►
Description
City of San José
Smart Cities & Service Improvements Committee
View Agenda for this meeting at https://sanjose.legistar.com/View.ashx?M=A&ID=712262&GUID=80C68653-0E1B-4F79-AC09-9467F3536121
A
Alright,
we'll
go
ahead
and
get
started.
Oh
yay,
oh
yay,
welcome
to
the
first
smart
cities
and
service
improvement
committees
of
2020
with
us
we're
officially
now
the
most
innovative
city
in
America.
We
did
it
all
right,
roll
call.
We
have
a
quorum.
We
have
a
vice
mayor,
Jones.
We
have
announced
America,
Mena's
and
Davis
in
the
back.
B
Great
so
good
afternoon,
mr.
chair
committee,
members
members
of
the
public
and
city
staff
dolan
Bekele
here,
director
of
the
office
of
civic
innovation.
Joining
me
in
the
box
is
deputy
city
manager,
Kip,
Harkness
and
smart
city
manager,
reginae
Nair.
The
agenda
for
today,
which
you
can
see
on
the
upper
left
screen,
includes
our
standard,
smart
city.
Road
map
updates.
Second,
is
an
update
on
the
launch
of
San
Jose's
new
digital
front
door.
B
The
city
website,
third,
is
an
update
on
spatial
data
integration
which,
unfortunately,
is
not
an
update
on
outer
space
and
last
is
an
update
on
the
firstnet
migration.
So,
in
addition
to
a
dose
of
healthy
infotainment,
a
common
theme
that
we're
gonna
see
across
all
these
updates
today
highlights
the
successes
and
challenges
in
cross
department,
collaboration
for
city
wide
technology
projects.
This
is
a
trend
that
will
only
increase
as
we
leverage
technology
and
process
improvements
in
our
digital
transformation.
B
These
complex
at
scale
citywide
projects
do
deliver
significant
positive
impact
to
our
community,
but
remain
challenging
to
execute,
and
this
is
a
critical
skill
for
which
the
city
needs
to
continue
to
develop.
Having
said
that,
I
will
now
turn
the
presentation
over
to
our
smart
city
manager,
reginae
Nair.
C
C
So
just
a
quick
recap
of
last
year,
back
in
March
of
2019,
we
unveiled
our
very
first
base
or
unveiled
the
updated
smart
city
roadmap,
which
identified
30,
38,
high-priority
projects
and,
as
you
recall,
every
six
months
we
refresh
our
roadmap
and
last
fall.
We
identified
49
percent,
our
49
projects
and
by
December
many
of
the
departments
were
able
to
accomplish
green
status,
which
we
were
able
to
achieve
73
73
%
at
that
time.
So
during
that
break,
there
were
10
projects
that
were
identified
to
be
completed.
C
They
essentially
graduated
from
our
roadmap
and
they
will
no
longer
be
tracked
for
status.
So
these
10
projects
that
you
see
with
the
yellow
stars,
those
are
the
ones
that
will
be
removed
from
the
roadmap,
so
adding
on
those
10
projects
to
our
victory
lists.
Let's
take
a
moment
to
admire
our
accomplishments
over
the
past
three
years,
the
good
news
these
numbers
will
continue
to
rise
and
ultimately
the
goal
will
be
to
have
established
metrics
to
measure
our
impact
and
assess
areas.
We
need
to
further
invest
to
improve
our
services
to
our
community.
C
So
keeping
with
the
tradition,
we
refresh
the
roadmap
again
for
spring
2020,
removing
the
10
projects
that
I
mentioned
before
that
have
graduated
I
added
four
projects
from
the
backlog.
You
can
see
what's
dashed
in
boxes.
So
now
we
have
a
total
of
42
projects
on
the
smart
city
roadmap
and
for
the
month
of
February
there
are
seven
projects
that
have
changed
status
and
are
circled
for
your
reference.
So
the
first
one
is
privacy
strategy
that
changed
from
yellow
to
green.
C
We
now
have
officially
a
senior
privacy
lead,
Sarah
public
Pappas,
the
glossiest,
sorry
I,
apologize
for
that
transportation.
Events
tracking
the
e
tracker
project
that
changed
from
yellow
to
green
this
project
is
on
track
and
the
Department
of
Transportation
is
currently
incorporating
the
Verizon
traffic
data
services
pilot
and
that
is
moving
forward.
Iot
reference
architecture
that
change
from
green
to
gray.
This
is
on
hold
until
we
hire
an
IOT
lead.
As
you
all
recall,
Kashyap
Gupta
was
our
previous
IT
leads,
and
so
we're
currently
in
that
process
for
hiring
firstnet
deployment.
C
This
change
from
green
to
red,
primarily
we're
in
the
need
of
a
product
owner
to
lead
the
citywide
effort
and
the
next
one
is
a
Silicon
Valley
Regional
communication
system.
This
change
from
yellow
to
green
the
tower
a
coyote
peak
is
now
complete
and
now
city
staff
is
currently
testing
and
training
to
use
the
equipment
community
Wi-Fi.
This
has
changed
from
green
to
yellow.
It
has
been
delayed
in
developing
a
community
y5
strategy.
C
However,
we're
in
process
in
developing
a
pro-forma
that
shows
10
year,
outlook
of
both
capital
and
operation
and
maintenance
costs
in
order
to
evaluate
all
our
existing
and
future
deployments
that
we're
planning
throughout
the
city.
This
effort
is
in
partnership
with
the
airport,
information
technology
and
public
works
departments,
and
the
last
one
is
Dahlia,
affordable,
housing
portal.
C
This
has
changed
from
green
to
yellow
this
project
is
still
in
negotiations
and
has
impacted
the
schedule
to
on
board
a
vendor
to
begin
the
work,
but
I
did
get
an
email,
so
I
think
things
are
going
back
to
green.
So
all
right.
So
looking
at
our
progress
from
last
fall
to
now,
there
is
a
slight
decrease
in
our
progress
towards
green
the
bright
side.
C
These
bar
charts
really
reveal
the
complexity
of
delivering
any
innovative
project
and
as
identified
in
the
tech,
deployment,
audit
and
I,
you
know
the
importance
of
using
agile
having
a
governance
structure
and
a
dedicated
team,
and
also
these
monthly
reporting.
It
really
helps
us
quickly
reveal
and
alleviate
any
roadblocks
that
prevent
these
projects
from
moving
forward,
so
in
ensuring
their
successes
so
on
the
next
slide,
I
will
share
the
latest
update
on
the
remaining
red
status
projects
so
from
my
San
Jose.
C
Also,
the
team
is
in
progress,
confirming
the
scope
and
approach
for
the
my
San
Jose
2.0.
This
project
has
been
delayed
by
12
months,
firstnet
deployment,
as
I
mentioned
earlier,
we're
still
we're
in
process
to
find
a
product
owner
to
manage
this
project,
but
also
the
pilots
that
have
been
utilized
that
that's
also
extended
beyond
the
anticipated
schedule.
This
is
currently
a
three-month
delay.
C
So,
with
our
unleash
your
geek
program,
we
are,
we
were
successfully
able
to
launch
it
on
December
11,
2000
19,
in
partnership
with
the
mayor's
office
of
technology
and
innovation
and
startup
in
residence.
These
challenges
are
currently
being
advertised
and
we
will
conclude
the
proposal
requests
until
this
Friday
February
7th.
So
anybody
listening
last-minute
invitations,
please
send
them.
Also
in
parallel,
we
are
launching
the
Innovation
Learning
Lab
in
our
partnership
with
our
Human
Resources
Department,
where
it
will
help
us
in
our
mission
in
creating
a
new
generation
of
innovators.
C
So
currently,
the
status
of
all
these
new
small
wonders
projects
are
our
unleash.
Your
geese
challenges
are
green,
with
the
exception
of
the
unmanned
aerial
systems
for
emergency
response.
This
is
in
partnership
with
the
fire
department,
and
mainly
it's
because
they
have
received
a
grant
opportunity
in
collaboration
with
the
mountainous
city
of
Mountain
View,
and
so
they
need
to
go
through
the
process
of
filing
the
grant
and
then
also
securing
a
contract,
for
they
can
start
the
challenge.
C
So
keeping
another
tradition
that
we've
been
doing
last
year.
We
wanted
to
highlight
the
good
innovative
work
that
many
of
our
teams
are
doing
and
in
our
green
spotlight
series.
So
today,
I
wanted
to
recognize
the
climate
smart
task
force
team,
which
is
led
by
Ken
Davies
in
the
environmental
services
department.
C
As
we
all
know,
San
Jose
is
committed
to
climate
smart
and
to
the
American
cities,
climate
challenge,
which
both
focus
on
the
reduction
of
greenhouse
gas
emissions
nationally
clean
for
the
city's
adoption
of
the
reach
code,
which
focuses
on
the
removal
of
natural
gas
from
new
built
environments.
San
Jose
was
one
of
25
cities
awarded
resources
under
the
American
cities,
climate
challenge
through
Bloomberg
philanthropies,
and
is
the
only
northern
city
in
California
that
received
this
opportunity.
C
So
that's
kudos
to
the
team-
and
this
is
a
two
million
dollar
grant-
that
helps
San
Jose
be
ambitious
and
achieving
our
goals
in
the
climate
smart
plan,
the
team's
accomplishments
include
the
following:
extensive
community
outreach
efforts
to
various
communities
with
an
equity
focus,
citywide
ESD
constructed
the
carbon
free
living
trailer
to
educate
residents
and
building
professionals
on
zero
net
carbon
homes
and
technologies.
Major
building
energy
policies
are
currently
in
place.
The
climate
challenge
website
platform
launched
in
three
languages
and
the
email
mobility
roadmap
is
was
adopted
in
Council
and
back
in
January.
C
Currently,
the
climate,
smart
dashboard,
that's
in
operation
and
the
team
had
an
opportunity
to
present
our
smart
city
advisory
board
and
they
were
just
so
excited
and
really
eager
to
help
out
with
the
city
and
in
advancing
our
desires.
So
this
collaborative
effort
is
across
several
departments.
I
do
want
to
recognize
its
Environmental
Services
Department
of
Transportation
energy
planning,
building
code
enforcement,
Public
Works
Office
of
Economic
Development
and
the
airport.
So
I
want
to
take
an
opportunity
to
congratulate
the
team
who
are
sitting
in
the
front
row.
D
D
E
D
D
One
framing
I'll
give
on
this
is
that
one
of
my
leaders
that
I
look
for
and
how
we
think
about
career
growth
is
Reed
Hoffman
and
the
work
that
he's
done
in
in
the
book
called
the
Alliance
and
one
of
the
things
he
talks
about.
Is
that
more
and
more
we're
going
to
see
people
not
sort
of
sitting
in
one
place
forever,
but
doing
tours
of
duty
and
then
doing
another
tour
of
duty
moving
on
and
changing
and
shifting
their
roles.
D
So
I
wanted
to
acknowledge
two
very
important
leaders
in
our
organization,
Michelle
and
Erica,
both
of
whom
are
taking
on
new
tours
of
duty
Michelle,
who
has
been
instrumental
in
giving
us
digital
services
that
are
easy
to
find
easy
to
use
and
accessible
to.
Everyone
is
moving
on
to
a
private
sector
role.
Well,
she
will
be
tackling
working
with
technology
at
the
federal
government
level,
so
we'll
be
very
interested
in
having
her
come
back
in
about
nine
months
and
and
see
how
happy
she
might
be
to
come
back
and
work
with
us.
D
D
So
I
want
to
acknowledge
both
of
those
transitions
with
a
little
bit
of
sadness
because
they
will
be
leaving
the
innovation
team
and
both
of
these
women
engineers
are
founding
members
of
our
innovation
team
and
are
really
the
spirit
and
the
pioneers
of
all
of
the
work
that
has
come
after.
So.
Thank
you
very
much.
E
E
Leadership
role
I
see.
Well,
of
course,
we
know
great
bright
people.
We're
gonna,
have
great
opportunities,
so
she'll
we're
sorry
to
lose
you
because
you've
been
so
instrumental
and
I
know.
You
were
here
at
the
very
start
when
we
tried
to
launch
this
whole
Smart
City
vision
and
really
appreciate
everything.
You've
done
to
help
us
get
on
on
a
great
path.
So
thank
you
for
your
service
and
Eric
I'm
glad
we
still
got
you
somewhere
in
the
organization.
So
it's
a
great
that's
a
great
thing.
E
B
No
I
think
several
committee
meetings
ago,
UK
actually
asked
us
to
take
a
step
back
and
kind
of
look
at
delivering
my
San
Jose
in
general.
One
of
the
things
we
are
very
close
to
doing
is
evaluating
whether
or
not
the
best
answer
for
the
city
is
to
continue
to
build
on
the
existing
platform
and
or
or
go
through
a
18
to
24
month
procurement
and
build
on
a
new
platform.
We
are
very
close
to
making
that
decision.
B
There's
a
few
discussions
we're
having
with
our
vendor,
so
we
are
confident
in
the
ROI
on
the
existing
platform
and
then
in
backlog.
We
have
the
language
translation
in
the
recycle
plus,
so
we
are
literally
having
a
discussion
with
the
city
manager
this
evening
and
we
are
very
close
to
making
a
decision
on
the
forward
with
that
if
we
move
forward.
Basically
that
is
my
San
Jose
2.0.
The
original
concept
for
my
San
Jose
2.0
was
to
introduce
language
translation
and
to
have
a
scalable
platform
for
introducing
products
and
services
right.
B
We
had
a
very
rigorous
architecture
review
about
a
month
ago,
that
included
oracle
executives,
Google
executives
and
the
vendor
ast.
As
well
as
our
tech
team
and
the
conclusion
was,
there's
a
couple
things
we
need
to
work
on
and
if
we
work
on
those
we
do
have
a
scalable
platform.
So
our
hope
is:
is
that
we'll
be
able
to
come
back
to
you
at
the
next
committee
meeting
and
and
give
you
a
positive
update
on
our
direction
and
we'll
be
making
that
decision
in
the
next
two
weeks?
Ok,.
E
E
B
So
our
our
goal
is
our
goal
is
three
things:
we
want
a
strategic
partnership
with
the
vendor
right,
so
we're
focusing
on
outcomes
and
not
just
you
know,
incremental
deliverables.
The
second
is,
we
want
to
be
able
to
introduce
new
features
such
as
language
translation
quickly,
and
then
we
want
to
introduce
new
services
quickly.
The
architecture
review
identified
that
these
two
things
we're
we're
negotiating
a
get-well
plan
right
now.
If
those
two
are
fixed,
we
should
be
able
to
both
introduce
new
features
and
new
services
quickly.
Okay,.
B
Okay,
it's
confusing
the
short
answer
is
no.
We
actually
just
expanded
the
the
domain
of
the
value
exchange
model.
Okay,
so
if
originally
we
had
a
value
exchange
around
our
rooftops,
I
know
you
brought
up
some
suggestions
about
maybe
looking
at
city
easement
on
new
buildings
as
well.
After
that
we
discovered
within
the
scope
of
what
the
original
RFI
was.
There
was
an
interest
in
an
exchange
on
advertising,
and
so
what
we've
actually
done
is
we've
just
expanded
the
complexity
of
the
value
exchange
from
what
we
originally
thought.
D
F
Hi
everybody
I
was
with
the
you're
gonna,
have
the
unmanned
drone
project
in
in
working
with
Mountain
View.
This
was
I,
think,
possibly
a
bayy
Wasi
project
of
a
year
ago.
A
grant
project.
Are
you
going
to
be
working
towards
better
public
policies
with
this?
It
would
be
a
good
time
to
try
to
introduce
that
again.
F
Thank
you
for
mentioning
mentioning
it
here
about
the
sell.
A
Wi-Fi
issue.
They've
just
recently
placed
a
5g
I
think
over
on
the
corner
of
7th
in
San,
Fernando
and
I'm
right
in
parallel
with
a
third
story
building,
and
it
really
brought
to
my
mind
that
you
know
with
what
you
just
described.
It
really
leaves
open
the
possibility
that
you're
going
to
not
be
considering
the
public
at
this
point
and
your
and
the
health
of
the
public
and
with
your
your
private
partnerships
that
you're
developing
with
Verizon
and
others.
F
F
Congratulations
that
as
a
city
government
you're
going
to
work
more
inter-department
'mentally
with
issues
I
heard
you
say
at
the
beginning,
that's
helpful.
To
me,
I
mean
my
ideas
of
accountability
are
always
really
exciting.
That
I
I
think
it's
the
accountability,
issue,
ideas
that
can
really
connect
with
the
different
departments
and
then
connect
to
the
community,
and
when,
once
you
share
that
excitement
with
the
community
of
what
you're,
learning
and
growing
from
it's
infectious
and
the
community
will
want
to
be
a
part
of
that
too.
F
G
D
The
only
nuance
I
would
add
is
that
for
us,
the
roadmap
is
a
short
list
of
the
most
important
change
efforts.
So
once
something
is
is
back
to
us,
a
business-as-usual
or
a
relatively
stable
business
and
as
usual,
which
may
include
iterative
updates,
it
can
fall
off
of
the
roadmap
if
we
feel
like
it's,
it's
under
control
and
able
to
be
handled
at
the
departmental
level
or
the
local
leadership
level.
G
Next
question
in
the
technology
audit
was
the
recommendations.
Are
observations?
Was
all
these
projects
there
at
the
the
department
level,
where
there's
no
visibility
to
council
the
committee's?
Is
there
a
plan
to
bring
those
projects
to
this
committee
or
other
committees
or
what
what's
the
strategy
in
terms
of
addressing
that
particular
observation
and
recommendation?
Yeah.
B
So
we're
we're
thinking
through
the
right
way
to
do
that.
That
obviously
has
some
governance
impact
and
some
reporting
impacted
the
different
committees,
but
the
recommendation
and
the
commitment
to
do
it
is
there
and
it
was
too
full.
It
was
kind
of
a
people
process.
Technology
are
there
tools
that
allow
us
to
better
document
roadmaps
and
communicate
them,
and
then
what's
the
process,
what's
the
right
committee
and
frequency
to
bring
them.
So
the
short
answer
is
yes.
We're
going
to
do
it.
B
A
All
right
I
had
questions
but
they're
related
to
first
and
that
later
so,
I'll
wait
for
that,
but
also
just
congratulations
and
the
best
moving
on
we'll
miss
you
lots.
So
thanks
Michelle,
just
a
quick
gut
check,
I'm
told
that
we're
gonna
lose
quorum
pretty
quickly.
I
think
the
mayor
advice
might
have
to
go
by
what
433
three
by
three
three
we're
loose
customer
pimentos
by
three.
So
is
there
anything
that
we
need
to
kind
of
make
sure
that
we
get
cleared
anything
when
you
take
our
order?
B
B
And
what
are
we
gonna
do
to
get
it
back,
especially
it
since
this
is
citywide,
so
I
think
what
I
would
ask
is
if
we
can
forward
to
item
four
the
firstnet,
and
if
those
people
are
here,
we
can
get
started
and
I
see
they're
here,
so
we'll
be
able
to
do
that.
So
chair,
I'm,
assuming
that's
whatever
we
need
to
do
to
make
sure
we
can
move
forward
to
top
before
okay
great
all
right,
so
it
asks
Andy,
Ryan
ray
and
other
Rob
to
come
down.
B
So
this
second
update
for
today
is
about
our
first
net
migration.
The
work
started
from
the
learnings
of
past
events,
where
we
uncovered
to
need
to
optimize
the
city's
communication
during
normal
first
response
activities
during
emergencies
and
disasters
and
allow
those
people
to
access
both
voice
and
data
in
the
field
capabilities
such
as
maps.
In
field
data
collection,
applications,
etc,
that
can
be
again
communicated
through
voice
and
data.
B
So
to
share
an
update
on
the
firstnet
deployments,
welcoming
to
the
box
next
to
Kip,
Andy
Smith
who's,
the
police
department,
interoperability
manager,
Swati
Ganesh,
who's,
the
IT
product
project
manager
for
this
project.
In
the
back
box,
we
have
Ryan
Dulin,
deputy
director
from
the
fire
department
and
Rob
Lloyd,
our
chief
information
officer
and
as
we
transition
the
slide
and
Andy
get
started.
I
will
point
out
that
there
are
a
number
of
people
presenting
today.
This
is
their
first
time
in
front
of
council
or
committee
and
the
first
time
presenting.
B
H
You
darling
honorable
mayor
committee,
members,
city
staff
and
members
of
the
public
Andy
Smith
from
PD,
so
much
for
having
an
hour
to
prep
in
the
audience
before
my
item
comes
up,
so
here
we
go,
and
you
can
be
rough
on
me.
I've,
been
here
before
we
embarked
on
the
firstnet
investigation,
if
you
will
or
starting
to
look
into
it
almost
two
years
ago.
You
know
at
least
from
the
police
department
standpoint,
and
then
we
moved
into
collaboration
with
civic
innovation
as
well
as
collaboration
with
AT&T.
We've
done
an
extensive
amount
of
testing.
H
H
Firstnet
will
ensure
that
we
have
the
best
possible
experience
on
cellular
broadband,
whether
it's
a
congested
environment
or
not,
and
it
also
will
help
us
communicate
during
times
of
disasters,
larger
scale,
incidents
and
those
kinds
of
things.
We
have
the
ability
to
increase
our
priority
on
the
network.
It's
called
an
uplift
tool,
so
we
can
uplift
certain
parts
of
Public
Works
with
Public,
Safety
and
OEM
or
or
everybody
at
once,
so
that
when
we
are
in
a
congested
area,
we'll
have
the
the
best
the
best
connectivity
options.
H
One
thing
to
keep
in
mind
is
firstnet
is
a
broadband
solution,
not
necessarily
a
radio
solution.
So
it's
very
complementary
to
the
new
radio
system
that
we're
we're
rolling
out
and
they
are
in
the
middle
of
rolling
that
out,
hopefully,
the
police
departments,
six
to
eight
weeks
away
and
fires
right
behind
us,
and
so
they
are
complementary.
They
know
they're
never
going
to
replace
each
other.
If
you
will
so.
H
So
one
of
the
benefits
of
the
citywide
deployment
that
we've
undertaken
with
Council's
approval
is
every
every
first
responder
and
primary
and
extended
users
are
going
to
be
on
the
system
and
have
access
to
it.
And
we've
got
quite
a
good
partnership
going
in
terms
of
the
mass
discounts,
if
you
will
on
the
service,
as
well
as
the
as
the
devices.
So
as
we
roll
this
out,
we'll
be
able
to
position
ourselves
for
optimum
communications
on
the
cellular
network.
H
H
It
has
mobile
data
management
attached
to
it
to
not
only
protect
the
city's
network,
but
also
to
protect
the
integrity
of
the
data
that
is
on
the
devices.
But
we
will
also
be
able
to
push
information
to
folks
in
the
field
maps
and
those
kinds
of
things
during
the
emergencies
and
will
have
the
ability
to
collect
data.
There's
an
ESRI
collector
application
that
you
embed
pictures
with
lat/long
and
that's
exactly
what
FEMA
is
looking
for
for
reimbursement
purposes.
H
So
when
we're
trying
to
put
together
a
debris,
removal
plan
or
seek
reimbursement
or
seek
set
priorities
from
streets
to
water,
to
sewer
to
anything
that
comes
along
with
an
earthquake
we'll
be
able
to.
It
will
be
better
positioned
to
do
that.
Using
firstnet
in
the
and
the
smart
devices
that
we're
rolling
out.
B
I
I
The
firstnet
rollouts
chartered
the
firstnet
rollouts
charted
number
2019
and
will
continue
until
December
of
2020.
We
have
a
tnt's
best
of
nation
pricing
and
we
want
to
make
full
use
of
that.
The
deployment
has
broken
down
into
four
major
phases
in
phase
one,
which
is
from
November
to
December
of
2019.
We
completed
our
first
pilot
and
ruled
out
devices
for
subsets
of
police
fire
office
of
emergency
management
and
information
technology
departments.
After
the
rollout
we
engaged
in
the
lessons
learned
activity
with
the
departments
and
AT&T.
I
We
are
currently
in
Phase
two
of
deployment.
We
have
applied
the
lessons
learned
from
a
first
pilot.
We
have.
We
have
communicated
with
our
departments
other
than
the
primary
departments
in
pilot
one.
We
have
many
primary
departments
in
in
pilot
one.
We
have
till
date
rolled
out
approximately
around
five
hundred
phones.
I
I
There
is
also
there's
also
discussions
and
actions
being
taken
to
develop
communications,
citywide
there's.
We
are
also
continuing
with
this
concept
of
our
room
sessions,
where
we
want
to
actually
have
our
rooms
to
to
kind
of
gather
the
lessons
learn
and
as
well
as
have
AT&T
staff
on
Prem
in
the
city
hall,
to
help
with
any
support
issues.
Once
the
fake.
Once
the
pilot
tools
rolled
out,
we
would
again
gather
and
apply
those
lessons
learned
in
Phase
three
of
the
deployment.
I
The
phase
three
will
begin
sometime
in
June
till
October,
and
this
is
basically
a
mass
roulade
where
we
want
to
roll
out
all
firstnet
devices,
citywide
and
and-
and
we
want
to
use
an
agile
fashion,
to
run
this
project
and
be
out,
and
we
will
be
running
this
and
bimonthly
sprints,
clearly
indicating
which
departments
will
be
involved,
what
devices
it
would
be.
So
so
there's
some
that
is
in
the
works.
Currently
in
the
third
phase,
we
will
also
build
out
secure
encrypted
network
connectivity.
B
Great
thanks
warty,
so
this
is
a
point
I
think
to
stop
and
address
the
red
status
before
we
move
on
so
part
of
what
the
tech
audit
is
requiring
the
city
to
do
is
be
disciplined,
and
so,
in
this
situation,
we're
being
disciplined.
Our
original
project
charter
for
firstnet
did
not
actually
have
us
doing
a
phase
2
pilot
we
realized.
After
we
did
the
limit
phase.
B
One
pilot
that
we
needed
to
do
another
pilot
on
a
limited
scale,
involve
some
additional
departments
and
and
include
in
addition
to
phones,
including
the
vehicle
modems,
because
we
realize
that
could
be
much
more
complex
than
than
we
originally
anticipated.
So
we
inserted
a
space
to
pilot.
We
basically
then
compress
phase
three,
and
so
we
basically
aren't
meeting
our
dates
in
our
original
project
pilot
and
and
we're,
and
that
would
cause
us
to
be
in
a
red
status.
The
other
reason
we're
in
a
red
status
is
in
phase
one.
B
We
recognize
that
the
Rob
Lloyd
and
Dolan
beckel,
being
the
executive
sponsor
and
the
product
owners
was
just
not
a
sustainable
solution.
So
we
looked
across
the
city
to
identify
who
we
could
staff
as
a
full-time
product
owner
to
represent
the
departments,
but
the
challenge
of
the
citywide
projects.
Is
there
multiple
departments?
We
have
actually
were
pretty
positive,
that
we
have
a
really
good
solution
to
who
the
product
owner
is
and
we're
gonna
finalize
that
and
communicate
with
the
various
departments.
B
B
We
are
still
confident
that
if
we
get
the
product
owner
staffed,
we'll
be
able
to
complete
on
time,
but
that
discipline
leads
us
to
say
that
we're
red
and
if
we
weren't
red,
we
probably
would
have
been
able
to
convince
the
the
department,
in
this
case
mine
to
have
a
product
owner,
identify
to
do
this.
So
we
are
confident
we
will
be
able
to
get
to
phase
four
and
complete
by
the
end
of
the
year.
B
The
reason
we
have
to
complete
by
the
end
of
the
years,
that's
when
our
contract,
our
best
in
nation
pricing,
and
so
we
we
would
increase
significant
additional
costs.
If
we
don't
finish
by
December
again
we're
confident
we'll
do
so
so
by
the
next
update.
I
should
be
able
to
say
we
have
identified
the
product
owner
and
that
person
is
this
person
and
we
have
a
full-time
project
manager
from
itd
and
we'll
be
confident
we'll
be
a
delivered.
The
other
thing
we
did
that
didn't
necessarily
cause
us
to
be
red.
Was
we
realized?
B
There
is
some
resource
contention
for
the
rollout
of
the
silicon
valley,
regional
communication
system,
the
SV
RCS,
the
p25
radio
system.
That's
tens
of
millions
of
dollars
of
City
investment.
That's
been
delayed
for
a
long
time
because
of
that
coyote
peak.
So
we
adjusted
the
schedule
also
to
make
sure
that
Andy
and
the
police
department
resources
would
finish
up
that
project
and
then
move
on
to
this
one,
so
probably
more
sausage-making
than
you
wanted
to
know.
But
at
the
end,
yes,
we
are
ready.
B
If
we
have
the
product
owner
engage
in
on-boarded,
which
we
helped
do
within
the
next
two
weeks,
we'll
be
able
to
complete
this
project
on
schedule,
long
back
to
green.
So
then
moving
on
to
the
lessons
learned-
and
there
are
a
lot
of
them,
but
I'll
kind
of
go
through
through
this
fairly
quickly.
Some
of
the
lessons
learned
from
the
first
pilot
and
part
of
the
second
pilot
is:
we
need
to
select
the
right
tool.
We
did
a
lot
of
usability,
extensibility
and
durability.
B
Testing
on
the
phones,
Andy
and
I
did
what
we
called
crash
phone
testing
on
some
of
the
harden
phones
to
make
sure
that
they
would
take
the
beating
that
the
police
department
has
and
we're
satisfied
with
that
result.
We
also
learn
from
other
cities
and
that,
if
you
don't
have
that
mobile
data
or
mobile
device
management
on
the
phone,
that
makes
it
secure
and
also
allows
you
to
pull
push
out
applications
about
maps
where's
the
collapse
Bridge.
What
route
should
the
police
take
during
an
emergency?
B
If
you
don't
have
that
mobile
device
management
data
management
tool,
the
phone
is
just
another
phone,
so
we
took
a
lot
of
time
up
front
to
procure
the
right
software
for
police
fire
om
and
so
that
one
selecting
the
tool
we
did.
We
did
right
and
we're
happy
with
that.
Focusing
on
the
user
experience,
that's
kind
of
the
same
thing,
creating
guidelines.
We
realized
that
carrying
two
phones,
which
a
number
of
staff
will
have
to
do,
is
a
cultural
shift.
B
So
carrying
two
phones
is
a
cultural
shift
and
we
did
not
really
have
the
guidelines
in
place
and
the
communications
in
place.
That
made
it
clear
when
you
have
to
why
you
have
to
have
two
phones
when
you
use
one
versus
the
other,
and
so
one
thing
that
we
one
of
the
reasons
we
added.
That
second
pilot
was
to
make
sure
we
across
the
city
and
employee
relations
and
HR.
B
We
have
the
correct
guidelines
in
place
that
will
inform
the
final
policy
so
that
people
understand
it
better.
So
is
a
cultural
shift
to
carry
two
phones,
but
it's
necessary
because
one
phone
will
work
when
there's
an
emergency
or
disaster
and
the
other
phone
will
be
overloaded
and
then
finally,
on
managing
resources.
Obviously
the
lesson
learned
was
from
from
a
product
ownership
perspective.
We
need
a
committed
product
owner
in
the
role,
not
Rob
and
I,
and
we
also
need
a
full-time
project
manager,
so
we're
taking
that
time
to
get
the
resources
in
place.
B
I
believe
that
gets
us
to
the
next
slide,
which
is
kind
of
where
we
are
so.
This
is
a
word
we're
in
the
phase
to
pilot
as
Swati
said,
and
we
have
delivered
over
500
phones,
so
we're
you
know
we're
about
a
fourth
of
the
way
through
the
phones,
and
we
are
also
doing
a
pilot
as
we
speak,
of
installing
the
the
technology
in
the
vehicle
modems
and
the
vehicles
so
that
their
their
communications
devices
and
the
vehicles
also
work.
B
A
J
B
Good
question,
so
the
guidelines
are
gonna
cover
when
you
have
two
phones.
What
case
case
in
point?
What
what
you
have
to
you
when
you
use
the
business
and
when
you
don't
and
when
you
use
the
personal
phone
and
when
you
don't
so
what?
So?
What?
What
is
each
device
to
use
for
in
context
of
city
activities?
It's
gonna
cover
a
timeframe
by
which
you
need
to
have
your
firstnet
phone
on
and
available
versus.
B
Not
it's
gonna
cover
policy
on,
what's
called
a
stipend,
where
some
employees
are
receiving
benefit
from
the
city
to
have
a
city
issued
phone
they
previously
were
using
for
personal
purposes.
So
it's
really
going
to
have
guidelines
around
usage
benefits
and
emergency
management,
usage
and
requirements
of
that
person.
With
that
firstnet
phone
and.
D
So
it's
a
cultural
shift
and
change,
and
so
we're
part
of
it
is
the
explanation
of
that
of
why
why
it's
so
important
that
we
have
a
greater
control
over
your
device
and
part
of
it?
Is
the
ability
to
kill
this
if
it
gets
lost
the
ability
to
change
and
update
it
as
we're
on
the
fly
and
add
applications
in
in
the
middle
of
an
emergency
and
also
location,
tracking
and
much
more
robust
security
and
ultimately
encryption.
But
those
are
very
new
to
the
organization
and
that
the
phones
are
so
personal
to
us.
D
B
Then
your
second
question
was
on
a
war
room,
we're
gonna,
be
I,
I,
didn't
I,
guess
I'm
dating
myself
with
that
term.
That
was
my
term,
so
we're
gonna
be
setting
up
we're
gonna
be
setting
up
certain
times
and
certain
days
in
certain
locations
where
AT&T,
itd
and
other
city
staff
will
be
available
for
any
employee
council,
member
or
staff
who
are
having
issues
that
can
come
in
and
just
say,
I
tried
to
do
this.
B
J
B
B
So
that
that's
a
valid
question
and
the
the
memo
does
leave
this
out,
but
at
a
Sun
at
a
summary
level,
there
is
two
categories
of
firstnet
users,
and
this
is
defined
by
the
federal
governments.
One
is
called
the
the
primary
responder:
that's
police
fire
and
emergency
management.
Then
there's
the
extended
primary
in
those
are
anyone
who
would
be
involved
in
responding
to
a
disaster
managing
a
disaster
out
in
the
field
to
manage
the
disaster?
B
So
we
want
to
be
able
to
have,
for
example,
Public
Works
employees,
who
are
out
fixing
bridges
to
be
able
to
be
in
contact
with
the
EOC
director
or
with
the
police
interoperability
director.
So
it's
this
concept
of
primary
and
extended
primary
and
then
the
device
count
is
a
combination
of
phones.
So
a
combination
of
the
smart
phone
hotspots,
so
existing
laptops,
for
example,
could
attach
to
the
hotspot
that's
able
to
use
this
band
14
reserved
Network
during
emergencies.
B
J
B
B
Yes,
so
the
short
answer
is
we
probably
can
it's
more
expensive
understand
that
the
relationship
we
have
with
with
firstnet
through
AT&T
is
right
now
the
iPhone
10
and
the
Samsung
are
costing
us
$0.99.
This
seems
this
right,
so
the
N
and
the
unlimited
data
rate
for
primary
responders
is
$30,
so
unlimited
voice
and
data.
So
we
have
the
best
pricing
in
the
country
because
of
the
citywide
relationship
that
we
negotiate
as
part
of
our
public-private
partnership.
Assuming
it's
a
compatible
device
and
I,
don't
know
what
device
you
own
there
is.
B
K
E
B
E
I,
don't
want
to
be
a
pain
cousin
created
a
lot
of
exception.
I
was
just
trying
to
figure
out
for
those
of
us
herb.
We
have
a
hard
enough
time,
just
keeping
track
of
one
phone.
I
can't
imagine
with
two,
and
you
know
if
we
did
have
one
phone
you
know
we
can
get
in
trouble
for
playing
for
tonight.
You
know
this
can
still
be
used
for
personal.
We.
H
A
Thanks
Dylan,
so
I
guess.
My
question
is
more
about
the
capacity
issue.
You
were
saying
about
how
no
one's
kind
of
in
charge
or
we
were
lacking
resources,
nothing
no
one's
in
charge,
but
like
its
its
shared
responsibility
among
differ,
silo's,
I
guess.
So
what
are
we
doing
to
make
sure
that
there's
somebody
who's
the
point
person
primarily
responsibly?
We
can
blame
and
and
and
praise
as
necessary.
Well.
B
There
is
there
is,
there
is
a
point
person,
so
I
am
the
executive
sponsor
of
firstnet,
so
ultimately
I'm
accountable,
I'm
the
person
you
get
to
blame.
What
we
were
missing
was
the
day-to-day.
This
is
our
goal
for
this
week.
This
is
the
goal
for
the
next
two
weeks.
This
is
what
we
have
to
achieve.
Oh
you've
got
an
issue
I'll
help.
You
unblock
that
in
my
role
right
now
and
the
size
of
the
staff
I
have
I
can't
single-handedly
do
that.
B
That
was
the
missing
role,
so
Rob,
Lloyd
and
I
have
been
kind
of
dipping
down
and
helping
Swati
and
the
department's
execute,
but
that's
not
a
sustainable
solution.
So
the
sustainable
solution
is
I'm,
accountable,
I'm,
the
product
owned
I'm.
The
excuse
me
executive,
sponsor
we're
identifying
a
product
owner
who's
very
familiar
with
broadband
and
the
AT&T
relationship
and
and
telcos
that
will
help
drive
this
and
it's
a
known
commodity
to
the
departments
that
we
hope
is
acceptable
and
and
then
Swati
who
is
now
about
fifty
percent
committed.
B
We
need
a
full-time
product
project
manager,
full-time
and
whether
that
Swati
or
an
additional
person,
so
that's
kind
of
the
whole
governance
structure.
Sometimes
we
talk
about
one
versus
another,
but
this
discipline
we
need
to
interject
into
the
city
around
tech
deployments.
You
need
an
executive
sponsor
that
can
make
decisions,
manage
resources
and
fall
on
their
sword.
The
second
is
a
day-to-day
product
owner
to
drive
the
team,
and
then
you
need
a
project
manager
to
keep
track
of
all
of
those
dependencies
issues,
status,
etc.
B
A
A
This
firstnet
thing
there's
always
going
to
be
a
need
for
a
dedicated,
day-to-day
handler
and
I
guess
being
the
thinnest
staffed,
City
Hall
in
the
country
for
a
big
city,
and
when
we
go
doing
our
budgeting
for
just
you
know,
one
time
when
you're
spending
only
we
can't
keep
creating
permanent
roles,
but
to
the
extent
that
we
keep
innovating
I
mean.
Does
it
make
sense
to
structurally
have
somebody
to
kind
of
be
the
overwatch
or
overseer
of
pushing
out
future
deployments
and
such
well.
B
I
think
what
you're
gonna
see
come
back
with
the
tech
deployment.
Audit
response
is
a
holistic
look
at
that
governance
structure
right.
We,
the
ways
is:
if
there's
a
tree
in
the
forest
we
crash
into
it,
and
so
the
first
tree
we
crash
into
is:
we
need
more
product
and
project
managers
now
are
crashing
into
the
okay.
We've
got
that,
but
now
we
need
the
product
owner
to
on
a
date.
B
You
know
a
day-to-day
basis
drive
that
team,
and
you
know
next
month
we'll
hear
about
the
business
tax
amnesty
where
Ric
Bruno
was
a
great
product
owner
within
finance.
How
do
we
replicate
that
for
cross-department,
so
we're
gonna
need
to
build
product
ownership,
muscle
and
then
we're
also
gonna
have
to
identify
executive
sponsors
and
make
it
clear
what
is
an
executive
sponsor?
What
are
they?
What
of
what
does
accountability
mean
so
I?
A
D
D
It
requires
a
dedicated
team
time
effort
and
investment,
and
an
almost
obsessive
understanding
of
the
user
to
get
a
launch,
successful,
I.
Think
in
addition
to
this,
this
wasn't
just
a
website
update.
This
was
a
real
stretch
into
a
digital
front
door
where
we
are
delivering
services
in
a
digital
manner.
That's
easy
to
use
easy
to
find
and,
to
be
honest,
we
had
under
resourced
this
project.
D
At
the
beginning,
we
treated
it
as
a
kind
of
an
easy
peasy
website
update
when
in
fact
it
wasn't-
and
so
we
were
a
little
late
in
coming
to
that
and
understanding
it
and
building
the
team
around
it
that
it
needed,
but
we
did
that
and
I'm
proud
to
kind
of
introduce
that
team
and
let
them
walk
through
the
results
of
their
good
work.
So
joining
me
in
the
box,
for
this
update
are
the
people
who
did
the
real
work
Rosario
in
the
office
who's.
D
L
And
so
as
as
Kip
mentioned,
you
know
the
city
had
severely
under
resources'
project,
this
very
complex
project
and
major
undertaking
from
the
beginning,
but
we
course-corrected
very
quickly
and
we
put
a
sure
that
they
described
in
place
and
so
I'm
very
proud
of
that
as
well.
So
next
slide,
as
you
all
know,
thank
you.
L
As
you
all
know,
the
project
team
had
a
highly
successful
launch
and
cutover
of
the
website
over
Thanksgiving
Day
weekend
in
2019
and
before
we
dive
into
the
approach
that
we
took
with
the
website.
I
just
want
to
remind
the
committee
of
the
type
of
traffic,
our
site
and
Garner's,
especially
as
being
as
the
the
local
city
government
in
the
capital
of
Silicon
Valley.
On
average,
the
website
performs
4
million
total
sessions
from
2.5
million
unique
visitors
annually.
So
that's
a
that's
a
very
robust
site
compared
to
some
other
cities
in
the
Bay
Area.
L
So
we're
talking
about
a
major
digital
property
and
while
the
cut
over
from
the
old
website
to
the
new
website
took
one
weekend
over
Thanksgiving
Day
weekend,
the
launch
it
actually
represents
two
and
a
half
years
of
work
and
collaboration
to
complete
this
updated
product.
So
I
will
I
do
want
to
reiterate
the
complexity
of
the
project
and
the
intense
level
of
collaboration
that
went
into
the
development
and
the
launch,
not
just
collaboration
among
the
core
project
team,
which
you'll
see
here
in
the
Venn
diagram,
which
is
depicted
here
as
our
three.
L
Our
three
teams
coming
together,
the
Office
of
Communications
in
the
city,
manager's
office,
the
city
manager's
office
of
civic
innovation
and
the
IT
department,
but
also
the
broader
support
from
150
web
editors
and
publishers
in
the
departments,
and
these
are
designated
liaisons
that
Matt
oversees
on
a
day-to-day
operational
basis.
So
this
was
an
intensive
and
complex
project
and
we're
very
proud
of
the
success
of
the
launch.
L
So
in
total
the
project
took
two
and
a
half
years
to
complete,
but
the
team
really
ramped
up
the
most
in
the
fall
of
last
year,
and
so
you
can
see
some
of
the
activity
and
the
the
dynamic
nature
of
the
team
working
together
in
these
photos.
So
in
early
in
the
early
part
of
2019,
the
city
recognized
that
the
project
was
under
resourced
and
added
more
investment
in
terms
of
funding
and
staff
resources
to
the
project.
L
We
put
a
more
robe
team
in
place
and
you
can
see
the
core
team
is
theirs
depicted
in
the
in
the
middle
photo
and
we
also
took
time
to
define
our
Minimum
Viable
Product,
and
so
that
was
the
minimum
product
that
we
could
launch
to.
Just
first
get
the
website
out
the
door,
and
then
we
plan
to
iterate
and
build
and
make
any
improvements.
L
L
In
the
war
room
and
just
you
know
big,
thank
you
to
the
city
hall,
building
team
for
getting
that
room
set
up
for
us
if
they
cleared
it
out
very
quickly,
and
we
couldn't
have
done
that
without
that
collaboration,
space
and
as
most
great
projects
do
not
begin
without
a
vision.
They
also
risk
success
without
a
clear
focus
and
guiding
principles
in
place
to
provide
the
project
team
with
the
lanes
in
which
to
perform
their
work.
L
We
also
intended
to
promote
governmental
transparency
and
public
access
to
information,
improve
the
ability
of
residents
to
actively
engage
with
their
city
government
and
improve
the
efficiency
and
effectiveness
of
city
staff
for
maintaining
current
and
accurate
information,
and
so
you
can
see
these
tenants
reflected
in
the
principles
there
on
the
slide
and
we're
going
to
use
this
as
a
framework
for
the
rest
of
our
presentation,
and
so
now,
I'll
turn
it
over
to
Matt
cool
Matt.
Who
will
walk
you
through
this
approach?
Just
give
you
a
new
name.
Thank.
M
You
good
afternoon,
honorable
mayor
chairman
committee,
members
in
the
public
matt
opsahl
senior
executive
analyst
for
the
office
of
communications
in
the
city
manager's
office,
starting
with
responsive
design.
We
focused
on
improving
the
ability
of
residents
to
actively
engage
with
the
city
of
San
Jose.
M
As
you
may
know,
the
previous
website
was
not
mobile-friendly.
You
had
to
pinch
and
zoom
to
look
at
the
content
on
your
smartphone.
That's
not
a
great
experience
and
it's
not
it's
not
responsive
design.
If
you
pull
out
your
smartphone
right
now
and
go
to
WWN
as
a
CA,
gov
you'll
see
that
the
new
website
is
optimized
for
your
device.
M
Responsive
design
allows
the
website
to
provide
a
natural
viewing
experience
for
residents
on
any
device
by
responding
to
device
widths
and
optimizing
as
the
page
loads.
We
see
that
the
path
the
present
and
future
is
mobile.
An
analysis
of
historical
city
website
data
from
2016
to
2019
indicates
four
million
average
annual
visits,
with
close
to
three
million
average
annual
desktop
users
and
1
million
average
annual
mobile
users.
This
equates
to
approximately
four
average
annual
visits
per
capita.
M
M
N
N
First,
we
defined
a
citywide
usability
standard
that
makes
it
clear
what
good
means
for
our
users
experience.
Second,
we
focus
on
the
ten
most
common
user
journeys
or
tasks
for
users
on
our
website,
such
as
registering
for
recreation
class
or
applying
for
a
building
permit
and
third
and
most
important.
We
tested
with
users
early
and
often
before,
launch.
N
First,
easy
to
use
measured
by
weather,
at
least
three
out
of
four
users
can
complete
a
given
task
in
a
reasonable
amount
of
time
on
a
top
or
mobile
device.
Second,
easy-to-understand
measured
by
whether
the
content
is
written
in
plain
language
at
an
eighth
grade,
reading
level
or
less
third
error-free,
meaning
that
there
are
no
bugs
or
broken
links
for
mobile
friendly,
meaning
that
the
content
is
legible
on
your
phone
or
tablet
without
needing
to
zoom
or
scroll
horizontally,
accessible,
meaning
that
the
website
is
usable
by
people
with
disabilities
as
measured
by
federal
accessibility
standards.
N
Six
consistently
designed,
meaning
that
the
fonts
and
colors
conform
to
the
city's
website
style
standards,
seven
fast,
meaning
that
the
content
will
take
no
longer
than
five
seconds
to
load
regardless
of
your
device
or
network
and
eight
discoverable.
So
that
using
popular
keywords,
the
primary
task
pages
will
appear
within
the
top
internal
search
results.
N
The
result
of
applying
these
standards
is
a
website
that
is
organized
by
how
our
users
search
for
answers.
I'd
like
to
highlight
five
aspects
of
the
homepage,
design
that
exemplify
this
approach,
and
all
of
these
features
were
iterated
and
improved
upon
over
the
past
six
months,
based
on
watching
real
users
navigate
the
website.
N
First,
we
have
six
top
requested
buttons
that
are
very
prominent
on
the
homepage
and
make
it
easy
for
users
to
find
the
most
common
tasks
like
browsing
for
city
jobs
or
making
a
payment,
and
you
can
see
these
at
the
bottom
of
the
slide.
We've
been
very
careful
also
to
use
language
that
reflects
how
our
residents
think
about
theirs
tasks
and
to
avoid
city
jargon.
N
This
tool
really
leverages
the
power
of
city,
GIS
mapping,
technology
and
a
tool
developed
in
collaboration
between
Environmental,
Services
and
Public
Works
and
then
finally,
internal
search
because
internal
search
and
search
in
general
is
such
a
common
way
for
users
to
find
content.
We've
worked
to
optimize
the
search
results
for
the
most
popular
topics
and
we'll
continue
to
refine
that
search
performance
to
make
the
results
as
relevant
as
possible.
Now
we'll
turn
it
back
to
Matt
to
talk
about
accessibility.
M
M
We
remain
compliant
with
the
Americans,
with
Disabilities,
Act
or
ADA.
A
our
accessibility
practices
include
incorporating
descriptive,
alt
text
for
images
and
links.
Utilizing
the
built-in
accessibility
features
from
the
vision,
content
management
system
or
CMS,
and
utilizing
third-party
compliance
monitoring
systems
to
remain
fully
compliant.
M
This
case
study
provides
an
example
of
our
work
to
increase
our
compliance
score
and
remain
compliant
prior
to
the
new
website.
Our
compliance
score
was
at
60%
compared
to
the
government
industry
benchmark
that
launched
the
new
website.
Compliance
score
was
63%.
As
of
this
week.
Our
website
compliance
score
is
88%,
which
is
19
percent.
Above
the
current
government
industry,
benchmark
of
74%.
M
The
city
of
San
Jose
serves
diverse
communities,
and
language
accessibility
is
important.
We've
included
Google
Translate
at
the
top
of
every
web.
Page
Google
Translate
enables
all
pages
to
be
available
in
other
languages,
including
Spanish
and
Vietnamese.
In
addition,
30
of
the
top
requested
pages
will
be
translated
into
Spanish
and
Vietnamese.
As
standalone
pages,
we
are
continuing
to
explore
how
we
can
make
the
site
even
more
for
users
who
speak
a
primary
language
other
than
English
Matt.
M
L
So
as
communications
director,
one
of
the
most
frequent
requests
I
receive
is
from
departments
who
want
to
know
how
they
can
market
their
services
and
programs
to
residents,
so
that
residents
understand
what
we're
doing
at
the
city
and
are
taking
advantage
of
a
service
that
we
provide
or
have
improved
recently.
So
we
saw
this
redesign
as
an
opportunity
to
also
serve
the
city
and
departments
own
marketing
objectives
and
what
we,
what
we
created
was
a
more
dynamic
newsroom,
and
so
you
can
find
the
newsroom
under
news
and
stories
on
the
global
navigation
menu.
L
It's
the
one
that
is
far
to
the
right,
and
this
newsroom
is
intended
to
be
a
content.
Marketing
place
a
place
where
we
can
market
ourselves
and
share
news
and
centralized
news
from
the
different
departments.
So
the
news
and
story
section.
It
features
a
press
room
with
a
better
directory
of
contacts
for
reporters
to
reach
out
to
the
city
and
access
subject
matter:
experts
easily.
L
It
also
features
city
guidelines
and
standards
such
as
filming
guidelines
where
to
park.
If
you're
a
member
of
the
media,
all
of
those
types
of
details
that
will
help
the
media
interact
with
us
and
engage
with
us
in
a
better
way
and
last,
it
features
a
citywide
blog,
which
you
can
see
a
photo
capture
here,
and
this
blog
is
a
citywide
blog.
It
aggregates
department,
blog
content,
all
into
one
central
news.
L
Place
I
mean
not
shown
here,
but
also
a
great
feature
is
an
aggregate
of
all
of
our
news
releases
and
media
advisories
and
just
general
information
updates.
So
now
a
reporter
or
a
member
of
the
public
or
other
cities
who
are
interested
in
seeing
what
the
city
is
doing,
can
access
all
of
that
use,
content
all
in
one
place
and
to
have
a
better
understanding
of
all
of
the
innovation
that's
taking
place
here
and
how
we
are
a
leader
in
many
different
areas.
M
Thank
you
for
saria.
The
new
website
increases
the
digital
publishing
footprint
for
the
city
of
San
Jose,
published
content
can
now
be
indexed
by
prominent
search
engines.
This
enables
keywords
to
rank
higher
in
search
results
and
provides
an
opportunity
to
publish
content
that
stays
evergreen.
The
new
website
lets
the
city.
Tell
our
side
of
the
story.
Our
many
issues
in
evolving
situations
I
would
like
to
now
welcome
Apoorva.
She
provide
a
quick
glimpse
at
the
upcoming
Resident
Assistant.
O
Thank
you
Matt
for
the
introduction
good
afternoon.
Everyone,
the
mayor's
office
of
technology
and
innovation,
partnered
closely
with
the
city,
manager's
office,
IT
and
AI
strategy
labs
over
the
last
few
months
to
build
a
beta
of
the
Resident
Assistant
and
were
grateful
for
funding
from
the
knight
Foundation
and
the
Silicon
Valley
Community
Foundation
and
before
I.
Do
a
demonstration
of
this
Resident
Assistant
I
would
love
to
share
some
context
with
you.
So
the
concept
of
this
was
really
born
out
of
a
desire
to
build
a
solution.
O
That's
going
to
help
connect
our
residents
with
the
city
in
a
much
more
seamless
way
and
also
create
greater
transparency
through
what
we
initially
envisioned
to
be
a
neighborhood
dashboard.
With
that
in
mind,
what
we
did
was
went
out
and
did
research
spoke
with
residents,
analyzed
data
to
understand
what
traffic
patterns
we
saw
and
considered
what
other
cities
had
done.
O
We
really
went
in
with
one
idea
and
one
preconceived
notion
of
what
the
solution
could
be
and
all
of
our
research
and
our
conversations
informed
of
what
it
eventually
turned
into,
which
is
truly
a
testament
to
our
desire
and
commitment
to
be
agile
user,
focused
and
data-driven
around
this.
So
with
all
of
this
information,
we
identified
the
principle
that
we
wanted
to
build
a
solution
around,
and
all
of
this
research
told
us
that,
whatever
we
do,
we
really
must
focus
on
these
five
things.
First,
we
want
to
help
people
accomplish
useful
tasks.
O
Second,
we
want
to
use
proactivity
to
reach
residents
and
increase
their
engagement.
Third,
we
want
to
be
inclusive
and
accessible
for
all
residents.
Fourth,
we
want
to
show
empathy
by
embodying
the
traits
of
our
favorite
neighbors
and
five
have
a
manageable
starting
point
that
can
really
grow
alongside
the
city
of
San
Jose,
so
these
principles,
it's
helped
us
establish
the
two
key
outcomes
that
we've
been
trying
that
we
want
to
achieve
with
this
Resident
Assistant.
O
The
first
one
is
to
reduce
the
burden
on
the
call
center
employees
specifically
for
those
calls
that
are
coming
from
external
constituents.
The
second
one
is
to
increase
inclusivity
and
accessibility
to
government
services
and
inclusivity
and
accessibility
can
be
defined
through
multiple
lenses,
but
we
especially
considered
a
digital
and
linguistic
inclusion.
O
So
all
of
these
all
of
this
research
principles
and
outcomes
led
us
to
what
we
believe
this
Resident
Assistant
should
look
like,
which
is
a
chopped-up
feature
on
the
website,
coupled
with
a
text
or
SMS
service
that
addresses
critical
resident
support.
Questions
provides
key
information
about
city
services
and
empowers
residents
to
take
action.
O
O
So
this
kind
of
shows
you
that
you
can
walk
through
the
different
service
requests
and,
in
addition
to
this
chat
bot,
that's
on
the
website.
But
if
you
go
to
the
next
slide,
we
can
see
what
the
extension
of
the
service
looks
like
on
text.
So
this
is
what
it
would
look
like
if
you
were
to
text
the
city,
the
same
questions
and
when
we
think
about
inclusivity
and
accessibility.
O
The
reason
why
we
wanted
to
ensure
that
this
text
service
was
a
part
of
it
was
that
we
cannot
forget
those
residents
who
are
digitally
unconnected,
which
unfortunately
happens
to
be
10%
of
the
San
Jose
population.
So
this
service
is
a
way
for
us
to
reach
those
residents
and
on
the
next
slide,
you
will
see
that
you
can
also
access
the
service
in
Spanish
and
in
Vietnamese,
and
it
will
respond
in
those
respective
languages.
O
So
we've
tested
this
prototype
and
feedback
has
been
overwhelmingly
positive.
We've
spoken
with
over
75
different
residents.
We
also
conducted
focus
groups
with
the
various
communities
that
we
were
interested
in,
targeting
so
the
spanish-speaking
community,
Vietnamese
speaking
community
and
community
members
who
are
liaisons
to
those
who
are
digitally
excluded
and
those
who
are
experiencing
homelessness,
and
all
of
this
has
really
informed.
O
L
You
Apoorva,
so
the
next
steps
for
the
city's
website
includes
continued
iterations
and
improvements.
Here's
a
sneak
peek
at
our
release
roadmap
and
you
can
see
that
under
the
new
feature
section,
there
is
the
resident
assistant
that
Apoorva
just
previewed
we're
very
much
looking
forward
to
bringing
that
online
to
the
website.
We
will
continue
to
use
data
to
drive
our
decision-making
and
take
into
account
ongoing
website
traffic
and
behavior
to
inform
the
launch
of
new
features,
but
I
think
what's
most
important
for
you
to
know.
L
D
L
We've
shown
you
what
we've
accomplished
as
a
team
together
and
shared
with
you,
a
sneak
peek
of
our
roadmap
and
beginning
in
the
spring
timeframe.
We
will
roll
out
a
marketing
campaign
as
part
of
the
rebrand
of
the
3-1-1
city
service
and
rebrand
of
the
city.
My
San
Jose,
app
I
would
like
to
now
just
take
some
time
to
do
some.
Some
major
thank-yous
I
want
to
recognize
the
entire
project
team,
which
you
can
see
here
on
this
slide
and
all
of
the
city
staff
for
their
great
thinking,
time,
contributions
and
collaborations.
L
There
were
so
many
city
staff
were
involved
and
we
actually
invited
the
web
team
here
today.
I
also
just
want
to
take
a
moment
to
express
my
personal
gratitude
to
Michele.
I
too,
will
miss
you.
Michele
Michele
was
our
usability
lead
in
this
project.
She
was
spear
spear
heading
a
lot
of
the
testing
and
research
that
we
did
with
our
residents
and
we
couldn't
have
done
that
without
her
and
then
there's
one
more
person
who
was
especially
valuable
to
our
success
and
that's
Christopher
von
Bernstorff,
our
consultant
at
Granicus,
who
none
of
this
without
him.
L
None
of
this
would
be
possible.
He
was
our
partner
throughout
this
entire
journey
and
were
grateful
for
his
expertise
and
his
hard
work.
So
we've
invited
the
the
web
editors
and
publishers
to
be
in
the
audience
today.
I
know
some
of
them
had
to
leave,
but
if
you
were
involved
in
the
project,
I'd
just
like
to
ask
you
to
stand,
be
recognized:
okay,
I
guess
everybody
went
back
to
work,
but
thank
you.
Thank
you
to
the
core
project
team
that
was
here:
Julie
Kim,
Neera,
Dada,
Jerry,
Driessen,
Chakradhar,
yalla
Molly.
L
D
Couple
of
things
in
closing
I
do
want
to
reiterate
my
appreciation
of
Michelle
and
her
work
on
this
and
I
will
say.
Unfortunately,
we
had
to
cut
it
for
time.
I
am
NOT
making
this
up.
She
does
have
based
on
the
musical
Hamilton
and
usability
wrap
set
to
the
music
of
Hamilton
that
she
will
do
for
you.
D
D
D
So
we
still
have
a
lot
to
learn
on
that,
but
we
are
beginning
to
think
about
this
as
an
omni-channel
and
thinking
about
how
we
govern
that,
so
that
the
communications
are
consistent
across
and
the
user
experience
is
consistent
across.
So
that's
a
little
bit
of
pointing
toward
what's
next
for
us
with
that,
we'll
take
any
as
Rosario
said,
any
questions
you
may
have
a
feedback
or
guidance
for
us.
Thank
you.
F
Hi
I
wanted
to
thank
you
for
your
newspaper
feature
that
you're
gonna
have
to
have
articles
and
to
have
basically,
if
it's
a
way
that
you
can
report
on
what
you're
doing
within
each
department
of
city
government
reported
to
us.
That
is
stunning
that
has
incredible
things
that
it
can
do.
I
hope
we
can
all
think
of
how
we
can
develop
that
in
the
future.
It's
a
great
idea.
Thank
you.
I
wanted
to
oh
I
about
the
search
feature.
F
You
know
this.
This
app
does
seem
better
now.
I'm
still
I
feel
I.
Give
pretty
exact
information
when
I
type
in
when
I
want
something
from
the
search
and
it's
not
giving
it
to
me
I
get
just
it
does
not
at
all.
Give
me
what
I'm
asking
for,
and
why
is
that
happening.
I
know
I'm
kind
of
a
twit,
but
I'm
not
that
you
know
out
of
it,
and
it
should
be
able
to
give
myself
that
sort
of
information,
and
it
doesn't
do
that
often,
and
you
know
back
in
up
to
about
2005.
F
This
was
never
a
problem
and
in
fact
you
know
I
felt
before
2005.
It
would
give
information
to
people
that
was
just
amazing.
It
would
give
the
exact
information
and
then,
in
a
plethora
of
you,
know,
really
interesting
facts,
and
now
it
just
gives
these
really
vague
descriptions
that
just
really
have
the
feeling
it's
trying
to
throw
you
off
what
you're
actually
looking
for
and
to
keep
things
vague
and
opaque
for
you,
and
it's
painful
that
hasn't
happened.
You
haven't
made
that
switch
over
yet
I
hope
you
can
return
to
those
times
again.
F
I
think
we
all
don't
want
to
do
that
and
I
just
wanted
to
mention.
You
know
how
this
can
all
tie
into
IOT
in
the
future
and
I
just
can't
stress
the
importance
of
what
a
good
accountability
and
openness
and
open
public
policy
practices
can
do
for
IOT
I
mean
that
you
really
should
be
in
doling
Beckles
a
resume
and
how
we
talk
about
things
and
it'll
be
important
point:
how
I
talk
about
it
and
how
we
can
be
excited
and
hopeful.
Thank
you.
J
You
I
just
want
to
thank
the
team.
This
is
awesome.
I
love,
the
the
new
digital
front
door
and
I've
already
been
telling
people
because
I
don't
know
if
you
know,
but
a
lot
of
people
don't
know
still
about
the
free
junk
pickup
and
it
doesn't
say
free
on
here
and
when
you
click
when
it
says
call
junk
pickup,
so
I've
been
telling
everybody
it's
on
the
website.
J
It's
easy
to
find
because
you
can
just
go
right
to
the
web
page
and
it's
one
of
the
first
buttons
so
I,
it's
easier
for
people
to
find
when
I'm
I've
literally
set
it
at
the
last
three
community
meetings
in
January.
But
when
you
click
it,
it
still
says
call
junk
pickup
and
then
it
does
say
free
once
you
click
in
it,
but
on
the
on
the
home
page,
it
doesn't
say,
call
free
junk
pickup.
So
that's
my
only
my
only
caveat
and
then
also
the
city
services.
J
K
G
I
also
want
to
convene
you
to
I
mean
doing
the
side-by-side
comparison
of
the
previous
website,
and
the
new
website
is
like
I
want
I,
don't
want
to
say
night
day,
it's
like
a
different
time
zone,
different
universe,
and
so
it's
so
impressive.
Just
a
new
look
and
feel
I
even
remember
accessing
the
website
on
my
phone
when
I
first
started
on
the
council-
and
it
just
just
took
you
to
some
random
links,
it
wasn't.
Even
it
didn't
even
have
any
formatting,
it
was
just
random
links,
so
we've
come
a
long
long
way.
G
My
first
question
is
about
whatever
you
launched
anything
new,
obviously,
there's
gonna
be
bugs,
and
in
fixes
that
you
need
to
make-
and
you
don't
know
about
them
until
you
actually
roll
it
out.
What
is
the
process
to
provide
feedback
or
for
our
residents
to
provide
feedback
when
they
come
across
dead
links
or
other
issues
or
bugs
in
the
on
the
website?.
L
Yeah,
so
that's
that's
a
great
question
and
thank
you
very
much
for
the
compliments.
It's
a
it's
a
point
of
pride
now,
I
think
for
for
the
city
of
San
Jose,
so
we're
handling
feedback
on
the
website
in
two
different
formats.
For
internally
we
do
have
a
helpdesk
system
created
for
employees
who
are
who
may
be
having
issues
with
the
site
or
have
bugs,
and
so
that's
the
way
that
they
can
report
in
for
residents.
L
We
don't
have
like
quite
that
same
type
of
helpdesk
structure
set
up,
but
if
they
receive
a
broken
link
or
form,
there's
actually
an
email
address
that
they
can
submit
their
inquiry
to
and
then
Matt
is
the
one
who
monitors
that
and
responds
to
the
residents
concern.
They
can
also
call
us
too
and
we
we
would
respond
to
their
concern
or
their
request.
Yeah.
G
K
M
G
And
then
my
other
comment
actually
was
on
the
the
internal
search.
I
would
I'm
one
of
the
users
that
would
go
to
the
internal
search
first
before
I.
Try
to
navigate
through
the
website
and
I
know
previously
that
the
raziel,
so
we
were
getting
we're,
not
I'm,
not
very
good.
I
haven't
really
tried
the
internal
search,
the
enhanced
internal
search
but
I'm
hopeful,
I'm,
hoping
that'll,
be
a
much
better
experience
because
before
it
was
a
good
experience
and.
M
E
Thanks
I
was
just
distracted.
Customer
Davis
got
me
looking
at
the
adopted
dog
site,
so
a
lot
of
the
cute
little
pets
there
yeah
a
couple
of
German
Shepherds
anyway
I
just
that
I
was
fascinated.
There
are
30
pages
consumed,
fifty-five
percent
of
our
traffic,
and
so
we
focused
on
those
four
translation
certainly
makes
a
lot
of
sense.
Do
we
have
any
idea
about
how
much
currency
we're
getting
in
there
in
the
foreign
languages
in
Vietnamese
or
Spanish?
E
L
Here
so
I
think
mayor,
we,
we
are
still
monitoring
the
current
performance
of
the
site
and
just
looking
at
the
the
traffic
and
who's
going
to
which
pages
on
on
a
whole
scale,
level,
Michelle
and
the
usability
team.
They
are
the
ones
who
led
most
of
the
testing
out
in
the
community
and
I
think
that,
while
it's
not
an
exact
science
to
see
what
everyone
is
clicking
on,
the
the
team
did
have
some
anecdotal
evidence
of
what
that
experience
was
like
and
so
I
think.
That's
what
I'd
like
Michelle
to
just
describe.
N
Absolutely
so
our
user
research
and
design
team
near
data
and
Julie
Kim
did
do
testing
of
the
new
website
with
residents
who
speak
Spanish
and
Vietnamese
and
have
low
english
proficiency,
and
one
of
the
findings
was
that
these
residents
were
really
appreciative
to
find
out
that
there
was
the
Google
Translate
feature,
that
being
it
possible
for
them
to
view
the
content.
So
I
think
you
know
now
that
the
website
has
launched.
N
D
L
We'll
be
focused
on
in
the
next
few
months
is
really
looking
at
that
not
only
just
optimization,
but
also
that
traffic
who's
who's
coming
to
the
site.
What
are
they
looking
at
and
so
we'd
be
able
to
provide
another
update
to
the
city
to
the
smart
cities
committee,
even
in
another
quarter,
I
appreciate.
E
At
on
the
on
a
smartphone-
and
it's
not
obvious
to
me
where
the
Google
Translate
is-
is
there
a
button
somewhere
on
the
on
the
front
page
and
the
reason
why
I'm
raising
this
is?
You
know,
there's
a
lot
of
efforts.
We're
engaged
in
right
now
around
communicating
to
communities
that
have
been
hard
to
reach
and
we
think
about,
for
example,
the
census,
and
we
think
about
rapid
response
network
and
all
the
other
issues
that
we
know
are
unique
to
Spanish
speaking,
Vietnamese
speaking
other
language,
other
communities
and
I'm.
H
E
M
E
M
E
Guess
we
just
asked
you
know
we
might
reconsider
that,
given
that
we
know
about
the
growth
of
mobile
traffic
that
that
having
something
at
the
outset
that
says
spine
yarn,
whatever
the
script
would
be
in
Vietnamese,
it's
I'm
sure
I
can't
pronounce
it
it
just
would
be
so
important
or
us.
You
know
all
the
work
we're
doing
and
translating
or
accessibility
will
will
be
for
naught
and
I'm.
Hoping
we'll
consider
that
appreciate
all
the
work
that
everyone's
put
into
this,
and
now
it's
been
an
enormous
amount
of
work.
E
M
So
the
Resident
Assistant
will
go
into
a
soft
launch
beta
in
spring
and
then
once
we
are
able
to
get
more
and
additional
information
from
residents
it'll
go
through
an
additional
wave
of
residents,
testing
and
also
technical
testing,
then
we'll
be
able
to
really
lay
that
out.
But
before
the
end
of
the
years
is
the
goal.
Okay,.
L
I
will
reiterate
that
it
is
going
to
be
or
the
dependency
there
is
on
the
vendor
and
being
able
to
implement
the
vision
that
we
have
for
the
Resident
Assistants.
So
where
we're
at
right
now
in
the
development
of
that
product
is
like
a
port
of
I
mentioned,
we
have
a
prototype,
we,
you
know
we,
we
haven't
actually
moved
into
the
implementation
and
the
technical
testing
phase
of
that
piece
and
so
I
think
what
we're
targeting
is
spring
timeframe,
but
it
will
depend
on
when
the
vendor
can
actually
support
that
feature.
Okay,.
E
E
Yeah
and
then
so,
the
visual
experience
will
be
with
the
Resident
Assistants
you'll
have
a
box
where
you
have
a
chat,
bot
right
and
then
there
was
also
this
text
feature
that
seemed
to
be
separate
right.
So
how
do
people
know
who
to
text
what
numbers
of
text
to
be
able
to
give
these
answers
to
the
questions
they
sure.
O
I
can
chime
in
there,
so
that
will
so
that
will
require
marketing
marking
that
assistant
and
the
text
feature
in
the
text
number
to
the
residents.
We've
gotten
a
lot
of
feedback
from
residents
that
the
Spanish
radio,
for
instance,
is
a
great
way
to
get
get
that
number
out
there
and
well
we're
working
with
our
vendor
to
ensure
that
the
number
is
actually
a
shorter
number-
and
you
know,
has
some
San
Jose
association
so
that
we
can
so
it's
more
accessible
to
residents.
Great.
E
M
E
That's
great
wonderful,
great
to
see
so
much
progress
and,
and
then
finally,
it
really
surprised
me
to
see
that
we
still
have
so
many
desktop
users.
I
just
always
assumed
everybody
had
gone
to
mobile
and
I'm
wondering
what
that
tells
us
about
who
the
users
are
and
where
they
are
and
I'm
wondering.
Does
that
mean
that
an
awful
lot
of
the
users
are
actually
within
City
Hall?
Do
we
have
any
sense
about
sort
of
well
I
know
we
have
an
idea
where
people
go
on
our
website.
We
have
a
good
sense
of
who
they
are.
L
Yes,
so
yes
and
I
will
say
so:
I
I
think
that
you're
you're
exactly
right
mayor
and
you
know
one
of
our
audiences
in
the
deployment
of
this
project
was
internal.
Our
internal
work
force
because
we
do
know
that
they're
accessing
the
site
for
their
daily
business
and
daily
operations
to
serve
our
residents.
So,
yes,
a
lot
of
that
user
traffic
is
coming
from
there.
I,
don't
I!
L
M
Yeah
I
would
say
yes
in
terms
of
internal
traffic
and
and
how
I
could
look
at
that.
We
use
a
tool
called
site
and
proof.
This
is
a
tool
if
you
know
Google
Analytics,
it's
it's
a
similar
tool.
It
looks
at
all
the
traffic
that
comes
to
our
website
and
can
provide
us
with
things
like
SEO,
accessibility,
etc.
I
can
tell
you
in
looking
at
the
at
the
data
that
a
good
amount
of
desktop
traffic
traffic
is
from
internal
users
and
I
could
say,
unfortunately,
because
I
see
a
lot
of
IIE
11
traffic.
M
E
F
E
A
Alright
I'll
be
quick
as
I
know.
Customary
minutes
has
to
go
soon
with
the
top
30
pages,
and
it's
good
that
we're
getting
feedback
in
it's
good.
They
were
translating
the
top
30,
but
will
we
keep
doing
that
because
I
imagine
the
top
30
will
fall
in
just
like
you
know
the
top
40
hits
or
whatever
they're
doing
these
days
so
yeah
can
like?
Will
that
be
current.
L
So
the
the
top
30
pages
was
part
of
our
original
contract
with
the
vendor,
and
so
it
was
taught
they
were
tasked
with
being
able
to
provide
those
translations
and
we're
vetting
the
content
with
our
own
internal
workforce,
and
so
there
would
be
an
additional
cost
for
us
to
maintain
and
revamp
that
the
translations
on
a
regular
basis.
But
I
do
think
that
that's
something
worth
committing
to
given
that
more
than
half
of
our
traffic
is
as
using
those
pages.
Okay.
A
A
Guess
my
only
other
real
question
was:
let's:
let's
that's
a
question
for
you
Rosario
or
the
people
here,
but
I
guess
more
of
a
comment
and
that
city
managers-
not
here
but
I'll,
just
make
it
anyway.
I
think
that
I'm
grateful
that
we're
doing
the
the
multilingual
thing,
especially
in
Vietnamese
and
in
Spanish
I,
was
I,
was
my
screens
a
bit
frozen
by
looking
over
customer
him
as
a
shoulder.
A
I
saw
the
the
screenshot
of
you
know
the
the
chat
box
and
Spanish
and
Vietnamese
and
I
was
reading
the
Vietnamese,
and
you
can
understand
as
I'm
surprised
at
how
how
you
could
comprehend
it.
There
was
a
bit
of
unnatural
kind
of
you
know.
This
is
like
a
robot
or
something,
but
but
still
it
it.
You
know
it
made
sense
and
in
terms
of
conveying
and
back
and
forth,
I
think
it
works.
So
I
was
quite
surprised
and
quite
pleased
by
that,
but
I
guess
my
personal
instinct
and
I
imagine.
A
The
instinct
of
a
lot
of
people
is
when
you
call
a
1-800
number
something
yours
is
always
zero
to
like
go
through
everything
to
try
to
get
to
an
operator.
Try
to
get
to
a
real
person
and
I
know
we're
trying
to
kind
of
you
know,
save
people's
time
and
do
everything
by
AI
and
and
all
that.
But
so
they
said
that
we
turn
people
on
to
services
being
available
offered
in
other
languages.
A
And
you
know
there
may
not
always
be
a
vietnamese
council
member
who
can
speak
vietnamese,
e'er
or
spanish
one
for
that
matter.
So,
just
something
that
they're
out
there-
and
I
hope
that
you
know
as
we
expand
this
in
turn,
people
on
to
services
being
offered.
We
need
real
people
behind
the
screen
to
to
pick
up
where
the
technology
falls
short
and
that's
my
only
comment
so
gonna
get
a
motion
all
right,
all
in
favor
all
right.
Thank
you.
Thank
you.
D
They
are
a
spatial,
and
so,
if
you
want
to
understand
cities,
if
you
want
to
understand
city
services,
you
need
to
have
spatial
data
that
tells
you
where
you
are
and
where
you
are
relative
to
other
things,
and
that
once
you
have
that
you
can
begin
to
do
analysis
which
allows
you
to
see
that
that
data
understand
the
patterns,
derive
insights
and
drive.
Action.
D
I'm
really
pleased
that
over
the
last
several
years
in
this
city,
our
Public
Works,
the
function
led
by
Matt,
leche
and
team
have
been
developing
a
very
robust
center
of
excellence
in
both
spatial
data
and
geographic
information
systems,
and
so
I'm
gonna
have
Matt
leche,
Nicole,
Reyes
and
Andrew
Eric.
Our
new
data
analytics
lead,
walk
you
through
some
of
our
capabilities
around
spatial
data
and
a
little
bit
of
complimentary
look
at
our
non
spatial
data,
developing
capabilities
as
well,
so
let
them
take
it
away
and
I'll
tear
myself
away
from
the
puppies
to
listen.
K
Thanks
for
switching
our
presentation
to
last,
always
it
better
save
the
best
for
last
anyways
right
yeah,
so
good
afternoon,
I'm
Atlas
I'm,
the
assistant
director
of
public
works
and
his
Kip
said
I'm
joined
here
by
hunter
Cole
Reyes.
She
is
the
master
behind
the
master
address
database
and
the
apartment
integrations
and
integrations,
and
also
with
our
new
partner
in
crime.
Andrew
Eric,
who
is
the
data
analytics
lead
in
this
officers?
Innovation,
oh,
and
by
the
way,
if
you
want
that
dog
or
cat
William
I,
know
people
who
can
help
you
Public
Works
function.
K
K
K
K
So
back
in
2016
we
again,
it's
not
meant
to
be
readable.
It's
meant
to
be
blurry
on
purpose,
just
because
the
volume
and
we'll
see
why
in
just
a
minute
and
so
stay
with
me
on
the
slides,
don't
cheat
and
go
ahead
and
just
kidding
in
2016
after
a
three-year
effort
to
kind
of
realign
and
transform
our
legacy.
Gis
and
spatial
data
systems
into
an
integrated
repository
of
spatial
data.
Here
we
have
about
263
light
of
datasets
that
were
the
result
of
that
effort.
K
We
spent
about
three
years
credible
lining
these
datasets
and
migrating
from
this
really
arcane
system
that
took
a
really
long
time
to
train
people,
because
we
had
our
own
data
model.
We
had
configured
out
the
San
Jose
way
to
do
this,
which
is
the
dumbest
thing
we
could
have
done,
because
it
took
a
really
long
time
to
transition.
Anytime
I
brought
a
new
staff
member.
They
really
weren't
useful
for
about
six
months
to
producing
and
maintaining
data,
because
we
had
to
train
them
and
teach
them
and
in
all
these
iterations.
K
K
Information
model
sounds
pretty
apropos
to
what
we
do
is
we
talk
about
LGI,
M,
local
government
information
model,
and
so
what
ESRI
says,
if
you
make
these
things
that
state
these
data
sets
in
this
data
model,
our
our
applications
will
work
with
those
that
would
that
data
model
as
they
just
plug
right
in
so
every
application
they
come
up.
It
will
work
with
LGI
m,
and
so
our
trick
was
to
how
do
we
get
through
all
our
data
sets
make
them
LGI
M
compliant
so
that
they
all
sing
and
that's
really
been
been
the
magic.
K
So
some
of
the
things
about
this
repository
that
the
technology
and
the
infrastructure
behind
it
is
highly
available.
It's
very
stable.
We
house
it
with
ITT
ITD's
infrastructure.
We
do
what
we
do
well
as
far
as
managing
spatial
data.
They
manage
databases
and
systems
and
infrastructure.
We
basically
buy
it
and
rent
it
and
stir
it
and
store
it
with
them.
So
we
partner
with
them
about
setting
up
the
databases
and
servers
in
with
itd,
but
we
manage
the
spatial
data
repository
there.
K
It's
accessible
to
all
city
staff
with
especially
with
GIS
tools
with
rules,
because
if
people
aren't,
we
don't
want
people
looking
at
municipal
water
information,
necessarily,
we
just
want
to
make
sure
that
we
govern
that.
Accordingly,
it's
published
on
our
data
download
page
in
accessible
formats
like
KMZ
and
shapefiles,
for
those
with
skills
can
access
it,
but
we
also
spin
out
web
maps
and
we
have
a
web
map
that
has
more
layers
and
you'd
ever
want
to
see
that
you
can
view
this
stuff
as
well
fast
forward
to
2020
a
bit
of
progress.
K
544
data
sets
are
there
now,
as
we
sit
so
slow
and
steady
progress
with
our
departmental
partners.
Again,
it's
not
really
meant
to
be
viewable
in
a
sense
because
of
the
volume
of
them.
These
are
still
all
ilg.
I
am
compliant
they're,
maintained
and
part
of
the
beauty
of
it.
Is
we
those
who
are
the
data
specialists
in
fire
in
d-o-t
in
parks?
They
maintain
all
their
data
sets
still,
but
it's
think
of
this
as
their
hard
drive
for
their
data
sets
so
before
there
are
people
storing
stuff
on
their
desktop
or
storing
stuff
over.
K
In
other
places,
I
mean
it
was
just
really
really
inefficient,
so
we
reduced
this
scattered
environment,
we're
not
done,
but
we've
reduced
this
and
we've
come
and
again
still
maintaining
that
uniformity
with
the
data
model,
saving
on
the
infrastructure,
so
that
anybody.
So
if
other
departments
needed
to
spin
this
out
and
maintain
it,
they
need
to
have
databases
and
servers
and
the
authentications
and
all
those
things
that
we
maintain
now
that
it's
broadly
used
they
had
it
has
to
be
duplicated
and
it's
expensive.
How
have
we
done
it?
K
Well,
the
best
way
is
interesting,
podcasts,
the
other
day
kind
of
like
how
did
we
do
this
and
it
was
the
best
way
to
get
across
a
crowded
room
as
a
slow
and
steady
path
and
just
keep
on
trucking.
Some
of
it
is
my
bullheaded
determination,
along
with
our
people
on
our
team,
some
of
its
sweet
talk,
I'm,
not
kidding.
We
had
to
try
to
and
look
it's
really
gonna
be
great
for
you.
We
promise
some
of
it
is
by
paying
say,
look
I.
K
We
that
data
sets
needs
to
be
here
not
for
us,
but
for
all
the
others,
because
now,
once
we
publish
it
here,
then
everybody
else
in
who
has
the
tools
can
access
that
data
set.
So
it's
not
Public
Works
doesn't
want
it.
The
enterprise
doesn't
want
it.
It's
for
the
betterment
of
the
group,
but
a
lot
of
it
is
training.
So
we
have
to
train
people
how
to
build
their
stuff
in
the
data
model.
Again,
there's
nothing
really
fancy
about
LGI
em,
it's
just.
How
do
you
configure
the
columns?
K
How
do
you
configure
the
stuff
in
the
cells
and
just
following
those
diligent
rules
so
that
it
all
sings
when
you
go
to
plug
it
in,
and
we
also
have
made
the
other
big
victory
out
of
it?
We've
made
it
so
our
GIS
specialists
are
plug
and
play.
People
are
in
school
learning,
ESRI
products,
they're
learning,
LG
I
am
they're
learning
this
thing
other
places,
so
it
doesn't
take
six
months
anymore
for
the
person
to
come
in
and
figure
out
the
San
Jose
way
and
spatial
data.
K
Modeling
they've
learned
this
other
places
and
so
we're
able
to
plug-and-play.
We
brought
in
two
new
people.
I've
turned
over
a
chair
with
the
chairs
in
our
group
three
and
four
times,
and
still
we
haven't
really
missed
a
beat
as
getting
those
people
in
up
to
speed
fairly
quickly
and
then
and
then
operating
and
maintaining
our
data
and
spinning
out
applications.
It's
really
been
pretty
amazing.
So
up
next,
a
few
things
going
on
here.
Some
are
faster
than
others.
Some
have
higher
priorities
than
others.
This
isn't
in
any
priority
rank.
K
We
have
some
challenging
vetting
and
security
things
we
need
to
resolve.
Some
of
them
are
just
going
to
be
super
heavy
list
of
a
lot
of
some
of
it's
a
lot
of
digitizing,
some
of
it's
a
lot
of
work,
but
if
these
are
some
of
the
key
things
we're
focusing
on
here
of
the
next
up
things
that
are
on
the
list,
okay,
what's
the
difference
between
what
Nichole
does
and
what
Andrew
does?
K
And
it's
all
right:
I've
got
to
figure
how
to
pace
this
thing
together,
the
the
spatial
data
and
the
GIS
technologies
and
then
non
spatial
data
and
spatial
data
so
on
the
top
is
a
little
bit
of
a
slice
of
Andrews
world,
a
very
simple
slice
of
Andrews
world
that
same
slice
with
Nicole's
spatial
lens
on
it
is
below
it,
and
so
this
non
spatial
lens
that
oftentimes
you'll
be
use.
A
the
difference
between
them
is
you're
going
to
a
different
set
of
analytical
tools.
K
K
But
on
the
spatial
side,
that's
ready
to
map
it's
readied
for
proximity,
comparisons
and
those
things
and
those
relative
comparisons
are
relatively
straightforward:
that
fancy
code
there,
that
nobody
knows
what
it
means
and
translates
the
machines
do,
and
they
translate
that
so
that
tech
halves,
those
with
those
ESRI
or
those
ArcGIS
or
AutoCAD,
and
geo
cortex
tools
can
consume.
That
have
it
mapped,
but
it
also
gives
that
bit
of
difference
with
GIS.
The
spatial
data
has
not
just
a
an
exit
of
Y
like
we
think
of,
but
it
also
has.
Is
it
a
point?
K
We
need
to
be
able
to
map
those
and
present
those,
so
sometimes
we'll
get
things
from
Andrews
bit
of
fun
and
take
them
into
the
GIS
with
GIS
tech,
so
one
of
it
is
geocoding
is
so
there's
three
different
techniques
that
you'll
often
see
in
here
geocoding
is
just
an
algorithmic
tool
that
our
spatial
team
has
developed.
They've
honed
it
over
time
likely
that
address
lookup
tool.
That's
in
that
tool,
that's
on
the
website.
It
utilizes
the
geo
coder
that
they've
developed
to
type
in
and
present
back
stuff.
K
That's
in
the
master
address
maid
database
known
addresses
to
known
parcels
within
San
Jose.
That
then
connects
it
to
the
other
databases,
and
so
the
geo
coder
is
a
bit
as
an
algorithm
thing
that
we
can
program
and
it
helps
us
kind
of,
and
you
experience
it
when
you
do
a
google
map,
search
when
you
say
200
e
or
200,
a
dot
or
200
east.
It
knows
what
to
do
with
those
things.
K
That's
what
I
sort
of
me
buddy
kind
of
translated
into
a
useful
known
thing,
and
are
you
mixing
up
capital,
Avenue
or
capital
Street,
or
what
you
know
mixing
up
those
things?
The
second
one
is
a
relative
comparison,
so
sometimes
we
get
those
things
for
a
call
for
service.
So
we'll
get
this
list
of
things.
There's
a
matress
150
feet
to
side
of
this
thing
this
address
here,
and
so
we
need
to
do
a
relative.
So
how
do
you
map
that?
K
So
you
send
the
right
which
support
staff
district
is
that
in,
and
so
we
get
those
the
ability
to
take
that
address,
put
it
on
a
place
on
the
earth
and
get
somebody
and
find
out
what
resources
there.
The
other
bit
is,
we
get
will
get
lat/long.
Sometimes
mobile
devices
will
just
spit
out
a
lot
and
a
lot
longitude
and
latitude
and
send
it
over
and
then
we'll
pull
it
out
from
a
table
and
be
able
to
map
those
as
well.
P
Good
afternoon
honorable
mayor
mr.
chair
committee,
members,
members
of
the
public,
my
name
is
Nicole
Reyes
information
systems,
analyst
with
the
Department
of
Public
Works.
One
of
our
complement
accomplishments
that
we
gain
for
the
city
was
creation
of
the
address
portal.
This
entire
project
was
the
culmination
of
the
master
address
database,
which
we
worked
on
for
over
two
years.
The
address
portal
is
an
internal
web
application
for
addressing
staff
to
sign
addresses.
P
It
is
also
used
as
a
lookup
tool
for
city
staff,
including
Public
Safety
dispatchers,
by
using
this
application
in
address,
gets
created
in
two
repositories
GIS
and
in
Amanda.
As
you
can
see
from
the
diagram,
the
GIS
team
enters
the
necessary
base
map
data
such
as
parcels
and
Street
Center
lines,
which
is
needed
for
the
addressing
staff
to
input
address
points
within
this
screenshot
aerial
imagery
is
shown,
along
with
address
points
on
each
residence
by
selecting
on
specific
tools
from
the
toolbar
above.
P
An
address
attribute
window
appears,
which
is
where
staff
can
enter
values
in
the
required
fields
to
the
right.
There
are
additional
layers
that
staff
can
toggle
on
and
off
to
assist
with
determining
what
is
the
best
location
to
situate
an
address
once
the
address
is
save
the
record
simultaneously
gets
created
in
GIS
and
in
Amanda
as
a
property
record.
This
information
can
then
be
accessed
by
city
staff
and
the
public.
The
address
portal
was
a
collaborative
effort
between
Public
Works
in
PBC
E,
which
has
progress
to
the
problem.
P
From
the
completion
of
the
newly
enriched
master
address
database,
we
focus
on
integrating
this
data
set
with
various
applications
throughout
the
city.
Keep
in
mind
that
address
points
are
just
one
data
set
out
of
the
544
that
Matt
mentioned
earlier,
depending
on
the
business
needs
of
an
application.
We
have
integrated.
Various
data
sets
other
than
address
points
we
successfully
integrated
with
multi-departmental
applications
such
as
Amanda
and
Joo
cortex
for
permitting
use.
P
Last
spring,
we
worked
with
animal
care
services
and
implemented
our
address
data
into
their
shelter
case,
managed
application
chameleon,
so
staff
can
save
time
during
data
input
by
having
address
fields
become
auto
populated,
Public
Safety
has
always
integrated
with
our
data,
but
was
all
but
was
able
to
enrich
their
address
information
with
the
use
of
the
mad.
The
county
also
uses
our
address
data
for
internal
joyous
needs
and
for
their
911
dispatch
system
going
forward.
P
We
are
continuing
to
work
on
more
integrations
in
the
future,
not
in
particular
order,
but
we
plan
to
work
with
the
following.
The
city
website,
and
just
as
Michelle
mentioned
earlier,
offers
a
lookup
tool
for
residential
services,
including
waste
pickup,
street-sweeping
and
water
service
provider,
d-o-t,
which
houses
many
applications,
such
as
residential
parking,
permit
vehicle
abatement
and
tree
and
sidewalk
inspection
housing.
P
We
initially
did
a
preliminary
integration
by
are
in
the
process
of
completing
it,
with
both
their
red
registry
and
their
multiple
housing,
roster
police
and
fire
record
management
system
and
the
office
of
emergency
management,
where
we
supported
San
Jose
during
P
Jeannie's,
multiple
public
safety
powers
shut
offs
and
are
now
currently
creating
tools
for
flood
event.
Throughout
these
integrations,
we
focus
on
using
no
code,
ETL
tools,
ETL
standing
for
extract,
transform
and
load.
P
As
we
all
know,
the
census
2020
will
occur
in
less
than
two
months.
Part
of
this,
our
team
took
part
in
the
local
update
of
census,
addresses
operation
or
Luca.
This
was
the
first
time
that
San
Jose
took
part
in
this
program
which
provides
an
opportunity
to
review
the
Census
Bureau's
residential
address
lists
and
also
have
the
ability
to
provide
necessary
updates
to
that
list.
Our
goal
was
to
have
an
accurate
housing
unit.
P
After
months
of
evaluating
datasets
and
creating
different
iterations
of
our
workflows
by
July
2018,
we
had
a
final
output
of
three
hundred
and
forty
two
thousand
housing
units
by
fall.
2019,
we
were
able
to
supplement
that
amount
with
an
additional
sixty
five
hundred,
resulting
the
final
account
to
be
three
hundred
and
forty
eight
thousand
housing
units
units.
Now
for
a
California
census
office,
every
Californian
miss
in
the
2020
census,
causes
a
state
to
lose
about
twenty
thousand
dollars
in
federal
funding
over
the
decade.
P
Now
achieving
those
numbers
was
not
an
easy
feat
again,
since
this
was
San.
Jose
is
first
time
participating
in
the
lucca.
We
need
to
figure
out
what
we,
what
would
be
the
workflow
to
determine
the
most
accurate
housing
unit
count.
Initially,
we
reviewed
about
a
dozen
address
datasets
to
ensure
our
master
address
database
had
the
most
complete
housing
units
so
that
it
could
be
used
to
compare
against
the
census
master
address
file.
Once
the
mad
was
updated.
We
had
to
apply
multiple
methods
to
determine
what
addresses
should
be
added
or
deleted
to
the
list.
P
The
most
difficult
method
to
establish
was
how
to
identify
which
address
points
should
be
considered
residential.
We
initially
referred
to
the
residential
polygons
within
our
zoning
layer,
but
soon
found
out
that
the
results
did
not
represent
the
Census
Bureau's
definition
of
a
housing
unit.
When
we
then
decided
to
use
Santa
Clara
County's
parcel
data
along
with
their
land
use,
could
for
each
parcel.
We
overlaid
our
address
points
and
filtered
out
anything
that
was
not
residential.
From
this,
we
assign
specific
codes
to
addresses
that
need
to
be
added
deleted
or
were
outside
of
our
jurisdiction.
P
This
was
done
in
a
protected
environment
and
completed
by
our
entire
team
staff
had
to
work
after
normal
business
hours,
including
weekends,
in
order
to
meet
the
deadlines.
This
is
just
one
example
that
focuses
specifically
on
the
use
of
addressing
data.
There
are
hundreds
of
data
sets
that
are
part
of
our
joyous
repository
and
Matt
will
continue
to
provide
examples
on
how
we
are
working
with
other
departments
to
integrate
with
those
systems.
K
K
We
have
two
examples:
we're
going
to
share
one
is
the
housing
opportunity,
site
and
last
budget
cycle.
We
were
funded
with
a
bit
of
money
for
a
two-year
pilot
to
develop
a
housing
opportunity
site
and
what
we're
doing
is
we're
PI
we're
partnering
with
a
company
called
Ptolemy
out
of
Boston.
We
have
one
of
our
GIS
specialists,
not
Nicole,
but
other
to
applied
math
majors
from
as
interns
from
San
Jose
State
just
to
make
it
interesting
and
what
we're
doing
so
you're
getting
a
super
alpha
sneak
peek
here
super
alpha.
K
Look
mapping
residential
parcels
presenting
a
property
profile
pulling
in
from
dozens
and
dozens
of
data
sets
both
ours
and
the
county's.
So
we
can
get
a
positive
so
again,
there's
nothing
magic
about
200,
2302,
Mirth
Street,
it's
just
an
example
of
potentially
a
place
that
could
be
ripe
for
for
additional
development.
K
What
we're
doing
is
we're
taking
a
snapshot
of
all
this
data,
applying
some
kind
of
strength
or
coefficient
that
the
housing
people
would
say
is
important
to
indicate
this
property
or
parcel
is
ripe
for
development
and
have
it
pop
out
of
the
map
of
and
provide
insights
and
so
again
super
sneak
peek
super
alpha
will
be
presented
out
large.
It
will
be
ready
for
primetime
to
show
so
more
in
the
fall.
K
We
could
control
access
by
just
changing
a
URL
if
we
needed
to
that's
one
reason
why
we
wanted
to
do
it
and
so
easy
to
control
access
and
the
screen
could
be
responsive
largely
if
you
build
it
in
a
browser.
The
way
we
were
gonna
build,
it
I
wanted
no
tech
tools.
Kipp
is
really
really
smart,
but
he
doesn't
want
to
sit
through
a
three
day:
training
to
figure
out
how
to
use
the
GIS
tools
to
make
his
assessment
so
make
it.
So
there's
so
super
simple,
so
you
didn't
need
to
develop
sup.
K
We
need
to
be
flexible
and
nimble.
Quite
often
we
outsmart
ourselves
thinking.
We
know
what
we're
gonna
need,
and
so
we
needed
to
move
as
we
go
and
get
forward
that
and
then
part
which
got
really
close
to
it.
We
need
to
figure
out
what
our
stakeholders
are
to
get
some
engagement
from
them.
How
do
you
employ
that
resident
army
to
get
information?
K
We
don't
want
Twitter,
we
don't
want
Facebook.
We
don't
want
out,
especially
up
that
someone
has
to
download
and
figure
out,
create
an
account
to
know
how
to
do.
How
do
we
do
that?
It's
so
in
about
two
hours
that
thing
on
the
right
was
produced
in
the
middle
of
PSP
s1
to
edit,
it
was
very,
is
very
easy
to
edit
and
push
out
it's
just
a
broad,
it's
just
a
URL
people
can
download
it
and
then-
and
they
don't
need
it
download.
K
So
I
just
load
that
URL,
the
EPI
OS
were
sending
it
out
through
Twitter
and
people
could
provide
us
information.
We're
using
that
information
to
define
our
polygons
the
only
negative,
the
initial
push
it
was
only
in
English
we've
since
pivoted.
So
now
we
can,
with
one
touch
of
a
button,
to
translate
to
English
the
next
version
of
pivot
and
trans
to
Vietnamese
as
well
the
money
shot.
K
This
is
the
first
public
view
and
I,
don't
know
if
you've
even
seen
it
of
our
internal
map
that
we
were
using
people
were
asking
every
nervous
about.
What's
showing
here
required,
secure
network
access
to
view
and
use
the
whole
team
was
ready
to
equip
again
there's
it's
built
with
base
sv
tools,
no
customization,
just
configuring
the
base
tools.
This
is
largely
led
by
one
of
our
staff
members,
one
of
nicole's
cohorts.
K
Joel
Clarke,
but
it
was
meant
so
that
all
the
team
can
edit
maintain
it
because
Joel's
not
strapped
to
his
desk
24
hours
a
day
as
much
as
we
would
like
to
so.
We've
made
this
a
polygon
game,
and
so
what
I
mean?
Is
we
those
green
polygons
again?
This
is
just
a
sample
snapshot,
those
those
polygons.
We
have
piles
of
datasets.
That
I'll
show
you
in
the
background
that
are
viewable
here.
How
do
we
use
those
polygons
to
suss
out?
K
What's
within
that,
so
our
goal
was
to
draw
these
polygons
as
nimbly
and
as
fast
as
we
could
so
that
on
the
right
it
projects
that
there's
264
or
26
facilities
that
are
touched
and
so
forth,
and
so
we
we
can
refine
and
move
those
polygons.
It
would
get
us
to
what
facilities
or
people
or
intersections
were
impacted,
but
you
click
on
that
down
arrow
and
out
pops
a
list
of
the
actual
sites
you
could
put
that
out
into
Excel
spreadsheets
to
do
whatever
you
want
to
it
and
have
fun
with
it.
K
These
are
just
a
couple
of
the
data
sets
of
these
are
all
the
days.
That's
actually
that
are
embedded
in
here
these
many
of
these
started
as
a
spreadsheet
that
we
had
to
then
geocode
suss.
Back
a
couple
of
pages
ago.
We
had
to
geocode
a
lot
of
those
things
and
we
bring
them
in
as
a
data
set
here.
Some
are
from
our
repository
posit
ori,
but
some
are
from
other
data
sets.
K
If
you
see
those
two
little
railroad
track
signs
on
the
left
side,
they're
about
halfway
through
maybe
beginning
of
PSPs,
one
they've
got
nerves
like
wait
a
minute.
If
the
power
is
out
there,
the
train
tracks,
the
switching
and
the
controls
will
be
out
in
that
area.
We
might
have
stranded
trains,
so
we
had
to
go
figure
out
how
to
indicate
which
Street
had
railroad
crossings
that
are
within
there,
so
we're
again
as
a
possibility
to
iterate.
So
some
of
these
things
came
from
other
areas
and
then
finally,
to
talk
about
what
systems
we
integrated.
K
So
some
of
these
systems
are
public
works
responsibilities
like
fuel
and
generators.
Some
of
them
are
do
T's,
like
lights
and
in
signals.
Some
of
these
are
third-party
application.
We
integrate
with
like
our
vehicle
telematics,
but
also
the
transmission
lines
from
PG&E,
and
so
each
one
of
these
we
have
an
API
call
directly
into
so.
K
We
can
know
how
much
fuel
is
within
those
those
fuel
tanks
at
any
given
time
by
clicking
on
on
the
icons
that
you
no
longer
can
see
secretly
and
then
also
same
thing
with
the
generators
which
ones
have
been
engaged
in
which
one
happen
again
all
to
know
which
which
areas
are
have
generators
on.
So
our
fueling
staff
can
know
which
generators
they
need
to
monitor
and
fuel
same
thing,
with
the
street
lights
being
on
or
off
Matt.
D
D
I
just
want
to
spend
a
quick
moment
on
this
one,
because
it
it
really
points
out
the
value
of
spatial
data
rather
than
just
data.
So
we've
gotten
after
a
bit
of
wrangling,
we've
gotten
access
to
the
list
of
people
who
do
have
the
base
medical,
baseline
customers
who
require
medical
devices
and,
in
addition
to
just
having
the
list,
we
then
plotted
it
spatially
and
once
we
plotted
it
spatially
over
the
overlay
of
our
neighborhoods
and
the
overlay
of
the
likely
power
shut
off.
D
I
was
looking
through
it
and
we
were
doing
all
doing
our
assessment
and
I
noticed
that
there
was
one
neighborhood
that
that
if
you
took
the
data
literally,
there
were
no
people
who
had
the
medical
baseline.
There
was
this
whole
giant
neighborhood
where
the
power
was
gonna
out
go
out,
but
for
some
reason
this
whole
area
had
no
medical
baseline
numbers,
statistically
speaking,
that
was
impossible,
and
so
what
I
did
at
that
point
was
I
I.
D
Had
my
slack
channel
opened
up
on
the
other
side
and
I
pinged
Matt
on
the
slack
channel
and
I
said
hey.
This
is
what
I'm
seeing?
Can
you
go
back
and
verify
that
verify
the
data
and
tell
me
if
I'm
looking
at
bad
data
or
if
this
was
correct
and
the
team
began
working
on
that
in
real
time
and
very
grant
the
answer
back
PGE
gave
us
an
incomplete
data,
set
we're
getting
the
real
data
set
from
PG&E.
D
We
got
it
and
we
found
hundreds
of
people
whose
power
was
about
to
go
off
on
them,
who
had
medical
baseline,
who
hadn't
been
notified
and
who
we
didn't
know
about.
Until
that
point,
and
without
the
spatial
display
of
that
data,
there
would
have
been
no
way
that
we
would
have
known
that
these
900
people
are
several
hundred
people
needed
that,
and
so
this
capability
is
just
is
enormous
to
us
in
emergency
situations,
especially
the
ability
to
add
these
multiple
data
sets
in
in
real
time.
K
So
that's
what
has
been
done.
This
is
a
little
forward-looking.
Then
Andrews
gonna
tell
us
of
forward-looking
things
on
his,
so
we
are
in
contract
negotiations
with
as
rated
for
an
enterprise
agreement
which
will
unleash
even
more
licenses
and
tools
because
one
of
the
things
once
the
power
of
the
repository
is
there.
K
We
need
to
democratize
the
access
to
that
data
by
providing
native
tools
that
are
more
useful
to
the
planners
and
engineers
and
housing
staff,
so
that
they
could
do
some
work,
that
they
don't
require
specialists
to
do
theirs,
ready
tools
that
are
part
of
that
agreement
that
we'll
be
able
to
hand
out
and
get
trained
up.
So
people
can
use
those
tools
in
their
work.
Q
Matt
good
afternoon,
honorable
mayor
mr.
chair
committee,
members
and
members
of
the
public,
my
name
is
Andrew.
Eric
data
analytics
lead
in
the
city,
manager's
office
of
Civic
innovation
and
digital
strategy.
I
joined
the
city
last
November,
having
spent
the
previous
seven
years
working
on
enterprise
data
analytics
and
data
management
in
the
private
sector
and
several
years
before
that
doing,
graduate
work
in
urban
policy
and
Public
Management
I'll
keep
my
additions
this
afternoon.
Q
Very
brief
in
anticipation
of
speaking
to
you
on
future
occasions,
however,
because
the
goals
of
data
analytics
work
and
data
at
large
are
so
closely
intertwined.
With
this
work,
we
wanted
to
provide
a
brief
update
on
what
we
are
planning
from
assuring
maturing
our
data.
Analytics
capabilities
across
the
city.
I
have
three
main
updates
for
you
today.
First,
as
anyone
who
works
here
knows
well,
we
have
already
come
quite
far
in
our
use
of
both
spatial
and
non-spatial
data.
Q
So
much
so
in
fact
that
this
past
December
Bloomberg
what
work
city's
preliminary
ly
assessed
us
to
be
amongst
the
highest
performing
data-driven
local
governments
in
the
country,
Bloomberg.
What
work
cities
Bloomberg?
What
work
cities
is
the
national
standard
for
excellence
in
data-driven
local
government.
It
is
a
sought-after
recognition
for
cities
and,
importantly
for
us,
it
is
also
a
critical
investment
confidence
measure
for
Bloomberg,
as
they
make
funding
decisions.
We
receive
this
certification
based
on
showcasing
the
excellent
data-driven
work
from
across
San
Jose,
including,
and
especially
what
you've
just
seen.
Q
Bloomberg
will
be
validating
this
preliminary
assessment
with
a
visit
here
at
the
end
of
this
month,
and
we
will
of
course
provide
you
with
an
update
once
we
receive
our
official
certification
score.
However,
everyone
across
the
city
should
be
proud
to
have
reached
this
stage,
as
it
obviously
speaks
to
the
work
we've
done
over
many
years
and
even
decades
to
be
more
data-driven
and
service
to
our
community.
Q
However,
we
know
we
can
still
do
more.
My
second
update
is
that,
over
the
past
three
months,
I
have
been
working
with
many
across
the
city
to
define
what
this
path
might
and
should
look
like.
I
have
met
with
I
think
now
more
than
50
stakeholders
inside
and
outside
San
Jose,
to
understand
both
our
successes
and
our
challenges
in
using
data.
These
learnings
inform
the
drafting
of
a
citywide
data
strategy
which
has
been
reviewed
by
the
city
managers,
technology
and
innovation.
Governance
board,
including
many
you
see
here
as
Matt
noted.
Q
These
four
projects
are
in
collaboration
with
development
services,
Environmental
Services,
Parks,
Recreation
and
neighborhood
services,
and
the
my
San
Jose
platform.
I'll
conclude
there
for
now,
as
we
are
considering
an
agenda
ad
to
provide
a
deeper
dive
on
these
topics
at
an
upcoming
committee
meeting
and
I
look
forward
to
speaking
with
you
more
at
this
time.
I'll
turn
it
back
over
to
Matt.
D
D
So
I
think
it's
a
really
good
example
of
how
we
can
build
out
our
technology
governance
across
the
board
and
then
finally,
I
would
say
it's
also
an
ability
example
of
what
some
of
the
investments
that
you
made,
how
well
spent
they
have
and
I.
Remember
a
couple
of
years
back
there
was
a
little
bit
of
internal
Wrangler
eNOS.
We
were
cost
trimming
and
there
was
a
two
hundred
thousand
dollar
item
around
s,
relicensing
that
was
about
to
get
tossed
out,
and
we
made
the
case
that
building
this
capacity
would
would
pay
off
and
I.
D
Think
if
you,
if
you
round,
if
you
do
the
numbers
on
the
math
on
the
census
data
alone,
my
calculator
doesn't
isn't
able
to
round
up
that
many
zeros
to
show
you
how
much
money
we
were
actually
able
to
generate
and
save
with
these
capabilities.
So
I
think
this
is
money
well
invested
and
certainly
worth
that
$200,000
every
license
that
we
wrangled
about
a
few
years
ago.
So
money
well
spent
and
really
appreciative
of
Matt
and
Nicola,
and
the
leadership
of
the
rest
of
the
team
happy
to
take
any
questions
you
might
have
right.
F
Hi,
hopefully,
with
this
issue,
you
can
be
patient
as
I
try
to
take
a
broad
approach
about
this
subject.
You
know
my
feelings
about
openness
and
accountability,
and
this
doesn't
necessarily
quite
apply
to
this
subject,
but
it
was
mentioned
with
the
first
net
responder
stuff
that
you're
trying
to
develop
more
better
practices
with
the
actual
corporate
people
that
you'll
be
working
with
before,
say
the
first
net
and
I'm
sure
for
these
issues.
F
You
know
I
I,
just
I
really
have
to
emphasize
that
with
good
IOT
practices
that
stresses
accountability
and
openness
and
publicness
public
accountability
anyway,
it's
the
way
that
you
know
can
invite.
You
know
really
good
practices,
I
think,
and
you
know,
I
hope
that
can
be
noted
and
because
it's
my
feeling
that,
from
you
know
large
corporate
structures
that
you're
working
with
right
now
that
we're
starting
with
in
our
beginnings
here,
it's
the
witzy
with
the
idea
to
build
down
to
lower
smaller
mr.
A
J
You
I'm
sure
I
have
many
questions,
but
it's
for
an
offline
discussion.
I
just
want
to
thank
the
team.
This
is
this
is
a
great
presentation
and
it's
it's
super
awesome
to
see
how
we've
been
able
to
integrate
all
the
data,
or
at
least
what
did
you
say.
500
over
500
data
sets
together.
It's
fantastic
in
chappie
and
I
were
had
a
little
side
conversation
and
we
will
not
call
you
guys,
mapping
folks
anymore,.
E
Why
we're
investing
in
in
data
and
technology
and
why
we're
investing
in
the
skills
for
our
team
to
be
able
to
skill
up
in
this
space
and
and
also
to
celebrate
the
good
work
I
mean
clearly,
the
P
G
need
didn't
win
any
awards
for
the
PS
PS
event,
but
clearly
we
should
have
and
I
just
think
there
must
be
ways.
We
can
better
communicate
this
to
the
outside
world,
about
what
we're
doing
and
why.
F
D
Yeah
one
small
way
the
story
will
be
told:
professor
Stephen
Goldsmith
was
so
excited
by
it
when
he
heard
it
that
he
actually
delayed
the
publication
of
his
book,
which
is
focused
on
the
use
of
spatial
data
in
local
government
and
had
an
extensive
interview
time
with
Matt
and
the
team
to
understand
the
tool.
And
so
this
tool
we
featured
as
part
of
that
book
on
the
best
practices
in
local
government
and
spatial
data
use.
So
it's
a
pretty
geeky
audience,
but
one
that
we
like
a
lot
yeah.
E
A
I'm
just
gonna
say
you
guys,
give
deadener
it's
a
good
name,
so
that's
great
stuff,
that's
gonna,
make
it
represented.
There's
a
you,
comin
dentist!
You
have
to
take
this
this
test,
like
the
LSAT
for
lawyers
or
the
GMAT
for
business
folks,
where
you
have
to
do
the
3d
3
spatial
thing
is
you're,
looking
at
somebody's
mouth,
with
the
mirror
and
looking
at
their
teeth
in
their
cavities,
and
so
there's
like
a
dot
test.
A
You
have
to
take
and
I
hung
out
with
a
lot
of
dentists,
pre
pre
dental
students
and
in
law
school,
and
it
never
made
any
sense
to
me.
So
the
fact
that
you
guys
can
think
three
dimensionally
and
you
know
as
the
object
is
moving-
that's
beyond
mean
it's
very
impressive,
so
much
admiration
to
you.
That's
all.
We
have
can
I
get
a
motion
all
right,
all
in
favor
and
it
passes
motion
accepted
onto
open
for
all
right,
good
and
on
open
for
mr.
Beakman
and
then
the
floor
is
yours.
F
All
right,
thank
you,
I
feel
the
ideas
of
open
public
policy
and
responsible,
accountable,
minimal
use
practices
can
work
hand
in
hand
and
as
equals,
with
neighborhood
safety,
stability
and
green
sustainability
and
in
the
goals
and
questions
of
technology
surveillance
and
data
collection
that
can
have
an
important
auxilary
role
in
the
ideals
of
vision,
zero.
It
is
these
sorts
of
ideas
and
partnerships
between
ourselves
at
this
time.
That
should
be
some
of
the
very
ideas
of
how
to
develop
the
future
vision,
zero
principles
of
continued
natee
harmony
and
green
sustainability
and
how
to
grow.
F
What
can
be
a
new
era
of
good
legal
precedents
organization,
better
reasoning
and
open
democratic
practices
that
can
lead
to
community
sustainability
and
also
stability
in
all
in
in
an
all
boats
can
rise
approach.
These
sorts
of
good
humanistic
terms
and
concepts
can
work
well
across
the
country
at
this
time.
I'm
hoping
this
can
lead
to
carrying
innovative
ideas
in
how
to
negotiate
peace
at
the
international
level.
Thank
you
say
to
go
one
more
time
into
my
I'm
gonna
have
to.
Unfortunately,
it's
I've
been
talking
about
it
for
six
months
now.
F
I
have
to
really
make
a
big
push
that
there
has
to
be
a
talk
about
exuberance
for
for
open
policy
practices.
You
guys
talk
about
things
in
terms
of
privacy
policy,
I'm,
really
I'm,
gonna,
really
stress
the
term
open
public
policy,
it
has
to
be
talked
about
and
it
has
to
be
fun.
It's
a
fun
subject
and
it's
growing
ALPR
use.
You
know
the
civil
rights
and
civil
protections
and
data
collection,
it's
it's
it's.
The
number
of
days
is
really
shrinking.
That's
from
good
practices.
F
People
are
having
fun
with
it
and
I
and
I
just
hope.
You
know
to
the
state:
don't
want
Becca
on
his
awards
resume
that
you
know
it.
Why
can't
we?
Why
can't
open
public
policy-
and
you
know
accountability-
be
a
part
of
that
list?
Why
is
that
so
difficult
here
in
San
Jose
hope
we
can
work
on
it.
Thank
you.