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Description
Join us on November 1 at 1:30pm for this month’s Smart Cities and Service Improvements committee meeting. The Council committee will discuss our Smart City Roadmap and the integrated Permitting System. Tune in to see what factors drive the implementation of the Smart City vision, including projects for innovation at scale, the scope of permitting and building code enforcement, and strategies for Information Technology experiments.
This YouTube Live session is a pilot project, and council members will not be able see your comments during the meeting.
A
E
Good
afternoon
mr.
chair
members
of
the
committee
members
of
the
general
public,
my
name
is
Kip
Harkness,
deputy
city
manager.
It's
my
pleasure
to
have
an
opportunity
to
walk
through
the
latest
iteration
of
our
smart
cities.
Road
map,
if
you
notice
I'm
here
with
ample
backup
today,
and
the
reason
for
that-
is
that
one
of
the
things
that
you've
asked
of
us
is
that
we
go
a
little
bit
of
deeper
into
some
of
these
projects
and
actually
demonstrate
the
technologies
that
we're
working
on
and
working
to
execute.
E
F
F
So
last
month
we
shared
with
the
committee
how
we
intend
to
broaden
and
deepen
our
work
around
innovation
through
seven
identified
themes,
as
shown
on
the
slide
around
innovation
to
help
us
implement
the
smart
city
vision.
After
discussing
this
approach
with
some
of
the
departments,
we
recognize
that
smart
sustainability
should
be
included
with
clean
city
so
that
one,
the
smart
city
roadmap,
will
recognize
and
identify
the
city's
efforts
towards
sustainability,
as
established
in
the
climate,
smart
San
Jose,
and
it
truly
embodies
all
the
city
departments
and
the
services
we
provide
to
our
community.
F
As
we
mentioned
last
month.
Underneath
each
of
these
themes
we've
identified
strategies
that
was
either
developed
in
process
or
planned
for
the
future.
Each
of
these
strategies
are
color-coded
based
on
its
status.
As
you
can
see
in
the
keys
shown
in
the
bottom
left
hand
corner.
We
did
add
emerging
mobility
strategy
under
smart
mobility
theme,
which
will
allow
some
flexibility
for
the
city
staff
to
embrace
any
future
modes
of
transportation
beyond
scooters,
for
example.
F
Ultimately,
as
a
city,
a
smart
city
roadmap,
matures
more
strategies
will
be
identified
so
that
it
will
continue
to
help
departments
develop
a
portfolio
projects
will
ultimately
help
us
achieve
our
goal
to
be
a
smart
city.
Currently,
staff
is
developing
the
strategies
identified
in
green
and
will
be
providing
the
committee
updates
in
the
next
few
months.
F
We
shared
with
you
our
first
prototype
of
the
roadmap,
which
identified
all
the
active
projects,
our
big
rocks
under
each
theme
and
strategy.
As
we
noted
citywide,
we
are
managing
nearly
six
times
the
number
of
projects
since
the
development
of
the
innovation
roadmap,
1.0
back
in
January
2017,
which
initially
identified
22
projects
our
biggest
challenge
as
we
scale.
These
projects
will
require
additional
budget
and
training
for
staff
to
deliver
these
projects,
as
we
just
kicked
off
the
prioritization
process
for
our
Small
Wonders
pipeline.
F
Here
is
a
more
organized
format
and
overview
of
our
smart
city
roadmap
2.0,
to
demonstrate
the
magnitude
and
complexity
to
truly
make
city
of
San
Jose,
a
smart
city
showing
the
smart
city
roadmap
in
this
perspective
will
help
the
community.
The
committee
and
city
departments
understand
what
improvements
the
city
intends
to
do
shown
in
the
progress
column
enough
right
next
to
the
beam
in
the
second
column.
F
There,
however,
we
wanted
to
highlight
that
there
will
be
a
wave
of
projects
coming
that
have
already
been
identified
in
the
initiative
column
in
that
light,
blue
green,
so
that
we
will
need
to
be
prepared
to
address
additional
funding
and
potential
staffing
needs
to
help
execute
these
projects.
Please
note
these
projects
you
see
in
the
columns
identified
in
progress
and
an
initiating
have
not
been
prioritized.
F
Side
of
the
slide
is
the
bluish
green,
indicating
that
the
project
is
in
progress
or
on
schedule
and
on
budget
the
yellow
will
remain
for
minor,
scheduled
or
budget
delays,
and
the
magenta
will
be
used
for
major
schedule
or
budget
delays.
Right
now,
the
color
coding
you
see
here
is
reflective
of
the
current
status
of
all
the
projects.
Many
of
the
projects
identified
in
yellow
and
magenta
have
been
scheduled
and
the
teams
will
be
providing
the
committee
status
updates
in
the
next
few
months.
F
Once
we
have
an
opportunity
to
prioritize
the
list
of
our
big
rocks,
we
will
share
that
to
the
committee,
along
with
the
progress
made
with
the
prioritization
process
of
the
Small
Wonders
pipeline
projects
that
currently
underway
in
this
slide.
Here's
an
example
of
a
close-up
view
of
the
identified
projects
under
the
smart
infrastructure
theme
for
future
meetings.
We
will
use
this
format
to
provide
status
updates
for
all
our
projects
and
strategies
our.
F
F
How
we
plan
to
develop
our
outcomes
for
each
project,
we'll
start
with
the
development
of
a
strategy,
as
shown
on
this
slide,
we
recognize
the
importance
on
identifying
goals,
outcomes
and
results
that
will
help
our
Community,
Council
and
departments
further
understand
how
we
can
collectively
improve
the
level
of
service
we
provide
to
our
community.
The
slide
is
an
example
using
the
broadband
strategy
and
how
we
were
able
to
identify
high-level
goals,
defined
project
outcomes
to
achieve
these
goals
and
what
we
intended
to
be
the
desired
end
results.
F
As
you
all
recall,
we
were
able
to
understand
that
if
we
wanted
to
address
the
digital
divide,
we
needed
to
define
a
broadband
strategy
in
order
to
help
us
understand
our
goals
and
outcomes.
Once
that
was
evaluated,
we
were
able
to
define
project
outcomes
that
allowed
us
to
negotiate
large
telecommunication
deals
and
established
a
development
of
digital
inclusion
program
that
will
help
fund
design
research
and
recommendations.
F
Ultimately,
we
will
achieve
end
results
in
deploying
4,000,
small
cells
and
1,000
mile
of
fiber
to
help
validate
how
we
will
be
achieving
these
goals
and
outcomes
will
require
us
to
establish
operational
metrics
at
a
project
level.
What
is
shown
in
the
call-out
is
a
sample
of
the
metrics
that
was
committed
by
the
small
cell
team
to
provide
a
dashboard
to
gather
data
measure.
Our
performance
and
drive
improvements.
F
Lastly,
we
will
come
back
to
in
February
in
2019
and
provide
an
update
on
the
smart
city
roadmap
2.0
on
the
following
next
steps,
as
shown
in
this
slide,
and
also
we
will
provide
the
committee
a
prioritized
list
of
our
big
rocks
and
small
wonders
project.
So
this
will
conclude
my
part
of
the
presentation.
However,
I
wanted
to
take
the
opportunity
to
showcase
some
of
the
innovative
work
that
our
city
departments
are
doing
and
be
more
proactive
in
telling
our
story.
F
Also,
we
wanted
to
commend
our
city
staff,
who
are
future
innovators
and
thinking
of
ways
to
help
them
be
more
efficient
and
effective
in
what
they
do.
The
first
project
is
the
central
emergency
vehicle
preemption
project
will
be
presented
by
hoenn,
who
is
our
senior
transportation
specialists
from
d-o-t?
This
project
was
led
by
DoD
and
collaborated
with
both
by
fire
and
police
departments,
in
an
effort
to
help
improve
response
times,
so
it
passes.
G
Thank
you
for
joining.
My
name
is
home
when
I'm
with
the
Department
of
Transportation
before
I
start
there
I
want
to
thank
especially
my
other
teammates
Jose
from
the
fire
department
and
Rudy
the
police
department.
They,
it
was
a
big
help
without
their
support.
We
couldn't
had
this
project
done,
so
I'm
really
excited
to
share
with
you
the
completion
of
the
central
emergency
vehicle
preemption
system.
G
It's
perhaps
one
of
the
most
innovative
projects
that
I've
been
involved
with
in
my
20
years
here
with
the
city,
we're
the
only
second
agency
in
the
nation
that
I'm
aware
of
to
deploy
such
a
solution
on
this
scale
after
Palm
Beach
County
in
Florida.
But
before
I
talk
about
the
project
itself.
Let's
talk
about
what
we
were
trying
to
solve
with
the
project.
When
you
call
9-1-1,
you
expect
the
emergency
vehicle
to
arrive
at
the
incident
as
soon
as
possible.
G
However,
with
increased
traffic
in
San
Jose
and
has
become,
it
has
become
increasingly
difficult
for
the
fire
department,
in
particular
to
meet
the
county's
mandated
for
minute
travel
time
at
least
90%
of
the
time.
This
has
left
the
department
in
jeopardy
of
losing
up
to
$150,000
in
County
EMS
funds
for
a
month.
The
biggest
contributor
to
this
problem
is
the
wait
time
at
this
intersections
when
an
emergency
vehicle
arrives
at
a
green
light.
It's
not
so
much
of
a
problem,
obviously,
but
when
it
arrives
at
a
red
light,
the
emergency
vehicle
has
two
options.
G
First,
if
there's
a
clear
path
to
the
stop
bar
the
vehicle
will
slowly
approach
the
intersection
when
the
driver
sees
no
oncoming
traffic
and
it's
safe
to
enter
the
intersection.
It's
only
then
that
he
will
proceed
across
the
intersection.
However,
if
there's
a
queue
in
front
of
the
emergency
vehicle
and
there's
no
clear
path
to
a
stop
bar,
the
driver
will
have
to
turn
off
his
siren
and
wait
for
the
signal
to
turn
green.
G
Only
then
will
he
then
reactivate
the
siren
and
then
slowly
encourage
other
vehicles
to
pull
over
as
he
drives
across
the
intersection.
So
what
does
EVP
it's
a
functionality
in
the
traffic
signal
controller
that
allows
you
to
safely
override
the
normal
operation
of
the
traffic
signal
and
provide
a
green
light
for
the
oncoming
emergency
vehicle.
Prior
to
this
project,
EVP
was
only
made
available
to
fire
engines
and
the
system
is
made
up
of
many
individual,
our
components.
G
The
system
uses
in
the
infrared
technology,
which
was
really
invented
back
in
the
1970s,
and
it's
comprised
of
an
emitter,
that's
mounted
on
the
fire
truck
and
a
receiver.
That's
mounted
on
the
signal
pole
and
there
are
some
components
inside
the
signal
cabinet.
So
the
system
has
many
limitations,
number
one.
It
requires
a
near
line-of-sight
if
there's
trees
in
between
it's
gonna
block
that
signal
it
requires
a
great
deal
of
maintenance.
If
there's
dust
on
the
lens,
you
have
to
clean
them,
and
thirdly,
it's
very
expensive
to
retrofit
a
typical
intersection.
With
this
infrared
system.
G
It
costs
in
the
range
of
ten
to
fifteen
thousand
dollars
to
to
brush.
We
fit
the
entire
city,
it
will
cost
upwards
of
nine
million
dollars.
So,
as
you
can
see,
it's
very
expensive
to
go
with
the
traditional
route.
So
what
we're
trying
to
solve
with
this
project
is
to
eliminate
the
additional
hardware,
it's
maintenance
and
ensure
safety
and
improve
travel
time
for
emergency
vehicles
across
the
intersection.
G
So
the
map
that
I
have
you
here
shows
a
lot
of
red,
but
those
red
is
basically
activation
zones.
These
zones
are
what
captures
the
emergency
vehicle
as
they
approach
the
intersection
when
the
vehicle
enters
these
zones.
The
system
sends
a
request
to
the
signal
controller
to
preamp
the
signal
to
take
a
closer
look
at
each
of
these
intersection.
Here
you
have
an
intersection
at
Snell
and
Brown.
Oh
the
red
zones
represent
zones
for
fire
vehicles.
The
blue
zones
represent
zones
for
PD
vehicles.
G
G
This
diagram
just
briefly
shows
how
the
system
works
as
the
fire
engine
entrant
enters
the
zone
as
I
previously
shown
it
sends
its
information,
which
includes
the
GPS,
coordinates
the
speed
and
the
heading
to
the
cat
system
or
the
computer
aided
dispatch
system.
The
computer
aided
dispatch
system
packages
that
information,
along
with
a
bunch
of
other
information
like
the
vehicle
ID,
the
agency
ID,
and
it
forced
an
information
to
our
traffic
control
system.
G
A
traffic
control
system
then
does
the
heavy
lifting
that's
the
one
that
tracks
the
vehicles
location
and
sees
whether
there
are
in
those
zones
or
not.
If
they
are,
it
was
then
send
the
priam
call
via
our
city-owned
network
to
the
controller,
and
that's
a
key
thing
here,
is
that
throughout
this
entire
process,
we
wanted
to
utilize
as
much
of
the
city's
existing
infrastructure
as
possible.
G
We
use
the
cellular
network
to
communicate
between
the
fire
engines
and
the
CAD
system,
and
we
use
the
city's
own
transportation
network
to
communicate
between
the
traffic
center
controller
and
each
other
and
and
and
the
TCS
system.
So
there
wasn't
any
additional
hardware
that
we
had
to
procure
for
this
system.
It
was
pretty
much
a
software
solution,
so
how
does
this
all
work?
I
would
just
want
to
show
you
a
quick
video,
real,
quick
clipper.
G
G
So
you
will
know
that
the
signal
is
is
preempted
when
the
left
signal
and
the
three
signal
are
green.
So
you
saw
that
that
was
above
Cygnus
with
turned
green.
This
upcoming
one
at
Rosenbaum,
you'll
see
the
left
and
the
threw
signal
will
also
turn
green
and
then,
lastly,
Skyway
and
Snell.
That
will
also
turn
green.
So
this
is
just
a
quick
clip
that
we,
like
I,
said
conducted
during
a
test
run
I'm
happy
to
say
that
we
started
full-scale
deployment
back
in
July.
It
was
completed
completely
deployed
to
all
955
signals
last
week.
G
The
biggest
drawback
about
this
system
is
that
it
does
not
work
on
county
expressways
because
we
do
not
own
the
county's
signals.
We're
currently
working
with
the
county
with
my
counterparts
in
the
county
to
implement
this
technology
and
I
believe
that
there
is
a
follow-up
by
the
fire
department
to
evaluate
the
the
improved
response
times
as
well,
and
they
will
present
that
in
a
follow-up
meeting,
I
believe.
E
G
F
Thank
you
ho
I
really
appreciate
that
our
second
project
is
just
as
exciting
it's
about
urban
logic,
which
will
be
presented
by
Wilson
Tam.
Who
is
an
associate
engineer
at
d-o-t.
This
project
is
essentially
a
platform
that
will
be
a
centralized
location
for
traffic
data
and
uses
machine
learning
to
analyze
traffic
counts
through
a
visual
display
showing
traffic
flow
patterns
and
congestion
areas.
B
In
HR,
sorry
I
would
have
to
say
that
a
city
in
the
box
is
exciting,
but
I'm
going
to
introduce
something
even
more
exciting
than
this
good
afternoon.
Mayor
mayor
good
afternoon,
councilmembers
members
of
the
committee,
and
also
the
general
public,
my
name
is
Susan
t'aime
I
am
the
interim
transportation
planning
manager
at
the
Department
of
Transportation.
B
Thank
you
very
much
for
the
opportunity
to
share
with
you
how
the
OT
is
trying
to
use
innovations
to
address
a
critical
problem
that
I
would
say.
Probably
almost
all
do.
T's
and
all
public
agencies
in
the
nation
have
been
facing
for
decades,
and
this
critical
need
is
how
to
streamline
the
flow
of
collecting
transportation
data
for
a
purpose
such
as
performing
a
transportation
planning
study
archiving
the
data
after
use
and
retrieving
the
data
in
the
future
for
different
purposes.
B
Streamlining
this
process
is
very
challenging
because
of
three
reasons.
First,
processing
the
data
is
very
labor-intensive.
Second
archiving
data
after
results
in
significant
information
loss.
Third,
we
do
not
have
a
good
data
that
serve
multiple
purposes,
so
we
are
working
with
urban
logic
on
a
palace
today
to
streamline
this
data
flow
process,
but
before
we
start,
I
would
like
to
introduce
introduce
my
team
who
contributed
a
lot
in
this
project,
and
this
project
will
not
be
possible
without
their
right
minds.
B
So
if
you
can
stand
up
after
I
announce
your
name,
so
first
I
would
have
remembered
you,
who
is
our
division
manager
for
for
the
planning
and
delivery
we
have
joined
off,
or
innovations
manager
and
right
behind
me
is
Augustin
hello,
Leon.
Who
is
our
engineer
in
our
team,
and
we
also
have
Rena
alakh,
who
is
not
here
today,
but
he
also
contributed
a
lot
in
our
effort.
B
So
before
I
talk
about
it
Scylla
study,
let
me
first
use
a
transportation
project
as
an
example
to
explain
how
transportation
data
are
used
and
why
addressing
this
data
flow
problem
is
critical.
Think
about
the
better
backway
project.
As
you
all
know
about
it,
this
project
is
being
implemented
in
central
San
Jose
area.
B
Most
vendors
provide
the
raw
data
files
in
ten
formats,
Excel
spreadsheets
and
PDFs.
We
had
only
one
engineer
who
had
to
manually
make
sure
every
data
point
was
valid
by
comparing
it
with
data
collected
in
previous
years
at
the
same
location.
If
we
had
many,
if
the
new
data
they
are
not
aligned
with
historical
trends,
the
engineer
needed
to
find
reasons
to
justify
for
the
change
such
as
they
would
have
to
go
to
Google
Earth
or
our
previous
project
files
to
figure.
B
If
the
change
was
a
result
of
the
street
network
being
under
a
different
configuration
in
the
past.
Sometimes
the
change
was
a
result
of
an
updated
sleeping
schedule
or
a
special
event
nearby
it
that
we
were
not
aware
of.
If
the
new
data
cannot
be
justified,
they
needed
to
be
recounted,
which
means
more
delay
and
more
cost
until
they
were
acceptable
for
the
transportation
study.
Now
after
the
study
was
complete,
what
do
we
do
with
the
raw
data
files,
which
are
hundreds
of
Excel,
spreadsheets
and
PDFs
archiving?
B
Our
data
needs
extend
much
beyond
project
planning,
as
the
better
buy
great
project
is
in
the
construction
phase.
Right
now
we
have
a
project
delivery
team
that
evaluates
construction
impacts
and
provides
rerouting
options.
We
also
have
signal
Operations
team
that
updates
our
signals
and
ensures
efficient
real-time
intersection
operations
for
all
roadway
users,
including
emergency
vehicles.
B
We
also
have
a
neighborhood
management
team
that
addresses
constituents
concerns
as
they
get
accustomed
to
the
new
design
and
the
infrastructure
maintenance
team
that
ensures
the
pavement.
Quality
is
blocked
to
standard
and,
of
course,
our
team
long-term
planning
team
that
monitors
the
performers
overtime
and
ensures
that
the
street
network
is
consistent
with
the
city's
long-term
urban
design
and
transportation
vision.
These
efforts
require
lots
of
data
and
happen
in
different
points
in
time,
possibly
years
apart.
B
Without
a
centralized
data
system
to
which
these
efforts
can
access
and
share
data,
what
happens
is
each
team
would
go
through
its
own
data
process
in
silos?
Eighty
percent
of
the
data
would
get
lost
and
we
will
not
achieve
the
compounding
value
of
data
and
we
would
continue
to
allocate
resources
on
purchasing
the
same
conventional
data
repeatedly
at
the
expense
of
other
unconventional
data
sources
that
we
would
or
that
we
could
have
otherwise
collected
and
incorporated
into
our
insight
building.
B
So
urban
logic
is
the
data
analytics
firm,
that
aggregate
automate,
add
and
analyze
diverse
datasets
to
help
governments
like
San
Jose,
better
understand
the
needs
of
our
communities.
We
are
working
with
urban
logic,
on
a
grant
funded
by
the
study
to
streamline
DoD's
dataflow
process
for
to
conventional
data
sources,
intersession
volumes
during
peak
hours
and
24
hour,
vehicle
volume,
data
at
mid
block
locations,
we
provided
urban
logic
thousand
and
thousands
of
raw
Excel
and
PDF
data
files
that
d-o-t
collected
in
the
past
five
years.
B
By
about
early
next
year,
we
will
have
a
platform
that
would
allow
data
vendors
to
upload
new
data
directly
to
it
validate
the
new
data
based
on
historical,
historical
trends
automatically
and
automate.
The
application
of
data
to
service
studies
need
more
importantly,
the
system
would
apply
machine
learning,
algorithms
to
generate
estimates
at
locations
where
data
are
scarce
and
analyzed
different
data
layers
together
to
predict
the
travel
behavior
into
the
future.
B
I
would
say
that
I've
been
to
the
city
of
for
three
years
before
those
threes
three
years
that
I
have
been
with
the
city,
I
think
d-o-t
spent
more
than
three
hundred
thousand
dollars
per
year
on
collecting
conventional
data
sources,
like
many
other
governments
and
public
agencies
in
this
country,
we
have
not
been
able
to
fully
capture
the
compounding
value
of
data
and
beyond
the
purpose.
The
data
originally
served
from
this
part
study.
B
We
will
understand
more
and
more
about
the
power
of
a
centralized
data
system
and
what
the
important
criteria
are
for
the
long
term
data
platform
for
d-o-t
and
the
city
as
a
whole.
The
long
term
data
platform
which
will
which
we
will
release
an
RFP
to
obtain
after
this
pilot
study
is
complete,
would
streamline
the
dataflow
process
and
provide
not
only
DoD
staff
but
also
all
departments
in
a
city,
a
systemic
view
of
our
city
functions
and
unlock
new
insights
surrounding
the
strategies
for
smart
city
implementation.
Thank
you.
E
E
We
are
able
to
attract
and
we
need
to
retain
and
continue
to
provide
opportunities
to
learn,
grow
and
lead
in
our
organization.
So
with
that,
we're
happy
to
take
any
questions
on
the
overall
roadmap
or
any
of
the
two
particular
projects.
I
will,
of
course,
as
always
passed
the
hard
questions
on
to
others.
A
Thank
You,
Kip
and
I
really
want
to
recognize
the
civic
innovation
and
digital
strategy
team
and
yep
and
Reggie,
and
as
well
as
the
team
that
worked
on
the
central
emergency
vehicle
preemption
project.
Oh
when
Jose,
Joseph
and
Rudy
young,
that's
an
amazing
project
and
a
real
win
that
should
be
celebrated,
and
we
should
acknowledge
that
also
for
the
urban
logic
project,
team,
Wilson,
Tam,
Gaston,
Sierra,
Leone
and
Reena,
a
log
I
want
to
acknowledge
their
hard
work
and
what
they
have
accomplished.
A
It's
it's
really
what
this
committee
in
this
project
and
these
teams
are
all
about
in
terms
of
advancing
the
city
forward,
finding
out
ways
innovative
ways
to
utilize
technology
and
process
to
make
the
city
more
efficient
in
the
city
of
the
future.
So
congratulations
on
that.
I
also
want
to
welcome
our
YouTube
audience.
So
now
my
colleagues
we
have
enough.
We
have
another
opportunity
to
be
YouTube
sensations.
A
H
You
and
I
also
want
to
thank
Kip,
and
the
teams
I
really
appreciate
the
deeper
dives
today,
it's
great
to
kind
of
get
specifics
on
the
great
work
that
you
guys
are
doing
and
really
kind
of
to
know.
What's
what's
really
going
on
in
this
city,
so
I
have
a
couple
of
the
urban
logic
project
is
very
interesting
to
me
before
I
started
here.
I
did
a
little
data
project
with
the
Lincoln
Avenue
Road
diet.
H
There
was
before
and
after
data
and
that
all
came
in
PDFs
and
we
had
to
manually
move
it
into
Excel
before
we
could
move
it
into
Stata.
And
so
my
question
is
in
the
urban
logic
it
looks
like
it
will
give
you
predictions,
but
will
you
be
able
to
get
raw
data
out
will
be
available
for
students
or
other
researchers
who
might
want
to
use
this
data
and
and
add
it
to
existing
data
that
they
have?
Will
that
be
possible.
B
A
B
Because
because
the
PDF
that
we
obtained
from
the
vendors
they
have
to
go
through
that
middle
process
of
trying
to
understand
what
the
raw
data
is
about,
so
they
will
give
us,
for
example,
every
15-minute
increment,
yeah
volume
or
speed
on
a
you
know
spit
bins
that
there
are
multiple
spit
bins,
but
but
but
if
we
really
need
to
real
data
at
a
ground
truth
level
and
then
build
our
insights
up
from
the
ground
truth
level.
That
would
be
a
lot
more
accurate
and
I.
B
Be
exportable,
okay
and
and
and
I
I.
Think
I
mentioned
a
little
bit
in
representation
about
up
and
I
may
not
have
stressed
enough.
Is
that
the
power
of
urban
logic
or
other
similar
data
platform
is
the
ability
of
machine
learning,
which
means
we
don't
have
resources
to
account
every
single
occasion
right.
B
You
know
data
at
a
certain
position,
but,
but
now
is
everything
is
automatic,
is
streamlining
if
we,
if
I,
want
to
understand
a
particular
local
resident
residential
streets,
that
we
don't
have
historical
data,
a
green
logic
would
be
or
other
data
platforms
will
be
able
to
grab
existing
data
in
its
surrounding
and
see
if
they
can
generate
some
machine
learning
and
deep
learning
out
of
it
and
provide
insights.
So.
H
Will
there
be
additional
in
addition
to
the
kind
of
the
traffic
count
data
that
we
were
talking
about?
Will
there
be
other
additional
data
identified
with
each
street
like
Lane
configuration
or
the
width
of
the
street
right?
Well,
you
have
those
so
that,
because
otherwise
just
nearby
traffic
patterns
will
will
give
you
part
of
it,
but
people
will
choose
a
wire
street
and
or
a
street
with
a
more
direct
access
to
a
major
artery.
Then
they
will
one
that
is
narrow
and
that
winds
around
and
is
richest
for
the
neighborhood.
I
So
what
we
highlighted
today
is
one
part
of
several
types
of
testing
we're
doing
with
the
urban
logic
platform,
so
the
planning
data
and
ground
truthing
is
one
really.
The
power
is
being
able
to
unlock
additional
data
sets
to
marry
it
with
those
types
of
data
sets.
So
to
your
question
about
additional
data
sets
being
layered
on
to
make
better
decisions,
or
you
know
the
possibilities
range
from
economic
development
data
being
layered
on,
so
the
economic
development
can
make
better
decision.
I
Safety
in
terms
of
collision
can
be
taken
into
consideration,
design
all
those
types
of
things,
but
until
we
get
the
ground
truth,
which
was
Wilson,
was
kind
of
talking
about
today,
it's
really
difficult
to
really
unlock
all
the
other
implications.
We
can
do
at
this
platform
or
a
similar
platform.
Does
that
answer
your
question
so.
H
I
Data
but
the
data
is
inconsistent
and
is
in
by
an
intersection
level,
so
it's
not
married
together
holistically.
So
you
can't
look
at
a
corridor
as
a
whole
without
a
lot
of
manual
inputs
which
takes
a
lot
have
time
to
be
able
to
do
that
type
of
analytic.
But
this
platform
will
solve
that
problem
and
it's
not
just
a
problem
that
we
have
in
San
Jose.
This
is
a
problem
that
every
city
is
trying
to
grapple
with
right
now,
yeah.
H
And
it's
not
just
it's
not
just
the
Department
of
Transportation
right
there
we're
doing
lots
of
capital
projects
out
at
the
treatment
plant
and
we're
fighting.
We
don't
even
know
where
all
our
pipes
are.
So
it's
I
understand
that
it's
it's
a
an
issue
for
pretty
much
every
department
and
it's
just
a
function
of
kind
of
where
we
are
on
the
computing
timeline.
I
guess
a
data
collection
timeline,
so
I
get
that
I
was
just
trying
to
figure
out
where
we
are
yep.
H
Cool,
thank
you
very
cool,
the
other
so
kind
of
moving
back
to
the
big
picture.
The
and
I
wasn't
here
last
month,
so
I
may
have
missed
the
new
themes
and
strategies
for
the
smart
city,
roadmap,
implementation,
I,
think
I
heard
you
stake.
It
I
think
it's
like
the
second
slide.
You
added
clean,
City
and
smart
sustainability.
Was
it
not
on
there
before
clean.
E
City
was
on
there
before,
but
we
didn't
really
have
the
sustainability
called
out
as
they
as
a
completely
separate
theme.
Obviously,
sustainable
was
on
those
overall
smart
city
vision,
but
when
we
had
done
the
initial
breakout
and
the
themes
we
had
a
complete
translation
across,
so
we
just
iterated
and
added
it
back
in
so
the
one
we
if
you
were
here
last
time,
it
would
have
said
something:
I
clean
city,
but
not
the
sustainability
piece.
E
H
E
E
H
A
D
D
I
would
love
to
get
report
in
a
year's
time
to
see
how
this
affect
how
this
new
signal
priority
system
has
affected
efficiencies
in
getting
to
the
where
they
need
to
go.
You
know,
because
I'd
love
to
see
us
take
advantage
of
the
I'd
love
to
credit.
You
guys
were
the
millions
of
dollars
that
will
be
potentially
coming
in
I'm
Santa
Clara
County,
assuming
that
they
that
they
don't
put
more
hurdles,
but
that's
what
I'd
like
to
see?
Yes,.
G
E
We
have
some
of
our
our
smart
city
partners
have
reached
out
to
provide
data
analytics
and
help
us
think
about
how
we
do
those
analyses
and
some
of
the
things
that
we
might
be
missing
and
also
looking
at
additional
variables,
like
the
amount
of
congestion
which
we
currently
aren't
able
to
measure
and
how
that
impacts
travel
time.
So,
in
addition
to
just
a
direct
measurement
of
changes
in
travel
times,
we
expect
to
do
some
more
sophisticated
analysis.
Work
I
may
have
just
old
fire
departments.
Lenders
I've
had
this.
D
Maybe
you
could
send
them
a
memo
to
to
the
full
council,
cuz
I'd,
look
I,
don't
I,
don't
sit
on
his
fist
necessarily,
but
I
would
love
to
see
how
this
this
process
actually
helped.
You
know
quantifiably
and
thank
you
very
much
and
appreciate
all
your
work.
I
was
really
really
I
Moulton.
You
know,
move
to
actually
clap
for
we
don't
clap
too
often
up
here.
Okay,
but
trust
me,
this
was
a
big
big.
Thank
you
to
all
of
you.
Thank
you.
A
It
would
be
helpful
to
me
and
I'm
assuming
to
my
colleagues
if
we
kind
of
we
drill
down
a
little
bit
more
in
terms
of
some
of
the
items,
particularly
items
that
they
go
to
read,
but
even
the
items
that
Arden
red
would
be
really
helpful
to
get
some
more
detail.
But
if
an
item
does
go
to
red
I
think
that
we
should
get
read
out
at
the
next
committee
meeting
because
we're
gonna.
A
F
Want
to
validate
Thank
You
mr.
chair
I,
what
I'm
recognizing
is
we
need
to
tell
our
story
more
more
and
more
with
regards
to
innovation,
not
only
just
for
our
own
community
community,
but
even
for
the
country.
You
know
that
people
can
really
learn
from
some
of
our
experience,
because
we've
been
really
trailblazers,
as
you
can
see
what
our
teams
are
doing
so
so
I
do
I,
do
recognize
that
importance,
and
also
we
do
have
these
projects
scheduled
the
ones
that
have
been
identified
in
the
yellow
and
the
magenta.
F
A
A
I
also
wanted
to
provide
input
on
I
know
that
we
drop,
we
dropped
several
items
and
it
would
probably
be
helpful
for
this
committee.
If
we,
you
know,
got
an
understanding
from
you
when
we're
dropping
these
items.
You
know
how
is
that
going
to
impact
our
work
plan?
The
reasons
why
we're
dropping
these
items
in
the
outcomes.
E
First
of
all,
we'll
do
on
on
all
the
suggested
changes
and
then,
in
terms
of
the
dropped
items.
I
do
I
feel
like
I
owe
the
committee
an
apology.
We
had
kind
of
come.
They
came
in
onesies
twosies
and
then,
when
you
look
at
it
them
all
together
and
the
accumulative
we've
moved
quite
a
number
of
things
off.
Most
of
that
was
to
accommodate
the
reality
of
the
schedule,
shifts
or
availability
of
key
staff.
E
But
I
you
have
my
commitment
that
I
will
do
two
things
on
our
next
six
months:
Road
roadmap,
one
be
a
little
tougher,
uh-hum,
deferrals
and
two
in
the
case
of
the
actual
need
for
a
deferral
for
be
very
clear
on
the
actual
reasons
for
that
with
you
in
both
the
memo
and
communication.
So
my
apologies
for
those
shifts.
In
almost
every
case,
we
feel
competent
with
one
exception
that
we've
got
good
work
under
underway,
so
message
understood
and
received.
J
Hi,
thank
you
very
informative
as
usual.
Thank
you.
I'm
really
interested
in
your
this
item
here
and
just
what's
it.
What
would
it
be
called
that
the
you
know
where
things
are
standing
at
this
time
and
you
know
I'm
really
into
you
know
to
try
to
better
describe
you
know
what
I'm
trying
to
learn?
How
to
do
at
this
time.
Is
you
know
better
accountability
with
technology
can
be
based
on
ideas
of
civil
rights
and
civil
protections,
and
social
justice
issues
actually
and
I
think
those
are
really
I.
J
Think
they're
really
they're
ways
to
really
help
intelligent
thinking
happen,
and
it
just
brings
out
the
better
parts
of
ourselves
and
the
better
parts
of
our
community
and
and
the
people
within
our
society.
It
just
brings
better
thinking
and
you
have
a
couple
items.
Thank
you
up
here,
safe
city
and
equity.
That
you
know
are
very
prime
candidates
for
the
questions
of
what
are
civil
rights
and
civil
protections
and
social
justice
issues.
I,
don't
say
those
words
enough
up
here,
but
those
are
the
kind
of
words
that
I
think
should
be
inspiring
and
exciting.
J
To
help
yourselves
learn
how
to
include
you
know,
transparency
and
openness
with
technology
more
and
you
have
and
those
those
words
and
those
kind
of
ideas
have
to
be
a
part
of
all
this
I
mean
it
just
makes
it
more
fun.
To
be
honest,
and
so
you
know
thank
you
for
offering
homeless
issues
and
to
talk
about
him
like
the
procurement
strategies,
you'll
be
working
on.
J
How
do
how
do
you
include
accountability
when
talking
to
two
companies
about
procurement
and
at
the
same
time,
how
do
you
convince
those
companies
that
the
school
systems
under
equity
can
also?
You
know,
you
know,
get
the
help
from
me
from
the
civil
rights
and
so
protection
process,
and
it
and
it
all,
melts
together
and
works
together
to
create
the
true
innovation
that
you're
really
looking
for.
So
that's
my
big
lecture
for
today
and
really
learn
to
include
what
what
what
good
is
about
civil
rights
and
some
protections.
Thank
you.
Thank.
J
A
E
K
That's
something
that
I
have
borrowed
from
deputy
city
manager,
Kip
Harkness
here
and
with
that.
This
is
a
very
complex
program
with
five
key
areas
that
I'll
just
go
over
with
you
very
briefly.
So
first
is
the
next
generation
of
this
platform,
so
it
is
an
upgrade
from
our
existing
platform
from
Amanda
six
to
amanda
seven.
K
Secondly,
we're
involved
in
business
process
improvements
around
electronic
plan
review,
which
we
know
is
so
important
to
our
development
services
customers.
We
currently
do
electronic
plan
review,
but
now
we
have
the
opportunity
to
actually
integrate
it
into
the
Amanda
system
and
we're
doing
quite
a
bit
of
folder
reconfiguration
in
this
program.
K
So
we've
been
on
this
journey
for
about
two
years
now,
and
in
that
time
period
we
have
actually
completed
significant
work.
So
we
are
pleased
that
actually,
we've
been
able
to
complete
requirements
for
about
75%
of
the
program
and
that
significant
work
and
then,
additionally,
we've
had
the
opportunity
to
actually
implement
something
new
where
we're
seeing
a
change
for
our
staff
and
customers
and
actually
we've
implemented
a
new
inspection
dispatch
system.
That's
now
reducing
the
time
that
it
takes
to
assign
our
inspectors
and
it's
reduced
by
about
30%.
So
we're
very
pleased
about
that.
K
So,
two
years
into
this
work,
we
have,
though,
learned
quite
a
bit,
so
we've
learned
actually
that
we
have
underestimated
the
complexity
of
the
parallel
work
and
really
the
magnitude
of
the
staffing
and
resource
and
time
demands
for
the
program.
And
so,
as
a
result,
we've
actually
been
unable
to
really
focus
on
completing
any
one
specific
project,
because
we've
been
working
on
all
fronts
simultaneously.
K
So
in
June
of
this
year
we
actually
decided
to
pause.
We
actually
decided
that
it
was
important
to
actually
assess
the
overall
program
and
we
decided
to
work
with
Gartner
a
consultant
to
actually
conduct
a
health
check
for
our
program
and
we've.
Actually,
we
understand
that
these
health
checks
are
actually
quite
common
in
these
types
of
complex
technology
projects,
so
Gartner
actually
provided
us
with
a
series
of
key
recommendations
and
obviously
findings
as
they
reviewed
the
program
and
I'll
just
go
over
those
real
quickly.
K
So,
first
just
inconsistency
in
the
scope
management
practices
they
found
that
incomplete
project
cost
and
Status
reporting,
and
this
is
where
we
knew
that
items
were
being
reported
to
the
steering
committee
as
a
green
light,
for
example,
but
in
actuality,
when
we
ask
specific
questions
and
really
delved
into
it,
many
items
were
yellow
or
actually
red.
Thirdly,
the
timing
of
the
project
phases
hasn't
really
aligned
well
with
the
availability
of
project
features
and
then.
K
Fourthly,
as
we
transitioned
into
the
al-jihad
ology
that
key
areas
were
overlooked,
so
that
pretty
much
sums
up
what
we
found
and
discovered
doing
the
assessment.
But
we
are
pleased
to
report
that
we
are
now
on
course
correction.
So
with
that
we
decided
in
August
to
actually
hold
a
scope
and
schedule
summit
with
the
vendor,
their
team
and
with
staff
across
all
of
the
development
services
partners.
So
during
this
time
we
reset
the
vendor
and
the
city
expectations
based
on
the
product
availability
and
then.
K
Secondly,
we
established
a
new
governance
structure
for
the
program,
and
this
model
really
is
to
improve
timely
decision
making
and
to
actually
buffer
against
future
schedule
slippage
and
scope
issues,
and
then.
Thirdly,
as
KITT
mentioned
earlier,
we
have
brought
on
a
new
project
manager.
We
actually
determined
that
we
needed
to
make
a
significant
change
in
how
the
program
was
being
managed,
and
so
we
are
very
delighted
to
have
a
Jaisingh
onboard
he's
been
with
us
about
three
weeks
now
and
he
brings
a
wealth
of
experience
to
us.
K
C
Council
members,
so
on
the
next
slide,
I
think
the
big
question
is
okay.
How
do
we
move
forward
now,
given
where
we
are
with
this
program?
So,
as
Rosalyn
mentioned,
the
program
itself
is
highly
complex,
has
number
of
different
capability
transformations
process
transformation
as
well
as
involves
number
of
different
teams
and
vendor
partners?
So
as
we
look
at
it,
what
we
are
trying
to
do
with
this
program
is
really
start
stacking
and
restocking
different
components
of
the
program.
C
So
what
I
say
that,
if
you
think
about
it,
the
first
phase
is:
how
do
we
build
the
infrastructure?
That's
the
next
generation,
which
is
Amanda
7
as
well
as
how
do
we
fix
the
data
quality
issues
as
well
as
how
do
we
improve
our
business
processes?
The
vision
stays
the
same.
We
need
to
get
to
least
100
percent
a
star
servicing
improve
productivity,
inefficiency
in
the
processes,
as
well
as
transparency
with
the
whole
process.
C
As
we
look
at
our
stakeholders,
the
second
piece,
which
is
very
important,
as
given
the
complexity,
how
do
we
chunk
it
into
smaller
projects
that
very
focused
team,
very
focused
effort
from
the
partner?
How
do
we
get
them
implemented?
How
do
we
measure
the
success
and
impact?
That's
very
important,
because
that's
the
only
way
for
us
to
know
whether
stuff
that
we
are
thinking
and
doing.
C
Is
it
adding
value
to
the
overall
program
and
overall
services
that
we
provide
so
very
much
a
metric
and
a
results-driven
approach
with
a
very
short
time
periods
and
focused
approach,
as
well
as
pilot
and
learn
methodology
a
given
its
software,
its
technology?
We
we
cannot
wait
for
a
hundred
percent
of
requirements
or
a
hundred
percent
of
the
product.
There
I
think
we
need
to
move
forward
in
an
agile
method.
C
We
need
to
pilot,
we
need
to
test,
learn
and
that's
I,
think
a
way
of
approach
and
methodology
that
we
take
forward
with
our
internal
teams
as
well
as
development
teams,
the
other
pieces
as
we
build
the
infrastructure.
The
next
phase
then
comes
is
how
do
we
now
take
this
infrastructure
process,
improvements
to
the
public
and
to
multiple
stakeholders,
and
then
last
thing
is
part
of
this
whole
piece
is:
how
do
we
make
sure
the
customer
journeys
are
being
improved?
So
it's
definitely
a
long
time
frame.
C
E
So
with
that,
I
wanted
to
just
kind
of
frame
this
up
in
well
before
you
open
up
to
questions.
I
I've
mentioned
some
people.
I've
talked
to
this
about
I'm
a
big
I'm.
A
big
fan
of
Jim
Collins
had
a
chance
to
to
learn
from
him
when
I
worked
with
John
Donahoe,
who
was
the
CEO
of
eBay,
and
one
of
the
things
that
Jim
Collins
is
really
strong
about
in
terms
of
leadership
is
facing
the
brutal
facts,
and
so
what
you
which
we
have
here
is
where
we're
facing
the
brutal
facts
of
this
project.
E
E
The
good
news
is
that
the
our
vendor
partners
are
actually
two
parallel
reset
and
transformation,
and
our
agreement
with
the
way
that
we're
approaching
the
reset
when
I
asked
Gartner
to
do
the
work
of
the
health
check.
I
was
very
clear
with
him
that
there
was
nothing
off
the
table
that
we
could
walk
away
from
this
we
could
make
whatever
was
the
right
decision.
E
Their
recommendation
was
that,
even
though
there
had
been
significant
delays
that
we
had
the
opportunity
to
be
successful
with
this
project,
if
we
made
significant
changes
in
the
way
that
we
both
had
the
team
formed
and
in
the
way
that
we
governed
and
managed
it
and
so
we've
initiated,
though
Changez
you
see
some
of
them
right
here,
we've
brought
a
J
on
board
somebody
that
I
knew
in
my
larger
PayPal
Network,
but
had
not
worked
with
directly.
He
has
an
undergraduate
degree
from
the
Indian
Institute
of
Technology
in
computer
science.
E
He
has
a
master's
from
UT
Austin,
also
in
computer
programming
science,
man,
a
Masters
in
Business
Administration
from
Harvard,
which
I've
heard
is
a
pretty
good
school
as
well
as
coming
of
to
us
from
a
number
of
exciting
companies,
including
having
worked
at
Amex,
as
vice
president
of
their
digital
product
there.
So
he
knows
this
work
and
he
like
Dolan
who's,
been
up
here
on
this
table
before
has
chosen
to
shade
the
billable
hour
for
the
fillable
hour
and
is
coming
and
working
with
us
in
helping
us
think
differently
about
this.
E
The
other
key
difference
is
again
this
product
and
agile
approach
that
we're
taking,
where
we're
not
just
thinking
about
this
as
requirements
that
we're
gonna
write
on
a
piece
of
paper
and
then
we're
gonna
go
in
a
dark
room
and
then
two
years
later,
you're
going
to
pop
something
out
we're
going
to
to
iterate
and
test
and
learn
from
this
as
we
go.
We're
also
going
to
be
respectful
of
what
is
on
the
vendors
roadmap
and
not
expect
every
single
thing
to
be
customized.
E
We
believe
we'll
know
in
about
five
or
six
months
whether
this
approach
is
bearing
fruit
and
we
have
both
the
right
team
approach
and
are
able
to
deliver
the
working
software.
That's
going
to
meet
the
demands
of
our
external
customers
as
well
and
be
functional
for
our
internal
customers
that
well
as
well.
So
with
that,
we
would
like
to
close
we're
here
for
any
questions
that
you
might
have.
We
also
have
representatives
of
the
vendor
along
with
us
as
well.
Thank
you.
A
Thank
you.
A
kicking
team
normally
I
allow
my
colleagues
to
ask
questions
first,
but
this
one
I
gotta,
I
gotta,
kick
this
off
in
your
in
your
presentation.
I
didn't
see
where
I
was
quantified
in
terms
of
the
investment
that
we've
already
made
into
this
project.
Can
you
quantify
it
both
in
terms
of
vendor
cost,
as
well
as
internal
staff,
time
and
cost.
K
Thank
You,
council
member,
so
I
can
share
with
you
in
terms
of
what
the
vendor
has
invoiced
and
what's
been
paid
to
the
vendor.
At
this
point
and
I'm
gonna
look
at
you
chain
to
confirm,
but
it's
right
around
the
figure
of
$500,000
that
has
been
invoice.
Is
that
correct
he's
saying
yes
in
terms
of
staff
time
and
that's
a
big
part
of
this
overall
budget?
K
So
we're
probably
looking
about
another
two
years
for
the
overall
program,
we've
already
sketched
out
what
additional
staffing
resources
that
it's
going
to
take
to
the
end
of
the
program
into
implementation.
So
I
don't
have
those
exact
figures.
It
looks
like
I
may
be
getting
those
new
figures
right
now.
K
A
A
So,
two
years
three
and
a
half
million
dollars,
we
don't
really
have
any
software
or
anything
to
really
show
for
that
investment.
I
know
that
there
were
some
incremental
improvements,
but
overall
it's
pretty
much
a
sunk
cost.
So
my
question
to
actually
actually
like
to
ask
the
vendor
this
question:
why
wouldn't
we
just
scrap
this,
take
considered
a
sunk
cost
and
just
totally
go
in
a
different
direction?
Why
should
we
continue
to
go
down
this
path?
I
guess
I
would
be
directed
to
Chris
or
a
will
I'll.
L
Take
that
one.
Yes,
that
is
certainly
an
option
that
the
city
has.
Obviously
we
feel,
though,
through
the
process
of
participating
in
the
scope
and
schedule
summit
and
participating
in
the
activities
of
evaluating
where
the
project
has
not
been
successful,
that
we
have
a
very
good
handle
on
those
on
both
sides,
both
the
vendor
side
and
the
city
side,
so
I
think
there's
a
lot
of
confidence
in
the
plan
and
the
discussion
as
it's
been
described
as
a
result
of
the
scoping
schedule
summit.
A
K
You
councilmember,
that's
that's
an
excellent
question
and
that's
something
that
I've
been
working
with
the
development
services
partners
in
terms
of
getting
to
a
point
to
I.
Think
that
number
one
our
approach
on
the
staff
side
has
much
improved,
I.
Think
at
the
end
of
the
day,
we
have
to
establish
a
very
good
relationship
with
our
vendor
and
we
have
to
understand
that
this
is
a
team
effort.
K
In
order
for
this
to
be
successful,
so,
like
will
said,
we
have
begun
to
reestablish
the
trust
and
understanding
that,
for
both
of
us
to
be
successful,
we
have
to
work
well
together.
We
are
a
very
important
client
of
this
vendor
and
we
know
how
important
this
new
program
is
for
the
city.
Clearly,
we
want
to
have
the
right
folks
on
the
bus
would
say
to
get
us
to
successful
implementation.
K
I
would
add
that
although
we've
held
the
scope
and
schedule
summit
back
in
August,
we've
been
very
frank
and
clear
with
the
vendor
that
if
we,
if
things
aren't
moving
forward
as
we
have
both
agreed
upon
that
it
would
we
have
this
five
to
six
month
period,
where
we
at
the
end
of
which
we
will
evaluate
and
see.
If
this
current
approach
is
the
best
approach
for
the
city
and
that
such
time,
then
we
would
be
making
a
decision
to
take
a
different
approach.
A
E
Say
there
are
actually
the
the
part
of
part
of
the
good-news
bad-news
on.
This
is
the
way
that
the
contract
was
structured
was
actually
in
many
ways
very,
very
favorable,
to
the
city,
but
that
meant
that
the
that
we've
paid
out
five
hundred
thousand
dollars
I
am
quite
confident
to
the
amount
of
actual
to
that
staff.
E
Time
and
work
done
by
the
vendor
is
far
in
excess
of
that
so
and
we
have
not
paid
out
for
anything
that
hasn't
really
been
in
that
contract,
so
we've
had
a
conservatively
written
contract
and
we
haven't
paid
above
sort
of
what
we've
been
given.
So
everything
that
we
paid
is
based
on
deliverables
to
date,
even
though
it
has
not
yet
has
yet
to
generate
working
software,
which
is
why
there
hasn't
been
more
payment,
and
so
we've
kept.
E
Our
the
consequences
have
been
essentially
they've
had
to
invest
significantly
more
in
this
project
than
they
thought
and,
as
we've
talked
about
with
the
vendor.
That's
not
part
of
the
going
forward
negotiation,
so
we're
not
we're
not
making
up
for
any
of
those
in
the
past,
and
so
that
essentially
serves
as
a.
If
you
will
a
penalty
to
them
for
that
approach,
so
I
think
those
are
pretty
severe
consequences
and
again
going
back
to
the
earlier
question.
E
We've
been
really
clear
that
not
going
forward
is
very
much
an
option,
and
so
the
scope
and
central
scum
at
Summit
was
qualitatively
very,
very
powerful
in
terms
of
us
feeling
like
we
could
work
together
as
partners
and
get
this
across
the
board.
But
it's
been
I'll
stop
there,
but
I
think
the
the
consequences
are
that
the
500,000
in
no
way
fully
compensates
them
for
what
I
imagined
their
expenses
till
they
are
so.
A
And
you
explained
some
of
the
the
new
process
and
procedures
that
you're
implementing
to
to
make
sure
that
we
stay
on
track
in
the
future
written
into
the
the
agreement.
Are
there
gonna,
be
you
know
milestones
where
if
they
don't
meet
those
milestones
that
there's
some,
you
know
ramifications
of
that
versus
yeah.
Continuing
to
move
forward
like
we
did
in
the
past.
E
E
Exactly
sort
of
what
penalties
are
clawbacks
to
me
are
secondary
to
achieving
making
sure
that
we've
got
it
set
up
in
a
way
that
we
have
agreement
and
success
on,
though
I
think
we
can
look
in
and
make
sure
that
there
are
penalties
and
methods
that
we
have
at
our
disposal
to
make
sure
that
the
commitments
aren't
adhere
to
that.
We
have
options.
Okay,.
A
A
You
know
think
about
you
know:
hiring
more
police
officers
or
the
staff
time
that
was
used
for
this
project
that
could
have
been
used
for
other
projects
and
in
understanding
the
the
needs
of
our
our
clients
and
customers
and
residents
that
you
know
there
aren't
being
met.
That's
really
concerning
and
I
would
need
to
have
a
lot
more
information
in
detail
and
I'm
sure
the
whole
council
would,
in
terms
of
being,
are
feeling
comfortable
moving
forward
with
this
vendor
in
this
process.
So
on
that
note,
I'll
defer
to
my
my
colleagues.
H
Thank
you
since
I
got
the
most
of
this
report
in
the
ad-hoc
committee.
I'm
not
gonna,
pile
on,
but
you
know
my
my
thoughts
about
this
I
do
want
to
thank
you
for
this
final
slide.
I
hadn't
I,
don't
remember
why
we
chose
the
public
portal
electronic
plan
review
over
mobile
inspection.
I.
Think
the
last
I
heard
there
was
still
that
decision
was
not
yet
made.
C
C
The
second
piece
is
what's
important
from
infrastructure
perspective
and
where
the
dependencies
are
so
we
don't
want
to
stack
something
which
requires
totally
rebuilt,
because
we
change
the
infrastructure
six
months
down
the
road
you're
also
looking
at
resources
where
they
are
the
whole
intent
at
this
point
is
how
do
we
make
a
fast
execution,
because,
if
you
think
of
as
a
huge
space
shaper
body,
you
want
to
call
the
number
of
different
moving
parts.
So,
as
we
are
stacking
and
restocking,
he
is.
What
does
the
stacking
gives
us?
How
do
we
move
fast?
C
How
do
we
minimize
the
impact
towards
time-to-market
as
well
as
cost
to
the
overall
project?
So,
but
definitely
it
also
depends
which
phases
are
well
in
advance.
What
dependencies
are
there?
What's
the
business
impact,
because
you're
right,
I,
think
public
port
electronic
plan
review
integration?
They
have
lot
more
impact
or
mobile
inspection
may
have
it.
But
if
you
don't,
if
you're
not
confident,
we
have
a
solution
that
can
be
really
executed
against.
C
We
may
start
moving
with
certain
processes
very
a
more
control,
for
example,
business
process,
improvement
and
folder
internal
stuff,
but
impact
on
efficiency
and
productivity,
sames
data
quality.
There's
no
reason
why
we
should
not
fix
that
if
we
can
get
it
done
in
two
months
and
that
really
impacts
the
overall
efficiency
of
all
the
internal
teams
that
are
working
on
those
data
pieces.
So.
C
Some
may
be
happening
even
in
in
the
Amanda
seven
slash
business
process,
so
we
are
looking
at
what
can
be
done:
okay
without
major
impact,
so
we
are
working
on
that
and
we
keep
stacking
restocking
the
whole
way
as
we
move
forward.
How
do
we
drive
results?
Only
thing
that
matters
is
how
we
implement
certain
capabilities
that
are
bringing
business
benefit
and
how
do
we
move
fast?
Okay,.
H
Great
and
the
other
thought
did
reoccur
to
me:
do
we
have
any
kind
of
documentation?
I?
No
institutional
memory
is
I,
don't
want
to
necessarily
have
to
rely
on
that,
but
do
we
have
any
kind
of
documentation
on
lessons
learned
for
this
three
and
a
half
million
dollar
lesson
that
we've
learned
it
sounds
like
some
things
were
good
right.
E
Know,
there's
just
two
answers
that
one
is
for
this
project
in
particular.
Gartner
did
a
very
good
job
of
documentation,
not
only
in
what
to
go
forward,
but
some
of
the
key
lessons
learned
both
the
positives
and
the
negatives,
and
so
we
have
that
the
other
piece
is
of
intentionality
is,
as
I've
talked
with
both
Rosalyn
and
OJ,
and
Rob
as
well.
Is
that
we
see
this
as
a
way
of
how
we
think
about
enterprise
deployments
and
enterprise
products
across
the
organization.
E
One
of
the
things
that's
essentially
not
not
fair
for
somebody
who's,
managing
a
very
large,
complex
downward
facing
business
like
Rosen
and
to
our
is
to
expect
them
to
be
product
experts
and
experts
at
an
enterprise
platform.
Transformation
like
this.
That
will
happen
once
every
five
to
seven
years
and
so
part
of
what
we
feel
like
we
need
to
do
to
better
support.
Our
leaders
is
to
provide
more
of
that
scent
capability
centralized.
E
So
you
might
imagine,
for
example,
in
the
future
that
someone
like
a.j
when
he
successfully
delivers
this
project,
could
take
on
a
greater
leadership
role
across
department
lines.
Earlier
on
in
the
process
of
the
structured
in
the
right
way
and
then
also
loaning
out
those
resources
to
departments
as
they
go,
so
they
don't
have
to
invent
all
of
this
from
scratch
for
themselves.
So
we
hope
that
are
we
able
to
deliver
this
in
the
way
that
we
intend
it
will
serve
as
a
model
for
other
enterprise
deployments,
so.
H
E
And
so
that
you
need
deep
expertise
and
what
you're
actually
talking
about
in
order
to
drive
that
implementation.
But
you
need
that
overall
project
and
also
product
approach,
which
is
what
we've
been
lacking.
So
we
think
that
providing
more
centralized
capability,
particularly
around
that
product
and
project
management,
could
be
very
supportive
of
the
downward
facing
subject
matter.
Experts
who
are
handling
the
implementation
of
the
service
delivery
on
a
day
to
day
basis,
and
we.
H
E
E
A
good
it's
a
good
question
and
I
think
part
of
that
is
to
do
intentionally
what
we've
done
here
with
OJ,
which
is
rotate
people
through
overtime
I.
Don't
necessarily
think
that
we'll
keep
somebody
in
that
position
for
the
next
15
years,
but
providing
an
opportunity
for
them
to
do
this
and
either
rotate
back
out
into
private
industry
or
rotate
them
to
another
position
within
the
city,
but
always
be
attracting
a
mix
of
people.
Who've
been
doing
it
for
a
while
and
a
little
bit
of
new.
E
So
you
have
that
kind
of
queue
factors
what
they
call
it
that
balance
between
the
fresh
and
they
and
the
old
I
think
it's
very
important
I,
don't
think
I
have
a
perfect
answer,
but
you're
right
once
you're
entrenched,
no
matter
how
much
of
an
outsider
perspective
you
have,
you
tend
to
to
go
native
after
a
little
while
and
you
would
want
to
make
sure
we
keep
it
fresh.
I.
Think
the
bigger
challenge,
though,
is
how
we
do,
as
we
saw
in
the
last
presentation.
D
I
actually
do
learn
everything
every
time.
A
new
phrase
from
you,
billables
interfer,
fillable
zai,
that's
a
good
one.
I
am
actually
disappointed.
We
actually
even
did
a
study,
a
workflow
study
before
we
did
before
we
embarked
on
this
effort,
and
they
brought
like
many
many
things
that
we
need
to
change
in
our
workflow
did
that
advise
us
in
this
in
any
way
that
in
this,
for
at
least
you
know
what
we
needed
to
do
for
procurement
purposes,
I
Rozlyn.
You
know
that
that
that
study
that
we
embarked
on
for
like
a
year
and
then.
K
Currently
we're
focused
on
service
alignment
across
departments
and
the
office
of
civic
innovation
has
been
helping
us.
We
have
two
pilots,
we've
been
reporting
on
that
work
at
the
ad
hoc
committee,
but
in
the
fee
study
report
management
partners
definitely
recommended
this
transformation
in
our
permitting
system,
and
many
of
the
recommendations
that
they
brought
forward
were
based
on
making
sure
that
the
city
did
move
forward
in
developing
this
new
system
and
upgrading
the
system
and
providing
the
transformation
and
our
process.
Improvements
are.
K
So
we
on
a
regular
basis,
have
been
providing
updates
at
the
ad
hoc
committee
at
our
bimonthly
meetings.
What
we
haven't
done,
probably
lately,
is
provide
you
with
that
full
list
of
91
items
and
kind
of
check
them
off.
You
know
provide
you
with
the
full
update
on
what
actually
has
been
implemented,
the
things
that
we're
currently
working
on
and
then
the
things
that
we're
going
to
be
looking
forward
to
implementing
in
the
future.
So
we
can
certainly
do
that
at
a
future
ad
hoc
meeting.
The
next
meeting
is
in
January
thank.
D
E
Are
going
forward
with
this
vendor
at
this
point,
and
we
are,
we
will
know
within
five
to
six
months
whether
that
was
the
right
decision
that
we've
made
so
we've
made
the
decision
to
move
forward.
But
proof
talk
is
cheap
and
the
proof
is
in
the
pudding.
And
so
we
want
to
give
ourselves
the
ability
to
demonstrate
that,
with
working
software
and
a
team,
that's
working
in
demand
that
we
think
is
appropriate.
So
that's
sort
of
the
standard
that
we're
holding
ourselves
to
and
would
expect
others
to
hold
ourselves
to
hold
us
to
as
well.
E
D
So
my
only
my
only
concern
is
I
mean
we
actually
had
an
extensive
RFP
process
and
that
that
took
a
little
while
would
we
have
made
this
decision
to
go
with
this
vendor?
Had
we,
you
know,
thought
that
this
was
gonna.
Take
you
know
five
years
to
implement,
not
because
that's
what
we're
talking
about
now
right,
I.
E
Actually,
I
actually
try
not
to
do
that
kind
of
retrospective
hypothetical
thinking,
because
it's
it's
there's
so
many
different
things
that
I
would
like
to
change
about.
My
personal
life
it
just
makes
it
makes
me,
makes
me
stay
up
at
night
and
the
way
that
I
bring
that
in
is
okay.
What
am
I
doing
now
in
the
moment
that
I
would
regret
and
I've
I
think
we
have
all
deeply
debated
this
at
the
executive
level,
and
this
is
not
an
easy
decision,
but
again
largely
out
of
the
experience
of
the
scope
and
schedule
summit.
E
We
feel
like
we
have
a
partner
in
this
who
can
deliver
this
and
that
if
we
make
the
changes
that
we
need
to
make
and
they
are
able
to
do
what
they
say
they're
going
to
do,
then
we've
got
something
that
makes
sense.
But
it's
it's
a
tough
call
and
I'm
very
hopeful
that
it's
one
of
those
ones
as
I've
discussed
with
the
vendor
it'll
go
one
of
two
ways
right.
E
This
will
be
either
the
thing
we'll
be
presenting
in
prod
in
conferences
and
three
years
about
how
you
restart
and
you
deliver
value
to
customers-
or
this
is
gonna,
be
one
of
those
things
that
you're
not
really
proud
about
that
you,
teleconferences
of
and
learn
from
I,
wouldn't
be
embarking
on
this.
If
I
didn't
think
this
was
the
right
thing
to
do,
but
it's
a
very
tough
call,
sir
Thank
You.
H
So
I
just
I,
don't
follow
the
ad
hoc
committee
and
so
I'm
unaware
of
the
ninety
recommendations
in
some
report.
I
guess
I
just
had
a
more
basic
question,
so
you
know
any
anybody
who
runs
for
office
as
a
government
could
be
more
efficient
and
we're
gonna
get
in
there.
We're
gonna
change
the
system,
so
I
guess
our
current
method
of
permitting
whatever
getting
licenses
out
getting
permits
out.
I
suspect
that
there
can
be
efficiencies
gained
by
you
know
doing
certain
things
differently
and
I
guess.
E
The
challenge
that
we
have
in
Aceh
has
actually
put
this
to
us
and
we're
working
working
on
this
is
to
clarify,
what's
the
shortlist
of
two
or
three
key
customer
pain,
points
that
are
the
most
important
ones
to
solve,
and
then
doing
exactly
what
you
suggest,
don't
just
overlay
a
new
digital
process
on
top
of
an
old
bad
one
is
create
the
optimal
process
that
uses
technology
for
those
pain
points.
What
we
can't
do
is
make
these
improvements
across
everything,
the
things
that
happen
only
once
every
three
years
or
something
that
affects
four
people.
E
But
what
we
can
do
is
as
we
do.
This
reap
LAT
forming
effort,
say
what
are
the
two
or
three
things
that
are
really
different
about
this
new
process
and
make
sure
that
the
technology,
the
process
and
the
people
are
all
aligned
to
deliver
that,
for
example,
one
of
the
hints
that
aj
dropped
is
around
this
notion
of
sort
of
self-service
or
digital
of
the
availability
of
the
services
that
are
not
necessarily
in
person.
E
A
Ok,
we
have
a
speaker,
Blair
Beekman,
you
want.
Did
you
want
to
speak
on
this
one?
No,
okay!
Well,
thank
you
for
that
report.
I'd
like
to
get
a
motion
and
in
that
motion,
if
you
can
include
referring
this
to
the
full
council
as
well
as
having
a
having
this
as
a
standing
item
before
the
bimonthly
ad
hoc
development
services
committee,
you
can
include
that
in
your
motion,
so.
C
A
J
Hi
I
wanted
to
bring
up
a
few
more
items
from
the
for
my
first
talking
about.
You
know
your
future
plans.
How
plans
are
working
out
I
like
the
cybersecurity
idea.
A
lot
I
think.
That's
that's
a
good
idea,
a
cyber
security
chief
or
something
I
think
that's
that
that
can
be
a
good
inner
person
and
your
between
person
to
deal
with
my
accountability
issues
that
is
so
important
to
me
in
talking
about
I.
Thank
you
very
much.
J
I've
heard
the
idea
that
you're,
possibly
trying
to
develop
a
public
community
committee
to
work
on
accountability
and
an
overall
technology
is
used
if
you
can
develop
that.
That
is
really
the
way
to
go,
and
you
guys
really
have
it
together
in
that,
and
thank
you
immensely
to
talk
about
the
broadband
that
was
mentioned.
J
J
Somoza
nuf
just
to
have
equal
access.
The
whole
point
of
equal
access
is
to
invite
the
community
to
then
be
a
part
of
the
the
equal
access
that
were
partaking
in
and
that
we're
building
we're
building
the
future
of
low-income
communities.
Why
not
build
accountability
with
that
technology
that
you're
bringing
in
at
the
same
time
I
mean
I,
keep
saying
it's
all
part
of
the
same
mix?
J
You
can't
you
know
separate
everything
so
much
and
like
you
know
we're
learning
that
and
thank
you
and
I
guess
you
know,
and
I
also
wanted
to
mention
life
and
the
school
systems.
It
really
I
think
can
help
introduce
and
just
simply
teach
with
good
civil
rights
and
good
civil
protection.
Ideas
can
teach
young
people
and
that's
good
for
the
whole
corporates,
and
thank
you
thank.