►
Description
Join us on December 6th at 1:30pm for this month’s Smart Cities and Service Improvements committee meeting. The Council committee will discuss the development of our Digital Privacy guidelines, Dig Once Policy (on incentivizing coordinated construction) and our Safe City strategy update. Tune in to see what factors drive the process and data-centric technology solutions within our city departments, how the city is minimizing costs and inconvenience for underground utilities, and our public engagement practices. See the full agenda below (timestamps pending!).
This YouTube Live session is a pilot project, and council
members will not be able see your comments during the meeting.
Please see full agenda + presentations here: https://sanjose.legistar.com/View.ashx?M=A&ID=652444&GUID=07A36C16-97D8-4AD3-93E8-D41B5123525F
A
B
A
C
Afternoon
mr.
chair
members
of
the
committee
members
of
the
Joan
public
Kip
Harkness
deputy
city
manager,
just
a
quick
frame
up
of
the
of
the
day.
Today,
we've
got
quite
a
lot
of
items
as
you've
seen
so
will
be
fairly
crisp
moving
through
them,
but
together
they
bring
you
a
sense
of
what
we
are
doing
as
a
smart
city.
C
When
we
completed
the
three
telecommunications
agreements
recently
part
of
what
we
started
put
into
place,
where
a
series
of
policies
to
support
them,
the
first
that
you'll
hear
about
now
is
the
privacy
policy
and
then
a
little
bit
later.
What
we
call
our
dig
wants
policy
in
between
you'll
hear
an
update
on
the
Facebook,
Tara
graph
demonstration
project
and
then
later
safe
city,
our
city
website,
smart
procurement
and
finally,
we'll
leave
with
a
treat
on
autonomous
vehicles
where.
C
Is
leading
the
nation
in
terms
of
privacy?
San
Jose
strives
to
be
people
centered
in
the
way
that
we
approach
the
smart
city.
That
means
across
all
of
our
technology
and
innovation.
Work
privacy
must
be
a
top
priority
in
the
absence
of
clear,
federal
or
state
guidance.
San
Jose
is
taking
the
lead
in
this
area,
developing
useful
privacy
principles
and
then
from
those
a
detailed
privacy
policy
is
in
fact,
quite
challenging.
We
are
seeking
to
leverage
best
practices
from
higher
education,
the
City
of
Seattle,
the
city
of
New
York,
to
name
a
few.
C
Who
is
helping
the
city
perform
the
critical
civic
engagement
efforts
on
privacy
and,
of
course,
Rob
Lloyd,
our
CIO,
who
will
be
ultimately
responsible
for
the
technological
implementation,
implementation
of
our
privacy
and
data
security
policies?
I
also
would
like
to
recognize
that
we
have
several
members
of
the
task
force
that
we've
recently
convened
in
the
audience,
who
will
be
I,
think
probably
making
some
comments
as
we
go
and
have
been
part
of
the
very
initial
efforts
that
we've
launched
to
engage
our
stakeholders.
So
with
that,
let
me
turn
it
over
to
Liam
thanks.
D
Skip
good
afternoon
mr.
chair
committee,
members,
members
of
the
public
and
city
staff,
as
Gabe
mentioned,
I'm
Liam
Crawford
broadband
policy
analyst
with
the
city
managers,
innovation
team,
as
convention
I'm,
going
to
provide
a
status
update
on
where
the
city
currently
stands
on
its
approach
to
digital
privacy
and
where
we
plan
to
head
in
2019,
and
so
as
the
city
looks
to
increasingly
leverage
digital
infrastructure
and
services.
We
have
identified
a
clear
need
to
develop
privacy
policy
in
a
more
deliberate
and
centralized
in
order
to
further
build
community
trust
and
engagement.
D
I
will
first
provide
an
overview
of
our
approach
thus
far
and
introduce.
We
are
how
we
are
engaging
the
broad
range
of
stakeholders.
I
will
also
share
a
timeline
of
events
over
the
past
year
or
so
and
give
which
will
give
you
an
idea
of
how
we
got
to
where
we
are
and
where
we're
heading.
Finally,
I'll
introduce
draft
privacy
principles,
discuss
next
steps
and
request
feedback
from
the
committee.
D
As
you
can
see
here,
the
city
is
currently
taking
a
three
pronged
approach
to
both
provide
feedback
and
vet
citywide
privacy
principles,
which
I
will
outline
in
more
detail
as
we
move
through
the
presentation
moving
forward.
We
plan
to
use
these
privacy
principles
to
develop
policy
for
specific,
smart
City
use
cases,
the
development
and
identification
of
which
we
will
begin
once
we
approve
have
approved
the
privacy
principles
which
I
mentioned
are
currently
in
draft
form,
and
we
will
discuss
shortly
overall.
D
The
next
second
prong
in
our
overall
approach
is
focused
largely
on
community
engagement,
which
is
a
critical
aspect
of
how
we
anticipate
moving
this
effort
forward.
The
city
manager's
office
has
been
working
with
Judy
Brown
to
my
left
and
her
colleagues
at
with
civic
makers
to
help
frame
and
facilitate
our
privacy
engagement.
Just
on
Tuesday
of
this
week,
we
held
our
first
privacy
community
workshop
and
we
plan
to
hold
similar
events
in
2019.
D
We
had
about
20
people
there
in
attendance
from
a
diverse
group
of
organizations
for
this
initial
workshop,
which
helped
us
help
helped
us
gauge
sort
of
a
general
level
of
trust
when
it
comes
to
privacy
and
helped
us
better
understand
how
the
public
has
been
interacting
with
the
city.
Thus
far
in
relation
to
privacy,
as
I
mentioned,
we
received
positive
overall
initial
feedback
on
the
city's
overall
approach
and
we
hope
to
expand
this
opportunity
moving
into
2019
holding
a
similar,
at
least
for
similar
events
in
the
new
year.
D
The
third
prong
in
our
overall
approach
is
the
privacy
advisory
task
force,
which
is
comprised
of
external
subject
matter.
Experts
members,
who
are
some
fletcher
who
are
here
today
include
the
aclu
and
double
acp
intel
labs,
Cisco,
San,
Jose,
State
University
the
center
for
applied
ethics
law
enforcement
and
sent
Clara
honey.
D
Things
that
we've
learned
coming
out
of
just
that
meeting
last
week
was
that
we
need
to
provide
more
time
to
delve
into
these
these
principles
themselves,
as
they
can
appear
high-level
but
are,
in
fact,
quite
dense.
As
you
will
see,
and
as
I
already
mentioned,
we
plan
to
hold
quarterly
meetings
as
we
move
into
2019
here,
you
will
see
a
timeline
of
the
past
year
or
so.
D
So
now
we're
gonna
move
on
and
I'm
gonna
do
my
best
to
to
walk
through
our
draft
privacy
principles.
As
I
mentioned,
we've
already
received
feedback
in
those
two
initial
engagements
which
are
not
yet
to
be
incorporated
into
these,
and
just
caution
stressed
that
these
are
draft
privacy
principles
and
we
we
want
to
receive
feedback
from
both
public
and
and
the
committee
following
me,
walking
through
so
the
first
principle
that
we've
developed
is
that
is
we
value
privacy?
We
affirm
that
privacy
is
inherently
valuable.
D
San
Jose
commits
to
fully
evaluating
risks
your
privacy
before
collecting,
using
or
sharing
your
information.
The
second
is
we
collect
only
what
we
need.
We
collect
only.
What
is
required
to
provide
and
improve
city
services
and
comply
with
the
law?
We
seek
community
input
about
what
information
is
being
used
and
what
is
being
collected.
D
D
We
give
you
control
of
your
data.
We
will
equip
you
with
the
knowledge
to
make
an
informed
decision
about
sharing
your
data,
giving
you
the
choice
to
opt
in
or
out
of
our
initial
initiatives.
Wherever
possible,
we
have
clear
processes
through
which
inaccurate
data
can
be
corrected
and,
if
necessary,
deleted.
D
We
share
only
what
we
need.
We
anonymize
your
information
before
we
share
it
outside
the
city,
except
in
very
limited
circumstances.
We
follow
federal
and
state
data
requests
and
disclosure
laws.
We
require
our
vendors
and
partners
to
adhere
to
these
principle
and
the
final
is
we
design
and
build
for
privacy
and
security.
We
integrate
privacy
and
security
into
every
aspect
of
our
designs
systems
and
processes.
D
We
commit
to
updating
our
technology
and
processes
to
effectively
protect
your
information
while
under
our
care,
and
so
with
that
I'll
provide
some
some
high-level
next
steps
and
and
then
hopefully,
we
can
move
into
to
provide
a
it's
getting
some
of
your
feedback
on
on
those
principles.
So
our
first
next
step
will
be
to
incorporate
your
feedback
and
also
feedback
from
from
previous
engagements
and
subsequent
engagements
to
come.
We
will
begin
to
develop
use
policy
use
case.
D
E
First
I
just
want
to
say
huge
kudos,
really
I,
really
like
the
direction.
This
is
going.
I
think
that
task
force
is
really
an
impressive
collection
professionals.
I
think
we
really
have
top
people
who
really
understand
these
very
complex
issues
and
I
think
that's
fantastic,
at
least
judging
from
them.
You
know
the
titles
and
what
they're
doing
I
really
like
that.
The
basic
framework
we
have
here
around
the
principles
I
would-
and
this
is
really
I.
E
Probably
a
point-
is
far
too
small
to
make
an
committee,
but
I'm
not
sure,
though
we
share
only
what
we
need
clearly
conveys
exactly
what
you
mean.
I
know
it's
probably
more
words
than
might
fit,
but
something
like
we
share
only
what
it's
what's
absolutely
necessary
are
absolutely
necessary
to
share.
It
might
be
a
little
better
understood,
but
I
think
the
principles
are
pretty
spot-on.
E
Most
importantly,
that
the
starting
one,
which
is
that
we
value
privacy-
and
that's
it's
going
to
be
part
of
everything
we're
doing
in
this
space
that
we're
gonna,
that
the
privacy
is
going
to
be
a
value
that
we're
going
to
need
to
acknowledge
and
ensure
we're
building.
For
so
this
is
all
great
and
I'm
glad
to
see
the
progress.
I
go
back
to
the
timeline.
E
C
D
C
E
I,
you
know,
if
forgive
me,
because
I
know
I
came
in
late.
You
may
have
already
acknowledged,
but
I
really
want
to
thank
the
folks
at
the
Harvard
cyber
law
clinic
that
really
see
this
effort
with
an
assuring
and
picking
the
whole
team
moti
team
trying
to
see
if
we
could
get
something
rolling.
Knowing
that
there
would
be
a
need.
I
know
you
guys
have
done
a
lot
of
heavy
lifting
since
then,
but
I
think
it's
great
that
you
know.
E
B
B
D
C
The
hope
would
be
at
that
point:
we'd
have
something
that's
for
discussion
and
approval.
Then
we
can
cross-reference
that
to
the
council
as
a
whole
in
parallel
will
also
be
developing
specific
use
cases
related
to
primary
technologies
that
we
we're
getting
out
there.
So
there'd
be
a
package
that
would
come
back
to
this
committee
and
then
be
cross-referenced
and
discussed
and
approved,
hopefully
by
the
council
as
a
whole.
Yeah.
B
So
and
I'm
interested
in
in
having
a
little
drilling
down
a
little
bit
into
what
kind
of
data
we're
going
to
be
collecting
and
so
that
it's
so,
if
we're
driving
past
a
node
at
a
stoplight,
how
long?
What
kind
of
data
are
we
collecting
would
be
another
area
that
I
would
want
to
see
in
their
report
and
then
how
long
are
we
holding
on
to
the
data
that
we
are
collecting
are
two
of
the
topics
that
I
didn't
see
delved
into
here,
yeah.
C
And
those
are
exactly
the
kind
of
things
is
we
get
the
individual
use
cases?
We
want
to
talk
about
data
retention
time,
what
the
data
is
being
collected
since
they're.
What
we
found
is
there
frankly,
there's
so
many
different
systems
out
there
and
so
many
different
pieces.
What
we
want
to
do
is
converge
first
on
the
principles
and
then
begin
to
bring
you
the
either
use
cases
or
groups
of
use
cases
and
be
very
clear.
Then.
Okay,
if
we're
doing
on
street
parking.
This
is
the
data
that
we're
collecting.
C
This
is
the
retention
of
it,
but
until
we
get
down
to
that
use
case
level,
it's
difficult
to
make
a
generalization
about
the
exact
kind
of
data
and
the
degree
of
retention,
so
we'll
see
we
hope
to
see
that
they,
some
there's
a
there'll,
be
a
third
level
in
between.
Let
me
step
back
a
little
bit
once
we
have
the
principles
we'll
come
back
with
a
policy
which
will
frame
the
general
level
of
what
kinds
of
data
we
collect
and
the
type
of
general
retention
frames.
C
D
C
C
C
F
Little
assurance
of
the
direction
in
the
policy
task
force
that
I
attended
some
of
the
feedback
from
the
private
sector
and
the
public
sector,
and
the
community
was
to
consider
a
very
high
level
principle
about
retention
of
data,
and
so
we
were
going
to
be
taking
that
feedback
into
consideration.
So
you
may
actually
see
multiple
levels
of
your
general
concern,
getting
specific
from
a
general
retention
principle,
all
the
way
down
to
the
use
cases
yeah.
B
B
So
the
areas
that
I
want
to
think
about
and
focus
on
on
data
privacy
is
the
areas
that
the
public
may
not
know
that
we're
collecting
data
on
and
I
would
like
that
less
focus
on,
for
example,
we're
being
videotaped
I
know
that
that's
gonna
be
public
and
it
is
currently
being
broadcast.
So
I
know
that
I'm
being
recorded
and
the
public
does
too
I.
Don't
care
about
that
because
obviously
I
know
about
it
right.
C
So
I
really
do
think
this
notion
of
what
do
you
retain
really
is
something
that
makes
matters
a
lot
and
so
we'll
think
about
how
we,
how
we
reflect
that
at
the
principles
level,
not
just
at
the
policy
level,
because
it's
it
does
feel
like
it's
an
added
dimension,
so
I'm
not
sure
we've
captured
it
for
there.
So
this
is
good,
very
good
feedback.
Thank
you
because
it
does
matter
right
if
you're
for
buying
a
home,
you
expect
and
understand.
That's
gonna,
be
on
the
record
and
your
hope.
It's
that
record
stays
there
forever.
C
A
G
A
My
I
guess
my
thought
is:
how
do
we
make
that?
How
do
we
make
it
clear
that
that's
not
always
gonna
be
the
case,
so
you
know
when
we
capture
data
our
date
all
the
time
in
terms
of
where
we're
located,
you
know
by
our
cell
phones
and
if
you
can
be
a
crime
or
something
where
you're
involved
with
something
where
they
need
to
yeah
yeah.
A
C
C
So
part
of
what
we
want
to
bring
back
at
the
policy
level
is:
what
do
we
think
is
the
right
balance
and-
and
you
know,
they're
areas,
areas
that
we
don't
actually
have
any
control
over,
that
I,
don't
I
don't
run
the
telcos
I,
don't
control
that,
but
within
our
data
that
we
do
control?
Where
are
we
going
to
strike
that
balance?
And
when
are
we
gonna
say?
Oh
I,
that's
not
correct.
I
can
delete
that
versus
know.
C
That
retake
remains
part
of
the
public
record
and
we're
not
going
to
change
that
or
that's
part
of
a
a
record-keeping
system.
That
is,
we
need
to
maintain
because
that's
what
we
need
to
maintain
on
you
to
understand
tax
collection,
so
we'll
have
to
make
that
distinction.
But
it
is
worth
noting
that
the
European
Union
has
gone
pretty
aggressively
in
in
what
people
can
have
redacted
or
brought
out
of
public
databases.
Great.
H
I
There's
there's
three
pieces
that
we
would
say
are
part
of
that.
One
is
that
there
are
city
uses
where
we
think
the
open
data
policy
that
councils
approved
still
apply,
and
the
anonymization
allows
us
to
provide
some
of
that
with
the
caveat
there
that
some
city
services,
like
my
San
Jose,
for
example,
and
some
of
the
features
you're
allowed
to
share
more
or
just
an
anonymously,
submit
that,
but
the
service
information
would
still
be
the
same.
I
I
There's
a
lot
of
people
struggling
with
this
with
this
conundrum
right
now,
but
we're
gonna
push
only
where
we
feel
safe
and
these
privacy
policies
give
us
the
guidance
to
say
this
is
a
safe
domain,
a
safe
use
case,
but
we've
also
said
no
to
some
scenarios
where
partners
have
hit
us
up,
because
we
said
we
can't
be
secure
private
enough
and,
and
so
these
policies
will
guide
us
in
that
way.
Thank.
H
You
that's
helpful.
I,
just
I
think
that
I
think
that
we
should
be
clear
in
our
principles
also
that
we
are
still
open
to
research,
because
that's
something
that
I
there
are
a
little
bit
in
tension
being
open
to
research
and
how
anonymizing
you
want
to
make
your
data
and
how
long
you
keep
it
and
who
you
share
it
with,
and
so
we
don't.
We
don't
have
anything
in
here
about
the
fact
that
it
says
we
value
privacy.
H
A
E
F
This
is
dolan
back
here,
ya
know.
All
of
you
said
that
I
mean
based
on
based
on
our
research.
I
would.
I
would
really
point
to
three
I
would
point
to
Seattle
I
would
point
to
Austin
Texas
night
point
to
New
York,
okay
and
we
have
engaged
with
all
of
them
and
continue
to
do
so
and
were
learning
through
us
together.
So.
C
E
J
Good
afternoon,
mayor
and
councilmembers,
my
name
is
Victor
sin
and
the
chair
of
the
Santa
Clara
Valley
chapter
of
the
ACLU
of
Northern
California.
Thank
you
for
the
opportunity
to
serve
in
the
privacy
advisory
task
force.
I
encourage
the
city
looking
to
the
implementation
framework
of
the
privacy
principles
at
a
high
level.
There
are
a
number
of
questions,
they're
still
not
clear
to
me,
who
is
the
final
decision-maker
to
determine
what
types
of
data
or
technologies
are
subject
to
the
privacy
principles?
J
Who
is
the
final
decision-maker
to
determine
whether
a
privacy
policy
specific
to
a
technology
or
usage
model
indeed
conforms
to
the
privacy
principles?
How
transparent
is
the
decision
making
process
if
the
public
notices
that
a
particular
type
of
data
or
technology
does
not
conform
to
the
privacy
principles?
What
type
of
recourse
is
available?
Is
there
any
enforcement
mechanism
I
have
an
impression
that
the
procurement
checklist
will
be
reviewed
to
adhere
to
the
privacy
principles,
while
the
procurement
checklist
is
a
good
starting
point.
J
A
G
G
G
We
can
talk
about
the
commercial
aspects
and
how
civil
rights
you
know
can
be
a
part
of
that
process
as
well.
So
good
luck
in
your
work,
I.
Thank
you
very
much.
I
question
the
name
of
it
being
called
a
working
group
and
I
can
go
in
detail
about
that
at
another
time,
but
I
really
appreciate
this
effort
and
good
luck.
Thank
you.
Thank.
K
Gonna
I
was
gonna,
call
you
down
anyway.
Thank
you,
Roxana
mara,
she
I'm
the
education
chair
of
the
San
Jose
Silicon
Valley
at
n-double-a-cp.
I
want
to
first
of
all
thank
the
smart
cities
team
for
inviting
us
to
participate
with
the
privacy
advisory
task
force.
The
last
couple
of
meetings
were
good
I
noticed
in
the
there's
the
draft
digital
privacy
principles
that
are
here
and
then
there
was
another
slide.
That
said
committee
feedback
and
there
was
some
really
valuable
feedback
that
was
offered
if
he
maybe
could
toggle
to
that
committee
feedback
slide.
It's
exactly.
K
It
looks
exactly
the
same
as
the
draft
principles,
and
so
I
am.
If
the
record
hadn't
been
made
about
the
committee
feedback
I
think
I
it
had
to
have
been
made,
but
I
will
just
echo
some
of
it.
That
was
made
the
representative
from
the
Applied
Center
for
Ethics
at
Santa,
Clara
University
had
mentioned
for
the
first
one
that
not
just
we
affirm
that
privacy
is
inherently
valuable,
but
that
it
is
a
human
right.
I
think
many
of
us
around
the
table,
we're
echoing
that
sentiment
as
well.
K
So,
if
that
there
would
be
consideration
of
changing
that
language,
that
privacy
is
a
human
right
there.
Many
documents
that
also
echo
that
and
then
one
of
the
recommendations
that
we
had
made
because
of
the
concerns
around
the
use
of
data
and
potential
misuse
of
data
is
to
really
consider
the
principles
for
algorithmic
transparency
and
accountability.
That's
published
by
the
Association
for
Computing
Machinery,
u.s.
Public
Policy
Council.
K
In
some
way,
we
really
do
have
to
have
openness
and
transparency
about
the
algorithms
that
are
being
used
and
in
terms
of
how
people
would
be
well
just
basically
the
outcomes
that
would
there
would
impact
the
public.
So
thank
you
again
for
the
opportunity
to
participate,
I
think
engaging
also
our
community
leaders
in
and
participating
in
the
community
engagement
part
of
it,
facilitating
that
community
engagement.
Part
of
it
would
be
really
important.
Thank
you.
G
A
D
D
A
L
A
C
F
Could
I
give
the
presentation
Facebook
paragraph
on
the
second
already
so
good
afternoon,
in
the
interim
good
afternoon,
chair
Jones
honorable
mayor
committee,
members,
members
of
the
public
city
staff
and
Smart
City
partners,
I'm
Dolan
Beckel,
director
of
the
Office
of
civic
innovation,
today
I'm
going
to
provide
an
update
on
our
pilot
of
our
gigabit
level,
internet
backhaul,
using
the
face
book,
Tara
Graff
technology
first
I'll
provide
a
quick
background,
refresher
on
the
project.
Next
I'll
discuss
current
status.
F
Lessons
learned
next
steps
and
then
turn
it
back
over
to
the
chair
for
committee
QA
to
provide
some
background
in
2016
Facebook
and
the
city
of
San
Jose
partnered
to
pilot
the
installation
and
testing
of
one
of
the
world's
first
and
to
date,
largest
Wireless
millimeter,
wave
gigabit
internet
backhaul.
The
application
used
to
test
the
internet
backhaul
is
outdoor
Wi-Fi
access
throughout
the
city's
downtown
corridor.
On
the
screen.
F
Here
you
see
a
map
of
the
deployment
of
approximately
250
tera
graph
nodes
which
compromises
over
one
square
mile
of
the
city
downtown,
including
coverage
at
the
SA
P
Center,
City
Hall
and
the
Convention
Center.
This
learning
driven
pilot
project
was
done
on
our
demonstration
policy
whereby
nascent
groundbreaking
technologies
which
have
the
potential
for
significant
community
benefit
can
be
piloted
in
a
real-world
urban
setting
at
no
cost
to
the
city,
but
the
opportunity
in
context.
This
graph
illustrates
in
blue
the
capacity
provided
by
gigabit
level.
Internet
access
compared
to
wickedly,
fast
Wi-Fi
shown
in
green.
F
This
is
shown
for
three
different
common
forms
of
internet
uses
browsing
the
city's
webpage
browsing
a
social
media
application
such
as,
but
not
including
Facebook
or
streaming
a
live
feed
such
as,
but
not
including
Facebook
live.
The
bottom
line
of
the
slide
is,
as
with
gigabit
level
speeds,
more
people
get
to
do
more
online,
so
the
current
status
of
the
project
is,
first
of
all,
the
backhaul
network
is
performing
well
under
current
employee
testing.
F
It
was
not
a
trivial
effort
to
get
a
critical
mass
of
employees
to
sign
up
and
use
the
application,
so
we
want
to
thank
them
for
their
help
and
hopefully
they
enjoy
the
ice
cream.
Second,
we
recently
signed
a
12-month
extension.
We
recently
signed
a
12-month
extension
to
the
current
demonstration
policy
agreement
with
Facebook
to
allow
the
city
and
face
more
time
to
test
and
operationalize
the
network.
F
To
that
end,
the
city
and
Facebook
have
jointly
agreed
on
a
series
of
major
milestones
to
transition
operations
of
Terra
graph
to
a
commercial
operator
and
then
integrate
Terra
graph
into
the
broader
community.
Wi-Fi
and
I'll.
Talk
about
that
more
at
the
next
point.
I
would
be
remiss.
I
was
remiss
not
to
not
indicate
that
we
have
our
partners
from
Facebook
in
the
audience.
If
we
have
any
questions
so
under
lessons
learned
as
I
mentioned,
this
project
was
a
learning
driven
project
and
both
partners
continue
to
learn
significantly.
F
Some
key
lessons
are
that
when
the
city
forms
partnerships
with
the
private
sector,
we
all
learn
people
and
processes
get
better
internally
and
the
residents
can
benefit
externally.
So
Terra
graph
project
was
the
first
time
the
city
permitted
wireless
devices
on
our
light
poles
at
scale.
We
know
it's
a
common
topic
in
these
discussions,
but
when
this
project
started,
we
had
not
permitted
any
devices
on
our
poles
at
scale.
F
We
realized
quickly
that
having
a
streamlined,
permitting
process
is
extremely
important
to
speed,
predictability
and
cost,
and
the
city
now
has
a
vertical
infrastructure
team
that
permits
all
devices
on
our
poles
and
in
two
years,
we've
gone
from
permitting
devices
taking
several
many
many
months
to
just
four
weeks
and
the
Public
Works
d-o-t
and
civic
innovation
teams
continue
to
prove
on
that
permitting
interval.
The
second
is
is
that
wickedly
fast
Wi-Fi
is
degrading
rapidly.
F
The
underlying
funding
model
is
insufficient
and
we
agreed
on
our
broadband
strategy
that
being
an
Internet
service
provider
is
not
core
to
what
the
city
can
and
should
do.
So.
During
this
project,
we
had
the
opportunity
to
benchmark
other
community
Wi-Fi
projects,
and
the
bottom
line
is
a
good
user.
Experience
require
a
significant
network,
design,
capital
investment
and
then
ongoing
operations
investment.
So,
in
parallel
to
this
project,
the
mayor's
office
of
technology
and
innovation
conducted
an
initial
downtown
Wi-Fi
survey.
F
The
survey
provided
many
insights,
including
the
public
acceptance
of
advertising
as
a
way
to
generate
revenue
to
support
a
good
user
experience.
Next
steps
for
this
project
are
while
employee
testing
continues.
We
have
started
our
community
Wi-Fi
strategy
and
that
community
Wi-Fi
strategy
includes
developing
the
appropriate
scope
for
our
future
community
Wi-Fi
capability
and
defining
the
business
case
for
transitioning
community
Wi-Fi
to
a
licensed
operator
to
maintain
and
operate
a
good
user
experience
in
parallel.
F
We're
also
evaluating
broader
connectivity
needs
such
as
multiple
services
running
over
a
city-owned
connectivity
network
and
that
just
improves
the
potential
for
a
value
trade
business
case.
The
goal
is
to
fully
transition
test
and
deploy
our
community
Wi-Fi,
including
Tara
graph
to
the
public
by
the
spring
of
2020,
with
the
following
major
milestones.
Our
broader
connectivity
needs
in
community
Wi-Fi
will
be
defined
by
spring
of
2019.
E
E
Just
to
be
clear,
the
the
infrastructure
that
Facebook
was
kind
enough
to
invest
in
would
that
stay
with
us.
Yes,
absolutely,
okay,
fabulous!
Thank
you!
Facebook!
Let
me
appreciate
that
great
and
do
we
have
I
know
we'll,
never
really
know
until
we
do
the
RFI,
but,
let's
assume
for
a
moment,
there's
no
revenue
model
such
as
advertising.
That
will
sustain
this
Whitney
sense.
If
the
city
just
suddenly
decided
we
won,
the
lottery
will
pick
up
the
tab.
What
this
would
run
to
operate,
we've.
F
Done
some
we've
done
a
couple
bench
markings.
The
first
is:
we've
had
some
initial
disk
questions
on
a
potential
value
trade
and
there
are
interested
parties
and
we
believe,
there's
a
feasible
business
case
to
be
had
based
on
looking
at
other
cities.
So
we
are
being
optimistic
that
we
will
come
to
a
successful
conclusion
of
the
RFI.
The
second
is,
is
that
you
we
do
have.
F
We
do
have
some
understanding,
Rob,
Loy's
predecessor
in
Palo
Alto
last
year
conducted
an
RFI
for
approximately
400
nodes
of
community
Wi-Fi,
downtown
and
benchmark
the
capital,
expense
and
the
operating
expense
for
the
whole
end-to-end
solution.
So
we
do
have
some
benchmarks
we're
a
fairly
recent
that
we
can
use
in
this.
So
we're
making
informed
decisions.
E
F
F
So
the
Palo
Alto
estimate,
which
was
for
400
Wi-Fi
access
points,
was
approximately
$600,000
a
year
for
a
good
user
experience
and
in
that
case,
a
good
user
experience
included
secure
access
because
security.
What
was
in
our
Wi-Fi
survey,
as
well
as
to
the
city
of
Palo
Alto's
users
at
key
importance?
So
if
you
just
kind
of
do
the
math
of
the
number
of
access
points
we
have
now
compared
to
400
you'd,
be
looking
at
somewhere
around
a
200
thousand
number.
Okay.
F
F
What
we
would
be
doing
as
part
of
this
effort
is
evaluating,
we
call
do
drive
testing
with
someone
like
me,
driving
around
with
my
phone,
the
small
cells,
which
is
often
see
we
will.
We
will
be
evaluating
the
user
experience.
So
it's
it's
possible
that
we'll
need
to
do
some
optimization
of
the
network,
potentially
some
more
densification
to
get
a
good
user
experience
and
we're
already
anticipating.
We
would
build
that
into
that.
Rfi,
ok,.
F
F
B
If
we're
going
with
an
advertising
model,
we
have
any
control
over
what
gets
advertised
and
again.
This
brings
me
back
to
the
data
collection
policy.
You
know,
could
it
be
miss
misconstrued
that
we're?
You
know,
because
we're
providing
free,
Wi-Fi
service,
we're
actually
tracking
with
cookies
or
whatever,
what
people
are
doing?
I'm.
F
Gonna
provide
an
umbrella
for
that
for
my
answer
to
that
and
then
I'm
gonna
turn
it
over
to
rob
to
further
clarify.
So
what
that
statement?
It
was
just
one
feasible
item
that
we
might
explore
in
terms
of
a
revenue
model.
I
actually
think
equally,
if
not
more
compelling,
is
the
fact
that
this
footprint
and
an
expanded
footprint
with
gigabit
level
backhaul
allows
a
lot
of
other
services
other
than
community
Wi-Fi
to
be
provided
over
it.
F
So
we
might
want
to
provide
our
own
IOT
data
over
that
network
and
that
we're
operator
might
have
other
services
they
would
want
to
offer
and
charge
that
in
in
exchange,
we
can
change
that
value
for
operating
and
maintaining
the
network.
So
there
are
many
different
revenue
models.
We'd
look
at
advertising
was
just
one
that
was
not
previously
asked
in
this
domain
about.
I
So
so,
council
committee,
the
the
numbers,
actually
are
pretty
accurate
and
they're
commensurate
with
what
we
have
as
an
estimate.
Two
hundred
thousand
dollars
is
the
operating
cost
of
my
San,
Jose
or
sorry
weekly,
fast
Wi-Fi.
Right
now,
we're
about
160
that
that
doesn't
include
the
carrying
cost
of
replacing
things,
which
is
what
you've
experienced
with
weekly
fast
Wi-Fi
is.
The
network
is
now
over
four
years
old
and
wireless
technologies
actually
moved
fairly
fairly
quickly.
You
can
imagine
ten
years
ago,
when
you
first
had
your
iPhone
that
speed.
I
Now
you
would
giggle
at
and
say
that's
so
tiny.
So
wireless
technology
moves
so
quickly.
You
do
have
to
replace
those
those
generation
networks
on
a
more
recurring
basis.
Hence
the
degradation
that
capital
component
has
not
been
allocated
in
the
city,
so
we've
lucked
out
that
the
first
implementation
was
partially
on
gift.
And
if
we
move
on
to
the
Tara
Graff
Network,
we
lucked
out
twice
because
because
we
get
to
move
on
to
a
network,
that's
also
been
given
to
us
that
that's
current
and
cutting
edge.
I
But
it
does
leave
that
that
link
in
question
of
what's
the
maintenance
model
on
the
advertising.
Other
cities
and
counties
actually
have
and
universities
done.
Advertising
where's
contractually
stipulated
to
maintain
the
brand,
and
so
whoever
that
contractor
or
their
partner
is
only
puts
advertisers
that
are
going
to
maintain
the
integrity
and
value
of
the
brand
and
keep
that
high
yeah.
B
Well,
I,
just
you
know,
I,
you
know,
I,
don't
necessarily
want
to
log
on
to
my
phone
and
get
advertisements
for
marijuana,
collectives
or
alcohol
or
or
cigarettes,
or
something
that
that
that
you
know
people
would
find
offensive
in
some
way
and
then
the
City
Council
get
blamed
for
it.
But
you
know
coupon
to
Walmart
might
be
okay,
so
so
III
there's
not
that
I.
Think
of
the
same
thing
with
this
as
I
thought
were
the
billboards.
B
I
Saying
yeah,
and
the
thing
I
would
add,
is
if
you
do
bring
on
a
partner
or
contract
it
out.
One
of
the
key
questions
you
start
with
is:
what
is
the
identity
of
the
network
so
as
an
economic
development?
Is
it
inclusion?
Is
it
activation
of
certain
areas,
and
you
start
there,
but
you
then
build
what
the
brand
values
are
from
there
and
that
should
steer
what
that
partnership
looks
like
and
what
they
have
is
their
advertising
partners
and
brand
partners.
Okay,.
A
Thank
you.
I've
got
a
couple
questions.
One
is
on
the
current
technology
and
computing
around
line-of-sight.
Is
that
a
is
that
it
is
there
a
technical
limitation
as
to
why
you
couldn't
use
the
service
when
you
go
into
a
building
or
what
I
have,
but
so,
if
I
go
to
my
they
put
Starbucks
where
I
use
the
Terra
graph
network
and
then
I
walk
into
an
establishment
like
Starbucks,
then
I
have
to
go
onto
their
network
or
connect.
F
It
really,
it
really
has
to
do
with
the
spectrum
and
the
interaction
of
the
spectrum
with
the
material,
so
I
won't
bore.
I
won't
bore
you
with
my
material
engineering
background,
but
but
why
fought
outdoor
Wi-Fi
in
general
has
that
challenge
and
the
Wi-Fi
that
we
typically
use
today
in
the
two
to
five
Gerrits
level
range
has
challenges
passing
from
outdoor
to
endure,
but
it
does
it
the
higher
up
the
spectrum.
You
go.
F
The
more
challenges
you
have
so
with
millimeter-wave,
when
you're,
actually
operating
at
higher
levels
of
spectrum,
you're
gonna,
have
more
challenges
going
from
outside
to
inside
I
mean
that
that
is
part
of
the
challenge
with
the
tariff
that
that
is
something
that
the
Terra
graph
technology
has
been
working
through
and
has
largely
solved
with
our
implementation
downtown.
It's
the
same
issue
that
the
Verizon's
and
the
AT&T
you're
gonna
have
with
5g
right.
C
Just
to
clarify
the
the
paragraph
technology
itself
serving
as
a
backhaul,
so
it's
going
from
node
to
node
and
what
we're
talking
about
is
is
more
conventional,
off-the-shelf
Wi-Fi,
which
has
that
issue
with
with
inside
to
outside.
So
it's
not
really
a
funk,
Patera
graph
technology,
so
much
yourself
as
the
Wi-Fi
technology.
In
this
case
and.
A
F
It's
a
company
that
has
proven
experience
in
operating
wireless
networks,
Wi-Fi
network,
so
that
would
include
your
traditional
operator
like
a
Sprint,
Verizon
AT&T
and
there's
also
other
players
as
well.
So
there's
a
wide
spectrum,
we'd
look
at
in
terms
of
leveraging
the
network,
the
more
services
that
type
of
provider
offers
the
more
valuable
a
network
like
this
would
be
to
them.
So
we
I
mean
I,
think
there
are
the
the
usual
suspects
of
four
or
five
that
expressed
interest
in
this.
So
it's
more
of
a
traditional
telco
great.
Thank
you.
G
Hi,
thank
you.
It's
been
a
hard
week
and
you
know
if
I'm
enough
I
might
want
to
criticize
or
make
my
observations
today.
You
know,
and
they
may
be,
some
may
be
critical.
I,
don't
in
any
way
mean
it
to
be
of
harm
or
to
hurt
you
know
or
to
create
tension.
I
do
this
in
the
idea
of
a
good
criticism
and
and
and
fair
understanding
for
all
of
us,
good
reasoning
and
good
democratic
ideals
and
ideas,
so
I
hope,
I,
hope
that
can
help
ease
the
tension
of
how
to
talk
about
this
situation.
G
G
The
intensity
of
the
beam
that
you're
going
to
be
using
is
is
worrisome
to
me,
and
you
know,
I
have
to
be
very
honest
here.
I
I
have
not
understood
the
uses
of
cell
phones
and
I
recently
purchased
one
I
mistakenly
I
haven't
known
the
effects
and
I
I'm
I'm
becoming
a
victim
of
the
effects
I'm
receiving.
G
You
know,
radio
burns
microwave
burns
on
my
body
and
my
fingers
are
peeling
very
much
so
I
don't
have
exactly
the
greatest
phone
in
the
world
which
describes
kind
of
the
carelessness
or
just
unsureness
of
exactly
what
we're
doing
with
ourselves
at
this
time.
So
you
know
I
understand
my
responsibility
in
this
issue,
but
you
know
I
hope
you
guys
can
understand
that
what
you're
doing
and
and
what
we're
moving
into.
Thank
you.
E
C
A
C
Mumbai
BER
kind
of
through
the
air
to
traditional
fiber,
which
is
often
delivered
through
trenches
and
I,
think
it's
important
to
realize
that
San
Jose,
the
city
of
San
Jose,
has
already
one
of
the
most
efficient
fiber,
permitting
capabilities
in
the
Bay
Area,
and
we
also
believe
in
the
idea
of
iterating
to
improve.
So
there
are
still
ways
that
we
can
speed
and
reduce
the
costs
of
fiber
deployment.
C
So
we
have
to
balance
the
desire
to
go
fast
and
deploy
that
fiber
in
the
most
effective
and
efficient
way
possible,
with
our
desire
to
have
safe,
smooth
ride
on
city
streets,
and
so
we
think
that
the
proper
framing
of
this
is
not
really
just
dig
once
narrowly.
But
the
broader
frame
of
enhancing
fiber
deployment
and
coordination,
now
I'll
have
Liam
Crawford
and
with
him
is
matt
leash,
jay
guevara
and
the
Dolan
and
Rob
in
the
back
and
I
think
I'm
turning
it
over
now
to
Liam
to
begin
a
presentation.
Thank.
D
You
good
afternoon
again
mr.
chair
honorable
mayor
members
of
the
committee
members
of
the
public
and
city
staff,
I'm
Liam
Crawford
broadband
policy
analysts
in
the
city
manager's
office
with
the
Civic
innovation
team
and,
as
Kim
mentioned
I'll,
be
providing
an
update
on
the
city's
approach
to
developing
a
dig
once
policy
throughout
the
presentation.
I
will
provide
general
background
on
the
issue
which
Kip
helped
frame
just
now
outline
our
goals
and
desired
outcomes
provide
a
timeline.
D
So
I
think,
when,
when
discussing
a
topic
like
dig
once
it's
important
to
clearly
define
what
that
term
is,
and
in
order
to
do
that,
we
we
first
need
to
kind
of
take
a
step
back
and
review
the
state
of
connectivity
and
how
the
city
is
currently
positioning
itself
to
accommodate
for
the
next
generation
of
technology,
and
so
this
picture
highlights
the
next
wave
of
telecom
infrastructure,
that's
currently
being
deployed
in
San
Jose.
The
predominant
point
of
cellular
connectivity
until
recently
has
been
through.
D
You
know,
tall
monolithic,
cellphone
towers
that
I
assume
everyone
is
familiar
with,
and
these
these
towers
are
often
located
far
from
the
end-user
and
provide
fairly
reliable
service.
But
you
know
at
relatively
low
speeds.
So
you
know,
as
we
see
the
exponential
increase
in
data
usage,
we
we
see
that
need
for
a
new
approach
and
that's
being
supported
by
the
deployment
of
wireless
transmitters
known
as
small
cell
devices.
D
These
small
cells
are
essentially
the
backbone
of
5g
connectivity,
as
you
can
see
in
this
in
this
image
here
and
can
potentially
provide
up
to
50
times
faster
speed
than
existing
deployed
technologies.
So
we've
already
seen
some
initial
benefits
from
small
cells
that
we
have
currently
deployed
and,
as
you
can
see
in
the
image
rough
illustration,
small
cells
provide
the
faster
speed
but
require
a
denser
deployment
model.
D
So
moving
moving
on
to
the
next
slide,
you
can
see
in
this
graph
that
deploying
fiber
is
expensive
in
general,
particularly
when
it's
placed
underground.
The
far
left
bar
here
shows
a
rough
estimate
of
about
two
hundred
to
two
hundred
and
forty
thousand
dollars
per
mile
to
open
up
a
street
or
sidewalk
put
fiber
in
the
ground,
along
with
conduit,
which
is
required
to
protect
that
fiber
with
this
graph
doesn't
show,
is
the
enormous
complexity
involved
in
excavation
in
the
public
right-of-way.
D
This
includes
engineering
identifying
existing
city
assets,
other
utilities
assets
permitting
for
excavation
disruption
to
the
area,
traffic
control,
inspection
and
the
list
goes
on.
So,
as
you
can
start
to
to
see,
there's
this
is
a
very
complex
subject,
and
it's
it's
why
costs
tend
to
be
so
high.
As
you
move
from
the
left
to
the
right
on
this
graph,
you
can
also
start
to
see
the
benefit
of
coordinating
excavation.
D
D
You
could
also
refer
to
two
similar
policies
as
pave
ones
or
other
kind
of
catchy
terms,
but
in
our
research
and
discussions
with
other
jurisdictions,
our
internal
discussions
with
Public
Works
in
dat,
we've
kind
of
concluded
and
defined
our
goals
and
desired
outcomes
as
those
that
increase
the
speed
of
fiber
deployment
reduces
the
overall
cost
of
the
city
and
utility
companies
deploying
and
maintaining
fiber
in
the
public
right-of-way.
And
similarly,
the
policy
would
reduce
or
disruption
of
the
commute
to
the
community
and
maintain
the
integrity
of
city,
streets
and
sidewalks.
D
D
Since
then,
we
have
done
considerable
research
into
the
policy
established
in
other
jurisdictions,
which
has
been
critical
to
our
understanding
of
the
delicate
balance
that
we
need
to
strike.
Over
the
last
year,
we
have
held
a
number
of
meetings
to
gain
stakeholder
feedback
from
utility
companies
which
began
in
June,
and
we
have
also
held
a
series
of
internal
meetings,
as
you
can
see
through
the
three
city
working
groups
and
there's
been
additional
meetings
on
top
on
top
of
that.
D
But
those
are
the
three
meetings
in
which
we
had
20,
plus
folks
and
senior
staff
from
DoD,
Public
Works
and
the
city
manager's
office.
As
you
can
also
see
on
the
timeline
here.
The
full
broadband
team,
including
Dolan
beckel,
jeg,
Rivera,
Reggie
Nena
and
myself,
was
established
on
in
June
of
this
year.
This
was
done
to
ensure
the
successful
implementation
of
our
executed
agreements
with
the
three
telecommunications
providers,
which
we
officially
secured
funding
for
in
September.
D
So
we
plan
to
continue
to
pursue
the
deployment
options
that
I'm
about
to
outline
and
build
on
efforts
currently
underway.
The
city
will
be
holding
a
coordination
meeting
with
all
utilities
in
February,
which
we
hope
will
help
us
further
understand
the
utilities
utility
companies
collective
needs
in
convey
the
city's
desired
goals
and
outcomes
that
we
previously
discussed.
D
So
this
next
slide
here,
you'll
see
varying
degrees
of
options
that
we've
identified
following
our
research
and
through
our
internal
discussions
and
external
discussions,
we've
identified
the
first
option.
Essentially
a
city
led
coordination.
This
would
be
done
by
holding
periodic
meetings
with
with
all
stakeholders.
The
city
would
provide
long-term
construction
plans
and
clarification
on
permitting
and
construction
requirements
and
equally
as
important.
D
That
city
would
see
this
as
an
opportunity
for
utilities
to
provide
their
long-term
plans
to
the
city
and
also
each
other,
so
the
overall
intent
would
be
to
foster
increased
coordination
that
isn't
necessarily
going
on
right
now.
The
next
option
is
city
LED,
notification
of
joint
join
up
excavation
opportunities.
This
option
would
require
increased
bandwidth
on
behalf
of
the
city's
perspective,
and
it
would
require
the
city
to
essentially
track
manage
and
notify
stakeholders
of
existing
opportunities,
the
third
option
being
voluntary,
joint
excavation.
D
D
Examples
of
these
incentives
could
include
promoting
the
submission
of
coordinated,
permitting
between
utilities
or
potentially
creating
a
process
to
to
expedite
specific
permits.
The
fourth
option
that
we
have
outlined
here
is
join
a
mandatory
joint
excavation.
This
policy
would
obviously
go
beyond
voluntary
and
would
likely
require
the
city
to
establish
time
periods
for
secondary
and
tertiary
entrance
into
a
joint
build.
D
Those
are
commonly
referred
to
as
shot
clocks,
so
that
was,
that
would
be
increasingly
complex
for
the
city
to
do
in
the
city
would
also
potentially
have
to
develop
agreed-upon
rates,
and-
and
this
would
overall
just
require
a
highly
efficient
process
for
notification.
In
order
to
successfully
implement
and
not
slow
down
the
process
overall,
the
final
option
that
you
see
towards
the
bottom
right
here
would
be
city-owned
conduit.
This
option
would
require
the
city
to
own
operate,
deploy
and
maintain
fiber
conduit
and,
as
we
previously
discussed,
that
can
be
quite
costly.
D
You
know,
we've
seen
a
dramatic
shift
in
the
way
the
city
has
streamlined
its
approach
to
deploying
small
cells
in
the
public
right
away.
So
we
similarly
anticipate
and
want
to
leverage
the
same
cross.
Departmental
coordination
to
improve
excavation
I
would
be
remiss
to
not
acknowledge
the
the
small
cell
team
under
the
leadership
of
Matt,
lash
and
and
Jaguar
and
Jeff
Lee
and
Liz
Cokie,
who
have
implemented
massive
improvements
and
truly
have
become
national
leaders
in
this
space
and
and
I
think
we
can
expand
on
those
those
current
efforts.
M
I'm
gonna
put
my
signature
national
leader
of
permanent,
so
to
talk
about
some
common-sense
approach
to
some
of
this,
and
that's
where
the
engineer
comes
in
is
how
do
we
balance
these
health
balances
priorities
of
the
investment?
That's
been
made
into
our
pavement
and
infrastructure
to
the
pace
and
speed
at
which
things
need
to
happen
and
really
kind
of
look
at
it
in
a
partnership
approach,
and
so
that's
we've
kind
of
changed.
M
The
mindset
a
little
bit
instead
of
just
only
just
protect,
but
how
do
we
look
at
as
far
as
an
opportunity
to
partner
so
I
looked
at
it
in
kind
of
three
categories,
the
first
two
being
the
bigger
two?
How
do
we
share
our
data
that
we
maintain
now
and
and
how
do
we
better
share
it
to
how
any
excavators
would
want
to
receive
that
data?
M
M
So
it's
really
aligning
that
data
set
has
made
it
much
easier
to
project
it,
and
so
we
could
whip
out
Maps
much
more
quickly
in
a
way
that,
because
the
data
is
shared
in
a
place,
that's
uniformed
in
a
data
style,
that's
uniform,
so
that
worked
that
investment
of
time
over
the
last
sceptic
is
proving
useful
and
really
beneficial.
And
then
it
says
sharing
this
street
moratorium
that
that's
been
shared.
For
a
long
time,
I
mean
I
took
2001
when
I
was
doing
permitting
myself
as
a
young
engineer
one
it
was.
M
We
had
our
list
that
we
I
mean
it
was
about
an
eight
page
list
of
streets.
You
had
to
memorize
and
kind
of
make
sure
that
you
dealt
with
moratoriums,
so
it's
always
been
produced
and
deities
always
maintained
that
list
very
very
clearly.
But
then
how
do
we
project
it?
In
a
way
to
make
it
useful,
so
it's
not
new,
but
it's
really
making
it
easier
and
then
understanding
what
that
means
and.
M
No,
it's
just
if
we've
done
a
maintenance
on
a
treatment
to
the
street,
there's
a
two-year
moratorium
on
excavation,
oh
I,
see
so
we
have
requirements
through
a
utility
put
a
council
policy
of
how
we
deal
with
that.
We
just
cut
it
up.
We
just
paved
it.
We
don't
want
you
to
cut
it
open
for
two
years,
but
sometimes
there's
a
need
to
get
in
there,
and
so
we
have
approached
to
how
to
deal
with
that,
yeah,
I'm,
sure
and
then,
and
also
and
then
process
really
being
open.
So
we've
set
up
some
workshops.
M
This
is
communicating
requirements
so
set
up
workshop
with
telecoms.
To
help
them
ask
questions
really
explain
our
process
and
the
reason
for
our
rules
and
how
our
approach,
so
they
can
be
more
efficient,
but
then
also,
then,
streamlining
the
permitting
team
is
by
aligning
pulling
in
DoD
and
Public
Works
staff
into
the
same
room,
funding
them
appropriately
so
that
we
can
align
it
to
the
work
that's
coming
in
the
funding
is
what
makes
that
possible.
M
Then
we
have
people
there
to
hit
the
speed
at
which
they
are
and
then
we're
evaluating
technology
on
the
permitting
side
for
processing
that
so
make
it
easier
for
staff
to
review.
So
electronic
reviews
are
happening
inside,
but
then
also
simpler
for
applicants
to
understand
how
to
submit
and
come
in
this,
isn't
that
regular
hot
water
heater
type
permit.
M
These
are
civil
constructors
and
permit
ease,
and
so
it's
a
different
type
of
thing
than
some
of
the
basic
ones,
but
making
it
easier
and
more
straightforward
and
finally,
on
the
relationships
through
the
city
manager's
office,
really
explaining
that
the
city
is
open
for
business
through
multiple
channels
having
those
ways
to
communicate
that
the
city
of
wanting
to
hear
about
new
services.
You
hear
about
the
Facebook
Telegraph
and
everything
else,
and
I
different
ideas
and
approaches
to
our
work.
D
Great
thanks
man,
I
think
and
with
that
I'll
just
wrap
up
with
some
some
next
steps
and
what
we
we
plan
to
do.
Moving
forward
is
to
continue
to
expand
upon
the
efforts
that
matress
discussed.
We
are
holding
a
February
coordination
meeting
with
utilities
also
participating
will,
of
course,
be
the
city
manager's
office,
Public,
Works
and
and
do
t.
We
also
want
to
evaluate
potential
pilot
opportunities.
But
by
that
we
mean
sort
of
geographic
area,
specific
potential
areas
that
that
we
can
improve
excavation
for
for
all
stakeholders.
C
As
a
as
a
bottom
line,
you
can
see
that
we're
taking
an
intentional
approach
here,
and
this
is
really
for
two
reasons.
Firebird
deployment
is
frankly
going
pretty
well
within
the
city
of
San
Jose
at
this
point,
and
while
it
is
important,
it
is
not
the
highest
priority
for
process
improvement,
we're
focusing
on
the
pain
points
which
are
slower
and
slowing
us
down
first.
So
we
will
continue
to
work
with
this,
but
it
is
not
at
the
top
of
the
top
of
our
list
of
all
of
our
process.
C
Improvements
and,
furthermore,
lessons
learned
from
San,
Francisco,
Seattle
and
other
benchmark
cities
suggest
that
the
biggest
bang
for
the
buck
is
to
be
gained
by
achieving
increased
coordination
and
communication.
So
we
want
to
make
sure
that
before
we
put
in
a
policy
that
we
haven't
worked
through,
that
we
do
all
the
improvements
we
can
in
coordination
and
communication.
So
we'll
continue
to
work
on
this,
we're
not
stopped
or
stalled
by
any
means,
but
I
just
wanted
to.
C
That
being
said,
I
really
want
to
appreciate
the
work
of
Matt
and
his
team
around
use
of
geospatial
data,
pushing
us
on
how
we
do
things
like
electronic
submittals
and
other
process
improvements
which
are
continuing
along
in
parallel,
but
I
wanted
to
sort
of
manage
expectations
in
terms
of
the
work
that
we're
doing
and
also
get
a
sense
if
we're
at
the
right
space.
If
we
need
to
turn
the
volume
up
or
turn
the
volume
down
from
the
committee
perspective
under
that
I'll,
close
and
open
for
questions,
Thank.
E
I
know
that's
a
different
topic,
but
I
know
it's
all
related
and
I
just
want
to
know
whenever
you
do
reach
that
that
sort
of
supersonic
speed
that
we're
trying
to
attain
I
know
in
the
next
few
weeks,
a
couple
months,
I'm
hoping
you'll,
notify
me
so
then
I
can
promptly
put
out
a
tweet
to
our
friend
Brennen
car
over
the
FCC
I'll.
Let
her
know
how
we're
doing
I
wanted
to
offer
you
my
very
simplistic
view
of
all
this
stuff
about
fiber
and
dig
once
and
simplistic
is
a
nice
way
of
saying.
E
The
mayor
is
relatively
ignorant
of
the
facts,
and
so,
when
I,
when
I
thought
about
this
and
how
it
might
work,
you
know
going
back
to
that
bar
graph
at
the
very
beginning.
If
we
could,
the
bar
graph
describing
the
cost
of
different
options,
I
just
assumed,
we
were
gonna
target,
a
strategy
that
would
focus
on
that
bar
that
says
30
to
35
K,
where
we
look
at
all
the
folks
are
doing
backhaul
or
other
fiber.
E
Maybe
Comcast
is
out
there
or
whatever
and
we'd
have
our
own
grid
that
in
a
perfect
world,
if
we
had
fiber
in
those
locations,
the
city
owned
the
fiber
and
we
could
use
it
for
emergency
services.
We
could
use
it
even
you
know
for
any,
whatever
municipal
need
and
maybe
even
in
some
ways
commercially
and
we'd
be
paying
whoever's
doing
the
digging
the
30
grand
a
mile
and
saying
hey
everybody's
required
to
notify
us
when
you're
digging,
of
course.
E
So
when
you
dig
we're
gonna
pay
for
fiber
and
you
can
put
that
in
the
same
conduit.
So
that
was
my
simplistic
understanding
of
how
this
might
work.
Can
you
explain
to
me
why
that's
why
we
wouldn't
just
jump
to
that
conclusion
like
what
are
the?
What
are
the
factors
you're
considering
and
and
all
that.
E
N
Can
become
complicated
on
the
Sun
might
need
to
turn
to
the
city
attorney
for
further
comment
can
become
complicated
and
I
have
experience
in
another
jurisdiction
where
we
had
policy
in
the
city
of
Santa
Cruz
over
three
and
a
half
years
with
a
shadow
conduit
policy,
it
becomes
complex
because
you
can't
use
public
funds
to
subsidize
private
sector
investment
in
that
road.
You
have
to
have
very
clear
standards
that
are
known
up
front
when
coordinating
a
shadow
conduit
in
in
a
situation
to
where
the
private
sector
is
initiating
it.
N
Similarly,
if
you
flip
that
scenario
on
its
head
and
public
sector
is
going
in
on
a
trench
and
there's
a
coordinated
opportunity,
then
private
sector
can
come
in
and
cannot
enjoy
any
unnatural
benefits
of
public
funds,
barring
that
high-end
cost.
If
we
were
to
do
it
all
on
our
own
of
the
largest
of
the
yellow,
so.
C
Yeah,
let
me
let
me
stop
you
there,
because
I
think
the
the
part
where
this
is
a
little
bit
disingenuous
up
here
are
not
just
in
James,
but
a
little
bit
tricky
is
that
we
would
have
to
bear
first,
the
costs
on
the
highest
bar
costs,
which
is
the
200
to
240
K,
to
dig
our
own
piece,
and
so
the
people
who
would
be
getting
the
lower
costs
were
the
subsequent
users.
So
the
initial
user
would
we'd
be
on
the
hook
for
the
the
200
to
240
K
per
of
cost
you're.
C
L
The
question
then
becomes
the
other
way
around
when
the
city
were,
if
the
city
would
were
to
require
a
private
entity
to
do
more
than
they
need
to
do
in
order
to
get
their
project
on,
the
city
then
has
to
pay
for
that
additional
cost.
Yeah
so
I
think
what
there's?
What
they're
trying
to
say
is
somebody
to
pay
the
initial
cost
well,.
E
E
But
these
are
folks
I'm,
assuming
when
Verizon
AT&T.
Nobody
else
is
out
there
putting
in
their
small
cells.
They
got
a
lay
fiber
for
the
backhaul
anyway,
don't
they,
and
so
my
assumption
was
they're
gonna
absorb
the
200,000,
a
mile
and
we'd
say
to
them:
okay,
we'll
piggyback
and
we'll
pay
you
30
grand
a
mile
to
lay
a
cable
that
will
a
fiber
that
we're
gonna
out
and
I
guess.
My
question
is
why
what's
wrong
with
that
model,
I
mean
that's
a
simplistic
thinking,
but
why
couldn't
we
do.
M
Jump
in
for
a
little
bit
more
simplicity,
the
one
of
the
challenges
we
would
see
on
the
engineering
side
is
that
Verizon
or
AT&T
would
want
to
go
right,
and
so
it
or
to
the
same
extent
that
we
would
want
to
go,
and
so
how
do
would
we
on
the
practicality
side
again?
How
would
we
build
that
out
in
a
way
that
would
be
practical
and
we
we
haven't
invested
in
kind
of
any
kind
of
planning
on
our
part.
M
So
if
an
ideal
grid
that
the
city
oh
and
what
would
that
be,
and
then
how
it
does
piece
together?
There's
there's
been
examples
where
I
think
we've
invested
before
and
provided
conduit
and
no
one
came
and
and
those
investment
it's
like.
What
is
that
balance
of?
How
do
we
know
where
they
want
to
go?
How
do
we
know
where?
What
and
how
is
it
the
same,
whereas
I
think
what
Liam
had
projected
there's,
probably
specific
geographic
areas
that
are
of
challenge
that
maybe
we
could
start
there
yeah.
C
F
F
If
it's
not
near
any
water
or
sewer
lines,
and
as
you
start
to
go
through
that
intersection,
it
actually
gets
very
challenging
and
very
infrequent
where
you
find
that
commonality
so
I
think
we
can't
explore
that.
It's
been
a
case
of
it's
not
quite
as
straightforward
as
it
appears,
and
in
the
relative
priority
of
accelerating
broadband,
it
would
be
begin
from
where
it's
worked
and
where
we
started
the
telecom
from
accelerating
broadband.
The
deployment
of
fiber
were
probably
the
fastest
parameter
and
the
easiest
to
deal
with
in
the
Bay
Area.
F
As
it
looks
at
city
opportunities,
which
I
think
we've
talked
about
too,
to
accelerate
potentially
some
of
our
own
infrastructure.
With
that
intersection
laying
condo
and
fiber,
we
can
look
at
that.
It's
just
actually,
given
all
the
other
things
we
have
on
our
plate,
it
hasn't
popped
up
to
the
top
of
the
priority
for
the
department's
to
begin
looking
at.
Yet
what.
F
Think
we
would
find
it
I
think.
What
we're
saying
is
is
that
that
the
the
time
and
the
coordination
is
gonna
take
a
lot
more
effort
than
it
seems,
and
that's
because
of
the
discussions
that
I
had
with
the
telecom
executives
at
very
senior
levels
it's
like.
Well,
we
really
just
want
to
use
our
own
conduit.
F
Correct
and
I'd
reference,
the
City
of
Seattle:
they
have,
they
proactively
laid
500
miles
of
fiber
and
conduit
and
they've
been
Italy
able
to
lease
out
20,
and
so
so.
We've
also
used
that
as
as
a
benchmark
as
we
doing
our
prioritization,
so
okay
I
mean
there's
value
to
be
had
in
the
accelerating
broadband
hasn't
been
at
the
top
of
the
list,
and
we've
been
looking
at
other
cities
and
we
start
to
dig
into
it
the
opportunity
just
isn't
as
large,
so
cost-benefit
risk
over
time.
This
hasn't
been
the
top
of
what
we
pursued
and.
C
C
So
we're
focusing
more
on
the
customer
pain
points
there
and
the
what
we
think
of
the
biggest
bang
for
the
buck
investments
I
think
we
can
take
the
feedback
to
kind
of
to
another
Reverend
the
strategy,
and
we
are
beginning
to
have
some
of
those
conversations
in
the
context
of
the
bond
funding
and
what
does
it
mean
to
to
put
out
the
connectivity
infrastructure
that
we'll
need
as
a
city
to
truly
be
a
smart
city?
The
work
that
Jim
worked
ball
is
leading
up
well
up.
C
E
I
think
I
appreciate,
which
means
here
now
appreciate
this
is
really
complex.
The
only
reason
why
I
was
really
trying
to
nudge
in
this
direction
was
thinking
of
the
two
opportunities
we
have
before
us.
One
is
an
enormous
amount
of
activity
from
these
companies
that
are
going
to
be
out
there
laying
backhaul
thinking.
Okay,
could
we
get
out
in
front
of
this
and
we've
got
650
million
dollars
now
that
may
be
used
to
help
us
improve
emergency
communications
in
our
city
and
it's
fiber
part
of
that
strategy.
E
C
Your
point
is
well-taken,
which
is
we
do
have
kind
of
a
little
bit
of
a
magic
moment
here,
both
in
terms
of
our
investments
that
we're
making
and
the
significant
investments
that
are
made
on
the
telco
sides.
What
can
we
do
to
leverage
those,
especially
around
the
area
of
preparation
for
emergency
management,
so
we'll
take
that
back
and
we'll
also
understand
what
kind
of
resources
would
would
be
needed
to
do
that
kind
of
work
in
a
meaningful
level,
rather
than
just
kind
of
back
of
the
envelope
stuff
cool.
F
And
just
tie
it
to
the
last
presentation,
what
isn't
showing
up
here
and
we
need
to
start
considering?
Is
this
the
fiber,
the
Tara
graph
technology
is
basically
Wireless
fiber,
so
we
have
to
layer
into
this.
Is
our
investment
going
to
be
in
undergrounding,
or
is
our
investment
going
to
be
in
you
know
the
wireless
fiber
and
that
might
prove
out
to
be
a
better
business
case
and
we're
looking
at
that.
Obviously,
in
parallel
to
all
of
this
cool.
E
B
I
kind
of
a
similar
concern
to
the
mayor,
but
kind
of
in
a
different
direction:
I'm
not
interested
in
owning
our
own
conduit
or
that,
but
we
are
gonna,
be
at
a
minimum.
300
million
is
gonna,
go
into
pavement.
Pavement
construction
and
I
don't
mind
if
they
chip
in,
if
they're
required
to
chip
in
that's
a
lot
more
pavement
that
we
could
do
and
I.
If
that
is
what
the
the
legal
requirement
is,
that
they
have
to
pay
fine.
B
That
means
we
can
do
a
lot
more
roads
if
they
have
to
chip
in
you
know
30k
or
something
like
that
and
and
I
would
that's
what
I'm
that's
what
I'm
would
prefer
see
if
they'll
chip
in
for
some
of
the
work?
Since
we
have
this
giant
pot
of
money
and
if
we
can,
if
they
can
chip
in
10%
more,
we
could
do
10%
more
roads
and
that's
and
that's
my
thought,
process
and
I.
Don't
know
if
I'm
thinking
in
the
wrong
direction,
I'm.
B
K
we
have
300
million
that
we
have
to
reach.
We
have
to
dig
up
roads.
This
is
not
a
slurry
seal
stuff
right.
These
roads
have
to
be
dug
out
and
when
we
do
that,
we're
gonna
create
opportunities
to
upgrade
water
lines,
sewage
lines
whatever
at
that
time
and
obviously
fiber
optic.
If
you
guys
are
saying
that
the
private
companies
must
pay
their
way,
then
have
them
pay
their
way
on
those
roads
and
that
way
we'll
end
up
with
more
money
to
do
more
roads.
B
C
If
I
followed
it
the
ideas,
it's
as
we
do,
the
removing
replace
and
significant
infrastructure
work
with
the
roads
themselves
is
to
use
the
fact
that
they're
opened
up
at
that
moment.
To
potentially
do
the
lane
of
the
conduit
then,
and
have
the
private
sector
therefore
pay
their
share,
and
yes
for
essentially
allow
us
to
do
overall,
more
work,
because
they've
paid
for
some
percentage
of
the
pavement
related
to
the
work
that
we
were
going
to
do
anyway.
But
now
they've
paid
for
yes,
okay
to
help
out.
G
F
I'm
gonna
be
the
the
voice
of
I
guess
challenge
here,
because
most
of
our
existing
some
of
our
ordinances
and
the
actual
implementation
of
where
our
telecommunications
undergrounding
goes
is
four
to
six
to
eight
to
ten
feet
down,
and
we
that's
been
done
because
of
the
desire
to
protect
the
telecommunications
infrastructure
from
all
the
things
we've
layered
on
top
of
it.
So
we
will
certainly
look
at
that
and
if
there
are
things
more
shallow,
we
could
look
at
that
opportunity.
F
F
B
Yeah,
in
any
case,
that's
all
I'm,
saying
I'm
Ivan
and
if
they're
required
to
pay
fantastic,
we
then
we
can
possibly
pay
more
roads
as
without
what
I
was
really
getting,
and
leveraging
leveraging
private
dollars
to
pave
public
properties
is
something
good
good
for
all
of
us.
Another
thing
that
I
brought
to
you
I
think
keeps
attention,
is
digital
mapping,
and-
and
we
did
you
guys
briefly-
went
into
it
and
I
think
creating
a
digital,
a
digital
map,
of
where
we're
digging
is
important.
B
If
he,
you
only
have
to
go
down
to
Santa
Clara
to
find
out
what
Fiasco
the
VTA
got
into
when
they
were
when
they
broke
a
gasoline
line
eight
times
and
and
it
it
it
behooves
us
to
have
these
three-dimensional
I,
don't
know
what
you
guys
call
them
that
maps
that
that
do
do
these
things
and
I
don't
know.
How
are
we
moving
in
that
direction?
Are
we
what's
happening?
Are.
M
M
We've
been
there's
been
lots
of
conversations
over
the
last
couple
decades
as
to
what
that
would
do,
and
what
that
would
the
value
of
that
investment
of
finding
that
doing
full
depth
three-dimensional
mapping
of
those
it's
never
penciled
out
as
something
that
we
should
do,
especially
as
it
relates
to.
Where
would
you
maintain
that
information
who
could
see
it
and
share
it?
M
There
comes
all
the
privacy
information
about
whether
that
20
inch
gas
line
is,
and
the
PG&E
is
very
protective
of
their
information
as
well,
and-
and
so
we
have
that
information
as
far
as
permits
as
far
as
what
was
installed,
but
as
it
all
geographically
mapped
the
answer's.
No
should
we
is
another
ethereal
question
that
probably
the
organization
should
answer
yeah
well,.
B
A
Thank
You
councilmember
canvass
just
a
couple
quick
questions.
One
is
when
I
was
looking
at
actually
at
the
graph
that
we
currently
have
on
the
screen.
I
was
thinking
more
along
the
lines
of
Street
re-open
just
installing
conduit
and
I'm
just
trying
to
understand,
because
in
my
mind
you
know,
installing
conduit
is
pretty
pretty
inexpensive.
A
So
is
it
a
viable
strategy
just
to
whenever
we
have
the
streets
open
to
just
lay
it
down
and
avid
they're
available
and
then
in
the
future
we
would
have
the
option
of
the
you
know,
the
thirty
to
thirty
five
thousand,
where
it
kind
of
was
already
in
the
ground.
We
can
start
it
and
lay
down
the
fiber.
It
would
be
a
much
cheaper
cost.
So,
okay,
did
you
speak
to
that?
Please
I
think.
M
What
and
this
is
where
a
child
we
challenge
ourselves
on
this
question,
not
just
challenge
your
your
thesis
is
at
what
depth
that
what
separation
from
other
things,
and
so
if
it's
and
if
I,
ask
the
question:
what
does
it
mean
to
open
up
the
street?
Are
we
just
grinding
three
inches
in
paving
three
inches?
Does
that
consider
open
the
street
we
should
put
conduit
in
or
for
putting
in
a
sanitary
line
and
that's
going
down
ten
feet
down.
M
You
know
those
are
the
questions
we'd
have
to
ask,
and
and
how
do
we
space
that
do
we
have
a
standard
that
we're
going
to
adhere
to
so
that
that
the
telecoms
or
whoever
else
would
want
to
use
that
and
that's
you
know
we
have
2,000
miles
of
streets.
Do
we
pick
a
particular
area
and
so
because
we
don't
have
endless
pots
of
money,
we're
trying
to
even
just
maintain
the
surface
of
the
streets.
To
then
put
the
conduit
in
in
a
place
that
the
market
would
bear
to
actually
utilize
it.
M
F
A
G
F
So
the
challenge
there
is
is
that
when
you
get
close
to
water
people
immediately
back
off
and
on
on
leverage
and
conduit
I
think
so,
then
we've
got
PG&E
who's.
Also
doing
some
under
grounding
I
think
those
are
out.
So
those
are
the.
What
you've
seen
is.
We
need
to
coordinate
with
the
utilities.
I
think's
I
think
those
are
the
most
valuable
opportunities
to
pursue
the
under
grant.
F
The
sewer
opening
up
the
sewers
to
me
is
problematic
because
of
the
telcos
adverse
and
to
get
water
close
to
their
fiber
optics,
so
I
think
we're
you
know,
coordinating
with
PG&E
and
and
then
it
becomes
a
priority
and
then
in
that
we're
challenged
with
metering
on
the
small
cells.
So
it's
on
the
list
of
things
to
do
I
think
the
best
opportunity
is
that
coordination
with
the
utilities
and
I
don't
think
we've
lost
too
much
opportunity
to
date,
but
it's
it's
something
still
on
our
radar
scope.
A
D
Yes,
so
in
the
discussions
that
we've
had
internally,
which
were
our
initial
discussions,
you
know
all
the
complexities
that
we've
currently
already
discussed
have
come
up.
So
you
know
it
seems
that
as
I
was
alluding
to
a
geographic,
specific
approach
and
potentially
a
phased
pilot
of
some
fashion.
These
options,
you
know
again
we're
still.
We
still
need
to
have
that
February
coordination,
meeting,
okay,.
C
C
Yes
or
in
our
initial,
our
initial
approach
is
to
increase
coordination
and
communication
and
then
to
identify
if
we
want
to
take
on
one
of
these
as
a
pilot,
we
have
not
made
that
decision
internally
yet
and
until
we
kind
of
do
another
round
of
betting,
we
aren't
ready
to
say:
hey,
let's
try
out
the
voluntary
joint
excavation
this
area
or,
let's
try
the
city
uncon
conduit.
We
need
to
take
another
Rev,
but
what
we
do
know
we're
doing.
Is
you
have
volume
on
on
the
coordination.
M
Just
like
an
example
of
something
that
we
think
might
be
useful
if,
if
someone's
going
to
be
trenching
underneath
a
railroad
track,
those
permits
are
10,
really
pretty
challenging
to
get
there's
a
lot
of
coordination.
Maybe
there
you,
the
the
city,
LED
notification
of
joy,
joint
opportunities,
really
project
that
there's
an
opportunity
that
someone
else
is
doing
this
put
some
extra
infrastructure
there,
then
that
next
person
to
cross
would
be
more
efficient.
Again,
it's
about
managing
that
infrastructure
overall,
not
just
the
trench
part.
M
C
M
C
So
you
have
to
coordinate
over
a
dozen
jurisdictions
66,000
times
a
year,
and
you
have
to
do
it
so
that
nothing
is
harmed
and
that
everybody
has
the
rights
are
maintained
and
so
that
that
level
of
complexity,
when
you
start
talking
about
sort
of
a
point
to
myself
and
this
one,
how
might
we
do
this?
Or
how
might
we
do
that
anything?
You
do
66,000
times
a
year
with
a
dozen
jurisdictions.
It
immediately
gets
much
much
more
complicated,
so
we're
not
trying
to
we're
not
trying
to
stall
or
push
back
on
good
ideas
here.
A
G
Hi
this
was
a
informative.
Thank
you.
You
know
in
in
looking
over
this
beforehand
and
hearing
your
words
today.
You
know
it
really
reminds
myself
of
a
the
work
that
you
put
into
this
mirror
in
in
making
it
work.
I'm,
not
I,
don't
know
if
I'm
exactly
in
favor
of
it,
but
the
effort
that
you
made
to
make
it
a
city
concept
could
really
really
mean
a
lot
in
the
future.
G
These
things
and
and
really
weren't,
learn
to
work
with
that,
for
instance,
you
have
a
plans
right
now
for
a
21
day
period,
where
a
neighborhood
association
can
get
together
and
and
addressed
you
if
you
want
to
bring
them
5g
into
you
into
their
neighborhood,
and
it's
my
hope
that
you
can
practice
a
little
leeway
in
that
21
day
period
for
poor
neighborhood
groups
to
organize
themselves,
because
it
is
this
new
to
everybody
still
and
I
just
hope.
We
can
practice
slowness
in
how
we
in
patience
and
how
we
do
this.
Thank
you.
B
A
C
Mr.
chair
members
of
the
committee,
members
of
Joe,
public
apartness,
deputy
city
manager,
for
this
I
am
surrounded
by
some
great
people
from
our
different
branches
responsible
for
Public,
Safety,
fire,
police
and
emergency
management.
If
you
took
a
look
at
the
councillor
were
part
of
the
council
presentation
at
the
public
safety
finance
and
strategic
support
committee,
otherwise
known
as
piss
fizz,
we
will
be
providing
an
update
on
some
of
the
data
centric
technology
solutions,
how
they
progressed
across
public
safety,
emergency
management
teams
in
the
effort
to
create
a
safer,
San
Jose.
C
So
our
broadband
manager,
Jake
Guevara,
will
be
leading
this
I'm
also
joined
today
by
fire
chief
Robert,
stop
Ian
the
police,
lieutenant
Steve
library,
Oh,
Janet,
Phan
program
manager,
the
police,
crime,
Analysis,
Unit,
Ray
Reardon,
our
director
of
emergency
management
and
Daniel
Tucker.
Our
alert
and
warning
coordinator,
so
Jay
will
frame
the
safe
city
projects
that
we'll
discuss
and
then
the
next
steps
to
incorporate
these
projects
into
a
true,
safe
city
strategy.
Take
it
away.
Jay
Thank.
N
You
Kip
good
afternoon
mr.
chair
honorable
mayor
committee,
members,
members
of
the
public
and
city
staff
Jaguar,
a
broadband
manager,
part
of
the
city
manager's
office,
of
Civic
innovation.
The
safe
city
goal
is
to
leverage
technology
to
make
San
Jose
the
safest,
larger
city
in
the
country.
The
strategy
includes
two
primary
components:
number
one
broadening
the
use
of
data
and
data
analytics
and
number
two
utilizing
digital
platforms
to
improve
public
safety
and
emergency
response
using
data
and
technology
to
improve
public
safety
is
performed
through
a
variety
of
measures
unique
to
each
department.
N
With
this
overview
of
the
safe
city
strategy,
let's
move
on
to
surveying
the
latest
developments
with
data
centric
tools
deployed
so
for
the
fire
department.
You'll
see
how
the
city
is
improving
response
times,
implementing
business
intelligence
and
refining
fire
station,
alerting
then
for
the
police
department.
You
will
see
how
the
city
is
using
the
crime
view
dashboard
to
help
line
personnel,
perform
their
jobs
more
efficiently
and
focus
on
areas
that
need
the
most
attention.
N
Next,
for
the
Office
of
Emergency
Management
you'll
learn
about
how
the
city
is
notifying
and
informing
the
public
through
tailored
mass
notifications
to
mobile
phones,
so
residents
and
visitors
can
take
appropriate
action
during
an
emergency
event.
After
these
brief.
After
these
brief
presentations,
I
will
discuss
the
next
steps
for
the
safe
city
strategy.
O
We
have
three
projects
for
you
today
all
addressing
response
times.
As
you
are
aware,
through
many
reports
over
time,
we
measure
response
time
in
three
separate
components.
They
include
alarm,
processing,
time,
turnout,
time
and
travel
time.
The
total
for
the
city
goal
of
all
these
three
components
is
to
arrive
within
eight
minutes.
80%
of
the
time
first
project
I
want
to
talk
about
is
the
emergency
vehicle
preemption
project.
O
This
was
demonstrated
for
you
at
the
last
smart
cities
and
service
Improvement
Committee
I'm
not
going
to
go
into
the
specific
details,
but
just
know
that
what
this
project
does
is
it
provides
traffic
signal
management
or
emergency
signal
preemption
for
our
resources
that
are
traveling
in
an
in
route
status,
code,
3
or
with
red
lights
and
sirens.
The
centralized
emergency
vehicle
preemption
project
started
in
fiscal
year,
16
seven,
with
a
1.2
million
dollar
budget
approval
to
improve
emergency
vehicle
response
time.
The
solution
includes
fire
and
police
response
resources.
O
In
other
words,
we
were
able
to
expand
this
solution
to
all
responding
fire
resources
and
police
resources
and
in
July
through
August
of
2018.
There
was
a
30-day
pilot
to
activate
41
managed
intersections
as
we
worked
to
develop
the
project
and
understand
how
it
would
work
for
us,
as
of
today,
we
have
896
intersections
activated
out
of
the
targeted
955.
O
Currently,
this
solution
does
not
include
County
managed
intersections.
For
example,
if
you
envision
the
Capitol
Expressway
Montague
San,
Tomas,
Circle,
that
we
have
around
the
city,
that
is
a
county,
controlled
system
and
so
we're
working
to
expand
an
emergency
vehicle
preemption,
in
quote
in
coordination
with
the
county,
because
this
is
a
software
solution,
as
opposed
to
the
legacy
Hardware
dependent
system.
There
was
a
great
deal
of
savings
achieved
and
we
estimate
that
to
be
a
savings
of
about
nine
million
dollars.
Had
we
sought
to
achieve
the
same
coverage
with
the
old
hardware
solution.
O
Next,
the
business
intelligence
strategy
for
us
is
the
use
of
tools
and
techniques
to
provide
us
visibility
into
our
operations.
Automate
manual
data
reporting
provide
better
ad
hoc
reporting
capabilities
to
respond
to
tactical
operational
issues
and
to
create
dashboards
and
visual
tools
for
trend
and
comparison
analysis.
For
example.
How
are
we
doing
moment
by
moment
in
terms
of
turnout
times,
city
and
county
response
time,
compliance
and
resource
scheduling?
The
department
has
been
exploring
the
use
of
data
analytics
for
a
few
years
now
and
how
best
to
use
data
to
make
better
business
decisions.
O
We
routinely
review
response
times
data
and
have
recently
developed
manual
reports
to
analyze
turnout
times.
The
business
intelligence
project
has
progressed
through
phase
one
and
two,
which
essentially
is
developing
and
populating
the
platform
with
data
from
our
key
systems
being
the
computer-aided
dispatch
system,
Fire
and
PD
records
management
systems
and
fire
staff
scheduling
system.
We
are
currently
in
phase
three,
which
is
which
entails
data
validation
and
ensures
the
integrity
of
production
data
in
the
new
system.
O
O
Next,
the
fire
station
alerting
system
project
targets
automating
the
dispatch
process,
which
is
another
segment
of
improving
our
response
time.
Currently,
911
calls
are
processed
and
queued
to
have
a
dispatcher
alert,
the
fire
station
of
an
incident
which
would
trigger
responding
companies,
because
we
do
that
on
a
single
radio.
Frequency
calls
have
to
be
dispatched
in
a
sequential
manner,
meaning
that
if,
if
we
received
five
911
calls
simultaneously
for
different
emergencies,
we
would
have
to
take
the
time
to
dispatch
them
sequentially,
meaning
the
last
resource
dispatch
would
be
significantly
later
than
the
first
one.
O
The
new
system
will
allow
automation
of
dispatch,
regardless
of
how
many
calls
are
in
queue
and
would
utilize
a
computer-generated
voice,
and
there
would
be
no
need
to
sequence.
The
calls
they
could
be
dispatched
to
simultaneously
companies
will
then
begin
to
respond
immediately
upon
simultaneous
dispatch.
This
project
began
in
2016-17
with
initial
funding
of
1.3
million.
Our
vendor,
which
ended
up
being
us
digital
designs,
is
under
a
five-year
agreement
from
October
2017
to
April
2024.
The
system
hardware
was
delivered
in
February
of
2018
and
public
works
began.
O
O
Our
next
project
on
the
horizon
is
and
and
was
included
in
our
response
time
improvement
initiatives.
It's
called
closest
unit
dispatch.
Currently,
resources
are
dispatched
based
upon
a
geographic
assignment
of
a
neighborhood,
so
we
call
them
yezi's
or
emergency
services,
which
are
basically
small
puzzle
pieces
of
the
city.
Each
of
these
esz
zones
is
assigned
to
a
fire
station
going
forward.
O
If
we're
able
to
achieve
closest
unit
dispatch,
we
will
essentially
remove
the
barriers
of
those
emergency
service
zones
and
the
closest
unit
dispatch
based
upon
vehicle
location
will
be
identified,
and
our
computer-aided
dispatch
system
will
recommend
that
unit
for
response.
We
do
believe
it
will
enhance
or
improve
response
times,
and
we
are
hopeful
that
we'll
also
find
we'll
find
efficiencies
that
were
not
even
anticipating
in
a
process
like
that.
We
we
have
heard
that
from
other
departments
that
they
had
some
surprising
outcomes
to
get
there
we're
going
to
need
a
few
things.
O
We
think
the
the
early
heavy
lift
will
be
ensuring
that
we
have
dual
connectivity
in
the
system,
meaning
that
every
one
of
our
fire
engines,
fire
trucks,
will
have
two
wireless
sources
to
connect
to.
The
reason
that
that's
important
is
that
our
computer-aided
dispatch
system
will
use
the
last
known
vehicle
location
as
the
as
the
baseline
for
recommending
the
next
unit,
meaning
that
if
we
have
resources
that
are
falling
off
the
network,
they
might
not
be
identified
by
CAD
and
it
could
result
in
a
delayed
response.
O
The
next
step
will
be
a
CAD
configuration,
meaning
we
will
have
to
do
some
software
enhancements
to
our
computer-aided
dispatch
system.
To
enable
this
capability
we
will
have
some
internal
policy
developments
which
we're
hoping
will
be
simple
but
can
be
complex.
We
have
a
variety
of
dispatch
protocols,
for
example,
a
basic
EMS
call
would
call
for
one
fire
engine,
a
high-rise
fire
would
call
for
multiple
resources.
An
aircraft
incident
would
would
call
for
an
entirely
different
set
of
resources,
and
we
have
those
currently
programmed
in.
N
Thank
You
chief
for
the
police
department,
you're
gonna,
see
how
the
city
is
using
the
kranji
dashboard
enabling
real-time
crime
analysis
through
a
single
platform.
Now
the
police
force
is
no
longer
dependent
upon
asking
a
crime,
Analysis
Unit,
to
create
unique
reports
which,
in
the
past
could
take
several
days
or
longer
from
the
police
department.
Lieutenant
Steve
Liguori,
oh
and
crime,
Analysis
Unit,
Program,
Manager,
Janet
fan
will
present.
H
Crime
view
dashboard
is
a
singular
program
in
all
police
patrol
cars
that
transforms
data
into
actionable
intelligence.
It
integrates
multiple
databases
to
develop
strategic
maps,
charts
and
reports,
command
staff
and
officers
can
see
criminal
actions,
analyze
trends
by
crime
type
location
and
time
and
deploy
resources
at
the
right
place
and
time
to
improve
public
safety.
Lieutenant
Liguria
can
speak
on
its
application
in
the
field.
L
L
I'll
talk
a
little
bit
about
each
level
of
command,
captain
lieutenant
sergeant
officers
and
how
they
utilize
it.
Our
captains
have
saved
queries.
They
log
into
the
system
with
simple
press
of
a
button
they'll
get
responses
for
whether
it's
burglaries,
car
theft,
car
jackings
they'll
get
the
numbers
that
they
want.
There'll,
be
about
to
identify
trends
and
also
which
you
may
have
heard
about
in
CUNY.
Meetings
is
hot
spots.
L
L
They
get
updated
on
trends
that
we
may
not
be
aware
about.
A
good
thing
is
that
sergeants
and
officers
can
hop
right
in
their
cars
access.
The
system
conduct
a
query
and
get
real-time
results,
and
they
can
start
working
on
that
project.
One
thing
about
this
system
is
that
officers
and
Sarge
when
they
utilize
it
there.
L
H
Sworn
personnel
also
have
immediate
access
to
the
data,
and
the
entire
data
integration
process
is
automated,
so
that
information
is
current
and
reports
are
immediate.
This
has
allowed
the
crime,
Analysis
Unit,
staffing
and
resources
to
be
more
proactive
into
investigations
and
clearing
cases
and
solving
crimes.
H
Crime
mapping
comm
provides
residents
the
ability
to
access
and
view
crime
activity
within
their
neighborhoods
data
contained
is
extracted
from
the
police
records
management
system
through
an
automatic,
automated
process.
The
data
does
not
contain
sensitive
or
confidential
information
and
addresses
are
generalized
by
block
in
order
to
ensure
that
privacy
is
protected.
Citizens
have
access
to
general
information
on
incidents
such
as
the
description
of
the
offense
incident
number
date
and
time
and
address
which
is
blocked.
H
H
The
predictive
missions
is
a
module
integrated
directly
into
crime
view
dashboard.
It
is
a
crime
forecasting
engine
that
predicts
when,
where
crimes
are
likely
to
occur
for
command
staff
to
allocate
proactive
patrol
efficiently,
this
was
completed
in
August
of
this
year
and
staff
is
still
validating
data
and
testing
it.
H
The
analytical
suite
as
a
whole
has
increased
productivity
and
improved
operations.
Placing
crucial
information
and
reports
into
the
hands
of
officers
gives
them
the
opportunity
to
be
proactive.
It
has
allowed
the
crime
Analysis
Unit,
to
become
proactive
and
increase
their
role
with
investigations,
and,
as
previously
mentioned,
we
are
now
assisting
with
solving
and
clearing
cases.
O
E
Work
that's
being
done
here.
This
is
I,
think
some
of
the
most
important
work
we're
doing
and
really
the
rationale
for
this
whole
Smart
City
effort
and
so
I
really
appreciate
it.
Unfortunately,
no
both
Council,
McAmis
and
I-
have
a
four
o'clock
meeting
of
ETA
I'm,
actually
carrying
that.
So
I
have
to
lead
now
and
I'm
very
sorry
to
do
it,
but
I
really
appreciate
the
work.
That's
been
done,
particularly
in
improving
our
our
fire
response.
It's
really
tremendous.
Thank
you.
Chief.
N
Thank
you
Steve
and
Janet.
Now
you
will
learn
about
the
how
the
city
is
notifying
and
informing
the
public
through
tailored
masked
notifications
to
mobile
phones,
so
again
that
residents
and
visitors
alike
can
take
appropriate
action
during
an
emergency
event.
So,
director
of
the
Office
of
Emergency,
Management,
Ray,
Reardon
and
Daniel
Tucker
alert
and
warning
coordinator
will
present.
P
Good
afternoon
mr.
chair
mayor,
councilmembers,
members
of
the
staff
and
public
that
are
in
attendance
today,
I'm
ray
Reardon
director
of
emergency
management
in
the
city
manager's
office.
What
you
see
here
in
this
slide,
this
slide
is
what
we
call
our
onion
approach
to
communication,
that
the
far-reaching
capability
is
the
wireless
emergency
alert
system
and
as
it
moves
in
toward
the
core,
we
have
the
reverse:
9-1-1
capabilities,
the
long-range
acoustical
devices
and
the
knock-and-talk
or
they're
not
going
to
the
doors
capabilities.
P
P
Our
long-range
acoustical
device
can
be
heard
with
over
a
miles
distance
and
that
was
tested.
The
Santa
Rosa
fire
re-entry
process
when
we
supported
them
with
that
effort
and
the
knockin
talks
are
the
most
often
used,
because
situations
can
rapidly
expand
in
a
situation
that
a
condition,
and
then
we
have
the
officers
and
the
firefighters
in
the
local
area,
providing
that
the
San
Jose
residents
do
need
to
provide
an
opt-in
on
some
of
the
systems
and
I'll
get
into
that
detail
now.
So
those
are
the
goals
for
2018
our
common
communication
methods.
P
The
wireless
emergency
alert
system
are
frequently
referred
to,
as
weeow
has
become
the
most
notable
system
in
the
state.
As
recently
as
this
last
year,
Senate
bill
833
is
now
required
that
all
jurisdictions
have
the
nobility
and
a
protocol
in
the
use
of
the
weeow
system
for
notifying
residents
in
an
emergency.
The
reverse
9-1-1
system
is
where
we
have
an
opportunity
to
use
the
911
system
and
reverse
call
back
to
landlines
that
are
registered
in
a
certain
geographic
location.
P
That
is
a
great
opportunity
for
us
to
understand
the
languages
that
need
to
be
communicated
with,
and
it
gives
us
an
address
to
where
they
would
be
located
in
a
geographic
location
for
us
to
specify
where
the
communication
it
does
send
alerts
to
both
landlines
mobile
phones,
email
and
text.
So
it's
the
most
flexible
system
that
we
have
in
the
alert
SCC
system.
P
P
The
Nixle
system.
Excuse
me
this.
The
reason
this
is
important
that
we're
communicating
with
mobile
phones-
and
that
is
our
priority-
is
that
from
2006,
when
there
was
only
about
15%
or
16%
of
the
population
had
mobile
phones.
Today,
better
than
fifty
three
point,
nine
percent
rely
on
wireless
communications
as
their
primary
communication
tool
and
that's
why
the
verse,
9
1
1
does
not
always
include
wireless
communications
or
voice
over
IP
capabilities.
P
P
With
this
new
bill
that
was
passed,
SB
18
at
8:33,
there
was
a
definite
need
for
us
to
specifically
identify
staff
that
would
work
on
the
alert
capabilities
he
was
brought
up
on
in
October
and
has
worked
with
the
Public
Safety
dispatch
senior
personnel
to
continue
the
support
and
training
around
the
use
of
the
alert
SEC
system
for
day
to
day
emergencies
when
disasters
happen
or
911
11
dispatch
is
overloaded.
That's
when
our
OEM,
the
Office
of
Emergency
Management,
warning
coordinator
steps
in
and
helps
to
take
over
the
role
of
alert
warning.
P
The
mass
notification
system
has
been
proven
as
successful
and
six
life
safety
operations
in
this
last
year,
including
missing
persons,
heat
advisories
in
the
delivery
of
English,
Spanish
and
Vietnamese
languages
through
the
system,
even
with
its
77%
increase
of
our
opt-ins.
The
number
of
sign
ups
is
measured
by
the
thousands.
The
alert
SEC
opt-ins
need
to
increase.
Further.
We
do
recognize
need
to
have
more
people
signed
up
the
office
of
emergency
management
conducted
several
preparedness
fairs.
P
P
This
is
what
the
signup
looks
like
at
this
point
with
the
Nixle
system.
This
is
the
number
we
were
referring
to
at
46,000.
It's
not
a
whole
big
number
when
we
look
at
our
general
population
base.
So
it's
public
education
is
coordination
with
the
Santa
Clara
County
because
of
the
ones
that
own
and
operate
the
system,
and
we
have
an
agreement
to
operate
that
with
that
and
again,
the
Nixle
system
is
a
easy
and
anonymous
system.
P
It
does
not
support
multiple
languages,
it's
English
only
at
this
point
our
publications
and
whatever
we're
out
doing
public
fairs
or
communication.
This
is
what
our
public
education
media
looks
like,
including
information
where
to
sign
up.
For
the
alert
SCC
system,
which
is
the
best
way
for
us
to
communicate
the
Nixle
system
to
see
the
number
up
there,
888
777
and
to
punch
in
your
zip
code
and
you
automatically
or
anonymously
become
signed
up
with
the
nixel
system.
P
N
Thank
you
Ray
for
the
review,
the
mass
notification
system,
and
now
we
know
that
we
can
all
provide
our
zip
code
and
use
triple
a
triple
seven.
So
the
next
steps
for
the
safe
city
strategy
are
threefold.
Number
one.
We
need
to
build
city
capacity
on
staff
two
to
take
on
this
important
work
and
make
sure
that
we're
coordinating
all
of
these
platforms
and
data
centric
tools
number
two:
we
need
to
assess
the
public
safety
mobile
network
requirements.
N
I
think
you
know
when
we're
talking
in
other
contacts
on
a
commercial
network
about
coverage
and
capacity,
you've
heard
several
mentions
of
basically
redundancy
to
make
sure
that
we
have
dual
SIM
cards
and
there
are
multiple
ways
so
that
we
know
where
our
vehicles
are
to
improve
response
times
and
finally,
number
three.
We
need
to
update
the
safe
city
strategy
in
2019.
N
This
is
to
ensure
that
we
can
evaluate
the
programs
that
you
just
learned
about
today
and
integrate
these
into
an
overall
strategy
and
return
to
the
smart
cities,
services
Improvement
Committee
later
in
2019,
with
that
with
that
update.
So
after
reviewing
the
latest
from
fire
police
in
the
Office
of
Emergency
Management
as
well
as
going
over
briefly,
our
next
steps
for
the
safe
city
strategy,
I'd
like
to
turn
the
presentation
over
to
your
partners
for
closing
remarks.
C
So,
as
you
can
see,
the
city
continues
to
improve
our
use
of
data
to
make
informed
decisions
for
Public
Safety,
as
Jane
need
mentioned.
These
projects
still
need
to
be
folded
into
a
larger,
comprehensive
strategy
and
we've
struggled
to
secure
and
sustain
the
right
staff.
I'm
excited
to
announce
that
fuse
is
searching
for
both
a
data-
fellow
and
now,
a
safe
city.
C
Fellow
to
start
this
spring
on
this
critical
project
infuses
the
pipeline
that
we've
used
to
bring
on
board
such
people
as
stolen
beckel
and
kala
Fleming
and
others
who
are
leading
our
work
in
many
different
areas.
So
the
good
news
is,
we
have
been
waiting
around
for
the
strategy
and
the
good
news
is.
A
A
H
You
for
the
presentation,
really
appreciate
the
information
and
I
didn't
know
about
nixels,
so
I
just
signed
up
while
we're
here
talking
and
we'll
be
sure
to
share
that
on
our
social
media
as
well.
I'm,
not
clear
on
the
difference
between
Nixle
and
alert
SEC.
Can
you
explain
the
difference?
I
thought
I
had
that,
but
the.
P
Provider
is
the
same
ever
bridge
system
that
we
use
a
software
application,
so
there
they're
similar
in
that
regard,
but
the
opt-in
system
with
alert
SEC,
allows
you
to
get
more
detailed
information,
different
broad
broadcasts,
whether
it's
email
text
etc.
Where's,
nixels,
strictly
text
to
that
phone
that
was
registered
in
English,
okay,.
H
H
H
O
O
H
O
So
we
we
do
have
a
very
good
foundation
on
that
particular
question
based
upon
the
organizational
review
that
was
done
in
2016.
That
did
include
some
heat
mapping.
Some
call
experienced
traffic
pattern,
type
analysis
and
so
that'll
be
our
baseline
starting
point
and
then
from
there
we're
gonna
probably
try
to
be
informed
by
the
2040
plan
in
terms
of
what
developments
are
on
the
horizon
and
then
also
our
current
response
network
performance.
By
way
of
our
in-house
capabilities.
To
that,
we
now
have
to
create
heat
maps
and
to
understand
where
our
most
critical
needs
are.
O
H
A
Thank
You
councilmember
there's
a
couple
quick
questions
for
the
fire
department:
some
really
exciting
things
that
we're
doing
around
the
business
intelligence
in
the
emergency
vehicle,
preemption
I
know
it's
still
pretty
pretty
new,
but
have
we
seen
or
have
we
been
able
to
quantify?
You
know
a
reduction
in
the
response
time
by
a
certain
percentage
or
a
certain
number
of
seconds
or
minutes.
L
O
Will
be
hearing
from
us
very
soon
that
the
fire
department
has
achieved
its
target
of
90%
for
EMS
responses
for
eight
consecutive
months
and
so
I
believe
that
to
be
a
result
of
a
combination
of
strategies
that
we've
employed
down
to
each
of
the
segments
of
response
time
certainly
are
one
of
our
initial
steps
in
improving
our
dispatch
time
was
to
convert
to
an
early
dispatch
process,
which
means
very
early
in
call
processing.
We
initiate
dispatch
of
our
resources,
so
we
made
great
improvements
there.
O
A
L
A
G
They
have
a
real
good
heart
about
about
that
whole
process,
which
is
interesting
to
speak
of
UASI
again
about
you
know
they
work
hard
on
information
systems,
emergency
systems
or
say
you
know
emergency
responders,
so
they
can
connect
together
with
a
rick's
program
of
some
sort
of
a
rick's
program,
and
you
know
it's
several
of
those
meetings
or
at
least
at
one
about
a
year
ago.
They
talked
about
nicely
the
idea
of
how
it's
possible
to
create
an
information
system
and
emergency
and
time
of
emergency
for
individual
people
for
just
regular
people.
G
The
community,
which
I
thought
was
an
interesting
concept
that
I
would
mention
here
and
finally,
it's
always
been
a
thing
of
mine.
That's
you
know
the
you
mentioned
the
traffic
signals
and
you
know
the
little
coordinated
little
things
that
can
coordinate
the
signals,
so
police
and
fire
and
buses
can
go
through
quicker.
G
A
C
Okay:
next,
we
have
Rosario
in
the
avez
director
of
communications,
Astra,
Cordell,
citywide,
digital
communications
manager,
who
will
show
us
the
latest
update
to
the
city's
redesigned
website
joining
them
as
michelle
tong,
our
digital
services
lead.
Who
will
highlight
our
efforts
to
have
a
user
centered
digital
experience
on
our
website.
K
All
right
good
afternoon,
city
staff
and
members
of
the
public,
as
well
as
the
committee
members,
we
have
for
you
today
an
update
on
one
of
two
product
lines
that
are
part
of
the
smart
city,
innovation
roadmap
and
comprise
the
city's
digital
front
door.
The
city
website
is
one
of
our
most
powerful
channels
to
ensure
smart
communications
with
residents,
enabling
us
to
keep
our
public's
informed
and
engaged.
At
2017
alone,
the
website
performed
four
million
total
sessions
from
2.5
million
unique
visitors.
K
One-Third
of
those
visitors
used
a
mobile
phone
to
view
it
which
underscores
importance
of
a
mobile-friendly
design.
Next
slide.
Please
I'm,
proud
to
share
with
you
today
an
actual
demonstration
of
how
the
site
is
taking
shape.
So
you
can
see
firsthand
our
more
customer
centered
service
focused
approach
that
prioritizes
how
visitors
actually
use
the
site.
Our
goal
is
to
give
residents,
agree
digital
customer
experience
by
delivering
a
better
way
for
us
to
meet
their
needs.
K
We've
achieved
this
by
developing
the
site
in
collaboration
with
employees
and
residents
and
in
2017
we
surveyed
users
and
held
three
focus
groups
with
residents
and
city
staff,
who
told
us
the
services
they
visited
most
and
gave
us
their
feedback
and
concerns
about
what
they
hope
to
see
in
a
site.
Now,
I'll
ask
Astra,
Cordell
the
project
manager
manager
to
show
you
the
web
site
in
real
time.
H
Thank
you
very
much.
So
what
new
features
does
this
new
website
offer?
We
have
a
better
navigation
via
mobile
device.
Our
new
website
will
be
fully
responsive
and
responsive
design
means
a
good
user
experience,
no
matter
what
device
are
using
to
access
the
site.
We
have
the
top
requested
services.
We
reviewed
our
website
traffic
and
surveyed
residents
about
their
most
frequently
accessed
city
services
and
have
made
those
services
available
in
accessible
right
from
the
home
page.
H
These
include
recycling
and
garbage
adopt-a-pet
City
careers,
make
a
payment
for
simple
payment
of
parking
tickets
utilities
and
more
permits
and
affordable
housing.
The
custom
service
finder
below
and
look
up
was
a
in
collaboration
with
the
Environmental
Services.
Department
residents
can
now
type
their
address
into
the
home
page
service,
look
up
and
get
relevant
information
on
street
cleaning
trash
collection
schedules,
as
well
as
other
city
services
specific
to
their
address.
H
H
Redesigned
digital
experience
also
features
a
searchable,
dynamic
calendar
of
public
meetings
and
community
events
that
can
be
filtered
by
Department
and
easily
added
to
a
personal,
Google,
iPhone
or
other
calendars.
We
have
archived
city,
council
and
committee
meeting
agendas,
one-click
access
to
select
City
social
media
channels
from
the
home
page
and
newsroom.
H
H
We've
also
designed
and
completed
custom
page
templates
for
the
mayor's
office,
environmental
services
and
Parks
Recreation
and
neighborhood
services.
We've
also
completed
custom
programming
to
develop
an
easy
way
to
search
and
filter
our
audit
reports
and
job
classifications
to
them
to
better
improve
our
user
experiences
and
now
I'd
like
to
turn
it
over
to
Michelle
Tong.
To
talk
about
the
digital
services,
Academy.
Q
Thank
you
so
having
a
customer
centered
website
is
a
big
shift.
That
is
about
a
lot
more
than
just
how
the
website
looks,
although
it
does
look
fabulous,
it's
also
about
how
our
departments
organize
their
content
and
services
on
the
website
to
make
it
easy
for
our
residents
to
find
what
they
need,
and
we
took
a
big
step
towards
this
shift
by
organizing
a
pilot
of
the
city's
first
ever
digital
services.
Academy.
This
pilot
training
in
late
October
was
a
partnership
between
the
communications
team
and
the
innovation
team,
and
it's
in
essence.
Q
The
goal
of
this
was
to
apply
our
three
core
innovation
behaviors
to
champion
the
customer,
learn
through
data
and
iterate
to
improve
to
the
most
popular
content
on
our
website.
So
we
focused
on
10
highly
requested
services,
ranging
from
registering
for
recreation
class
to
finding
a
city
council
agenda,
and
we
invited
over
20
staff
from
12
different
departments
to
be
trained
in
four
core
skills
process.
H
For
the
user
testing,
we
had
staff
take
an
existing
page
of
content
on
their
phone
and/or
a
laptop
and
bring
it
down
to
the
first
floor
lobby.
They
there.
They
asked
random
people
to
complete
a
task
on
our
website
and
speak
out
loud
the
steps
they
felt
they
should
be
taking,
and
why,
by
doing
this,
we
could
empathize
with
our
customers
and
visually,
see
the
struggles.
One
must
go
through
in
completing
tasks
on
our
website.
From
there
we
rewrote
our
content
based
on
best
practices.
We
learned
during
the
workshop.
H
Q
Here
are
some
photos
of
city
staff
engaging
with
residents
and
city
hall
customers
right
in
and
around
city
hall,
and
actually
that
the
participants
in
our
digital,
Services,
Academy
really
say
it
best
when
it
comes
to
capturing
how
motivating
and
inspiring
it
is
to
engage
with
our
real
users.
So
here
are
two
quotes.
One
participant
said
it
changed
my
perspective
on
what
people
are
thinking
when
they
look
at
our
site.
All
they
want
is
to
get
one
thing
done.
K
So,
since
our
last
update
to
this
Marc
smart
cities
committee
in
May,
the
core
project
team
has
made
significant
strides
with
the
website.
Vendor
we've
completed
the
initial
development
phases
of
the
project,
including
migrating
nearly
7,000
pages
of
existing
and
new
content
from
the
Civic
Plus
website.
Currently
we
are
in
phase
4,
which
is
soft
launch
phase,
also
known
as
the
user
acceptance
testing
phase
since
October,
the
team
has
completed
two
of
three
on-site
trainings
of
the
web
administrators
with
the
vendor,
where
staff
learn
the
basics
of
the
new
content
management
system.
K
Additionally,
we
partnered
with
inside
outside
consulting
as
Michelle
just
described
to
add
the
digital
services
academy
workshop,
which
focused
on
teaching
user
centered
design.
During
our
last
update
to
you
all
in
May,
we
projected
a
go,
live
date
of
fall
2018
and,
as
you
know,
we're
now
in
December,
so
we're
a
little
bit
behind
schedule
and
are
now
projecting
early
winter
2019
for
a
go
live
date
when
I
say
winter,
I'm
talking
more
early
February
for
an
actual
cut
over
of
the
website
to
be
to
go,
live
and
I'll
talk
about
the
phases
of
this.
K
In
a
minute,
all
right
so
with
so
as
far
as
next
steps.
Excuse
me
so
user
acceptance
testing
consists
of
alpha
and
beta
testing,
which
are
those
first
two
categories.
Alpha
and
testing
marks
our
internal
review
process,
and
this
is
going
to
kick
off
starting
Monday
we're
going
to
actually
be
sending
you
all
an
email
as
well
as
senior
leadership.
K
We
will
then
move
into
the
next
phase
of
testing,
which
is
beta
testing,
and
this
is
where
we'll
have
a
live
prototype
to
show
on
our
current
website.
So
so
what
you'll
see
when
you
go
to
the
Civic
Plus
website
is
a
banner
there
at
the
top.
This
is
a
mock-up
of
what
that
will
look
like,
and
the
public
will
have
a
chance
to
click
on
that
link
and
we'll
take
them
to
the
new
website
and
then
they'll
have
a
chance
to
play
around
in
the
new
website
as
well.
K
Just
like
you
all,
will
and
they'll
be
able
to
take
a
survey
too
and
share
their
feedback
through
that
mechanism.
We
anticipate
that
both
of
these
phases
of
testing
will
be
four
weeks
each,
which
is
projected
to
mean
that
we'll
have
that
go
live
date
of
early
February
first
couple
of
weeks
of
February
is
what
we're
targeting
for
that.
K
So
after
that,
we
after
go-live
will
continue
to
iterate
and
improve
by
reviewing
and
prioritizing
our
release
map
for
future
versions
of
the
site,
and
so
at
this
time
I
would
just
like
to
acknowledge
and
thank
everybody-
that's
been
part
of
this
project.
It's
been
a
long
road
and
we're
we're
really
excited
to
have
this
prototype
up
and
live
the
web
coordinators,
who
have
contributed
to
the
creation
of
the
site
for
participating
in
the
training
and
learning
the
new
content
management
system.
I'd.
A
A
H
Have
any
questions
I
want
to
echo
everything
that
councilmember
and
also
thank
you
for
doing
the
the
customer
service
training
so
that
our
web
pages,
so
that
we
didn't
just
transfer
everything
over
and
it
becomes
a
better
user
experience?
The
only
thing
I
saw
when
you
put
in
permits
block
party
permit
wasn't
on
the
list.
H
I
don't
know
if
special
event
permit
means
the
same
thing,
but
a
resident
isn't
gonna
know
that
if
it
does
so
that's
the
only
it's
tiny
but
I
just
noticed
it
when
you
were
doing
the
little
live
demonstration
and
very
much
looking
forward
to
this.
In
fact,
I
got
a
text
from
one
of
my
staff
members
who's
watching
and
was
like
how.
How
soon
can.
A
H
We
asked
we
gave
each
department
a
site
map
of
their
existing
pages
and
asked
them
to
go
individually
to
into
each
page
and
either
rewrite
their
content
and
decide.
If
it's
going
to
be
migrated
over
or
it's
not
necessary
any
longer
so
departments
had
the
opportunity
to
go
through
each
each
and
every
page
before
Granicus
migrated
it
all
over.
G
Hi
thanks
for
this,
it
was
nice
to
hear
some
of
the
things
it
looks
like
you're
off
to
a
really
good
start.
Thank
you,
yeah,
just
a
fast
convenience
that
that's
informative
I
mean
that's,
that's
a
lot
to
work
towards
and
it
looks
like
you're
working
towards
it.
So
thank
you.
It's
important
I
mean
you
know
for
things
to
be
a
you
know
to
appear
easy.
It
takes
a
lot
a
lot
of
work,
and
so
thank
you
for
the
effort.
G
You
know
it's
it's
my
hope
that
the
current
system,
you
know
like
it,
used
to
be
a
lot
easier
to
find.
If
you
had
a
simple
reference
question,
you
could
type
it
in
it
and
it
would
lead
you
to
the
reference
fairly.
Simply
it's
become
impossible
now
and
I
hope
you
guys
are
really
working
on
it
and
and
I
and
I've
talked
up
here
a
number
of
times.
Now
that
it's
important
I
feel
that
you
can
do
that.
I
know
back
in
the
mid-2000s.
G
You
know
government,
public
meetings
and
stuff,
and
you
know
you've
designed
a
whole
new
web
structure
for
it
and
I
didn't
really
like
it
at
first
at
all,
but
I'm
being
patient
with
it
and
I
hope
that
in
this
test
period,
that
you
can
really
make
some
serious
changes
to
it,
because
it's
not
very
open
and
it's
not,
it
makes
it
uncomfortable
for
a
person
to
try
to
find
look
for
just
a
mirage
of
stuff
to
find
what
they're.
Looking
for
in
terms
of
the
public
meeting
process,
you
know
whether
it's
a
minutes,
agendas.
G
C
I'd
like
to
welcome
up
to
the
diocese
with
me:
Julie
Cooper,
our
Director
of
Finance,
as
well
as
Rob
Lloyd,
our
CIO
Lisa
tight,
know
the
Assistant
Director
of
Finance
Jeff,
Chang
finance,
deputy
director,
and
you
know
we
talk
about
a
lot
of
different
smart
city
things.
All
of
these
require
goods
or
services,
and
almost
all
of
those
need
to
be
procured
through
processes
that
we
need
to
make
sure
apply
with
laws
our
policy
and
are
done
with
transparency
and
ethics.
And
so
that's
a
really
challenging
task.
C
And
this
team
today
is
going
to
take
you
through
some
of
that
challenge,
but
also
some
of
how
they've
responded
to
the
challenge
to
become
more
agile
in
the
face
of
increasing
demand
from
the
infrastructure
bond.
The
smart
city
roadmap
projects
and
everything
else
that
we've
been
doing,
especially
over
the
last
two
to
three
years
in
the
area
of
smart
city
work,
so
I'm
pleased
to
turn
it
over
to
the
team
to
take
you
through
an
in-depth
dive
into
IT
procurement.
H
You
know
it's
where
we
always
wish
that
we
had
a
standing
audience
when
we're
talking
about
stuff
and
strategic
support,
so
we're
a
little
disappointed
that
some
of
our
council
members
have
left.
So
you
need
to
tell
them
what
in
a
riveting
presentation,
they
missed
and
they
should
watch
it
on
the
rerun
on
the
internet,
so
so
I'm
Julia,
Cooper
I'm,
the
director
of
Finance
I,
really
do.
H
Thank
you
for
your
time
today
and
allowing
us
to
make
this
presentation
I'm
here
with
Lisa
and
jennifer
whitt
in
the
finance
department
and
Rob
is
here
as
well.
So
Lisa
will
provide
a
brief
overview
and
introduction
and
then
Jennifer
will
make
most
of
the
presentation
as
our
deputy
director
for
purchasing.
So
she
handles
all
these
things
on
a
day-in
and
day-out
basis.
So
about
a
turn
over
to
Lisa
great.
R
Thank
You
Julia
and
again,
thank
you
for
your
time.
Lisa
Titan,
Oh
assistant
director
of
finance,
IT
procurement,
is
centralized
in
the
purchasing
and
risk
division
of
Finance
per
the
municipal
code.
It
is
one
of
the
most
important
categories
of
spend
that
we
manage
in
the
purchasing
side
of
the
divide.
Purchasing
is
made
up
of
twelve
budgeted
staff.
They
manage
all
citywide
non.
R
Consulting
and
non-construction
procurements
in
recognition
of
the
specialized
expertise
required
to
handle
the
city's
growing
demand,
finance
created
the
IT
procurement
manager
position
and
initially
filled
it
in
September
2015,
the
initial
IT
procurement
manager
retired,
allowing
us
to
fill
the
position
in
April
2018
with
a
new
IT
procurement
manager.
Who
is
a
strong
background
in
IT,
public
procurement
and
contracting
purchasing
also
reorganized
in
July
2018,
so
that
the
IT
commodity
was
managed
by
one
centralized
team,
the
IT
strategic
procurement
team.
R
This
team
is
responsible
for
strategic
projects,
including
RFPs
and
contracts,
and
tactical
purchasing
involving
IT
related
purchase
orders.
The
objective
of
this
restructure
was
to
avoid
project
redundancies,
consolidate,
spend
more
efficiently
and
better
leverage
existing
solicitations
and
agreements.
This
new
team
consists
of
three
positions
that
serve
all
city
departments
on
IT,
related
solicitations
and
agreements
and
partners
closely
with
the
IT
department
to
ensure
all
IT
related
procurement
and
contract
activities
are
properly
aligned.
R
The
lean
team
consists
of
one
manager
and
one
senior
analyst,
who
support
all
IT
related
RFPs
contracts
and
special
projects
and
one
buyer
to
support
all
IT
related
purchase.
Orders
I'd
also
like
to
excuse
me
I'd,
also
like
to
add
that
purchasing
recently
issued
a
customer
service
customer
satisfaction
survey
to
its
internal
customers
several
months
ago,
and
the
results
showed
that
customers
are
generally
happy
with
the
level
of
service,
provided
they
understand
and
recognize
purchasing
role
in
making
sure
procurements
are
fair,
equitable
and
in
accordance
with
guidelines.
R
They
recognize
that
procurements
are
completed
in
a
reasonable
amount
of
time
and
are
happy
with
the
level
of
professionalism,
knowledge
and
service
provided
to
them.
When
asked
how
we
can
improve
multiple
responses,
ask
the
city
to
increase
procurement
staffing
levels
and
to
offer
more
training
I'll
hand
the
presentation
over
to
Jennifer
to
cover
our
accomplishments
and
further
commitment
to
innovative
procurement,
current
training
being
offered
and
Hongo
ongoing
resource
challenges.
S
Thank
you,
Lisa
I'm,
Jennifer,
Chang,
deputy
director
of
finance
for
purchasing
and
risk
finance
purchasing
are
proponents
of
innovative
procurement.
We
want
to
make
sure
that
we
use
the
best
tools
possible
to
be
as
efficient
as
possible,
but
recognizing
that
there's,
no
one-size-fits-all
approach.
Procurement
methodologies
really
need
to
be
customized
to
fit
the
need
at
hand.
There
has
been
discussion
about
utilizing,
purchasing
cooperatives
or
piggybacking
off
of
another
public
agency
solicitations
more.
We
currently
do
this
already
and
we
currently
do
it
where
it
makes
sense.
S
For
instance,
cellular
phone
services
have
been
procured
off
of
the
NASPA
value
point
cooperative
since
2012
the
Microsoft
Office
their
age,
65
licensing,
we've
recurred
off
the
de
county
of
riverside
solicitation
since
2013,
and
we
recently
renewed
with
the
new
Microsoft
license
provider
this
past
May,
as
approved
by
council,
and
we're
currently
exploring
the
use
of
coops
in
the
purchase
of
time
clocks,
Burt
City.
There
are
a
variety
of
factors
to
consider
when
evaluating
whether
or
not
a
cooperative
is
appropriate.
S
For
instance,
we
need
to
make
sure
that
another
agency's
procurement
practices
are
comparable
to
the
cities,
also
leveraging
another
agency
solicitation
process
and
can
sometimes
mean
we
can't.
We
won't
be
able
to
consider
our
own
local
and
small
business.
Preference
in
the
selection.
Cooperatives
may
make
sense
for
commodity
items
like
you
see
on
the
slide
here,
but
it
may
not
make
sense
to
use
cooperatives
that
are
from
out
of
state
if
we
have
a
local
service
requirement
to
procure
agile
contracting.
I
know
this.
S
That's
been
a
topic
of
interest
lately
as
well,
so,
instead
of
having
a
set
of
requirements
that
we
ask,
contractors
to
work
towards
agile
contracting
is
based
on
a
collaborative
iterative
process
between
parties
where
project
deliverables
are
designed
and
developed
on
an
iteration
by
iteration
basis.
We've
done
this
and
we
support
utilizing
it
where
it
makes
sense.
For
instance,
we've
deployed
agile
deployment
into
learning
management
system
agreement.
S
In
2015
we
used
a
modified,
agile
approach
with
Caltrans
approval
in
the
d-o-t
traffic
incident
management
system
agreement
in
2016,
and
we
introduced
the
agile
requirement
and
our
scope
of
services
for
the
business
tax.
Amnesty
request
for
quotes.
That's
currently
in
process,
and
we
know
our
customers-
are
you
interested
in
utilizing,
agile
and
integrated,
permitting
system
and
in
a
my
stano's,
a
2.0
projects
that
are
upcoming?
S
S
We
provide
creative,
practical
solutions
for
our
customers,
sometimes
avoiding
procurements
altogether,
for
instance,
in
2016,
when
Public
Works
first
approached
our
team
about
their
wish
to
procure
a
software
to
manage
the
inventory
and
whereabouts
of
our
city's
fleet
of
vehicles.
Our
IT
procurement
manager
asked
this
question:
don't
we
already
have
an
agreement
in
place
with
asset
works
that
monitors
the
fuel
levels
of
our
fleet?
Our
city's
public
safety
vehicles
already
outfitted
with
GPS
trackers?
Is
there
some
way
to
leverage
what
we
already
have
in
place
with
asset
works?
S
For
this
new
requirement,
public
works
took
sorts,
took
our
suggestions
and
work
with
our
existing
vendor.
The
contractor
ended
up
outfitting
our
non
public
safety
vehicles
with
GPS
trackers
create
a
custom
code
for
a
new
user
interface,
and
we,
the
city,
were
able
to
leverage
an
existing
solution
to
solve
a
new
problem
without
having
to
procure.
S
Most
recently,
the
housing
department
came
to
us
with
their
request
to
procure
software
that
allows
residents
to
browse,
affordable
housing
opportunities
on
our
website,
similar
to
what
the
city
of
San
Francisco
has
a
software
called
dahlia
this
with
housing.
Let
RIT
procurement
manager
to
ask
this
question.
As
a
software
developed
by
San
Francisco
open-source
turns
out
it
was
the
procurement
wasn't
necessary,
but
we
recognize
that
we
may
need
to
implementation
services,
so
we
inquired
who
implemented
for
San
Francisco.
S
It
turned
out
San
Francisco
utilized
a
public
agency
solicitation
from
MTC
the
Metropolitan
Transportation
Commission,
which
resulted
into
a
pool
of
pre-qualified
suppliers.
As
a
result,
staff
is
currently
looking
into
obtained
as
open
source
Dahlia
product
developed
through
the
city
of
San
Francisco,
and
will
solicit
low-priced
bids
from
the
pool
of
developers
from
the
MTC
solicitation.
This
will
enable
the
city
to
introduce
our
own
scope
of
services.
Our
local
and
small
business
preference
generate
some
competition
and
ensure
best
pricing.
S
We
know-
and
we
hear
some
of
our
customers
challenges
with
procurements
on
the
slide-
are
a
few
statements
we've
heard
directly
or
indirectly
from
the
from
a
customer.
Sir
grapevine,
often
common
frustration
seems
to
be
a
lack
of
awareness
of
the
procurement
process,
may
an
engagement
to
finance
department,
lack
of
awareness
of
our
procurement
process
and
why
we
have
such
measures
in
place
or
a
limited
in-house
expertise
from
staff
to
adequately
define
scope
and
specifications,
sometimes
in
the
rush
to
get
something
done.
S
There
is
a
lack
of
understanding
of
the
collaborative
nature
of
procurement
and
contracting
finance.
Purchasing
cannot
manage
and
be
responsible
responsible
for
procurement
and
contracting
in
isolation.
These
are
projects
that
require
active
engagement
and
put
an
ownership
from
departmental
stakeholders,
stakeholders
in
order
to
be
successful.
So
here's
what
we're
doing
to
help
we
have
available
a
purchasing
basics
course.
On
csj
University
we've
held
in
person
trainings
with
various
city
departments,
upon
request,
given
current
staffing
levels,
we
are
now
asking
departments
to
take.
S
The
online
training
and
purchasing
staff
can
come
in
and
answer
questions
as
necessary
to
fill
the
gaps
purchasing
is
currently
in
the
middle
of
two
system.
Implementations.
One
is
the
upgrade
of
the
purchasing
module
of
FMS
our
ERP
system,
which
will
help
streamline
the
purchase
order,
placement
process
and
the
second
is
to
replace
and
upgrade
our
procurement
system
from
bit
sync
to
bidding
go
which
will
help
streamline
the
solicitation
preparation
process
and
evaluation
process.
S
S
Additionally,
the
team
has
been
working
with
the
City
Attorney's
Office
and
information
technology
department
to
update
and
standardized
update
and
standardized
IT
contract
language
and
the
city's
exemplar
to
ensure
that
we
have
adequate
and
consistent
provisions
in
place
in
our
IT
related
agreements
and
to
make
sure
that
the
language
is
refreshed
as
appropriate.
Further
l,
we
are
supportive
of
seeking
new
strategies
to
make
procurements
more
efficient,
while
keeping
with
the
tenants
and
best
practices
of
public
procurement.
S
Currently,
we
are
revising
C
CMO
on
the
project,
startup
and
resident
pilot,
otherwise
known
as
project
ster
project
stores,
RFP
process,
utilizes,
a
design,
thinking
approach
that
defines
the
pain
points
and
what
staff
wants
to
solve
when
developing
the
scope
of
work.
Ultimately,
the
selected
vendor
would
be
required
to
show
a
proof-of-concept
CMO
is
piloting
stur
to
see
whether
we
can
adopt
practices
from
it
to
further
enhance
a
demonstration
partnership.
Council
policy
with
finance
purchasing
playing
a
consultative
role.
S
Well,
we
are
pre
committed
to
procurement
innovation.
This
is
our
challenge.
How
do
we
stay
on
top
of
the
city's
growing
demand
for
procurement
and
contracting
expertise
and
speed
without
compromising
the
values
and
guiding
principles
of
public
procurement,
which
are
accountability,
ethics,
impartiality,
transparency,
professionalism
and
service,
while
abiding
by
our
governance
structure,
which
is
the
muni
code?
S
The
city
policy,
council
policy,
city
administration
manual
and
the
city
auditors
recommendations
while
avoiding
headline
risk
for
context
and
2003
to
2004
city
staff
was
involved
with
a
procurement
scandal,
but
her
staff
was
found
to
have
been
colluded
with
the
vendor
Cisco
in
developing
specifications
for
the
network
upgrade
RFP
for
City
Hall.
This
resulted
in
two
to
Santa,
Clara,
County,
grand
jury,
investigation,
internal
audit
recommendations
and
citywide
purchasing
reforms.
There's
a
link
here
that
points
to
a
procurement
study
session,
with
counsel
done
in
2015.
If
you'd,
like
further
information.
S
Here
is
a
graphical
representation
of
the
challenge
currently
facing
our
IT
procurement.
Strategic
group.
Please
note
that
these
numbers
and
figures
only
pertain
to
this
group
of
three
individuals
and
only
speaks
to
IT
procurement,
which
represents
about
20%
of
the
overall
purchasing
activities
in
the
last
two
school
year.
The
balance
of
the
purchasing
team
purchases,
all
equipment,
goods
and
non
consulting
services
for
the
city.
This
includes
body
burn
cameras
for
the
police
department,
the
parking
access
to
revenue,
control
system
for
airport
and
d-o-t
all
of
the
other
projects.
S
S
S
It
was
a
year
in
which
we
completed
two
big
high-dollar
agreements,
an
IPS
two
integrated
permitting
system
and
HR
Payroll.
Just
those
two
procurements
accounted
for
a
14
million
dollar
spike.
You
see
there
without
these
two
outliers.
Overall,
you
can
see
that
purchasing
activity
levels
have
been
steadily
increasing,
but
we
have
maintained
the
same
level
of
authorized
staffing
in
fiscal
year
1819.
The
light
blue
bar
represents
number
of
projected.
Pos
were
forecasting.
S
We
need
to
renew
or
Reeb
it
out
by
next
June,
and
the
like
rain
bar
represents
the
strategic
projects
that
the
team
is
currently
working
on
by
projected
spend
it's
an
increase
in
spend,
but
it's
a
much
larger
increase
in
activity
to
give
you
insight
into
the
slice.
Well,
in
fiscal
year,
1617
the
spike
was
driven
by
two
projects
a
present
day.
The
spike
is
driven
by
25
projects,
I've
listed
about
12
of
those
25
projects.
S
Here
these
include
a
cybersecurity
RFP,
which
consists
of
five
packages,
the
open
data
and
transparency
portal,
RFP,
the
infrastructure,
refresh
RFP,
the
multifunctional
devices,
RP
and
other
noon,
otherwise
in
its
printers,
etc.
All
our
important
activities
and
we
have
been
managing
the
work
with
just
two
staff
members
for
quite
some
time.
S
This
yellow
bar
represents
the
unknown
dollar
amount
of
projects
we
know
are
on.
The
horizon.
Departments
have
contacted
us
for
at
least
17
other
known
IT
projects,
including
my
San
Jose
2.0,
and
a
travel
reimbursement
software
RFP.
These
none
unknown
projects
also
include
unanticipated
requests.
We've
received
from
our
customers
almost
on
a
daily
basis
for
assistance
on
additional
procurements.
This
yellow
bar
also
includes
the
work
we
provided
apartments
and
drafting,
negotiating
and
executing
unanticipated
amendments
and
change
orders
to
existing
agreements.
S
We
also,
we
know
we
also
have
to
exercise
options
to
renew
those
existing
agreements,
and
we
are
also
working
on
special
projects
like
upgrading
the
e-procurement
software
on
top
of
this,
and
we
also
expect
additional
procurements
related
to
smart
cities
to
come.
Our
way
we
understand
smart
suits
procurement
is
not
just
tied
to
ID
procurement.
Like
I
have
scooped
out
here
on
this
slide
because
of
its
focus
on
IOT
dinner
to
Internet
of
Things,
it
impacts
the
city's
overall
procurement
activities.
S
Finance
purchasing
has
nine
other
staff
positions
who
manage
the
other
day
that
other
80%
of
non
IT
spend,
and
we
are
seeing
the
same
trend
overall
in
those
areas
that
you're
seeing
here
for
IT
finance
is
supportive
of
change,
as
that
is
in
keeping
with
the
best
practices
of
public
procurement.
However,
we
are
concerned
about
our
ability
to
absorb
escalating
demand
with
current
resources
without
compromising
the
values
and
best
practices
of
public
purchasing.
That
concludes
our
presentation
and
we're
happy
to
answer
any
questions
that
you
may
have.
A
H
A
I
have
a
couple
of
quick
questions.
One
is
that
you
talked
about
partnering
with
other
jurisdictions.
I
know,
there's
you
know
several
cities
that
have
these
agreements
and
contracts
the
state
has
contracts
the
western
states.
Association
has
contracts.
How
do
you
even
manage
or
figure
out
what
the
best
contract
to
to
affiliate
with
or
a
contract
through.
S
Sure,
first,
we
look
at
what
is
actually
requested
from
the
department.
That's
usually
the
way
to
go.
If,
if
there's
a,
if
it's
a
smaller
volume
of
spend-
and
we
know-
there's
probably
other
larger
agreements
out
there-
other
agencies
and
it
makes
sense
to
go,
look
at
what
those
contracts
would
look
like
and
if
that
need,
if
that
that
assessment
has
been
determined
and
we
think
it's
appropriate
to
leverage
and
other
public
agencies
agreements,
then
what
we
do
is
we
we
ask
our
customers.
S
Sometimes
they
know
because
they,
you
know,
network
with
those
other
departments,
but
those
other
agencies.
We
look
online.
We
have
a
bit.
Sync
has
some
resources
for
us
as
well,
and
then
we
have
to
evaluate
you
know
a
variety
of
factors.
How
old
was
that
solicitation?
Was
it
conducted
five
years
ago?
Was
it
three
years
ago?
Was
it
just
last
year
if
it
was
five
or
ten
years
ago,
then
maybe
that
pricing
isn't
valid
anymore?
We
have
to
look
at.
You
know
how
that
solicitation
was
done.
S
Is
their
volume
was
their
volume
larger
than
where
we're
asking
for
so
we
can
be
ensure
that
we're
getting
that
that
volume
discount
and
then
we
have
to
see,
of
course,
whether
or
not
that
public
agencies
solicitation
process
is
similar
to
the
cities.
It's
comparable
to
states
per
our
code.
So
there's
there's
a
there's,
a
huge
kind
of
chain
of
questions
that
we
go
through
and
evaluating
how
we
might
go
about
utilizing
either
a
cooperative
or
another
agency's
agreement.
A
S
Have
a
very
strong
working
relationship
I,
the
IT
department
is
shared
with
us,
their
their
work
plan
for
the
year,
and
so
they
let
us
know
pretty
as
far
as
they
can.
As
far
as
they
know
what
projects
are
coming
down
the
pipeline.
So
we
do
have
some
advance
notice
there
and,
as
far
as
I
know,
our
team
looks
very
closely
with
with
his
team
and
and
in
kind
of
getting
ahead
of
these
projects
and
seeing
what
we
can
do
to
kind
of
get
the
ball
rolling.
A
S
A
G
Thank
you,
you
know
I,
guess
it's
been,
you
know.
Procurement
practices
have
been
changing
since
say
the
mid-2000s
compared
to
like
2014
as
compared
to
now
we're
no
longer
in
a
state
of
war
and
we're
learning
how
to
practice,
leaving
the
idea
of
war
and
the
procurement
process
now
is
offering
ideas
of
accountability
and
transparency
that
can
have
a
slightly
different
meaning
to
it.
That
I
hope
would
be
of
interest
to
you,
I'm.
You
know
I'm
up
here
all
the
time
talking
about
that
openness
as
possible
and
I'm
learning
that
you
know
the
ad.
G
That's
you
the
procurement
process,
when
you
introduce
yourself
to
clients
what's
possible
for
the
future.
Now
this
idea
of
community
sustainability
based
on
this
openness
during
the
time
of
war,
was,
you
know,
very
much
buddhu
and
not
a
selling
point,
whereas
now
I
think
it
really
can
be,
but
it
takes
time
and
practice
and
I
know
it's
fearful
to
the
mayor
and
others
at
this
point,
but
I
think
with
time.
G
The
idea
of
the
new
accountability
that
were
creating
for
all
of
us
in
a
city
is
just
would
just
make
something
really
important
and
in
how
you're
talking
to
all
these
companies
about
how
they
can
come
to
San
Jose
and
what
they
should
want
one
and
what
they
can
expect.
You
know
civil
rights,
civil
protections
for
its
people
and
and
peace
and
I
think
I.
Think
companies
will
really
enjoy
that
and
want
to
be
a
part
of
that
in
the
future.
G
J
C
Have
a
nice
treat
in
this
concluding
presentation
with
Kevin
O'connor
assistant,
director
of
Department
of
Transportation
Jill,
north,
the
Department
of
Transportation
program
manager
and
innovation
manager,
an
update
on
our
city's
autonomous
vehicle
program,
really
highlighting,
in
my
opinion,
how
San
Jose
is
leading
not
only
in
terms
of
thought,
but
also
in
terms
of
implementation
of
the
potential
of
autonomous
vehicles
on
our
streets.
So
with
that
I
will
turn
it
over
to
Kevin
and
Jill.
T
Thank
You
mr.
chair
members
of
the
committee
and
members
of
the
public,
my
name
is
Jill
north
and
I'm.
The
Innovation
Program
Manager
for
the
Department
of
Transportation
I'm
joined
by
Kevin
O'connor,
the
assistant
director
of
the
Department
of
Transportation,
and
we're
really
excited
to
share
with
you
our
work
regarding
autonomous
vehicles
in
the
city
of
San
Jose.
T
The
purpose
of
this
update
is
to
demonstrate
San
Jose's
leadership
in
this
space
and
to
bring
the
committee
up
to
speed
on
the
city's
current
and
future
efforts
by
highlighting
current
progress
with
the
AV
RFI
in
examining
additional
AV
activities
currently
underway
in
San
Jose,
we
are
hoping
to
bring
you
up
to
date
on
our
current
status.
I
will
then
walk
you
through
an
analysis
of
AV
activity
within
California
to
provide
a
broader
context
of
what
is
occurring
throughout
the
state.
T
Current
plans
call
for
the
project
to
be
implemented
incrementally
in
a
three-phase
phased
approach,
phase
one
targets,
a
point-to-point,
transit
option
between
Deardon
Transit,
Center
and
Santana
Row,
and
will
be
limited
to
a
selective
user
base.
This
phase
will
focus
on
performing
a
dry
run
prior
to
broadening
the
service
locations
in
users.
T
The
second
pilot
project
involves
testing
of
a
visa
in
North
San
Jose
in
Santa
Clara,
to
study,
av2
infrastructure
connectivity,
performance
of
various
communication
systems,
including
dedicated
short-range
communication,
LTE,
4G
and
5g.
Additionally,
the
AV
route
will
cross
jurisdictional
boundaries,
aligned
for
AV
testing
with
different
types
of
traffic
signal
systems
used
by
San
Jose
Santa
Clara
in
Santa
Clara
County.
Implementation
of
the
pilot
is
expected
to
start
in
early
2019.
T
Additionally,
San
Jose
do
T
is
a
member
of
a
large
California
cities
coalition,
which
holds
monthly
meetings
to
share
information
and
coordinate
efforts
between
major
cities,
including
San,
Francisco,
Los,
Angeles
and
Sacramento.
Given
the
expansion
of
emerging
mobility,
worked,
two
subcommittees
have
emerged
around
AVS
and
data
to
provide
guidance
and
share
information
between
other
cities
in
California.
Do
t
staff
serve
as
the
chairs
of
these
California
subcommittees
with
ramzes
madhu?
T
In
addition
to
these
efforts
do
t,
staff
has
confirmed
that
six
companies
have
performed
independent
testing
in
autonomous
mode
on
San
Jose
streets.
Independent
testing
refers
to
companies
that
are
testing
on
public
roadways
under
applicable
state
and/or
federal
authority,
with
no
formal
agreement
or
partnership
with
the
local
government
agencies.
In
some
of
these
cases,
companies
have
shared
information
of
operating
plans
and
vehicle
capabilities,
but
other
arrangements
or
commitments,
such
as
performance
data
sharing
route,
designation
or
community
engagement
that
would
help
the
agency
company
and
community
prepare
for
an
autonomous
future
are
not
formally
established.
T
The
six
companies
that
have
operated
autonomously
on
San
Jose
roadway
include
mercedes-benz,
Bosch
Delphi,
which
is
now
known
as
active
drive,
AI
neo
and
Intel.
As
of
April
2018
California
DMV
now
issues
four
types
of
AV
permits.
These
permits
include
AV
testing
with
a
driver,
AV
deployment
with
the
driver,
AV
driverless
testing
and
AV
driverless
deployment.
Currently,
there
are
no
companies
that
have
been
granted
deployment
permits,
which
means
that
AV
companies
cannot
charge
for
rides
in
the
state
of
California.
T
There
are
60
companies
that
have
an
AV
testing
with
a
driver
permit,
and
only
one
company
that
has
an
AV
driverless
testing
permit,
which
is
way
mo
of
those
60
companies
have
an
AV
testing
with
driver
permit
only
12
of
those
operated
in
autonomous
mode
on
public
roadway.
As
of
the
end
of
2017,
which
are
listed
on
the
slide,
it
is
noteworthy
to
point
out
that
most
of
these
12
companies
have
fewer
than
five
vehicles
in
drove
less
than
2,000
miles
in
the
past
year.
T
According
to
the
Bloomberg
philanthropies
in
the
Aspen
Institute
study,
there
are
a
total
of
48
cities
within
the
u.s.
that
have
initiated
some
form
of
AV
activity.
I
will
be
describing
the
nature
of
these
initiatives,
starting
from
the
bottom
and
working
our
way
up.
The
solid
black
lines
serve
as
a
break
between
the
different
initiatives.
I
will
be
describing
the
16
cities
listed
on
the
bottom,
with
a
red
designation
are
categorized,
as
only
having
done
some
form
of
AV
planning
work,
which
includes
a
V
impact
studies,
attend
you're
out
identification
or
investing
in
smart
infrastructure.
T
T
There
are
12
cities
that
are
categorized
with
the
yellow
designation,
indicating
they
have
invested
in
some
type
of
driverless
shuttle
service
that
generally
operates
within
a
1
to
2
mile
loop
in
on
average
in
8
mile
per
hour
speed
with
a
maximum
speed
of
25
miles
per
hour.
The
next
five
cities
indicated
in
blue
have
independent
AV
testing
occurring
on
public
roadway,
much
like
what
is
occurring
currently
within
San
Jose,
where
we
have
verified
that
there
are
six
companies
that
have
been
testing
independently
on
our
roadway.
T
The
following
seven
cities
have
multiple
AV
efforts
underway,
which
includes
some
combination
of
planning
activities,
driverless
shuttle
service
and
independent
testing,
and
at
the
very
top
there
are
five
municipalities
that
have
led
the
way
in
terms
of
notable
AV
efforts
that
include
a
partnership
with
one
or
more
AV
companies
to
test
and
operate
EVs
on
public
roadways.
I
just
want
to
note
that
three
of
these
cities
are
in
the
Boston
area
and
collaborated
on
a
single
effort.
T
So
that's
why
Boston
they're
all
kind
of
listed
there
on
one
line,
greenville
county,
south
carolina
and
the
city
of
san
jose
are
the
other
two
municipalities
with
notable
AV
efforts
occurring.
The
purple
designation
indicates
a
formal
public-private
partnership
under
way.
San
jose
continues
to
lead
among
peers
with
its
AV
efforts
in
terms
of
planning,
AV
company,
independent
testing
and
public-private
partnerships
with
only
boston
adopting
a
similar
approach.
T
As
we
look
toward
the
future
do
t
staff
remains
committed
to
aligning
AV
efforts
with
broader
transportation
goals,
as
well
as
making
the
city
a
desirable
place
for
AV
companies
to
develop
and
test
their
technology.
Staff
has
classified
the
work
ahead
into
two
categories.
The
first
is
in
relation
to
our
current
AV
efforts
in
the
our
builds
off
of
this
work
to
further
accelerate
the
development
testing
and
implementation
of
AV
and
San.
T
Jose
staff
will
continue
to
demonstrate
leadership
in
the
AV
space
through
its
two
AV
pilot
projects,
in
progress
by
continuing
to
play
a
leadership
role
at
the
local
state
and
national
levels
in
AV
policy
standards
and
best
practices,
by
continuing
to
monitor
and
learn
from
other
AV
efforts
occurring
across
the
country
and
continuing
to
develop
the
cities,
access
and
mobility
plan
that
further
addresses
how
AVS
will
support
our
broader
city
plans
and
goals
with
the
rapid
pace
of
AV
testing
deployment
and
implementation
staff
acknowledges
that
simply
continuing
effort.
Current
efforts
is
not
enough.
T
Therefore,
in
2019
DoD
will
be
ramping
up
its
efforts
through
a
series
of
strategies
to
retain
the
leadership
necessary
in
the
space
these
Kat.
These
key
strategies
include
proactively,
identifying
and
engaging
with
companies
that
are
in
the
best
position
to
benefit
from
a
partnership
with
the
city
staff
will
develop
and
implement
a
method
to
gather
and
categorize
current
efforts
underway
with
each
of
the
AV
companies
that
are
permitted
within
the
state
of
California.
T
After
categorizing
these
efforts
staff
intends
on
concentrating
on
companies
that
are
in
development
in
early
state
testing
stages
of
their
a
be
testing.
Ensuring
that
the
benefits
of
partnering
with
the
city
early
can
fully
be
realized.
The
next
is
identifying
and
leveraging
opportunities
that
provide
digital
information
that
is
necessary
for
AV
testing
and
deployment.
So
one
example
of
this
includes
high-definition
maps,
which
is
foundational
to
the
development
and
testing
of
AVS
staff,
will
explore
opportunities
for
funding
and
partnerships
with
various
companies
who
may
be
interested
in
providing
digital
mapping.
T
Data
for
the
use
of
babies
next
is
exploring
opportunities
to
capitalize
on
the
city's
advanced
traffic
signal
management
system.
In
our
smart
cities
capabilities,
many
companies
in
the
early
testing
and
development
stages
can
benefit
from
the
city's
traffic
signal,
phase
and
timing
data,
which
can
offer
a
layer
of
safety.
Redundancy
staff
intends
on
exploring
grants
and
other
opportunities
to
enhance
infrastructure
and
to
make
it
more
available
for
use
and,
finally,
collaborate
with
other
agencies
to
create
cross
jurisdictional
testing
and
deployment
opportunities.
Eventually,
our
autonomous
vehicles
will
need
to
travel
between
jurisdictions
regardless
of
different
infrastructure.
T
Among
them,
staff
will
look
to
engage
neighboring
jurisdictions
and
other
local
agencies
to
provide
early
opportunities
for
cross
jurisdictional,
AV
testing
and
deployment.
In
conclusion,
I
want
to
acknowledge
Shireen,
santosh
IAM
in
the
mayor's
office
of
technology
and
innovation,
the
office
of
civic
innovation,
d-o-t
planning
and
operations
staff,
Valley
Transportation
Authority
and
our
partners
at
mercedes-benz,
Bosch
and
Daimler
for
their
support.
As
we
move
towards
an
autonomous
future.
Specifically,
I
would
like
to
formally
recognize
Kevin
O'connor,
the
assistant
director
of
the
Department
of
Transportation,
who
has
truly
served
as
a
guiding
light
for
this
initiative.
C
A
Actually,
I
was
waiting
in
that
for
Kevin
O'connor
to
make
a
speech
for
that
after
that
kudos,
but
actually,
if
you're
gonna,
have
the
two
remaining
members
of
this
committee
I
think
it's
it's
great
to
be
in
council
member
Davis,
because
we're
extremely
excited
about
the
mercedes
bosch
pilot,
we're
looking
forward
to
that
being
implemented
through
our
districts,
and
this
is
really
exciting
and
I
want
to
commend
everybody
on
the
hard
work
that
they've
they've
had.
But
they've
done
to
get
to
this
point
and
I
think
that
you
know
it's
incredibly
impressive.
A
A
Some
of
that
information
that
we
are
they
were
laid
out
in
terms
of
next
steps,
really
involve
a
lot
of
open-source
data
or
information,
and
my
question
is:
how
do
we
capture
best
practices
and
benchmarking
when
a
lot
of
the
companies
that
were
working
with
want
to
keep
everything
proprietary?
So
it's
kind
of?
If
you
can
speak
to
that,
please.
T
That's
an
excellent
question.
Mr.
chair,
one
of
the
things
that
I
have
found
in
communicating
with
a
lot
of
these
companies
is
that
they
are
not
necessarily
so
closed
in
trying
to
find
solutions
on
being
transparent
on
where
the
technology
is
and
if
you
ask
the
right,
questions
and
and
work
in
a
way
that
shows
that
you
want
to
be
a
partner
in
the
space
and
use
the
data
for
good
to
really
build
something
together,
they're
they're
a
lot
more
forthcoming,
which
has
really
provided
us
with
those
best
practices.
T
Along
with
that,
we
see
some
gaps
right,
where
we
can
really
provide
value
to
companies
or
even
to
our
own
city.
An
example
is
that
you
know
for
our
police,
for
example,
as
these
as
rut,
whether
a
company
is
working
with
us
or
not,
they
should
have
access
to
a
24
hour
phone
line
in
case.
One
of
these
vehicles
is
involved
in
a
collision,
and
so
just
starting
with
asking
those
types
of
questions
you
know
kind
of
gets
companies
to
think
outside
of
everything
is
proprietary
and
that
there
is
information
that
can
be
shared.
T
Yeah,
it's,
it
depends
on
what
datasets
you're
talking
about
some
of
this
you
know
is,
is
I
mean
really?
This
is
bleeding
edge
stuff.
So
a
lot
of
those
types
of
you
know
kind
of
sharing
standards
and
those
types
of
things
are
not
being
shared.
Yet
we
anticipate
that
at
some
point
they
will
be,
for
example,
I'm
gonna
use
the
map
example
a
shared
map
between
different
companies.
You
know
why
doesn't
that
exist?
Well,
that's
a
space
that
we're
interested
in
getting
into
is.
T
Is
there
an
opportunity
to
have
a
shared
map
so
that
every
company's
not
making
their
own
to
me
that
kind
of
makes
sense
cuz
it's
the
same.
You
know,
but
no,
there
has
not
been
a
standard
adopted
that
way
and
then
on.
For
example,
I'm
gonna
go
back
to
that
point
that
I
made
with
24-hour
a
number
line.
You
know
that's
just
kind
of
us
going
hey.
T
A
L
L
Director
transportation,
what
Jill
had
mentioned
in
a
presentation
about
you
know
the
d-o-t
air
and
sound?
Is
they
kind
of
leading
some
efforts?
Certainly
the
work
that
we're
doing
with
other
large
cities
in
California
around
data
sharing
and
trying
to
create
those
standards
in
those
warehouses
across
jurisdictions
is
something
that
I
think
is
important.
L
A
G
G
So
good
luck
in
this
work,
I
know
that
it's
been
mentioned
here,
that
there
could
be
good
AV
practice
over
at
the
airport
area
and
I.
Just
thought.
I'd
mention
that
just
to
mention
it
I
wanted
to
mention
the
the
idea
of
the
disruption
process
that
is
possibly
going
to
be
happening.
I
guess
we
are
going
through
it
and
possibly
in
the
mid-20s
2020s.
G
So
we
don't
have
to
call
it
so
much
a
disruption,
but
just
simply
a
fact
of
life,
because
the
question
is
about
the
idea
of
fracking
and
when
fracking
was
first
introduced
about
15
years
ago
on
the
mass
level
in
this
country
that
it
is
now,
it
was
with
the
intention
that
it
would
have
to
eventually
wind
down
in
a
short
period
of
time
so
and
that
would
be
in
the
mid
2020s.
So
this
the
idea
of
disruption
is
not
necessarily
the
end
of
the
world
scenario
that
capitalism
likes
to
work
with.
G
But
it's
just
you
know,
government
planning
themselves
out
that
we
don't
have
the
environmental
capacity
to
keep
racking
forever,
and
so
you
know
I
hope
we
can
learn
how
to
talk
about
this.
You
know
just
simply
and
logically
and
responsibly-
and
you
know,
they're
good
plans,
developing
and
I
hope
we're
always
open.
Thank
you.
G
Thanks
a
nice
meeting
today,
I
really
look
forward
to
next
week
when
everybody
gets
to
talk
about
the
ideas
of
tenants
rights
that
I
think
we've
all
been
excited
to
talk
about,
and
we
all
want
to
talk
about
and
really
good
terms
and
hopeful
terms,
Thank
You,
Kip
Harkness.
For
your
beginning
words
today
about
European
models
for
data
collection.
G
It
just
gave
me
a
great
reminder
that,
coming
up
next
week
or
the
week
after
there's
going
to
be
here-
micro
mobility
issue
on
the
city
council,
agenda
about
the
scooters
in
city
of
San
Jose
and
at
San,
Jose,
State
and
they're
having
questions
about
the
data
practices,
collection
practices
and
it's
important
to
me.
You
know
you
mentioned
the
European
models
that
that'll
be
great
to
know,
and
you
know
I
really
don't
I
want
it
to
be
about.
G
You
know
how
the
movement
of
scooters
and
that
sort
of
information
collecting
not
so
much
law
enforcement
issues
that
we
could
drift
into,
that
I
know
you're
working
hard.
Not
to
that
I
hope
you,
you
know,
make
an
effort
not
to,
and
finally
you
know,
I
just
wanted
to
once
again
mention
the
ideas
of
openness
and
accountability,
and
you
know
these
are
things
that,
like
the
SAG,
Committee,
really
accomplished
and
I
think
created
a
model
for
the
rest
of
the
country.
That
I
think
just
amazed.
G
The
country
I
think
you
know
the
ideas
around
Amazon
back
east
right
now,
everyone's
really
frightened
and
not
happy
about
it.
Meanwhile,
we're
doing
something
here.
That
is
just
nothing
but
gives
good
ideas
for
everybody
to
look
forward
to
and
and
to
think
about
for
our
future
and
our
lives
now
and
that's
impressive
and
that's
all
part
of
an
open
and
accountability
process
and
a
lot
process
where
we're
all
invited
and
all
included
and
I
just
I
wish
you
good
luck
in
in
this
sort
of
work
and
effort.
Thank
you.
Thank.