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A
C
A
D
Mr.
chair
members
of
the
committee,
mr.
mayor
Kip,
Harkness,
deputy
city
manager
and
here
I'm
gonna,
have
Rajan
anair,
take
us
through
the
next
iteration
of
our
smart
cities
roadmap
we
presented
to
you
last
month,
as
we
are
evolving
from
our
innovation
roadmap
1.0
to
a
true
smart
cities,
roadmap
2.0
and
as
following
our
principles.
The
evolution
of
the
road
map
itself
is
iterative,
so
Rajan
II,
who
is
our
smart
city
manager
and
owns
this
road
map,
will
walk
us
through
the
latest
on
where
we
are
I
do
want
to
say.
D
E
Thank
you
and
good
afternoon
mr.
chair
honorable
mayor
members
of
the
committee
remember
and
the
public.
My
name
is
Reggie
Nair
I
am
the
smart
city
manager
for
the
innovation
team,
but
before
I
begin,
I
wanted
to
share
a
brief
background
of
my
experience.
I
have
over
20
years
of
work
experience
in
the
civil
engineering
field.
E
More
than
half
of
my
career
I
worked
for
the
city,
primarily
in
public
works
department
and
I
had
the
great
fortune
to
lead
a
team
to
work
on
several
capital
improvement
projects
in
some
of
your
council
districts,
particularly
Alviso
storm
pump
station
and
Chenoweth
Green
Street
and
Park
Avenue
Green,
Streets
I'm.
Sorry,
mr.
chair,
not
in
your
district,
so.
E
So
in
my
role,
I
in
my
new
role,
I
am
excited
to
share
our
progress
with
the
development
of
the
smart
city,
roadmap
and
I.
Do
look
forward
to
working
with
all
of
you
as
we
advance
it
further
for
the
future.
So
next
slide,
please
thank
you.
So,
since
the
inception
of
the
innovation
roadmap
1.0
that
was
created
back
in
January
2017,
it
was
an
ambitious
approach
to
spark
innovation
within
the
city.
E
The
innovation
roadmap
1.0
provided
the
city
of
Northstar
that
helped
us
stay
on
course
in
fulfilling
the
Smart
City
vision
that
was
adopted
by
council
in
2016.
We
did
recognize
during
this
journey
that
we
needed
to
evolve
our
approach
to
further
enhance
the
Smart
City
roadmap
2.0
for
the
future.
Today,
I
will
be
discussing
two
key
unique
aspects
for
the
future
roadmap:
one,
how
we
plan
to
implement
the
Smart
City
vision
and
to
discuss
an
innovative
2
pipeline
approach
for
our
big
rocks
and
small
wonders
project.
E
As
you
recall,
our
initial
approach
on
what
we
focus
on
and
what
we
choose
to
work
on
is
based
on
pond
3
questions.
Is
it
important
to
people?
Does
it
caused
a
lot
of
pain
as
a
core
to
what
the
city
does,
and
can
it
be
achievable
at
scale
with
technology
or
process
improvements?
Where
are
these
three
circles
intersect
in
this
Venn
diagram?
Is
that
sweet
spot
where
we
identify?
We
can
make
a
difference
and
have
a
greater
impact.
E
Similarly,
how
we
do
our
work
is
just
an
important
and
we
believe
in
three
innovation
principles
champion
the
customer
empathize
the
customer
and
know
they're
understand
their
needs,
learn
through
data.
We
measure
performance
with
data
to
continuously
improve
our
services
iterate
to
improve,
which
is
core
to
what
we
do
where
we
rapidly
iterate
reflect
and
learn
from
failure
or
successes
before
scaling
earlier
this
year.
The
challenge
we
received
from
Council
was
to
broaden
and
deepen
our
work
around
innovation
back
in
June.
E
We
presented
this
to
the
committee
that
ultimately,
the
Smart
City
roadmap
2.0
needed
to
be
comprised
of
three
key
areas:
IT
roadmap,
brilliant
at
the
basics
and
innovation
roadmap,
innovation,
as
impact
which
combined
is
known
as
our
big
rocks,
but
we
recognize
that
a
separate
third
space
was
needed
for
experiments,
known
as
our
small
wonders.
This
space
for
small
wonders
will
give
the
city
the
opportunity
to
harness
the
genius
of
Silicon
Valley
that
surrounds
us
moving
forward.
E
How
we
plan
to
broaden
and
deepen
our
work
around
innovation
will
require
us
to
essentially
create
several
Northstars
that
will
help
us
as
a
city
to
implement
the
smart
city
vision.
As
you
can
see.
On
this
slide,
we
have
identified
seven
themes
where
each
theme
embodies
a
centralized
idea
to
spur
more
innovation
within
each
of
these
themes,
we
will
like
need
to
identify
strategies
that
will
provide
more
specific
goals
to
help
departments
develop
a
portfolio
of
projects
that
will
essentially
further
strengthen
and
improve
our
services
to
the
community.
E
On
this
slide,
we
have
identified
several
strategies
that
have
either
been
developed
currently
in
progress
or
planned
for
the
future
on
the
bottom.
Left-Hand
corner
shows
a
color
key,
stating
the
status
of
each
of
these
strategies
that
we
want
to
focus
on
in
the
near
term.
This
approach
was
based
upon
the
success
of
the
Digital
Inclusion
and
broadband
strategy.
We
have
learned
through
that
process
the
importance
in
investing
the
time
to
develop
a
strategy
and
define
goals
which
allowed
us
to
get
closer
to
minimizing
that
digital
divide
in
our
city.
E
Nevertheless,
as
we
continue
to
move
forward
on
this
journey,
it
is
important
to
recognize
the
ongoing
capability
transformation
with
peep
regards
to
people,
process
and
technology
that
will
be
required
since
year.
One
of
the
Smart
City
vision,
significant
effort,
has
been
made
with
building
the
innovators,
Network
and
learning
how
we
redesign
key
processes
yet
maintain
a
strong
focus
on
replac
forming
our
technology.
As
we
go
into
year
three
to
multiply
the
effort
and
focus
on
execution
at
scale.
E
So,
looking
back,
we
recognize
that
the
innovation
roadmap
1.0
focus
primarily
on
IT
roadmap,
brilliant
at
the
basics
and
innovation
as
impact
our
big
rocks.
Basically,
though,
in
retrospect,
we
knew
our
big
rocks
were
to
strengthen
our
workforce
with
new
talent,
better
communicates
to
our
community
through
my
San
Jose
up
and
rebuild,
and
reap
lat
form
our
IT
infrastructure,
to
help
us
move
forward
in
being
a
smart
city.
E
E
The
big
rocks
projects
have
a
simplified
approach
in
processing
projects
to
delivery,
because
it's
based
on
a
proven
concept
and
has
value
to
scale
what
distinguishes
a
small
wonders
pipeline
with
the
big
rocks
is
that
these
small
wonder
projects
are
time
boxed
and
there
can
be
opportunities
to
take
on
more
risk
bottom
line.
The
small
wonders
pipeline
is
more
detailed,
vetting
process
that
will
evaluate
ideas,
see
if
it
has
value
to
scale
and
make
the
city
ready
for
the
future.
E
Here's
a
closer
look
at
the
process
of
the
Small
Wonders
pipeline
in
agile
framework.
This
is
similar
to
a
Kanban
approach,
which
means
in
Japanese
a
signboard
or
billboard,
and
it
typically
refers
to
a
board
of
visualizing
the
flow
of
work.
This
actually
did
start
in
Toyota
in
the
manufacturing
side
to
improve
communication
through
a
visual
management
process.
E
Using
this
process,
we
we
have
an
opportunity
for
the
city
staff
to
learn
or
fail
without
impacting
our
big
rocks.
As
you
can
see.
Also
on
this
slide,
the
level
of
detail
to
evaluate
the
small
wonders
project
is
more
involved
than
the
big
rocks.
It
allows
a
team
to
vet
all
possible
solutions,
upfront
and
streamline
it
to
focus
on
ideas
that
are
viable
overall.
E
E
Currently
we
have
about
130
projects,
roughly
80%
of
them
are
big
rocks
and
28%
of
them
are
small
wonders
that
will
be
needed
that
we
will
need
to
prioritize
and
resource
in
order
to
successfully
implement
these
projects.
Also,
we
will
need
to
determine
how
these
small
wonder
projects
will
be
part
of
the
big
rocks
pipeline
once
it's
deemed
successful.
E
So
how
do
we
plan
to
prioritize?
That's
the
big
question,
as
I
stated
earlier
in
the
presentation,
we'll
continue
to
use
the
three
criteria
for
our
big
rocks
projects,
which
is
important
to
our
community.
What
is
core
to
what
the
city
does,
and
is
it
achievable
at
scale?
However,
now
that
we've
been
we're
evaluating
our
Small
Wonders
project
separately,
we'll
need
to
ask
a
slightly
different
question,
so
a
fourth
criteria
will
be
incorporated
if
these
projects
will
get
us
ready
for
the
future.
E
We
are
in
the
beginning
phase
to
develop
a
systematic
approach
to
prioritize
a
small
Wonder's
project.
Also,
we
will
need
to
collaborate
with
the
city
departments
to
seek
their
feedback
on
priorities
for
all
projects.
We
will
come
back
and
engage
with
the
committee
in
the
near
future
with
these
results.
E
After
we
prioritize
these
projects,
we're
going
to
need
a
village
to
implement,
as
I
mentioned
earlier,
when
we
multiply
the
effort,
the
need
for
transformation,
transforming
the
capabilities
of
people
will
become
more
important
as
we
continue
to
innovate
for
the
future.
We
have
been
successful
in
bringing
expertise
from
industry
through
several
Fellows
programs.
Also,
a
huge
part
of
our
success
was
recognizing
that
innovation
is
a
team
sport
that
included
the
help
and
collaboration
of
our
private
public
partnerships,
foundations
and
nonprofits.
E
Last,
lastly,
this
slide
shows
a
current
list
of
prod
active
projects
that
have
resulted
from
the
development
of
the
broadband
strategy
under
the
smart
infrastructure
theme.
This
is
intended
to
demonstrate
the
complexity
and
difficulty
we
are
faced
to
prioritize
staff
and
deliver
more
than
half
a
billion
dollars
worth
of
projects.
Each
box
you
see
here
is
a
specific
project
with
a
contract,
funding,
source
and
scope.
E
Using
this
tree
mapping
method,
the
size
of
each
box
reflects
the
relative
effort
intended
to
deliver
each
of
these
projects
in
comparison
to
others
within
the
smart
infrastructure
theme.
This
is
the
first
prototype
of
the
roadmap
on
how
we
would
like
to
provide
status
updates
to
the
committee.
We
will
continue
to
use
the
stoplight
approach,
using
green,
yellow
and
red
to
provide
status
updates,
similar
to
what
we've
done
with
the
innovation
roadmap
1.0.
E
As
I
stated
before,
we
will
need
to
work
with
the
departments
to
prioritize
projects
and
determine
a
shortlist,
a
project
for
reporting
to
the
community
in
the
future.
We
are
evaluating
other
tools
on
how
we
want
to
keep
track
and
report
out
the
progress
of
these
projects.
One
interesting
comment
that
we
did
receive
from
the
smart
city
advisory
board
is
that
we
don't
share
all
our
great
things
fast
enough,
and
so
an
option
that
we
would
like
to
explore
is
to
have
a
display
for
the
community
to
access,
so
they
can
get
updates.
E
So
our
next
steps
will
be
defining
strategic
outcomes
and
program
metrics
to
date
there
are
six
strategies
that
have
been
identified
and
funded.
These
are
digital
services,
data,
safe
city,
community,
Wi-Fi,
Digital,
Inclusion
and
privacy.
We
do
intend
to
give
the
committee
updates
on
these
strategies
in
the
near
term
and
definitely
within
the
next
six
months
committee
outlook
and,
lastly,
developing
the
project
prioritization
process.
E
D
Closing
I
just
want
to
kind
of
echo
the
the
theme
of
that
we've
talked
about
of
technology
being
powered
by
people
and
acknowledged
rajah
needs
leadership.
On
this
piece
of
work.
We
are
extremely
lucky
to
have
a
highly
talented
team
orogeny,
as
you
mentioned
a
civil
engineer,
and
with
many
many
years
of
experience
that
she
brings
to
the
table.
I
also
want
to
take
a
moment
to
introduce
newest
member
of
our
team,
dr.
kala
Fleming,
who
is
going
to
stand
up
dr.
D
At
this
point
she
has,
over
15
years
experience
really
focusing
on
this
idea
of
connecting
resource
constrained
communities
you
using
emerging
digital
technologies
in
a
way
that
increases
opportunity
and
prospects
for
an
economic
development
and
empowerment
everywhere
from
the
Caribbean
to
Africa
to
North
America,
and
she
has
a
PhD
in
civil
and
environmental
engineering
from
the
University
of
Wisconsin
at
Madison,
go
Badgers
and
as
a
frequent
speaker
on
entrepreneurship,
agribusiness
and
economic
development
issues
globally.
So
we're
absolutely
delighted
to
have
kala
as
part
of
the
team
and
I
realized.
D
I
was
just
doing
the
stats
I
think
all
four
female
members
of
our
team
are
engineers.
So
in
an
era
when
people
are
talking
about
difficulty,
attracting
tech,
talent
and
difficulty
attacking
female
technical
leadership,
I
think
we're
punching
well
above
our
weight
in
in
that
category
and
I'm
super
proud
of
who
we've
been
able
to
attract
and
retain
with
that
we'll
go
back
to
the
the
subject
matter
of
the
roadmap
2.0,
with
a
final
appreciation
to
our
counterparts
again
in
Modi
mayor's
office
of
Technology
and
innovation
for
helping
us
collaboratively
develop
this.
Thank
you.
A
F
Thank
you.
Thank
you.
Thank
you
for
your
work
and
thanks
to
Kip
and
everyone
also
from
Team
Modi
I
want
to
thank
Shireen
and
Carolyn
I
know
this
has
come
a
long
way
from
where
we
were
just
in
the
last
meeting
where
we
were
identifying
the
challenges
and
now
we've
got
a
road
map
and
a
strategy,
and
this
is
great
to
see.
So
thank
you
for
all
the
hard
work
and
I
do
appreciate.
Having
these
two
sort
of
pipelines
of
work
flow,
the
big
rocks
are
really
really
important.
F
We
know,
but
I
hate
to
lose
sight
of
the
small
window
wonders
as
well
and
I.
Imagine
that
there
may
be
a
sort
of
a
different
level
of
persistence
with
these
as
well.
We
know
the
big
rocks
have
to
be
no
matter
what
the
small
wonders
we
may
take
on
an
approach
of
failing
fast
and
recognizing.
If
they're
not
working,
we
switch
quickly
and
focus
our
energy
somewhere
else,
and
so
I
really
appreciate.
F
These
are
really
gonna
require
different
approaches
and,
and
and
it's
great
to
see,
we
can
keep
both
on
moving
forward
because
I
think
they're,
both
real
important
I,
wanted
to
ask
a
quick
question
about
the
next
steps
and
I
know
that
we're
trying
to
develop
quantifiable,
metrics
and
I
know.
That's
not
easy.
First
I
want
to
ask
you
about
where
we
have
developed,
metrics
and
I'm
thinking,
for
example,
in
development
services,
where
we've
been
displaying
metrics
and
I.
F
Feel
too
often
it's
a
bit
of
a
check,
the
Box
exercise
where
we
say:
here's
the
metrics,
but
there's
not
necessarily
a
clear
connection
to
here's.
What
we're
trying
to
accomplish
and
here's
the
metric
that
really
matters
and
here's
how
we're
improving
or
not
meeting
that
goal
and
we're
learning
X.
You
know
what
I
mean
and
I
guess.
To
what
extent
will
this
development
of
metrics
also
be
tied
to
you
know
managing
what
you
can
measure.
D
Mr.
mayor
I
think
that
that
is
exactly
the
weak
spot
right.
We
traditionally
we've
been
pretty
good
at
developing
annual
performance
measures
that
we've
reported
out.
They
give
you
a
sense
of
kind
of
where
we
are
or
where
we
aren't
on
various
services
and
I.
Think
at
the
tactical
level
we
have
some
services
where
we
actually
using
data
on
a
regular
basis,
but
what
we
fail
to
do
is
sort
of
have
strategic
measures
or
operational
measures
that
are
really
informing
the
way
that
we're
managing
the
service,
rather
than
just
reporting
out
on
what
we're
doing.
D
I'm
actually
taking
this
on
personally
as
an
area
of
study
over
the
next
six
to
nine
months,
to
improve
my
understanding
of
it,
but
I
think
what
we
want
to
do
is
we
want
to
start
starting
with
the
broadband
strategy.
We
want
to
take
each
of
the
funded
strategies
and
apply
more
rigor
on
it,
and
that
rigor
has
to
happen
too
soon.
Liat,
three
levels,
one
is
the
strategic:
what's
the
picture
of
success?
D
Teams
are
using
I
think
that
part
of
what
you'll
see
in
development
services,
for
example,
is
we'll
start
to
have
more
of
that
strategic,
operational
and
tactical
set
of
measures
around
the
integrated
permitting
system
deployment
first
and
then
around
some
of
the
process
improvements.
Second,
we
intend
to
do
that
approach
with
each
of
our
major
strategies,
starting
with
broadband.
D
The
reality
is,
we
don't
have
a
lot
of
muscle
of
using
data
in
that
way,
and
so
we're
gonna
need
you
to
keep
holding
our
feet
to
the
fire
and
and
putting
the
pressure
on
us
to
do
that
work.
Well,
the
way
that
we
intend
to
do
that
is
the
next
six
month
work
plan
which
we
are
drafting.
Now
we
intend
essentially
every
month
to
have
a
strategy
coming
back
to
you
and
saying
hey.
We
think
this
is
the
high
level
outcome.
These
are
the
three
key
measures
we
think
at
a
strategic
level.
D
D
Do
the
operational
measures
makes
sense
that
regular
cadence
of
once
a
month
coming
back
with
a
strategy
being
candid
about
where
we
are
an
art
is
our
way
of
approaching
it
and,
as
I
will
be
doing
personally,
I
hope
we'll
do
as
a
team
learning
a
little
deeply
from
some
of
the
work
in
the
value
in
the
valley
around
how
you
can
use
approaches
like
okay,
ours,
that
they
use
at
Google
and
others
to
drive
this
kind
of
execution
at
scale.
Thanks.
F
Thank
skip.
You
already
answered
my
next
question,
which
is
really
around
timeline
and
sort
of
the
pace
at
which
we'd
be
seeing
metric
development,
which
is
great
looking
forward
to
that.
Next
question
really
had
to
do
with
how
we
enable
or
help
to
bring
in
departments
in
this
effort
around
emergence
projects,
because
we
know
every
department
has
two
things
in
common,
they're,
understaffed
and
overworked,
and
and
taking
on
emerging
projects
is
hard
and,
while
clearly,
you've
assembled
some
really
brilliant
people
who
are
passionate
about
doing
this
work.
F
D
The
idea
here
is
that
one
of
the
key
resistance
factors,
legitimate
resistance
factors
that
we
get
from
departments
and
department
heads
is
what
problem
is
the
solving
for
me
that
I
have
today
and
how
do
I
know
that
it's
actually
going
to
solve
this
problem
because
it
we're
not
we're
not
set
up
to
be
research
facilities
right.
We
like
to
procure
solutions
and
so
part
of
what
the
Small
Wonders
are
allows
us
to
do.
If
we
do
it
right
is
to
be
this
lightweight
research
facility
and
of
facility.
D
This
innovators,
Network
approach,
says
there
are
a
couple
of
things
that
could
be
gained
by
individuals
by
volunteering
and
spending
some
time
on
these
small
wonders
that
are
actually
good.
Professional
development.
One
is
increasing
their
ability
to
work
in
autonomous
teams
and
two
is
really
and
cross
departmental
e
and
two
is
expanding
their
technology
leadership
and
their
technology
acumen.
So
the
notion
here
is
that
now
that
these
are
time
box-
let's
say
16
weeks,
you
could
basically
put
out
a
call
and
say
hey.
D
What
they'd
get
hopefully
is
two
things.
One
excited
people
coming
back
into
the
organization
with
some
new
knowledge
and
two
by
the
end
of
that
six
weeks
we
be
able
to
say
you
know
what
this
doesn't
make
sense
at
all
for
us.
Thank
you
very
much
or
wow.
This
actually
applies
to
this
problem
that
we
have
in
the
department
transportation.
D
D
A
I'm,
proud
of
you
just
a
couple
quick
questions,
one
is
or
purse
a
statement
that
I
know
that
there
was
a
you
know,
philosophical
disagreement
in
terms
of
you
know,
but
we're
calling
big
rocks
versus
utilizing
resources
for
small
wonders
and
I
come
from
the
school
of
you
know
you
got
to
be
able
to
block
and
tackle
first
before
you
start
throwing
the
long
pass.
So
I
really
appreciate.
A
You
know
the
strategy
in
terms
of
having
the
two
separate
pipelines
in
the
process
that
we're
gonna
go
through
in
terms
of
evaluating
both
big
rocks
and
small
wonders
in
determining
whether
we
have
the
resources,
the
bandwidth
and
the
focus
to
pursue.
You
know
a
small
wonder
so
I
appreciate
that
that
feedback
in
that
strategy.
A
As
you
know,
any
other
additional
metrics
that
we
have
to
evaluate
those
projects,
so
that'd
be
great
to
see
any
time
we
do
a
presentation
on
a
project
and-
and
then
the
other
thing
I
have
to
say.
Is
that
just
want
to
commend
you
guys
for
the
outstanding
work
that
you
you're
doing?
It's
very
impressive
and
it's
really
exciting.
They
were
moving
forward
with
this.
So
thank
you
very
much.
I
know
my
colleague,
question
I.
B
Afternoon,
mayor
and
councilmembers,
my
name
is
Victor
sin
I'm,
a
resident
of
San
Jose
and
also
the
chair
of
the
Santa
Clara
Valley
chapter
of
the
ACLU
of
Northern
California.
In
page
six
of
the
presentation,
I
noticed
that
drone
and
robotic
strategy
is
listed
as
future,
whereas
data
strategy
and
privacy
strategy
are
listed
as
in
progress,
since
the
use
of
drones
can
lead
to
civil
liberties
concerns
have
the
following
question
in
terms
of
planning.
Is
it
intended
that
the
developments
of
data
strategy
and
privacy
polish
strategy
is
complete
before
we
start
working
on
drone
strategy?
D
If
right,
if
I
could
I
just
want
to
respond
directly
to
that,
if
that's
okay,
sure
yeah,
we
absolutely
intend
to
have
adequate
privacy
policy
and
data
policy
in
place
before
we.
We
would
be
piloting
any
additional
uses
of
drones
beyond
those
that
have
already
been
directed
by
Council,
so
Victor
absolutely
agreement
that
the
privacy
and
data
were
critical
precursor
of
drone
and
robotic
strategy.
So
thank
you
for
bringing
that
up
and.
F
Kim
I
really
appreciate
your
response.
I
think
they'll
also
I'm,
guessing
that
this
is
going
to
be
a
pretty
iterative
process
and
creating
a
privacy
and
a
strategy
and
we're
gonna
learn
a
lot
as
we
go.
So
while
we
may
finish
one
point:
oh
we're
gonna
be
in
the
constant
process
of
updating.
I
would
imagine
yeah.
G
Hi,
thank
you
I
guess
to
mention
what
was
just
spoken
about.
That
was
very
nice.
Maybe
it's
the
time,
so
you
think
about
how
to
you
reinstate
the
yearly
review
of
the
drone
program
itself
as
a
way
to
bring
on
privacy
policy
ideas.
Just
a
suggestion
to
talk
about.
It
was
nice
to
hear
this
lecture.
I've
heard
a
bit
of
some
of
it
before
and
it's
of
interest
to
me
I,
like
the
idea
of
the
city
government
trying
to
work
with
they
want
to
work
with
other
people.
G
They
want
to
make
a
collaborative
effort
for
everyone
within
city
government
and
that's
that's
an
important
concept
to
me
and
I've
been
trying
to
learn
that
you've
been
talking
about
that
for
about
a
year
now,
and
it's
it's
important
to
me.
I
think
an
exciting
way
to
build
communication
between
different
departments
is
the
ideas
of
accountability,
and
that
is
something
that
you'd
like
to
practice
within
your
department
and
to
grow
that
within
the
department
within
the
city
government
itself
and
then
throughout
the
city
itself.
G
I
think
you
know
it's
an
important
concept
and
it
all
brings
us
back
to
you
what
I'm
working
on,
which
is
accountability
and
openness,
and
again
it's
not
really
listed
here,
you're
sort
of
talking
about
it.
I
think
it
somehow
has
to
learn.
You
guys
really
have
to
learn
how
to
make
it
a
more
important
part
of
everything
that
we
do
it's
how
to
raise
our
kids
basically
and
teach
them
about
responsibilities
in
government.
How
there
can
be
good
government
and
good
practices
with
this
sort
of
thing
and
yeah.
G
A
D
Good
afternoon
again,
mr.
chair
mr.
mayor
members
of
the
committee
and
Durham
public,
if
Harkness
still
not
for
this
one,
I'm
gonna
invite
down
Jake
evaru,
Matt,
leche
and
lily
Lim
sau,
who
together
are
our
small
cells
and
fiber
optics
permitting
team
leads
and
in
trying
to
do
real-time.
The
requests
councilmember
Jones
are
our
picture
of
success.
Our
strategic
outcome
that
was
directed
by
Council
with
the
broadband
strategy
were
threefold.
One
is
really
this
notion
of
improved
service
and
consumer
choice
with
better
speeds.
Pricing
and
connectivity.
D
Second,
was
digital
inclusion
so
that
everyone
had
access
to
those
improvements,
and
then
the
third
was
preparing
ourselves
for
a
smart
city
future.
This
presentation
will
focus
on
the
first
of
those
outcomes:
improving
mobile
speed
pricing
and
connectivity
for
all
San
Jose
residents
through
the
actual
installation
of
an
expanded
small
cell
network
for
multiple
carriers,
and
with
that
I'll
turn
it
over
to
Jay
to
take
us
through
a
little
bit
in
the
weeds
on
some
of
the
people
process
and
technology
improvements
that
we've
been
doing
in
the
last
few
months.
H
Good
afternoon
mr.
chair
honorable
mayor
and
the
public,
my
name
is
Jaguar
broadband
manager
for
the
innovation
team
and
the
primary
contact
responsible
for
the
relationship
with
the
carriers
and
the
overall
strategy
for
the
small
cell
deployment.
I
would
like
to
introduce
Matt,
leche,
Deputy
Director
of
Public
Works
and
the
executive
sponsor
for
the
small
cell
team,
along
with
Lilly
Lim
sow
transportation
management
division
manager.
H
We
are
here
to
provide
an
update
on
the
small
cell
teams,
progress
in
permitting
for
the
small
cells
since
May
of
2018.
We
will
cover
the
small
cell
team
and
permit
permit
improvements,
specifically
an
update
with
recommendations
on
the
dig
once
policy,
which
entails
fiber-optic
permitting
process.
Improvements
will
be
provided
in
December.
H
H
June
26,
28,
een,
City,
Council,
approved
and
directed
staff
to
negotiate
and
execute
major
agreements
with
AT&T
Verizon
and
mobility
fall
of
2018.
We've
initiated
the
pace
permitting
of
10
permits
a
week
and
by
winter
2019
performing
permitting
speed
with
predictability
averaging
30
permits
a
week.
H
So
if
the
small
cell
team
were
to
be
a
sports
car
with
the
full
potential
of
the
horsepower,
the
torque
and
sustained
speed,
we
are
aiming
to
accelerate
and
shift
gears.
Now
we
don't
shift
from
first
to
fifth
gear
and
expect
success
or
the
health
of
the
overall
vehicle
in
our
enterprise
to
ensue.
But
if
we
champion
the
customer
learn
through
data
and
iterate
to
improve,
we
can
go
from
first
to
second
measure
and
learn
and
then
kick
it
into
third
gear.
H
In
the
past
few
weeks,
we
are
at
a
steady
clip
in
second
gear.
In
what
used
to
take
over
one
year.
We
are
doubling
our
output
to
10
permits
and
sustaining
the
rate
for
the
last
four
weeks
to
put
this
in
perspective
and
moving
from
overall
year
and
a
half
to
one
week.
We
are
accelerating
the
permit
timeline
by
a
magnitude
of
774
times.
H
This
also
means
sustaining
second
gear
for
12
months
would
result
in
over
500
permits
which
meets
our
contractual
obligations
for
one
carriers
intended
deployment
for
two
19
by
the
end
of
this
presentation.
You'll
have
a
sense
of
what
third
gear
looks,
sounds
and
feels
like
for
the
small
cell
team
working
in
partnership
with
the
carriers
and
continuing
to
execute
at
scale
so
for
fall.
H
So,
let's
review
the
small
cell
permitting
timeline
from
the
customers
perspective,
where
the
carrier
takes
the
following
six
steps
executing
at
scale
with
over
4,000
small
cells
on
the
way
we
really
need
to
dive
a
little
deeper
into
the
we
just
kept
introduced
and
get
into
the
people
processing
technology
through
this
timeline
so
step
one.
The
carrier
submits
a
pole
reservation
to
reserve
the
site
that
typically
takes
10
days.
H
Matt
will
speak
further
on
some
of
the
process
and
technology
improvements
that
we've
worked
between
Department
of
Transportation
and
Public
Works
to
accelerate
that.
Then
the
carriers
are
required
to
provide
public
notice
to
the
public
within
300
foot,
radius
of
the
proposed
site
and
then
one
of
our
early
innovations
to
streamline
the
process.
We
are
essentially
combining
steps
3,
&
4
in
parallel,
the
carrier
submits
for
their
major
utility
permit
application.
H
At
the
same
time,
we
prepare
the
site
license
agreement
or
the
SLA,
so
is
ready
to
go
at
the
same
time
that
construction
permit
is
about
to
be
released.
This
takes
30
to
60
days
depending
on
our
contractual
obligations.
It's
really
important
to
point
out
that
this
30
to
60
days,
the
vast
majority,
are
30-day
contractual
requirements
which
exceeds
the
60
days
that
the
sieze
recent
order
has
attempted
to
impose.
So
we
are
outperforming
because
we
have
the
necessary
funding
to
have
the
people.
Processing
technologies
provide
this
level
of
service.
I
So
people
are
the
team,
the
human
capital,
the
engine
of
the
small
cell
teams
improvements.
This
blank
slide
represents
the
small
cell
team
before
May
2018,
with
no
dedicated
funding
commitments
in
skilled
in
deployments
permits
were
one
type
permits
essentially
fell
into
the
queue
of
every
other
permit
that
Public
Works
received,
and
so
there
was
no
special
priority.
But
to
that,
then
the
organization
fell
into
place
and
this
organizational
chart
shows
a
small
cell
team
as
it
sits
today,
with
funding
and
specialization
to
streamline
process
improvements.
I
The
grayed
out
rectangles
marked
the
positions
that
are
to
be
hired
in
the
near
future.
All
of
them
are
in
recruitment
stage
now,
except
for
some
of
the
field
staff.
That's
coming
up
soon,
the
early
ads
were
used
with
existing.
We
used
existing
recruitments
to
capitalize
on
those
quickly.
We
also
did
some
assignment
shifts
to
create
the
void
someplace
else,
so
we
could
fill
build-out
this
team
quickly
and
we
prioritize
these
Department
of
these
hires
within
our
department
and
with
our
departments
to
get
these
moving.
H
Sorry
about
that
helps
to
turn
the
mic
on.
In
late
August,
we
held
a
half-day
team
retreat
to
establish
our
team
charter
review
our
roles,
metrics
milestones,
communications
and
recognize
what
works
already
and
finally
share
our
values
for
the
Digital
Inclusion.
That
is
fundamental
to
the
mission
of
the
small
cell
team.
This
team
includes
Public
Works,
Department
transportation
and
representatives
from
planning
building
and
code
enforcement,
RP
BCE,
because
some
deployments
favor
a
network
installed
primarily
on
rooftops
buildings
and
monopoles,
supplemented
by
small
cells
on
city-owned
streetlights.
H
Here's
a
sample
of
some
of
the
metrics
and
to
relate
it
to
the
previous
presentation,
what
we
could
maybe
call
operational
metrics
that
the
smalls
team,
small
cell
team,
reviewed
and
committed
to
during
this
retreat
mapping
the
lifecycle
of
this
permit
process.
We
reviewed
earlier
so
breaking
down
that
small
cell
team
permitting
timeline.
We
have
a
dashboard
that
we
now
have
that
gathers
the
data
to
measure
our
performance
across
many
of
the
common
areas.
H
So,
for
example,
the
location
screening
we're
looking
at
the
number
of
locations
approved
with
average
time
to
review
an
initial
hand
based
manual
process
took
14
days
and
when
resources
are
available,
we've
reduced
that
down
to
two
permitting
the
permitting
time
for
structural
and
electric
electrical
sub
teams.
The
average
turnaround
time
for
the
city
and
the
carriers-
and
here
I
want
to
pause
briefly
that
in
this
age
of
measuring
a
shot
clock,
we've
redefined
that
as
a
partnership
that
the
carriers
and
the
small
cell
team
are
on
the
same
team.
H
H
With
these
performance
measures,
we
enable
the
team
to
identify
opportunities
to
refine
economize
and
improve
as
we
ramp
up
and
sustain
a
higher
gear.
A
run
rate
contractually
I
want
to
clarify
that
I've
used
some
metrics
in
this
presentation
that
give
a
run
rate
or
a
number
of
permits
released
per
week.
However,
contractually
the
primary
metric
is
that
we
are
responding
within
30
days
or
60
days,
depending
on
the
carrier
agreement.
If.
D
I
could
just
respond
to
some
of
the
kind
of
previous
questions
around
metrics.
I
think
this
is
a
very
good
example
again
of
the
operational
metrics
that
we'd
like
to
use
in
future
strategies
and
the
three
kind
of
meta
principles,
I
think
are
important
about
this
particular
set
of
metrics
one.
It
was
developed
by
the
people
who
do
the
actual
work.
The
people
who
know
this
work
deeply
not
me
sitting
somewhere
saying
this
is
the
right
metric.
D
D
The
dashboard
can
be
used
by
the
team
itself
to
manage
and
reorient
its
work
on
a
regular
iterative
basis,
so
we're
we're
using
this
kind
of
approach
and
those
principles
of
the
people
doing
the
work,
a
balanced
approach
and
in
cadence
that
can
inform
the
actual
work
as
we
look
at
other
more
operational
measures
in
other
areas.
So
back
back
to
our
main
programming,
Thank.
H
H
With
the
people
and
the
metrics
as
a
foundation
for
the
improvements,
I
want
to
highlight
some
key
advancements.
The
small
cell
team
has
achieved
in
terms
of
process
processes
since
June,
the
team
conducts
weekly
conference
calls
to
assess
current
and
forthcoming
permits
of
Middle's
the
carriers.
This
helps
to
strengthen
the
relationship,
build
trust
while
accelerating
response
times
between
carriers
and
the
small
cell
team.
H
This
slide
provides
an
image
of
a
recent
workshop
with
a
carrier
there,
several
equipment,
vendors
and
three
engineering
contract
teams,
all
in
one
room,
all
learning
together,
Public
Works,
reviewed
design
and
specification
standards,
then
reviewed
common
comments
on
submittals
and
following
the
workshop,
the
team
made
itself
available
for
quote-unquote
office
hours,
with
a
videoconference
bridge
for
48
hours
to
further
accelerate
the
learnings
and
we're
seeing
those
results
in
the
last
four
weeks.
This
just
took
place
over
two
weeks
ago.
H
H
85
is
an
important
number,
because
the
second
payment
of
$250,000
for
the
small
cell
scope
completion
fee
is
then
due
once
we
hit
that
first
85
keeping
this
pace
sets
the
team
for
success
to
measure
the
performance
during
the
work
plan,
learn
and
adjust
and
prepare
for
the
next
gear
shift.
So
we've
covered
people
and
process
for
the
improvements.
Now,
let's
cover
how
technology
has
improved
our
permitting
for.
I
Earlier
this
summer,
the
small
cell
team
engaged
with
the
carriers
request
to
evaluate
the
ability
to
using
straps
or
bands
to
install
devices
on
street
lights,
rather
than
direct
drill.
Install
the
team
set
up
a
demonstration
in
service
yard
on
the
streetlight,
worked
with
a
vendor
to
document
and
test
the
structural
engineering
and
approved
the
equipment
and
installation
process
in
the
end,
the
carrier
elected
not
to
pursue
the
option
due
to
other
concerns,
but
they
appreciated
the
flexibility
to
evaluate
the
installation
technique.
I
H
As
of
last
week,
excuse
me,
as
of
this
week,
the
small
cell
team
definitely
moved
into
third
gear.
We
will
hit
at
least
20
permits
this
week,
and
this
is
due
to
the
investments
in
the
people,
processes
and
technology
that
make
the
small
cell
team
function
at
this
high
capacity
and
like
a
sports
car.
D
D
I
think
that
I
also
want
to
call
out
lily
and
Matt
as
people
who
have
been
in
the
organization
for
the
long
haul,
through
the
good
times
and
the
hard
times
and
are
equally
as
powerful
as
anybody
that
I've
ever
worked
with
outside
in
the
tech
sector,
bring
with
them
not
only
deep
technical
expertise
but
a
deep
dedication
to
this
organization,
and
that's
that's
the
kind
of
team
that
we're
building
and
kind
of
work
that
it
takes
to
do
it
at
scale.
Also.
D
The
final
thing
that
I
want
to
want
to
acknowledge
is
we're
also
using
this
process
to
inform
and
learn
into
other
larger
pieces,
for
example,
the
work
that
Matt
is
insisting
on
in
terms
of
digitizing.
Some
of
the
permitting
will
inform
our
integrated,
permitting
system
work
and
how
we
do
digital
permits
across
multiple
departments.
Before
we
deploy
at
scale,
so
we
can
work
out
some
of
the
kinks
issues
and
problems
within
a
real-world
setting
without
having
to
put
too
much
at
risk.
D
So
these
are
examples
of
sort
of
cross
fertilization
of
different
priorities
and
projects
that
are
going
on,
but
bottom
line.
For
me
again,
technology
is
powered
by
people,
in
this
case
deep
appreciation
to
both
Matt
and
Lily
for
shifting
and
prioritizing
this
along
with
all
the
other
things
they
do
on
a
day
to
day
basis.
With
that
happy
to
take
any
questions,
comments
feedback
you
might
have.
F
Yeah
I
want
to
echo
the
thanks:
Matt
Lilly,
Jay,
really
tremendous
work
and
it's
great
to
see
the
acceleration
happen.
I
know
it
happens
because
of
really
a
lot
of
hard
pushing
from
a
lot
of
people
on
your
teams
together
and
I
also
know
it
requires
resources
too,
and
so
I
really
appreciate
what
what
is
emerging
here,
which
is
great
I,
think
maybe
this
is
a
question
really
more
for
Kip.
As
we
think
about
the
battles
we've
got
in
Washington
right
now,
and
what
FCC's
ruling
what
potentially
the
Senate
may
do
as
well.
F
You
know
we
were
involved
in
advocacy
right
now
and
in
many
ways
what
we're
doing
right
here.
This
presentation
is
one
of
the
strongest
arguments
we
can
make
for
why
local
governments
should
be
able
to
freely
engage
with
the
private
sector
to
be
able
to
develop
agreements,
negotiate
agreements
that
help
improve
processes
and
benefit
the
public
and
I.
Just
you
know,
is
there
any
limitation
of
my
ability
to
use
any
of
this
information
to
when
I'm
out
there
in
DC
to
let
folks
know
hey?
This
is
how
we're
doing
it
right.
I.
D
D
I
think
that
you
know
the
the
kind
of
the
tightrope
that
we're
walking
here
is
we
have
a
great
relationship
with
the
local
teams
and
the
local
carriers,
and
we
want
to
make
sure
that
we're
able
to
preserve
that
and
execute
on
the
half
billion
dollars
worth
of
work
that
we
have
before
us.
But,
as
you
know,
we
also
want
to
continue
to
have
this
ability
and
for
others
to
have
the
ability
to
do
this
good
work.
F
F
The
the
four
thousand
cells,
though
we've
got
deployed
and
that's
the
largest
set
of
deals
in
the
country.
What's
our
goal
or
timeline
for
being
able
to
deploy
four
thousand
cells,
there's
a
lot
of
that
depending
on
market
demand,
that
we
don't
control
or
is
this
something
where,
whenever
we
get
a
process
up
to
warp
speed,
that
will
happen.
H
So
two
out
of
those
carriers
have
shared
plans
with
us
that
roughly
averages
500
small
cell
nodes
per
calendar
year.
Okay,
so
many
of
those
metrics
are
shared
on
the
operational
metrics,
primarily
the
pace
that
we
can
release
permits
per
week
as
an
overall
measure
of
our
velocity,
along
with
being
able
to
respond
to
the
shared
partnership
of
that
shot,
clock
of
30
days
or
60
days
for
the
third
carrier.
D
The
collective
would
be
a
thousand
the
current
calendar
year
and
our
expecting
is
that's
the
pace
that
they
want
to
deploy
at
and
replace
that
they
want
us
to
meet.
Our
agreements
are
and
part
of
the
value
trading
in
our
agreements
are
that
they
are
citywide
yeah
and
that's
the
value
that
we
get
out
of
them.
So
you
know
we
expect
this
to
be
a
four
year
write.
B
F
F
H
We
we
are
so
with
those
photos
of
the
carrier,
workshops
and
those
weekly
calls
that
we've
been
conducting
since
June.
We
definitely
have
a
partnership,
we're
learning
from
each
other,
and
it's
so
far
as
they
have
supplied
commentary.
They
feel
confident
in
our
partnership
and
the
improvements
were
making
and
continue
to
make
great.
C
D
Activation
really
will
determine
be
determined
by
the
carrier's
themselves
and
they
each
have
different
technologies
and
sort
of
different
timelines
on
that.
So
it's
not
for
me
to
sort
of
blow
anybody's
announcement
and
I
actually
don't
know
necessarily
exactly
when
they
are,
but
what
I
will
say
is
what
we're
deploying
now
will
allow
them
to
to
turn
that
switch
on
when
they're
ready
to
do
so.
So
some
smaller
cities
may
be
deploying
some
limited
deployments
and
will
be
much
larger
than
that
and
at
scale
within
this
four-year
period.
C
Just
to
refresh
my
memory,
we've
talked
about
cells
and
and
light
poles
and
and
LED
lights,
a
lot
in
this
committee
and
in
council
so
I'm
just
trying
to
refresh
my
memory.
It
used
to
be
back
in
the
day
when
we
had
to
agreement
with
Philips
that
they
would
get
our
smart
poles
or
they
would
get
to
put
up
smart
poles
in
the
in
exchange.
They
put
up
an
LED
light.
C
C
C
D
You
and
just
these
are
much
slimmer
poles
than
the
earlier
smart
poles
that
you
see
I
just
flip
back
to
design
most
people
looking
at
it
wouldn't
even
necessarily
know
that
there
was
anything
different
other
than
that
antenna
on
the
top
two
small
cells
a
little
bit
farther
down
in
one
power
box.
So
it's
a
much
much
more
trim
design
that
goes
can
go
on
existing
poles.
D
Those
poles,
the
existing
poles,
if
they're
structurally
sound,
will
work
off
of
those
if
they
aren't,
they
will
replace
them
with
a
structurally
sound
Pole
and,
as
Lily
said
up
to
a
thousand
of
those,
would
include
an
LED
replacement,
but
we've
prioritized
sort
of
the
structural
integrity
over
the
LEDs.
Well,.
C
A
Thank
you.
My
question
is
more
in
terms
of
the
community.
I
know
that
do
we
have
a
provide
public
notice
process
of
twenty
days,
and
so
my
question
is
on
the
implementation
of
some
of
these
small
cell
sites.
Have
we
received
any
public,
pushback
or
resistance,
because
I
know
that
that's
one
topic
that
you
know
my
residents,
my
district
bring
up
all
the
time
just
did
appointment
of
these
small
cells
I
just
want
to
know
in
terms
of
your
your
process.
Have
you
experienced
that
quite
a
bit
and
what
are
strategies
to
address
it?
That's.
H
I'd
also
like
to
point
out,
we
have
a
great
frequently
asked
questions
or
FAQ
on
the
website,
which
is
at
www.hsn,
jose
CA
of
slash
small
cells,
where
a
lot
of
common
questions
can
be
addressed
and
Public
Works,
Department
transportation
and
planning
building
and
code
enforcement
have
been
referring
the
public
to
that
FAQ
website.
Where
a
lot
of
these
questions
can
can
be
answered
and.
D
Then
I
would
say
from
my
side:
you
know
the
higher
you
go,
the
less
you
know
so
I'm
actually
part
of
the
escalation
process.
If
we
have
serious
issues
and
I'm
pleased
to
report
that
nothing
has
come
up
to
my
level
yet,
which
means
they've
been
resolved
through
them
through
the
process
so
far,
I
expect
them
to
be
over
time.
But
at
this
point
the
the
procedures
that
we
put
into
place
to
deal
with
concerns
or
complaints
have
have
worked
through
the
system
and
we've
got
that
that
process
articulated.
A
Great
just
to
two
observations:
one
camp.
Thank
you
for
the
new
phrase,
Metta
principles.
Sorry
I
always
learn
one
new
that
phrase
a
day,
but
when
we
have
this
meeting
and
also
Jay
appreciate
your
analogy
with
using
the
different
gears.
But
you
know
we
have
a
whole
generation
of
drivers
who
have
never
used
a
stick,
so
they
have
no
idea
what
you're
talking
about
Henry.
A
B
G
I
didn't
quite
fully
hear
exactly
how
you're
working
in
the
public
notice
process-
I
guess
you
know
it
can
always
be
talked
about
before
coming
here.
I
was
my
hope
that
it
could
be
a
process
where
you
offer
a
20
day.
Public
notice
and
I
thought
that
after
20
days,
it
was
just
closed
to
the
public
and
everything
was
closed.
You
seem
to
suggest
30
to
60
days
here.
G
I
guess
I
can
respect
those
guidelines,
but
I
hope
that
you
can
be
open
and
loose
but
but
open
if
the
public
needs
to
needs
a
few
more
days
or
a
week
or
so
or
two
more
to
to
gather
and
organize
themselves
and
how
to
if
they,
if
they're,
not
happy
with
with
what
you'll
be
presenting
to
a
certain
neighborhood.
Thank
you.
B
A
D
For
this
item,
I'd
like
to
invite
up
my
colleagues,
the
director
of
communication,
Rosario
Nieves
and
the
mayor's
chief
innovation
officer,
Shireen
Santosh
iam,
who
provide
an
update
on
the
work
we're
doing
so
far
around
Facebook
live
and
box
skills.
Our
smart
city
vision,
as
you
know,
includes
this
notion
of
transparency
and
visibility
on
the
workings
of
government
and
responsiveness
to
our
citizens,
and
so
these
are
two
pilots
that
we
launched
to
test
and
learn.
J
Afternoon,
council
members
Rosario
in
the
office
director
of
communications,
so
in
March
2018,
we
launched
two
pilots
to
explore
how
to
increase
engagement
with
this
committee
and
our
residents,
our
pilots
involved
using
Facebook
live
to
stream,
the
smart
cities
committee
and
box
skills,
'as
AI
technology
to
help
residents
search
for
content
from
past
city
council
meetings.
So
what
you're
looking
at
there
is
the
an
overview
of
each
one
of
the
pilots.
The
objective
of
the
Facebook
live
pilot
is
to
increase
awareness
and
engagement
with
residents.
J
We
use
the
Facebook
live
feature
on
the
city
of
San,
Jose's,
main
Facebook
page
to
stream,
live
video
and
promoted
the
stream
on
Facebook
and
through
Twitter.
The
objective
of
the
Box
skills
pilot
is
to
test
the
feasibility
of
box
skills
as
AI
technology
for
our
purposes,
box
skills
hosted
the
video
and
we
promoted
it
externally
to
residents
through
a
blog
post
in
social
media
box
skills,
as
AI
technology
makes
it
easy
for
residents
to
interact
and
search
for
past
city
council
meetings.
J
So
both
of
these
pilots
enable
us
to
test
new
ways
to
make
our
information
transparent
and
accessible
to
residents,
and
they
offer
us
another
way
in
another
touch
point
for
us
to
engage
with
residents
so
I'll
turn
it
over
to
Denville.
She's
gonna
tell
you
a
little
bit:
oh
I'm,
starting
to
Shireen
who's.
Gonna.
Tell
you
a
little
bit
more
about
why
we're
doing
this.
K
So
why
are
we
doing
this?
The
reality
is
that
most
residents
in
our
city
don't
engage
with
local
city
government,
and
this
really
gives
us
an
opportunity
to
build
more
inclusive
and
user
friendly
City,
which
is
in
line
with
our
smart
city
vision
and
demonstrate
new
technology
with
the
best
technology.
Firms
that
we
have
right
here
in
the
valley
and
Facebook
live
in
particular
brings
content
onto
a
platform
that
users
are
already
on,
so
we're
taking
the
content
to
them
rather
than
expecting
them
to
come
to
us.
K
It
also
allows
them
to
engage
with
the
content
in
a
much
more
dynamic
way
and
it
allows
them
to
engage
by
you
know,
even
if
they're
not
physically
present,
most
people
are
working
right
now
in
the
city,
and
so
it
gives
them
that
opportunity
and
with
a
box
pilot
we're
really
trying
to
understand
a
new
type
of
technology.
You
know
video
search
and
AI,
and
it
can
also
empower
our
residents
to
search
that
content
much
more
easily.
K
So
if
you've
ever
tried
to
search
for
content
on
the
Granicus
system,
it's
very
difficult
and
very
bulky,
and
so
these
new
tools
are
really
a
way
to
empower
our
residents
to
be
able
to
find
the
information
that
they're
looking
for
also,
you
know
we
actually
end
up
spending
on
all
our
collective
tools
around
Granicus
and
and
streaming
video
close
to
$250,000
a
year
in
the
city,
and
so
as
technology
advances,
you
know
what
are
the
opportunities
for
us
to
actually
have
significant
cost
savings
over
time.
I
will
emphasize.
K
This
is
the
box
product
in
particular,
is
very
early,
and
so
we're
going
to
talk
about
some
of
the
limitations
about
working
with
a
product.
That's
so
early,
but
I'll
turn
it
over
to
to
Denzel.
Who
is
the
newest
member
of
my
team?
You
may
remember
Henry
sy,
who
started
this
project
and
was
a
Harvard
Business
School
leadership
fellow
last
year,
and
so
Denzel
was
part
of
that
program.
K
L
Thank
you
for
having
me
mr.
chair
honorable,
mayor
and
committee
members
I'm
excited
to
talk
to
you
about
this.
These
two
pilots,
as
you
may
know,
Facebook,
is
a
free
to
use
platform
and
live,
is
one
of
the
available
features
on
Facebook.
The
greatest
aspect
of
Facebook
live
is
that
it
can
facilitate
mobile,
real
time
engagement
with
our
residents.
This
slide
shows
what
it
looks
like
and
what
the
process
is
entailed.
So,
as
you
can
see,
this
screenshot
was
taken
right.
L
L
The
outcomes
for
this
pilot
were
very
exciting.
First,
I
want
to
explain
what
the
data
here
you're
seeing
entails.
So
Facebook
Reach
is
the
number
of
unique
people
who
have
viewed
the
content
and
we've
compiled
the
Facebook
reach
for
each
of
the
four
meetings
that
this
was
piloted
for.
You
can
also
see
the
comparison
to
Granicus
as
pageviews.
L
The
Granicus
views
are
starting
from
October
of
last
year,
so
you
can
see
how
it
is
pretty
stable
over
time.
There
was
a
lot
of
excitement
for
when
we
first
launched
this
Facebook
live
pilot,
and
while
the
viewership
began
to
stabilize
near
the
end
of
the
fourth
meeting,
you
can
still
see
that
by
the
end
it
was
seventy
times
greater
than
the
interaction
that
we
receive
on
the
Granicus
page.
B
J
This
time
my
recommendation
is
to
explore
a
new
four-month
pilot
to
continue
testing
Facebook
live,
but
also
to
specifically
evaluate
YouTube
as
an
alternative
option
for
streaming.
Youtube
is
also
a
very
widely
used
platform.
Seventy-Three
percent
of
all
Americans
are
on
YouTube
versus
68
percent
of
all
Americans,
who
are
on
Facebook.
So
it's
it's
not
necessarily
considered
a
social
media
site
and
sharing
platform.
J
It's
it's
primarily
a
video
sharing
platform,
but
one
of
the
reasons
that
we
want
to
explore
using
YouTube
as
well
is
because
we're
still
exploring
how
best
to
respond
to
residents
comments
on
Facebook
and
Facebook.
Since
it's
a
social
media
sharing
platform,
it's
meant
to
create
a
community
conversation,
and
so,
if
we're
not
resourced
internally
to
be
able
to
respond
to
residents
comments
in
real
time,
then
we
need
to
look
at
other
ways
that
we
can
still
use
a
streaming
technology,
but
maybe
not
to
hold
two-way
conversations.
J
So
YouTube
isn't
an
platform
that
could
help
meet
our
needs.
So
what
we
want
to
do
is
recommend
a
another
four
months.
Two
of
those
months
will
solely
focus
on
looking
at
YouTube
and
then
the
next
two
months.
We'll
explore
both
YouTube
streaming
and
Facebook
live
and
then
we'd
like
to
bring
back
those
recommendations
to
the
committee.
Are
those
outcomes
to
the
committee
and
look
at
what
the
engagement
looks
like
with
that
that
type
of
pilot?
We
also
want
to
explore
different
types
of
marketing
and
promotional
efforts.
J
You
know
we
we
did
minimal
marketing
and
promotion,
mainly
through
Facebook
and
also
through
Twitter,
but
some
ideas
that
the
team
here
created
are
to
possibly
use
a
consistent
hashtag.
We
had
it
really
promoted
it
using
a
social
media
hashtag.
So
that's
something
that
we
can
do
differently.
The
next
would
be
to
expand
promotion
to
next
door,
which
is
a
very
active
platform.
J
Also,
we
could
coordinate
with
council
member
Jones,
who
is
the
committee
chair
to
to
possibly
promote
it
by
maybe
having
a
video
where
your
you're
going
on
Facebook
live
and
you're
teasing
out
what
the
agenda
is
going
to
be
for
the
smart
cities
committee
that
day
we
can
also
identify
and
work
with
other
influencers
in
San
Jose.
We
saw
a
lot
of
engagement
through
mayor,
lakatos,
tweet
and
tweets
on
on
his
Twitter,
but
there
could
also
be
some
other
influencers
that
we'd
like
to
leverage
and
and
promote
that
way.
L
And
so
I'll
talk
about
the
box
pilot
that
occurred
in
parallel
with
that
pilot,
we
work
to
dress
in
finding
ways
exact
to
convey
the
content
of
these
meetings.
As
you
know,
the
city
holds
nearly
20
City
Council
and
committee
meetings
a
month
and
they
can
range
from
two
hours
to
nearly
a
day
and
a
lot
of
that
content
gives
a
lot
of
that.
L
Content
gives
our
city
policy
and
staff
direction,
and
so
it's
really
important
for
that
content
to
be
available
to
our
residents
and
so
box
skills
demonstrated
the
ability
to
help
with
that
problem,
and
here
you
can
see
what
the
Box
user
experience
look
like.
So
with
box
every
time
a
video
was
streamed
and
it
would
be
uploaded
to
the
box
cloud
storage
solution
and
box
skills
would
process
that
video
to
understand
what
topics
were
discussed
in
the
content
of
the
video,
and
it
would
try
to
do
real-time
transcription
of
the
of
the
conversation
as
well.
L
And
finally,
it
would
try
to
understand
who
were
the
main
speakers
during
the
content
of
the
video
and
it
allowed
users
to
be
able
to
scrub
through
the
video
to
figure
out
when
speakers
were
speaking
about
what
topics.
So
this
is
very
exciting
and
boxed
has
many
planned
features
for
the
future,
including
real-time
translation
of
the
transcription,
but
that
doesn't
exist.
Yet
I
really
want
to
take
the
time
to
celebrate
how
this
is
an
example
of
a
small
wonder
project.
L
It
was
very
low
risk
for
us
to
partner
with
them
and
both
sides
of
the
city
as
well
as
box,
were
very
happy
with
the
partnership.
It
was
very
cutting
edge.
This
is
very
exciting
features
that
aren't
even
widely
available
to
the
public
yet,
and
so
this
was
a
great
opportunity
for
us
and
about
the
product
itself.
It's
still
very
early
stage.
L
The
skill
set
was
mostly
focused
around
internal
team
productivity
box
is
focused
on
cloud
storage
solution
and
it's
really
meant
to
be
worked
on
meant
to
be
used
by
teams
at
companies,
and
so
it
doesn't
provide
a
comprehensive
feature
set
for
government
and
there
are
new
plans
for
future
skills,
aren't
really
catered
to
us,
but
be
the
process
of
going
through
this,
and
by
partnering
with
them.
We
were
able
to
understand
what
are
some
of
the
skills
available
in
the
future.
K
L
K
As
I
mentioned,
I
just
want
to
highlight
a
couple
of
things.
This
was
this
is
a
very
cutting
edge.
Partnership
I
mean
rarely.
Does
a
government
work
with
a
company
on
something
that's
so
early
and
I
think
they
had
about
nearly
a
dozen
partners,
and
we
were
the
only
city
or
only
government
entity
within
it,
and
some
of
the
mutual
learnings
from
for
them
and
for
us
were
very
much
celebrated
on
both
sides.
K
So
there
was
a
blog
that
was
written
about
box,
the
CEO
box,
I
think
Henry
wrote
that
and
the
CEO
box,
you
know
tweeted
that
out
we
had
Rob
and
I,
both
speaking
at
their
their
conference
this
year,
and
you
know
so.
This
was
a
very
good
learning
experience
for
both
sides.
It's
a
partnership
that
we
will
continue
in
the
long
term,
but
not
on
this
particular
product,
and
this
is
really
an
example
of
how
the
Small
Wonders
pipeline
should
work,
which
is
we
spent
time.
K
You
know
on
the
discovery
phase
we
found
potential
use
for
this.
We
executed
the
pilot,
but
ultimately
this
is
not
a
scalable
product
in
its
current
form
for
the
city,
and
that
is
is
just
fine.
So
what
our
recommendation
is
is
that,
although
we
won't
move
forward
with
this
product
in
the
long
term,
we
would
like
to
spend
some
time
continuing
it
in
this
committee
until
we
shut
it
down
in
early
2019
and
we'll
promote
it
as
a
sandbox
experiment.
So
we
actually
did
in
contrast
to
the
Facebook
live
pilot.
A
J
Thank
you
to
Denzel
Sherine
and
Craig
Judson,
the
City
Clerk's
office
and
our
council
committee
members
for
your
work
and
participation
in
this
four
month
pilot.
We
will
keep
evaluating
and
iterating
and
we
look
forward
to
continuing
to
update
you
on
this
innovative
pilot
and
at
this
time,
we'll
take
any
questions.
Thank
you.
A
F
Mira
asked
your
question.
Thank
you.
So
much
and
and
again
thanks
for
all
the
work,
that's
being
done
here,
it's
you
know,
we
recognize
it's
both
exciting
and
we
know
there
are
limitations
to
what
some
of
these
tools
can
do
and
it's
important
for
us
to
still
push
ahead
and
I
just
had
to
sort
of
question
out
a
sort
of
curiosity
with
our
interaction
with
box.
K
We
don't
think
that
it
will
fully
meet
the
needs,
because
there
are
a
lot
of
sort
of
legal
restrictions
around
what
it
would
take
to
be
the
platform
of
record
for
the
city
and,
though
that
there
are
many
elements
of
technology
that
we
would
love
to
see
in
a
platform
like
Granicus
it.
They
don't
have
plans
to
build
out
that
level
of
functionality.
J
So,
as
far
as
the
Facebook
live
resource
impact,
what
we're
looking
at
here
is
a
staff
time
of
mine,
and
so
Craig
Judson
is,
is
our
broadcast
and
operations
engineer
and-
and
this
has
been
his
project-
that's
been
that
he's
been
collaborating
with
us
on.
So
this
takes
about
a
couple
of
hours
of
his
time,
pre
committee
and
then
also
the
monitoring
and
engagement
of
the
comments
during
the
meeting.
J
That
has
been
a
collaboration
with
the
council,
staffs
and
so
we've
been
allocating
one
person
who
would
monitor
comments
and
engagement
during
the
meeting,
and
we
have
seen
engagement,
taper
off
I
think
in
the
first
month
we
did
see
some
more
engagement
from
residents.
People
thought
it
was
cool
and
a
lot
of
the
comments
that
we
got
was
just
you
know.
This
is
great
that
the
city
is
doing
this
very
cool
and
then
over
time
we
would
just
haven't
seen
as
much
engagement
from
the
residents
in
that
way.
J
So
that's
something
that
we
do
want
to
market
and
promote
more
I.
Think
the
more
that
we
put
this
out
there
and
the
more
that
residents
would
get
used
to
it.
Then
we'd
probably
see
a
little
bit
more
engagement
and
that
would
require
a
dedicated
community
manager,
who's
monitoring,
the
the
Facebook
live
stream
and
who's
able
to
respond
to
residents,
questions
or
concerns
in
real
time.
It's.
J
L
And
so
that's
a
fully
manual
process,
and
we
spoke
to
box
about
trying
to
create
a
user
experience
to
automate
that,
but
that's
just
not
in
their
priorities
right
now
and
then
we
would
try
to
republish
ice
it.
But
actually
there
was
no
standardized
promotion
plan
around
the
box,
video
and
so
that's
something
that
we
hope
to
do
more
in
the
future.
Okay.
F
Thanks,
that's
helpful,
I
mean
I,
appreciate
everyone.
Who's
working
on
these
projects
is
busy,
but
it
seems
like
there's
a
pretty
discrete
amount
of
commitment
for
what
is
a
considerable
gain
for
us
to
learn
and
I.
Just
really
appreciate
us.
Trying
projects
like
this
I
think
it's
it's
helpful
and
it
communicates
importantly
to
our
community
that
we
care
about
their
engagement,
so
I
hope
we
can
continue
to
push
on
and
whatever
form
it
might
be.
I
I
appreciate
it
sound
like
we're.
F
J
I
think
that
you
know
one
of
the
one
of
the
considerations
that
we
took
into
place
is
just
the
ability
for
staff
to
just
get
the
pilot
started,
and
so
now
that
we
have
a
process
developed
around
it,
there's
some
efficiencies
that
we
can
create
there.
We
can
certainly
look
at
putting
more
of
our
energy
and
time
to
marketing
and
promoting
it
in
advance
so
that
we
can
get
the
word
out
there
more
and
see
if
residents
will
start
to
pick
up
on
an
engagement
with
us
in
this
way.
Okay,.
F
I,
so
they
so
please
lean
on
us,
and
you
know
we
benefit
enormously
from
those
like
you
who
understand
the
best
strategy,
we'll
certainly
happy
to
try
to
get
the
word
out
in
a
way
that
aligns
with
that
strategy
and
then
I
guess
the
the
use
of
box
I
understand
the
need
to
simply
move
on
at
some
point.
Would
we
be
trying
to
any
point
between
now
and
the
spring
to
integrate
box
with
the
YouTube
pilot,
or
is
this
solely
a
box?
Facebook
live
partnership.
F
L
J
Hasn't
been
something
that
we've
talked
about,
but
it's
a
great
point.
You
know
periscope
and
Twitter
live
both.
Are
video
streaming
capable
so
I
think
as
we
look
at
exploring
other
video
sharing
platforms
like
YouTube,
we
can
certainly
look
at
those
two
to
see
if
there's
any,
if
we
see
more
reach
that
way,
the.
C
I
appreciate
the
the
ability
to
index
people's
faces
and
to
have
a
community
engagement
officer
or
person
to
answer
questions
as
kind
of
one
of
the
more
social
media
friendly
council
members.
You
know
I
used
to
be
all
over
the
place
and
like
I'd,
post,
here's,
my
lunch
and
here's
City
Hall
and
here's
behind
the
scenes.
And
you
know
all
the
things
get
to
see
when
Wendy's
yeah.
C
Here,
here's
underneath
our
dais,
what
it
looks
like,
but
it
got
to
a
point
where
I
would
try
to
engage
with
every
person
who
would
say
things,
but
then
you,
as
is
inevitable.
The
people
start
saying
less
than
friendly
things
and
presented
me
with
a
conundrum.
Because,
as
someone
who
wanted
to
be,
you
know
social
media
savvy
and
engaging
folks
and
respond
to
everybody
who
had
a
question
about
something
city
related
I
found
myself
at
times,
maybe
being
aggressive
with
people
who
were
aggressive
to
me
because
I
wanted.
C
If
we
just
get
the
video
onto
YouTube
or
Twitter
or
Facebook,
and
just
have
it
there
for
people
to
more
easily
access
than
our
Civic
Center
TV
website,
I
think
that's
a
win!
So
I
appreciate
all
the
effort
around
box
and
the
potential
funding
that
goes
into
this.
But
if
we
can
just
get
the
raw
footage
out
on
the
internet,
I
think
that's
the
win
for
us.
J
Thank
you,
you
know,
I
think
it
speaks
to
what
are
our
objectives
right
with
this
pilot
and
that
just
what
are
our
objectives
with
communications
overall
and
you
know
we
seek
to
be
transparent.
You
know,
as
far
as
open
government
and
also
to
inform
and
engage
our
residents
about
the
decisions
that
are
being
made
so
I
think
allowing
us
to
use
those
types
of
streaming
technologies
like
YouTube.
J
It
will
enable
us
to
just
give
them
another
option
for
us
to
choose
from
and
then,
if
we
do
see
that
there's
efficiencies
or
cost
efficiencies
that
can
be
realized
in
the
long
term,
then
you
know,
maybe
it
doesn't.
We
don't
need
the
Granicus
as
well
and
and
we
can
look
at
alternate
technologies,
so
I
think
this
is
all
something
that
is
good
conversation
and
that
we're
looking
to
explore
with
the
pilot
I
mean.
K
Sorry
I,
just
to
the
answer,
I
mean
I,
think
what
this
pilot
shows
is
just
the
that
we're
really
missing
out
if
we're
not
engaging
with
some
social
media,
because
even
in
the
low
case
here
we're
at
70
times
the
viewership
that
we
normally
have,
and
so
I
just
want
to
really
think
Rosaria
for
her
leadership
and
her
push
for
social
media
in
the
city
and
as
we
move
into
this
next
phase,
trying
to
figure
out
what
mix
of
social
media
platforms
are
gonna
be
best
for
this
engagement
I
think
is
really
critical.
Just.
C
Following
up
on
that,
I
assume
that
the
the
kind
of
this
experiment
with
box
could
take
some
sort
of
funding
and
and
obviously
staff
hours.
But
if
we
were
just
go
the
route
of
getting
raw
footage
and
putting
it
up
are
you
mentioned
earlier?
There
were
legal
restrictions
or
some
issues
with
that
using
YouTube
just
as
a
general
or
were
there
some
sort
of
Brown
Act
things
or
issues
with
just
putting
footage
up
online.
B
There
are
some
Brown
Act
and
some
Public
Records
Act
requirements
for
public
meetings,
but
I
believe
these
are
in
conjunction
with
whatever
other
records
we
have.
So
you
could
do
a
YouTube.
You
could
do
a
Facebook
live
in
in
conjunction
with
what
our
existing
are
so
long
as
we
comply
with
the
record
retentions
under
the
Brown
Act
and
the
Public
Records
Act.
Okay,.
C
J
A
Just
have
one
quick
question:
it's
a
capability
and
it's
a
privacy
question
for
the
viewers
on
Facebook
live
who
have
gone
in
it
watched.
You
know,
one
of
the
the
meetings.
Is
there
a
way
to
capture
that
information
and
Mark
it
back
out
to
them,
since
we
know
that
they're
already
yeah
have
you
used
the
service
or
viewed
of
one
of
our
meetings?
So
do
we
have
that
capability
and
are
there
any
privacy
issues
around
that.
L
J
A
F
F
Minutes:
okay,
fabulous
thanks
just
moving
forward
as
we
think
about
other
committees
and
how
we
might
roll
this
out.
Are
we
thinking
there
would
be
a
strategy,
for
example
around
every
committee
chair
being
able
to
dedicate
a
little
bit
of
staff
time
being
able
to
respond
and
moderate
I
know
that
I
think
councilmember
Jones
has
done
so
in
this
case.
Maybe
that
could
be
a
good
model
for
us
further
committees.
Yes,.
J
I
think,
as
we
look
at
scaling
up,
I
think
we
would
we
would
need
to
pull
in
other
resources.
You
know
just
because
on
the
administration
side
we
just
don't
have
the
you
know
that
dedicated
staff
to
support
all
the
council
and
committee
meetings.
So
if
there's
a
way
to
collaborate
and
use
a
working
model
where
we
leverage
council
committee
staff,
that
would
be
a
good
model.
I
think
that
we
can
certainly
explore
okay.
F
C
A
G
G
You
know
I
wear
in
November
now
we
should
be
at
a
place
where
it's
working
and
it's
going
and
is.
Is
that
a
way
to
learn
how
to
practice
accountability
practices
with
the
public
with
the
LED
light
program
with
the
Siemens
you
know,
nightstick
thing
is:
is
there?
Is
it
time
to
begin
to
develop
community
ways
for
like
the
surveillance
and
technology
ordinance
that
you're
working
on
and
to
start
to
introduce
that
at
a
more
broad
public
level,
I'm
hopeful
of
those
kind
of
ideas
at
this
time?