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Description
Join us on March 7th at 1:30pm for this month’s Smart Cities and Service Improvements committee meeting. The Council committee will discuss an update to San José’s Smart City Roadmap, the city’s Digital Services Strategy, and Public Engagement through Data Stories. Tune in to see how the City Open Data Environment and public data portal is targeting greater community engagement through data-oriented stories. The Staff will also report how San José is using its digital strategy in order to make City services easier to find, use and access. Don’t miss it!
Can’t attend in person? Leave us your thoughts and comments through our YouTube and Facebook livestreaming experiences. These live sessions are part of a pilot project, and council members will not be able see your comments during the meeting.
A
B
F
E
B
F
G
B
H
Good
afternoon
mr.
chair
honorable
mayor
committee,
members,
members
of
the
public
and
city
staff,
dolan
Beckel,
director
of
the
office
of
civic
innovation
and
digital
strategy,
here
in
the
front
box,
joined
by
deputy
city
manager,
Kip
Harkness
and
smart
city
manager,
reginae
Nair.
Today's
today,
to
frame
today's
meeting,
I'm
gonna,
follow
through
with
the
commitment
to
councilmember
Dieppe
and
introduce
my
first
and
perhaps
last
pop
culture,
reference
and
PowerPoint
animations.
To
make
our
committee
meetings
more
entertaining
so
I'm
going
to
introduce
mr.
H
Because,
as
the
wayback
machine
takes
us,
there
we're
gonna
go
back
to
the
smart
city
vision.
March
marks
the
third
anniversary
of
the
Smart
City
vision.
The
council
approved
this
vision
and
this
single
statement
by
the
mayor,
that
was
what
Kipp
and
I
were
given
to
create
the
office
of
civic
innovation
and
digital
strategy.
Seven
months
later,
two
and
a
half
years
have
passed
and
we've
been
able
to
develop
a
sustainable
funding
model
largely
sourced
by
the
private
sector,
develop
a
team
within
the
office
and
across
the
city
departments.
H
Go
from
this
very
general
vision
and
vague
statement
to
a
specific
smart
city
roadmap,
formulate
innovative
strategies
and
begin
execution
of
these
strategies
at
scale
across
the
city.
Today,
we'll
talk
about
a
number
of
successes,
but
we'll
also
see
that
the
Cyndi
continues
to
be
challenged
in
consistent
execution
at
stale
and
in
the
days
and
months
ahead,
we'll
be
faced
with
some
difficult
choices
between
additional
investments
in
complex
technology
planning
and
delivery,
and
laser
focused
prioritization
before
we
begin.
I'd
also
like
to
highlight
three
victories
since
last
committee
meeting.
H
Council
member
Davis
applauded
I'd
like
to
point
that
out.
These
three
projects
make
significant
strides
for
our
equity
and
smart
infrastructure
themes.
Today's
committee
meeting
will
focus
on
user
friendly
government
and
smart
infrastructure
first
we'll
resume
the
smart
city
roadmap
status
updates
on
high
priority
projects.
This
will
be
the
first
project
status
update
for
the
roadmap
to
zero,
and
we
can't
expect
a
longer
than
normal
discussion,
given
the
number
of
projects
in
jeopardy.
Second,
we
get
connect.
H
The
data-driven
dots
with
our
smart
city
infrastructure
theme
will
show
how
we're
using
data
and
our
open
data
environment
to
engage
the
public
and
make
better
decisions
with
the
gang
prevention
task
force
and
through
our
data-driven
approach
on
transportation
planning,
and
here
he
fully
supports
the
use
and
publication
of
this
data,
and
the
discussions
were
about
to
have
and
last
but
not
least,
we'll
receive
an
update
on
our
digital
services
strategy
and
our
success
in
taking
lessons
from
the
United
Kingdom
and
applying
them
to
San
Jose's
digital
services.
Transformation
journey.
H
A
A
Last
month
we
presented
to
the
committee
a
total
of
38
high
priority
projects
that
were
identified
by
city
departments
under
each
of
the
seven
themes
that
will
be
tracked
and
reported
out
to
the
committee
on
a
monthly
basis.
This
project
list
includes
access,
Eastside
and
AV
projects,
as
per
the
recommendations
made
at
the
last
February's
meeting.
So
what
you
see
before
you
is
the
latest
status
of
the
38
high-priority
projects.
The
slide
is
prioritized
list
of
projects
from
left
to
right,
showing
the
highest
priority
project
on
the
second
left
column.
A
Next,
to
the
themes
shown
to
the
lowest
of
the
high
priority
projects
on
the
right
side
of
the
slide,
this
is
demonstrated
on
the
arrow
diagram
shown
below.
We
will
refresh
the
roadmap
every
six
months
to
include
future
projects
that
were
identified
in
the
initiating
phase
once
it
is
fully
scoped,
budgeted
and
staffed
for
execution.
A
We
have
modified
the
red
and
green
colors
of
the
traffic
light
status
used
for
reporting
purposes
on
the
smart
city
roadmap
2.0,
so
that
it
is
more
sensitive
to
those
who
are
colorblind
so
shown
in
the
key
on
the
bottom
right
side
of
the
slide.
The
green
color,
the
the
top
what's
shown
on
the
top,
indicates
that
the
project
is
on
track.
The
yellow
color,
the
color,
that's
in
the
middle
indicates
issues
with
schedule,
budget
or
scope
with
these
high-priority
projects
and
then
the
last
color
on
the
bottom.
A
The
red
color
indicates
that
the
project
is
a
trick.
Risk
and
correct,
of
course,
of
action
is
required
so
based
upon
the
status
updates
that
you
just
saw
in
the
roadmap
shown
in
the
previous
slide.
The
bar
graph
shows
a
breakdown
of
each
of
the
project
status
today.
So
for
the
month
of
March
18
projects
about
48,
47
percent
of
the
projects
are
in
green
status.
12
projects
about
32
is
in
yellow
and
8
projects
are
about,
21
is
in
need
of
corrective
action.
A
It
is
important
to
remember
that
innovation
is
hard
and
the
execution
of
these
types
of
projects
at
scale
is
very
complex
because
it
not
only
includes
technology
improvements
but
also
process
and
people
improvements
as
well
to
ensure
sustainability.
A
combination
of
all
three
of
these
is
essential
and
will
further
strengthen
our
approach
towards
innovation
and
truly
be
a
smart
city.
A
So,
each
month
for
the
reporting
status,
we
will
provide
more
details
for
those
projects
that
are
at
risk
the
read
status
and
we
want
to
be
transparent
about
the
issues.
However,
we
also
do
want
to
with
you
the
resolutions
approach
that
we
will
use
to
help
these
priority
projects
be
successful.
So
in
these
next
few
slides
we'll
highlight
the
eight
projects
that
are
currently
at
risk,
so
the
integrated
permitting
system.
This
project
is
two
years
behind
schedule
and
we
have
identified
earlier
on
that.
A
One
of
the
major
issues
with
this
project
is
the
workflow
to
review
permits
that
goes
through
siloed
teams,
both
internally
and
externally,
for
implementation.
Also,
there
is
a
lack
of
technology
to
help
improve
efficiencies.
With
these
teams,
we
presented
this
project
to
the
committee
last
fall
and
shared
an
approach
to
help
this
project
get
back
on
track.
The
team
is
reprioritizing
and
REE
scoping
the
remaining
portion
of
their
contract
and
will
present
ad
hoc
committee,
but
in
April
2000
19.
A
Also
there
has
been
a
team
reset,
and
new
governance
structure
and
operation
model
is
already
in
place
and
has
been
implemented.
A
status
update
will
for
this
project
will
be
provided
to
this
committee
in
June
2019,
my
San
Jose.
This
project
required
some
additional
time
to
establish
a
new
governance
and
team
structure
and
a
shared
vision.
The
RFP
wasn't
anticipated
to
be
delivered
by
q4
of
last
year,
but
because
of
the
challenges
experienced
with
the
procurement,
it
has
been
difficult
to
ascertain
a
schedule
to
advertise
the
RFP.
A
Our
resolution
approach
to
keep
this
project
moving
forward
is
by
focusing
on
the
usability
and
back-end
process
improvements
with
the
service
teams.
We
will
move
forward
to
advertise
an
award
before
the
end
of
this
year.
Our
goal
is
to
go
live
with
the
new,
my
San
Jose,
app
2.0
by
q2
of
next
year.
2020
again,
another
status
update
for
this
project
will
be
provided
to
the
committee
in
June
of
2019.
A
Data
strategy,
one
of
our
other
big
rocks.
We
have
made
two
unsuccessful
at
recruitments
for
a
chief
data
officer,
primarily
due
to
the
competitive
market
challenges.
We
are
working
with
fuse
Corps
to
recruit
an
individual
with
more
industry,
experience
and
expertise,
and
we
do
plan
to
have
them
on
board
by
May
of
2018
the
IT
infrastructure
modernization.
We
did
originally
anticipate
an
award
and
execution
of
the
contract
by
late
2009
18,
with
the
goal
to
complete
the
implementation
process
by
June
of
this
year.
A
The
civic
innovation
team
will
be
working
with
finance
department
to
develop
a
procurement
and
readiness
program
to
help
resolve
the
backlog
of
contracts
and
procurements
in
queue
once
the
contract
is
finalized.
The
IT
staff
do
plan
to
complete
this
project
by
March
of
2019
the
business
tax
system
project.
This
one
is
put
on
hold
for
now,
but
in
the
interim,
the
finance
department,
in
collaboration
with
IT
R,
is
focused
on
delivering
the
business
tax
amnesty
project,
which
also
provides
another
revenue
stream
for
the
city.
A
The
purpose
of
the
business
tax
amnesty
project,
which
is
currently
on
green
on
the
roadmap,
will
enhance
the
users
access
through
a
limited
functionality
for
an
online
system
but
help
staff
on
the
backend.
With
improvements
to
their
processes,
a
new
RFP
will
be
developed
by
late
of
2019
for
the
business
tax
system,
the
advanced
cybersecurity,
RFP
and
policy.
A
Almost
by
nine
months,
as
stated
before,
the
civic
intervention
team
will
be
working
closely
with
finance
to
make
sure
that
we
have
a
procurement
and
ready
readiness
program
in
place
also
by
March
I
thr,
o
ER
and
auditors
office
will
establish
a
approach
to
finalizing
a
policy
and
address
technical
audit
and
personnel
report
and,
last
but
not
least,
our
access
Eastside
project.
This
project
is
18
months
behind
schedule.
A
This
project
was
is
to
include
both
the
activation
at
a
community
Wi-Fi
at
James,
lick
attendance
area
and
also
the
Wi-Fi
installation
at
both
over
Felton
Urbana
High
School
attendance
areas.
The
estimated
budget
for
the
installation
of
those
two
attendance
areas
was
nearly
doubled
due
to
not
allocating
permitting
cost
for
design
and
construction
support.
We
are
in
the
process
and
conducting
a
technical
and
educational
assessment
of
the
Wi-Fi
system
at
James
lick.
That's
currently
act
in
place
installed
and
we
are
working
closely
with
the
side.
A
What
we
found
out
the
amount
of
data
that's
being
used,
which
is
about
one
terabyte
plus,
is
being
transferred
for
about
8,000
users
in
this
James
lick
area
I,
and
it
is
more,
it's
more
use
than
any
other
system
that
we
have
in
place
so
that
what
we
have
at
the
airport,
the
downtown
area
and
the
Convention
Center.
So
just
to
put
things
in
perspective,
these
these
kids
are
using
it.
So
it's
fantastic
and
so
understanding.
G
H
So
we
do
so
to
clarify.
We
want
to
do
a
technical
assessment
to
open
it
up,
because
the
opportunity
cost
of
keeping
this
from
6,000
households
was
was
getting
greater
and
we've
done
over
a
year
of
study
on
the
single
channel
so
that
we
didn't
get
dirty
data,
which
was
the
conversation
we
had
the
last
committee.
The
school
district
is
able
to
provide
information
on
what
types
of
pages
are
being
accessed.
H
How
long
and
things
like
that
so,
and
also
this
is
the
channel
that
has
the
child
information
protecting
act
filters,
so
so
we
we
know
that
they're
not
accessing
bad
things.
We
know
what
types
of
good
things
they're
accessing
without
becoming
too
surveillance
on
on
their
privacy,
and
for
that
reason
we
felt
comfortable
opening
it
up
to
the
rest
of
the
surrounding
6,000
households,
so
those
non-student
households,
the
individuals
in
the
city
that
don't
have
kids
at
all,
can
still
access
it
for
free
at
home.
A
A
We
have
some
good
information,
so
there's
a
huge
hint
thanks
for
Dolan
who
made
the
call,
let's
get
it
done,
and
Rob
Lloyd
and
Edie
Kim
from
IT
who
are
helping
with
this
effort
in
collaboration
with
smart
wave,
who
is
the
contractor,
an
installation,
company
and
so
moving
forward.
We'll
will
present
our
findings
with
the
Silicon
Valley
Titan
and
partnership
and
PayPal
to
East
Side
Union
in
the
James
low
attendance
area,
so
that
they're
aware
and
then
by
June
of
this
year
and
then
we'll
also
discuss
next
steps
for
over
felt
and
urbe
blenheim.
A
So,
as
you
recall,
we
presented
to
the
committee
last
month
on
how
small
wonder
projects
allows
a
space
for
the
small
experiments
or
emerging
technologies
that
get
us
ready
for
the
future.
The
Small
Wonders
are
time
boxed
and
requires
less
staff
time
to
deliver
in
comparison
to
our
big
rocks
so
currently
right
now.
H
Thanks
Reggie,
so
we'll
open
it
up
for
questions
as
in
a
second
but
I
think
the
roadmap
is
doing
what
it
should
be
doing.
Is
it's
pointing
out
status
of
projects
and
helping
us
determine
some
relative
priorities?
I
think
my
if
I
were
sitting
in
your
shoes
seeing
53
percent
of
the
projects
in
red
or
yellow,
it's
probably
not
a
positive
outcome
to
begin
to
address
how
those
kind
of
break
down
four
of
them
are
are
in
a
procurement
backlog.
H
Three
of
them
are
what
you
would
consider
high
complexity
projects
if
we
go
back
to
the
user
government.
Excuse
me
the
roadmap
for
a
second
and
these
as
we
refine
this
process,
since
this
is
really
our
first
route
update,
we'll
get
better
at
reading
the
data
and
telling
you
what
it
sees.
But
if
you
look
at
user
friendly
government,
all
of
those
applications
up
there
that
are
yellow
or
red
or
the
strategies
span,
multiple
departments
span,
multiple
stakeholders
have
very
complex
interfaces,
and
what
we're
finding
is
is
in
that
area.
H
Our
capability
is
still
really
immature.
We're
really
immature
right.
So
if
you
look
at
the
technology
roadmap
of
immaturity
to
maturity
from
a
capability
model
of
zero
to
a
capability
model
of
five
Rob's
done
a
great
job
at
getting
brilliant
at
the
basics.
This
isn't
the
brilliant
at
the
basics.
This
is
the
complex
systems,
integration,
work
and
so
I
think
that
one
of
the
things
we'll
be
learning
is:
are
we
going
to
be
able
to
make
investments
as
we
go
through
the
budget?
The
discussion
are
we
conversation?
H
Are
we
going
to
be
able
to
make
investments
to
improve
our
capability
maturity
in
delivering
these
complex
projects,
or
are
we
gonna
use
this
as
a
tool
for
prioritization,
and
some
of
these
projects
may
have
to
be
deep
priorities?
I
put
on
hold,
so
we
do
less,
but
do
it
better
so
kind
of
with
that
framing
of
the
conversation,
the
questions
we
expect,
I'll
turn
it
back
to
the
chair
for
questions
and
answers.
B
E
And
council
members,
my
name
is
Victor
sin
I'm,
a
resident
of
San
Jose
and
also
the
chair
of
the
Santa
Clara
Valley
Chapter
of
the
ACLU
of
Northern
California.
So,
on
this
foil
page,
seven,
okay,
I'm
a
stolen,
just
explained
I
have
one
specific
question:
okay
about
the
privacy
strategy
and
in
particular,
okay,
why?
Okay?
It
is
in
yellow
color,
so
in
addition,
okay
to
the
complexity,
okay
and
also
the
facts,
tax,
okay,
this
project,
so
he
spends
multiple
departments.
I
would
like
to
know
whether
there
are
any
other
specific
issues.
E
F
You
know,
there's
bits
and
pieces
of
the
LED
projects
are
going
to
be
going
in
throughout
the
city,
as
you
see
fit
until
the
report
comes
out
in
June
and
I
really
want
to
work
on
a
way
that
it
can
be
a
public
announcement.
Almost
that
you
can
say
that
to
the
public
and
you
can
create
a
memo
process
and
I
hope
we're
at
the
stage
that
you
can
learn
how
to
do
that.
F
F
B
I
Thank
you
chaired
yep
Kip,
Harkness,
deputy
city
manager,
I
wanted
to
give
a
respectful
public
answer
to
the
gentleman
from
the
ACLU.
So,
first
of
all,
yellow
indicates
some
issues
was
in
this
case
was
scheduled.
We
were
had
a
path
forward
to
have
privacy
principles
and
then
work
on
specific
use
cases.
Our
original
schedule
that
we
put
forward
you
said
we'd,
be
working
on
use
cases
right
now,
we're
still
at
the
principle
stage.
So
it
means
that
we've
taken
longer
to
work
through
those
principles
and
we
anticipated-
and
that's
really
two
reasons
one.
I
We
wanted
to
make
sure
that
we
have
engagement
and
our
initial
attempts
and
engagement.
We
want
to
draw
a
bit
broader
net,
then
we've
been
able
to
capture
in
the
conversation
make
sure
we
we
hear
more
voices
and
so
they'll
take
a
little
bit
longer
and
then
to
some
of
the
key
people
leading
this
we're
either
on
a
combination
of
paternity
leave
or
being
pulled
partly
to
make
sure
that
our
small
self
permitting
was
continuing
to
move
along.
So
we
haven't
put
this
high
level
of
resourcing
into
it.
I
As
we
have,
we
don't
see
any
issues
that
will
take
this
to
read,
but
we
did
want
to
acknowledge
that
we
haven't
gotten
to
the
deeper
use
case,
work
that
we,
our
initial
posted
schedule
said.
So
we
think
we're
on
track
and
in
fact
we
think
that
the
deep
collaboration
of
the
ACLU
and
others
has
given
us
really
good
feedback
on
those
privacy
principles
and
that
we're
in
pretty
solid
shape
with
those
but
wanted
to
acknowledge
the
fact
that
we
weren't,
where
we
said
we
were
going
to
be
and.
E
E
I
think
the
waters
a
little
different
but
but
more
importantly,
it
seems
on
what
I
had
maybe
have
an
older
version.
It
infrastructure
was
is
yellow
on
mine,
I,
think
on
here
it's
red
and
then
my
San
Jose
is
yellow
on
mine
and
on
here
it's
red
and
I'm
just
curious
about
changes.
There's
some
developments
prior
to
coming
to
the
meeting
or
yeah.
H
I'll,
take
that
I'll
take
the
hit
for
that.
So
we
we
had
a
in-depth
discussion
on
the
IT
infrastructure,
modernization
in
my
San
Jose
on
Tuesday.
We
needed
to
push
push
these
out
Monday
night,
so
we
pushed
them
out.
We
had
the
conversation
and
we
felt
having
accurate
and
timely
data
for
the
committee
was
more
important.
H
We're
gonna
be
changing
our
cadence
to
make
sure
that
we
and
push
any
changes
out
Monday
night.
That
reflects
and
don't
change
so
the
committee
or
the
public
don't
do
something
different,
but
it
is
an
accurate
representation
that
my
San
Jose
is
red
because
of
the
procurement
backlog
and
the
IT
infrastructure.
Modernization
is
red
because
of
the
procurement
backlog.
Okay,.
H
E
J
You,
okay,
we've
talked
about
the
you've
mentioned
the
procurement
a
couple
of
times.
I
cannot
say
that
word
procurement
backlog.
Can
you
talk
a
little
bit
about
that
and
whether
that
has
kind
of
delighted,
an
issue
that
we
maybe
didn't
know
about,
or
we
knew
about
and
now
is
ripe
for
some
change.
Yeah.
H
H
That
would
help
get
through
that
procurement
backlog,
while
we're
looking
at
doing
salary
studies
and
ways
that
we
can
be
more
competitive
in
the
market
and
then
we'll
be
moving
on
to
some
more
process,
improvements,
training
and
things
like
that.
But
right
now
it's
a
war.
So
there's
a
war
for
talent
and
when
we're
losing
it.
I
And
the
only
thing
I'd
add
is,
it
is
also,
as
we
mentioned
briefly
last
time,
it's
three
factors
that
are
different
than
they
were
even
a
couple
of
years
ago.
We
have
a
vastly
greater
number
of
IT
procurements,
they
are
bigger
dollar
amounts
and
they
are
more
complex
because
we
want
to
move
to
a
more
agile
method
of
doing
many
of
these,
so
those
three
together
just
as
a
sabrage,
the
talent
problem,
and
so
we
know
also.
I
Looking
at
things
like,
what
are
the
minimum
levels
where
we
go
out
for
a
more
complex
RFP
and
things
like
that
and
well,
how
do
we
prioritize
among
all
of
those
projects
so
that
we
don't
just
have
a
whoever
is
barking
loudest
from
the
17th
floor,
wins
kind
of
mentality,
so
there's
a
lot
to
it,
and
the
good
news
is
the
finance
department
is
deeply
engaged
collaboratively
with
us
and
in
a
way
we
hope
is
supportive
of
their
leadership.
But
it
is
very
significant
and
it
will
require
time.
Effort
and
resources
is.
H
H
We
stepped
up
and
we're
D
prioritizing
some
of
our
IOT
work
to
have
our
IOT
lead,
actually
work
with
procurements
to
on
on
recruiting
and
building
that
backlog
and
maybe
coming
up
with
a
better
prioritization
scheme.
So
higher
priority
projects
get
through
faster
and
so
the
way
the
roadmaps
gonna
work
is
you're.
Gonna
see
a
procurement
readiness
program
pop
up
on
the
roadmap
and
you're
gonna,
see
the
IOT
reference
architecture,
probably
move
from
yellow
to
red
to
on
hold,
and
that's
the
only
way
we
can
prioritize
because
resources,
my
team,
I,
don't
have
anybody
left.
K
What
we've
we've
tried
to
put
together
in
addition
to
the
consultant
option
is
also
increasing
staff
at
certain
in
certain
tiers,
such
that
as
the
tiers
get
improved
approved,
then
we'll
be
able
to
add
additional
services,
so
you
can
approve
tier
1
or
tier
2
or
tier
3,
and
that
will
give
us
feedback
as
to
how
fast
we
can
work
on
that
backlog
and
the
demand
for
our
services.
Ok,.
J
The
question
that
I
had
asked
was
about
whether
the
losing
the
talent
competition
was
because
only
only
because
of
salaries
or
whether
there
are
process
process
improvements
that
we
haven't
put
in
place.
Yet
that
are
are
compelling
in
other
in
other
cities
or
other
jurisdictions
that
are
taking
our
talent
away.
We.
K
K
K
J
B
G
H
A
D
Actually
sat
down
with
we
are
and
with
assistant
city
manager,
Jennifer
McGuire
said
there
really
should
be
a
policy
analyst
and
a
set
process
to
form
this.
And
that's
what
you
see
in
the
last
bullet
item
is
we
agreed
that
a
designee
from
AR
is
going
to
actually
coach
this
process
all
the
way
through,
say
here's
what
the
audits
have
said.
We
have
to
include
here's.
What
I
t's
pushing
for
is
good
process.
I
I
If
I
could
add,
I
think
this
is,
this
is
some
of
the
tension.
You
know
Rob's
the
first
time
we've
had
a
CIO
rather
than
just
an
IT
director
and
the
the
difference
in
my
mind,
is
really
some
of
the
governance
citywide.
We
have
had
a
strong
decentralized
structure
based
on
that's
how
people
could
fund
these
things
and
so
there's
a
lot
of
ownership
at
the
department
level,
which
can
be
positive,
but
in
cybersecurity,
that's
one
of
those
things
that
just
has
to
be
consistent
across
the
board.
I
Yeah
you
don't
kind
of
have
an
option
on
that,
and
so
we're
kind
of
learning
the
hard
way
that
there
are
some
things
where
it's
not
really.
You
don't
have
a
departmental
veto,
and
so
I
think
this
is
Rob
has
brought
people
along
with
it,
and
we've
been
a
little
bit
tougher
now,
in
the
end
to
say
it's,
you
know
not
everybody's
going
to
agree
it's.
It
is
going
to
be
this
way
right.
G
G
Sorry,
how
many
every
three
months
really
okay,
thank
you
and
I
know
that
a
lot
of
this
is
a
function
of
what
gets
pushed
to
us,
but
with
the
only
shirt
geek
program,
you
know
we're
trying
to
engage
in
a
poll
right
in.
In
that
context,
we
know
we're
not
the
pitch,
isn't
necessarily
to
a
bunch
of
venture
funded
tech
companies
or
startups,
but
it's
often
just
community
members
or
college
students
or
whoever
and
that's
great
that's
the
thing.
G
I
do
and
I'm
just
wondering
we
were
to
employ
that
approach
with
some
of
the
more
sophisticated
companies
and
departments
were
to
articulate
these
are
the
three
or
four
issues.
We
really
want
problems
that
we
want
someone
to
solve,
and
we
just
said:
hey
companies.
These
are
the
three
or
four,
so
don't
waste
their
time
with
this
other
stuff
just
solve
these
problems.
Does
that
help
us
either
spend
our
time
better
on
Small,
Wonders
or
actually
get
more
over
the
goal
line?
Sir.
A
That's
music
to
my
ears,
so
that
is
exactly
what
we're
doing
with
the
startup
and
Residence
projects.
Those
are.
These
four
projects
have
been
identified,
based
on
what
the
department's
needs
are
or
what,
through
an
auditors,
you
know
report
these
four
projects.
These
were
the
four
brave
souls
that
basically
started
this
process
and
going
through
and
just
a
little
bit
more
detail
about
that
program.
You
know,
for
you
know
the
first
six
months
they
basically
had
to
come
up
with
the
idea,
develop
an
RFP
and
then
with
the
RFP.
A
It
actually
is
an
opportunity
for
the
startup
to
show
proof
of
concept,
and
if
it
is
a
viable
product
to
the
project
manager,
they
can
go
into
a
contract
a
year
later.
So
so
it's
kind
of
the
revert
using
our
procurement
requirements.
How
do
we
make
sure
not
just
do
a
demo
but
really
get
into
an
actual
contract
with
a
start-up,
so
the
focus
is
to
startup,
but
we
can
definitely
open
it
up
to
larger.
You
know,
firms
who
are
interested
in
solving
our
civic
issues,
I.
H
And
Mayor
what-what
the
bomb
I
haven't
unleashed
on
reg
in
yet
is
so
shereena
and
I
have
been
talking
about
this.
We
kind
of
to
do
want
to
do
a
walk
before
we
could
run.
We
wanted
to
see
how
stirrer
works
out.
We
also
with
my
director
hat
on
we're
having
a
budget
just
a
conversation
about
a
small
wonders
project
manager
to
assist
with
this
and
I
think.
H
Once
we
get
to
that
next
level
of
maturity,
we
could
probably
do
a
challenge
between
the
private
sector
and
the
departments
and
widen
that
widen
that
funnel
of
incoming
projects
to
be
a
little
more
community
problem.
Community
service
benefit
focused
as
opposed
to
the
tech
sector.
Won't
you
know
doing
tech
for
technology's
sake,
right,
okay,.
G
G
First,
thank
you
in
getting
this
launched,
I
mean
6,000.
Families
now
have
access
they
didn't
have
before,
and
that's
that's
really
significant.
Since
I
know,
our
goal
was
with
our
Digital.
Inclusion
fund
was
to
get
the
50,000.
People
were
on
the
wrong
side
of
the
divide
and
we
just
took
a
big
bite
out
of
that.
That's
really
significant.
G
I
H
Yes,
I
think
there's
two
dimensions
to
that:
one
is
I,
think,
there's
still
a
conversation
to
have
with
superintendent,
Chris
funk
and
the
school
and
the
school
board
about
the
next
steps.
Okay,
where
we
last
left
that
conversation
was
they
wanted
that
the
whole
premise
was
based
on
opening
it
up
to
the
students
and
the
non
student
household,
so
that
and
we
wanted
to
get
the
educational
assessment,
so
we
were
comfortable
moving
on
all
of
those
things
are
converging
converging
together.
H
So
I
think
our
next
step,
which
we
can
talk
about
on
the
March
18th
briefing
we're
having
on
this
topic,
will
be
once
we
get
the
educational
assessment
to
sit
down
with
a
school
district
and
understand
where
they
are,
with
their
funding
of
their
measure.
I
bond
for
technology
bond.
For
this
then
yeah
I
think.
The
second
step
is
the
Advisory
Board
of
the
Digital
Inclusion
fund
certainly
can
entertain
an
option
from
anyone,
including
CET
F.
H
G
H
That
was
the
init
one
of
the
innovative
things
about
the
school
district
bond
is
they
could
fund
op,
x
and
capex?
That
was
part
of
the
confusion,
because
we
thought
that
they
were
funding
op
x
and
the
district
said
we
don't
want
to
fund
op
X.
We
think
this
is
a
lot
part
of
a
larger
community
Wi-Fi
and
those
are
some
of
those
expectation,
communication
gaps.
We
need,
we
need
to
work
through
it.
The
next
meeting
with
the
district,
okay.
G
H
The
educationalist
I'm,
sorry
yeah,
so
you
know
for
free,
which
is
great
so
for
free,
Silicon,
Valley
talent,
part.
Your
ship
is
engaged
a
lot
of
smart
people
at
PayPal
uh-huh,
along
with
the
library
Jill
born
at
the
library,
along
with
the
school
district
and
Cisco,
came
along
for
a
ride
and
and
Rob
Lloyd
from
from
IT.
H
So
we've
got
a
pretty
strong
team
that
are
gonna,
look
at
this
data
and
come
to
a
very
solid
conclusion,
and
that
will
eliminate
a
lot
of
the
questions
we've
always
had
about
wanting
to
have
an
educational
and
which
is
what
council
directives
to
do
is
come
back
with
educational
outcomes
before
we
move
on
to
Yerba
Buena
and
over
Felton
awesome.
Thank
you.
E
H
I
think
it's
a
good
question.
So
one
of
the
decisions
that
I
made
and
I'll
take
the
heat
was
to
get
it
opened
up
and
then
move
on
to
the
communications
and
marketing
of
it.
As
soon
as
we
started
talking
about
communications
and
marketing,
we
are
talking
about
weeks
delayed,
so
so
we're
going
to
open
it
up,
hopefully,
it'll
be
open.
Friday.
Then
the
next
step
is
to
engage
the
district
and
mayor's
communications
director
and
Rosario
on
how
we
do
message.
H
This
I
do
know
that
the
principals
at
James
lick
is
already
working
on
how
he's
going
to
message.
You
know
to
the
neighborhoods
through
having,
as
students
and
parents,
tell
other
students
and
parents
in
the
area,
so
there's
some
things
that
are
taking
place
already,
but
we're
definitely
want
to
do
that.
Everyone
wants
to
do
it.
We
just
wanted
to
get
it
opened
up
first,
because
we've
been
delayed
so
long.
Okay,.
E
H
H
Moving
on
to
item
two,
so
one
of
the
projects
on
our
roadmap
that
you
just
looked
at
is
the
city,
open
data,
environment
and
think
of
this
environment
as
a
virtual
library.
I
know
that
Jill
borne
may
take
a
take,
no
comment
to
that,
but
think
of
the
open
data
environment
as
a
virtual
library
where
the
city
can
store
data,
develop
patterns
and
insights
and
enable
staff
to
translate
those
insights
into
actual
community
benefit.
H
We're
going
to
explore
both
better
engagement
with
the
public
and
better
decisions
by
staff
by
first
explaining
our
open
data
environments.
This
understanding
of
the
environments,
it's
a
little
technical,
so
some
eyes
make
lays
over.
But
then
you
can
understand
the
concept
of
where
these
data
stories
and
engaging
the
public
fits
in.
So
once
that
context
has
been
set,
we're
going
to
do
two
demonstrations
of
what
might
be
scaled
around
public
engagement
and
better
decision-making,
and
with
that
I'm
going
to
turn
the
presentation
over
to
Rob
Lloyd
good.
D
Afternoon
committee
chair
mayor
committee,
members
and
members
of
the
public
Rob
Lloyd
chief
information
officer
for
the
city
of
San
Jose
today,
I'm
today.
Excuse
me
I'm
here
with
our
eat:
angry
our
data
architect,
obvio
Tom,
our
division
manager
for
parks,
recreation
and
Neighborhood,
Services,
Alberti
haami,
our
Stanford
fellow
for
PRN
s
as
well
as
Jill
North,
our
technology
and
innovation
program
manager
for
Department
of
Transportation,
along
with
our
great
vendor
partner
from
urban
logic,
which
is
Mark
my
song-song.
D
So
in
terms
of
bringing
you
something
today,
we're
very
happy
to
bring
this
item
because
it's
the
culmination
of
about
1.5
years
worth
of
work,
setting
the
foundations
so
you'll
see
today
the
progress
and
state
of
those
foundations,
the
applications
of
data
and
analytics
to
meaningful
community
questions
and
challenges
so
that
we
can
get
to
better
decisions
and
better
engagement,
we'll
also
see
and
have
room
to
discuss.
Where
do
we
go
from
here?
Thank
you,
sorry.
D
So
one
of
the
things
that
is
important
to
note
as
stollen
kind
of
brought
up
earlier
was
the
importance
of
data
to
the
San
Jose,
smart
city
vision
and
when
council
approved
this
in
2016
to
its
credit,
it
recognized
the
role
in
the
central
of
data
to
the
smart
cities,
initiatives
that
we
had
in
front
of
us.
So
data
is
central
to
Internet
of
Things
to
smart
solutions,
to
predictive
modeling
to
autonomous
vehicles,
tartar
special
intelligence.
D
All
of
those
pieces
come
through
this
conduit
and,
along
with
that,
is
that
track
of
getting
to
a
smart
cities
journey
where
we
can
access
city
wide
quality
data
that
we
have
and
can
develop
the
patterns
and
insights
by
skilled
people,
so
that
we
can
make
the
better
decisions
and
better
actions
and
then
gets
you
prediction
and
automation.
Truly
data
is
that
medium
and
today,
you're
going
to
see
the
start
of
what's
possible
as
we
continue
on
this
journey.
D
D
So
it's
a
very
different
environment
that
we
see
in
front
of
us
now
is
now
with
all
things
that
that
you
hear
and
from
us
on
this
martinice
journey.
Everything
does
boil
down
to
people,
technology
and
processes,
and-
and
that
is
the
theme
that
you're
going
to
see
in
the
present
presentation
today
is
the
technology
that
we've
been
working
on
has
is
hard,
but
it's
actually
the
easy
part
right.
So
we're
going
to
design
a
great
architecture
that
can
hit
a
lot
of
the
important
design
features
that
are
going
to
carry
us
forward.
D
We're
going
to
prepare
that
environment
so
that
we
can
handle
IOT
scale
and
artificial
intelligence.
But
then
it
comes
back
to
the
people
and
are
we
building
up
the
skills
and
the
abilities
in
the
organization
that
we
can
create
new
meaning
through
that
data
for
better
decisions
and
more
automation?
A
lot
of
that
comes
through
practice
when
the
other
themes
that
you'll
see
through
this
presentation
is
the
sheer
importance
of
processes,
and
so,
instead
of
talking
in
terms
of
data
engaging
with
the
community
around
questions
that
are
meaningful
to
it
around
data
governance.
D
What
can
we
agree
to?
How
are
we
going
to
structure
information
so
that
breaks
the
silos
and
when
we
have
decision-making,
how
can
we
make
sure
that
the
quality
is
there
that
it's
consistent
and
we
can
dive
into
how
those
decisions
are
made
if
there
needs
to
be
some
improvement
in
that
approach?
This.
L
City's
IT
department
I
would
like
to
get
a
little
deeper
into
some
of
the
foundation
work.
We've
been
doing
beginning
with
the
city's
open
data,
community
architecture
or
OD
CA,
as
we've
been
calling
it.
It
is
the
base
of
our
foundation
or
DCA,
has
been
designed
to
provide
the
city
with
a
data
environment
that
is
highly
adoptable,
secure
and
scalable.
It
provides
an
approach
to
a
complete
data
management
which
we've
split
into
two
broad
categories:
data
storage
or
infrastructure,
and
data
consumption.
L
With
the
data
infrastructure,
we
intend
to
provide
a
big
data
environment
that
helps
bring
data
together
from
siloed
systems
in
a
secure
manner,
support
real-time
data
and
provide
the
ability
to
scale
with
increasing
data
volume
for
data
consumption.
The
focus
is
on
enabling
use
of
data
in
a
way
that
helps
improve
efficiency
and
better
engage
through
data
by
means
of
data
portal
data
stories
and
advanced
analytics.
L
The
goal
of
all
of
this
is
to
create
an
integrated
data
platform
that
streamlines
city's
data
flow
by
providing
a
mechanism
for
data
aggregation
data
sharing
and
data
analytics,
thus
leading
up
to
predictive,
analytics
and
eventually
helping
facilitate,
learn
through
data
by
making
multi
use
data
easily
accessible
to
city
employees,
city,
open
data,
environment
or
code
is
a
phased
implementation
of
our
open
data
community
architecture.
There
is
a
simplified
form
of
our
architecture.
L
Next
comes
the
software,
which
is
a
big
data
application
that
we
built
as
part
of
a
pilot
in
2017.
We
are
currently
in
the
process
of
making
enhancements
to
the
application
to
make
it
more
secure,
enable
it
to
work
with
a
cloud
infrastructure
and
containerize
it
so
as
to
people
so
as
to
make
it
easily
deployable.
L
This
forms
the
new
data
leak
environment
or
the
city
open
data
environment.
The
data
leak
environment
on
the
new
hardware
makes
the
tool
P
piece
of
our
data
approach,
which
is
mainly
targeted
for
the
city
to
the
city,
employees,
who
will
be
either
managing
the
open
data
environment
or
working
with
the
data
on
a
daily
basis.
L
The
next
piece
in
the
architecture
is
the
data
portal.
The
data
portal
can
pull
data
from
the
city's
data
leak,
environment
or
directly
from
city
systems.
It
allows
for
data
sharing
in
the
form
of
open
data
or
private
data
sharing
between
the
city
and
the
vendors
or
within
city
departments.
The
data
portal
being
the
front
end
of
communication
allows
the
city
to
communicate
using
data
with
public
or
with
focus
groups.
L
This
makes
up
the
process
piece
of
our
data
approach
and,
lastly,
we
have
the
data
science
and
advanced
analytic
tools
that
will
work
off
the
open
data
environment,
which
makes
the
data
much
more
powerful
by
means
of
machine
learning
and
artificial
intelligence,
thus
allowing
the
city
to
do
predictive
analytics.
However,
this
is
a
part
that
cannot
begin
until
we
have
all
of
the
previous
work
completed
and
there
is
a
lot
more
investment
that
needs
to
go
in
to
allow
for
advanced
analytics
in
terms
of
staffing
and
tools.
L
Here's
a
quick
update
on
where
we
are
on
some
of
the
initiatives
with
the
foundational
work
we
published
the
open
data
community
architecture
as
an
open
source
document.
After
doing
a
proof-of-concept
on
it,
we
are
looking
to
partner
with
universities
and
nonprofits
to
help
build
data
stories
for
better
community
engagement,
the
procurement
for
our
data
and
transparency
portal
to
consolidate
our
open
data
portal
and
financial
transparency
portal
t1
has
been
completed.
The
implementation
of
the
new
portal
is
starting
soon.
L
We
have
three
data
stories
in
progress
for
engagement
through
data
for
the
first
one,
we've
partnered
with
urban
logic,
for
the
transportation
data
story
that
you'll
be
hearing
about
today,
and
we
are
in
our
initial
discussions
with
the
fire
department
and
the
housing
department
for
two
other
data
stories.
And,
lastly,
we
have
an
RFQ
in
the
process
for
container
izing,
securing
and
cloud
enabling
the
city
open
data
environment
with
all
the
foundational
work
on
the
city,
open
data
environment,
we're
essentially
building
an
empty
library
that
needs
to
be
stocked
and
managed,
and.
D
So
things
are
accessible
and
we
can
create
those
smart
solutions
that
we
can
share
internally
with
partners
even
with
vendors,
as
the
city's
needs
say
we
do.
We
also
want
to
narrow
and
build
the
essential
skills.
So
we
can
create
that
community
of
practice
around
specific
tools
and
data
access,
so
that
people
get
in
in
the
city
can
start
collaborating
on
these
data
initiatives.
There
is
a
support
to
the
mass
required
for
artificial
intelligence.
D
We
also
see
the
ability
and
a
need
to
have
the
ability
to
create
better
security
and
privacy
in
this
model
and
to
be
a
leader
in
this
space
nationally
and
just
a
quick
note
on
that
is
in
the
smart
cities
and
this
Civic
innovation
group.
There
are
opportunities
we
turn
down
because
the
security
and
privacy
pieces
don't
appear
to
be
there,
and
so
we
as
a
city
heading
forward,
need
to
make
sure
that
we
build
these
things
in
mind.
D
So
when
those
initiatives
come
up,
we
can
say
yes,
more
often
and
last
the
processes
to
put
in
place
where
the
essential
data
governance-
and
that
is
one
thing
that
we
see
as
and
prolifically
as
missing
in
the
city
that
we're
going
to
have
to
resolve
over
time.
But
we
also
have
a
confession
to
make,
and
that
is
in
community
engagement
through
data.
The
last
ten
eleven
years
of
in
civic
tech
go
tech.
D
So
instead
of
pushing
data
and
kind
of
pushing
against
a
rope,
let's
go
ahead
and
say
here's
the
idea
in
concept
and
lighten
the
way
and
then
build
those
conversations
from
there
and
that's
actually
part
of
how
we're
going
to
switch
our
work
and
what
you'll
see
in
the
next
two
items
to
put
a
finer
point
on
it.
We
are
going
from
data
stories
as
the
center
point
to
appeal
to
people
and
below
that
or
above.
D
That
is
a
data
article
where
we
say
there's
a
process
to
this,
where
there's
some
data
journalism
and
some
clarity
that
we
want
to
be
able
to
talk
with
the
community
and
clear
terms
and
only
at
its
base
and
with
that,
roughly
1%
or
half
a
percent
of
the
population
that
loves
raw
data,
then
we'll
go
into
that,
but
it'll
be
accessible
to
our
partners
and
to
our
departments
to
really
dive
in
when
they
need
to.
But
that's.
E
Thank
you
rob
chair
mayor
members
of
the
committee,
I'm
audio
Tom,
division
manager
and
parks,
recreation
and
Neighborhood
Services,
as
Rob
said,
to
become
a
data-driven
city.
We
need
people,
technology
and
processes
and
because
we
are
powered
by
people
that
starts
with
people
who
champion
the
use
of
data
and
have
the
skills
to
put
passion
into
practice.
E
The
City
Council
and
the
community
may
know
PRA
as
the
Department
of
fun,
but
we've
also
championed
the
collection
and
use
of
data
for
many
many
years
and
we
could
go
through
a
litany
of
examples,
but
I'll
just
name
a
couple.
Almost
exactly
two
years
ago
we
presented
to
this
committee
our
innovative
use
of
power
bi
to
create
F
a
massive
budget
management
dashboards
and
just
next
week
at
the
Neighborhood
Services
and
Education
Committee
will
represent.
E
We've
done
this
without
dedicated
IT
staffing,
because
we
see
the
absolute
value
in
data-driven
decision
making
without
dedicated
IT
staffing,
we've
had
to
be
creative
and
how
to
get
the
right.
People
in
2017
PRS
began:
collaborating
with
Stanford
University's
Haas
Center
for
public
service
to
host
Community
Impact
fellows,
who
are
recent
graduates
who
commit
to
a
10-month
fellowship
in
the
public
sector.
E
These
fellowships
enable
us
to
tackle
meaningful
projects
that
may
be
out
of
the
reach
of
our
day-to-day
operations
and
simultaneously
create
a
pipeline
of
talented
and
passionate
public
servants
and
future
leaders
last
spring,
when
we
were
considering
potential
projects,
Mauri
maciel
our
division
manager
for
youth
intervention
services
and
CJ
Ryan,
our
strategic
partnerships
program
manager
asked.
How
might
we
enrich
our
grant
making
processes
with
even
more
data?
We
wanted
to
put
our
programs
under
the
microscope
and
apply
analytical
techniques
such
as
risk
terrain
modeling
to
provide
another
data-driven
perspective
and
how
we
allocate
limited
funds.
E
E
Albert
joined
our
team
last
July
after
graduating,
from
Stanford
with
a
bachelor's
in
economics
and
a
master's
in
public
policy
he's
passionate
about
improving
outcomes
for
our
youth
in
a
community.
He
created
a
startup
in
the
music
industry
in
his
own
words
the
statistical
software
tool.
R
is
his
jam,
I'm,
not
sure,
but
I
think
that's
a
musical
joke
without
further
ado,
I
drop
on
to
you.
M
Thank
You
avi
chair
mayor
councilmembers,
members
of
the
public.
Thank
you
so
much
for
giving
me
the
time
to
talk
to
you
about
the
work
that
I
and
P
RNs
are
doing
to
identify
the
risks
of
gang
and
youth
violence
throughout
our
city.
This
is
a
two
step
process
of
first
evaluating
where,
in
the
city,
we
have
the
highest
risks
of
gang
and
youth
violence
and
then
taking
that
data.
How
do
we
predict
where
those
risk
factors
are
going
to
be
in
the
future?
This
involves
first
defining
our
metrics.
M
What
does
it
mean
to
have
a
high
risk
of
gang
and
youth
violence
once
we've
defined
those?
We
can
find
the
data
that
matches
those
metrics
combined
all
that
data
together
to
ultimately
learn
from
that
data.
So,
let's
start
by
defining
our
metrics,
the
Office
of
Juvenile,
Justice
and
delinquency.
Prevention
from
the
US
Department
of
Justice
is
the
standard
for
risk
factors
in
gang
and
youth
violence.
M
They
list
the
risk
factors
and
communities
as
things
such
as
poverty,
victimization
of
violence
throughout
the
community,
illegal
firearms,
child
abuse,
the
presence
of
gang
crime
within
the
community
and
substance
abuse.
Once
we
have
these
metrics
defined,
our
job
is
to
figure
out
what
data
matches
those
metrics.
Our
data
comes
from
the
cooperation
of
the
San
Jose
Police
Department.
They
have
provided
us
crime
reports
for
the
last
five
years
to
be
able
to
analyze
where
substance,
abuse,
violence
and
other
things
are
happening
throughout
the
city.
M
We
have
census
data,
giving
us
educational
and
economic
information
for
each
neighborhood
throughout
the
city,
along
with
school
violence,
data
provided
to
us
from
the
safe
school
campus
initiative
from
the
mayor's
gang
prevention
task
force
and
many
other
sources
to
create
a
scorecard
of
past
present
and
future
risk
for
gang
in
youth
violence
in
the
city.
The
next
step
is
to
combine
the
data,
and
this
is
where
the
wonderful
data
library
that
Rob
has
talked
about
would
come
in,
but
since
we
don't
have
dedicated
IT
staffing
in
PR
nests,
we
don't
have
that
right
now.
M
What
you
see
here
is
a
map
of
the
city
of
San
Jose,
divided
into
its
neighborhoods,
with
each
neighborhood,
ranked
from
low
risk
to
high
risk
for
gang
and
youth
violence
within
each
neighborhood.
You
can
get
an
idea
of
not
only
its
overall
risk,
but
what
metrics
give
it
that
risk
level.
These
include
the
things
that
we
talked
about,
like
gang
affiliated
crime,
child
maltreatment,
violent
victimization,
presence
of
illegal
firearms,
economic
deprivation
and
substance
abuse.
M
M
So
that's
the
evaluation
portion
of
our
work.
Let's
talk
about
the
predictions,
and
this
is
where
that
idea
of
machine
learning,
of
artificial
intelligence
of
data
science
coming
to
play.
But
really
what
all
these
are
is
just
bringing
form
to
our
data.
And
let
me
show
you
what
I
mean
by
that.
This
is
that
same
map
that
I
showed
you,
except
for
the
year
2013.
M
This
is
that
map
in
2014
2015,
16
17
and,
as
you
can
see,
we
start
to
get
an
idea
of
what
the
trends
are
in
our
data
and
how
things
are
changing
and
staying
the
same
over
time
which
allows
us
to
go
beyond
2018,
to
look
at
predictions
for
2019
for
2020
and
2021
and
based
on
comparing
our
predictions
to
historical
data.
We
believe
these
predictions
to
be
roughly
99%
accurate.
M
M
There
are
so
many
other
dashboards
and
projects
and
predictive
analyses
and
evaluative
analyses
that
I've
been
working
on,
but
we
simply
don't
have
the
time
to
complete,
and
that
is
because
all
of
this
work,
this
machine
learning
data,
visualization
work
has
been
about
one
month
of
my
seven-month
fellowship
data
formatting
and
just
getting
it
in
a
usable
format
is
been
six
months.
The
vast
vast
majority
of
my
time
here.
What?
M
If
we
did
better-
and
this
is
where
RT
and
Rob
when
they
came
to
me
and
explaining
the
idea
of
the
open
data
community
architecture,
I
was
so
excited,
it's
the
idea
of
putting
together
all
of
our
data,
cleaned,
primmed
and
ready
to
go
for
people.
Some
would
say
an
overeager
data
scientists
who
go
in
and
analyze.
M
What's
going
on
in
our
city,
the
type
of
work
that
we've
done,
this
predictive
analytics
in
a
house
within
the
Department
of
Parks
wreck
and
Neighborhood
Services
makes
us
one
of
if
not
the
most
data,
innovative
departments
and
I
realized
that
Department
of
Transportation
is
about
to
have
something
to
say
about
that.
But
that's
ok,
I'm
ready
to
argue-
and
the
fact
is-
is
that
when
we
put
our
stuff
together
and
combine
our
efforts,
we
could
most
certainly
become
one
of,
if
not
the
most
data
innovative
cities.
M
So
what
would
that
take?
The
shorter
answer
is
a
lot,
but
just
from
my
experience
here,
two
major
things
that
would
help
our
standardization
of
naming
conventions,
making
sure
that
our
data
and
files
are
simply
named
properly
and
consistently
and
that
the
data
within
those
files
are
named
consistently
and
a
strong
data
governance
allowing
us
to
quickly
and
effectively
navigate
the
privacy
issues
that
we're
still
struggling
with
today
and
doing
all
of
this
can
allow
us
to
reach
that
data.
Innovative
smart,
City
vision
that
we
are
looking
for.
M
K
Thank
You
Albert
Thank
You
mr.
chair
mr.
mayor
members
of
the
committee
and
members
of
the
public.
My
name
is
Jill
north
and
I'm.
The
innovation
program
manager
for
the
Department
of
Transportation
and
I'm
excited
to
share
with
you
today
our
data
story
in
regards
to
our
partnership
with
urban
logic
and
how
the
Department
of
Transportation
has
begun
the
process
of
unlocking
our
trap.
K
Currently,
transportation
and
mobility
are
on
the
cusp
of
a
transformation
within
the
industry,
and
although
new
technologies
such
as
autonomous
vehicles,
Internet
of
Things
and
East,
scooters
are
exciting
and
offer
new
efficiencies
and
options
for
our
residents.
These
innovations
also
offer
new
challenges
in
order
to
fully
take
advantage
of
the
new
tools
and
insights
for
our
teams
to
consider
when
planning
our
transportation
network
at
the
November
2018,
smart
cities
and
service
improvements.
Committee
meeting
Wilson
Tam
from
d-o-t,
presented
on
the
underlying
data
challenge
facing
our
department
when
planning
the
future
transportation
ecosystem
for
San
Jose.
K
At
that
time,
DoD
had
partnered
with
urban
logic,
to
help
us
unlock
the
power
of
our
own
data,
while
building
the
foundation
to
support
the
data
needs
of
tomorrow.
Following
only
three
months
of
active
partnership
and
engagement,
urban
logic
delivered
a
customized
and
fully
functional
platform
to
do
T
in
December
of
2018.
This
tool
replaced
the
time-consuming
data
entry
practice
and
enabled
visual
in
an
enabled
DoD
staff
to
have
meaningful
engagement
with
our
communities
about
transportation
in
a
visual
and
data-driven
way.
K
I
am
pleased
to
introduce
to
you
the
urban
logic
team
who
have
joined
us
today
from
Canada
and
have
solved
a
decade's
long
transportation
problem
for
our
department.
In
the
audience
we
have
Herman
Chandi
and
Julian
Rathore
and
next
to
me
is
mark
my
song-song,
who
will
walk
you
through
the
power
of
compounding
data
to
drive
better
decisions
in
some
considerations
going
forward
using
data
as
a
basis
of
community
engagement.
E
C
Thank
you
so
much
Jill
and
to
the
mayor,
chair
and
council
and
public
for
your
for
the
for
the
honor
of
be
able
to
present
some
the
exciting
work.
We've
been
able
to
do
with
your
team
here
in
San
Jose
as
a
background,
we're
working
on
a
number
of
different
insights
that
you
can
derive
from
San
Jose
data
and
not
just
San
Jose's
data,
but
other
government
jurisdictions
in
the
private
sector.
But
for
the
purpose
of
today,
we
wanted
to
focus
in
on.
C
One
specific
use
case
from
the
very
beginning
was
made
very
clear
to
us
that
an
overriding
priority
for
the
city
of
San
Jose
is
to
reduce
traffic
deaths
to
zero.
So
one
of
the
things
that
we've
been
working
on
is
analyzing
data
on
how
you
can
provide
action,
intelligence
to
reduce
the
volume
and
severity
of
crashes
and
and
pedestrian
fatalities
in
San,
Jose,
so
kind
of
an
on
a
background.
C
What
we've
done
over
the
last
few
months
is
we
take
we've
analyzed
about
it's
about
tens
of
thousands
of
crashes
that
happened
in
San
Jose
over
a
period
of
several
years,
and
then
we
layer,
different
data
sets
on
top
of
that,
so
everything
from
the
road
design,
the
built
environment,
the
density
and
types
of
businesses
and
buildings,
and
using
machine
and
deep
learning
what
we
do
is
we
we
try
to
derive.
Are
there
what
we
call
the
anatomy
of
an
accident?
C
What
are
the
the
factors
that
drive
not
just
the
number
of
accidents
but
the
severity
of
accidents?
So,
for
example,
it's
a
good
news,
but
eighty-nine
percent
of
the
accidents
we
we
studied
did
not
result
in
injury.
However,
of
the
of
the
of
the
accidents
of
do
cause.
Injuries
about
half
of
them
are
they're
fatal
or
severe.
C
So
that's
one
of
these
things
that
we
were
looking
at,
which
is,
can
we
hone
in
on
what
what
makes
certain
intersections
more
dangerous
and
more
fatal
than
others,
and
so,
for
example,
one
of
these
things
that
you're
looking
at
here
is
road
design.
Is
it
a
signalized
intersection?
Does
speed
play
a
factor?
Is
it
protected
turn
lanes
or
what
have
you
even
the
curvature,
the
curvature
of
the
of
a
road?
C
These
are
the
types
of
elements
and
and
when
we
we
looked
at
it,
you
can
see
that
so,
basically,
to
best
understand
this,
a
score
of
1
of
1
would
mean
that
this
particular
element
of
an
intersection
has
a
hundred
percent
impact
on
on
causing
severe
Eve
accidents.
So
it's
it's
clear
that
that
the
design
of
roads
and
infrastructure
does
cause
a
degree
of
severity.
C
The
next
thing
Jullien,
our
chief
data
scientist,
did
was
he
sergeant
look
at
not
just
the
road,
but
what
about
things
that
surround
the
road,
the
buildings,
the
businesses,
the
demographics,
etc?
How
much
do
those
play
in
terms
of
severity
of
accidents
as
opposed
to
the
road
itself,
and,
as
you
can
see,
we
were,
you
know,
I
think
quite
taken
aback
that
it's
actually
not
initially
the
road,
that's
the
biggest
impact,
but
how
big
the
buildings
are.
What
types
of
people
like
is
it?
C
You
know,
with
a
high
degree
of
confidence,
a
major
impact
of
reducing
severity
of
injuries
and
fatalities.
So
the
next
step
after
this
is,
of
course,
to
empower
city
staff,
because
one
of
the
things
that
we
hold
is
quite
an
article
of
truth
within
our
team
is
that
we
are
not,
and
we
never
pretend
to
be
the
experts.
It's
been
a
great
experience,
working
with
San
Jose,
Department
transportation
staff,
because
the
depth
of
knowledge
and
and
the
clarity
of
their
thinking
they
they
are
experts
in
the
community.
C
C
One
of
the
other
things
that
we
are
also
aware
of
is
that
what
most
of
us
you
were
talking
about
were
using
city-owned
data,
as
Jill
mentioned.
One
of
these
things
we're
working
on
with
the
Department
transportation
is
to
future-proof
to
platform.
So
this
is
a
particular
deployment
we
rolled
out
in
another
city,
but
we're
importing
this
technology
into
the
San
Jose
platform,
where
you
can
use
privacy
protected
telecom
data
to
understand
a
regional
sense
of
traffic
pattern.
C
So,
for
example,
what
impact
does
on
a
San,
Jose
Sharks
game
people
coming
from
San
Francisco
come
like
those
are
the
sorts
of
things
where
San
Jose's
existing
traffic
network
can
actually
map
out
where
people
from
San,
Francisco
or
Palo
Alto
are
coming,
but
using
privacy
protected
telecom
data.
You
can
understand
how
San
Jose
fits
within
a
you
know:
the
broader
mosaic
of
its
neighboring
communities,
we're
doing
the
same
thing
with
connected
vehicle
data,
so
as
technologies
like
dedicated
short
range
communications
or
DSRC
and
5g
come
on.
C
These
are
going
to
be
really
exciting
tools
for
traffic
planners
to
utilize,
but
they
don't
have
the
time
to
learn
how
to
interpret
telematics
data.
It
is
its
own
language,
its
own
attributes,
so
we've
pre-built
an
architecture
that
allows
San
Jose
staff
to
interpret
these
data
sources
as
they
come
online
without
without
having
to
learn
a
new
skill
or
new
language
I.
Some
of
the
particular
use
cases
we're
looking
there
is.
C
It's
been
made
clear
to
us
that
a
priority
in
San
Jose
is
to
reduce
vehicle
miles
traveled,
and
so
some
of
these
things
that
we're
analyzing
here
is.
Is
you
can
isolate
a
class
8
freight
truck
for
example,
and
identify
that
a
good
deal
of
travel
is
specifically
because
this
factory
has
to
be
connected
to
this
warehouse
across
the
city?
C
So,
in
terms
of
long-range
community
plan,
you
can
actually
identify
ways
you
can
reduce
traffic
not
by
building
more
roads,
but
in
fact,
by
by
clustering,
certain
businesses
together
and
then
one
of
the
concepts
that
Robin
is
similar
emphasizing
to
us
was
the
importance
of
urban
villages,
and
so
part
of
what
the
system
is
designed
to
do
is
allow
you
to
understand,
essentially
micro
micro
communities
within
San,
Jose
and
they're,
distinct
and
unique
needs.
So
you
can
identify
the
interrelationship
between
demographics,
businesses,
the
built
environment,
traffic
patterns,
etc.
C
All
within
a
few
clicks
of
the
mouse
is
so
that
city
staff
don't
have
to
do
laborious
and
time-consuming
expensive
external
surveys.
They
can,
if
they
have
a
concept
and
a
theory
in
their
head,
they
can
just
sit
down
at
a
computer
and
and
run
the
numbers
and
see
and
accelerate
the
decision
making
process
with
a
higher
level
of
confidence
going
to
the
future.
One
of
the
things
that
the
data
library
San
Jose
makes
really
exciting
for
us
is,
as
Albert
was
saying,
the
power
of
analytics
is
act.
C
The
unsung
hero
in
data
analytics
is
actually
clean,
comprehensive
and
reliable
data,
and
so
as
as
San
Jose
is
building
a
foundation
that
can
ingest
data
from
from
all
these
future
sources.
It's
it's
putting
us
in
a
position
where
we
have
to
consider
what
are
the
future
needs
of.
You
know
a
CIO
five
or
ten
years
from
now
in
the
data
governance
considerations,
so,
for
example,
the
system,
one
of
the
things
we're
following
quite
closely
is
the
California
consumer,
Privacy
Act.
C
As
mentioned
we're
looking
at
you
ingesting
telecom
data
and
connected
vehicle
data,
so
the
system
is
already
pre-configured
and
architectured
so
that
it
would
be
fully
compliant
if
you
wanted
to
bring
in
type
these
types
of
private-sector
data
sources,
the
data
is
all
owned
by
the
city,
which
is
a
big
thing.
That
was
an
emphasized
to
us
the
importance
of
not
building
in
vendor
lock-in,
so
that
this
will
allow
San
Jose
to
bring
in
data
from
any
source
in
any
format
and
export
the
clean
process,
data
and
insights
to
any
third-party
application.
C
Any
in-house
built
application
within
within
San
Jose,
we've
embedded
machine
and
deep
learning
into
the
platform
part.
Ok.
This
goes
back
to
our
core
focus
that
the
existing
experts
shouldn't
necessarily
be
external
data.
Scientists
like
data
science,
has
like
we
are.
We
are
those
people
who
do
have
fun
that
1
percent
of
people
who
have
fun
playing
with
raw
data,
but
the
the
actual
city
engineers
and
the
city
planners
who
have
to
make
day-to-day
decisions
which
will
impact
the
community
for
generations.
C
They
don't
have
time
to
learn
all
these
new
skills,
and
so
a
lot
of
what
we're
trying
to
do
is
build
in
these
types
of
machine
and
deep
learning
analytics,
so
that
people
who
are
experts
in
social
services,
for
example,
can
get
the
types
of
insights
they
need
without
needing
to.
You
know,
without
being
be
held
hostage
to
a
limited
capacity.
C
The
degree
to
which
Park
Park
locations
drives
community
traffic
patterns
and
congestion
patterns
is
something
that
this
is
the
power
of
that
comprehensive
data
library
that
Rob
was
talking
about
was
he
all
these
systems
would
build
upon
each
other.
So,
in
closing,
I
want
to
thank
you
for
having
the
opportunity
to
present
the
work
here.
I
just
want
to
emphasize.
In
the
last
year,
our
team
has
presented
at
37
conferences
across
the
United
States
Canada
Europe,
the
Middle
East.
C
In
fact,
next
month
the
American
Planning
Association
is
hosting
their
annual
convention
in
San
Francisco,
and
not
only
is
San
Jose
been
nominated
for
a
national
award
for
the
best
use
of
technology
to
build
smarter
communities.
We
were
called
this
morning
and,
and
they
were,
they
asked
if
we
could
actually
set
up
a
special
display,
as
they
were,
bringing
thousands
of
planners
from
across
America,
and
they
want
to
look
at
the
work.
D
So
we've
had
the
opportunity
to
go
through
a
couple
things
with
you.
One
is
all
that
comes
into
setting
the
foundations
so
that
we
can
be
ready
with
data,
and
that
is
the
technical,
build
it's
creating
the
resources
where
everything
goes.
It's
about
creating
that
community
portal,
so
that
the
public
can
be
engaged
around
questions
that
are
meaningful
and
profound
to
it.
But
that
readiness
is
only
the
starting
point
and
we
want
to
be
very
clear
and
upfront
and
honest
with
you
about
that.
D
One
of
those
steps
and
pieces
that
is
essential
is
building
the
people
power
that
goes
behind
this.
That
includes
the
partnerships
like
you've
seen
today.
It
also
includes
the
data
governance,
which
you've
heard
a
couple.
Different
times
is
going
to
be
definitive
whether
or
not
we're
going
to
be
successful
in
the
years
ahead.
D
This
is
really
the
technology
and
the
continued
investment
in
the
people,
but
all
of
that
aims
at
the
brilliance
at
the
end
and
and
to
use
the
parlance
of
Albert
to
become
the
most
data
innovative
city
in
the
in
the
world
same
as
we're
trying
to
be
the
as
part
of
the
smart
cities
vision,
the
most
innovative
city
in
North
America
by
2020-
and
this
is
just
a
great
start
at
it.
I
want
to
take
a
quick
moment
to
say
thank
you
to
our
partners,
Silicon
Valley,
Community
Art
of
these
partnerships.
D
Urban
logic
has
been
a
remarkable
team
Stanford
as
well.
We
also
have
some
partnerships
with
the
university
of
san
francisco
talking
about
one
with
the
university
of
san
jose
state
university
for
those
data
engagements.
So
we
can
keep
on
practicing
these
skills
and
building
up
that
environment
and
with
that
dawn,
yeah.
H
H
So
we
went
a
little
long
and
a
little
deep
today,
but
you
can
see
how
we're
kind
of
building
up
to
this
environment,
this
virtual
library,
which
we
can
now
use
to
predict
gang
violence
which
we
can
use
to
predict
where
crashes
are
going
to
happen
and
take
action
to
mitigate
them.
So,
in
the
coming
months,
we're
gonna
be
working
on
actually
publishing
these
data
stories.
H
I'm,
not
the
1%
that
likes
running
around
with
raw
data
and
diving
into
raw
data,
and
my
data
pool
or
data
Lake,
whatever
we
call
it
so
we'll
be
coming
up
those
top
down
those
top-down
perspectives
and,
of
course,
we're
very
excited
that
we
have.
This
been
nominated
for
the
Smart
City
technology
lead
as
a
result
of
this
work.
Another
success
I
just
got
a
tweet
from
the
access
Eastside
team.
The
Wi-Fi
network
is
up
and
running
so
now.
6,000
households
in
the
James
look
area
can
access
free
public
access,
Eastside,
Wi-Fi.
H
E
Good
afternoon
again,
mayor
and
councilmembers
and
Victor's
in
represent
ACLU
regarding
the
projects
that
identifies
gang
and
youth
violence.
After
following
questions,
both
of
my
questions
have
to
do
with
the
granularity
of
the
raw
data.
In
other
words,
are
they
at
the
level
of
individuals?
Are
they
at
the
level
where,
where
is
already
abstractor,
to
get
to
some
statistics?
E
So
the
first
question
is
the
project
assigning
risk
scores
to
neighborhoods
or
to
individuals
so
from
the
presentation,
I
cannot
tell
whether
the
risk
scores
are
actually
assigned
to
individuals,
and
then
you
abstract,
for
presentation
purposes
or
whether
okay,
the
risk
scores
are
truly
at
some
kind
of
block
level
or
neighborhood
level.
And
then
okay
is
the
project
pooling
data,
okay,
about
particular
individuals
and
in
terms
of
the
school
foul
ins,
data,
I,
think
I
heard
attacks.
Okay,
the
information
comes
from
either
some
reports
or
from
some
task
force.
I
would
like
to
understand.
E
Okay,
whether
the
data
are
collected
from
all
schools
or
just
public
schools,
or
some
subset
thereof,
is
the
project
creating
a
database
where
you
compile
personal
information
and
also
what
types
of
machine
learning
or
AI
algorithms
is
the
project's
applying
to
the
data
set
in
terms
of
predictions
is
the
risk
map,
as
shown
in
the
presentation,
the
only
type
of
prediction
made
or
are
there
other
types
of
predictions?
If
there
are
other
types
of
predictions,
are
they
at
the
individual
level,
meaning
predictions
about
individuals
or
predictions
about
neighborhoods?
Thank
you.
H
Sorry,
sorry
Blair,
and
this
may
get
to
other
questions
as
well.
So
as
a
city,
we
have
wanted
to
make
sure
that
our
Police
Fire
and
Emergency
Management
weren't
getting
direction
from
two
committees.
So
what
we've
agreed
to
with
with
the
Chiefs,
as
well
as
the
the
chairs
of
the
committees
is,
is
that
in
this
committee,
we'd
be
providing
a
higher
level
of
detail
and
that
at
Pez
fizz
we
do
a
deep
dive
into
this.
So
there's
a
whole
interactive
tool.
H
The
chief
Garcia
would
like
to
actually
show
at
his
fizz
and
answer
a
lot
of
these
questions.
So
what
we
would
request
is
is
that
we
could
defer
that
till
the
the
fall
agenda.
When
we
get
this
item
on
his
fizz
and
then
we
can
do
a
deeper
dive
and
make
sure
that
the
police
department
isn't
getting
direction
from
two
committees,
and
and
and
also
the
individuals
here
who
have
worked
on
this
with
Albert
are
not
actually
physically
here.
So
we'd
like
to
defer
that
and
reference
that
to
the
pizzas
committee.
B
F
Hello
yeah
at
the
last
committee,
there
was
a
very
good
presentation
on
this
subject.
Victor
sin:
wood
should
be
interested
in
that
describes
the
future
of
what
can
be
data
collection
for
the
issues
of
youth
crime
and
and
it's
and
it's
like
I'm,
very,
very
happy
with
the
words
that
Victor's
in
today
that
you
know
just
really.
You
know
a
good
clarity
to
how
I
can
think
about
this
issue
and
it's
important
work
for
all
of
us
and
there's
a
positive
hope
that
yeah
and
I'm,
hoping
for
so
good
luck
in
this
work.
I.
F
You
know
man
I
am
so
inexperienced
in
how
to
talk
about
this
stuff,
but
I
will
give
it
my
best
shot
here.
You
know
I
first
started
doing
this
work
in
2014
and
I
was
we
were
talking
in
those
terms
of
what
sort
of
data
banks
you
know
you
were
gonna
put
this
sort
of
information
and/or
data
warehouses.
Is
that
an
issue
in
this
arena
at
this
time
you've
talked
about.
F
It
used
to
be,
for
you
know
the
drones
and
surveillance,
and
it
was
a
different
process
than
the
Nick
work
process
that
you
used,
and
so,
if
you
can
learn
how
to
make
that
more
an
open
subject,
that
would
be
good
and
I
needed
to
really
mention
to
the
person
from
from
Canada
if
he's
from
either
vancouver
or
toronto.
Those
are
two
different
ways.
They
work
and
you
know,
there's
work
in
oakland
right
now.
That's
incredible
towards
the
ideas
of
civil
rights
and
civil
protections
or
data
collection.
I
mean
honest
to
goodness.
F
G
You
first
I
just
want
to
say
it
was
really
an
awesome
presentation.
I
really
appreciate
hearing
from
everybody,
so
thank
you,
avi
Albert.
Thank
you
for
your
enthusiasm
and
I
understand.
There
is
a
desire
for
funding
for
an
IT
team
member
and
PR
Ness
Herrmann
really
appreciate
your
presentation
Jill.
Thank
you
all.
G
D
Think
we
return
back
to
the
theme
of
powered
by
people
and
and
there's
two
layers,
the
organization
that
that
really
deserves
some
investment
in
the
sense
that
there's
some
data
leadership
and
that
chief
data
officer
is
an
important
position
to
have
to
kind
of
coordinate
some
of
those
efforts
and
say
and
teach
the
importance
of
that,
but
also
at
the
department
level.
All
the
successes
you've
seen
in
the
city
are
we're
really
smart.
D
D
So
that
there's
some
consistency
and
we're
doing
additive
investments
rather
than
fragmented
ones,
and
to
reinforce
the
the
role
of
the
chief
data
officer,
the
role
of
privacy,
the
role
of
security
in
those
decisions,
but
to
circle
it
around
that
that
great
data
leadership
and
those
great
data,
people
or
I
think
where
you're
gonna
see
the
most
success
come
from
and
that
that
need
the
investment
there.
Yeah.
H
And
then,
yes,
yes,
and
to
that
Rob
I,
think
that
were
fortunately
we're
on
the
edge
of
being
able
to
kind
of
create
the
spark
that
that
begins
to
fuel
the
engine
if
you've
been
following
Barcelona
at
all,
their
chief
data
officer
said
that
last
year
this
year,
they're
adding
adding
70
people
70
people
to
their
data
team,
because
they've
been
able
to
generate
enough
savings
by
starting
to
analyze
the
data
right.
So
maybe
it
was
a
good
thing
that
we'd
actually
were
failed
twice
to
recruit.
H
A
chief
data
officer,
cuz
I,
think
now
we're
at
the
right
time
so
to
emphasize
the
chief
they
had
officer
who
can
take
a
lot
of
load
off
of
Rob
who's
kind
of.
If
you
build
it,
they
will
come
now
will
force
the
ball
players
out
on
the
field
so
with
the
the
chief
data
officer
actually
having
a
safe
city.
Fellow
combining
the
desire
to
have
Bloomberg,
certification
and
kind
of
the
fourth
is
with
my
director
hat
on
during
the
budget
season.
Maybe
some
additional
funding
for
safe
city
data.
H
H
H
G
Well,
I
understand
the
value
and
getting
that
certification
me
know
the
position
ourselves
well
for
those
external
resources,
so
I'll,
just
since
it's
all
been
hinted
out.
I'll
start
the
opening,
salvo
and
the
budget
battles,
and
if
there
might
be
an
MBA
that
would
articulate
clearly
what
exactly
is
needed
from
a
resource
standpoint
to
put
us
in
position
to
be
there.
That
would
be
helpful,
so
the
whole
council
could
see
that
clearly
and
with
a
particular
emphasis
on
what
I
know
is
going
to
be
less
helpful,
which
is
one-time
money
because
I
know
you
need.
G
G
N
F
G
Okay
appreciate
that
you're
holding
their
team
together
with
staples
and
chewing
gum
right
now.
On
that
same
note,
I
know
that
we're
we're
leveraging
the
fellowship
program
for
our
chief
day.
Scientists
I
just
had
a
conversation
today
with
dinesh
normals,
the
head
of
IBM's
Silicon
Valley
office.
As
you
know,
they're
primarily
data
scientists
and
they
I
focused
down
in
coyote
Valley,
and
he
wants
to
lend
help
and
I'm
just
about
to
hit
the
send
button,
but
on
an
email
connecting
various
folks,
but
he
had
various
ideas.
G
It
included
committing
data
scientists,
for
example,
to
the
city
for
ten
hours
a
week
or
they
come
to
us
with
a
problem.
Let
us
try
to
work
on
it
for
you,
whatever
it
might
be,
so
I'll
send
it
to
some
of
you
guys
some
of
you
folks
and
if
you
could
just
make
sure
we
know
best
how
to
respond
and
be
in
position
that
would
be
helpful,
I'm
guessing
there
are
others.
G
Other
Dinesh
is
particularly
generous
and
wanting
to
help
our
community
I'm
guessing
there
are
others
that
we
could
be
reaching
out
to
it's
plunk
or
other
companies
here
in
the
city
and
I'd
be
more
than
happy
to
do
that.
To
the
extent
that's
helpful
and
doesn't
just
create
more
work
for
you
guys
because
I
know
it's
not
always
easy.
Managing
external
resources.
G
B
J
You
I
really
resented
the
1%
comment:
Rob
it's
25
percent
up
here
today,
so
I
guess
we're
over
represented
because
I
love,
raw
data,
I
hope
you're
wrong,
but
I
think
you're,
probably
right
and
I
appreciate
the
stories
too,
since
I
don't
get
to
play
in
data
anymore.
But
the
point
I
wanted
to
make
was
I
appreciate
that
we're
becoming
a
model
around
the
world-
and
you
mentioned
both
security
and
privacy
as
parts
where
we
are
excelling.
J
I
would
like
to
add
ethics
to
that
to
that
list,
especially
in
address
any
biases
that
can
come
up
in
AI
and
ml,
not
in
not
only
in
the
inputs
like
facial
recognition,
which
we
already
know
our
issues,
but
how
we
interpret
what
comes
out
of
any
machine
learning
and
all
of
our
results,
so
I
just
wanted.
We,
nobody
talked
about
that
and
I
just
want
to
daylight
it.
J
A
lot
of
I
know
we're
not
there
yet,
but
you
did
have
some
stories,
which
means
you
had
some
analysis,
which
means
this
issue
is
already
coming
up.
So
I
just
wanted
to
de
like
that,
because
security
and
privacy
are
well
and
good
and
definitely
necessary,
but
we
need
to
add
epochs
in
there
and
when
we
have
a
chief
data
officer.
I
would
hope
that
that
person
would
be
well
aware
and
well
trained
in
that
area.
E
Thank
you,
I
appreciate
everyone's
work,
you
know
is
a
relatively
new
member
of
this
committee.
It's
this
hasn't
been
an
issue
that
I've
been
sort
of
very
much
engaged
in,
but
my
interest
was
really
piqued
today
and
I
and
I
very
much
appreciate
it.
One
of
the
concerns
I've
had
all
along
not
being
intimately
sort
of
engaged
in.
Some
of
these
conversations
has
been
my
concern
that
the
city
has
been
really
been
involved
in
in
work.
E
I,
think
the
comment
was
tech
for
technology's
sake,
for
tech
sake,
I
think
it
was
the
comment,
but
but
anyway,
but
hearing
some
of
the
stories
today.
I
think
really
enlightening
to
know
that
some
of
the
work
that
you
all
be
doing
is
really
going
towards
solving
some
of
these
critical
problems
and
challenges
that
we're
having
around
the
city,
and
so
my
interest
was
piqued
and
I'm
very
much
interested
in
that
and
I.
Think.
That's,
that's
wonderful
that
that's
the
path
we're
going
down.
The
other
thing,
I
thought
was
important
to
me
or
was
important.
E
And
so
you
all
touched
on
that
today
and
I
very
much
appreciate
that
the
the
the
the
question
I
had
was
and
just
to
try
I'm
trying
to
wrap
my
head
around
some
of
the
stuff.
We've
talked
about
it's
a
lot
to
take
in,
but
so
when
it
gets
to
the
point,
when
we
have
this
data
library,
it's
cleaned,
it's
consistent,
it's
accessible.
We
have
the
governance
structure
in
place.
How
do
we
just
in
practice?
What
it
would
it
be?
You
know
we
have
this
digital
library
or
whatever
it
may
be.
E
With
all
this
data
there
and
a
company
can
come
in
and
essentially
just
access
it
and
say
how
do
what
is
it
that
we
want
to
solve
what
they
need
to
get
city
approval?
Can
I,
as
a
resident
just
go
in
pull
all
the
stat
off
and
start
seeking
out
solutions
in
my
garage,
for
example,
just
trying
to
think
about
in
practice
how
it
would
work
once
it's.
D
Established
sure
so
on
the
open,
Jami
architecture
design
is
designed
with
it's
basically
two
forks
one
is
that
it
is
that
compendium
of
knowledge
and
access
for
the
city,
so
it
would
be
a
resource
that
people
could
attach
to
and
if
they're
assigned
rights
to
get
to
certain
information,
but
their
rights
would
be
what
we
call
least
permissive.
So
you're
only
allowed
to
access
what
you
need
to
access
to
do
your
job
or
what
that
you've
been
granted
for
a
period
of
time
to
do
for
a
project.
D
There's
another
fork
on
that
where
we
would
say
that
information
is
good
for
publication.
That
could
be
to
the
community
data
portal
and
it
could
be
to
what
we
call
data
lakes
so
just
to
kind
of
use
our
water
analogy
as
well.
You
have
your
data
lake
that
everyone
fishes
from
there's
data
wells
that
are
around
a
specific
topic.
D
But
that
design
allows
you
to
do
three
things:
one
is
use
it
internally
very
freely,
but
respecting
security
privacy
and
in
the
future
ethics,
but
also
share
it
with
partners
that
can
be
academia
where
you
have
a
partnership
and
say
there's
some
data
science
that
we
want
to
go
at
with
Stanford
or
San
Jose,
State,
University
and
in
the
future.
It
could
also
be
with
with
companies
that
we
have
partnerships
with
say
like
Waze
and
slash
Google
or
Apple
around
information.
D
If
you
want
to
share
it,
but
the
the
foundation
allows
you
to
at
least
say
yes,
if
it's
in
your
interest,
there's
a
lot
more
to
go
through
in
terms
of
is
an
agreement
that
you
would
agree
to.
So
it
allows
the
city
to
say:
yeah,
that's
in
our
interest
and
we're
protecting
things
well
enough
that
data
foundation
will
allow
us
to
say
yes
if
we
then
determine
that
that
partnership,
our
engagement
is
worthwhile,
but
the
the
design
of
the
ODC
a
is
to
support
all
that
in
the
future.
D
E
That's
not
intimately
sort
of
familiar
with
with
with
data
and
such
is
the
data
ever
wrong
and
I'm
here
I
mean
I
suspect.
It
is
right,
it's
not
foolproof
right,
exactly
and
so
I'm
curious
as
to
how
we
vet
it.
When
we
bench
as
we
venture
down
this
path,
how
do
we
make
certain
that
we're
making
you
know
I
think
we
all
strive
to
make
wise
decisions
tied
to
real,
correct
data,
and
so
what's
in
place
there
to
make
certain
that
that's
fair,
okay,
Marcus.
I
I
You
know,
presidential
elections
are
kind
of
one-off
things
and
you
either
get
them
or
you
don't,
but
most
of
what
we
do
is
iterative
and
repetitive,
and
sometimes
hundreds
of
times
thousands
of
times
or
tens
of
thousands
of
times
a
day.
So
we
have
the
opportunity
to
ground
truth
and
test
and
learn
repeatedly,
which
means
we'll
make
mistakes.
That's
part
of
the
service
delivery
model.
What's
different
now,
as
we'll
be
more
likely
to
know
that
we've
made
a
mistake
and
hopefully
begin
to
more
rapidly
learn
from
it.
I
E
E
I
Actually,
perhaps
he's
dropping
on
the
kind
of
conversation
we
had
earlier
today
and
the
leadership
team,
but
we
were.
We
were
talking
about
just
this
issue
and
how
they're
the
city
managers
laid
out
his
Enterprise
priorities,
for
example,
and
each
one
of
those
as
we
would
look
at
it
is
a
wicked
problem
that
cuts
across
departments.
I
So,
if
you're
looking
at
homelessness
or
if
you're,
looking
at
beautifying,
San
Jose,
there's
no
one
department
that
owns
that
and
and
and
it
is
precisely
those
cross-
departmental
initiatives
which
are
in
response
to
new
condition,
which
are
the
most
complicated
ones
and
Will's
are
also
precisely
the
ones
where
we
need
to
bring
tech
technology
and
data
to
bear
in
service
of
the
people.
So
I
don't
have
an
answer,
but
I
think
you've
put
your
finger
right
on.
I
What
we
think
is
is
really
the
most
complicated
thing
we
do
because
I
think
by
and
large
our
department
heads
do
a
really
good
job
at
managing
their
downwards
service
delivery.
It's
where
it
involves
two
departments
or
three
departments
or
five
where
it
did
the
increasing
complexity.
We
we
often
fail
to
meet
expectations.
Okay,.
H
Kevin
councilmember,
so
the
the
the
chief
data
officer
role
that
we
aspire
to
have
I
mean
data.
Governance
is
actually
the
number
one
thing
that
person
needs
to
work
on,
which
is
managing
data
across
the
department.
So
we
have
a
single
view.
Not
a
siloed,
departmental
view
it
you,
wouldn't.
You
would
not
probably
be
surprised
that
when
Bloomberg
get
our
evaluation
of
our
data
capabilities,
the
one
thing
we
got
a
big
fat
zero
on
was
data
governance.
H
B
H
B
B
But
that's
all
I
meant
to
say
so
also
I'm
I'm
gratified
that
that
you
know
Kip
and
and
Dolan
have
have
kind
of
worked
their
way
around
to
incorporate
my
request
for
infotainment,
but
and
also
for
for
demonstration
the
kind
of
data
stories,
because
I
really
think
that
it's
important
as
we
talk
about
all
the
tech
and
all
the
innovation,
we
really
showed
the
applications
for
the
stuff
so
that
you
know
folks,
the
customer
for
Mena's
or
folks
watching
at
home.
Facebook
live
in
Twitter,
not
Twitter
YouTube.
B
Actually,
you
know
see
the
importance
of
all
we're
talking
about
here
in
the
actual
applications.
So
thank
you
for
that.
I
wanted
to
see
if
there
were
any
potential
plans
to
kind
of
invest
more
in
using
this
to
have
a
public-safety
application,
because
I
think
that's
what
I'm
hearing
out
in
the
community
a
lot
is
there
any
way
we
can
do
this
without
being
too
big
brother.
H
It's
part
of
the
budget
conversations
we're
beginning
to
see
in
the
intersection
of
a
number
of
things
that
are
that
are
synergistic
together,
which
is
the
chief
data,
fellow
the
safe
city
strategy,
fellow
the
Bloomberg
certification
and
then
with
my
budget
hat
on
during
the
budget
conversation.
If
there
is
some
additional
funding
that
those
people
could
actually
find
the
most
valuable
opportunity
and
have
some
funding
to
implement
it,
similar
to
the
broadband
strategy,
where
we
had
some
funding
to
work
with
PwC
how
to
develop
our
broadband
in
digital
inclusion
strategy.
H
M
B
K
Sure
so
urban
logic
has
been
a
extremely
amazing
partner
for
us.
We
engaged
with
them
under
one
of
the
grants
through
Rob's
program,
so
that
was
kind
of
a
one-time
funding.
Urban
logic
has
been
willing
to
continue
to
work
with
us,
but
one
of
the
real
challenges
is
the
funding
mechanism.
It's
not
in
this
case.
It's
actually
not
the
funding.
It's
how
to
continue
to
engage
with
them
in
a
way
that
works
and
to
build
on
this
platform,
all
right.
D
H
Yeah
I
know
I'll,
take
it
one
step
further
I
mean
having
having
spent
25
years
in
the
technology
industry
and,
having
seen
seeing
what
they're
done,
I
mean
I
think
there
certainly
is
an
avenue
to
discuss
the
possibility
of
this
being
a
unique
service.
I
haven't
seen
any
other
platform
that
does
what
it
does
out
there,
so,
whether
that's
a
unique
service
or
we
can
continue
under
a
demonstration
project.
Those
are
things
that
I
personally
would
like
to
look
at
and
see
if
they're
feasible
within
the
city's
existing
policy.
I.
G
H
G
Add
you
know
we
are
the
creators
of
the
box,
that
is
the
council.
So
if
you
need
us
to
change
its
shape
but
be
helpful
to
know
that
and
then
we
can
do
it
I
understand
you
guys
are
really.
You
know,
you're
confined
in
so
many
ways
by
the
rules
we
have
here
in
the
city
and
just
want
to
encourage
you
to.
Let
us
know
when
we
can
change
them.
G
H
Great
thanks
so
Michelle
you
come
down
so
while
we're
doing
a
this
is
where
councilmember
D
F.
We
could
probably
use
some
more
help
on
the
infotainment,
but
while
we're
doing
a
transition
between
presenters
that
we
could
do
the
jeopardy
theme
or
something
like
that,
just
kind
of
set
the
stage
we've
been
talking
about
the
internet
and
access
to
the
Internet.
N
N
In
today's
presentation,
we're
going
to
cover
four
main
themes:
first,
why?
Having
a
citywide
strategy
for
digital
services
matters
to
our
residents?
Second,
what
a
digital
transformation
journey
looks
like
in
government.
Third,
how
we're
already
doing
this
work
in
San,
Jose
and
finally,
what
we
need
to
do
next.
N
First,
let's
start
with
some
definitions
when
we
say
digital
services
we're
referring
to
transactional
or
informational
services
that
are
online
and
used
by
the
general
public,
especially
our
residents
and
businesses,
to
achieve
a
specific
goal.
So
an
example
of
a
transactional
service
is
applying
for
a
business
building
permit
or
an
informational
service
might
be
looking
at
your
recycling
collection
company.
There
are
multiple
ways
in
which
a
digital
service
could
be
delivered
as
websites
or
mobile
apps,
which
are
both
currently
used
by
the
city.
N
Other
possible
channels
are
text
message
and
chat
bot,
neither
of
which
we're
currently
using
in
the
city
but
which
we
are
interested
in
exploring
so
right
now
as
a
city,
we're
responsible
for
dozens
of
transactional
and
informational
services,
some
of
which
are
already
digital
from
end
to
end,
some
of
which
are
partially
digital
and
some
of
which
are
still
largely
delivered
via
the
phone
or
in
person
appointments.
And
at
this
point
you
might
be
thinking
well,
this
sounds
pretty
straightforward.
I
mean,
what's
the
big
deal
about
moving
our
services
online?
N
N
After
all,
the
City
Council
of
San
Jose,
first
convened
a
hundred
and
sixty
nine
years
ago
in
1850,
which
makes
us
many
times
older
than
PayPal
zoom
Google
or
pretty
much
any
other
tech
company.
Here
in
the
valley,
it's
going
to
take
a
major
effort
to
reorient
our
people,
processes
and
technology
to
internet
your
ways
of
working
and
as
hard
as
it
is.
N
Thus
far,
we've
been
taking
a
very
decentralized
organic
approach
to
putting
our
services
online.
So,
for
example,
for
many
years
residents
have
been
able
to
go
online
to
apply
for
certain
types
of
permits
or
to
borrow
electronic
library
books.
Now,
when
it
launched
in
July
2017,
my
San
Jose
was
the
city's
first
major
investment
in
a
centralized
platform
for
digital
service
delivery.
N
What
that
means
is
that,
in
order
to
successfully
bring
more
services
into
my
San
Jose
or
other
digital
platforms
like
the
website
or
a
chat
bot,
we
first
need
to
have
a
citywide
strategy
for
prioritizing
redesigning
and
delivering
city
services
to
work
in
the
internet
age.
We
need
a
big
picture
plan
that
can
guide
decisions
and
align
the
organization
on
investments
in
people
process
and
technology
to
make
this
a
little
more
concrete.
Here's
an
example
of
an
important
and
high
profile
service
that
our
residents
would
love
to
see
digital.
N
As
you
may
know,
junk
pickup
is
a
great
service,
and
the
environmental
services
department
has
a
vision
for
how
it
could
be
even
better.
Esd
does
extensive
outreach
to
promote
this
as
a
free
alternative
to
illegal
dumping.
They
have
postcards
radio
ads
social
media
campaigns
and
more
and
the
ads
direct
interested
residents
to
the
city
website
to
learn
more
once
a
resident
is
on
the
city
website.
N
Here's
a
quote
from
a
real
customer
who
responded
to
one
of
ESDS
customer
surveys
showing
that
customers
appreciate
the
service
but
find
that
calling
the
hauler
is
often
a
burdensome
process.
Pick
up
was,
as
stated,
my
only
problem
was
calling
to
schedule
to
pick
up
on
three
different
days.
Two
times
I
hung
up
when
it
went
to
voicemail
I
waited
a
week
in
called
and
spoke
to
a
person.
N
So
here's
a
customer
who
wants
to
do
the
right
thing
and
dispose
of
junk
properly,
but
in
the
handoff
to
the
hauler.
The
customers
encountering
inconveniences
like
requesting
the
surface
during
business
hours,
waiting
on
hold
and
playing
phone
tag
that
make
it
harder
for
that
customer
to
do
the
right
thing
being
a
customer
focused
organization.
Esd
has
a
vision
for
an
easier
digital
experience
for
residents.
So
first
you
go
online
to
schedule
an
appointment
with
the
same
interface,
regardless
of
who
your
hauler
is.
N
Second
you'll
get
a
text
reminder
the
day
before,
or
maybe
an
email,
depending
on
what
your
preference
is.
Third,
you
set
out
the
items
and
you're
done
and
on
our
side
the
city
will
have
a
digital
record
of
the
number
of
appointments
that
turnaround
time
and
other
data
that
we
can
learn
from
to
iterate
and
improve
that's
what
it
would
mean
to
design
our
services
according
to
Internet
year.
Our
ways
of
working-
it
seems
so
obvious
right,
but
the
thing
is
a
great
customer.
Experience
does
not
happen
by
accident.
It
only
happens
by
design.
N
The
future
is
already
here,
it's
just
not
evenly
distributed,
given
that
we
have
more
than
a
few
certified
science
fiction.
Geeks
in
the
crowd,
including
our
chair,
I,
thought.
This
statement
from
William
Gibson
was
an
apt
quote.
Our
task
in
the
city
of
San
Jose
is
to
bring
the
future
to
how
we
deliver
services
to
the
public.
N
Fortunately,
even
in
the
relatively
slow-moving
world
of
government,
we
have
some
inspiring
examples
to
look
to
and
for
a
change.
The
cutting
edge
blueprint
doesn't
come
from
the
Silicon
Valley,
but
from
across
the
pond,
the
United
Kingdom.
So
I'll
take
you
on
a
brief
tour
of
their
digital
transformation
journey.
N
They
kicked
off
in
2010
with
a
forceful
recommendation
from
the
UK's
digital
champion,
who
called
for
revolution,
not
evolution
in
how
this
government
uses
the
internet
to
interact
with
citizens
and
businesses.
What
she
meant
was
that
the
UK
needed
to
be
bold
in
being
laser,
focused
on
vastly
increasing
the
range
usage
and
quality
of
online
transact
transactions
to
deliver
the
greatest
impact,
less
hassle
for
citizens
at
businesses
and
great
efficiency.
N
To
lead
this
bold
mission.
The
first
thing
the
UK
did
was
to
establish
a
central
team
called
the
government,
digital
service
or
GDS
for
short
in
the
Cabinet
Office,
and
this
boot
popularized.
The
saying
the
team
is
the
unit
of
delivery,
emphasizing
the
importance
of
creating
empowered
cross-functional
teams
who
work
near
each
other
and
can
move
quickly.
They
started
with
just
a
handful
of
people
in
2011
and
they
now
number
over
850
public
servants
on
many
teams
across
the
country.
N
N
Since
that
launch,
we've
continued
to
get
strong
feedback
about
how
we
can
make
my
San
Jose
work
better
for
residents
and
staff,
and
all
that
feedback
is
a
gift,
because
it
shows
us
where
we
need
to
improve,
and
it
demonstrates
our
residents
demand
for
digital
services
that
simply
work,
and
in
fact
my
San
Jose
has
continued
to
be
the
proving
ground
for
more
agile
user.
Centered
practices
that
are
necessary
for
delivering
great
digital
services
in
the
slides
that
follow
I'll.
N
So
recognizing
from
the
UK
and
our
own
experience
that
the
team
is
the
unit
of
delivery,
we're
now
piloting
a
central
digital
services
team
that
will
enable
us
to
deepen
and
scale
the
work
we
started
with
my
San
Jose
1.0.
The
team
members
pictured
here
who
are
also
in
the
audience,
have
capabilities
and
titles
that
are
common
at
Google
and
Airbnb,
but
foreign
to
government
user
experience,
design,
content,
design,
product
management.
N
What
you
see
here
is
a
diagram
of
the
org
structure.
For
my
San
Jose,
don't
worry
about
digesting
all
the
detail.
The
point
is
that
this
is
complicated.
So,
at
a
high
level,
the
blue
circle
on
the
left
is
the
product
team
or
the
digital
services
team,
which
I
described
on
the
previous
slide
and
to
improve
end-to-end
service
delivery.
N
Since
my
San
Jose
1.0,
first
launched
in
July
2017,
the
city
has
released
six
iterations
and
improvements
much
of
it
thanks
to
the
stewardship
of
our
product
manager
and
IT
Charles
Amos.
What
you're
seeing
on
this
particular
screen
is
a
sneak
preview.
It's
a
prototype
of
a
new
feature
that
we'll
be
releasing
soon,
in
version
1.7
of
my
San
Jose,
to
set
expectations
about
the
typical
resolution
time
for
each
request.
N
N
If
we
want
to
make
changes
to
the
residence
experience
of
my
San
Jose
on
the
front
end.
Do
our
department
have
the
right,
IT
resources
and
design
resources
to
make
those
same
changes
on
the
backend
who
gets
to
make
decisions
about
what
changes
are
the
priority
and
who
will
implement
and
fund
those
changes?
N
So
those
are
some
of
the
questions
that
we
need
to
work
through
in
our
digital
services
strategy,
not
just
for
my
San
Jose,
but
for
other
services
and
finally,
because
we're
working
in
local
government
with
constrained
resources,
we're
already
thinking
about
scale
and
sustainability.
I've
talked
a
lot
about
the
central
team
so
far,
but
ultimately,
the
central
teams
role
is
to
be
an
enabler
for
the
rest
of
the
organization
and
just
as
the
UK
has
been
in
vesting
heavily
in
training.
N
N
In
the
second
half
of
this
year,
we
plan
to
develop
our
digital
services
strategy,
which
will
tackle
tackle
key
questions
in
order
to
guide,
align
and
prioritize
citywide
investments
in
people
process
and
technology.
Some
of
those
key
questions
are
around
governance
structure,
centralized
versus
decentralized
staffing
benchmarks
from
local
governments,
developing
common
platforms
when
to
choose
to
build
services
with
internal
staff
or
whether
to
buy
or
procure
how
we
might
grow
our
procurement
toolkit
to
help
us
buy
good
digital
services
and
establishing
a
framework
for
choosing
the
right
channels
for
each
customer
segment.
N
H
For
sure
we
we
did
make
an
attempt
to
make
the
iceberg
animated
and
bobbing
up
and
down
in
the
water,
and
a
few
things
got
a
little
distracting
so
that
infotainment
will
work
on
that.
Some
more
Kip
has
some
closing
remarks.
Just
one
thing,
I
want
to
say
is
Michelle
kind
of
I
think
glossed
over
a
major
accomplishment
with
the
team,
which
is
co-locating
information
technology
and
the
user
experience
designers
and
basically
the
business
people
and
the
process
designers
all
in
the
same
team.
H
That
is
something
that
that
huge
private
sector
companies
struggle
with
that
is
something
that
systems
integrators
struggle
with
is
something
that
I've
struggled
with
my
past
career
I
was
the
architect
for
the
largest
client
server
project
in
the
world
and
in
the
early
2000s
it
was
150,000
function,
points
and
and
and
I've
learned
firsthand
the
complexities
of
the
user
interface
and
the
technology
working
together
and
getting
it
done
right.
The
first
time,
as
opposed
to
the
passing
it
over
the
fence,
so
I
think
Michelle
has
made
a
great
leap
forward
for
the
city.
H
I
think
Rob
for
loaning,
Charles
suici
think
thank
Charles
for
not
jumping
off
the
deep
end
when
he
learned
he's
got
to
move
from
the
IT
floor,
11
up
to
the
Civic
innovation,
floor,
16,
but
I
think
it's
a
major
step
forward
and
at
this
point,
I'll
turn
it
over
to
kit
for
some
closing
remarks.
Oh
I'm,
sorry,
I'll
turn
it
back
to
council
members,
yep
sure.
F
Hi,
thank
you
for
this
item
and
for
the
previous
item.
I
should
have
mentioned
that
I
should
start
with
European
models
for
data
collection.
Kip
Harkness
mentioned
these
a
few
times
ago.
I
think
are
really
important
to
this
process
and
just
to
remind
everybody
that
what
you
already
know
that
I
feel
that
they're
very
good
examples
and
I'm
very
worried
that
the
American
Americanized
commercial
model
is
going
to
be
in
a
trouble
in
a
few
years.
Yeah
we're
all
feeling
pretty
cool
about
it.
F
Now
is
my
feeling,
but
in
a
few
years
time
it's
going
to
kind
of
something's,
gonna,
unravel
and
so
I
wish.
You
luck,
I
just
I
think
we
can
all
really
count
on
the
European
model
from
what
I'm
understanding.
Thank
you
for
the
city
manager's
newsletter
just
out
of
the
blue,
because
that
offers
ideas
of
openness.
Hopefully
I
can
talk
about
ideas
of
openness
at
this
time.
I
think
it's
a
great
idea.
F
F
Thank
you
for
creating
the
working
groups.
I
hope.
The
public
working
group
that,
like
my
level
of
group,
will
be,
can
learn
how
to
develop
into
a
more
full
open
experience
for
how
more
people
the
community
everyday
community
can
be
invited
to
the
process
and,
finally,
as
we
are
finally
trying
to
leave
the
residue
of
the
paranoid
Hall
of
2018
I
hope
we
can
return
to
the
ideas
of
good,
open
transparency
between
the
people
of
different
San
Jose
government
departments.
F
J
You
Thank
You
Michelle,
for
the
presentation
really
appreciate
getting
this
all
laid
out.
I
have
one
question
about
this
slide.
That
was
on
the
what
we
need
to
do
next
inventory,
transactional
services
there
are
two
upcoming
milestones
and
I
just
want
to
yeah
is
the
second
one
contingent
on
the
first
one,
because
we've
just
had
this
conversation
about
how
procurement
is
a
bottleneck
and
I
just
want
to
make
sure
that
these
are
realistic
timelines.
If
the
second
one
is
dependent
on
the
first
one,
do
we
need
the
consultants
to
do
the
inventory.
N
They
are
not
dependent.
We,
we
may
decide
to
engage
consultants
to
help
us
with
the
inventory,
the
inventory-
and
we
are
also
through
the
initial
stages
of
the
procurement
process,
for
the
first
milestone.
That's
listed
there,
so
the
RFQ
has
already
been
published.
We've
already
received
the
bids
and
we're
in
the
evaluation
phase,
so
two
answers
they're
no
they're
not
dependent,
and
secondly,
even
if
we
do
plan
to
use
consultants
which
we
may
decide
to
do,
we
have
a
realistic
timeline
that
would
support
that.
Okay,.
J
That's
really
helpful
because
we
I
I
think
it
was
the
first
presentation
of
the
meeting.
One
of
the
issues
was
counsel
had
already
approved
the
going
with
a
specific
contractor
in
I
think
it
was
December
which
was
behind
the
timeline
of
October,
but
we
were
in
were
in
March
and
the
contract
hadn't
been
executed.
Yet,
if
I
saw
that
correctly
and
remember
that
correctly,
so
just
want
to
make
sure
if
the,
if
the
delay
is
actually
that
long,
then
if
these
were
dependent,
that
would
be
an
issue.
Thank
you.
G
N
That's
an
excellent
question:
we
already
have
a
sense
of
what
some
of
the
my
metrics
might
be,
based
on
what
we're
already
tracking
for
existing
digital
services
and,
of
course,
that
will
also
be
a
big
question
for
the
digital
services
strategy
to
lay
out
for
us
what
are
the
metrics
that
are
the
most
important
for
our
organization.
Okay,.
G
N
Times,
and
so
we
have
a
multi-pronged
approach
to
it,
and
some
of
those
areas
of
work
are
able
to
proceed
even
as
we're
waiting
on
the
procurement
process
for
the
RFP
for
the
platform.
So
we're
continuing
to
make
important
usability
improvements
in
the
current
platform,
so
you'll
be
seeing
a
1.7
release
coming
out
with
some
improvements,
and
we
expect
to
do
future
improvements
of
that
nature.
G
N
G
G
G
A
G
N
G
B
I'll,
just
ask
real
quick
I
know
we're
trying
to
get
out
soon
when
we're
looking
at
this
stuff
for
the
UK
and
their
website.
Did
you
come
across
any
like
behavioral
economic
stuff,
because
I
know
the
UK
actually
I
think?
Does
some
of
that
and
I'm
curious
may
I'll
just
use
a
picture
of
the
mayor?
I
would
like
us
to
experiment
with
behavioral
economics
and
get
people
to
change
their
behaviors
in
a
more
efficient
way
by
little
pushes
nudges
nudges.
Not
just
alright.
B
N
That's
a
great
question
and
a
very
important
point,
and
obviously
the
smart
city
vision
itself
calls
on
us
not
just
to
be
user-friendly,
but
also
to
be
inclusive,
and
so,
as
we
shift
our
services
to
be
digital.
We
also
want
to
be
very
intentional
about
how
we're
designing
them
to
be
inclusive
and
accessible
and
we're
thinking
about
that
in
a
few
different
ways.
N
And
if
you
look
at
the
data
for
my
San
Jose,
we
actually
see
that
roughly
30
percent
of
our
requests
consistently
are
still
coming
through
the
call
center,
whether
that's
by
phone
or
live
chat.
Even
those
60
to
70
percent
are
coming
through
via
the
mobile
app
or
the
website.
So
we
do
see
that
phone
is
still
important.
N
N
As
we
mentioned
in
the
in
the
presentation,
we
think
that
training
to
help
our
existing
staff
learn
and
practice
the
digital
skills
that
are
required
to
manage
and
iterate
on
digital
services
is
necessary
and
we
see
that
the
path
forward
is
both
a
combination
of
training,
coaching
existing
staff
into
those
skills,
as
well
as
hiring
in
some
new
capabilities
that
we
don't
typically
have
in
our
current
government
positions
such
as
product
managers
and
designers.
Great.
B
Ok
well,
thank
you,
I!
Guess
that
about
wraps
it
up.
Oh,
oh,
wait!
What's
that
producer,
the
back
of
reminding
me
that
I
need
to
approve
accept
the
reports.
Can
I
get
a
motion,
please
for
all
the
reports,
all
right,
any
all
favor!
Thank
you
that
wraps
up
the
meeting.
We
have
public
comments,
come
on
down,
Blair.
F
Hi
this
is
my
last
in
our
series
of
speeches
this
week.
Thank
you
to
the
wide-ranging
purposes
of
the
Civic
innovation
department.
How
city
of
San
Jose
is
currently
addressing
the
future
of
downtown
building
height
limits
seems
to
speak
to
the
economic
economic
past.
We
are
collectively
collectively
trying
to
learn
how
to
seriously
leave
and
to
end
yet
city
government
is
still
feeling
it's
feeling
to
fight
with
bravado
and
Moxie
and
to
continue
bad
economic
models
and
processes
is
how
to
fight
fire
with
fire
and
that
can
both
run
with
and
run
run
out.
F
Small
economic
downturns
at
this
time
we
all
should
understand.
We
have
economic
disruptions
and
recessions
to
consider
not
only
for
the
next
few
years,
but
for
the
next
10
and
15
years.
Our
lives
are
going
to
go
through
a
possible
radical
change
in
the
questions
of
the
future
of
fracked,
gasoline
and
individual
automobile
use,
the
demands
of
ourselves
to
be
thoughtful
and
to
go
slow
and
to
create
peaceful,
responsible,
safe
practices
for
a
new
era
and
the
ideas
of
community
sustainability
and
in
the
use
of
care.
F
So
economic
models
will
not
hurt
anyone
or
leave
people
behind.
These
are
important
ideals.
I
feel
the
mayor
and
city
government
already
knows
how
to
proactively
prepare
for
these
scenarios
and
should
be
an
important
focus
on
how
to
address
the
future
of
downtown
Google
and
Airport
issues
I'm
a
part
of
the
work
to
organize
more
accountable
technology
practices,
but
as
a
part
of
series
of
measures
that
can
help
transition
our
out
of
an
era
of
9/11
and
war.
F
The
part
of
our
work
is,
as
for
individuals
and
communities
to
understand
peace,
better
reasoning,
good
civil
rights,
civil
protections,
good
democratic
practices
and
better
community
harmony
and
sustainability
is
not
just
apical
goal
towards
technology,
but
for
a
number
of
other
applications
around
the
city
and
community
issues.
Thank
you.
Thank.