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A
By
Davis
May
asam
legato
present
shared
chappy
Jones
here
have
a
quorum.
Okay,
we
have
requested
change
to
the
agenda.
Moving
item
number
d4,
swapping
that
with
item
number
d3,
so
they
want
to
switch
those
so
can
I
get
a
so
move.
Thank
you
all
right.
It's
been
moved
a
second
and
all
in
favor,
say
aye
all
right
and
so
we're
in
b1
and
b2,
where
there's
a
request
to
drop
those
two
items.
So
if
I
can
get
a
motion.
C
A
D
D
This
first
item
on
our
roadmap
update,
so
here
before
you
is
our
approved
innovation
roadmap
with
our
projects
and
the
of
work
that
we're
doing
at
your
direction.
We've
been
asked
to
expand
and
update
this
roadmap
to
take
it
from
the
innovation
focus.
It
has
to
broaden
it
to
include
the
full
pilot
of
smart
cities
work
so
conceptually
and
you'll
see
more
detail
in
this
in
our
managers.
D
So
our
thought
is
what
we'll
do
is
we'll
we'll
make
our
IT
roadmap
more
clearly
prioritize
that
brilliant
at
the
basics,
work
we'll
have
our
innovation
roadmap
focus
both
on
the
innovation
in
it
and
impact
and
include
more
space
for
the
small
scale,
experimentation
and
the
sum
of
those
two
together
will
be
our
smart
city
roadmap
and
so
more
and
more
of
what
we
do
as
a
city.
Around
innovation
will
come
within
the
confines
of
that
roadmap
and
the
work
of
this
committee.
D
What
we,
as
I
mentioned,
we're
kind
of
on
year
to
hear,
were
toddlers
and
as
what
we've
learned
in
that
period
of
time,
is
we've
gone
from
a
vision
to
the
road
map,
and
now
we've
begun
to
multiply
that
efforts
in
year,
four,
five
and
beyond.
We
really
see
our
task,
as
I
said,
expanding
to
that
larger
smart
cities,
roadmap,
making
sure
that
connects
back
to
the
vision
and
taking
various
strategies
into
implementation
and
going
from
pilot
to
scale
in
particular
in
the
roadmap
2.0.
D
We
expect
to
see
a
continuation
of
implementation
of
our
broadband
strategy
where
we'll
be
bringing
additional
telco
agreements
to
you.
Our
data
strategy
on
how
we
use
data
to
inform
decisions,
safe
city
with
our
police,
to
armen
fire
and
emergency
management,
as
well
as
our
emerging
IOT
Internet
of
Things
and
digital
services
strategy.
The
digital
services
strategy
you'll
hear
more
about
in
this
meeting,
so
at
a
very
high
level.
D
So,
along
with
the
individual
projects
or
the
individual
strategies,
we're
gonna
see
a
citywide
effort
to
make
sure
that
our
people
are
equipped
with
the
skills
that
we
need.
They
need
to
be
successful
in
this
digital
environment
and
that
we
are
recruiting
and
retaining
the
kind
of
highly
skilled
people
who
can
make
this
vision
a
reality.
D
Similarly,
we
will
continue
to
work
to
transform
our
processes
from
paper
inconsistent
and
in
person
to
streamline
customer
focus
ones
that
are
efficient
and
effective
at
delivering
the
services
that
we
need
and
then
third
and
and
following
making
sure
that
the
technology
investments
support
both
the
process,
improvements
and
the
people,
investments
that
we
make
back
to
today's
wrote
innovation
roadmap.
This
is
where
we
last
left
our
heroes.
When
we
updated
you
in
April
and
then,
if
we
do
a
rapid
switch
to
June,
you
see
that
not
much
has
changed.
D
E
D
Question
mr.
mayor,
so
I'll
give
a
first
high-level
cut
in
an
inviting
Rosalyn
Huey,
the
Director
of
Planning
building
course,
code
enforcement
to
give
a
fuller
picture.
So
we've
recently
had
a
health
check
which
we
initiated
and
conducted
with
ourselves
and
that
health
check
took
allowed
us
to
take
an
open,
candid
and
direct
look
at
the
functioning
of
the
system
and
what
the
issues
were
bottom
line.
We
did
the
health
check
because
we
had
some
serious
delays
in
implementation
and
we
went
to
make
sure
we
were
on
the
right
track.
D
Top-Line
result
of
that
health
track
check
suggests
that
we've
got
a
vendor
partner
and
a
team
that
we
can
be
successful
with,
but
we
need
to
make
serious
and
significant
changes
in
the
way
that
we
prioritize
the
work
and
how
we
manage
the
work
on
a
daily
basis.
In
order
to
be
successful
with
that
I'll,
let
Rosalyn
add
a
bit
more
from
the
perspective.
Thank.
F
You
Kip
rustling,
Huey,
director
planning,
building
and
code
enforcement
and
just
to
add
on
to
a
little
bit
of
that
so
actually
was
very
helpful
to
kind
of
do
this
pause
and
do
this
health
assessment
to
really
monitor
and
check
on
where
we
are
in
this
really
highly
complex
and
multi-component
project.
A
couple
of
things
that
we
know
we're
going
to
need
to
make
some
course
correction,
and
so
we're
going
to
be
working
on
these
items
in
the
next
couple
of
months.
F
First
and
foremost,
is
really
doing
some
work
on
our
project
management
approach
and
our
schedule
to
really
sure
make
sure
that
we
have
the
expertise
in
terms
of
managing
the
project
and
being
able
to
re-establish
a
reasonable
schedule
that
we
can
all
adhere
to
also
was
noted
just
issues
around
status,
reporting
and
communication,
and
that's
among
the
project
managers
with
our
subject
manner.
Subject
matter
experts
as
well
as
the
steering
committee,
and
those
are
the
directors
who
are
who
are
monitoring
the
project
as
well
and
then.
F
Lastly,
just
our
overall
project
approach
and
methodology,
we're
going
to
be
taking
some
taking
a
deeper
dive.
Looking
into
that
and
making
sure
that
we
put
the
corrections
in
place
to
move
the
project
forward,
so
we're
gonna
be
working
on
these
items.
Actually,
we
have
ten
specific
recommendations
in
order
to
get
us
back
on
track,
we're
going
to
be
work
in
these
items
over
the
next
couple
of
months
and
then
at
that
point
we'll
be
at
a
place
where
we
can
provide
a
full
update
to
the
committee.
This
wall,
okay,.
E
D
I
would
say:
yellow
you
know,
one
interesting
ly
enough.
One
of
the
issues
that
was
raised
was
status,
reporting
and
engagement
in
governance,
and
those
are
some
of
the
initial
changes
that
we'll
be
making.
You
know
what
you,
what
you
don't
want
to
do
with
with
status
reporting
just
do
what
they
call
watermelon
status,
reporting
where
it's
all
green
on
the
outside,
but
once
you
get
into
the
reality.
G
D
H
D
We're
being
a
bit
we're
still
figuring
out
our
rules
on
this,
so
essentially,
what
we
said
is
we
didn't
head
and
get
ourselves
any
criteria
for
taking
it
off
and
since
we're
coming
back
with
the
new
one,
well,
it'll
be
off.
When
you
see
the
next
version
in
September
and
you'll
see
the
Refresh
piece
and
then,
as
part
of
that,
we
will
have
some
recommendations
for
more
dynamically
adjusting
it.
But
we
sort
of
realized:
okay,
that's
there,
but
we
wanted
to
hold
it
on
until
we
did
the
Refresh.
So.
D
What
you'll
see
is
is
essentially
the
LED
street
lights
will
expand
and
there
are
a
couple
of
components
that
we'll
talk
about
in
more
depth
later
of
the
LEDs,
which
includes
both
the
LED
conversion
and
then
potential
both
connectivity
and
IOT
and
controller
aspects.
But
yes,
this
will
be
the
last
time.
You'll
see
the
any
compilot
on
any
of
these
slides.
Thank.
H
A
Just
have
a
quick
question
when
I
look
at
the
slide,
where
you
have
the
bringing
at
the
basics.
In
my
mind,
bringing
at
the
basics
is
kind
of
the
core
foundation
of
what
we
need
to
be
and
having
all
of
those
as
green,
and
so
I
just
want
to
get
your
thoughts
on.
If
we,
if
we
are
not,
you
know
where
we
need
to
be
at
the
basics.
How
can
we
look
to
go
to
the
next
phase
in
terms
of
innovation?
Is
impact.
D
You
know
I
might
I,
might
ask
Rob
to
join
me
on
the
brilliant
of
the
basics,
but
I
think
there's
a
certain
truth
to
that
in
that
what
we
believe
is
that
there
are
basic,
fundamental
core
investments
we
need
to
make
in
order
to
be
successful
and
I
think
that
there
is
a
bit
of
a
Maslow's
hierarchy
to
them
that
we
can't
be
truly
innovative
at
scale
until
we
have
some
of
that
basics
down.
The
reality
is
a
lot
of
the
innovation
at
scale,
captures
work
that
is
underway.
D
So
the
way
that
I
would
read
that
is,
we
probably
need
to
make
sure
we're
directing
the
resources
to
those
basics
to
make
sure
they
they
become
green
and
prioritize.
Those
in
terms
of
some
of
the
fundamental
changes
that
would
be
how
I
would
approach
it,
but
I
think
it's
a
very
tough
question
and
a
good
one.
Bobby.
A
I
Just
tagging,
along
with
that,
we
also
have
the
IT
strategic
plan,
so
the
basics
part
of
the
innovation
roadmap
or
some
key
things
that
we're
gonna
focus
on
at
this
level.
The
ITC
Eric
plan
also
contains
which
council
approved
last
year
a
lot
of
those
investments
that
get
the
junk
out
of
our
way
right.
So
if
we
have
over
seventy
five,
seventy
percent
of
our
portfolio
is
over
10
years
old
in
terms
of
our
IT
assets
and
software
systems,
and
those
are
end
of
life
and
of
support.
I
That's
a
lot
of
weight
on
the
organization
that
things
aren't
working
that
the
way
they
need
to,
but
in
the
past
year
and
a
half
we've
been
able
to
replace
the
H
RMS
system,
upgrade
the
payroll
system,
upgrade
the
budget
system
or
implement
a
new
budget
system.
Do
the
talent
management
system
do
the
revenue
management
system,
treasury
management
system
utility
billing
system?
So
that
gets
us
on
platforms
on
which
we
now
have
something:
that's
modern,
so
we
can
focus
on
the
higher
value
stuff.
I
D
Just
add
one
thing
to
clarify
from
my
perspective:
is
that
I
do
use
this.
You
know
if
you've
got
to
make
a
decision
on
where
you're
putting
investment
or
were
you
putting
leadership
time,
the
farther
it
is
base
on
the
pyramid
often
means
the
more
attention
that
it
requires
right.
We
just
got.
For
example,
if
you
look,
some
of
the
things
is
not
on
here
our
core
connectivity
and
functioning
of
an
IT
system.
J
K
A
J
Hello
good
afternoon,
I
noticed
on
your
road
map.
There
isn't
a
space
for
privacy
policy
yet
and
in
writing,
as
this
primary
election
time.
It's
time,
I
realized
that
you
know
I've
been
thanking
you
and
understanding
that
you're,
creating
a
surveillance
and
technology
ordinance
for
the
Fall
November
I'm
worried
that
councilman
Rocha,
who
sponsored
the
bill,
will
not
be
here
at
that
time.
J
Much
longer
after
that
time,
so
I've
tried
to
offer
the
idea
of
to
two
meetings
here
at
smart
city,
perhaps
in
August
and
September,
and
then
one
in
December
and
to
make
a
public
process
that
I
think
would
offer
a
lot
more
input
and
I
also
just
figured
that
it
was
time
to
really
bring
in
the
idea
that,
hopefully
we
can
start
talking
about
this
issue
now
and
how
to
I
know
how
to
make
it
a
more
public
subject
between
all
of
us
and
between
yourselves,
a
city,
government
and
and
yourselves
a
city
government
talking
to
us
the
public
about
privacy
policy
and
public
guideline
processes,
and
you
know,
is
there
a
way
that
you
can
start
to
just
introduce
that
level
of
conversation.
J
J
A
D
K
park,
missus
deputy
city
manager,
as
you
all
know,
we
have
been
pioneers
in
LED
replacement
and
use
of
LED
technology
and
street
lighting,
and
the
completion
of
our
retrofit
of
our
street
lights
to
LED
technology
is
a
long-standing
goal,
serves
a
diverse
number
of
interests,
from
public
safety
to
energy
efficiency
and
is
in
line
with
our
climate.
Smart
San,
Jose
plan.
D
We've
also
realized
that
it
will
play
a
foundational
role
potentially
in
the
development
of
IOT
Internet
of
Things
connectivity
platform
using
smart
controller,
sensors
and
devices
for
a
range
of
potential
use
cases
from
smart
irrigation
in
parks
to
on
street
parking.
What
we'd
like
to
do
is
I'd
like
to
introduce
Kevin
O'connor
with
our
department
transportation
of
it
transportation
in
case
of
Gupta,
who
will
take
you
through
a
readout
around
our
analysis
of
potential
for
LED
streetlight
conversion.
K
Thank
You
kipping
good
afternoon.
My
name
is
Kevin
O'connor
mr.
director
transportation,
let's
get
started
by
reminding
ourselves
where
we
are
in
terms
of
LED
conversions
throughout
the
city
we
have
about
sixty
four
thousand
four
hundred
streetlights
in
the
city
about
26,000
of
them
have
already
been
converted
to
LED
and
another
seventeen
hundred
or
so
are
planned
for
conversion
in
the
next
18
months,
meaning
that
we
have
about
thirty,
six
thousand
seven
hundred
lights,
which
are
candidates
for
future
conversion.
K
An
interesting
fact
about
the
non
LED
lights
is
that
most
of
them
about
twenty
six
thousand,
twenty
nine
thousand
six
hundred
are
low
pressure
sodium
lights.
There
are
those
yellow
lights
that
we
love
throughout
our
city,
which
are
already
relatively
energy-efficient,
so
converting
them
to
LED
becomes
less
attractive
than
other
agencies
that
have
you
know
in
chief
concern
in
terms
of
cost
efficiency
and
energy
savings.
This
map
here
provides
an
overview
of
the
areas
that
have
been
converted
and
not
converted.
Thus
far,
the
areas
in
green
are
our
existing
LED
streetlights.
K
The
areas
in
yellow
are
lights
to
be
converted
and
the
blue,
primarily
in
the
downtown
our
lights.
At
our
plan
can
plan
for
conversion,
so
the
fact
that
we
have
thirty
six
thousand
seven
hundred
lights
that
still
need
to
convert
to
be
converted,
isn't
because
we
haven't
been
trying
you're
all
aware
that
in
2015
we
issued
an
LED
RFP
called
the
innovative
streetlight
replacement
RFP.
That
was
really
designed
to
see
if
we
can
convert
our
streetlights
at
no
cost
in
exchange
for
use
of
city
assets
or
valuable
infrastructure
that
we
have
in
June.
K
We
were
directed
by
the
City
Council
at
that
time
to
declare
the
winner
of
the
RFP
Siemens
and
pursue
a
negotiation
with
them
for
a
one-year
pilot
project
of
about
1,000
lights
with
our
partner
Annie
calm.
Well,
we
negotiated
with
any
calm
for
about
seven
months
in
good
faith
and,
unfortunately
we're
not
able
to
reach
an
agreement,
and
in
February
we
terminated
those
negotiations
essentially
and
only
ending
the
RFP
process.
Since
then,
since
over
the
last
four
months,
we've
done
a
variety
of
work
to
really
recalibrate
ourselves
and
understand
where
we
go
next
with
conversions.
K
So
some
of
the
steps
that
we've
taken
since
the
conclusion
of
the
RFP
process
includes
benchmarking
with
Pierce
cities
to
understand
what
they
are
doing
in
terms
of
LED
conversions.
We
found
that
many
pier
cities
have
converted
or
are
converting
LED
streetlights
at
scale,
but
none
of
them
are
really
fully
deploying
smart
controllers
as
part
of
their
conversion.
Cities
like
San
Diego
in
LA
are
doing
limited.
Smart
controller
deployment
and
other
cities
are
considering
going
back
around
to
to
retrofit
their
existing
LEDs
with
smart
units
in
terms
of
funding.
K
Cities
are
using
a
mixture
of
options,
some
from
self
funding
to
geo
bonds
to
various
financing
models
that
take
advantage
of
energy
cost
savings
and
utility
rebates
as
an
example
of
New,
York,
City's
self,
funded,
a
streetlight
conversion
project
and
reinvested
onm
savings
to
ultimately
convert
250,000,
streetlights
Boston,
converted
42,000
lamps,
using
a
general
obligation,
bond
and
rebates
from
their
utility
company.
We
also
updated
our
cost
estimates
for
converting
LED
lights.
K
Looking
at
the
most
recent
fixture
and
controller
cause,
we
also
met
with
a
couple
of
companies
who
provide
smart
controllers
to
understand
where
that
industry
is
going
and
what
solutions
their
products
provide.
I'll
discuss
more
about
smart
controllers
in
a
minute
and
it's
part
of
our
broadband
strategy
in
the
latest
negotiation
with
small
cell
providers.
K
We
realized
that
these
companies
are
generally
valuing
the
cost
of
le
conversion
LED
conversion
much
higher
than
we
are
in
some
cases
three
times
higher
than
we
are
so
so
there
may
be
limited
opportunity
to
take
advantage
of
that
value,
extinct
exchange
and,
lastly,
we
identified
three
conversion
options
that
were
warranted
for
further
exploration
and
consideration,
which
is
again.
Why
we're
here
today.
K
So
these
are
the
three
options
that
we've
identified
and
that
we're
looking
for
your
feedback
on
for
converting
our
remaining
non
LED
streetlights
to
LED
lights,
option
one
would
use
a
rolling
in
house
deployment
model
whereby
we
would
convert
the
LED
fixtures
with
basic
on
and
off
controller
units.
The
corrosion
would
occur
as
existing
lights
burn
out
and
would
be
done
by
our
in-house
maintenance
crews.
K
We
anticipate
that
this
would
take
about
seven
years
to
complete
at
a
cost
of
sixteen
point,
five
million
dollars
option
two
would
also
convert
the
lights
with
basic
light
controllers
as
they
burn
out,
but
would
supplement
that
effort
with
additional
contractual
crews
to
convert
lights
in
a
proactive
area
based
approach.
That
project
would
take
about
four
years
to
complete
at
a
total
cost
of
seventeen
point,
six
million
dollars
an
option.
Three
would
result
in
conversion
of
LED
streetlights
with
a
complete
installation
and
upgrade
for
all
lights
to
new
technology.
K
Smart
controllers,
installing
smart
controllers
and
all
of
these
all
of
these
lights
requires
an
additional
twelve
point:
two
million
dollars
for
a
total
cost
of
thirty
point,
two
million
dollars.
I
should
note
that
the
time
frame
for
completing
each
option
would
start
once
project
funding
is
secured
and
as
and
we
recognize
for
several
reasons
that
we
wait
may
want
to
get
started
sooner
than
that
in
order
to
remove
up
the
actual
date
of
complete
conversion.
K
So
one
idea
is
to
consider
identifying
gap,
funding
that
would
initiate
all
the
planning
engineering
procurement
and,
in
some
cases,
conversion
work
ahead
of
securing
that
money.
The
purpose
of
bringing
this
item
to
you
today
is
not
to
say
here
is
the
solution,
but
to
really
get
your
feedback
in
your
thoughts
about
these
options
and
help
us
identify
a
a
approach
to
to
to
complete.
K
And
to
help
us
do
that,
we've
identified
four
objectives
that
the
streetlight
conversion
project
would
would
hopefully
achieve
and
we're
looking
for
your
feedback
on
the
relative
and
individual
importance
of
each
all
asset
as
we
move
through
them
through
the
presentation.
Any
questions
you
consider
these
objectives.
They
include
speeding
up
the
overall
time
of
full
conversion,
reducing
the
cost
of
conversion,
establishing
a
smart
city
foundation
and
minimizing
the
number
of
trips
to
the
street
light
poles.
K
One
of
the
important
things
to
recognize
up
front
is
if
there
is
currently
no
identified
funding
for
LED
conversions.
The
potential
sources
are
not
a
mystery.
They
include
the
general
fund
and
the
capital
improvement
program,
both
of
which
are
challenging
are
challenged
with
many
priorities
and
demands
on
those
limited
funding
sources.
There
is,
of
course,
the
general
obligation
bond
option.
As
you
know,
the
council
exploring
a
bond
bond
measure
that
would
fund
a
variety
of
infrastructure
and
public
safety
needs.
K
Led.
Conversions
could
certainly
be
a
component
of
a
bond
program
that
allows
us
to
achieve
any
option,
including
option
3
with
smart
controllers.
There
are
also
various
other
financing
financing
options
available,
but
all
add
to
the
cost
of
conversion
and
reduce
the
city's
return
on
investment
by
two
to
six
million
dollars
or
more
depending
on
the
terms
for
the
financing.
K
There
are
additional
considerations
that
I
think
we
need
to
consider
things
that
we've
learned
recently
and
that
we've
known
for
some
time,
the
city's
public
street
lights
policy
and
the
adopted
public
street
light
design
guide,
call
for
the
implementation
of
adaptive
lighting
to
make
use
of
advanced
monitoring
and
control
systems.
The
policy
design
guide
also
established
the
practice
of
dimming
streetlights
during
late
night
and
early
morning,
hours
to
further
reduce
energy
consumption
and
protect
the
sky
from
light
pollution.
K
Unfortunately,
the
implementation
and
installation
of
LED
streetlights
with
smart
controllers
increases
the
costs
of
conversion
and
further
diminishes
the
return
on
investment
in
terms
of
cost.
The
cost
of
LED
fixtures
has
dropped
by
about
20
percent.
Since,
since
the
RFP
ended
and
manufacturers
rated
life,
expenses
expectancy
of
the
fixtures
has
increased
from
15
years
to
about
24
years.
This
combination
has
positively
impacted
the
cost
of
conversion
and
the
return
on
investment
in
late
2017.
K
The
city
received
notification
that
new
orders
for
the
low
pressure,
sodium
replacement
lamps
of
fixtures
will
no
longer
be
accepted
after
july
2019
and
the
production
of
these
products
will
cease
in
2020.
We
might
need
to
preorder
and
purchase
in
advance
and
your
replacement
lamps
for
lights,
that
burn
out
and
aren't
planned
for
conversion
to
LED
before
them.
Regarding
our
existing
smart
controller,
the
evolution
of
street
light
controls
and
their
integration
with
future
smart
city
and
Internet
of
Things
applications
is
accelerating,
with
several
promising
products
hitting
the
market.
K
Conversely,
the
city's
current
streetlight
control
system,
while
cutting-edge
at
the
time
of
its
adoption
six
years
ago,
is
technically
outdated
and
should
not
be
expanded
as
part
of
a
future
conversion.
Project
considerations
should
also
be
given
to
upgrade
the
controllers
in
existing
LED
streetlights
as
part
of
a
comprehensive
covers
and
plan.
Lastly,
staff
recently
received
notice
that
PG&E
will
be
terminating
its
LED
of
streetlight
conversion
rate
program
at
end
of
this
year.
No
new
applications
will
be
accepted
after
December
31st
2018.
We
had
previously
anticipated
receiving
about
1.5
million
dollars
in
rebates
for
LED
conversions.
K
So
a
major
consideration
for
converting
to
LED
streetlights
is
the
type
of
controller
that
we
deploy.
There
are
various
options
or
types
of
controllers
from
the
basic,
dumb
controller
that
simply
turns
a
light
on
and
off
as
the
Sun
rises
and
falls
two
very
smart
controllers,
with
high
levels
of
lighting
control
and
IOT
connectivity.
K
What
we
have
now
on
our
non
LED
lights
is
the
basic
dumb
photocell
controller
at
the
bottom
of
that
functionality
scale
our
existing
LED
streetlights
with
smart
controllers.
They
provide
basic
lighting
control
kind
of
that
second
green
dot
on
that
functionality
scale
what
these
controllers
were
able
to
control
our
lights,
remotely
turn
them
on
and
off
program
dimming
and
receive
reports
regarding
their
status
and
their
performance.
The
next
level
up
would
be
enhanced
lighting
controllers
that
increase
the
degree
of
control
over
light.
K
They
allow
for
strobing
color
tuning
and
motion
detection,
and
then
there
is
the
advanced
lighting
controllers
that
provide
enhanced
lighting
control
as
well
as
Smart
City
capabilities
such
as
cameras,
noise,
sensing,
Wi-Fi
and
other
network
connectivity
capabilities.
It
is
these
controllers
that
really
establish
the
foundation
for
a
smart
city
and
IOT
platform.
K
On
that
note,
the
smart
controllers
can
provide
the
connectivity
layer
for
various
IOT
sensor
applications.
Some
examples
include
flood
monitoring,
sensors
or
flashing
lights
for
public
safety
uses
from
for
mobility.
They
can
aid
in
transportation,
data
collection
and
traffic
management,
as
well
as
provide
traffic
and
parking
information
to
the
public.
We
also
have
irrigation
sensors
in
many
of
the
cities,
parks
that
are
not
interconnected
or
on
a
single
management
platform.
Smart
controllers
could
provide
that
connectivity
layer
to
allow
for
better
overall
water
management
and
finally,
there
are
use
cases
for
waste
collection.
K
K
Finally,
let's
look
at
how
these
options
stack
up
against
the
objectives
we
defined
for
our
conversion
project.
The
rating
legend
at
the
bottom
of
the
slide
describes
how
this
rating
systems
work.
This
rating
system
works,
white
or
empty
circle
means
that
the
option
has
the
least
impact
on
the
objective
while
filled
or
black
circles
have
the
greatest
impact.
So
starting
was
speeding
up
the
full
time
of
conversion
option.
K
We
believe
that
there
is
a
cost
savings
associated
with
method
with
this
method.
But
more
importantly,
is
that
we
can
utilize
the
resources
already
allocated
for
maintenance
to
convert
the
non
yield,
LED
lights
rather
than
repairing
them
as
they
burn
out
for
option
one.
That
means
we
would
only
need
nine
million
dollars
in
new
money
for
conversion
option.
Two
will
require
twelve
point:
nine
million
in
new
money,
while
option
three
would
require
twenty
six
point,
four
million
in
new
money,
which
is
why
opsin
option
one
gets
the
nod
here
for
establishing
a
smart
city
foundation.
K
It's
pretty
clear
that
without
smart
controllers,
neither
option
one
or
two
are
the
answer:
option
three
is
clearly
the
choice
and,
lastly,
in
terms
of
reducing
trips
to
the
street,
light
poles
option.
Three
is
the
only
option
that
would
have
us
convert
the
LED
light
and
install
a
smart
controller
at
the
same
time
option
one
options,
one
and
two
would
require
repeat
trips
in
the
future
to
install
those
smart
controllers.
K
So
with
that
moving
forward,
you
know
next
steps
and
where
we
go
from
here,
we
certainly
want
to
incorporate
the
feedback
that
we
received
today
from
the
committee
as
we
zero
in
on
an
option
from
there.
We
need
to
perform
much
more
detailed
analysis
and
exploration
around
the
financing
and
funding
options
and
land
on
a
solution
there.
A
H
You
thank
you
for
the
presentation.
I
have
a
couple
of
questions
as
I'm
thinking
through
this,
the
current
streetlight
controllers
are
getting
technically
outdated,
stuck
in
my
head.
We
did
those
six
years
ago
if
it's
gonna
take
us
four
years
and
we
choose
tech
now,
four
years
to
even
get
it
all
the
way
implemented
under
options,
two
and
three
or
under
option
three
I
guess
if
we
use
the
smart
controllers,
does
that
mean
we
get
two
years
of
useful
life
out
of
those
last
installs?
H
K
Maybe
I
can
start
by
just
describing
what
I
mean
by
technically
outdated
and
what
our
current
controllers
could
do.
Not
do
then
Kipp
can
add
kind
of
on
the
the
risk
of
of
innovation.
So
we
were
the
first
city
across
the
country
to
adopt
a
smart
controller
technology
and
install
smart
sweet
lights
in
our
city.
We
really
push
the
industry
and
doing
that
and-
and
of
course
you
know
that
comes
with
risk,
but
the
controllers
now
still
do
basic
like
functions.
We
can
remotely
turn
them
on
and
off.
We
can
program
dimming.
K
We
can
receive
reporting
on
their
status
and
run
performance
reports,
we're
piloting
with
PG&E
to
use
those
controllers
to
report
energy
usage
for
billing
purposes.
So
there
is
a
value:
they're
working
they're,
not
failing
they're,
not
the
greatest.
We
are
having
you
know,
technical
challenges
with
them.
Occasionally
they
fail
and
we
have
to
figure
it
out
and
fix
them,
but
they're
not
going
to
die
in
the
next
year
or
two
they're
going
to
be
functional.
K
I
think
what
we
realize
is
that
the
the
technical
benefits,
the
lighting
benefits
and
then
probably
most
important
importantly,
the
connectivity
layer
that
new
smart
controllers
offer
is
much
greater
than
where
we
are
today.
The
controllers
we
have
today
will
not
provide
any
functionality
beyond
what
they
do
control
the
light
they
will
not
enable
any
other
connectivity
or
smart
cities
applications.
D
Yes,
councilmember
well,
what
I
would
add
is
there
is
there's
a
bit
of
an
iPhone
problem
with
this
right,
there's
a
loop
and
PI.
Some
of
it
is
just
FOMO
fear
of
missing
out
right.
I've
got
my
my
seven
and
my
ten,
and-
and
you
know
you
you'll-
will
there
will
be
better
things
that
will
come
along
and
we
will
want
those
up
on
poles.
I
think
the
question
is:
if
we
buy
the
seven,
is
it
gonna?
D
So,
for
example,
if
you
pay
attention
to
sensors,
the
price
on
sensors
is
just
plummeting
and
the
ability
of
what
sensors
can
do
at
very
low
cost
is
rapidly
increasing.
We'll
want
to
be
able
to
plug
in
and
plug
out
sensors
as
they
change
in
this
network
and
to
respect
the
privacy
of
our
citizens
and
the
changes
different
needs
of
different
neighborhoods.
We're
not
going
to
want
to
have
the
same
every
sensor
everywhere
in
an
IOT
network
in
every
neighborhood.
D
So
we're
going
to
want
to
be
able
to
have
some
cameras
to
do
surveillance
in
a
crowded,
downtown
area.
We're
going
to
want
to
have
some
analytic
ability
to
look
at
on
and
off
street
parking
in
some
areas.
Just
connectivity
for
the
smart
controllers
in
the
park
Wi-Fi
here
and
something
else
there,
and
so
we're
going
to
need
to
be
able
to
kind
of
plug
and
play
with
these
various
sensors.
D
So
what
we'll
look
for
when
we
put
the
specifications
together
is
to
make
sure
that
the
the
equipment
that
we
get
will
allow
us
to
lock
us
in
at
a
base
at
a
base
Tech,
but
allow
that
that
tech
to
evolve
over
a
reasonable
period
of
time
and
so
we'll
shoot
for
something
that
gives
us
a
10
year,
time
horizon
and
return
on
investment
to
make
sense.
And
yes,
I
absolutely
guarantee
at
the
end
of
that
time,
we'll
have
fear
of
missing
out,
but
our
hope
is
that
that
we
can
get
a
long
enough
run.
H
D
10
years
is
a
little
bit
of
me,
pulling
it
out
of
the
air
I
think
what
we
look
at
is
well
we'll
also
distinguish
between
the
the
LED
itself,
which
is
now
up
to
about
24
years
of
lifespan,
and
that
should
be
able
to
to
stay
through
multiple
sensors,
the
smart
controller
and
connectivity
piece
and
then
any
additional
things
that
get
plugged
in.
So
each
of
those
we
might
have
a
different
life
range
on
them.
The
longest
one
we'd
want
would
be
the
LED
the
next
longest.
H
D
H
K
Current
warranty
on
most
elite
features
is
10
years
and
that's
you
know
full
warranty.
They
don't
warrant
for
provide
a
warranty
for
a
full
24
years,
but
but
in
the
production
process
and
in
the
in
the
manufacturing
of
the
LED
fixtures
themselves,
they
are.
There
are
standards
that
they
follow,
that
that
are
to
a
design
and
performance
standard
of
24
years,
so
they're
they're,
building
to
a
standard
where
they're
predicting
that
life
expectancy
to
reach
that
point
they
won't
warrant
the
product
for
24
years,
they'll
replace
it.
You
know
before
10,
okay,.
H
J
K
Well,
the
current
program
requires
that
the
lights
be
installed,
purchased
installed,
operating
to
receive
the
warranty,
so
it's
probably
virtually
impossible
for
us
to
expect
that
we're
going
to
get
thirty
six
thousand
lights
converted
before
the
end
of
the
year
with
that
said,
there's
always
negotiations
that
we
might
have
with
PG&E
to
see
if
there's
any
flexibility,
what
we
might
do,
but
the
the
what
the
notice
we've
received
from
PG&E
is
that
is
ending
at
the
end
of
the
year.
So.
K
H
Yeah,
so
the
that
factors
in
the
speeding
up
the
time
right,
yeah,
I,
guess
my
my
initial
thought,
since
you
asked
for
for
feedback,
my
initial
thought
is
that
I
think
it's
important
to
do
it
sooner
than
this.
The
seven-year
sort
of
replacement,
as
as
things
burn
out
I,
know,
we've
kind
of
been
doing
that
already,
which
is
which
is
good,
but
my
residents
are
chomping
at
the
bit
for
the
LEDs,
then
when
they
get
them,
some
of
them
have
issues
with
it,
because
it's
it's.
D
D
That's
actually
one
of
the
things
that
we
can
change
with
the
more
advanced
lighting
controls.
You
can
change
the
tone
and
so
that
blue
light
that
keeps
people
up
a
little
bit
or
interferes
with
the
sleep
cycle.
You
can.
You
can
phase
that
out,
just
like
your
iPhone
now.
Does
that
with
you
just
as
an
example,
yeah.
H
And
and
I
think
that's
a
definitely
an
advantage
of
the
controllers,
but
the
controllers
are
so
much
more.
If
we
don't
get
the
general
obligation
bond
money,
I
would
rather
just
get
the
lights
up,
even
if
we
can't
afford
the
controllers
right
now,
because
I
think
I
heard
from
you.
If
we
have
the
LEDs
up,
we
can
put
the
controllers
on
at
any
time
right
correct.
So
we
could
phase
that.
However,
we
wanted
to-
and
you
could
have
the
you
know,
maybe
we
have
a.
H
We
have
a
different
timeline
for
implementation
for
that
and
phase
that
in
over.
However
many
years,
in
addition,
so
that's
kind
of
what
I
was
thinking.
I
do
like
the
fewer
trips
to
poles,
just
because
when,
when
they're
working
on
the
poles,
they
they'll
block
off
part
of
the
street,
and
that
gets
to
be
a
problem.
Then
you
got
to
deal
with
garbage
when
you're
in
the
residential
areas.
H
You
got
to
deal
with
garbage
days
and
kind
of
getting
around
all
that
stuff
at
the
same
time,
but
I
think
we
have
to
think
more
concretely
in
terms
of
dollars
than
prioritizing
that
fewer
trips
that's
hard
for
me
as
an
economist
to
say
that
we
can't
prioritize
the
efficiency
but
I
think
we
got
to
prioritize
the
dollars.
Thank.
I
E
Thanks
I
really
appreciate
the
questions
and
the
answers
here
we
go
back
to
I.
Think
there's
the
first
slide
to
map
the
gaps.
I
mean
I
knew
we
had
a
geographic
basis
for
picking
the
spots
where
we
go
with
the
LEDs
generally
in
the
south
in
the
east
of
our
city,
but
you
got
gaps
of
yellow
in
there
and
then
you've
got
pieces
of
green
in
other
parts
of
the
city.
Could
you
explain
a
little
bit
about
sort
of
the
in
congruous
parts
of
the
map?
Yeah.
K
Yeah
so
one
of
our
kind
of
fundamental
principles
in
belly
commercials
was
safety
and,
and
we
installed
to
the
extent
possible,
LED
lights
on
our
major
arterials,
particularly
those
that
are
part
of
our
safety
priority
corridors
and
vision,
zero.
So
that's
what
you're
seeing
some
of
that
there
saratoga,
probably
Blossom
Hill
other
roads
that
are
where
we've
had
you
know,
traffic
safety
concerns
and
then
and
then
the
additional
thing
was,
you
know
in
feedback
with
PD
was
where
are
we
having
public
safety
concerns
with
crime
and
other
unwanted
activity?
F
E
F
E
K
E
As
we
look
at
the
green,
that's
there
now
just
to
understand
sort
of
how
dumb
or
smart
those
controllers
are.
You
describe
the
functionality
I
think
pretty
welcome.
You
have
the
mindset
that
if
we
go
for
option
3
store
the
full
monty,
does
that
actually
get
us
to
go
back
and
make
all
those
controller
smart?
It
does
all.
K
E
We
were
having
these
conversations
and
negotiations
with
companies
about
the
value
exchange
of
LEDs
and
what
free
stuff
we
could
get,
and
all
that
you
said
cap
was
that
we
consistently
found
they
were
sort
of
tripling
the
cost
or
the
value
that
we
had
estimated.
So
my
question
would
be:
are
we
sure
that
we
have
our
value
exchange
right?
E
K
So
we've
estimated
the
cost
of
converting
a
light
with
a
smart
controller
around
$500.
That's
you
know
rough
numbers,
that's
what
we've
built
into
our
model.
We
think
that's
pretty
conservative
and
we're
seeing
companies
when
they're
talking
about
the
value
of
converting
an
LED
light
as
part
of
a
telco
project.
You.
A
K
Some
cases
3
times
higher
than
that
we
think
that's
way
out
of
line
some
would
say
if
they
compare
our
cost
to
it.
Maybe
other
cities
are
doing
that.
Maybe
we're
high
I
think
we're
just
being
realistic
and
conservative
in
our
budgeting
and
feel
like
$500
is
a
pretty
pretty
good
estimate.
Yeah.
Okay,.
E
With
it,
ok,
so
then,
this
question
about
modular
approach,
kiff
that
you
raised
I,
wanted
to
know.
If
we
could
take
it
one
step
back.
I
know,
there's
a
lot
of
labor
cost.
Obviously,
in
going
up
and
down
a
pole
and
you'd
like
to
touch
the
pole
once
not
multiple
times,
but
had
we
considered
the
possibility
that
we
go
with
the
Chevy
option
of
simply
doing
the
conversion
in
the
hope
that
there
are
some
technology,
a
modular
technology.
Essentially
that
enables
us
to
convert
it
done
to
a
smart
controller.
D
Yeah
that
that
is
possible
and
in
essence
in
some
ways,
option
option
one
or
two
or
both
of
those
which
is
go
ahead
and
and
move
forward
with
the
conversion,
not
necessarily
saying
never
go
to
a
smart
city
platform
but
but
decouple
the
conversion
of
the
LEDs
from
on
the
platform.
There's
a
bit
of
redundant
and
duplicate
cost
sure.
But
you
know
a
photocell
is-is-is
manat,
even
pennies
anymore
and
wiring,
that
into
a
light,
is
beyond
trivial.
So
a
light
that
turns
itself
on
and
off
with
with
certain
light
levels.
E
I'm
just
guessing,
if
any
I'm
just
wondering
if
any
companies
have
figured
out
how
you
could
essentially
set
up
set
yourself
up
for
that
sort
of
modular
conversion
by
enabling
that
technology
be
installed
without
having
to
climb
the
pole.
The
second
time,
in
other
words,
put
the
light
up.
You
put
some
fixtures
that
are
ready
to
plug
into
I'm,
not
sure
this
may
be
more
cost
more
trouble
than
it's
worth,
and
then
somebody
can
walk
to
the
base
of
the
pole
and
install
whatever
is
necessary
to
really
make
it
smart,
yeah.
D
Part
of
the
advantage
of
the
height
of
the
pole
and
putting
the
stuff
up
top
is
a
combat
is
actually
this
combination
of
safety
and
the
perspective
that
you
get
so
from
a
safety
standpoint.
It's
really
hard
for
somebody
to
screw
with
something
to
that.
Is
that
far
up
right
and
then
from
a
sensors
perspective,
if
I,
if
I
am
looking
or
I,
am
I'm
trying
to
be
connected,
it's
much
better
to
be
high.
D
K
Just
mr.
mayor
I
think
everybody
understand
this,
but
just
in
case
they
don't,
they
are
fairly
module.
I
mean
we're
talking
about
a
little
plug
in
cap,
so
it
does
require
you
go
up
to
the
delight
with
a
with
some
sort
of
boom
truck,
but
it
literally
is
on
you
know,
one
twist
of
taking
something
off
and
a
twist
of
another
thing,
and
you've
got
a
smart
capability
that.
E
K
D
I
think
the
thing
that's
changed,
though,
is
that
you
know
to
a
certain
extent.
We
no
longer
have
a
choice
right,
so
we've
the
technology
that
we've
been
relying
on
while
highly
efficient
and
effective
at
delivering
service,
simply
will
not
exist
anymore
and
so
I
think
part
of
the
advantage
of
where
we
are
they're,
not
necessarily
in
a
particularly
helpful
way
is
that
we're
gonna
have
to
do
this
at
some
point
anyway.
Now
this
is
no
longer
do
we
want
to
it's
when
we
will
yeah.
K
E
E
E
We'll
take
it
that's
all
great
and
and
here's
another
question
which
will
not
help
us
answer
the
question
you're
trying
to
get
at,
but
I'm
just
kind
of
curious
I
there
with
really
smart
controllers
and
everything
else,
you're
and
dimming,
and
all
that
is
your
opportunity
for
color
and
creativity.
So
you
can
have
blue
lights
when
they're
garage
sales
and
disco
lights.
When
there's
a
block
party
and
things
like
that,
yeah.
D
You
absolutely
can
a
white
LED
is
actually
composed
of
three
different
three
different
colors
within
it,
and
so
basically
the
old
school
was
just
to
turn
them
all
at
equal
power
levels.
You
can
control
the
power
level
going
into
each
led
and
that
can
give
you
the
absolute
full
color
palette
of
light
that
you
can
program
and
synchronize
with
music.
If
you
want
to
the
technology
we
saw
in
sonic.
Runway
is
basic
standard,
LED
technology,
and
why
I,
don't
necessarily
think
people
are
going
to
want
sonic
street
walks?
D
E
Know
they
may
not
be
groovy
enough
for
thirty
million
dollars,
but
it's
it's.
It's
pretty
cool,
so
you
know.
I
certainly
would
like
to
see
how
we
can
get
all
the
way
to
option.
Three
I
know
we're
in
ongoing
conversation
in
the
next
few
weeks
about
what
we
might
do
with
the
capital
bond
measure,
and
this
certainly
seems
to
be
relevant
to
a
whole
lot
of
things.
We're
trying
to
accomplish
around
improving
public
safety,
because
I
can
tell
you
as
a
DA.
E
You
know
witness
identifications
were
a
whole
lot
better
when
we
had
when
we
had
white
light
rather
than
yellow
light
and
people
feel
a
lot
safer
and
there
are
neighborhoods
because
they
can
actually
see
what's
going
on
and
you
know
on
and
on,
and
it
certainly
you
know,
will
save
us
money
in
the
long
run.
So
there's
a
lot
of
reasons
why
we
could
justify
to
voters
and
our
residents,
who
might
be
paying
for
these
bonds.
Why?
D
Mr.
mayor,
just
back
on
the
colored
lighting,
I
get
a
little
excited
about
the
disco
possibilities,
but
more
pragmatically.
Some
of
the
use
cases
around
this
are
to
create
in
emergency
situations,
to
be
clear
on
where
evacuation
paths
are
where
hazards
areas
aren't
where
homes
that
maybe
haven't
been
checked
are
I
need
to
be
examined.
Blinky
in
colors
green,
it's
good
get
follow
the
green
lights
out
of
the
city.
That
kind
of
thing
becomes
possible.
D
E
Yes,
I
agree:
I
was
just
thinking
you
know
top
my
head.
If
you
know,
if
you
could
identify
where
people
with
physical
disabilities
live
in
flood
prone
areas,
for
example,
and
you
had
lights
that
would
go
on
at
that
moment-
boy,
wouldn't
that
be
fantastic,
so
we
could
get
in
there
and
help
them
anyway.
Thank
You
Kip
appreciate.
L
L
Today
you
could
dim
the
lights
and
change
the
colors
tomorrow,
as,
as
we
talked
about
I
guess
before
I
got
here,
you
may
be
able
to
make
phone
calls
from
the
same
controller
and
have
cameras
hooked
up
to
it
and
and
and
so
I'm
a
little
hesitant
of
buying
in
and
I
and
I
think
council
member
Davis.
Actually
it
didn't
happen
six
years
ago
it
was
only
three
years
ago
when
this
thing
passed,
so
the
technologies
become
obsolete
in
half
the
time
you
thought
it
did,
and
so
that's
why
I
that's
why
I
hesitate.
L
I
remember
it
was
the
greatest
thing
since
sliced
bread,
but
I
actually
mainly
mainly
voted
for
that
because
we
were
changing
our
air
conditioning
systems
and
we
were
gonna,
get
a
lot
better
deal
on
energy
saving,
some
of
our
obsolete
air
conditioners
and
heaters.
That's
where
I
thought
we
were
gonna
save
money
on
on
that
program.
D
We've
definitely
looked
at
the
potential
within
the
telco
negotiations
and
the
telco
work
of
adding
the
smart
city
piece
in
something
we're
very
intentional
about
bottom
line.
I,
don't
think
it
gets
us
everything
that
we
would
want
or
gets
us
all
the
way
across
the
board,
but
they're
definitely
things
that
eighteen,
T,
V,
Verizon
and
other
of
the
telecommunications
players
could
provide
as
they're
doing
their
work
on
small
cells
that
enhance
our
ability
to
to
both
convert
the
LEDs
as
we
go,
and
also
to
build
some
of
that
smart
city
layer.
D
Part
of
the
part
of
the
complexity
of
this,
though,
is
in
order
for
it
to
meet
its
objectives.
We
need
some
consistency
or
we
need
some
connectivity
across
the
city
that
allows
us
to
be
able
to
not
have
to
say
oh
well,
I
can
do
some
stuff
here,
but
I
can't
do
some
stuff
here,
but
the
the
bottom
line
answer
is.
D
We
think
there
is
potential
there
and
in
future
agreements,
as
we
conclude
them
with
the
telcos,
will
break
if
we've
been
able
to
find
that
kind
of
value
trading,
we'll
bring
that
back
for
your
consideration.
So
we
think
that
that
might
reduce
some
of
these
needs.
We
don't
think
it'll
cover
a
hundred
percent
of
them,
yeah.
L
Yeah
well,
I'm
glad
we're
thinking
along
the
same
lines,
good
to
know
that
I
actually
think
a
little
long,
the
same
Long's
that
you
do
that
you're!
So
far
ahead
of
us.
It's
not.
L
L
L
K
Question
so
I
did
I
did
touch
on
that,
but
not
very
clearly.
So
this
is
the
total
cost
of
conversion
uh-huh,
when
we
factor
in
the
fact
that
we
in
in
this
deployment
model,
where
we're
using
in-house
maintenance,
crews
to
replace
burned-out
lights
with
LED
fixtures,
we're
already
paying
for
that
cost,
they'd
either
repair
the
light
or
they'd
replace
it.
Yes,
that
comes
with
additional
customers
have
to
buy
fixtures
and
it
takes
a
little
longer.
K
But
when
you
factor
in
those
costs
that
we
that
we're
already
paying
for
now,
we
see
a
reduction
in
the
total
amount
of
money
for
each
of
these
options.
So
the
sixteen
point-
five
million-
goes
down
to
nine
million
dollars
of
new
money
we
need
so
we
already
are
investing
seven
and
a
half
million
over
that
seven
year
period
of
conversion
for
our
maintenance
crews
to
our
peril
I'ts.
So
it's
a
repairing
lights.
They
were
they,
they
they
replace
lights
and
we
do
it
at
a
cost
of
9
million
for
option
2.
K
L
I
think
well,
in
my
opinion,
I
think
we
should
go
down
option
two
until
and
then
you
know
until
we
can
for
sure
say
that
a
bond
measure
passed
or
not
I,
don't
see
us
I,
don't
see
a
reason
for
us
actually
going
down
to
option
number
three
again.
This
is
just
my
opinion,
but
unless
we
had
either
a
whole
lot
of
extra
money
which
next
year
we
have
a
fifteen
point,
five
million
deficit
or
or
we
pass
a
bond
measure
which
could
or
may
not
happen
in
November.
L
So
that
is
my
that's
the
way
I
would
lean
and
I
yeah
I
know
that
the
that
this
is
a
tough
decision
to
have
but
I
I
I
was
here
when
we
made
those
original
of
recommendations,
and
even
at
that
time,
other
manufacturers
were
coming
to
us
saying
I
got
something
better,
and
so
in
any
case,
that's
my
that's.
That
would
be
my
direction.
Thank
you.
A
D
So
the
industry
that's
fully
mature,
is
the
LED
lighting
technology
itself
and
the
basic
head.
The
smarting
controllers
is
smart
controllers,
as,
as
kevin
indicated,
are
getting
more
standardized
in
terms
of
some
of
the
modularity
and
is
a
more
mature
market.
I
think
I
would
be
overstepping
to
say
it's
fully
mature,
it's
still
evolving
pretty
rapidly,
so
there
isn't
a
set
of
standards
as
such
and
and
part
of
what
we
understand
is
again.
D
It
continues
to
be
a
very
heterogeneous
environment
in
terms
of
both
how
you
do
the
connectivity
and
what
software
that
use
and
how
they
get
that
back
into
it
back
and
forth
between
the
streetlights
and
a
data
center.
So
that's
part
of
where,
in
our
IOT
strategy
and
I'll,
let
kiss
should
weigh
in
on
this.
If
you'd,
like
part
of
what
we're
trying
to
determine
would
be
what
would
be
the
right
standards
for
us?
D
What
is
it
that
we
will
want
to
make
sure
around
and
and
basically
the
the
strong
recommendation
is
that
we
want
to
pay
a
lot
of
attention
to
open
standards
where
there
are
standards
to
interoperability
in
any
system
that
we
use
and
to
this
notion
of
platform.
That
doesn't
necessarily
mean
there's
going
to
be
one
platform
where
everything
goes,
but
that
it
takes
into
account
the
ability
to
add
these
together.
D
So
our
thought
is,
if
we
were
to
put
out
an
RFP
today,
for
example,
for
controllers
we'd,
be
biased
toward
things
that
used
open
standards,
we'd
be
biased
toward
devices
that
allowed
the
opéra
interoperability
and
the
modularity
and
we'd
be
biased
toward
something
it
could
deliver
a
platform
that
would
grow
over
time.
So
that's
how
we
would
deal
with
the
fact
that
it
is
maturing,
but
will
continue
to
change
and
stay
heterogeneous.
Okay,.
B
D
B
Is
there
perhaps
an
option
for
wherein
it's
kind
of
a
half
step
between
often
two
and
three,
because
the
things
that
we
might
want
to
do
like
do
a
citywide
tribute
to
Prince?
Oh,
they
have
left,
never
mind
like
Super
Bowl.
We
that's,
they
turned
all
their
lights
purple
or
you
know
what
have
a
disco
or
something
like
that
or
for
safety
issues
for
flooding
and
evacuation.
You
know
even
on
a
plane
when
they
say,
like
you
know,
please
follow
the
lights.
It's
not
all.
The
lights
turn
green
to
fall.
B
K
So
that
becomes
a
little
challenging
in
that
a
lot
in
a
lot
of
these
cases.
That
case
you
for
Kipp
can
answer
this
technically,
but
the
the
lights
themselves.
The
controllers
require
some
kind
of
networking
with
each
other,
so
so
they
need
to
be
in
certain
proximity
to
create
the
kind
of
a
network
strength
that
they
need
to
communicate
kind
of
jump
signal
from
one
pole
to
the
next,
so
the
degree
that
these
things
can
be
spread
out.
K
It's
unclear
to
me
to
the
extent
that
that's
possible
what
I've
seen
thus
far
is
that
there
does
need
to
be
some
close
proximity
among
the
different
units
to
maintain
that
connectivity
other
than
that.
That
certainly
is
an
option.
You
know
doing
doing
smart
controllers
in
smaller
areas
in
certain
areas
rather
than
others,
for
whatever
reason
that's
an
option.
K
I
did
I
did
describe
that.
We
have
thirty,
six
thousand
or
thirty,
six
700
lights.
That
still
are
to
be
converted,
and
we
have
26,000
that
have
been
converted
that
that
30
million
dollar
cost
is
to
upgrade
all
of
those
controllers.
We
could
just
do
the
new
lights
and
leave
the
old
ones
as
they
are
and
say
you
know:
5
million
dollars
from
that
price
tag.
So
there
there
are
different
options
of
weakens.
Consider
there
but
I,
don't
know
if
Keysha
por
Kip
have
a
comment
on
the
technical
capability
of
that
yeah.
D
So,
typically,
if
you
look
at
the
the
controllers,
just
as
Kevin
was
describing,
they
they
use
often
what's
called
a
mesh
network,
and
the
mesh
network
relies
on
the
nodes.
In
this
case,
the
smart
controller
becomes
a
node
to
do
relatively
short
hops
and
to
act
as
repeaters
a
repeater
amplifying
the
signal
so
essentially
you're
creating
a
mesh
like
a
net
of
a
network
between
the
nodes
themselves.
You
don't
have
a
single
thing
broadcasting
out
and
connecting
everything.
D
So
the
proximity
and
the
ability
to
to
amplify
the
hops
I'm
sure
you
could
skip
a
streetlight
here
or
there,
but
there's
a
limit
to
what
you
can
do
with
a
and
still
maintain
the
mesh
network.
The,
but
the
larger
point
that
you're,
making
I
think
is
quite
valid,
which
is
one,
could
pick
any
geographic
area
and
go
go
all
in
on
rather
than
you
don't
have
to
do
this
at
the
at
the
city
wide
scale.
D
So,
for
example,
we
could
say:
okay,
we're
gonna,
make
this
the
smart
cities
district
and
we're
going
to
test
all
of
this
stuff
out
and
and
do
it
at
scale.
And
then,
when
we're
ready,
we
can
deploy
across
the
rest
of
the
city,
for
example,
or
we
can
see
what
we
can
do
with
as
you've
suggested,
using
a
combination
of
the
dum-dum
streetlights.
If
you
will
in
the
smart
streetlights
and
see
if
we
can
make
that
work,
so
those
are
all
possible
option
fours
or
option
3,
AIDS
or
3
B's.
If
you
will.
B
B
So
if
we
can
figure
out
like
what
exactly
you
want
to
do,
achieve
those
outcomes
of
safety
lighting
and
then
being
able
to
help
people
sleep
by
not
write
to
overly
bright
lights,
it
doesn't
matter
to
me
if,
like
in
five
years,
you
know
you
can
teleport
with
the
streetlight,
because
that's
not
what
our
goal
is
right
and
if
we
can
still
do
the
things
that
we
want
to
do,
I
think
even
this
is
outdated
technology.
So
long
as
it's
serving
us.
Well
then
I'm!
Okay,
with
that,
you
know,
I
have
an
iPhone.
B
6
I
can't
take
photos
in
portrait
mode
or
whatever,
but
that's
fine,
because
I
mainly
call
and
just
get
on
the
internet
with
my
phone
and
tweet.
So
it
meets
my
mind,
necessary
desires,
so
I'm,
not
too
afraid
of
FOMO,
but
I
do
think
we're
in
a
kind
of
a
unique
time
in
San
Jose,
where
we
have
Google
coming
down.
We
have
the
high
speed,
no
train
station
about
to
come
online
TopGolf.
B
You
know
all
sorts
of
things
happening
in
San
Jose,
and
you
know
this
getting
a
citywide
network
of
smart,
streetlights
I
think
would
be
a
nice
like
cherry
on
top
to
create
this,
the
Smart
City,
and
encourage
this.
This
notion
of
clustering,
we're
at
MIT,
where
we
make
San
Jose
the
place
where
high
tech
companies
want
to
be
because
they're
there
they
want
to
associate
with
the
brand
of
you
know:
San
Jose,
being
the
capitol
of
Silicon
Valley
being
the
smart
City,
the
most
innovative
city.
B
You
know
in
the
nation,
whatever
you
want
to
brand
ourselves
as
and
getting
that
kind
of
great
matter
to
San,
Jose
and
I
think
having
a
citywide,
not
just
district-wide,
but
specific
district
with
citywide
polls
like
that
I
think
would
behoove
us.
You
know
overall
and
to
the
extent
that
we
can't
attract
that
clustering
with
Google
and
with
you
know,
bloom
energy
and
with
whatever
else
is
coming
in.
B
That
will
generate
the
revenues
that
we
need
to
maintain
these
and
and
hopefully
do
other
things
so
I
think
there's
value
in
just
going
all
in
on
some
great
concept
and
not
worrying
about
you
know.
We'll
be
left
out
of
future
technology
so
long
as
we
clearly
know
what
we
want
to
achieve
and
stop
there
and
not
overextend
ourselves.
So
that's
that's
my
contribution
and
one
last
thing:
I.
Think
in
some
cities,
like
let's
say,
San
Diego,
they
have
like
the
Gaslamp
District.
B
Certain
areas
that
are
cool
with
their
lamps
with
the
LEDs
I
would
just
put
it
out
there
that
we
should
have
downtown
or
some
special
place
in
the
city
of
Willow
Glen
North
San
Jose
have
these
kind
of
something
playful
with
LED
lights,
so
it
becomes
something
of
an
attraction
to
so
it's
not
just
your
standard
light,
your
pathway,
but
you
know
something
cool
about
it.
You
know
like
a
Bellagio
water,
fountain
type
thing
like
display
at
night.
You
know
once
on
the
hour
on
the
weekends
or
something.
So
that's
just
that's
just
me.
E
I
am
I
know
that
the
the
use
cases
are
difficult
to
anticipate.
We
think
we've
got
a
couple
that
are
pretty
substantial,
I
know,
there's
we
talk
about,
for
example,
irrigation
in
the
parks
and
how
you
could
save
water
and
money
and
I
know,
there's
some
some
public
safety
as
well.
So
if
we
were
to
just
confine
ourselves
to
the
know,
the
known
use
cases
where
we
think
there's
really
impact
you
know
building
on,
I
think
the
good
idea
of
council
remember'd
yeah
rather
than
you
know.
E
D
Absolutely
as
long
as
as
long
as
the
the
mesh
network
itself
has
the
integrity,
you
can
have
two
three
four
five,
twenty
two
mesh
networks
that
are
that
are
not
connected
to
each
other.
That
can
be
blotchy
if
you
will
all
over
the
city
right,
there's
some
complexity
with
that
in
terms
of
dealing
with
it.
But
it's
it's!
It's
potentially,
it's
quite
possible.
Okay,.
E
That's
helpful
kit
because
you
know
I've
heard
from
from
folks
on
our
team
that
you
know
the
ROI
on
options.
Three
is
pretty
substantial
and
that
may
be
something
we're
not
really
hearing
folding
on
the
count
on
the
committee
about
what
the
benefits
are
really
to
our
bottom
line
about
some
of
these
applications,
where
we've
got
a
use
case
that
we
know
we
can
convert
I,
don't
know
if
you
want
to
speak
to
that
at
all.
Okay,
I.
D
D
The
back
of
your
car
I
can
know,
without
necessarily
even
having
a
picture
of
somebody.
Whether
there's
a
car
there
or
not
and
I,
can
connect
that
in
and
manage
and
monitor
on
street
parking
and
provide
more
efficient
information
directly
through
ways
or
Google
Maps
to
exactly
where
the
parking
spaces
are.
I
can
integrate
this
potentially
in
with
surveillance
in
areas
that
are
crime,
hotspots
or
issues
and
make
sure
that
I've
got
cameras
that
are
able
to
detect
or
react
to
situations
that
are
problematic.
D
I
can
do
all
of
that
with
the
street
lighting
as
the
base
and
I
could
do
it
just
along
that
strip.
That's
the
the
business
district
and
the
park
and
I
could
also
potentially
provide
Wi-Fi
connectivity
along
that
business
district
and
in
that
park,
so
that
you're
connected
without
needing
to
go
in
an
inch
into.
If
you
will
the
residential
area
so.
D
You
know
just
reacting
off
the
top
of
the
cuff
here,
which
is
always
a
little
dangerous.
My
inclination
is
that
that's
actually
a
very
powerful
way
to
do.
The
work
is
to
is
to
do
our
strategic
mapping
of
where
we
think
the
use
cases
are
pick
some
places
where
we
have
multiple
use
cases
and
we
think
there's
a
real
value
to
the
technology
deploy
at
a
reasonable
enough
scale,
so
that
it's
it's
really
beyond
the
micro
pilot.
D
My
sense
is
both
for
functionality
and
for
privacy
concerns
we're
not
going
to
want
to
deploy
all
sensors
in
all
areas
of
the
city
right,
so
it's
gonna,
be
business
districts
and
places
with
like
parks
and
places
where
a
lot
of
people
gather
or
other
interfaces
like
that
that
most
of
the
functionality
is
and
I
think
we
can
learn
a
lot
very
quickly
and
make
a
lot
of
decisions
without
me
having
to
be
in
a
hundred
percent
of
the
city.
Okay,.
E
A
You
mayor
I
just
have
a
couple
of
quick
questions.
First
of
all,
I
concur.
I
think
that
councilmember
Deb.
That
was
a
great
idea
in
terms
of
having
a
focus
area
where
we
deploy
those
devices.
I
just
want
to
kind
of
go
back
a
little
bit.
Can
you
help
me
understand
what
the
compelling
reasons
are
for
having
a
faster
timeline
to
deploy
the
LEDs
I
know
the
mayor
mentioned
safety,
more
lighting
for
safety
reasons.
Are
there
any
other
compelling
reasons
that
we're
moving?
The
time?
Might
wanna
move
the
timeline
from
seven
years
to
four
years?
A
K
I
think
one
of
the
obvious
benefits
is
we
get
energy
savings
sooner,
so
the
quicker
we
convert,
the
the
quicker
that
we
start
earning
or
saving
money
on
energy.
Secondly,
is
I
think,
as
many
pointed
out,
LEDs
are
desirable.
Light
people
want
their
neighborhoods,
convert
it
to
LED,
it's
safer.
It's
it's
a
number
of
things.
So
just
getting
that
done
quicker.
It's
something
that
residents
I
think
would
appreciate.
Those
are
the
two
things
that
come
to
my
mind
because.
A
K
A
K
So
so
yeah
and
I
apologize
for
that
message.
Coming
across
the
point
being
made,
the
point
was
being
made
that
there
that
we
are
not
achieving
energy
savings,
like
other
agencies,
where
the
energy
savings
itself
is
able
to
pay
for
the
conversion
that
there's
a
return
and
a
reinvestment
of
that
money
that
pays
for
the
conversions.
We
unfortunately
aren't
in
that
in
that
position
and
we'll
need
to
find
some
funding
to
get
this
done,
but
as
I'm
looking
at
kind
of
energy
savings
cost
once
converted
we're
in
the.
D
The
other
thing
in
terms
of
speed
and
to
put
some
numbers
to
the
kind
of
scenarios
that
I
described
I'm
you
know
I'm
reluctant
to
to
sort
of
sketch
out
what
it
would
be
for
San
Jose,
but
San
Diego
is
estimating
20
to
30
million
dollars
in
operating
expense
and
capital
expense,
cost
avoidance
with
their
LED
smart
I,
o
T
deployment.
So
we
haven't
run
the
numbers
for
San,
Jose
and
I
tend
to
be
very,
very
conservative
in
my
economic
analysis.
D
So
when
I
did
the
economic
analysis
of
the
ballpark,
it
was
some
of
the
lower
numbers
that
they'd,
seen
and
I
would
expect.
We
take
assembly
appropriately
conservative
approach
to
our
numbers
here,
but
our
expectation
is
that
part
of
the
reason
to
move
faster
is
there
are
significant
efficiencies
to
be
gained
in
core
services
that
we
already
provide
and,
and
our
best
example
of
that
is,
of
course,
the
irrigation.
We
know
this
technology
works
and
can
both
lower
the
cost
of
water
and
provide
better
fields.
So
why
wouldn't
we
get
the
connectivity
out?
D
There
quicker
is
sort
of
some
of
some
of
the
reason
to
move
with
speed.
That
being
said,
the
balances
you
don't
want
to
bet
on
the
wrong
technology,
and
you
don't
want
to
lock
yourself
in
to
pick
your
favourite
archaic
technology
that
was
outmoded
and
in
the
year
and
a
half.
But
we
do
believe
again
that
the
market
is
mature
enough
and
we've
got
enough
expertise
that
we
could
go
out
to
bid
and
make
a
procurement
that
would
balance
our
needs
to
move
rapidly
with
our
desire
to
stay
relevant
over
the
longer
haul.
Actually,.
A
A
Thank
you
for
being
one
step
ahead
of
me
and
number
two
does
jump
out
at
me,
because
there
is
a
significant
cost.
We
don't
haven't
identified
where
that
money's
going
to
come
from
and
I
definitely
see
the
benefit
of
deploying
LEDs.
You
know
for
all
the
reasons
that
were
stated,
but
if
I
had
to
rank
that,
you
know
from
you
know
the
list
of
requests
or
desires
that
my
residents
have.
It
would
probably
be
five
or
six,
you
know
below.
You
know,
fixing
the
roads
and
public
safety
and
other
things.
A
K
We
spend
about
a
quarter
million
dollars
a
year,
just
on
bolts,
just
purchasing
lamps
to
replace
the
lamps
when
they
burn
out.
We
have
two
maintenance
workers
that
that's
their
job
is
replacing
lamps.
We
have
two
electricians
that
replace
and
repair
fixtures
as
they
fell
and
other
problems
with
the
streetlight
itself
at
a
cost
of
about
you
know
whatever
that
over
you
know
three
quarters
of
a
million
dollars
a
year
or
something
I,
don't
not
doing
the
math
this
quickly.
K
But
you
know
over
the
over
that
seven-year
conversion
period
for
option
one
at
a
cost
of
nine
because
of
seven
point:
five
million
dollars.
So
over
a
million
a
year
that
we
spend
in
those
activities
to
repair
our
failed
streetlights.
But
so
the
idea
is
instead
of
doing
that,
we
convert
the
lights.
We
would
need
additional
money
to
purchase
the
the
more
expensive
fixtures
rather
than
just
bulbs,
but
we
already
are
having
that
expending
that
cost
for
maintenance
and
repair.
Okay,.
A
A
K
A
K
Yes
or
no
so
so,
installing
the
light
converting
the
light
installing
the
smart
control
or
it
could
be
done
by
a
single
person,
there
is
always
a
configuration
and
setup
tasks
associated
with
the
smart
controllers.
So
you
know
configuring
the
network
making
sure
that
the
the
system
is
online.
We
could
communicate
with
a
smart
controller.
Typically,
we
have
a
few
people
in
our
electrical
shop
who
are
experts
at
that?
They
know
the
system
well,
they're,
not
the
guys
that
are
out
there
replacing
the
light
and
and
the
controller
per
se.
K
A
For
the
26,000
that
were
already
installed
was
that
done
in-house
or
I
an
outside
contract.
K
We
had
an
outside
contractor,
do
it,
but
our
house
staff
were
intimately
involved
in
the
network.
Configuration
set
up
an
installation
up
front,
so
the
contractors
did
the
physical
conversion
of
the
light
and
the
installation
of
the
smart
controllers.
And
then
our
crews
were
involved
in
the
network
setup
and
configuration.
K
D
K
D
D
So
the
difficulty
I
need
to
there's
no
difficulty
with
doing
age
section
of
an
area
with
smart
controllers,
but
if
I'm,
just
replacing
the
existing
ones,
with
the
smart
controllers,
depending
on
the
connectivity
and
depending
on
how
they're
wired
I
actually
may
not
get
the
functionality
out
of
them
until
and
unless
I
have
the
rest
of
the
streetlights
in
a
certain
area
replaced.
There
are
some
types
of
connectivity
like
LTE
that
are
not
dependent
on
the
mesh
network,
but
those
are
more
expensive
and,
at
this
point,
significantly
more
expensive
than
a
mesh
network.
D
J
J
Is
that
once
you
start
doing
that,
you
don't
share
that
with
the
public
and
I'm
getting
a
little
tired
of
that
and
I
know
that
this
is
exactly
what
this
accountability
would.
Tech
surveillance
ordinance
is
about
for
you
and
what
you
want
to
work
on,
but
just
to
remind
you-
and
you
know,
nice-guy
terms
that
this
is
a
stuff
you
need
to
share
with
the
public,
and
you
know
I
sound,
like
a
fool
when
I
talk
about
it,
but
it's
that
easy.
J
But
yet
it's
that
difficult
and
it's
that
you
know
difficult
of
a
bridge
to
cross
sometimes
and
I.
Just
hope.
You
can
learn
the
lessons
here
and
learn
how
to
pass
these
little
projects
on
to
the
public
and
keep
small
ways
in
just
small,
simple
ways.
You
know
that's
all
I'm
asking
at
this
time
and
if
you
can't
work
on
the
open
meeting
process
for
these,
the
ordinance,
this
tecnique
tech
ordinance,
can
you
at
least
work
on
how
to
make
IOT
tech
projects
available
in
this
coming
three
months.
Thank
you.
C
Good
afternoon,
thank
you,
dr.
Burks
and
americium
of
researcher
and
the
education
chair
of
the
San
Jose
Silicon
Valley
n-double-a-cp.
It
sounds
like
this
is
a
done
deal.
The
led
thing
so
I'll
just
express
some
of
the
critical
questions
and
concerns
I
usually
come
with.
When
is
I
found
an
article
to
the
American
Medical
Association,
warns
of
health
and
safety
problems
from
white
LED
streetlights
I'm
sure
that
the
planning
team
is
aware
of
it
already
and
they've
have
a
guidelines,
official
policy
statement
that
was
adopted
unanimously
in
2016.
C
One
of
the
concerns
is
that
blue
light
scatters
more
in
the
human
eye
than
the
longer
wavelength
of,
yellow
and
red
and
sufficient
levels
can
damage
the
retina.
This
can
cause
problems
seeing
clearly
for
safe
driving
or
walking
at
night.
So
I'd
like
to
know
if
the
deployment
of
these
LED
lights
in
San
Jose
abide
by
the
guidelines
of
the
American
Medical
Association
or
not.
If
there
are
different
color
temperatures,
how
the
public
can
be
aware
of
the
color
temperature
within
each
of
the
neighborhoods,
if
that
differs
by
the
different
technology,
that's
just
been
proposed.
C
Also,
with
the
cameras
have
the
kind
of
resolution
that
would
provide
for
facial
recognition,
the
ACLU
has
brought
national
exposure
to
the
racial
bias
and
facial
recognition,
software
and
technology.
That's
an
issue,
that's
a
very
serious
concern
to
our
communities
and
then
finally,
I
have
a
question
about
smart
polls.
If
that's
connected
to
some
of
this
led
work,
there
is
a
large
smartphone
right
outside
of
our
Administration
Building
at
San.
Jose
State
looks
to
be
maybe
about
30
to
40
feet
away
from
the
the
building.
It's
very
tall
very
wide
and
there's
a
warning
sign.
C
You
know
the
toxicity
warning
it's
about
20
feet
above
ground.
You
cannot
see
it
from
a
length.
You
take
snap,
a
picture
at
it
and
you
try
to
expand
it.
You
can't
see
the
writing.
That
does
no
good
for
anyone
wanting
to
know
what's
the
actual
warning
about.
So
if
those
kinds
of
health
and
safety
considerations
could
be
taken
seriously,
I
think
it
would
be
a
really
good
thing
for
the
public.
Again,
the
advisory
committee
has
only
technology
people.
Folks
from
the
tech
industry.
C
A
A
J
A
Options:
okay,
that
involve
advanced
light
control;
in
other
words,
are
we
having
the
potential
ability
of
mounting
cameras
and
other
devices?
My
question
is
okay.
We
were
following
minimally
acceptable
terms
to
apply
this
minimally
acceptable
term
was
or
is
okay.
In
the
memo
written
by
the
mayor
on
June
12
2017,
in
the
context
of
the
pilot
program
for
smart
streetlights,
the
term
reads:
no
cameras
will
be
deployed
on
any
Street
spot
at
capture,
video
of
anything
other
than
vehicular
traffic
and
to
a
privacy
policy
has
been
vetted
publicly
and
agreed
to
by
council.
A
H
Good
afternoon,
members
of
the
committee
I'm
Emily
Douglas
from
ng
services
and
we've
been
proud
to
be
the
city's
energy
partner
since
2013.
So
we
were
the
ESCO
mentioned
in
the
staff
report.
You've
been
discussing,
I
had
a
different
logo
on
my
business
card
at
that
point,
but
we
have
the
same
team
still
based
here
in
San
Jose
in
the
same
contract
we're
working
with
city
staff.
On
as
the
memo
mentioned,
we
did
about
18,000
lights
in
2014
and
15.
H
Since
then,
though,
we
are
also
part
of
a
global
company
that
manages
about
1.2
million
light
points
around
the
world,
including
a
lot
of
the
applications.
You've
talked
about
so
emergency
strobing
lights
in
Texas,
decorative
lights,
for
historic
sites
across
Europe,
as
well,
so
I'm
just
so
happy
to
see
the
progress
today
and
the
discussion.
H
The
main
thing
I
wanted
to
say-
and
it's
really
come
out
in
the
discussion-
is
that
the
thing
that
you
and
that
staff
are
trying
to
do
is
really
hard
to
make
the
city
better
in
an
economic
way
with
technology
moving
as
well.
So
I
just
want
to
commend
you
for
the
the
thought
and
the
analysis
you've
put
into
it
today
and
I
look
forward
to
helping
in
any
way
we
can.
Thank
you.
Okay,.
L
It's
taken
bite
at
the
Apple
I
I.
Don't
I
honestly,
don't
think
that
we're
ready
to
make
a
decision
today.
I
also
want
I
know
that
there
are
other
technologies.
Besides
mesh
I
know
that
there
are
web,
enabled
technologies
for
controllers
that
potentially
are
plug
and
play
and
may
be
more
conducive
to
option
one
or
option
two.
L
So
I
would
like
those
options
evaluated
before
we
move
forward
with
anything
and
then
I.
Also,
wouldn't
I
also
wanted
your
take
on
whether
we
can
get
cost
efficiencies
by
going
out
with
a
full
RFP
or
or
if
we're
doing
this
team,
piecemeal
or
or
you
know,
or
at
least
before
gonna
be
buying
these
controllers.
Are
we
gonna,
be
buying
them
all
at
once
and
then
having
them
put
in
piecemeal?
L
You
know
fairly
quickly
and
the
mesh
sounds
to
me
like
the
old
technology
that
we
were
already
purchasing
three
years
ago,
which
you
told
me
it
was
outdated.
Today
it
sounds
to
me
like
the
same
technology,
a
little
again
I'm
a
neophyte
at
this,
so
I
would
like
other
technologies
to
be
explored
before
we
make
a
full
decision
and
I
hope.
My
colleagues
would
agree
to
that.
L
D
Feels
very
reasonable
to
us
and
we're
not.
We
don't
think
we
don't
view
this
as
a
decision.
We
view
this
as
input
to
the
next
level
of
analysis
and
coming
back
to
you
and
and
to
be
clear,
there
are
multiple
technologies
around
connectivity
and
there
are
multiple
technologies
around
the
controller
itself
and
some
mesh
different
types
of
mesh
networks
or
one
type
of
connectivity.
There
are
le
LTE
there
narrowband
for
LTE,
they're,
sick,
Fox,
there's
igby,
there's
all
sorts
of
connectivity
layers,
and
so
we
do
anticipate
as
we
do.
D
L
A
Thank
You
councilmember
just
wanted
a
point
of
clarification
that
we're
not
going
to
be
deploying
any
cameras
or
devices
like
that
until
we
have
a
privacy
policy
in
place,
but
I
actually
have
another
one.
One
last
question
on
this
topic
in
the
report.
You
spoke
to
the
telcos,
but
there
was
nothing
else
about
the
strategy
of
monetizing
our
light
poles
kind
of
going
back
to
the
previous
strategy.
Can
you
just
speak
to
that
real
quick
in
terms
of
why
we
didn't
include
that
as
one
of
the
the
options
or
strategies
I
say.
D
There
are
there
a
couple
of
places
where
we
can
think
about
monetizing
the
value
of
our
light
pulse.
The
clearest
one,
of
course,
is
in
the
telecommunications
companies
desire
and
need
for
small
cells,
and
so
we're
actively
pursuing
those
deals
right
now,
I
think
the
other
opportunities
for
monetization.
Both
we
want
to
make
sure
that
our
take
into
account
notions
around
privacy
and
data
protection,
but
those
would
likely
emerge
with
the
IOT
and
we're
not
in
a
position
of
understanding
what
we
would
do
with
IOT.
D
L
A
D
Good
afternoon
again,
mr.
chair
members
of
the
committee
and
members
of
general
public
still
Kip
Harkness,
this
presentation
we're
going
to
provide
an
update
on
my
San
Jose
and
then
we'll
follow
right
on
the
heels
with
the
digital
strategy.
Since
the
two
are
interrelated.
Over
the
past
year,
we've
developed
impressive
traction
with
over
30,000
users
of
the
app
without
really
doing
any
advertising
or
marketing
on
it,
and
in
the
coming
year
we
are
focused
on
investing
in
the
platform
so
that
we
can
do
better
work
at
scale.
D
As
we
like
to
say,
our
work
in
San
Jose
represents
the
tip
of
the
spear
of
our
digital
services
strategy,
which
you'll
hear
more
about
immediately
following
our
my
San
Jose
presentation.
With
that
I'd
like
to
introduce
a
Michele
song
who
is
going
to
take
on
the
rest
of
the
presentation
and
introduce
the
rest
of
the
team.
M
M
We're
going
to
start
by
updating
you
on
where
we
are
now
with
my
San
Jose
and
I
want
to
start
by
acknowledging
the
most
important
way
to
think
about
my
San
Jose,
which
is
from
our
customers
perspective
for
our
residents.
My
San
Jose
is
an
app
that
lives
on
their
smartphone
or
in
the
web
browser
and
as
they
go
about
their
daily
lives,
taking
their
kids
to
the
park
biking
home
from
work.
M
M
This
is
a
highly
simplified
diagram
of
what
happens
behind
the
scenes
for
my
San
Jose
I'm,
actually
putting
this
up
over
the
protests
of
people
who
actually
know
what
happens
because
it's
so
simplified,
but
it
does
give
you
a
sense
of
how
much
more
there
is
behind
the
app.
The
real
secret
sauce
is
the
integration
that
happens
between
our
residents
customer
facing
experience
and
the
back
end.
M
So
the
requests
that
are
submitted
through
the
app
are
routed
by
our
citywide
customer
relationship
management
platform
to
different
back-end
work
systems
in
every
department,
so
that
city
staff
can
dispatch
and
complete
the
work
orders
with
residents
receiving
automatic
notifications
when
the
work
orders
are
completed
or
closed.
This
body
of
work
stretches
across
five
different
service
teams
in
three
different
departments
that
respond
to
their
service
requests
and,
in
some
cases,
vendors
that
also
participate
in
the
service
request.
M
Response
back
in
software
systems
that
manage
the
workflows
for
those
service
teams
and
the
IT
teams
that
manage
those
back-end
systems
are
a
wonderful
customer
contact
center.
In
the
information
technology
department
that
responds
to
all
manner
of
general
requests
in
the
app
basically
everything
else
other
than
those
the
five
main
service
types,
the
city,
council
offices
and
other
city
teams
that
work
closely
with
residents
our
product
manager
in
the
IT
department
and
multiple
technology,
vendors,
including
aste,
Oracle,
Salesforce
and
a
border.
M
G
Good
afternoon
my
name
is
Charles
DeMuth
I'm,
the
product
manager
for
my
San
Jose
and
here's
a
my
San
Jose
timeline
over
the
past
18
months.
We
span
from
development
to
launch
to
stabilization
and
now
we're
focusing
on
improvements
in
November
2016,
the
city
awarded
rfp
de
st
corporation
and
oracle.
G
Following
a
rapid
development
period,
including
robust
testing,
the
city
officially
launched
my
San
Jose
on
July
31st
2017
after
the
launch,
the
city
has
continued
to
stabilize
and
incrementally
improve
on
the
app
we're
now
on
version
1.5
of
the
app
which
was
released
just
a
month
ago.
In
addition
to
making
improvements
to
the
technology
platform,
we're
also
working
with
other
teams
to
make
their
processes
smoother.
Last
month,
we
organized
CRM
trainings
for
council
offices,
departmental
staff
to
educate
them
on
how
to
respond.
The
residents
questions
and
their
requests.
G
I'm
excited
to
share
some
details
about
the
latest
release
1.5,
which
incorporates
a
few
keys
ability
enhancements,
and
it's
all
based
on
user
feedback.
Social
media
account.
Login
users
can
now
use
their
existing
login
from
Google,
Facebook
or
Twitter
for
users
who
prefer
that
this
option
they
won't
need
to
remember
their
passwords.
G
We've
also
included
an
updated
privacy
policy,
which
also
provides
details
on
social
media
data
privacy,
where
we
let
users
know
that
we
don't
share
or
store
their
private
social
media
profile
details,
and
we
also
give
them
the
option
to
opt
out
more
intuitive
map
navigation
which
solves
a
location
issue
we've
been
facing,
so
users
can
now
select
a
location
on
the
map.
It's
been
tricky
in
the
past,
but
now
they
can
move
around
on
the
map
just
like
they
do
on
other
apps
such
as
Google,
Maps
and
uber.
We
were
expecting.
G
G
Now
it's
important
for
us
to
know
where
we
are
now
and
what
we've
learned
and
how
we
can
keep
on
improving
my
San
Jose
camping,
the
customer.
From
the
beginning,
my
San
Jose
has
been
delivering
an
awesome
customer
experience.
Now
the
app
has
been
used
by
over
30,000
residents.
We
need
to
continue
to
understand.
What's
working
and
what's
not
over
the
past
month,
we've
conducted
eight
interviews
with
residents.
This
empowering
feeling
translates
into
residents
engaging
more
with
the
city
and
feeling
more
connected.
G
G
G
G
So
going
through
this
slide
here
learning
through
data
in
version
1.5,
we
include
a
customer
satisfaction,
survey
and
every
closed
notification
email
where
several
requests
are
asked
and
several
questions
are
asked,
and
one
of
the
one
that
stands
out
is
how
likely
are
you
to
recommend
my
San
Jose
to
a
friend
or
colleague?
As
you
can
see,
we
have
a
high
percentage
of
promoters
who
rate
the
experience
as
a
9
or
10,
but
we
also
have
a
significant
percentage
of
detractors
who
rate
the
experience
as
a
6
or
less.
G
Ultimately,
we
want
to
improve
the
experience
so
that
the
detractors
become
promoters
EdgeRank
to
improve.
Now
this
has
been
a
very
hot
topic
regarding
closing
the
loop
providing
better
communications
regarding
status
updates.
What
we
thought
initially
was
that
we
could
just
provide
a
simple
status
update
that
shows
whether
the
ticket
is
open
in
progress
or
if
it's
closed.
What
we've
learned
is
that
a
lot
of
people
they
wanted
more
details.
They
weren't
satisfied
with
just
saying
it's
closed,
so
what
we
ended
up
doing
in
version
1.5
is.
G
We
are
now
sending
an
email
out
which
says
not
just
the
closed
status,
but
the
last
comment
by
the
city.
So
they
see
this
one
whole
email
instead
of
a
decoupled
email,
and
it
gives
them
more
of
information
about
what
happened
to
their
request.
As
time
moves
on,
we
are
trying
to
optimize
our
communication
communication
strategy
with
our
residents
so
that
they
could
feel
as
if
we
are
providing
a
higher
level
of
customer
service.
M
So,
what's
next
for
my
family,
what's
next
for
my
San
Jose
after
version
1.5
well,
based
on
everything,
we've
learned
about
how
our
customers
and
our
staff
are
using
my
San
Jose
from
qualitative
interviews
to
quantitative
data,
we're
developing
a
pretty
clear
idea
of
how
the
my
San
Jose
service
ecosystem
can
be
improved,
both
in
terms
of
the
technology
platform
and
our
business
process.
Here's
a
list
of
some
of
our
top
priorities
in
no
specific
order
for
investments
we
hope
to
make
in
the
coming
year
in
what
we're
calling
my
San
Jose
2.0.
M
Obviously,
as
we've
Charles
described,
we
want
to
clarify
the
status
communication,
which
involves
not
just
changing
how
the
app
and
the
notification
works,
but
also
the
workflows
of
the
surface
teams,
adding
support
for
one
or
more
additional
language.
This
is
obviously
important
for
our
community
and
I'm.
Please
report
that
we'll
be
using
the
expertise
of
to
Code
for
America
fellows
to
help
us
understand
the
experience
of
non-english
speaking
residents,
so
that
we
can
make
sure
that
my
San
Jose
is
taking
their
needs
into
account.
M
We
certainly
want
to
improve
usability
in
the
app
and
on
the
web
and
support
efficient
workflows
for
back-end
service
teams.
Based
on
our
conversations,
our
service
teams
have
already
identified
several
common
challenges
in
the
process
where
we
could
create
more
efficiencies,
particularly
in
triaging.
M
And
finally,
we
need
to
make
sure
that
the
technology
is
easy
to
maintain
and
scale,
not
just
the
customer
facing
app,
but
actually
most
critically
the
integration
with
all
the
backend
systems.
This
is
really
important
because
it
determines
how
easy
or
painful
it
will
be
to
add
new
services
in
the
future,
which
we
know
there
is
demand
for.
M
It
is
traditional
to
focus
a
lot
on
the
procurement
process
and
then
let
the
selected
vendor
drive
the
development
and,
in
my
San
Jose,
a
very
intentional
choice
was
made
for
the
city
to
really
take
the
lead
role
in
setting
a
clear
vision
and
priorities
based
on
our
understanding
of
our
residents,
and
our
business
needs.
Second
start
was
a
handful
of
priority
services.
Despite
pressure
to
implement
a
long
list
of
features
to
suit
different
stakeholder
groups,
the
team
remained
very
disciplined
about
first
nailing.
The
experience
for
a
handful
of
services
before
scaling
to
add
more.
M
Thirdly,
design
the
experience
from
beginning
to
end
the
launch
of
my
San
Jose
was
as
smooth
as
it
was,
because
the
design
process
considered
both
the
residents
experience,
reporting
an
issue
as
well
as
the
backend
workflows
required
to
respond
to
the
request.
Too
often,
we
can
get
caught
up
in
the
requirements
and
features
of
a
new
piece
of
technology,
rather
than
thinking
about
the
overall
experience.
M
Fourth
test
early
and
often
with
real
customers.
My
San
Jose
to
my
knowledge,
was
the
first
technology
product
to
be
tested
with
the
public
prior
to
official
launch.
We
actually
tested
some
prototypes
that
were
based
on
taking
screenshots
from
a
PowerPoint
presentation
with
real
residents
and
getting
that
feedback
as
early
as
possible
makes
a
world
of
difference
in
giving
us
the
space
to
make
the
changes
we
need
and
finally
launch
is
just
the
beginning.
Delivering
a
great
experience
requires
significant
work
to
maintain,
stabilize
improve
and
iterate
on
the
product.
M
So
with
that,
on
my
in
mind,
we
see
our
work
on
my
San
Jose
as
a
continuous
iterative
cycle,
where
we
keep
the
customer
needs
at
the
center
learning
through
data
and
iterate
to
improve.
This
is
a
continuous
feedback
loop
that
has
helped
hundreds
of
tech
companies
from
Airbnb
the
Zipcar
to
develop
the
services
that
attract
and
delight
millions
of
users.
But
it's
new
to
municipal
government,
and
this
is
an
approach
that
we
need
to
continue
to
take
with
my
San
Jose
and
also
to
scale
across
our
organization
to
deliver
more
great
digital
services.
M
M
M
M
First
and
foremost,
are
people
delivering
digital
services
is
going
to
require
that
we
think
differently
about
the
skills
that
our
staff
need
to
successfully
manage
and
operate
our
services.
We
need
to
understand
and
champion
our
customers
needs.
We
need
to
be
able
to
look
at
data
to
understand
how
our
services
are
doing
and
continuously
implement
improvements.
M
Yes,
there
are
certain
skills
that
we
might
want
to
hire
for,
such
as
product
managers,
service,
designers
and
developers,
but
really
it's
not
so
much
about
getting
external
tech
talent
as
fostering
this
mindset
that
digital
technology
is
an
integral
part
of
how
we
deliver
our
services,
not
something
on
top
or
on
the
side
and
supporting
our
people
also
means
thinking
about
how
we
organize
teams
to
work
collaboratively
across
domains.
You
can
see
this
with
my
San
Jose
in
terms
of
how
the
collaboration
script
stretches
across
departments
and
from
office
staff
to
field
staff.
M
This
particular
photo
is
of
development
services
staff,
who
normally
spend
their
time
reviewing
plans,
but
here
they're
learning
how
to
prototype
their
ideas
to
improve
their
process
and
testing
them
with
with
real
customers
who
recently
opened
a
gym
in
San,
Jose
and
you'll.
Hear
more
about
this
work
in
our
next
presentation.
M
M
Taking
a
look
at
their
process
from
end
to
end
and
identifying
places
for
potential
improvement
and
they've
actually
been
working
really
closely,
with
their
IT
team
to
rapidly
iterate
on
their
back-end
work
order
system
and
generate
data
Anna
to
understand
where
they
can
have
the
biggest
impact.
Michelle.
E
M
Primarily,
we
need
to
be
able
to
iterate
on
our
technology,
which
is
actually
much
easier
said
than
done
that
it
means
shifting
our
processes
so
that
tech
implementations
are
not
multi-year
projects
that
we
do
once
and
then
are
done
with,
but
that
we
consider
as
ongoing
products
and
services.
That
means
choosing
technology,
that
our
staff
have
the
ability
to
configure,
adapt
and
scale
without
being
locked
into
choices
that
we
made
5,
10
or
15
years
ago,
so
that
we
can
add
different
pieces
as
we
need
them
as
an
example.
M
M
But
what
we
still
need
is
an
overarching
strategy
that
aligns
our
investments
in
people
process
and
technology
across
all
of
these
efforts
and
other
projects
that
are
yet
to
be
defined.
A
strategy
that
helps
us
articulate
what
we
need
to
get
right,
how
to
scale
that
approach
across
our
organization
and
how
to
stay
aligned
across
all
these
various
projects
and
departments
that
are
involved
in
the
transformation.
M
Our
immediate
next
steps
are
to
do
at
least
a
partial
inventory
of
our
city.
Services
that
are
candidates
for
digital
transformation,
identify
some
teams
of
people
to
work
on
a
few
of
those
services
and
start
doing
that
work,
and
what
we
learned
from
this
will
inform
our
strategy
on
how
to
move
forward
and
with
that
I'll
turn
it
back
to
Kip.
For
some
closing
perspective,
I.
D
Think
it's
useful
to
start
with
the
out
to
end
with
the
outside
context,
which
is
very
clear
to
everybody
who's
been
around
for
the
last
decade
or
so
starting
in
2005,
especially
around
2007.
We
just
saw
a
transformation
in
the
consumer
and
the
customer
experience
everything
from
Amazon
offering
us
free
shipping
to
streaming
services
from
Stata
phi2.
Of
course,
the
ubiquitous
now
ubiquitous
iPhone,
2
summoning
cars
with
uber,
Airbnb
and
so
on,
and,
and
what
this
is
meant
is
that
the
consumer
experience
has
gotten
easier,
faster,
quicker,
better
high
end
to
the
right.
D
He
had
a
money
order
or
stick
money
in
there
and
Mail
it
off
and
hope
hope
that
12
to
14
weeks
later,
something
would
come
back
and
sometimes
it
didn't,
because
not
everything
was
as
reliable
as
Sears
or
he'd
get
lost
in
the
mail
or
would
go
to
the
wrong
address
and
when
it
arrived.
If
it
was
the
wrong
thing,
you
really
couldn't
exchange
it.
That
was
it.
D
It
was
done
and-
and
my
teenager
said
well-
that's
a
terrible
system
and
he's
correct,
and
unfortunately,
we
have
a
few
more
card
catalogues
Sears
catalogs
in
in
our
repertoire
of
services,
then
we
have
Amazon's,
and
so
what
we're
talking
about
is
is
for
those
services
that
we
deliver
that
are
simple
or
complex.
We
need
to
begin
to
be
able
to
make
them
much
more
accessible
to
our
consumers.
D
One
area
of
complexity
is
that,
unlike
a
this,
we
cannot
and
should
not
turn
off
some
of
the
other
channels
by
which
we
provide
that
service.
There
are
going
to
be
people
who
need
or
want
to
act,
access
this
by
coming
down
to
City,
Hall
or
talking
to
us
over
the
phone
or
other
special
needs
that
are
not
appropriate
toward
the
digital
channel.
So
we're
gonna
have
to
keep
some
of
our
catalogs
going.
D
So
we
need
to
build
a
core
curriculum,
a
Korell,
a
core
toolset
and
some
core
technologies
that
are
accessible
to
the
later
arrivals
and
digital
services.
That
are
very
easy
for
them
to
use
and
that's
part
of
the
reason
we
want
to
centralize
leadership
around
this.
You
could
probably
do
half
a
dozen
great
digital
services.
If
you
let
the
teams
do
it
themselves,
but
you
could
never
transform
the
entirety
of
the
digital
experience
in
San
Jose.
Unless
you
have
centralized
investments
in
technology,
people
in
process
that
are
repeatable
at
scale.
D
The
good
news
that
I'll
close
on
is
I
feel
like.
We
have
very
engaged
departments
that
are
open
to
learning
and
again
we
have
an
effective
tip
of
the
spear
with
our
my
San
Jose
work,
which
is
piercing
right
at
the
heart
of
some
of
our
biggest
problems
for
residents
when
that
will
close
and
we'll
happy
to
take
engagement
on
both
the
digital
services
strategy
and
our
my
San
Jose
2.0
work.
Thank
you.
H
You
I
just
want
to
thank
you
guys
so
much
further.
My
San
Jose
app
and
the
the
upgrades
that
you've
made
over
the
last
year
have
all
been
fantastic
and
for
the
better
and
I
didn't
even
know,
the
map
feature
had
been
upgraded
and
I'm
super
excited
about
it,
because
sometimes,
when
I'm
out
with
the
dog
I
have
I
have
enough
to
like
take
the
picture
and
then
I
don't
want
to
do
it
right
there,
but
I've
had
trouble
getting
you
know
going
back.
H
So
thank
you
for
that.
But,
most
importantly,
I
know
that
you've
heard
a
lot
from
my
office
over
the
last
year
and
a
lot
of
it
has
been
about
the
backend
workflow
changes
and
you
we're
getting
very
good
comments
about
those
changes.
So
I
just
want
to
highlight
I
know.
Customer
service
has
changed
what
they
do.
We've
gotten
some
positive
comments
about
that.
So
when
there's
a
general
request,
they're
forwarding
it
on
and
letting
letting
the
person
the
the
resident
know
what
they've
done.
As
opposed
to
saying
you
need
to
do
this
and
I
I.
H
H
They
actually
tagged
the
vehicle
right
away,
so
I
I
just
want
to
thank
you
guys
and
give
you
the
shoutouts,
because
I
know
I've
been
a
pain
in
your
side
over
the
last
year
that
you
guys
have
made
a
lot
of
a
lot
of
changes
as
a
result
of
the
app
I
have
only
one
question
which
is
on
the
general
requests
there
were
it
looked
like
there
were
more
general
requests
than
anything
else.
I
know,
that's
a
catch-all.
Is
there
a
breakdown
for?
H
What's
in
the
general
requests
that
we
can
add
to
the
feature,
and
is
that
going
to
happen
this
year
or
what
part
of
the
sort
of
the
product
life
cycle
are
we
in?
Are
we
gonna
be
able
to
add
either
homeless,
concerns
or
parks
concerns?
Those
are
just
the
two
off
the
top
of
my
head
that
I've
used
for
general
requests.
H
G
I
If
I
can
add
on
so
Parks
actually
is
at
least
one
point
when
we
did
the
analysis,
the
number
one
parks
related
requests
garbage
is
full
other
comments
about
parks,
conditions
and
then
the
other
thing
is
the
next
services,
though,
aren't
slated
until
we
get
to
3.0.
So
from
what
you've
seen
in
the
feedback.
I
We
need
to
make
those
investments
in
version
2
my
San
Jose,
which
is
as
part
of
what's
in
the
budget,
so
that
we
can
then
start
adding
the
the
7th
through
the
20th
much
faster,
but
right
now
the
bones
aren't
there
to
really
honestly
tell
you
that
we
can
add
those
new
services
at
scale.
Well,
ok,
yes,.
D
And
this
is
where
I
think
the
digital
services
strategy
comes
in.
You
know
part
of
the
advice.
Is
you
don't
want
to
put
your
technology
over
a
bad
process
right
so
not
to
disparage
anybody's
existing
process,
but
we'd
like
to
make
sure
that,
as
we
prioritize
the
next
round
of
services,
which
we'll
be
doing
in
parallel
with
night,
with
the
2.0
that
prioritization,
we
can
also
see
if
there
are
opportunities
for
doing
the
process
improvements,
it
essentially
an
advance
of
putting
the
digital
layer
on
top.
So
then
we
come
in
with
the
digital
layer.
D
It's
on
top
of
what
we
believe
is
a
more
effective
and
efficient
system
to
be
processed
to
begin
with,
but
we
do
see
things
like
Park
complaints,
as
rising
to
the
top
in
both
volume
and
one
of
the
key
criteria
for
us.
Is
this
something
that
when
we
get
the
complaint,
we
can
actually
respond
effectively
because
part
of
what
we
wanted
to
make
sure
was
in
the
brand
of
my
San.
Jose
is
just
what
you've
described.
Oh
my
gosh.
They
did
that
they
came
out.
I
fixed
it.
D
H
You
know,
maintenance,
requests
and
stuff
like
that
that
just
or
random
things
that
happen
at
the
park
but
I
it
sounds
like
there
process
might
be
easier
to
integrate
then
and
I
just
mentioned
homeless
concerns
and
parks
on
the
same
and
I
know
homeless
concerns
they
have
a
different
they're,
actually
reworking
their
own
process.
For
that,
so
just
a
little
plug
for
parks
to
go
next.
B
Thank
you
so
I'm
really
gratified
to
see
you
know
what
you
guys
are
doing
and
your
thinking
and
in
you
know,
taking
community
feedback,
and
that's
really
wonderful.
I
mean
I
have
a
lot
of
thoughts
about
it,
but
I
don't
wanna
get
too
far
ahead.
I
know
you
guys
are
working
on
2.0
and
I'm
thinking
about
like
10
point.
Oh
but
I
guess
one
thing
that
I
think
is
tangible
for
2.0
and
I.
Don't
think
would
put
too
much
of
a
work
burden
on
you.
B
It's
not
a
technical
issue
is
the
information
part
I,
think
the
city
doesn't
do
a
good
job
of
kind
of
educating
the
community
generally
and
and
something
that
I
want
to
focus
on
in
my
office
at
Lisa's
is
kind
of
the
kind
of
the
educational
council
member
if
you
will,
and
so
if
we
could
use
the
app
to
increase
kind
of
civic
awareness
in
terms
of
so
there
was
a
screenshot
that
said
case
closed
referred
to
Caltrans
right.
So
that's
great
in
terms
of
information,
but
I
think
we
could
do
better
by
just
saying.
B
We've
referred
to
Caltrans
Caltrans
is
a
state
agency
in
charge
of
this,
because
our
freeway
exits
are
state-owned
land.
You
know,
and
the
city
can't
do
anything
about
it,
just
that
extra
piece
of
information,
so
they
know
well
just
stop
calling
the
city
with
like
you
know,
freeway
issues
because
we're
just
gonna
refer
anyway.
B
Maybe
they
can
direct
Caltrans
contact
them
directly,
we'll
take
care
of
this
stuff
in
the
city,
but
then
hey
you're
over
in
the
county
now
and
the
county
does
this
and
just
how
them
understand
the
jurisdictional
issues
in
navigating
the
alphabet
soup
of
city,
county
state
agencies,
I,
think
you
know
what
would
be
helpful
and
something
that
you
know
I
do
in
my
office
anyway.
We
all
do,
but
it
would
help
us
magnify
that
effort
through
an
app.
M
A
H
Have
one
comment
on
that,
because
I
have
a
lot
of
jurisdictional
issues:
I
have
County
pockets,
I
have
a
lot
of
freeways
going
through
and
I
got
to
tell
you.
Even
if
you
educate
the
residents
they
don't
care,
they
just
want
us
to
to
take
care
of
it
and
to
interface
with
the
government.
The
other
governmental
agencies
for
them,
which
I
think
is
a
reasonable
expectation.
So
don't
change
the
app
to
say.
Don't
don't
put
it
on.
H
B
Sure
I
wasn't
suggesting
you
know,
stop
bugging
us,
but
I
just
think
you
know,
if
you
know
I
say
so
they
can
stop.
You
know
submitting
the
claims
if
they
are
enlightened
enough
to
understand
that
this
is
just
a
thing,
but
I
understand
it's
in
our
city.
We
do
want
to
capture
the
data
of
where
the
problem
spots
are,
but
to
the
extent
that,
like
you
know,
we
get
fled
with
100
requests
and
we're
just
making
hundred
referrals.
That's
not
optimal,
City
time
either.
B
So
you
know
they
can
either
go
directly
to
the
correct
agency,
which
I
think
is
in
some
ways
ideal
and
in
a
frictionless
world,
but
just
that
piece
of
understanding.
You
know
what
a
city
does
versus
what
a
county
does
versus,
so
that
extra
sentence
of
you
know
we
referred
to
Caltrans
Caltrans
is
the
state
agency
that
you
know
deals
with
the
freeway
whatever
and
this
part
is
owned
by
a
state
light
or
something
just
that
sentence
or
two,
so
they
can
be
informed
with
okay.
B
You
know
this
is
why,
when
every
time
I
go
to
councilmember,
Deb,
Davis
and
I
can
email
her
a
hundred
times.
Why
is
she
ignoring
me?
Why
why?
Why
has
Caltrans
district
four
not
come
down
and
picked
up
the
garbage
or
long
exit
whatever
you
know,
why
is
she
not
doing
anything
she's
not
doing
anything,
but
if
they
understand
that
we
are
constrained
as
a
city,
we
can't
direct
the
state
to
do
anything.
We
can
only
refer
it
on
that
I
think
is
a
helpful
educational
piece.
I
D
I
think
the
risk
of
being
a
little
bit
more
late
afternoon,
aggressive
on
this.
You
know
world,
as
it
is
world
as
it
ought
to
be
I
think
world,
as
it
is
right
now
making
sure
we
do
the
education
well
and
they
understand
the
context
world
is
it
ought
to
be.
They
don't
care
what
the
jurisdiction
is
at
all
so
I
think
to
to
Rob's
point
I.
Think
now
that
we
we're
feeling
that
the
system
is
hitting
the
illah
DS.
It's
it's
more
stability,
more
reliability,
scalability.
D
We
really
do
think
that
figuring
out
what
the
priority
ones
that
are
crossing
jurisdictions,
a
lot,
not
in
the
2.0,
maybe
not
in
the
3.0,
but
I
do
think
sooner
rather
than
later
we
want
it.
We
want.
It
would
like
to
trial
out
things
like
graffiti
or
other
things
like
that
that
cross
lots
of
jurisdictions.
A
Now
that
would
be
ideal.
I
was
kind
of
want
jump
in
on
this
conversation,
too
I
mean
I,
guess
the
bottom
line
is
setting
expectations,
and
so
when
they
come
to
us
with
a
request
that
it's
Caltrans
or
the
county
or
another
agency,
it's
out
of
our
control
in
terms
of
being
able
to
address
the
problem
we
can
reach
out
to
them.
We
can
bug
them,
but
we
can't
directly
control
that
and-
and
so
I
think,
there's
a
lot
of
frustration
for
our
residents,
because
you
know
how
do
we
set
their
expectations?
A
I
guess
there
might
be
some
middle
ground
here
in
terms
of
having
some
language
that
would
set
expectations
without
having
that
the
resident
feel
like
they're
not
welcome
to
to
input
their
their
feedback
or
complaints
into
our
system.
So
I
don't
have
the
answer
to
that,
but
that's
kind
of
where
we
want
to
go
I'm.
M
What
some
different
responses
would
be
and
put
those
in
front
of
some
of
our
power
users,
who
do
this
and
and
our
casual
users
and
see
you
know
whether
there's
some
right
language
that
strikes
the
right
balance
between
educating
them
and
setting
expectations,
while
also
showing
them
that
we
actually
really
care
and
that
just
because
it's
not
in
our
jurisdiction
doesn't
mean
that
we
don't
care
that
there's
like
a
sofa.
You
know
and
a
bunch
of
garbage
like
on
the
street
corner
by
their
school.
So
we
have
to
strike
that
balance
and
I.
M
A
And
then
just
one
comment:
I,
like
in
your
report,
where
you
state
that
you're
focused
on
doing
a
few
things
well
and
just
continue
continue
that
strategy.
You
know,
let's,
let's
nail
down
a
few
things,
do
them
well
and
didn't
expand,
but
don't
try
to
expand
too
quickly
cuz.
We
know
what
happens
so.
Thank
you
for
that
report.
Can
I
get
a
motion
to
accept
both
d3
and
d4,
so
moved
and
moved
in
seconded
all
in
favor,
say
aye
all
right.
So
last
item
on
the
agenda
is
d5
development
services
process
improvements,
update.
D
So
this
last
presentation
really
is
about
our
partnership
with
development
services
and
I
think
demonstrates
the
power
in
practice
of
our
three
innovation
behaviors
champion
the
customer
learning
from
data
and
iterating
to
improve
on
some
of
the
most
complex
and
important
services
in
our
organization.
So
I
will
allow
is
Rosalyn.
Are
you
kicking
it
off?
I
think
Rosalie
Huey,
our
Director
of
Planning
building
and
code
enforcement
will
lead
us
off
through
this
presentation.
Thank.
F
You
Kip
today
we're
providing
an
update
on
the
partnership
between
the
development
services
partners
and
the
city
manager's
innovation
team.
We
kicked
off
this
partnership
about
six
months
ago
with
two
desired
outcomes.
First,
to
measurably
improve
the
customer
experience
related
to
service
alignment
among
all
development
services,
partners,
which
includes
planning,
building
fire
and
Public
Works,
and
then.
Secondly,
we
wanted
to
build
staff
capabilities
in
designing
and
implementing
process
improvements.
Our
approach
was
guided
by
the
city's
three
core
innovation
principles,
which
are
championed
the
customer
learned
through
data
and
iterate
to
improve
these
are
behaviors.
F
This
timeline
provides
the
big
picture
of
the
process.
Last
November,
we
assembled
a
team
of
nine
staff
from
planning
building
fire,
Public,
Works
and
transportation.
The
first
step
was
to
discover
the
biggest
pain
points
in
the
process
which
the
team
accomplished
by
interviewing
ten
business
owners
and
consultants
and
mapping
their
customer
journeys.
F
Next,
they
brainstormed
dozens
of
possible
solutions
and
tested
prototypes
with
another
ten
customers
which
led
to
recommendations
of
two
pilot
solutions.
Since
late
January,
the
teams
have
been
developing
and
seeing
the
pilot
solutions
and
I
also
want
to
highlight
that
a
big
part
of
this
partnership
is
engaging
our
insight,
expertise
based
on
the
belief
that
our
own
staff
have
the
insight
and
the
ability
to
improve
our
processes.
If
we
empower
them
to
actually
do
so.
F
So
with
that
in
mind,
the
project
started
off
by
giving
city
staff
the
opportunity
to
see
their
services
in
a
new
light
for
a
typical
city
staff
person.
Their
experience
is
often
primarily
and
knowing
the
city's
policies
and
regulations
and
implementing
them
through
a
process
delivering
that
information
to
a
customer
is
a
relatively
smaller
part
of
the
staff
person's
experience.
F
However,
we
see
for
our
customers,
their
perspective
is
actually
reversed.
The
biggest
part
of
their
experience
are
the
many
interactions
they
have
with
the
city
over
time,
whether
that's
on
the
website
in
the
permit
center,
via
a
comment
letter
or
in
an
actual
project
meeting.
All
of
these
interactions
add
up
to
the
overall
experience,
so
one
of
our
goals
in
this
project
was
to
help
city
staff
get
time
to
step
out
of
their
day-to-day
roles.
B
Thank
You
Rosalyn
Brad
Fox
senior
engineer
with
fire
department,
so
here's
a
photo
of
myself
and
a
few
colleagues
and
are
interviewing
a
consultant
who
helps
many
restaurants
downtown.
While
we
interact
with
customers
on
a
daily
basis
reviewing
projects,
it
was
tangibly
different
for
us
to
have
the
space
to
connect
with
customers
and
understand
our
process
from
their
perspective.
B
Over
the
course
of
20
interviews
with
small
business
owners
and
consultants,
we
heard
that
entrepreneurs
come
to
City
Hall
with
big
dreams,
but
get
overwhelmed
by
complex
city
requirements.
As
indicated
by
this
wall
in
the
permit
center.
We've
got
a
whole
lot
of
information
for
our
customers,
but
it
can
be
hard
to
navigate
lack
of
clarity,
cost
business
owners,
time
and
money.
B
Based
on
what
we
heard,
we
came
up
with
a
solution
called
upfront
info.
It's
envisioned
as
an
online
tool
that
provides
basic
information
for
small
business
owners
to
easily
determine
if
a
use
is
allowed
at
a
site.
What
types
of
permits
would
be
required
or
what
departments
they
would
need
to
talk
to
length
of
the
review
and
permit
costs
during
the
problem
and
solutions
discovery
workshop
many
customers
indicated
the
difficulty
in
finding
this
important
information.
B
B
The
next
thing
we
needed
to
figure
out
was
whether
it
was
even
possible
to
distill
the
city's
requirements
into
a
predictable
series
of
steps.
So,
over
the
course
of
multiple
weeks,
we
developed
a
flowchart
based
on
input
from
all
PVC
partners.
We
tested
and
refined
the
flowchart
with
customers
who
gave
us
positive
feedback
on
the
usefulness
of
the
flowchart.
B
M
M
Building
programs
such
as
special
tenant
improvements,
commercial
Express
and
the
streamlined
restaurant
program
so
true
to
our
intent
to
learn
by
doing
our
first
step
was
to
assemble
up
our
team
of
reviewers
from
planning
environmental
review,
building,
Public
Works
fire
and
d-o-t
transportation.
The
team
set
up
regular
working
sessions.
Multiple
times
a
week
when
they
review
projects,
while
in
the
same
physical
space,
which
lowers
the
barrier
for
them
to
have
informal
conversations
and
check-ins
with
each
other,
basically
a
higher
bandwidth
for
information
sharing.
D
Just
one
jump
in
for
just
a
second
on
that
last
one
just
because
it
if
you
really,
if
you
really
catch
the
subtlety
of
this,
it's
pretty
amazing.
So
imagine
if
you
are
you're
a
project
manager
and
you've
got
a
stack
of
15
folders
on
your
desk
and
15
different
projects.
Current
configuration,
you
might
actually
have
15
different
teams
effectively
that
you'd
have
to
coordinate
with
Soto
to
get
feedback
on
all
15
of
them.
D
You
might
either
have
to
get
a
huge
number
of
people
into
a
single
meeting
or
you
might
have
have
to
have
15
different
meetings.
When
the
power
team
configuration
those
same
15
files,
the
same
group
of
people
would
be
collectively
responsible
for
them,
and
not
only
what
does
that
cut
down
on
meetings,
but
for
the
first
ever
time
they
really
think
of
themselves
as
a
team,
so
I
just
wanted
to
and
what
I
love
about
this
is.
This
was
a
discovery
that
was
made
by
the
people
doing
the
work
themselves.
M
Thanks
skip
so
here
are
the
initial
metrics
that
the
team
has
identified,
and
these
are
associated
with.
What
they're
currently
looking
at
is
a
typical
projects
which
are
commercial
projects
that
come
in
of
a
relatively
limited
scope,
so
site
development
permits
or
conditional
use
permits
roughly
less
than
35,000
square
feet,
and
so
those
three
metrics
are
the
end
to
end
time
for
the
entitlement
process
number
of
days
between
first
and
middle
and
approval.
M
Secondly,
the
number
of
days
between
first
submittal
and
full
comments
from
all
departments-
and
this
is
something
that
is
currently
being
measured
for
all
planning
projects
and
then
most
notably,
the
third
metric,
which
is
the
percent
of
applications
ready
for
hearing
after
second
submittal.
So
that
means
that
the
team
is
really
taking
responsibility
for
helping
the
customer
get
to
be
ready
as
soon
as
possible.
M
But
this
is
really
showing
that
the
team
wants
to
help
those
customers
be
successful
and
reduce
the
multiple
rounds
of
review,
and
so
we
actually
presented
these
metrics
to
week
exactly
two
weeks
ago
and
there
was
a
lot
of
interest
in
sort
of
knowing
well
what
is
the
baseline
and
actually,
in
the
last
two
weeks,
the
team
has
gone
and
extracted
the
some
initial
baseline
metrics,
based
on
13
site
development
permits
of
projects
between
3,000
and
30,000
square
feet.
And
so
this
is
our
initial
baseline.
M
So
the
number
of
days
between
first
submittal
and
approval
for
these
types
of
projects
is
on
average,
seven
months
with
a
minimum
of
one
and
a
half
months
and
a
maximum
of
15
months.
Based
on
these
thirteen
projects
in
the
baseline
group,
the
number
of
days
between
first
submittal
and
full
comments
for
all
departments,
it's
much
tighter.
M
Secondly,
improving
the
customer.
Experience
requires
deep
collaboration
across
our
divisions,
like
our
organizational
structure,
because
no
one
development
services
partner
is
responsible
for
the
entirety
of
the
customer
experience
it's
all
of
us,
and
so
we
all
need
to
be
aligned
in
order
to
make
progress.
And
thirdly,
making
time
for
this
work
has
been
a
challenge.
Our
staff
are
all
working
very
hard
on
their
day-to-day
responsibilities
of
reviewing
projects
and
they're.
Taking
on
this
additional
process.