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A
B
A
C
A
Have
a
quorum
now,
one
comment
today:
three
council
members
at
least
we'll
have
to
aspire
to
be
somewhere
at
4:30
at
the
VTA
board
meeting,
although
and
then
council
member
Davis
has
to
leave
it
2:30.
So
let's,
let's
keep.
Let's
keep
it
short
folks.
All
right
can
I
get
a
motion
to
review
to
approve
the
work
plan,
all
right
all
in
favor,
okay,
any
opposed!
No
that
passes
all
right
on
to
the
next
thing.
No
consent
calendar
go
in
presentations.
Please
great.
C
Thank
you
a
good
afternoon,
chair
members
of
the
committee
members
of
the
public
and
city
staff,
dolan
beckel
here,
director
of
the
office
of
civic
innovation,
joined
in
the
front
box
by
smart
city.
Imagine
or
manager,
regin
anair,
our
deputy
city
manager,
Kip
Harkness,
extends
his
regrets.
He
literally
was
thrown
off
a
horse
last
weekend
and
is
at
home
recovering
as
we
speak.
It
was
not
a
discussion
with
Dave
or
Jennifer.
He
literally
got
thrown
off
a
horse
and
he's
at
home
recovering,
but
he's
in
good
spirits
in
good
shape.
C
So
let's
walk
through
our
agenda.
We're
going
to
start
off
with
an
update.
Our
usual
update
on
the
smart
city
roadmap,
we're
gonna.
Next
move
on
to
a
privacy
policy
update
report.
We're
gonna,
give
an
update
on
my
San
Jose,
we're
going
to
talk
about
the
status
of
the
integrated,
permitting
system
and,
last
but
not
least,
we're
gonna.
Give
an
update
on
the
facebook
youtube
live
pilot.
I'd
have
to
say
that
to
the
I'm
sure
the
committee
will
be
glad
to
hear
that
we're
not
going
to
have
any
smart
city
quizzes.
C
The
infotainment
today
is
going
to
be
twofold.
First
of
all,
we're
going
to
get
a
demonstration
of
some
of
the
new
IPs
geographic
information
system
capabilities
and,
secondly,
we're
going
to
get
a
a
short
video
during
the
my
San
Jose
update.
So
having
said
that
and
intending
to
move
quickly
today,
we'll
move
on
to
our
first
report
on
a
smart
city
roadmap,
I
regginator.
D
Thank
you
doing
good
afternoon.
Mr.
chair
members
of
the
committee
and
public,
my
name
is
Reggie
Nena
and
I'm
smart
city
manager
for
civic
innovation
team.
As
you
recall,
the
approved
smart
city
roadmap
that
we
presented
to
the
committee
and
members
of
the
public
back
in
March
is
our
baseline
to
show
our
progress
as
these
projects
move
towards
green
and
eventually
to
completion.
D
D
D
The
roadmap
has
been
an
instrumental
tool
to
help
departments,
focus
and,
more
importantly,
allows
project
leads
to
be
transparent
and
accountable
and
leading
in
this
example,
I
really
want
to
specifically
thank
to
folks
art
eat,
angry
from
IT
and
Jill
north
from
d-o-t,
who
have
been
proactive
in
identifying
the
status,
even
though
not
favorable,
because
they
recognize
the
challenges
and
contract
negotiations
that
they
were
dealing
with
with
their
vendors.
That
would
impact
their
overall
project
delivery.
D
A
red
status
and
share
what's
change
and
the
corrective
course
of
actions
that
will
be
taken
for
the
month
of
June
to
get
these
projects
back
on
track.
The
next
few
slides
will
be
highlighting
the
five
projects
that
are
at
risk
and
two
projects
getting
back
on
track
so
for
reference
items
highlighted
in
purple
indicates
what
has
changed
since
last
month's
meeting
integrated
permitting
system.
The
project
remains
right
until
council
approves
to
amend
contract
with
the
vendor
on
June
25th.
D
However,
later
in
today's
meeting,
you
will
hear
all
the
great
stride
the
team
is
making
to
get
this
project
on
track.
My
San
Jose
this
project
remains
red.
However,
the
team
is
making
great
efforts
to
hire
key
personnel
to
help
move
this
project
forward
and
I
can
officially
say
that
Herrmann's
and
sedona
has
started
on
Monday,
so
he's
here
in
the
audience.
So
I
really
want
to
thank
that
team.
Also,
you
will
hear
a
more
in-depth
presentation
about
the
project
later
today.
D
It
infrastructure,
modernization,
the
contract
is
taking
longer
than
expected.
Due
to
the
complexity
in
establishing
four
to
five
different
agreements,
however,
Finance
anticipates
to
submit
a
final
draft
of
the
contract
in
June
for
the
vendor
to
review.
At
this
time.
No
council
actions
are
anticipated,
City,
open
data
environment,
the
project
is
experiencing
delays
due
to
negotiations
with
the
vendor
and
is
taking
longer
than
expected.
Finance
is
working
closely
with
the
vendor
to
help
get
this
finalized.
D
This
month,
access
Eastside
the
city
and
the
Eastside
Union
High
School
District
staff
met
in
mid-may
to
move
forward
with
the
next
phase
of
the
access
Eastside
at
over
felt
high
school,
which
will
be
fully
funded
by
Eastside
Union
High
School
District.
Our
next
steps
for
the
project
is
to
understand
a
baseline
for
uptime
of
Wi-Fi
at
James
lick
in
collaboration
with
our
partners.
D
It's
Silicon
Valley
talent,
partnership
and
PayPal,
and
also
we
will
seeks
Council's
approval
to
amend
an
existing
agreement
that
we
have
with
smart
wave
in
August
2000
nineteen,
so
advance
cybersecurity,
RFP
the
good
news.
Last
month
we
issued
the
RFP,
and
the
project
has
moved
from
red
to
yellow
status
data
strategy.
The
fuse
fellow
program
has
been
instrumental
in
helping
the
city
of
San
Jose,
find
a
data
strategy
officer
currently
we're
in
the
discovery
phase,
with
main
focus
to
seek
Bloomberg
certifications.
So
this
project
has
moved
from
red
to
green
status.
D
The
projects
that
are
shaded
in
gray,
which
are
a
total
about
18
projects,
will
be
the
next
wave
of
projects
that
will
become
active
on
the
smart
city
roadmap.
This
coming
fall.
There
are
some
additional
projects
that
are
not
shaded
and
they're
still
awaiting
budget
approval
and
confirmation
through
the
budget
process.
So
potentially
more
can
come
so
just
stay
tuned,
so
once
a
budget
is
officially
approved
and
the
project
team
contract
has
been
confirmed,
these
projects
will
be
part
of
the
roadmap
update
in
the
fall.
D
Okay,
when
we
introduced
the
two
pipeline
approach
for
the
big
rocks
and
small
wonders,
it
allowed
a
separate
pathway
to
deliver
small
wonder
projects
than
our
time
box
and
help
the
city
get
ready
for
the
future.
One
of
the
successes
we
were
pleasantly
surprised
was
the
implementation
of
the
startup
and
Residence
program,
four
out
of
the
eight
projects
that
you
see
before
you
allowed
the
city
to
demonstrate
a
product
through
a
competitive
procurement
process
and
once
a
proof-of-concept
was
deemed
acceptable,
the
city
could
enter
into
a
contract
with
the
vendor.
D
However,
on
the
flip
side,
we
recognize
that
the
small
wonder
projects
that
were
identified
on
the
previous
slide
were
more
inward,
focused
and
primarily
supported
operational
efficiencies.
Also,
the
vendors
that
wanted
to
pilot
their
products
with
the
city
were
mainly
of
IOT
type,
a
projects
that
typically
has
taken
longer
than
one
year
based
upon
our
experience
so
moving
forward
with
Small
Wonders,
we
want
to
incorporate
and
prioritize
a
community
centered
small
wonders,
challenge
approach.
D
This
will
focus
on
creating
a
greater
impact
to
our
residents
and
community,
provide
an
opportunity
to
seek
solutions
from
vendors
based
on
what
our
residents
and
community
needs,
and
finally,
it
will
provide
more
visibility
and
create
more
opportunity
to
communicate
to
the
public
and
tech
industry.
What
are
the
city's
innovation
principles?
D
So
we've
shared
this
list
of
challenges
at
our
last
meeting
that
focus
on
the
community
benefit
and
that
it's
more
outward
focus.
The
two
challenges
highlighted
in
grey
are
focused
on
IT
solutions,
as
I
mentioned
before,
we
have
not
been
very
successful
to
deploy
these
types
of
solutions
in
a
short
timeframe.
However,
we
are
open
for
vendors
who
may
have
solutions
that
can
be
expedited.
We
will
be
collaborating
with
the
departments
to
further
refine
or
add
more
to
these
challenges
that
had
has
a
community
benefit
focus
and
create
a
prioritized
list
for
future
use.
D
So
to
ensure
the
success
in
executing
these
small
wonder
projects
within
a
year.
We
collaborated
with
the
mayor's
office
of
technology
and
innovation
to
create
a
detailed
implementation
plan
that
is
broken
down
into
five
key
stages.
To
help
keep
these
projects
on
track.
The
first
stage
is
finalized,
as
you
can
see.
First
and
foremost,
we
will
need
to
hire
a
small
Wonder's
manager
once
hired.
We
will
need
to
collaborate
with
the
departments
to
refine
and
prioritize
three
to
five
challenges
then
determine
the
value
proposition
of
these
challenges
for
both
the
city
and
potential
vendors.
D
D
Second
planning:
we
need
to
finalize
strategies
to
up
front
to
up
front
the
have
the
RFP
process
up
front
through
a
public
process,
but
using
either
start-up
in
residence
or
in
a
similar
type
of
program.
The
goal
at
this
stage
is
to
finalize
the
scope
of
work
and
to
identify
staffing
and
an
example
would
be
through
the
innovators
Academy,
so
that
we
have
resources
in
place
to
help
finalize
the
RFP
third
is
launch.
It
is
important
to
spread
the
word
by
launching
the
communication
and
media
plan.
First
and
foremost,
it
keeps
our
community
engaged.
D
Also,
it
inspires
tech
industry
to
participate
solving
on
these
civic
issues
together
through
the
city's
procurement
process,
where
we
have
the
opportunity
to
evaluate,
select
and
enter
into
contract
with
a
potential
vendor
to
ensure
the
success
of
these
projects.
A
project
charter
will
need
to
be
established
to
understand
roles
and
responsibilities
with
the
project
team
and
vendor.
Fourth
is
execute.
D
After
all,
that
planning
we
finally
get
to
do
the
fun
part
where
we
create
a
Minimum,
Viable
Product
solution,
where
we
have
an
opportunity
to
demo
the
product
at
no
additional
cost
to
the
city
and
once
deemed
successful,
we
can
enter
into
a
contract
and
get
ready
to
scale,
and,
lastly,
is
evaluate
and
celebrate.
This
is
an
opportunity
where
we
can
share
our
findings
to
the
committee
and
members
of
the
public
to
celebrate
the
successes
or
lessons
learned
in
delivering
these
small
and
Wonder's
challenges.
D
So
before
I
conclude,
my
presentation
I
want
to
personally
thank
all
the
teams
throughout
the
city
departments,
and
a
lot
of
them
are
here
today
who
have
been
committed
to
executing
the
projects
that
are
on
the
smart
city
roadmap
and
also
upholding
the
transparency
and
the
accountability.
That's
required
because
it's
not
easy,
I
mean
we
have
it
and
it's
just
hard
and
there's
no
boilerplate
for
them
to
follow
so
I
just
want
to
personally.
Thank
them
for
that
and
this
concludes
my
presentation.
I'm,
going
to
pass
this
to
doing.
C
Great
thanks,
Reggie
there's
just
a
couple
projects.
I
want
to
call
out
because
they've
been
long
in
duration
and
they've.
They've
made
some
major
strides
forward
in
the
past
month,
but
it
may
not
have
been
clear
so
far.
Our
access
ISA,
which
is
now
providing
6,000
households
in
the
James
lick
coverage
area,
free
Wi-Fi
at
home.
For
that
project
we
met
with
Chris
funk
the
superintendent
and
a
CTO
Randy
Phelps,
and
we
have
agreement
to
move
forward
with
the
over
felt
school
district.
C
And
then
the
challenge
is
on
the
team
to
figure
out
your
Bob
wayna,
but
that
this
has
been
almost
two
years
in
the
making
and
we're
excited
to
have
James,
look
up
and
running
and
have
a
commitment
to
move
forward
with
over
felt
that
two
combined
District
two
combined
schools
basically
encompasses
the
whole
alum
rock,
which
means
we
can
now
look
to
other
schools
who
may
want
to
feed
on
this
and
in
contribute
capital
and
expand
to
those
homes
as
well.
So
we're
really
excited
about
that.
C
Secondly,
and
my
personal
selfish
favorite
is
our
broadband
strategy.
Yet
yesterday
route
metrics
who's,
one
of
the
leading
evaluators
of
broadband
speeds,
published
their
annual
report
on
on
California
and
the
headline
was
city
of
San.
Jose
makes
remarkable
strides
in
mobile
coverage.
Speed
gains
across
the
board
in
San
Jose
are
helping
change
the
landscape,
in
fact,
with
all
carriers
recording
median
download
speeds
above
30
megabits
for
the
first
time
in
San,
Jose,
San
Jose,
now
outpace
of
San
Francisco
in
this
round
of
testing,
so
so
score,
two
for
the
hybrid
strategy.
C
Yeah
so
I
think
I.
Think
probably
the
challenge
was
just
the
elapsed
time
from
when
the
idea
of
the
need
comes
to
when
we
could
actually
when
the
budgets
approved
and
we
can
actually
post
the
posting.
So
I
think
that
one
of
the
key
resources
we
want
to
get
on
board
is
the
Small
Wonders
manager
so
that
we
can
begin
pushing
forward
those
challenges
with
speed
and
make
sure
we're
aligned
to
the
the
schedule
of
stir
and
and
with
the
departments.
C
Secondly,
we
we're
gonna
find
that.
Well,
obviously,
we
need
more
resources
and
privacy
and
as
soon
as
the
budgets
approved,
that
will
also
give
us
the
funding
to
move
forward,
not
only
with
a
better
approach
to
working
out
our
privacy
policy,
but
additional
resources
on
board.
So
I
think
at
this
point,
the
major
challenge
ahead
of
us
is
the
actual,
just
timing
of
getting
the
budget
approved,
and
once
that's
done,
we
have
a
number
of
resources,
we'll
be
able
to
move
forward
with
and
then
certainly
the
actual
expertise
that
we're
looking
for.
C
The
combination
of
kind
of
business
development,
folks
and
technical
folks
is
is
a
difficult
challenge
and
I
think
probably
what
we
could
do
is
ask
the
committee
and
the
council
to
help
us
in
promoting
promoting
these
opportunities
through
social
media
and
reaching
out
to
potential
candidates
who
wanted
to
come
back
and
give
service
to
the
city.
I.
E
C
Got
it
yeah,
so
so
those
two
positions
that
was
we
have
for
a
while
recognize
the
need
to
better
leverage
data
to
be
make
decisions
and
with
the
somewhat
distributed
IT
environment,
and
that
we
have
both
centralized
and
distributed.
We've
been
looking
for
quite
a
while
to
find
someone
to
fill
the
role
of
a
chief
data
officer
within
the
city.
C
F
At
two
vice
mayor,
all
right
so
Toronto
fans,
I'm,
honest
anyway,
first
I
just
want
to
say
thanks
to
you
Raj
and
thank
you
very
much
Dolan
for
all
your
work
and
your
team's
great
work
and
I
just
want
to
encourage
and
urge
you
as
you
identify
as
you've.
Seen
here,
two
unsuccessful
recruitments.
We
I
very
much
get
the
fact.
We've
got
a
challenge
in
the
market
to
hiring
right
now,
and
you
know
there
should
be
communication
back
from
counsel
saying
we
need
to
reclassify
right.
F
There
should
be
and
I
understand,
you've
got
a
process,
you
gotta
go
through
a
city
manager
and
all
that,
but
I
just
want
to
encourage
you
to
use
that
process
because
we've
done
it
in
the
past
and
we
recognize
there's
a
lot
of
work.
That's
getting
held
up
right
now,
because
we've
got
a
small
number
of
really
hard-working
people
are
doing
too
much
and
we
need
to
get
more
folks
on
board.
So
please
use
that
and
not
just
accordingly.
If
we
can
help.
F
F
Understand
Intel
was
close,
but
now
they're
refocused
I'm
just
really
concerned,
because
I
know
we've
got
grant
funding
there
I
mean
I'm
concerned
for
lots
of
reasons.
Obviously
we
want
to
get
this.
We
want
to
make
great
things
happen
with
this
Jill
come.
Thank
you.
We
obviously
want
to
make
great
things
happen.
We
want
to
be
a
city
that's
prepared
for
whatever
may
come
in
the
future.
F
F
G
So
that's
why
I
moved
it
to
yellow,
but
in
terms
of
the
vehicles,
are
testing
they're
driving
the
route
to
and
from
right
now,
I
think
I've
seen
several
pictures
of
folks
taking
pictures
of
the
vehicles.
So
everything
else
is
moving.
It's
just
that
that
community
engagement,
the
meetings
that
we
would
like
to
be
an
agenda
item
on
those
are
gonna,
be
delayed,
a
little
bit
so
be
closer
to
when
the
lunch
of
the
service
starts
in
August,
okay,.
G
H
G
With
San
Jose
State
University
about
what's
the
best
approach,
start
reeling
folks
in
and
the
timing
and
all
those
types
of
things,
it's
still
continuing
to
scope
that
out
a
little
bit
further.
You
know
before
we
turn
it
over
and
start
really
getting
to
the
point
where
we're
getting
signatures
for
those
agreements
as
well.
Do.
H
G
F
G
Okay,
as
I
say,
you're,
absolutely
right,
I
anticipated
that
and
so,
for
there
was
that
time
where
there
was
some
in
between
actually
have
city
/
solo
with
me
today,
whose
I
brought
on
to
kind
of
help
out
and
to
continue
to
move
the
autonomous
vehicle
program
forward.
For
that
specific
reason,
making.
F
F
F
J
Communication,
so
yes,
you're
right,
the
website
has
been
in
yellow
for
several
months
now.
We
are
delayed
on
the
project
schedule
and
we
are
increasing
the
project
scope
at
this
time.
One
of
the
reasons
for
the
delays
for
the
project
schedule
is
the
project
manager
was
was
poached
by
the
city
of
Santa
Clara,
and
so
we
lost
our
project
manager
in
early
March
timeframe.
J
So
with
the
support
and
assistance
of
a
couple
of
the
other
teams
in
the
organization,
namely
the
office
of
civic
innovation
and
the
information
technology
department,
we
are
moving
through
some
of
those
resource
challenges.
At
the
same
time,
we
completed
our
beta
testing
in
March
timeframe
and
we
had
a
lot
of
lessons
learned
through
beta.
We
realized
that
we
needed
to
conduct
some
more
usability
work
on
the
site,
as
well
as
some
testing
to
ensure
that
we
are
launching
a
site
that
is
fully
functional,
and
that
also
is
meeting
our
residents
expectations
and
goals.
J
So
I
do
think
that
it's
worth
us
stepping
back
a
little
bit
doing
that
usability
work,
bringing
on
the
new
resources
evaluating
the
project,
scope
and
and
taking
that
side
steps
so
that
we
can
ensure
that
the
project
that
or
the
product
that
we
launch
does
meet
residents,
needs
and
and
does
put
our
best
foot
forward,
because
this
is
our
digital
front
door.
So
I
don't
have
an
estimated
go
live
date
at
this
time
me
and
the
team
are
we
are.
We
all
are
working
together
to
evaluate
the
the
revised
launch
plan.
J
F
C
Great
moving
on
to
the
next
item:
that's
gonna
be
our
report
on
privacy,
as
the
staff
comes
down,
so
I
want
to
be
open,
honest
and
direct
and
frame
the
discussion
that
to
date
in
the
privacy
area,
we
have
definitely
been
going
slow
to
go
fast.
This
was
done
partially
intentionally.
Lessons
learned
from
other
cities
like
Seattle
and
our
Harvard
law
engagement
with
our
city,
informed
our
thinking
about
the
process
and
led
us
to
the
approach
of
developing
the
principles
in
collaboration
with
the
community
to
provide
a
North
Star
before
writing
policy.
C
We
also
went
slow
because,
frankly,
we
put
in
place
a
process
and
a
team
structure
that
worked
for
principals,
but
is
not
going
to
work
for
writing
policy
at
the
end
of
this
presentation.
I'll
outline
our
path
forward
to
achieve
greater
speed
and
better
utilization
of
existing
resources
to
develop
that
privacy
policy
and
now
I'll
turn
the
presentation
over
to
our
broadband
analyst
liam
Cunningham
and
the
city's
chief
information
officer,
Rob
Lloyd
and
our
broadband
manager
J
Guevara,
who
sorry
is
missing
from
the
slide
someday.
K
K
Today
we're
going
to
provide
an
update
in
an
overview
on
the
city's
privacy
policy
development,
as
Don
mentioned,
we
last
provided
an
update
in
November
of
2018,
as
many
of
you
may
recall
so
today,
we'll
review
the
guess
that
we've
made
thus
far
since
that
last
presentation,
before
I
jump
into
the
meat
of
the
presentation,
I
think
it's
important
to
review
sort
of
our
three
goals
behind
the
development
of
privacy
principles
and
the
subsequent
policy.
First
off.
K
We
want
to
ensure
that
we
safeguard
the
public's
trust,
and
that
is
certainly
top
of
mind
and
at
a
high
level.
We
do
this
by
engaging
the
community
at
each
stage
of
privacy
policy
development
and
by
establishing
a
governance
model
that
is
sustainable
for
improving
city
services
commensurate
with
the
pace
of
technology
that
we
are
seeing.
So
today
we
are
going
to
review
the
city's
digital
privacy
framework
and
overall
governance
model,
provide
an
update
on
the
community
engagement
process.
K
Thus
far
recommend
the
committee's
acceptance
of
the
final
draft
privacy
principles,
which
have
now
gone
through
several
iterations,
with
input
from
community
and
community
engagement
and
subject
matter.
Experts
we're
also
going
to
Rob
Lloyd,
is
going
to
review
our
privacy
policy
development
thus
far
and
will
conclude
by
Dolan,
providing
some
lessons
learned
and
our
next
steps
moving
forward.
K
So
our
overall
framework
and
development
of
our
privacy
strategy
began
back
in
May
of
last
year,
following
a
pro
bono.
Benchmarking
study
provided
by
the
Harvard
cyber
law
clinic
led
by
the
work
of
Susan
Crawford
and
her
team.
This
work
helped
tremendously
to
set
us
up
and
identify
the
need
to
leverage
existing
city
staff
and
resources
to
achieve
the
goals
of
safeguarding
the
public
trust
and
engaging
the
community
and
also
establishing
the
the
governance
model
that
I
referenced
in
the
last
slide.
K
So
to
strike
this
balance,
we
came
at
it
in
a
three-pronged
approach,
with
the
end
goal
in
mind
of
vetting
values-driven
privacy
principles
to
ensure
the
development
of
ethical
privacy
policy
and
privacy
considerations.
So
we
first
established
the
privacy
work,
a
group
which
is
comprised
of
senior
cross,
departmental
city
staff,
who
produced
the
initial
iteration
of
the
city's
privacy
principles.
K
The
the
privacy
working
group
received
the
input
from
these
public
forums
and
the
task
force
and
subsequently
amended,
improved
and
ultimately
produce
the
final
privacy
principles
that
we
will
present
today.
So
the
overall
process
is,
is
moving
towards
finalizing
and
subsequently
implementing
our
privacy
principles
and
leading
to
our
policy
development.
K
So
we've
we've
since
begun
the
next
step
in
our
approach,
which
is
to
develop
policy
that
can
be
applied
to
specific
real
world
technology
applications
which
Rob
will
touch
on
shortly.
It's
important
to
note,
as
as
Don
indicated
at
the
top
of
the
presentation,
that
this
framework
has
worked
very
well
in
developing
our
principles,
albeit
admittedly,
and
as
Don
mentioned
it's,
we
need
to
have
a
more
flexible
and
adaptive
framework
moving
forward.
K
As
we
look
at
the
scale
of
developing
our
policy
moving
forward,
so
Rob
we'll
get
into
that
the
development
of
that
process
moving
forward,
but
before
we
do
that,
I
want
to
just
run
you
through
the
community
engagements
that
we've
done
thus
far.
We
have
three
public
engagement
forums.
The
first
was
how
that
the
the
library
on
December
4th
of
last
year
and
it
was
facilitated
in
English.
We
had
about
20
folks
join
us
for
that
forum.
The
second
was
conducted
at
somos
May
Fair
on
April
24th
2019,
and
that
was
facilitated
in
Spanish.
K
As
you
will
see,
and
we
learned
at
a
very
high
level
that
folks
agree
with
the
overall
intent
of
the
privacy
principles
and
confirm
that
the
cities
on
the
right
track
with
clear
values,
driven
privacy
principles
in
order
to
safeguard
the
public's
trust
and
we
they,
they
certainly
were
seeking
more
tangible
examples
of
privacy
principle
implementation
and
how
that
final
policy
is
going
to
look,
and
they
would
like
to
see
a
strong
method
to
ensure
city
and
vendor
compliance
with
with
the
principles.
So
those
are
some
high-level
takeaways
from
those
first
three
initial
forums.
K
Depending
on
funding.
We
anticipate
continuing
to
hold
similar
forums
and
public
engagements
moving
through
the
rest
of
the
year,
so
just
to
get
into
and
and
and
run
through,
the
privacy
advisory
task
force.
It
is
comprised
of
nonprofits
tech,
industry,
academia,
law
enforcement,
also,
former
law,
former
law
enforcement
and
our
fellow
colleagues
from
the
senator
from
Santa,
Clara
County
and
the
task
force
has
been
a
huge
resource
and
we
certainly
appreciate
some,
some
of
whom
are
here
today
their
time
that
they've
lent.
K
Our
principles
thus
far.
So
what
we've
learned
from
the
first
three
meetings,
which
are
held
quarterly
from
the
task
force,
then
the
first
was
was
began
in
November
of
2018
so
towards
the
end
of
last
year.
And
so
we
learned
that
the
task
force
wanted
us
to
acknowledge
that
privacy
is
a
human
right,
which
we
incorporated
right
at
the
top
of
our
principles
as
you'll
see
in
just
a
couple
slides.
K
They
also
encouraged
us
to
use
plain
language
as
we
were
drafting
them
and
to
clarify
and
be
clear
on
how
we
inform
residents
of
data
collection,
distribution
and
retention,
ensure
that
we
evaluate
privacy
and
security
risk
in
in
both
current
new
and
and
pre,
and
existing
projects
provide
timely
notification
of
data
breaches
and
overall
there
they
were
supportive
of
the
general
approach
and
and
that
this
this
builds
a
foundation
for
a
solid
foundation.
For
writing.
Our
policy.
K
So
with
that,
as
I
mentioned
earlier,
we
first
presented
the
city's
privacy
principles
last
November
to
the
committee.
We
received
and
incorporated
much
of
your
feedback
that
we
received
and
then
also
feedback
from
public
forums
from
the
taskforce
and
we've
come
to
this
final
version
of
our
privacy
principles.
I
will
spare
you
reading
through
them
all
comprehensively,
but
I
will
read
the
top
the
top
line
of
our
six
principles,
which
are
we
value
privacy.
We
collect
only
what
we
need.
We
are
open
and
transparent.
We
give
you
control
over
your
data.
K
We
share
only
what
we
need
and
we
design
for
privacy
and
security,
and
so
at
the
end
of
this
presentation,
we're
gonna
ask
that
committee
accept
this
report,
approve
the
principles
and
subsequently
refer
them
to
full
Council
for
consideration
on
August
13,
but
before
we
go
ahead
and
do
that
I
want
to
it
over
to
rob
to
provide
an
overview
of
our
privacy
policy
development.
That's
why.
L
Thank
You
Liam
good
afternoon,
chair
mayor
committee,
members
and
members
of
the
public
Rob
Loyd
chief
information
officer
for
the
city
of
San
Jose.
The
item
before
you
on
the
screen
is
actually
taking
a
step
back
and
looking
at
the
overall
framework
of
how
we're
approaching
this,
with
the
recognition
that,
with
privacy
we
are
entering
new
territory.
The
technologies
were
seeing
the
uses,
the
level
of
data,
the
detail
of
data
and
what
we
have
access
to
is
of
a
different
generation
than
we've
ever
seen
before.
L
So
the
realization
is
we're
going
to
use
the
principles
we've
developed
with
the
advisory
and
with
the
public's
input,
inform
it
by
the
practices
that
we've
had
up
to
this
point
so
kind
of
we
have
a
compass
and
a
couple
triangulation
points,
but
also
realize
that
ongoing
this
is
going
to
continue
to
adapt
and
one
of
the
key
findings
from
the
Harvard
work
was.
This
is
a
different
space
and
a
different
liability
question.
That's
been
asked
than
has
been
asked
in
the
past
and
it
will
continue
to
change
in
the
future.
L
So
another
way
to
say
that
is.
We
will
continue
to
talk
with
the
community
with
the
organization
and
with
council
about
how
we
evolve
this
as
we
evolve
and
our
uses
evolve
starting
at
the
top.
We
now
have
the
privacy
principles
that
have
been
formed
by
the
process
that
liam
described
a
couple
of
the
applied
uses
that
we've
had
to
date
include
Wi-Fi
and
how
we've
rolled
that
out
to
the
community
and
to
the
organization
and
to
partners.
L
We
also
have
drones,
which
is
the
UAV
UAS
item,
sorry
about
the
acronyms,
and
what
that
also
informed
us
is
some
of
the
space
that
we
have
to
create
for
Public
Safety
and
their
different
uses.
We've
talked
about
in
our
contract
terms,
how
we
extend
work
with
us
to
our
vendors
and
partners
and
nonprofits
and
protecting
the
privacy
and
security
of
data,
and
then
autonomous
vehicles
has
introduced
yet
another
reach
and
an
expansive
view
of
how
how
much
data
there
is
and
what's
possible
and
how
we
limit
what
we
do.
L
So
this
is
the
overall
framework,
but
we
also
know
that
we
have
additional
work
coming
at
us.
That's
going
to
continue
to
challenge
this
privacy
policy
that
we're
to
develop
and
how
the
advisory
group
and
council
and
the
community
voice
voice
are
going
to
have
to
continue
to
weigh
in
on
these
things,
for
example,
football
analytics
is
how
might
we
use
cellular
and
Wi-Fi
pings
just
to
say
where
are
people
and
what's
the
activity
level
in
our
organization
or
in
our
community,
rather
illegal
dumping
and
monitoring?
L
How
do
you
still
protect
them
in
that
process
and
then,
on
the
far
end,
you
actually
have
data
monetization,
the
city
and
and
governments
in
general
have
a
lot
of
valuable
information.
But
before
we
sell
access
to
that
information
or
collect
things
for
for
potential
partnership
and
monetization,
what
are
the
controls
that
we
would
do
and
where
would
we
say
we're
not
going
to
go
down
that
route?
L
It's
gonna
say:
what
are
the
authorities
under
that
policy
for
organization
who's
responsible
for
what
and
what
that
ongoing
outreach
component
must
be
for
this
city
of
San
Jose.
It
is
a
lesson
that
we
learn
from
the
Harvard.
Cyber
law
clinic
work
that
different
communities
have
different
tolerances
and
expectations.
L
So
from
New
York
to
Seattle.
You
see
a
very
different
comfort
level
with
how
we
treat
privacy
and
treatment
of
data
and
use
of
data
and
services,
and
one
example,
then
to
use
is
the
Wi-Fi
privacy
that
that
we,
that
we've
had
some
traction
and
journey
with
so
when
privacy
or
when
wickedly
fast
Wi-Fi
was
originally
created.
It
was
for
economic
engagement
of
downtown
to
activate
the
space,
and
privacy
was
a
very
small
consideration.
L
The
realization,
fairly
soon
into
that
was.
We
need
to
make
sure
we
don't
collect
information
that
we
wouldn't
otherwise
have
a
need
to
use,
and
so
that's
the
structure
we
put
in
there
when
we
had
the
partnership
with
Terra
graph,
which
was
an
innovation
demonstration
type
of
agreement
to
say
how
might
technology
expand
and
accelerate
the
reach
of
Wi-Fi
to
include
more
people.
C
Thanks
Rob
so
kind
of
cutting
to
the
chase.
We
we
feel
were
in
a
juncture
here
from
developing
principles
to
now
taking
those
at
principal
and
applying
him
to
actually
writing
policy.
So
the
team
took
a
step
back
and
looked
at
what
we
did
and
basically
took
a
fairly
moderate
pivot
here
moving
forward
and
the
first
is:
we
need
a
much
better
leverage,
existing
expertise
in
capacity.
We
now
have
a
office
of
administration
policy
and
intergovernmental
affairs.
C
It
is
fairly
experienced
with
developing
policy
recently
finishing
some
of
our
medical
marijuana,
so
Civic
innovation
and
API
are
basically
Lee
and
Olin
are
going
to
this
policy
development
moving
forward.
The
second
is
we're
going
to
have
clearly
defined
expectations.
We
we
really
due
to
the
fact
we
were
taking
time
slices
of
existing
resources
and
we
didn't
have
a
full
time
commitment
from
any
resource
to
do
this
work.
C
The
task
force
will
continue
to
be
a
valuable
external
advisory
board,
but
the
working
group
was
really
never
a
working
group.
It
was
an
internal
advisory
team
and
and
so
we're
gonna
treat
it
as
such
and
then
Lee's
API,
team
and
civic
will
help
lead
both
of
these
teams.
So
moving
forward
some
immediate
next
steps.
Again,
we
asked
that
as
part
of
this
acceptance
of
this
report,
we
also
approve
these
privacy
principles
and
refer
them
to
full
council
for
August.
13Th,
Lee
and
I
will
be
co-creating
an
approach
and
work
plan.
C
We're
going
to
be
resourcing
that
work
plan
and
begin
privacy
development
and
to
hold
ourselves
accountable.
Lee
and
I
have
agreed
that
we're
gonna
report
back
the
committee
with
the
detailed
work
plan
and
detailed
excuse
me
and
detailed
sourcing
at
the
September
5th
committee.
So
we
can
provide
a
clear
path
forward
on
expectations
that
we
can
meet
or
exceed,
and
that
ends
our
presentation
turn
it
back
to
the
chair
for
any
questions.
M
N
Thank
you
for
the
information
I
appreciate
all
the
this
is
the
first
time
I've
seen
this
I
think
the
last
presentation
before
I
was
on
the
committee,
so
I
very
much
appreciate
it.
I
just
want
to
point
out
something.
I
thought
was
fascinating,
that
that
we
value
privacy,
that
the
affirmation
that
privacy
is
inherent
human
right,
I
hadn't-
really
thought
about
that,
but
I
gotta,
think
of
it
makes
sense,
and
so,
and
so
the
question
I
have
is
with
regard
of
the
privacy
advisory
task
force.
N
Certainly
you
you
should
have
imagined
there
was
some
sort
of
process
to
get
down
to
the
principles
that
you're
now
putting
forward.
Was
there
anything
that
was
hotly
debated
that
were?
There
was
maybe
some
differing
of
opinions
that
maybe
didn't
make
it
on
here
that
you
think
is
important
to
know
I
mean
or
or
was
or
a
general
consensus
as
to
these
are
the
things
I.
C
You
know
I
think
where
we
are
now
is
we
we
took
this
was
the
go
slow
to
go
fast,
so
we
took
the
time
to
work
with
with
the
task
force
and
and
receive
their
input.
I
think
there
was
more
discussion
about
what
is
a
principle
and,
and
how
far
do
you
specific
or
general,
are
you
and
what
level
of
granularity
is
not
getting
to
specific
that
you're,
actually
starting
to
write
policy
and
so
I
think
a
lot
of
the
discussion
was
on
granularity.
N
L
L
Another
thing
was
to
make
sure
that
we're
serious
about
not
collecting
information.
If
we
truly
don't
need
it,
so
that
not
everything
turns
into
a
surveillance
technology
and
there
was
more
and
I
think
Victor's,
probably
gonna,
ask
to
speak
and
submit
a
yellow
card,
but
there
were
some
really
good
debates.
I
think
the
clear
line
is
the
fact
that
we
have
the
the
agreed
principles
that
a
large
group
of
diverse
people
from
from
industry,
plus
nonprofits
ACLU
really
came
together
and
there
there
actually
wasn't
much
disagreement
about
those
fundamental
items.
N
I
one
of
the
just
being
new
to
this
committee,
one
of
the
things
I
appreciated
about
the
task
force
feedback
is
the
use
of
plain
language,
I,
think
that's
often
missing
in
conversations
around
technology,
and
especially
privacy
and
in
law
and
such
and
so
I
I
think
that's
very
an
important
component
of
it.
The
other
thing
I
was
gonna.
It's
probably
a
silly
question
and
I
think
I
know
the
answer.
But
this
is
a
policy.
That's
gonna
move
forward,
a
full
City,
Council
I'm
sure
that's
gonna
happen
here
today,
right,
we're
gonna,
adopt
it.
N
C
N
The
reason
the
reason
I
ask
is
I
think
Rob
might
have
mentioned
just
the
the
the
comfort
level
with
privacy
and
how
in
New
York
is
maybe
a
little
different
than
Seattle
and
just
thinking
about
the
evolution
of
that
right
as
it
relates
to
our
city
and
how
we
incorporate
that
as
we
move
forward
with
this
policy.
And
what
would
our
gonna
be
those
openings
in
which
we
realize?
Oh,
you
know
what
our
constituents
aren't
very
happy
about.
N
C
C
One
thing
I
do
want
to
make
clear,
because
it's
a
slight
potential
misunderstanding
is:
is
that
we
most
policy
most
privacy
policy.
We
will
be
bringing
back
to
the
council
or
review
feedback
in
approval.
There
may
be
some
administrative
things
like
we
do
today
with
administrative
policy
that
the
CMO
or
the
departments
have
some
flexibility
to
work,
and
that's
been.
That's
that's
our
recommendation
of
how
we're
going
to
move
forward,
but
most
of
the
policy
would
come
back
for
for
council
review
and
approval
if.
B
I
can
also
clarify
the
city,
has
two
different
types
of
policy
manuals,
there's
administrative
policy
that
the
city
manager
adopts
for
its
employees
and
how
they
work
within
the
city.
There's
another
city
policy
manual,
which
is
a
policy
that
this
council
adopts.
That
applies
across
the
board
whenever
there
are
any
projects
that
impact
the
public
and
impact
the
city
as
a
whole.
B
So
what
Dolan
is
saying
it
wouldn't
be
a
city
manager
policy
where
it
just
impacts
the
employees
would
be
a
city
policy
that
would
impact
the
public
and
all
other
all
projects
that
deal
with
that
particular
policy.
Okay
and
then
also
in
the
discussion.
The
principles
are
basically
neither
the
guiding
provisions
for
the
policy
we
anticipate.
I
haven't
seen
the
policy
or
what
its
gonna
look
like,
but
I'm
assuming
it
will
reiterate
the
principles
in
the
policy
and
then
set
out
how
those
principles
are
going
to
be
implemented
within
the
provisions
of
the
policy.
H
Good
afternoon,
chairman
council
members,
my
name
is
Victor
sin
I'm,
a
member
of
the
privacy
facility,
ask
force
representing
the
ACLU
of
Northern
California.
Just
now,
councilmember
Jimenez
mentioned
the
word
consensus,
so
we
just
like
to
provide
a
clarification
so
so,
first
of
all,
okay
I'm
not
commenting
on
you
know
whether
there
is
or
is
not
consensus.
H
Okay
I
just
want
to
clarify
that,
so
he
that
has
force
members
have
not
been
asked
today
so
k2
fold
on
the
privacy
principles
such
okay,
Tec
area
of
California
has
not
stated
okay,
whether
it
will
endorse
or
not
endorse
the
privacy
principles.
Okay,
my
command
C.
Okay,
are
not
an
indication
of
how
ACLU
of
Northern
California
might
fold.
Okay.
If
there
is
such
a
voting
process,
I
just
want
to
clarify
that.
Okay,
the
presentation
and
the
information
should
not
be
interpreted
as
an
endorsement.
Okay
of
the
privacy
principles
by
the
ACLU
of
Northern
California.
H
E
L
Yeah
collect
so
collect
for
us
is,
if
we
actually
save
it.
There
is
a
retention
policy
that
we
have
to
keep
it
for
a
certain
amount
of
time,
and
so
one
of
the
controls
that
we
have
is
to
not
collect
it
unless
we
absolutely
have
a
use
for
it,
but
yes,
once
we
collect,
it
is
saving
it
for
a
certain
amount
of
time,
depending
on
which
part
of
the
art,
the
retention
policy
it
activates
and
that
could
be
very
different.
L
E
L
E
L
Practical
I
think
the
key
thing
is
what
you'll
see
in
the
policy
that
comes
from
this
will
have
more
responsibilities
and
authorities,
and
and
we'll
make
a
special
note
to
be
clear
on
the
retention
piece
and
the
sharing
piece.
What
we
try
to
actually
step
back
for
on
the
sharing
was
because
of
potential
law
enforcement
uses,
is
and
and
requirements
where
we
might
not
have
a
choice
sometimes,
and
that
would
be
a
need,
and
it
is
something
that
the
Advisory
Group
did
debate
and
we
talked
about
a
I
can't
say
at
nauseam.
L
We
talked
about
it
at
length
and
I.
Don't
think
we
came
to
a
resolution
where
we
all
agreed,
but
this
language
seemed
to
capture
it
at
the
the
base
level
where
we
could
crack.
We
apply
something,
but
in
terms
of
the
sharing
the
core
principles
here
are
that
we
will
only
share
it
if
we
have
to.
If
we
have
a
need
to
and
when
we
do,
it
will
be
very
thin.
So
it's
it's
not
more
information
than
is
appropriate.
So.
K
To
follow
up,
I
think
I.
Think
to
that
point,
some
of
the
discussion
within
the
task
force
in
the
working
group
we
had.
We
had
both
of
these
discussions
at
length
and
I
think.
The
idea
is
that
when
we
move
to
having
tangible
policy,
we
have
to
be
able
to
sort
of
back
up
and
explain
how
our
policy
maps
for
that
principle
and
I
think
I
think
that's
when
we'll
really
start
to
see
the
teeth
of
the
principles
once
policy
comes
to
fruition
and
then
under
tension.
K
We
we
also
discussed
it
at
length
within
the
working
group
and
the
task
force
and
there's
varying
policy
requirements
at
the
federal
state
and
then
for
different
types
of
data
such
as
HIPAA
FERPA
whatever
so
it
gets
rather
convoluted.
So
that's
so
we
started
to
get
into
the
the
policy-making
aspect
when,
when
we
were
getting
into
discussion
of
retention
so
again,
I
think
that's
something
that
we'll
see
more
tangibly
laid
out
within
the
policy
as
opposed
to
the
principles.
K
A
F
F
So
anyway,
Thank
You,
Liam
and
Jay
and
Robin,
everyone
on
the
working
group
has
been
work
hard
on
this
I
also
just
want
to.
Thank
excuse
me,
the
folks
at
civic
makers,
and
certainly
the
nonprofit's
that
I'm
partnering
with
us
so
much
Mayfair
I
met
a
Vietnamese,
American
cultural
center
and
and
all
the
folks
have
been
helping
with
the
outreach.
Just
a
quick
question
about
outreach.
I
can
certainly
understand
the
intentional
nature
in
which
we
want
to
go
out
in
the
community
and
get
feedback
to
cliff
from
folks
who
may
not
be
as
digitally
inclined.
C
F
F
Happy
tweet
songs,
I,
don't
necessarily
well
you
don't
want
me
reading
and
responding
to
all
the
comments,
but
okay,
so
yeah
happy
to
do
that
in
terms
of
how
we
go
forward
here.
I
know
that
we're
just
putting
the
work
plan
together
now
you
know
my
one
fear
I
have
is
that
because
these
conversations
involve
often
very
abstract
principles
and
values
and
their
intersection
with
very
concrete
specific
use
cases
that
I
think
can
become
very
difficult
to
get
to
a
finish
line.
F
There's
certainly
a
wide
variety
views
out
there
and
so
forth
and
I
guess.
You
know
we're
gonna
proceed
with
a
sense
that
you
know
we
should
get
something
done
and
then
iterate
or
is
this
I'd
hate
to
think
we
have
to
get
it
all
perfect
and
wrapped
in
a
bow
before
we're?
Finally,
moving
forward
the
policy,
because
I
know
a
lot
of
other
work
gets
held
up.
If
that's
the
case,
I
want
to
just
get
a
sense
of
weight.
How
you
guys
view
this
yeah.
C
Yeah,
so
we're
on
the
same
page,
I
mean
this
is
a
case
where
perfect
is
the
enemy
of
good
agreed.
We've
seen
we've
seen
other
cities
who
have
had
to
iterate
through
this,
and
albeit
painful
I,
think
Seattle's
on
their
fourth
iteration
and
so
yeah
so
iterate
to
improve
is
is
what
we
will
be
doing
here
and
the
the
idea
would
be
that
we
see
diminishing
marginal
returns
every
as
we
go
through
each
use
case
right.
C
So
we
may
take
a
couple
you
may
get
so
far
with
the
use
cases
and
say
this
is
a
this
policy
is
80%
baked
yeah,
let's,
let's,
let's
get
that
approved
and
then
let's
continue
to
iterate
through
that
which
we
will
continue
to
do
as
technology
changes.
You
know
at
the
pace
it
is.
This
is
going
to
be
an
evergreen
policy
yeah,
but
we're
completely
we're
completely
agree,
and
that
was
the
go
slow
to
go
fast.
Yeah.
B
C
F
Appreciate
it
because
I
know
Prince
I
know,
privacy
is
very
important,
but
it's
also
a
critical
path
for
a
lot
of
stuff
and
I
hate
to
think,
because
we
know
we're
not
gonna
get
it
perfectly
right,
the
first
time
we're
just
going
to
keep
learning.
So.
Thank
you
appreciate
that
very
much
terms
of
how
we
leave
this
work.
Do
you
anticipate
that
we're
gonna
have
the
same,
centralized
team
working
across
all
use
cases?
Are
we
gonna
have
specialized
folks
with
that
particular
use
case.
C
It's
gonna,
be
a
hybrid
I,
mean
I.
Think
the
first
thing
is,
is
you
know,
have
a
have
a
work
plan
with
people
assigned
to
it
and
and
drive
that
work
so
be
execution
focused,
there
will
be
a
centralized
team
and
then
there
will
be
subject
matter.
Experts
brought
in
you
know
from
the
departments
potentially
from
our
task
force,
if
appropriate,
from
the
private
sector
to
contribute.
Some
of
that
subject
matter
expertise.
C
So
it's
going
to
be
a
a
centralized
team,
because
this
is
a
citywide
policy
and
then
we'll
bring
in
departments
and
other
subject
matter.
Experts
kind
of
on
that
use
case
basis
as
we
need
to
actually
understand
some
of
the
details
of
the
the
technology
nature
of
the
of
the
privacy
that
we're
applying
it
to.
L
F
Thank
you.
Thank
you
appreciate
all
the
work
you
know
when
you
guys
were
showing
the
use
cases.
I
know
there
was
one
on
surveillance
in
Cryer,
something
to
do
with
crime.
It
might
have
been
surveillance
and
I'm,
hoping
that
we
include
in
that
not
just
sort
of
the
standard.
What
we
think
of
this
video
cameras,
but
also
license
plate
readers,
which
are
becoming
increasingly
of
utility
and
I,
know
something
we're
looking
at
more
and
more
as
we
think
about
carjackings
and
car
thefts.
It
had
been
increasing
for
several
years.
F
C
Yeah
we
plan
on
doing
that.
Obviously,
certain
areas
of
the
city
are
using
that
now
and
and
part
of
this
is
taking
that
and
making
it
a
citywide
policy,
so
illegal
dumping
in
parks
or
or
whatever
else,
the
copper
theft
on
the
polls.
We
will
make
sure
that
that
that
we
take
learn
and
lift
that
policy
and
not
reinvent
the
wheel,
but
make
it
a
citywide
policy
that
all
departments
can
can
use
cool,
perfect.
A
On
the
principles
or
the
distinction
between
the
principles
and
the
policy,
I
just
want
to
add
kind
of
eye
to
distinguish,
because
it
sounds
similar
and
I.
Think
in
my
mind,
says
help
simplify
it
I
think
it's
more
like
the
the
principles
or
the
morality
of
it
like.
So
you
shall
not
speed,
but
you
know
endanger
people
by
speeding,
but
then
the
the
policy
itself
is
actually
determining
you
know.
A
Is
it
wrong
to
drive
over
35,
or
is
it
25
or
40,
depending
on
what
it
is,
so
it
really
kind
of
honed
and
focuses
the
principle
into
an
application?
That's
how
I
see
and
I
don't
know
if
it
helps
customer
Mendes
or
anybody
else,
but
that's
kind
of
the
relationship
that
I
see
with
that
I
wanted
to
ask
about
the
the
the
principles
that
we
outlined
everywhere
that
I've
go
when
I
try
to
talk
to
residents
about
you
know.
How
do
you
feel?
A
How
would
you
feel
if
we
had
cameras
up
on
every
street
corner?
You
know
if
we
became
like
London
with
closed-circuit
TV
everywhere?
Would
you
feel
that
that
was
you
know?
An
overreach
of
the
state
and
I'm
certainly
surprised
that
at
least
my
residents
tell
me
they
wouldn't
care,
they
would
prefer
it.
They
think
that
it
would
help
decrease
crime
and
fight
theft
and
burglary,
and
all
that,
and
so
that
to
me
personally,
is
a
bit
alarming,
because
I
kind
of
pose
that
question
rhetorically
to
kind
of
say.
This
is
why
we
don't
do
it.
A
So
what
are
we
as
a
city
kind
of
doing
to
help
them
understand?
What's
at
stake,
I
understand
that
to
help
boost
their
expectation
of
privacy
because
I
feel
like
we
can
come
up
with
the
ideal
principles,
but
among
the
people
who
think
about
this
and
privacy
experts
and
whoever
else,
but
even
if
it's
a
bad
policy
or
a
really
good
policy
and
most
residents,
don't
really
care
and
they're
just
willing
to
go
with
it
anyway.
A
It
doesn't
help
us
I
want
to
do
something
where
the
red
is
our
kind
of
thinking
about
this
chewing
on
it
and
understanding
that
if
I
sign
up
for
Facebook
or
whatever
I'm,
basically
giving
up,
you
know
my
daddy
or
a
B
and
C
when
I
download
onto
my
phone
I'm
giving
them
access
to
my
full
contacts
and
there
are
implications
to
every
action.
Are
we
helping
them
at
all
with
that?
Well,.
C
C
So
when
we
talk
about
use
cases,
we're
going
to
get
very
specific
about
using
cameras
to
specifically
react
to
a
crime
and
identify
if
there
was
anything
recorded
right
so
so
I
think
we
talked
about
use
cases
that
can
be
very
abstract
and
the
purpose
was
to
have
purpose-driven
use
cases.
So
they
understand
the
the
intent
of
the
policy
I.
Think
on
the
other
things
we
can
we
can
think
about.
C
That
is
how
do
we
make
this
real
and
what
type
of
community
outreach
might
we
do
and
to
make
it's
real
I
think
we
should
actually
get
some
experience
and
going
through
a
few
use
cases
seeing
what
the
policy
looks
like
and
then
and
then
work
with
our
our
task
force
and
work
with
the
council
to
figure
out.
How
do
we
actually
make
some
of
this
more
tangible?
You
said
so
that
people
care,
why
do
I
care
about
privacy?
C
N
N
A
C
Great
thank
you.
Thank
you,
chair.
Moving
on
to
the
my
San
Jose
update,
as
the
staff
comes
down
becoming
a
more
user-friendly
City
as
one
of
the
five
pillars
of
our
smart
city
vision.
Today
we
have
three
strategic
initiatives
and
that
area
the
integrated
permitting
system
which
we're
going
to
talk
about
later,
the
city
website,
which
is
our
digital
front
door
and
the
my
San
Jose
application.
The
subject
of
this
report.
C
It's
important
to
remember
that
a
delightful
user
experience
and
info
tainting
use
use
experience
is
really
requires
the
careful
orchestration
across
organizations
and
automated
and
manual
processes
and
the
supporting
technologies.
So,
in
the
case
of
Santa,
my
San
Jose,
it's
not
just
the
iPhone
app,
that's
the
sexy
part
of
my
San
Jose,
but
it's
not
just
the
iPhone
app.
It's
about
end-to-end
service
delivery,
about
the
process
and
the
organization's
and
the
technology
to
support
that.
C
So,
since
our
last
report
to
the
committee
we've
established
a
new
governance
model,
so
we
can
more
efficiently
implement
and
upgrade
our
processes
release
some
new
functionality
on
my
San
Jose
and
we've
encountered
a
few
obstacles
which
were
going
to
detail
in
the
next
presentation
which
I'll
now
turn
over
to
our
digital
services,
lead
michele
tong.
Thank.
O
You
doing
good
afternoon
mr.
chair
mr.
mayor
committee,
members
fellow
staff
and
members
of
the
public,
I'm
michelle
tong
digital
services
lead
in
the
city,
manager's
office
of
civic
innovation
and
I'll
be
co-presenting
today
with
Heather
Hoshi
division
manager
for
transportation
and
you're.
A
data
content
designer
on
the
innovation
team.
O
In
today's
update,
we're
gonna
cover
three
main
topics.
First,
we're
gonna
show
a
video
that
affirms
why
my
San
Jose
matters
to
our
residents.
Second,
we'll
share
highlights
on
what
we've
done
over
the
past
six
months
and
third,
we'll
review
what
we're
doing
next,
including
our
approach
to
language,
translation
and,
more
broadly,
making
my
San
Jose
inclusive
of
our
diverse
population,.
O
So
always
start
with
the,
why?
Why
does
my
San
Jose
matter
to
our
residents
over
the
past
two
years,
since
my
San
Jose
launched
we've
heard
from
many
residents,
business
owners
and
council
members
about
why
San
Jose
matters
to
them,
and
what
we
hear
is
that,
at
its
best,
my
San
Jose
shows
our
residents
that
we
care
about
their
neighborhood
and
I'm.
Gonna
share
a
video
of
district
2
resident
Deb
horns
who
captures
the
sentiment
better
than
I
ever?
Could.
B
The
my
San
Jose
app
is
this
really
handy
tool
to
report
stuff.
I
can
make
a
difference
just
by
having
this
app
on
my
phone
and
finding
things
that
are
not
looking
good
in
the
neighborhood
taking
a
picture
and
then
what
happens
it's
as
magical
they
where
I
get
an
email
back
that
says
this
problem
has
now
been
taken.
Care
of
before
I
was
focused
on
just
this
one
little
landscaping
area
now
I
can
report
things
all
over
with.
F
B
Very
empowering
to
to
know
that
you're
gonna
report,
something
and
the
city
is
going
to
respond
so
then,
as
a
citizen
I
feel
this
burden
lifted,
because
I've
done
something
they
have
made
my
city,
better
people
working
for
a
common
cause
using
this
common
little
tool
that
technology
made
possible.
We.
O
So
in
Deb's
own
words,
when
my
San
Jose
works
for
our
residents,
it's
an
empowering,
almost
magical
tool
that
helps
them
feel
connected
to
our
government
and
feel
that
we
care
about
their
neighborhoods
and
that's
what
we
really
want
to
focus
on
and
keep
at
the
center.
When
we
think
about
my
San
Jose's
future
and
in
fact,
as
we've
learned
over
the
past
two
years,
since
my
San
Jose
launched
it
is
very
popular
with
many
of
our
residents.
O
O
O
So
the
first
thing
we
did
was
literally
to
get
all
of
the
stakeholders
in
the
same
room
as
I
mentioned.
Making
my
San
Jose
better
involves
a
lot
of
people
over
50
staff
from
56
different
service
teams,
from
five
different
departments,
from
directors
to
frontline
crews,
and
several
of
those
staff
are
here
in
the
chamber
with
us
today
and
I'm
grateful
for
their
presence.
In
addition
to
Heather
and
Yura.
O
So
what
you're
seeing
in
this
picture
is
a
portion
of
the
folks
who
are
involved,
who
were
involved
in
a
discovery
sprint
that
we
conducted
last
September
to
ground
our
work
in
our
users
needs
and
our
and
our
staff
process,
and
we
spend
an
intense
four
days
interviewing
over
20
residents
about
their
experience
with
my
San
Jose
mapping
out
our
process,
prototyping
improvements
and
then
testing.
Those
improvements
to
see
which
ideas
were
the
best
and,
by
the
end
of
the
discovery,
sprint
we'd
established
a
vision
for
my
San
Jose.
O
Once
we'd
agreed
on
these
four
objectives,
we
then
agreed
on
a
finite
set
of
key
results
to
make
progress
on
each
objective
in
a
three-month
period.
What
you're
looking
at
here
are
key
results
for.
Last
quarter
January
through
March
of
this
year,
so
this
single
slide
captures
all
15
prioritized
action
items
plus
one
stretch
goal
that
we
set
out
to
coordinate
across
departments
spanning
IT,
Transportation,
Parks
and
Environmental
Services,
as
well
as
the
city
manager's
office,
and
today
I'm,
going
to
highlight
two
of
the
key
results
as
part
of
our
work.
O
Even
if
we
had
published
those
times
elsewhere,
it
wasn't
that
information
wasn't
being
provided
to
the
users
of
the
app
at
the
time
that
they
submitted
over.
So
to
change
that
every
service
team
identified
a
typical
resolution
time.
In
some
cases
it
was
an
existing
performance
target.
In
other
cases,
they
reviewed
past
data
to
come
up
with
a
typical
resolution,
time
that
that
made
sense,
and
then
we
worked
with
our
internal
design
team,
our
product
manager
and
our
contractor
ast
to
implement
a
new
feature
in
version
1.7
of
the
app
which
was
released
in
April.
O
So
now,
after
you
submit
a
request,
you'll
see
a
confirmation
message
that
tells
you
how
long
it
usually
takes
to
resolve
that
type
of
request.
In
this
example,
you're
seeing
the
message
that
comes
up
after
you
report
an
illegal
dumping
request,
so
this
seems
may
seem
simple
and
obvious,
and
in
some
ways
it
is
but
executing
it
really
required
getting
alignment
across
all
of
our
teams
and
then
driving
execution
from
the
program
level
to
the
technical
implementation,
all
of
which
was
enabled
by
having
objectives
and
key
results
that
kept
us
focused
on
that
goal.
O
The
second
key
result
I
want
to
highlight
is
related
to
improving
service
delivery
and
in
this
column,
each
of
the
key
results
was
really
focused
on
each
of
the
service
teams,
piloting
and
measuring
a
process
improvement
that
was
relevant
to
that
service
team,
so
I'm
gonna
hand
it
over
to
Heather
Hoshi
division
manager
and
transportation.
To
talk
about
how
they're
using
data
to
improve
response
times
for
abandoned
vehicle
requests.
P
Thank
You
Michelle
so
prior
to
2017
the
abandoned
vehicle
abatement
work
management
system
we
were
using
didn't
give
us
a
great
view
of
our
service
delivery.
Our
opportunities
to
access
information
from
the
system
were
limited
and
any
data
analysis
performed
had
to
be
done
manually.
This
cumbersome
process
hindered
our
ability
to
truly
identify
and
understand
the
more
complex
pain
points
the
program
was
experiencing.
After
making
investments
in
our
people
process
and
technology,
we
are
now
able
to
use
data
on
a
daily
basis
to
drive
decision
making.
P
What
you're
seeing
on
the
screen
are
a
few
of
the
dashboards
that
our
team
uses
to
monitor
the
status
of
the
abandoned
vehicle
program
in
real
time.
It's
important
to
point
out
that
these
dashboards
are
not
standard
reports
available
through
the
work
management
system.
We're
using
many
of
these
dashboards
were
designed
and
created
in-house
by
our
data.
Analyst
Liz
Zhang
in
order
to
help
us
examine
and
monitor
the
specific
service
delivery.
Without
this
in-house
talent,
the
current
depth
of
our
data,
analytic
capabilities,
would
not
be
possible.
P
Having
this
level
of
visibility
into
our
numbers
enables
us
to
spot
areas
for
improvement
and
develop.
Impactful
solutions
so
now
I'd
like
to
walk
you
through
a
quick
live
demo
of
two
of
our
main
dashboards.
What
you're
seeing
here
is
our
daily
overview
dashboard.
The
data
displayed
updates
in
real
time
and
provides
a
look
at
the
status
of
our
current
service
requests.
P
Moving
on
to
our
daily
activity
dashboard
here
you
can
see
many
service
requests
that
have
been
worked
during
the
day
that
319
number
and
then,
if
you
move
over
to
the
donut
chart
there,
you
can
see
it
breaks
down
the
actions
taken
on
service
requests.
During
the
current
month,
for
example,
staff
left
warning
notices
on
approximately
2400
vehicles
closed
out
over
3,000
service
requests
as
gone
or
moved
and
towed
286
vehicles
for
being
in
violation.
P
So
this
year
we
piloted
the
expanded
use
of
contract
staff
with
the
goal
to
further
improving
timeliness
of
our
response
and
reducing
the
overall
resolution
time
a
VA
service
requests.
Initially,
contract
staff
was
brought
on
board
in
2017
to
conduct
the
55,000
plus
initial
field
visits.
The
VA
program
requires
annually
building
on
this
concept,
staff
identified
a
process
improvement
opportunity
that
included
increasing
the
contractor
scope
of
work
to
take
on
follow-up
field
visits
during
these
secondary
visits.
P
Contractors
confirm
the
violation
status
of
a
reported
vehicle,
closing
out
service
requests
for
vehicles
found
in
compliance
and
referring
those
eligible
for
enforcement
to
a
parking
compliance
officer
within
three
short
months
of
implementing
the
process.
Improvement
staff
staff
was
able
to
quickly
measure
the
impacts
of
the
program
and
demonstrate
the
significant
multi-level
improvement
the
team
had
achieved.
We,
a
significant
amount
of
the
VA
backlog
or
workload
of
over
3,300
field
visits,
was
transferred
from
parking
compliance
officers
to
contract
staff.
P
This
freed
up
parking
compliance
officers
and
allowed
the
PCU
to
focus
on
providing
other
parking
related
service
deliveries
and
facilitated
an
additional
issuance
of
over
5,000
parking
citations.
Additionally,
through
the
piloted
process
improvement,
we
were
able
to
improve
average
follow-up
timeliness
for
vehicle
Bateman
service
requests.
By
20%,
we
moved
from
8.2
to
6.5
day
response
the
identification
of
this
process.
Improvement
was
made
possible
through
data
analysis
and
ongoing
and
regular
program
monitoring.
P
We
do,
however,
just
important
to
our
success
was
our
ability
to
make
the
deployment
adjustment
and
then
accurately
and
quickly,
identify
that
the
change
had
resulted
in
positive
outcomes.
Our
ability
to
measure
the
magnitude
of
our
success
was
only
doable
because
of
the
data,
analytic
tools
we
have
put
into
place
and
the
fact
that
we
invested
in
skilled
staff
able
to
use
those
tools.
The
service
improvements
we've
been
able
to
implement
over
the
last
year
plus
have
clearly
benefit
to
San
Jose
communities.
P
We
serve,
but
I'd
also
like
to
share
with
you
the
impacts
felt
by
the
parking
compliance
unit
and
the
team
responsible
for
delivering
these
services
staff
has
become
rien,
energized
and
re-engaged
as
a
result
of
feeling
supported
and
having
a
better
understanding
of
how
their
daily
work
impacts.
The
VA
program,
our
success
in
our
communities.
Our
teams
have
taken
back
ownership
of
the
VA
program
and
its
operational
processes
staff
believes
in
and
is
committed
to
using
data
to
facilitate
continuous
improvement
and
future
program.
Flexibility.
O
Thank
You
Heather,
so
I
really
applaud
Heather's
leadership
and
initiative
in
bringing
a
data-driven
approach
to
the
vehicle
abatement
program,
and
all
of
this
work
has
really
been
driven
by
her
team.
In
d-o-t,
the
dashboards
you're
seeing
were
developed
by
DoD
staff,
their
work
order
management
system
and
they're
actually
much
more
detailed
than
what
we
currently
have
centrally
for
my
San
Jose.
O
This
is
our
final
report
card
for
last
quarters.
Key
results
out
of
15,
we
completed
three
another
three
were
partially
completed
and
two
were
not
completed.
Of
the
two
that
were
not
completed,
one
was
related
to
mapping
out
the
desired
process
for
improving
internal
referrals
between
teams.
This
is
still
a
priority.
We
simply
ran
out
of
time
to
get
this
done
in
the
previous
quarter.
The
second
key
result
that
we
did
not
complete
was
publishing
the
RFP
for
a
new
technology
platform,
which
is
what
we've
been
referring
to.
O
So
we'll
close
by
talking
about
what
we're
planning
on
doing
next,
this
screen
shows
our
objectives
and
key
results
for
the
current
quarter.
We
have
the
same
objectives
as
we
did
last
quarter,
but
a
new
set
of
key
results
that
build
on
our
work
from
the
previous
quarter,
so,
for
example,
under
building
trust
with
reporters.
We
have
a
key
result
related
to
taking
a
look
at
our
customer
satisfaction,
data
and
identifying
a
meaningful
baseline
to
work
on
improving
in
the
future.
O
Another
key
result
I
would
like
to
highlight,
which
was
already
accomplished,
is
that
under
building
a
team,
one
of
our
key
results
was
to
hire
a
new
product
project
manager
for
my
San
Jose
NIT,
following
the
departure
of
Charles
Amos
in
March
of
this
year,
and
thanks
to
a
very
speedy
recruitment
work
by
our
assistant,
CIO
Jerry,
Driessen
NIT.
We
have
already
hired
a
new
product
project
manager
her
month,
Sedano,
who
has
over
ten
years
of
program
management
and
he's
with
us
in
the
Box.
O
O
So,
in
addition
to
executing
on
our
key
results
for
this
quarter,
we've
already
begun
planning
for
next
quarters
work,
particularly
around
expanding
the
inclusivity
and
the
accessibility
of
my
San
Jose.
So,
and
these
items
on
this
slide
were
also
described
in
the
city
manager's
budget
addendum
number
27,
which
was
issued
at
the
end
of
May,
given
San
Jose's
diversity
with
over
57%
of
our
residents
speaking
the
language
other
than
English
at
home.
O
Moving
down
this
list,
other
strategies
were
pursuing
include
translating
our
existing
outreach
postcard
into
Spanish
and
Vietnamese,
exploring
interim
solutions
for
the
current.
My
San
Jose
web
site
and
mobile
app
in
the
version
one
point
X
platform
to
make
them
more
inclusive
and
accessible,
and
the
timeline
for
implementation
will
develops,
will
depend
on
feasibility,
scope
and
cost.
O
We
need
to
do
the
exploration
first
and
then,
finally,
we
will
proceed
with
them.
I
Santos,
a
2.0
procurement
when
the
RFP
moves
out
of
the
backlog
and
the
draft
RFP
already
makes
it
clear
that
inclusivity
and
accessibility
are
priorities
for
the
new
platform.
Redesign
with
that
I
will
turn
it
over
Taniya
to
close,
with
sharing
the
findings
from
the
user
research
that
she
and
Julie
conducted,
which
are
informing
many
of
our
next
steps.
E
Thanks
Michelle,
with
the
help
of
Spanish
and
Vietnamese
interpreters,
my
colleague
Julie
Kim
and
I
conducted
19
in-person
interviews
with
people
who
are
either
low-income
and
or
spoke
English
as
a
second
language
to
understand
the
barriers
to
accessing
my
San
Jose.
We
also
built
prototypes,
which
are
alternative
versions
of
the
app
with
possible
improvements
for
testing
purposes.
We
then
tested
these
versions
out
with
Spanish
and
Vietnamese
speakers
living
in
San
Jose.
E
Based
on
this
research,
we
found
that
improving
the
app
by
using
simpler
language,
emphasizing
visual
icons
and
creating
a
more
intuitive
user
flow
are
important
steps
in
making
the
translation
efforts
successful
due
to
limitations
in
digital
access
and
literacy,
some
residents
will
always
prefer
to
phone
in
requests
or
submit
requests
via
their
desktops.
So
it's
important
to
maintain
offline
and
online
touch
points.
E
O
F
Thanks
I
really
want
to
say
thank
you
to
everyone
for
your
hard
work
and
in
pushing
forward,
and
thanks
in
particular,
about
Michelle,
your
and
and
Heather,
certainly,
but
I
really
appreciate
that
outreach
work
that
was
done
near
by
you
and
your
partner
on
this
I'm,
trying
to
see
how
we
can
better
penetrate
monolingual
communities.
I
know
this
is
me
a
challenge
for
us,
but
obvious
something
I
know
will
take
on
Gresley
through
2.0
as
well.
C
I'm,
seeing
if
our
partners
from
finance
or
here
so
I
think
the
answer
is
we
needing
to
look
at
further
modifications
to
my
San
Jose,
one
decks
yeah
when
you
look
at
the
volume
and
some
of
the
relative
priorities
of
mission-critical
things
that
are
in
in
the
queue
and
the
time
the
14
years,
we've
gotten
into
this
situation,
we're
not
going
to
get
out
of
this
situation
with,
with
with
some
of
the
bandwidth
and
procurement
for
a
while.
So
we're
our
RFP
for
looking
at
our
processes
and
organization
and
making
improvements
is
ready
to
go.
C
C
F
O
Can
dig
more,
we
will
dig
more
into
the
analytics.
The
data
that
we
shared
in
the
presentation
showed
that
32%
of
our
requests
are
coming
through
the
mobile
app,
which
is
roughly
a
third
exactly
how
many
users
that
is
I
would
have
to
go
back
and
check
what
that
relates
to,
because
some
of
those
requests
will
be
the
same
users
yeah.
F
Okay,
just
curious
to
see
what
extent
we're
really
getting
penetration
out
there
I
know
in
some
neighborhoods
everybody
knows
about
it
and
others.
You
know
obviously
not
as
many
and
that's
good
to
know
and
I'm.
Just
curious
I
know
you
guys
would
probably
explored
every
option
here,
but
is
there
a
backdoor
to
procure
me
at
this
point?
I
mean?
Is
there?
C
F
C
Close
to
coming
out
so
I
think
there's
a:
where
are
we
going
to
be
with
my
San
Jose
versus
what
are
things
we're
gonna
look
at
yeah
I
mean
I,
think
there's,
there's
general
acceptance,
we've
probably
over
centralized,
so
there's
some
organizational
improvements.
We
think
we're
gonna
make
that
to
balance
that
out
we're
looking
at
doing
a
to
to
the
point
earlier,
we're
looking
at
doing
a
salary
survey
to
sure
we're
doing
our
best
job
of
recruiting
and
retaining
people
in
the
procurement
team
and
we're
looking
at
purchasing
pools
as
well.
C
F
A
good
reminder
to
all
of
us
to
move
forward
and
improve
it.
So
thank
you
for
that
and
then
finally,
Heather
appreciated
seeing
the
progress
out
there.
I
know,
like
all
departments,
your
short
staff
and
I'm
just
trying
to
understand
to
what
extent
permits
can
be
attributed
to
the
use
of
this
technology
and
perhaps
better
processes
internally
versus
just
the
fact
that
you
guys
are
now
using
contractor.
So
you
got
more
folks
doing
the
work.
F
P
B
F
P
A
On
the
question
of
procurement,
I
keep
hearing
about
this
and
it's
I
just
want
to
understand
with
the
way
the
city
is
set
up
and
the
hoops
we
have
to
jump
through
and
and
whatever
policies
we
have
in
place.
If
I'm
getting
emails
in
my
office,
inviting
me
to
sit
through
like
a
sales
pitch
on
helping
improve,
say
procurement,
which
I
am
am
I,
is
that
does
even
make
sense
for
me
to
sit
through
that
because
of
whatever
process
we
have
in
the
city
to
change
these
methods.
A
C
Know
I'm
gonna
regret
the
saying
this,
but
probably
the
best
answer
is
to
refer
them
to
me.
Okay
and
and
and
I
will
manage
the
process,
obviously,
because
we
have
a
procurement,
that's
about
ready
to
go
out
the
door.
We're
gonna
have
to
manage
that
carefully,
I'm,
certainly
open
to
to
to
receiving
that
that
I
think
it'd
be
best
to
send
it,
send
it
to
me
and
then
we'll
handle
it
appropriately
in
terms
of
where
we
are
in
a
procurement,
lifecycle
or
otherwise.
Okay,.
A
O
A
great
question
so
in
the
work
that
Julian
Yura
conducted,
they
created
prototypes,
where
they
were,
which
are
mock-ups
of
the
app,
not
real
versions
of
the
app
that
were
expressly
created
to
test
a
specific
idea.
The
idea
being
that
greater
use
of
visual
icons
unless
reliance
on
text
would
make
the
app
easier
to
use
for
non-english
speaking
residents
their
research
validated
that
idea.
O
So
when
we
develop
my
San
Jose
2.0,
we
will
be
asking
the
design
team
our
vendors
to
design
the
app
so
that
it
has
greater
use
of
icons
specifically,
which
icons
we'll
be
using,
will
be
a
question
that
will
be
answered
at
that
time.
Once
we've
engaged
with
vendors
through
the
contractor
procurement
and
then
the
contracting
process
and
we'll
be
sure
to
make
sure
to
include
a
lot
of
user
research
and
usability
testing
in
that
process,
so
that
we
are
choosing
icons
than
designing
icons
that
are
readily
understandable
to
our
diverse
population.
Great.
A
Because
I
think
the
icons
are
the
way
to
go.
It'll
save
us
some
time,
translating
everything
into
many
different
languages
we
have
in
the
city.
Lastly,
on
the
question
of
the
app
and
the
desktop
website-
or
you
know
the
phone
call
or
everything
given
our
limited
resources
and
I'm,
not
sure
if
it's
the
same
resources
that
are
being
used
to
build
out
the
app
or
the
desktop
or
the
city
website,
but
do
you
guys
have
a
professional
opinion
as
to
where
we
should
focus
like
what
is
the
front
door?
What
is
the
the
best
face?
A
O
There
are
opportunities
for
us
to
find
ways
to
consolidate
some
of
that
design
and
development
work
so,
for
example,
one
of
the
technologies
that
we
are
interested
in
exploring
more
for
my
San
Jose
2.0,
it's
is
known
as
a
progressive
web
app,
which
is
a
web
app
that
actually
looks
almost
identical
to
a
mobile
app
when
viewed
on
a
mobile
phone,
so
that
enables
more
efficiencies
in
terms
of
the
design
and
the
development.
For
example,
the
Twitter
progressive
web
app
is
indistinguishable
almost
from
the
Twitter
mobile
app.
O
A
C
I
Good
afternoon,
chair
mayor
and
members
of
the
committee
Rosalyn
Huey,
director
of
the
Department
of
Planning
building
and
code
enforcement.
So
when
we
were
last
before
the
committee
in
October
of
last
year,
we
shared
how
we
took
a
pause
on
our
integrated,
permitting
system
work
and
called
a
reset
on
the
project.
At
that
time,
we
were
nearly
two
years
behind
schedule
had
a
fractured
relationship
with
the
vendor
and
no
true
working
software.
Since
then,
we
have
reset
our
expectations.
I
I
When
we
started
the
integrated
permitting
system
upgrade
back
in
2016,
we
approached
it
as
just
another
software
update,
but
the
truth
is,
it
was
much
much
bigger
than
that.
So
we
took
a
pause
to
reflect
and
to
reset.
We
now
know
that
this
effort
is
a
total
transformation
across
people
process
and
technology
I'm
pleased
to
share
some
of
the
work
of
the
members
of
the
transformation
team,
and
we
have
members
here
today
who
will
present
on
our
work.
I
Matt
lush,
who
is
the
deputy
director
of
public
works
and
is
the
team's
product
owner
Joe,
Dyke,
associate
engineer
in
public
works
department,
robert
Manford,
deputy
director
of
planning,
Sylvia
doe
planning,
division
manager,
chief
Hector
Estrada,
our
fire
marshal
and
Erica
groffo
with
the
office
of
civic
innovation
so
beginning
in
December
of
2018,
the
team
took
a
brand-new
approach
using
a
system
called
objectives
as
measured
by
key
result
or
okay,
ours,
which
was
pioneered
by
Intel
in
Google.
We
set
four
high
level
of
objectives
to
frame
our
work
for
the
next
12
to
18
months.
I
So
the
first
two
objectives
you
see
on
the
screen
here
focus
on
solving
pain,
points
for
our
external
customers.
First,
a
simple
self-serve,
digital
experience
and
second,
a
clear,
consistent,
effective
process
and
then
the
last
two
objectives
focus
on
improving
the
experience
for
our
internal
customers,
our
staff,
the
first
one
is
strong,
collaborating
team
and
the
second
one
is
great
internal
tools
to
enable
teamwork,
the
distinguishing
factor
and
really
the
hook
that
gives
objectives.
I
Their
effectiveness
are
the
quarterly
key
results
they
are
measurable
results
broken
down
into
something
doable
in
a
quarter
that
are
visible,
consistent
and
focus.
They
help
tie
the
tactical
work
to
our
overarching
vision
that
are
the
objectives
now.
I'll
turn
it
over
to
Matt
lash
our
transformation
team's
product
owner
to
share
our
results
from
last
quarters.
Key
results.
Q
Afternoon
with
these
ok
ours,
the
approach
we
this
results,
the
results
are
self-evident:
we
color
them.
We
could
put
metrics
to
them.
We
grade
our
success.
We
mark
set
our
markers
and
our
metrics
before
we
even
start
the
quarter,
so
we
have
very
clear
metrics
that
were
shooting
for
for
our
targets.
In
the
90
days,
we
accomplished
14
of
our
17
targets,
with
the
remaining
three
that
were
over
50%,
complete
to
highlight
a
few
of
them,
and
I
could
talk
to
more
in
detail
if
you'd
like,
but,
for
example,
on
the
top
left.
Q
The
portal
roadmap
defined
one
of
the
items
of
the
platform.
Before
was
what
are
we
doing
on
our
portal
and
it
was
sort
of
jumbled
up,
and
so
we
spent
the
time
when
we
evaluated
reviewed,
presented
the
executive
committee,
the
options
and
choice.
It
made
a
decision.
So
now
we
have
a
path
and
path
forward
that
we're
implementing
this
quarter
and
next,
and
so
they
see
results
there
soon.
Another
big
one
was
on
adopting
scrum
so
which
comes
out
of
these
key
results
as
our
two
week,
sprint
cycle
and
we'll
talk
more
on
it.
Q
Just
a
bit
a
minute
about
it,
but
adopting
scrum
as
our
practice.
So
we
have
this
regular
cadence
of
chewing
through
things
getting
the
work
done
week
by
week
and
these
two
week,
sprint
cycles
and
finally,
the
the
C
SDC
contract,
reset,
where
there
were
some
challenges
around
the
contract
to
try
to
get
it
aligned
to
the
work
get
delivered.
We
took
this
chance
during
this
previous
quarter
to
figure
out
what
that
contract
looked
like.
You
know
be
before
you
for
decision
on
the
25th
to
go
to
the
next
slide.
Please.
Q
One
of
the
things
we
did
is
we
created
a
war
room
space
in
an
area
of
cubes
where
people
could
test
together.
It
gives
a
little
foot
support
to
the
team.
Karate
camaraderie
and
this
is
a
live
shot,
not
staged.
If
something
actually
worked,
the
way
they
anticipated,
the
two
plus
two
equals
four
when
they
expected
it.
So
it's
sort
of
exciting
opportunity
so
in
using
this
is
also
the
area
where
they
meet
for
their
daily
sprints
discussions
as
they
talk
through
their
issues
and
they
present
them
to
the
group
and
the
test
here
together.
Q
Finally,
one
of
the
other
key
results
for
this
quarter
was
to
pilot
with
our
small
cell
team
electronic
plan
review,
something
that
will
be
brought
more
broadly
developed
out
through
the
rest
of
the
development
partners.
In
this
siloed
question,
we
were
able
to
pilot
it
fairly
quickly
and
efficiently.
I'll
be
testing
this
and
going
forward,
and
with
this
small
cell
team,
the
reviewing
cycles
got
up
to
70
permit
reviews
per
week
a
massive
improvement
that
directly
ties
to
the
city's
goals
around
the
digital
inclusion.
R
You
Man,
so
what
you're
gonna
be
seeing
right
now
is
a
tape
demo
of
geo
cortex
of
basically
running
through
a
parcel
report
and
mailing
list
as
well
some
other
items.
So
to
start
so,
when
you
launch
to
your
cortex
from
our
permitting
system,
it
establishes
a
bi-directional
information
transfer
between
the
two,
so
they
can
communicate
between
themselves
once
it
loads.
It
will
center
around
city
hall
from
there
you
can
search
using
our
geo
coder
engine
for
Street,
intersections
and
other
GIS
layers
here,
you'll
see
we'll
put
in
a
particular
street.
R
You
search
you'll
see
that
the
results
you
can
click
on
the
result.
It
will
take
you
to
there
one
of
the
other
items
that
we
have
our
bookmark,
so
people
can
bookmark
their
project
locations
on
their
on
their
desktop,
and
then
this
with
this
case
we're
gonna,
go
to
the
parcel
report,
location,
and
so,
if
a
customer
comes
down
to
the
first
floor,
if
it
click
on
it,
go
to
the
first
floor,
that'll
say:
hey:
what
are
the
characteristics
of
my
site
they're?
R
One
of
the
ways
to
do
it
would
be
just
a
click
on
the
actual
parcel
itself.
A
menu
shows
up
from
there.
They
can
click
run.
A
report
and
you'll
see
on
the
left
is
his
parcel
report.
Once
you
click
on
the
parcel
report,
it
sends
information
the
request
to
Amanda
and
pulls
information.
Once
it's
done,
generating
you'll
see
a
link
on
the
left.
You
can
download
the
report
or
you
can
open
it
in
the
browser
window
and
then
from
there
you'll
see
the
characteristics
the
APN
site
address
owner
your
built.
R
R
The
next
part
of
this
will
be
the
mailing
list,
and
so
just
imagine
a
project
comes
in
near
Santana,
Row
they're
about
ready
to
go
to
director,
hearing
or
Planning
Commission,
and
then
they
want
to
generate
a
mailing
list.
So
what
they'll
end
up
doing
is
clicking
on
the
generate
mailing
label.
They'll
have
options
of
choosing
parcel
street
sections
or
street
intersections
for
planning.
They're
gonna
choose
parcels
pretty
much
99%
of
the
time
from
there.
You'll
have
different
options
on
how
to
select
the
parcels
in
this
demo.
R
We're
going
to
select
multiple
points,
and
so
then
you
just
select
the
parcels
that
you
want
double
click.
It
tells
you
geometries
captured
you
go
next.
It
gives
you
the
option.
If
you
want
to
do
some
more
so
in
this
case,
we're
also
going
to
choose
a
street
segment
and
then
we'll
choose
a
different
method
of
identifying
that
segment.
R
So
we'll
choose
the
rectangle
and
then
it'll
tell
you
that
geometries
captured
you'll
click
Next
and
then,
if
that's
all
that
you
want,
then
you'll
click
on
finished
and
then
from
there
you'll
identify
what
the
buffer
distance
that
you
want
for
planning
for
this
type
of
project
would
be
a
thousand
feet.
You
have
other
options
if
you
want
to
do
yards
or
miles,
but
it's
usually
in
feet.
R
Basically,
if
you
want
to
just
print
them
and
stick
them
on
a
on
a
envelope,
the
way
of
planning
does
it,
though
they
want
the
raw
data
which
will
open
up
into
an
excel
file
and
from
there
they're
able
to
sort
and
see
if
there's
any
duplicates
or
move
duplicates,
and
then
they
use
the
excel
file.
In
order
to
generate
the
the
mailing
label
from
their
postcards,
and
so
there
you
can,
they
can
go
through
and
sort
and
that's
pretty
much
the
end
of
the
demo.
Thank
you.
I
So
as
Jo
just
described,
Gio
cortex
is
it's
a
key
tool
for
us
that
consolidates
property
information
which
previously
was
resided
in
various
computer
applications,
actually
in
paper
maps
or
on
microfiche
records.
So
right
now
this
is
an
internal
software,
but
our
road
maps
includes
rolling
out
a
public
facing
tool
which
will
be
launched
in
early
next
year.
So
when
we
look
at
the
benefits
of
this
tool,
it's
really
huge.
I
It
was
determined
that
in
fiscal
year,
1718
our
staff
actually
mailed
a
hundred
and
fifty
thousand
mailing
notices
for
about
over
400
projects.
So
this
is
just
high
volume
of
work
that
when
we
see
these
time-saving,
it's
really
hue
for
our
staff,
which
means
they
can
spend
their
time
doing
doing
other
work.
So
we're
very,
very
excited
about
this
tool.
We
also
anticipate
better
data
reliability,
which
will
be
invaluable
for
a
variety
of
purposes,
including
things
like
emergency
response,
so
now
I'm
going
to
turn
it
over
to
Robert
Manford.
M
The
first
recommendation
has
to
do
with
the
elimination
of
the
firewall
between
applicants
and
environmental
consultants.
The
fire
with
the
firewall
concept
developers
are
not
allowed
to
see
the
sequel,
analysis
or
documents
that
have
been
prepared
for
their
projects
unless
and
until
it
goes
out
for
public
review.
However,
they
pay
for
them,
so
this
actually
brought
us
on
a
fairness
to
the
developers
they
have
to.
They
need
to
get
feedback,
so
they
can
shape
your
projects
and
agree
to
mitigation
ahead
of
time.
M
M
The
firewall
concept
is
actually
predicated
on
the
notion
that
consultants
can
be
controlled
or
manipulated
by
developers,
so
we
have
to
ensure
that
the
consultants
are
screened
to
so
that
they
are
not
controlled
by
applicants.
This
brings
us
to
a
second
recommendation,
which
has
to
do
with
the
equation
of
a
pre-qualified
list
of
our
consultant
pool
for
sequel
analysis,
pre-qualified
lists
who
provide
us
with
the
option
to
choose
for
both
the
city
and
also
applicants
that
will
encourage
competition
for
better
quality
documents.
M
It
also
provides
our
opportunity
to
share
and
explore
other
experiences
and
innovative
problem
solving,
also
know
the
management
practices
in
comparable
cities.
As
we
know,
the
cities
grow
in
the
problems
that
we
face
are
faced
by
many
other
big
cities
within
the
states.
It
also
helped
us
with
our
workload
management
and
provide
accountability
on
the
part
of
our
consultants,
I'm
happy
to
announce
that
an
RFQ
went
out
on
April
25th,
which
ended
just
yesterday
5th
June,
and
we
have
25
responses
from
25
consultants
throughout
the
states.
M
Our
tell
recommendation
has
to
do
with
a
training
of
sequel
staff,
with
the
basics
of
sequel
and
advance
sequel
concepts.
The
intent
here
is
to
Commission
a
series
of
secret
workshops
for
continuing
education,
staff,
competency
and
skill
set
development,
and
we
plan
to
invite
nationally
recognized
industry
practitioners
to
conduct
these
workshops.
M
We
also
want
our
planners
to
understand
sequence
as
part
of
the
planning
process,
because
it's
a
requirement
and
also
reduce
problems
associated
with
a
bifurcation
of
our
sequel,
review,
team
and
end
development
review
team.
As
it
stands,
we
have
two
different
teams,
two
in
sequa
and
then
development
review,
and
if
one
needs
information
from
the
other,
it
means
a
project
is
delayed.
M
We
also
want
to
implement
a
sequel
cross-training
so
that
all
project
management's
in
the
development
reviewed
team
will
be
able
to
administer
basic
sequence
s-mint
and
then
the
cross-training.
We
also
foster
review
of
projects
and
streamline
planning
process.
I'm,
also
happy
to
announce
that
our
first
training
for
all
planning
staff
was
held
on
May,
2nd
2019
and
a
second
one
for
Jessica
staff
on
green,
a
greenhouse
gas
emissions
analysis
was
held
on
June
Ted,
just
this
past
Monday.
M
The
fourth
recommendation
has
to
do
with
better
quality
assurance
quality
control
for
a
sustainable
city.
The
intention
is
to
establish
a
model
through
the
IPS
system
that
we
are
talking
about
right
now,
so
as
to
monitor
and
report
on
progress
of
all
the
three
of
the
above
recommendations.
With
an
eye
towards
frequent
monitoring
of
key
performance
indicators
that
align
with
the
recommended
process
improvements
and
that
node
will
improve
on
our
internal
process,
is
established,
standard
word
templates
for
impact
analysis
and
streamline
review
for
consistency
and
adequacy
of
a
seeker
documents
and
also
eliminates
waste.
M
S
Afternoon
so
one
of
the
common
pain
points
that
we
hear
from
customers
is
at
the
planning
permitting
process
takes
too
long,
and
so
for
the
past
couple
of
months,
we've
been
focusing
on
how
to
improve
that
and
how
to
provide
upfront
support
to
our
customers
to
make
them
more
successful
in
our
process.
So
our
goal
has
been
to
have
customers
submit
a
complete
application
for
the
first
time
and
thereby
reducing
the
rounds
of
review
and
overall
review
time.
S
We've
been
doing
a
couple
of
things
to
help
get
towards
this
goal,
one
of
which
is
looking
internally
to
refine
our
minimum
applications
in
middle
checklists,
so
that
we
really
focus
on
what
is
the
bare
minimum
information
that
we
need
to
begin
reviewing
a
project.
Secondly,
we've
changed
our
one
of
our
procedures
in
providing
more
upfront
customer
service.
S
So
right
now,
customers
book
an
appointment
and
we've
recently
started
contacting
our
customers
two
weeks
prior
to
their
appointment,
so
that
we
can
one
confirm
that
they're
gonna
be
ready
for
the
appointment
and
then
to
also
walking
them
through
what
our
minimum
the
middle
requirements
are,
so
that
when
they
arrive
on
their
appointment,
hopefully
they
have
everything
that
is
needed
for
us
to
accept
the
application.
Secondly,
at
the
appointment
itself,
we
have
a
more
enhanced
customer
service,
provided
previously
it
was
only
planning
staff
that
was
assisting
with
the
intake
process.
S
Now
we
also
have
a
collaboration
with
our
public
works
department,
where
we
have
Public
Works
staff,
help
evaluate
for
the
minimum
requirements
that
they
need
for
stormwater
review.
Third,
since
then,
we've
been
tracking
data
to
find
out
what
have
been
reasons
for
incomplete
applications
in
Middle's,
so
that
we
can
better
improve
the
process
over
time.
So,
for
the
month
of
May,
we've
had
58
application.
Q
So
we're
more
than
about
halfway
through
our
second
quarters
key
results.
Looking
forward
to
sharing
these
or
the
ad
hoc
committee
in
August.
What
you'll
notice
about
the
current
quarters
key
results
is
that
were
much
more
focused
on
quantitative
results,
we're
establishing
metrics
and
baseline
data
for
our
online
user
experience,
we're
setting
goals
for
completeness
and
adopting
these
new
applications
that
were
pushed
out
in
the
first
quarter,
we're
helping
our
staff
to
understand
and
track
we're
improving
the
time
tracking,
and
we
can
better
account
for
the
true
costs
of
the
application
processing.
I
So
in
closing,
I
really
just
want
to
reflect
on
the
value
of
ok,
ours
and
how
what
they've
demonstrated
for
our
team
and
really
it's
just
an
issue
of
focus.
So
ok,
ours,
focus
the
team
on
the
vital
few
measurable
accomplishment
and
holds
us
accountable
to
our
commitment,
and
we
found
that.
Ok,
ours
do
really
four
things
for
us
very
well.
So,
first
they
drive
a
higher
say/do
ratio
by
actually
chunking
out
and
measuring
a
very
screech
set
of
results
that
are
clear
to
everyone
so
to
everyone
on
the
team.
I
L
H
So
yeah
I,
just
felt
I
should
come
up
here
and
just
note
that
and
just
make
my
presence
felt
I've
been
here
for
four
or
five
years
now,
so
you
know
the
sequa
I,
don't
know
everyone
has
been
talking.
It's
been
time
to
streamline
it,
and
you
know
I
was
happy
with
some
of
the
things
that
it
can
do
and
I
hope
that
can
always
be
remembered,
and
you
know
good
luck
in
this
process.
H
I
will,
as
as
the
entire
community,
will
really
I
think
this
will
be
a
very
interesting
development
for
all
of
us,
and
so
thank
you.
It's
interesting
that
you
brought
it
to
this
space
to
note
that
as
well.
So
thank
you
and
good
luck
on
how,
as
a
whole
community,
we
can
talk
about
this
issue.
Thank
you.
N
Sorry
I
was
trying
to
remember
that.
So
thank
you
for
that
I
was
writing
it
down
and
I
realized.
I
didn't
remember
the
other
thing,
I
guess
what
I
was
wondering
is
just
not
to
I
guess
it
brings
up
other
issues
or
other
thoughts
that
I'll
address
in
a
different
place,
but
the
DES
geo
cortex,
damn
away
I
found
it
interesting.
Where
did
that
get
the
data
from
where
I
think
the
bi-directional
something-or-other
I
was
trying
to
remember
exactly
what
she
said
sort
of
bringing
together
so.
B
N
To
thank
you
and
I
certainly
appreciate
the
reduction
in
time
that
was
shown.
I.
Think
it's
a
big
deal,
but
one
of
the
things
that
came
to
mind
is
he,
as
you
were
going
through.
That
is,
don't
you
know,
just
in
different
role.
I
have
I
know
sometimes
like
title
companies
in
real
estate
in
the
State
industries.
Title
companies
already
have
a
lot
of
this
data.
I
don't
know
if
this
is
for
properties,
APN
numbers
and
other
such
things
I'm
wondering.
N
Q
I,
don't
know
if
that
makes
much
of
the
data.
That's
so
the
data
and
Amanda
is
coming
from
multiple
sources.
It
is
pulling
information
from
the
county
they
might
not,
so
they
might,
the
title
company
might
or
might
not
have
whether
it
was
a
building
permit
already
pulled
on
a
parcel
or
not,
and
so
these
you've
just
attributes
about
that
particular
APN
right,
some
of
which
is
pulled
from
a
county,
but
also
those
title.
Companies
often
have
proprietary
systems
that
don't
come
for
free
and.
Q
R
Real
quickly,
also
that
this
is
just
one
report
that
we've
could
configured
right
now,
we
can
create
multiple,
different
reports
as
we
go
along
that
can
help
staff.
If
there's
other,
you
know,
avenues
that
they
can
reduce.
You
know
the
staff
time
to
get
information
or
things
that
the
customers
are
looking
for.
Okay,
cool.
Thank
you.
A
All
right
I'm
glad
to
hear
the
feedback
on
it.
Okay,
ours,
I,
think
that's
the
latest
fad
I
seriously
know
why
we
used
okay,
ours
and
not
like
what
MBOs
management
by
objectives
or
SMART
goals,
specific
measurable,
actionable,
relatable
and
time-bound
kpi's
big
hairy,
audacious
goals,
there's
a
whole
anyways,
never
mind
all
right,
any
kind
of
motion
any
opposed
hearing.
None
the
motion
passes.
Please
continue
on.
C
So,
while
doing
a
quick
staff
change
for
our
final
report,
I'm
gonna
stay
here
hidden
in
the
back
of
the
room,
because
I
know
we're
running
short
on
time.
So
last
but
not
least,
the
communications
office
and
the
mayor's
office
are
here
to
present
the
results
of
this
past
year's
work
on
exploring
different
approaches
to
drive
community
engagement
and
we'll
detail
the
results
and
recommendations
in
today's
presentation.
So
I'm
gonna
turn
the
presentation
over
to
Shireen
Santoshi.
B
Thanks
so
much
Shireen,
so
interim
chief
innovation
officer
for
the
mayor,
I
know
we're
extremely
short
on
time,
so
I
won't
do
a
large
preamble.
I
would
just
like
to
thank
Rosario
and
her
team
for
taking
the
time
to
work
on
this
project
and
for
her
leadership.
Social
media
has
really
changed
the
way
that
we
interact
and
communicate
yet
city
halls
across
the
country
are.
B
They're
complex
to
implement,
especially
under
current
legal
regimes-
and
you
know-
that's
not
the
case
here
and
I-
really
want
to
thank-
also
denzel
eden
on
my
team,
who
is
a
harvard
business
school
fellow
and
will
be
leaving
us
here.
So
this
is
in
about
two
weeks
and
so
we're
very
grateful
for
her
work
this
year.
J
Thanks
Shireen
Rosario
Navas,
director
of
communication.
So,
as
Shireen
said,
you
know,
this
is
an
interesting
time
for
social
media.
We're
also
at
a
time
in
history
where
many
cities,
including
San
Jose,
are
looking
at
how
to
increase
public
participation
in
local
government
and
fortunately,
with
advances
in
technology.
We're
able
to
think
beyond
traditional
means
for
civic
engagement,
which
historically
has
included
public
hearings,
public
meetings
or
in-person,
commenting
at
a
city,
council
or
committee
meeting
here
in
San
Jose.
J
We
are
exploring
civic
engagement
and
how
to
improve
it
on
two
fronts:
in-person
and
digitally,
and
so
today
we're
talking
about
digitally
and
we
haven't
fortunate
to
have
Denzil
and
Henry
cyber
for
her
help.
The
city
advanced
its
research
into
better
ways
to
increase
civic
engagement,
so
I
also
want
to
recognize
and
think
Denzil,
as
well
as
Craig
Hudson
on
my
team
for
their
contributions
to
this
project.
T
Thank
you
for
sorry
ensuring
and
thank
you
vice
mayor
and
council
members
for
taking
the
time
to
hear
our
update
today.
I'm
wrapping
up
my
fellowship
with
the
city,
but
I'm
very
excited
that
our
team
was
able
to
bring
this
pilot
to
a
successful
conclusion
and
that
we're
able
to
share
our
results
with
you
all
today.
This
work
began
with
a
2017
memorandum
about
three
possible
civic
engagement
methods.
T
So
it's
exciting
there's
a
lot
of
really
high
impact
potential
here,
but
right
now
it's
not
well
promoted
as
a
feature
or
discoverable.
This
is
on
the
right.
You
can
see
what
it
looks
like
residents
can
on
specific
agenda
items,
write
their
comments,
give
their
feedback
and
even
select
a
position
of
a
position
neutral
or
support,
and
that
transparency
and
access
from
residents
is
great,
and
so
we
definitely
want
to
continue
to
promote
this
and
enable
this
for
our
residents.
T
The
second
aspect
of
our
work
with
this
project
was
to
livestream
to
multiple
platforms,
so,
as
you've
heard
last
November,
a
similar
update,
we've
done
to
many
pilots
around
life's,
remain
one
where
we
only
strum
stream
for
meetings
on
Facebook
alone
to
meetings
on
YouTube
alone
and
then
to
meetings
on
YouTube
and
Facebook.
So
we've
obviously
experimented
with
what
is
the
best
social
media
mix
for
the
city
and
we've
promoted
these
meetings
through
Facebook,
Instagram
and
Twitter.
T
You
might
be
wondering
why
did
we
add
YouTube
and
I
want
to
clarify
that
YouTube
is
more
than
a
social
media
platform.
It's
really
a
video
and
search
platform
right
now.
Predictions
show
that
the
internet
will
be
pretty
much
video.
Eighty
eighty
two
percent
shortly
and
I
write
right
now.
Almost
one
hundred
and
ninety
two
million
Americans
go
and
watch
online
video
and
it
turns
out
from
the
research
that
YouTube
has
been
collecting
around
their
platform.
T
It
is
where
Americans
go
to
watch
sports
politics
and
anything
related
to
entertainment
or
education
or
inspiration,
and
so
this
is
where
Americans
are
moving
to
get
their
news
in
politics,
and
so
we
want
to
be
on
top
of
that.
In
fact,
the
House
of
Representatives
has
been
mandated
to
livestream
all
of
their
committee
meetings
on
YouTube
for
the
last
three
years,
so
it
makes
sense
that
we
are
experimenting
with
this
platform.
I
want
to
clarify
that
both
platforms,
Facebook
and
YouTube
measure
a
successful
video
very
differently.
T
In
contrast,
YouTube
really
cares
about
how
much
time
is
spent
watching
videos
on
the
platform
and
how
many
views
of
video
gets
specifically
and
then
how
often
a
video
ends
up
coming
up
in
their
search
results
and,
finally,
for
both
of
them.
They
share
in
that
they're
always
interested
in
how
many
people
a
post
is
reached
by
and
how
many
followers
a
specific
organization
has
on
each
platform.
T
So
I
just
wanted
to
show
that
as
a
context
for
how
we've
evaluated
our
success
and
I
also
want
to
add
on
what
does
the
city
gain
from
each
platform?
So
from
Facebook,
we
have
great
discoverability
with
residents
and
we
are
able
to
see
what
conversations
residents
are
able
to
have
Raz
to
resident
right
now
on
Facebook,
our
communications
department
and
the
city
has
spent
a
lot
of
time
investing
in
the
community.
So
right
now
we
have
almost
more
than
eighteen
thousand
people
following
our
Facebook
page,
which
is
great,
in
contrast
on
YouTube.
T
We
only
have
50
subscribers
and
it's
because
we
just
haven't
invested
the
time
or
energy
into
this
platform,
even
though
it's
extremely
important.
Another
great
thing
about
YouTube
is
that
it
provides
a
great
record-keeping
source
for
the
city
in
its
optimized
for
video
presence
and
so
we're
getting
very
different
benefits
from
both
platforms,
but
we
should
be
leveraging
both
and
again.
T
Common
gains
for
us
is
really
creating
this
follower
follower
community
and
having
this
reach
across
not
only
in
San
Jose
but
also
at
the
country,
so
just
to
quickly
show
the
differences
in
what
each
platform
looks
like
here's
Facebook
and
what
our
video
posts
look
like
again,
you
can
see
Facebook
really
is
emphasizing
being
able
to
like
and
share
and
having
resident
conversations,
but
from
the
posts
that
we're
getting
from
residents.
They're
very
pod,
they're
very
excited
to
see
us
publishing
this
in
our
Facebook
page.
T
In
contrast,
YouTube
is
very
much
around
the
video
content
and
what
context
and
content
it
has,
and
so
here
you
can
see
our
entire
smart
cities
and
service
improvements.
Committee,
playlist,
and
so
even
though
we're
not
necessarily
live-streaming
all
of
these
meetings
on
YouTube.
We
can
create
an
entire
record
keeping
archived
there,
so
it
makes
it
easy
for
new
residents
to
come
and
find
the
context
of
these
meetings.
T
Here
are
the
results
that
we've
seen
over
all
of
the
videos
that
have
been
live
streamed
and
uploaded
to
both
of
the
two
all
of
these
platforms,
so
our
city
website
or
Granicus
is
where
we've
always
posted
these
videos.
You
can
see
on
average
or
Facebook.
Reach
is
75
times
that
of
Granicus,
which
is
a
significant
factor.
I.
You
can
see
that
Facebook
has
some
a
large
range
in
its
reach,
and
that
has
to
do
with
our
inconsistent
marketing
and
a
lot
of
the
novelty
factor
when
we
first
started
watching
me
on
Facebook.
T
But
despite
that
the
average
reach
is
significantly
right,
then
that
of
Granicus,
but
Facebook
has
really
focused
on
promotion,
the
discoverability
and
it
doesn't
really
care
if
the
video
is
actually
live,
streamed
on
Facebook
and
so
I
really
want
to
emphasize
that
we
can
get
the
we
can
get
benefits
from
both
platforms.
So
we
can
get
the
live
streaming
benefits
from
YouTube
and
having
that
record-keeping
there,
but
then
continue
to
promote
and
provide
discoverability
through
Facebook,
now
I'm
going
to
transition
into
our
exploration
of
new
tools.
T
So
we
looked
into
how
a
I
technology
is
changing
video
consumption
today.
So
you
might
remember
when
we
started
uploading
these
videos
to
box
and
trying
to
experiment
with
AI
skills,
seeing
trying
to
auto-generate
video
clips
based
off,
who
was
speaking
and
facial
recognition,
also
trying
to
create
a
a
I
generated
transcript
and
also
finding
auto-generated
keywords.
So
this
is
what
box
skills
look
like.
T
This
was
a
great
first
step
in
experimenting
with
this
technology,
but
you
can
see
in
the
screenshot
on
the
right,
but
the
transcript
that
is
AI
generated
using
box
is
not
very
accurate,
but
I
was
our
first
foray
into
this
world
and
from
there
we
ended
up
actually
trying
out
another
platform.
Radio,
where
it's
AI
skills
for
creating
a
I
generated
transcript
was
much
better.
It's
a
I
was
able
to
find,
but
our
keywords
it
allowed
you
to
search
based
off
what
was
spoken
in
in
a
meeting.
T
But
then
we
compared
this
back
to
what
we
have
right
now
with
Granicus
and
right
now
we
use
human
generated
transcripts
for
all
of
the
meetings
that
we
have
and
upload
that
into
Granicus.
So,
even
though
they're
not
AI
generated
the
actual
search
ability
provided
by
the
Granicus
platform
is
equivalent
to
that
of
what
was
provided
by
box
on
thready.
T
Oh
right
now,
you
can
search
something
by
its
keyword
like
box
skills
and
you
can
see
where,
in
these
different
meetings
it
has
come
up
and
if
you
click
on
one
of
these
links,
it
will
take
you
exactly
to
the
point
in
the
the
meeting
where
the
conversation
was
taking
place
and
so
right
now.
The
tools
that
are
provided
by
AI
skills
aren't
really
competing
with
our
human
generated
skillset.
But
it
was
an
interesting
exploration
to
what
is
out
there
and
we'll
continue
to
monitor
the
progress
that
AI
is
making
and
see.
T
If
there
are
ways
that
it
can
complement
what
we're
doing
here
at
the
city
now
I
will
transition
it
back
to
Rosario
for
our
final
recommendations,
but
before
I.
Do
I
really
want
to
thank
Craig
Jetson
for
all
his
work,
he's
championed
all
aspects
of
this
project
and
is
a
large
part
of
the
reason
that
we
are
going
to
be
able
to
implement
our
final
recommendations
today.
J
Thank
You
Denzil,
sorry
so
bottom
line
we're
recommending
that
we
expand
live-streaming
on
YouTube
and
that
would
include
all
council
and
council
committee
meetings.
So
I
think
that's
a
really
great
step
forward
in
in
making
this
content
available
to
residents
in
a
different
way
in
a
way
that
they're
used
to
we're
also
recommending
to
continue
to
enable
e-commerce.
J
At
Granicus
develops
over
the
years
we
will
commit
to
promote
the
YouTube,
live
stream
link
in
advance
of
all
meetings
on
all
of
our
social
media
outlets,
so
at
minimum
of
Facebook
as
Denzil
recommends,
especially
with
the
discover,
discoverability
aspect
and
then
we'll
also
promote
the
Associated
EECOM
image.
Enda
link
to
to
encourage
people
to
submit
comments
through
a
comment
we
are
going
to
continue
to
monitor
the
staff,
time
and
resource
impact
and,
as
dental
mentioned,
Craig
has
been
a
critical
partner
in
this
effort.
J
We
do
want
to
monitor
his
staff
time
and
and
develop
or
and
evaluate
to
see
if
there's
any
other
opportunities
to
bring
additional
resources
on
I
do
want
to
mention
at
this
time.
I
know
that
Denzil
shared
the
Facebook
communities
followers
and
our
YouTube
followers.
You
know
a
lot
of
that
reached
and
the
following
in
the
community
that
we've
built
has
just
been
organic
over
time.
J
H
Hi,
thank
you
I'm,
very
sorry
that
the
Granicus,
a
common
idea,
I
think,
is
a
great
idea
and
I
thought
that
would
naturally
just
you
know
like
the
same
way.
People
leave
their
comments
on
the
YouTube
I
just
assumed
people
would
be
a
common.
You
know
the
time
and
why
that's
not
happening
I
do
not
know,
and
you
know,
I've
added
a
few
sometimes,
and
you
know
I'm
I'm
I'm
hurt
but
I'm
hopeful
that
you
know
as
a
community,
people
will
want
to
use
that
that's
available
to
them.
H
E
H
How
it
could
be
work
well,
and
you
know
that
it
that's
like
some
way,
I
think
in
life
and
for
the
fact
that
it's
not
being
used
taken
advantage
of
and
being
used
and
as
a
tool
and
for
the
community
for
everybody.
You
know
it
surprises
me
in
it
and
it
shows
my
own
lack
and
life
I
guess
so,
but
you
know
good
luck
in
in
the
efforts
to
to
continue
and
I
really
I
really
strongly
emphasize.
If
I
can
to
try
to
emphasize
that
you
know.
H
The
e
comment
is
a
good
thing
or
whatever
the
word
besides
emphasize
to
you
just
offer
to
just
describe
to
love,
you
know-
and
hopefully
hopefully
you
know
it
is
a
real
good
outlet
for
people.
I
think
it
could
be,
and
good
luck
with
the
other
YouTube
stuff,
with
ten
seconds
in
open
forum
I'm
going
to
want
to
talk
about
how
you
know
public
policy
can
be
a
way
to
talk
more
about
civic
engagement,
good
public
policy.
Thank
you.
E
First
of
all,
Denzel
I
want
to
thank
you
for
all
your
hard
working
I
apologize
that
we
had
to
kind
of
rest
through
the
presentation,
but
we
have
to
run
to
a
PTA
meeting,
but
I
don't
want
I,
acknowledge
your
the
hard
work
and
I
have
a
million
questions
and
they're
not
gonna,
be
able
to
get
them
out
all
out.
But
I
did
have
a
quick
question
on
the
D
comments.
E
T
B
A
This
is
this
is
great.
I
I'm
happy
that
we're
moving
in
this
direction.
I
would
say
it's
long
overdue
and
I'm
thankful
to
the
team
for
unpacking
how
much
resource
how
many
resources
it
takes
to
actually
do
this
from
the
outside
world
like.
Why
aren't
we
in
YouTube?
Why
aren't
we
at
face?
It's
just
so
obvious,
so
simple,
but
they're
all
these
things,
like
the
brown
axe
and
and
and
open
government
rules
and
transparency,
and
not
to
mention
staff
time
that
goes
into
it.
A
H
I
I
wanted
to
comment
on
the
good
of
a
of
a
good
open
public
policy.
You
talked
about
that
in
in
the
privacy
issues
and
with
this
last
issue
you
know,
if
you
have
a
good
public
policy,
people
won't
want
to
participate
more
and
you
know
I
feel
the
privacy
policy
is
going
to
need
some
work
and
I've
talked
about
this
rules
and
open
government
yesterday
that
you
know
I'm
gonna
spend
this
month.
H
To
talk
to
you
as
well,
I
mean
to
be
prepared,
for
that
is
just
that's
what
I've
been
talking
about
all
this
time?
You
know
with
a
good
guideline
process,
a
good
organizational
process.
You
know
with
the
surveillance
and
technology
ordinance
can
just
do
wonders.
I
think
it
really
just
creates
a
really
good
forum
for
all
of
us
to
have
that
important
dialogue,
how
to
talk
better
with
each
other.
You
weren't
doing
that
today.
H
You've
lacked
that
and
it's
sad
because
you
don't
I
hope
you
guys,
whatever
you
have
to
work
with
the
County
of
Santa
Clara,
it
doesn't
have
to
be
a
serious
competition
and
we
can
take
their
good
work
and
learn
to
integrate
that
into
what
we
do
here
and
in
the
future.
There's
gonna
have
to
be
the
thought
of
the
idea
of
a
maybe
a
public
board
community
board
to
look
into
the
questions,
the
technology
and
all
this
we
can
talk
about
in
the
coming
months.
Thank
you.
Thank
you.
The
meeting
is
adjourned.