
where
we
might
be
able
to
reduce.
B
C
Chair,
I
I
might
ask
for
october,
we
do
have
to
have
the
time
to
work
with
finance,
to
see
what
we
can
propose,
but
I
think
we've
heard
loud
and
clear
from
the
committee
that
we're
looking
for
progress
in
the
in
the
ensuing
months,
so
I
think
dolan
and
I
can
commit
to
we'll
work
with
finance
and
see
what
we
can
put
on
the
table
for
work.
Progress
as
well
as
a
longer
stream
of
activity
that
can
fix
some
of
those
improvement
goals.
J
Hi,
thank
you
good
presentation.
I
I
really
appreciate
all
of
the
information
and
I
love
the
iron
triangle-
analysis,
scope,
budget,
schedule
value.
It
really
helps
us
analyze
the
the
issues
that
we
face
in
smart
cities,
but
also
in
other
areas.
So
it's
that
that
was
helpful.
Thank
you.
I
do
have
a
couple
clarifying
questions
and
I'm
actually
not
sure
if
I
should
wait
for
the
next
report
or
for
this
one
and
they
have
to
do
with
the
virtual
agent
and
the
accessibility
assessment,
particularly
the
accessibility
assessment.
J
K
Council,
member
foley,
this
is
jerry
driessen
assistant
cio,
so
we
did
complete
the
assessment
we
had.
We
had
many
members
internal
members
involved
on
that
office
of
racial
equity,
also
cmo
office,
the
cmo
communications
office
I.t,
and
we
looked
just
specifically
at
sj311,
so
I
can't
say
that
it
was
a
global
accessibility
assessment.
We
really
looked
at
just
the
sj311
components.
We
found
very
detailed
findings
that
point
out
some
usability
and
specifically
accessibility
issues
within
the
app
that
we
can
immediately
address.
K
We
also
found
some
trends
and
some
themes
that
we
shared
with
the
city
manager's
office
and,
I
believe,
there's
an
initiative
going
to
be
kicking
off
in
there
as
well,
for
a
broader
analysis
of
accessibility
and-
and
sarah
zarate,
I
believe,
is
leading
that
initiative,
so
we're
feeding
feeding
into
that
larger
accessibility.
So
that's
the
first
question.
K
Yeah,
I
would
say
I
I
would
say
that
the
the
easiest
to
modify
is
not
necessarily
always
the
the
most
critical
need.
I
think
what
we
found
out
that
we
really
from
a
critical
perspective.
What
we
really
saw
was
that
we
need
to
elevate
the
discussion
of
accessibility
beyond
sj301
and
develop
training
and,
quite
frankly,
some
policy
around
accessibility
and
how
we
look
at
accessibility.
Citywide,
I
would
say,
that's
the
most
critical
item.
We
saw
that
we
really
need
to
elevate
the
conversation
because
it
isn't
just
sj301.
K
The
app
is
just
part
of
our
customer
service
focus
right
so
going
across
all
channels,
and
even
all
departments
in
the
city
I
would
say
is-
is
one
thing
that
we
saw
as
most
critical
in
terms
of
easiest
to
address:
we've
already
fixed
some
issues.
You
know
like,
like
the
buttons
and
and
and
the
color
of
the
buttons
within
the
sj300
apps.
Those
are
some
of
the
easy
things
to
address
that
we
found
in
the
assessment.
J
J
K
Councilmember
foley
jerry
driessen
again,
so
the
virtual
agent
again
is
one
of
those
channels.
I
referred
to
that's
part
of
our
omnichannel
digital
strategy
and
it
is
simply
when
you
call
in
to
sj301
it's
an
automated
message,
but
it's
it's
more
than
a
traditional
interactive
voice,
recording
service,
it's
actually
automating
that
call
so
think
of
when
you
call
your
favorite
airline
or
your
bank,
and
you
never
talk
to
a
person
and
your
request
is
automated,
automatically
processed
all
the
way
through.
So
we
piloted
with
two
services.
K
Last
year
we
went
live
in
december
of
2020
december
4th
actually
and
we
piloted
with
who's
my
hauler
and
abandoned
vehicles
at
that
time,
what
it
does
for
who's,
my
hauler
is
it
actually
soft
transfers
you
right
to
the
hauler.
So
when
you
ask-
and
you
give
your
address-
it
actually
connects
you
with
that
with
that
hauler
and,
as
you
know,
there's
there's
several
different
options
for
haulers
in
the
city
and-
and
so
that's
very
helpful
and
has
proven
useful
abandoned
vehicles
has
been
some
what
more
of
a
challenge.
J
Okay,
so
taking
that
one
step
further
with
an
abandoned
vehicle,
that's
been
reported,
a
ticket
is
set
up,
but
how
does
the
person
who
called
in
the
abandoned
vehicle
complaint
or
concern
know
that
something
has
happened
other
than
seeing
that
the
car
has
been
tagged
or
removed
from
in
front
of
their
house?
How
do
we
circle
back
with
them.
K
So
there
are
automated
alerts
that
once
that
virtual
agent
picks
it
up
converts
it
into
a
service
request,
we
call
them
within
the
sj301
app
an
email
is
sent
out.
We've
received
your
request,
and
and
also
on
that
email
is
the
expected
turnaround
time
which
I
believe
for
abandoned
vehicles
is
within
seven
days.
I'm
pretty
sure
I
got
that
right,
so
we
set
the
expectation
of
when
a
response
will
be.
K
I
will
say,
there
are
changes
in
with
dot
in
the
service
delivery
model,
they're
they're,
moving
to
a
proactive
patrol
model
where
they're
going
out
in
the
community
and
actually
looking
for
cars
that
may
or
may
not
be
reported
within
communities
and
and
also
then,
what
they're
going
to
require
or
moving
to
require
in
the
future
is
a
photo
that
that
is
attached
with
that,
which,
of
course,
if
you're
doing
it
by
phone
is
impossible
to
do
so.
We're
going
we're
in
the
process
right
now
of
trying
to
figure
out.
J
B
Thank
you,
councilmember
foley,
and
I
maybe
I'll
start
by
picking
up
on
that
comment.
I've
also
had
feedback
from
residents
who
have
expressed
a
need
or
a
desire
for
greater
loop
closing,
and
so
I
think,
councilmember
foley
described
that
well
and
just
you
know
wanting
to
have
an
an
understanding
of
what
actually
happened
to
their
ticket.
You
know
if
it's
it
may
be
resolved
on
our
end,
but
that
can
mean
a
number
of
different
things
which
will
be
very
satisfying
or
very
dissatisfying
to
the
person
who
submitted
the
ticket.
B
I
actually
wanted
to
ask
kind
of
broaden
out
from
any
individual
service
like
abandoned
vehicles,
as
we
think
about
qual,
improving
the
quality
of
the
service
and
fulfillment
and
root.
Closing
being
so
key
to
that,
is
it
possible
to
work
into
our
reporting
a
measure
of
fulfillment
across
each
service
and
understand
how
we're
performing
is
that
something
we
could
surface
at
the
level
of
this
committee,
or
would
that
take
a
lot
of
new
work.
K
B
Thanks
jerry
because
I
know
we
have
variants
for
good
reason,
we
have
potholes
where
we're
filling
99
of
them
within
a
week
or
two,
which
is
awesome,
and
then
we
have
abandoned
vehicles
which
hasn't
been
as
awesome
and
then,
since
you
mentioned
it
michael
in
the
report,
I
I
wonder
if
you
happen
to
know
how
we're
doing
on.
I
think,
because
where
floyd
was
asking
about
trash
and
junk
pickup
is
our
fulfillment.
B
D
Yeah
sorry,
michael
foster
very
quickly.
The
majority
of
those
requests
are
for
a
large
trash,
pickup,
yeah
and
then
probably
second.
Most
of
that
would
be
like
can
issues
and
things
like
that.
But
there's
multiple
things
that
you
can.
You
can
do
with
the
new
garbage
and
recycle
capabilities,
but
rob.
B
Yes,
I'm
just
I'm
just
asking
specifically
along
the
lines
of
the
abandoned
vehicle
question
from
councilmember
foley
do
are
we
able
to
measure
maybe
with
with
data
back
from
the
hauler,
our
fulfillment
success
rate?
You
know
how
many
of
those
just
you
know
the
simple
measure
for
a
pothole
is:
how
many
do
we
get
filled
within
a
week
for
two
weeks
of
the
request?
Do
we
have
an
equivalent
fulfillment
or
success
measure,
or
since
this
is
now
our
second
most
commonly
requested
service?
K
We
certainly
have
descriptive
statistics
that
we've
been
looking
at
and
by
descriptive
I
mean
so
there's
four
service
types
you
can
order.
You
can
order
a
bin,
you
can
determine
who
your
holler
is.
You
can
schedule
a
large
pickup,
so
we
don't.
I
think
what
you're
asking
goes
beyond
that.
You
scheduled
your
large
pickup,
but
did
it
get
picked
up?
B
Yeah
I'd
appreciate,
if
we
at
least
had
that
conversation
and
I
get
some
things-
maybe
more
work
than
they're
worth,
but
in
an
ideal
world.
My
view
would
be
that
we
can
track
a
success
metric
that
measures
the
actual
desired
outcome
for
every
service
request
and
we
are
refining
our
fulfill
whatever
it
takes
to
fulfill
the
request,
and
then
we
are
also
loop,
closing
with
the
ticket
originator
so
that
that
resident
gets
that
feedback,
that
this
happened
or
it
didn't
happen
and
here's.
B
Why
or
here's
what
you
can
expect
next,
and
I
just
I
know
that
that's
in
an
ideal
world
that
we're
working
toward
I
understand
in
the
real
world-
that's
not
so
simple,
but
I
just
want
to
make
sure
if
we
all
agree
that
that
is
the
north
star
that
we
keep
driving
toward.
So
that's
that's
why
I
asked
the
question
great
okay
and
then
one
one
final
question
on
three
one:
one
and
then
a
comment
on
the
dashboard
and
then
we'll
see.
B
If
my
colleagues
have
anything
else
before
we
move,
you
know
I
chatting
with
a
constituent
the
other
day
who
we
did.
My
office
did
a
big
promotion
of
3-1-1.
A
couple
weeks
ago,
we
created
some
content,
did
some
content
marketing
just
to
see
if
we
could
better
publicize
it
within
the
district?
And
I
you
know
this
is
obviously
an
anecdotal
experience,
but
had
a
resident
who
was
really
frustrated
because
she
wanted
to
just
call
the
number
she
called.
B
No
one
was
available
to
take
the
call
and
she
wasn't
able
to
leave
a
voicemail
and
I'm
just
curious-
and
I
assume
that's
not
the
expected
experience
are
we
do.
We
know
if
we're
running
into
that
very
frequently,
and
do
we
have
a?
Is
there
an
overflow
if
all
the
lines
are
full?
Do
we
expect
that
people
should
always
be
able
to
leave
a
voicemail.
K
Yeah
we
actually
jerry
jason
again,
mr
chair.
We
actually
have
a
overflow
call
center
that
takes
up
the
backup
calls.
We
have
target
target
response
times
that
we
and
and
the
supervisor
key
o'hara
who
oversees
that
she
monitors
that
pretty
aggressively
and
and
either
get
somebody
to
get
on
the
call
or
roll
rolls
them
over
even
manually,
sometimes
if
they're,
if
they're
going
over.
So
we
can
certainly
what
I
would
ask
is
if
you
can
get
us
any
detailed
information
on
that.
B
K
B
Yeah
yeah,
okay,
okay,
great
and
then
dashboard,
I
think,
is
really
heading
in
the
right
direction.
Appreciate
the
update
there
is
there
a
difference
in
the
dashboard
view
for
a
design
and
build
phase
versus
just
ongoing
maintenance
of
a
project
or
are
those?
Are
you
expecting
all
those
to
just
be
managed
within
one
one
view
of
the
dashboard.
D
The
the
focus
of
michael
foster
here,
the
focus
of
the
dashboard-
is
really
circulating
around
projects,
and
you
know,
projects
by
definition
have
a
beginning
and
an
end,
and
then
they
turn
into
products
and
products
are
ongoing
things
that
have
that
go
into
an
operational
phase,
so
that
operational
phase
is
not
really
tracked
by
the
dashboard.
That's
not
its
purpose.
It's
really
a
project
tracking
dashboard.
Does
that
make
sense.
B
C
Okay
and
sure,
if
I
can
just
interject
three
items
so
council
councilmember
foley
on
the
question
previously
about
the
virtual
agent,
the
key
distinguisher
of
the
virtual
agent
is
it's
a
verbal
interactive
tool
that
you
don't
have
to
listen
and
press
a
number,
and
so
you
could
speak.
For
instance,
you're.
If
you
spoke
spanish,
speak
spanish
and
ask
for
the
same
things
without
some
of
the
language
barriers
that
you
might
otherwise
run
into.
C
C
C
We
don't
have
that
capability
right
now
and
then
the
last
one
is
on
the
products
projects
portfolio
our
take
right
now
is
going
to
be
able
to
choose
some
of
those
large
projects
and
maybe
follow
up
on
them
to
see
ongoing
value,
but
we
just
don't
have
the
capacity
to
do
that
with
the
full
portfolio.
So
we're
probably
going
to
have
to
be
somewhat
targeted.
B
Understood
yeah
makes
sense.
Okay,
thanks,
rob
I'm
not
seeing
any
other
hands
so
I'll.
Just
close
by
saying
that
again
I
really
appreciate
the
report
and
I
think
it
it
sets
a
standard
that
I'd
love
to
see
across
every
committee
every
department.
I
think
just
the
way
that
you
consistently
give
us
the
framework
and
help
us
understand:
here's
the
roadmap,
here's
what
we're
focused
on
here's
what's
top
priority,
here's
the
status
of
each
major
project
and
then
now
this
new
dashboard
you
introduced.
B
I
really,
I
think
you
guys,
are
doing
a
great
job
of
pushing
the
envelope
on
communicating
progress
and
just
being
really
transparent
and
accountable
with
the
committee,
and
I
just
want
to
thank
you
again
for
that.
So
I
think
we've
unless
yeah
again,
I
don't
see
any
hands.
So
I
think
we'll
move
into
our
second
report
of
the
day,
which
is
the
drive
to
digital
update
and
kelly,
is
that
you
or
who's
kicking
that
off.
C
Actually,
let
me
make
a
couple
introductory
comments
on
it
and
share.
I
do
want
to
also
on
d1
say
thank
you
to
our
partners
on
that
from
the
companies
we
work
with
to
mali
to
the
pacific
ada
center.
There's
a
lot
of
good
people
working
a
lot
of
time
to
make
those
services
better
and
they're
very
giving
of
themselves
in
all
those
efforts.
So
it's
kind
of
like
one
of
those
parts
of
the
it
portfolio
where
you
just
see
tons.
People.
C
C
There
are
three
tranches
of
work,
and
this
drive
the
digital,
empowered
by
people.
Work
number
one
is
how
we
work
together,
enable
public
participation,
another
one
is
how
we
improve
our
internal
business
processes
and
try
to
do
business
process,
automation
and
the
third
is
how
we
improve
public-facing
services
so
that
they're
easier
and
more
accessible
to
the
community.
C
L
L
You
want
to
go
to
the
next
slide
there
jerry.
Are
you
running
the
show?
Thank
you.
You
can
go
right
to
the
next
slide.
Just
wanna
remind
folks.
We
actually
have
a
nice
new,
clean,
visual
representation
for
powered
by
people.
That's
one
thing
that
emerged
out
of
the
pandemic
and
the
tagline
is
resourceful,
responsive
and
resilient.
L
We
felt,
as
we
did
some
internal
work
on
developing
this,
that
it's
a
good
reminder
as
an
enterprise
wide
priority
that
our
people
are
central.
Our
employees,
our
workforce,
are
central
to
everything
that
we
do,
including
service
delivery
and
and
in
in
honor
of
that
we
not
only
developed
a
logo,
but
we
also
used.
I
said,
logo
jerry.
I
said
I
wasn't
supposed
to
say,
logo.
It's
a
program
identifier.
My
folks
in
communications
are
going
to
give
me
a
hard
time
on
that
one.
But
it's
a
visual
representation
behind
this
during
the
pandemic.
L
Two
parts
of
that,
though,
that
were
really
important
to
us.
In
order
to
support
our
workforce
with
40
overnight
went
of
our
full-time
employees
went
in
and
worked
remote
was.
How
do
we
think
about
drive
to
digital
in,
in
that
context
and
pair
that
up,
essentially
with
effective
virtual
teams?
And
then
there
are
lots
of
things
around
that
that
we
needed
to
consider,
and
we
turned
that
into
in
the
next
slide.
L
What
is
ultimately
turned
into
four
large
areas
of
work
that
continued
from
the
pandemic
now
and
are
on
the
roadmap
as
foundational
priorities
underpowered
by
people,
and
so,
if
you
go
to
the
next
slide
jerry,
I
can
show
that
two
of
those
during
the
pandemic
super
important.
You
know
40
working
remote.
L
We
still
had
60
percent
of
our
workforce
working
out
in
the
field
or
in
a
city
facility
or
in
the
community,
and
how
are
we
going
to
support
the
40
in
order
to
do
their
jobs
effectively
and
essentially
serve
the
community
as
well?
And
so
here
is
where
I
think
we
really
accelerated
the
work.
I'm
clearly
you've
heard
from
I.t
about
the
work
in
business
process.
Automation.
You
heard
michael
mention
earlier
about
some
of
the
professional
development
work
that
we
brought
along
with
us.
L
L
I
just
had
a
conversation
yesterday
with
civic
makers
to
work
on
three
more
rounds
of
human
center
design,
learning
labs
that
we
specifically
put
to
business
process,
automation
projects
and
instead,
how
are
we
going
to
develop
the
skill
set,
the
mindset
and
the
ability
of
folks
to
do
this
effectively
and
to
put
customers
at
the
core
of
what
we're
doing?
And
so
it's
been
hugely
successful.
L
We
just
piloted
one
team
with
them
on
the
employee
directory
a
couple
months
ago
and
gets
down
to
the
nitty-gritty
of
how
do
you
get
in
in
a
mindset
with
an
employee
about
defining
the
problem?
Well,
clearly,
tools
and
techniques
for
mapping
business
process,
because
the
last
thing
I
care
about
doing
is
taking
crappy
process
and
putting
it
into
a
business
process.
Automation
framework
right.
So
how
do
you
help
employees?
Because
you
need
to
give
the
mindset
the
tools,
the
empowerment,
to
be
able
to
do
that
and
he's
highly
effective
at
it?
L
But
one
of
the
things
that
we
did
as
we
put
the
call
out
to
directors
I
was
we
gave
out
five
guiding
principles,
number
one.
How
do
we
make
sure
that
both
with
service
in
mind
efficient,
effective
service
delivery?
How
do
we
also
ensure
the
health,
safety
and
well-being
of
our
employees?
Those
things,
two
things
work
in
tandem.
Yes,
it's
really
important
for
our
employees
to
be
safe,
healthy
and
well,
and
how
do
we
do
effective
service
delivery?
How
do
we
deal
with
a
hybrid
environment?
We
don't
have
answers
to
that.
Yet.
L
What
does
it
mean
to
work
when
I'm
in
a
city
facility
in
space,
and
how
do
I
use
the
time
outside
of
it,
and
then
I
think
the
thing
in
particular
jerry
and
I
have
spent
a
lot
of
time
on,
but
certainly
have
stayed
engaged
with,
with
rob
and
his
passion
around.
This
is
how
do
we
keep
the
forward
momentum
as
we
move
into
this
hybrid
space?
It
really
forced
us
to
do
some
really
interesting
and
great
work
in
the
pandemic,
but
how
do
we
keep
it
moving
forward?
L
Now,
we've
had
60
working
in
the
field
or
in
city
facilities.
What
do
those
teams
look
like
and-
and
so
you'll
just
see
here-
some
of
the
things
that
are
also
outlined
in
the
memo
about
needing
to
think
about
with
departments
who
are
the
ones
closest
to
the
service
delivery.
We
asked
them
for
plans
that
that
said,
how
do
we
think
about
being
flexible?
We
had
a
great
flexible
workplace
policy.
We
just
had
to
make
some
minor
modifications
to
that.
L
That
has
enormous
flexibility
potential
to
it,
but
obviously,
how
do
we
make
sure
that
we're
flexible
in
the
context
of
what's
going
on
in
the
broader
health
community
when
it
comes
to
covid
and
our
vaccination,
and
what
folks
have
is
obligations
around
family
and
commuting
and
so
those
plans
again?
We
asked
folks
to
think
about
what
are
your
needs?
What
do
you
think
your
needs
might
be
with
hybrid?
L
Can
you
hang
on
until
we
can
figure
out
the
best
guidance
possible,
because
if
many
of
you
have
tried
it,
it's
a
very
difficult
thing
to
do
with
teams.
In
a
hybrid
environment,
we
want
to
make
sure
we
don't
lose
ground
with
effective
teams
with
our
digital
strategy,
and
so
we're
easing
our
way
into
that
working
closely
with
it
to
make
sure
department
plans
are
thinking
about
those
things
that
we're
supporting
them
from
the
central
strategic
support
unit.
L
So
on
this
last
slide
before
I
pitch
it
over
to
to
jerry
again,
I
just
want
to
emphasize
that
we
learned
so
much
in
the
business
process.
Automation,
I
could
not
believe
how
well
the
teams
work
together,
how
quickly
they
learned
and
how
able
it
was
to
advance
so
many
opportunities
that
I
don't
think
local
government
would
have
necessarily
done
so
quickly
had
it
not
been
for
the
pandemic.
L
So
again,
this
is
just
illustrating
how
people
with
process
and
technology,
if
you
put
the
three
together
and
you
bring
the
people
along
with
the
with
the
initiative,
our
ability
to
have
lasting
staying
power,
I
think,
is
far
more
effective
in
addressing.
So
if
we
have
to
address
culture
issues,
we
do
that,
but
again
rethinking
what
we
mean
by
on-site
work,
off-site
work
and
then
for
us
in
hr.
We're
really
wanting
to
make
sure
that
we're
bringing
as
much
as
we
can
to
the
table
around
professional
development
for
our
employees.
L
In
order
to
to
do
that-
and
so
I
know
it
and
hr
will
continue
to
work
very
closely
together
and
in
that
spirit
I
want
to
pitch
it
over
to
jerry
to
talk
about
how
all
of
this
kind
of
informs
the
objectives
for
a
digital
strategy.
How
do
we
balance
and
consider
the
needs
of
employees
as
our
primary
opportunity
to
serve
with
the
community
and,
at
the
same
time,
push
the
digital
service
environment.
K
Thank
you
kelly
again,
chair
mayor
vice
mayor
members
of
the
committee
members
of
the
public,
jerry
driessen
assistant,
cio,
we've
shared
this
slide
before
this
kind
of
our
our
centerpiece
for
our
digital
strategy,
because
it
always
reminds
us
that
our
strategy,
our
digital
strategy,
is
resident
focus.
However,
we
realize
that
the
execution
of
that
strategy
really
needs
to
be
employee
driven.
K
So
you
get
the
same
customer
experience,
no
matter
which
door
you
walk
through
from
the
city
and
from
the
outside
in
perspective,
we're
aligning
our
customer
service
channels
to
create
an
easy
to
use,
omni
channel
service
and
provide
inclusive
access
to
city
services,
so
that
includes
racial
equity.
Some
of
the
accessibility
work
we're
doing,
and
we
always
have
the
aim
of
keeping
our
residents
informed
and
engaged.
K
The
good
news
is:
is
that,
as
a
result
of
the
technology
direction
already
established,
pre-covered
combined
with
near
heroic
shifts
that
were
made
at
the
onset
of
covid,
we
were
able
to
pivot
to
new
ways
of
meeting
with
each
other
sharing
and
signing
documents
and
collaborating
across
teams.
We
are
now
positioned
well
to
support
the
different
personas
of
remote
work
and
on-site
work
and
hybrid
work,
at
least
from
a
technology
perspective.
K
Throughout
covet
19
pandemic,
we
also
focused
on
outfitting
our
workers
with
mobile
equipment,
including
laptops,
docking
stations,
monitors,
headsets
cameras
to
support
remote
and
on-site
and
hybrid
work.
Today,
nearly
half
of
our
employees,
whose
job
requires
access
to
a
computer,
are
equipped
with
a
laptop
and,
as
you
can
see
previously
substantially
less
than
that,
also
through
covid,
we
made
significant
investments
to
improve
wireless
connectivity
to
support
the
needs
of
our
communities
and
our
staff
who
work
closely
in
those
communities.
K
M
Thank
you
so
much
jerry
and
good
afternoon,
chairman
mayor
licardo
members
of
the
committee
and
members
of
the
public,
I
am
walter
lin
deputy
director
of
the
public
works
department,
I'll
be
sharing
with
you,
some
updates
in
regards
to
our
approach
with
the
hybrid
public
meetings.
This
is
a
very
timely
update,
as
we
just
had
our
first
hybrid
council
meeting
two
days
ago
on
tuesday.
M
The
testing
that
we
had
done
to
ensure
the
most
successful
product
for
this
hybrid
meeting
was
multiple
tests
quite
a
bit
of
troubleshooting
and
in
the
end
I
thought
the
meeting
was
as
smooth
as
possible.
However,
we
did
have
some
transitional
challenges
using
the
system
with
the
hybrid
function.
During
that
live
council
meeting,
there
was
some
troubleshooting
on
the
spot
that
we
needed
to
do.
It
was
successful,
but
it
did
come
with
a
heavy
resource
commitment.
M
M
We
are
engaging
staffing
resources,
the
reliability
of
the
technology
and
want
to
ensure
the
highest
level
of
success
before
we
start
branching
into
all
the
nine
committee
meetings
per
month
and
then
more
so
looking
into
next
year
for
providing
the
hybrid
format
for
all
of
the
boards
commissions
and
boards
of
commission
meetings
as
well.
In
total,
there
would
be
more
than
40
meetings,
40
public
meetings,
but
staff
would
have
to
administer
and
troubleshoot
if
needed,
on
the
spot
again
based
on
the
technology,
integration
and
the
equation,
the
antiquated
aspects
of
our
of
our
system.
M
We
are
looking
at
the
council
recess
periods
during
the
december
furlough
and
next
july
to
administer
much
of
the
capital
improvement,
work
needed
specifically
for
the
chambers
and
the
committee
rooms.
The
upgrades
of
the
audio
visual
system.
There
are
components
over
time
that
we
have
upgraded,
but
it
is
a
mixture
of
older
technology
and
newer
technology
and
as
such,
even
during
this
past
tuesday's
council
meeting,
we
did
see
some
hiccups
in
the
system.
N
That
would
really
help
facilitate
a
more
efficient
hybrid
work
model
for
our
city
staff
and,
as
walter
was
mentioning
our
existing
audio
visual
system
infrastructure
is
quite
old.
In
fact,
most
of
the
components
were
deployed
back
in
2005
and
over
the
years
the
system
was
upgraded.
Some
portions
of
the
system
was
upgraded
but
like,
for
instance,
transitioning
from
from
to
a
digital
format,
but
there
were
still
some
incompatible
incompatibilities
between
the
older
and
the
newer
components.
N
So
replacing
or
upgrading
these
components
to
the
most
newest
versions
is
extremely
critical
to
support
the
hybrid
work
model
for
our
city
employees.
So
then,
this
effort
is
faced
into
three
different
priorities:
priority
one.
We
are
looking
to
upgrade
the
equipment
at
the
council,
chambers
and
committee
rooms,
and
we
expect
to
complete
that
by
december
of
2021,
but
we
also
realize
that
there
could
be
challenges
in
the
technology
supply
chains
because
of
the
pandemic,
so
it
might
get
pushed
out
to
a
later
date,
depending
on
the
circumstances.
N
B
Great
thank
you,
sudhir
and
thank
you
kelly,
jerry
and
walter
appreciate
everyone's
update,
good
to
see
the
a
silver
lining
of
the
pandemic
being
a
transition
to
a
more
kind
of
digitally
enabled
workforce,
which
is
exciting.
Why
don't
we
go
over
to
public
comment?
Gina,
it
looks
like
we
have
at
least
one
member
of
the
public
we'd
like
to
speak.
Can
we
put
up
the
timer
molly?
I
think
we'll
be
ready
for
you
in
just
a
moment.
A
B
F
Good
afternoon
this
is
molly
mcleod
first
gina
thanks
earlier
for
your
email
response
about
the
the
captions
and
having
them
turned
on.
I
appreciated
the
confirmation
want
to
note
that
they
stopped
working
at
least
on
my
computer
about
10
minutes
ago.
So
if
that
could
be
checked
on
appreciate
it,
thank
you
so
much
for
the
presentation.
F
I
want
to
thank
rob
for
his
kind
words
greatly
appreciate
that
walter
has
also
been
a
person.
Who's
been
meeting
on
accessibility
and
we've
talked
about
the
the
physical
location
with
with
with
regards
to
human
centered
design,
and
the
learning
labs
want
to
make
sure
that
that
includes
all
sorts
of
humans,
so
universal
design
actually
is
to
say,
hey
if
you're
using,
for
example,
people
with
wheelchairs
in
the
curb
cut
example.
Well,
a
lot
of
that
also
works
with
mobile
technology
text
to
speech
things
that
work
for
blind
or
low
vision.
F
Folks
are
actually
benefits
that
lots
of
people
enjoy
using,
and
so
it's
really
important
that
the
procurements
for
these
consultants
and
for
the
products
include
very
specific
standards.
Checklists.
Unfortunately,
city
of
san
jose
does
not
have
to
invent
those.
There
are
some
existing
fabulous
resources
and
so
making
that
part
of
the
policy
would
would
bring
us
a
long
way.
Thanks
again
for
a
very
good
presentation.
G
G
G
It
sounds
like
at
this
time
it's
kind
of
a
huge
for
more,
as
in
termed
more
of
a
republican
right
way
right-wing
way
of
thinking,
but
I
think
it
can
be
a
real
way
to
connect
all
parts
of
the
community
and
democracy
can
can
really
do
that.
We
all
have
good
ideas
of
what
democracy
can
be
and
and
invites
a
unifying
process
that
we
all
share
and
want
to
share
and
talk
about,
and
there
is
fine
points
to
that.
G
E
First,
I
appreciate
the
presentation
very
much
and
all
the
great
work
that's
been
done
across
the
organization
and
kelly.
You
do
such
a
great
job
of
presenting
and
you're.
So
articulate,
and
I
really
appreciate
everything
you
say
I
there's
one
small
thing:
that's
sort
of
stuck
in
my
crawl
and
I'll
just
say
what
it
is,
because
it's
come
up
again
and
again
and
again-
and
this
is,
I
know,
probably
more-
of
a
philosophical
discussion
that
maybe
we
might
have
offline.
E
E
But
the
reality
is
is
that
the
work
of
city
staff
invariably
places
us
in
risk,
whether
we're
a
police
and
fire
department
where
there
are
obvious
risks
or
the
fact
that
we're
essential
workers
or
that
we're
electricians
at
the
plant
or
or
whatever
it
might
be
there.
There
are
real
risks
and
we
have
to
be
incredibly
careful
cognizant
about
those
risks
and
minimizing
those
risks.
E
But
the
center
of
what
we
do
is
still
service
the
public,
and
I
just
feel
like
you
know,
the
private
sector
can
have
the
luxury
of
saying
that
I
feel
like
our
our
job.
Our
our
mission
is
different,
and
so
I
know
this
is
something
we've
continued
to
say,
and
I
continue
to
hear
it.
I
just
can't
say
I've
internalized
it
yet,
and
I
don't
know
that
our
employees
necessarily
feel
the
same
way
either
right
now.
L
So
I
guess
I'm
honoring
what
you
say
in
that
it
might
stick
in
my
crotch
to
hear
that
over
and
over
and
I've
said
it
like
multiple
times
right
over
and
over
and
over
again.
So
I
can
only
imagine
now,
I
think,
there's
a
balance
to
be
struck
there.
I
just
know
that,
for
me,
it's
more
than
just
safety
as
well.
It
really
is
the
health
and
well-being
of
our
employees
and
this
trauma-informed
care
and
resilience-oriented
focused
culture
that
I
just
came
from
a
meeting
on
today.
L
I
think
speaks
to
how
we
are
with
our
employees,
not
necessarily
that
we
put
that
first
in
terms
of
safety.
So
it's
a
highly
imperfect
response
and
it's
my
own
personal
one,
and
I
want
to
say
that
I
just
I'm
honoring
what
you
say
and
we
can
figure
out
an
alternative
way
that
honors
both
that
perspective
and
the
fact
that
I
think
that
employee
safety,
health
and
well-being
is
really
important
to
how
they
show
up
to
serve
the
public.
And
I
think,
that's,
I
think,
for
me.
That's
what's
really
important.
So.
B
J
Just
just
to
piggyback
on
that
conversation
I
know
we're
not
really
debating
this
or
we
kind
of
are.
I
think
it's
both.
I
I
agree
with
kellyanne
and
the
mayor.
It's
we
have
to
take
care
of
our
staff
and
and
given,
and
we
have
to
show
them
how
important
they
are
to
that
how
important
their
well-being
is
in
relation
to
our
residents.
If
they're
feeling
safe
and
comfortable
and
respected,
then
they
will
do
their
job
to
a
higher
level,
at
least
that's
how
I
perform.
J
I
know
when
I
feel
better
about
what's
going
on
around
me.
I
I
respond
better
and-
and
we
have
to
remember
that
our
staffs
have
had
their
own
struggles
over
cova2
in
that
many
of
them
are
parents,
and
they
have
to
address
the
virtual
learning
and
the
difficulties
with
that.
So
I
don't
disagree
with
either
you
of
you
on
this
issue.
J
I
just
want
to
sort
of
put
in
my
to
sense
that
our
our
employees
are
so
important
to
the
success
and
satisfaction
of
our
residents
in
that,
if
they're
doing
a
good
job-
and
I
can
think
of
you
know-
we
can
name-
I
we
could
each
name
off
a
hundred
employees
that
we
know
who
are
doing
fabulous
jobs
in
fact,
they're
all
doing
hard
work
in
a
virtual,
hybrid
world
and
now
we're
moving
into
city
hall,
which
is
really
exciting
to
be
back
at
city
hall.
But
there
comes
with
that.
J
J
I
Sure
I
am,
I
am
jumping
on
the
bandwagon
as
well,
but
I
am
pointing
to
something
that
visually
that
people
in
the
public,
as
well
as
our
our
employees,
are
seeing
every
day,
which
is
the
city
road
map
of
strategic
initiatives,
which
is
structured
very
much
in
a
certain
way.
But
the
conversation
we
just
had
about
drive
to
digital
was
down
on
the
bottom
of
the
foundational
elements,
which
are,
by
definition
a
little
more
inward
focused,
but
they
are
also
at
the
bottom.
I
Their
foundation
are
enabling
for
a
reason,
because
the
whole
rest
of
the
top
of
the
road
map
is
all
focused
on
city
services.
So
I
think
it's
a
yes
and-
and
I
think
we
can
probably
always
do
a
little
bit
better
about
how
we
message
that.
But
if,
if
you
could
look
at
that
city
roadmap
of
strategic
initiatives
which
the
whole
council
voted
on
and
approved
that
we're
messaging
out
there
more
and
more
often
that's
the
reason
it
was
kind
of
built.
I
The
way
it
was
is
that
those
lower
foundational
elements
are
are
kind
of
enabling
that
service
delivery
and
those
other
probably
35
strategic
initiatives.
So
probably,
don't
need
a
fourth,
yes,
and
but
I
just
want
to
make
sure
that
we
kind
of
consider
that,
as
we
use
the
city
roadmap
as
a
messaging
tool
internally,
as
well
as
externally.
B
B
I'm
curious
after
the
planned
technology
upgrades-
and
I
know
there
was
also
a
memo
before
the
recess
talking
about
potential
software
consolidation
trying
to
streamline
and
consolidate
all
the
tools
we're
using.
Do
we
have
a
target
for
what
that
ought
to
be
what
how
many
people
should
it
take
to
run
a
council
meeting,
or
maybe
a
committee
meeting,
and
where
do
we
expect
to
be
once
we've
implemented?
Some
of
the
investments
you
mentioned
today.
M
Great
question:
council
member
and
chairman
walter
lynn,
public
works,
deputy
director,
typically
for
a
council
meeting
with
our
av
and
broadcast
teams,
it's
between
four
to
five
yesterday.
Actually,
I
miscounted
we
actually
had
12
for
the
council
meeting,
so
we're
just
a
little
more
than
double.
It
was
more
so
because
of
the
troubleshooting
that
was
needed,
and
we
expected,
even
though,
with
much
of
the
equipment
testing
and
as
smooth
as
we
had
gotten
it
prior
to
the
council
meeting
there
were
some
live
troubleshooting
that
we
did
need
to
do.
M
M
During
the
meeting,
we
were
able
to
correct
the
audio
feed
into
the
green
room
and
the
video
feed
at
the
end
of
that
meeting,
but
the
audio
feed
has
been
corrected
the
next
day,
so
those
were
unexpected,
but
those
needed
additional
staff
members
to
assist
in
that
troubleshooting
as
we
would
not
be
able
to.
If
we
had
just
the
one
technician
administering
the
meeting
from
the
equipment
standpoint.
B
B
Okay,
great
awesome.
Okay,
do
we
have
any
other
questions
or
comments
from
the
committee
or
city
staff,
okay,
wonderful,
good,
substantive,
efficient
meeting.
I
appreciate
that.
I
believe
we
are
on
to
orders
of
the
day.
So
why
don't
we
go
back
to
public
comment
or
I'm
sorry,
open
open
forum?
Why
did
I
say
orders
of
the
day
it
might
be
open
forum?
Why
don't
we
go
back
to
the
public.
O
Yeah
yeah
yeah.
Could
you
get
the
timer
on?
Please
appreciate
that
I
think
we're
working
on
the
timer
okay.
Well,
I've
done
this
long
enough.
I'll,
probably
conclude
it
quickly.
Just
looking,
I
want
to
welcome
you
to
the
opportunity,
housing
fight
man,
it's
you're,
a
worthy
opponent
worthy
one
of
the
things
I'd
like
to
make
clear,
though,
is
that
we
have
to
contend
with
the
redlining
that
created
these
neighborhoods
that
want
to
exclude
opportunity
housing.
O
O
At
the
same
time,
the
city
spouts
off
all
the
time
about
equity,
about
trauma-informed
care.
What
about
the
trauma
that
was
created
by
the
redlining
policies
in
district
six?
That
was,
they
actually
created?
Sasi
puedes,
you
can't
disconnect
the
two
they
are
intrinsically
connected
and
so
to
talk
about
one
without
talking
about
the
other
is
to
compound
the
trauma
that
extends
from
sassy
puedes.
O
So
while
you
talk
eloquently
here
in
this
forum
about
trauma-informed
care
and
about
caring
about
your
employees,
the
only
reason
why
you
have
employees
in
the
city
is
by
virtue
of
the
citizens.
We
pay
your
taxes,
we
pay
for
your
stay
there,
so
you
work
for
us,
so
I
would
think
that
you
would
be
more
concerned
about
the
trauma
that
we
have
experienced
as
chicanos
in
the
city
than
for
the
employees
in
the
city,
because
you
don't
exist
without
us.
G
Hi,
thank
you
for
the
meeting
today.
I
hope
you
know
the
the
positive
good
ideals
today
that
you
can
better
address.
City
pay
raise
issues.
If
that's
that's
can
be
addressed,
we
should
be.
I
should
acknowledge-
and
oh
sorry,
I
started
the
wrong
place
as
a
reminder.
The
good
intentions
of
the
2014
aclu
surveillance
and
tech,
ordinance,
it's
good
guidelines,
legal
precedence
and
open
public
policies
towards
peace
and
sustainability
can
help
serve
many
community
projects
and
purposes.
At
this
time
that
can
help
city.
G
To
conclude,
it
is
my
understanding
that
county
eviction
moratoriums
can
supersede
california
state
law
and
that
may
actually,
last
90
days
after
the
date
december
31st
2021,
that
is
march
20
2022
to
everyday
folk.
Yet
housing,
director,
jackie
morales,
fran
and
city
government,
is
trying
to
make
sure
local
tenants
will
not
be
sued
for
california.
State
eviction,
moratorium
that
expires
september,
30th,
2021,
a
reminder
of
peace
and
harmony,
and
that
owners
can
be
mostly
guaranteed
that
money
through
newly
formed
state
government
subsidy
programs
can
happen.