►
Description
City of San José, California
Smart Cities & Service Improvements Committee
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=797901&GUID=0EE2F868-B083-45F5-85FA-233668884C35
A
A
A
B
B
B
B
B
Okay,
so
hello,
and
welcome
to
the
smart
cities
and
service
improvements
committee,
the
first
one
in
the
covet
area.
We
are
the
ones
working
to
improve
city
services
and
make
our
city
smarter.
I
am
chair,
councilmember
lundia,
happy
to
proceed,
preside
presag
over
this
meeting
and
let's
go
ahead
and
begin
kip
rob.
C
Thank
you,
mr
chair,
mr
mayor
members
of
the
committee
members
of
the
public
kip
harkness
deputy
city
manager.
This
is
our
first
meeting
in
a
while,
as
we've
all
been
deep
in
what
we
are
now.
I
am
now
thinking
of
as
our
coveted
year.
So
we
have
three
items
on
the
agenda.
We'll
we'll
do
a
look
at
the
roadmap
which
has
changed
dramatically
since
the
last
time
we
talked
about
it.
We
will
do
a
deep
dive
into
food
distribution
which
wasn't
even
something
that
we
did
as
a
city.
C
C
The
committee
structure
that
you
see
here
is
going
to
be
very
much
like
the
rest
of
the
organization,
pared
down
and
focus
on
a
response
to
cobid.
So
almost
all
of
the
items
you
will
see
all
of
them
today
and
and
many
of
them
in
the
future
will
have
a
relationship
to
the
work
we're
doing
in
terms
of
response
to
the
pandemic
and
the
general
volume
of
the
work
that
we'll
be
bringing
to.
You
will
be
a
little
bit
more
lighter
and
more
focused
to
give
you
a
sense
of
the.
C
Why,
on
that,
I
was
just
actually
looking
at
a
spreadsheet,
our
civic
innovation
office,
which
dolan
leads
about.
A
year
ago
we
had
between
our
our
staff
and
our
fuse
fellows
and
a
couple
of
key
other
positions.
We
had
about
21
positions,
21
people
focused
on
just
the
innovation
part
of
our
technology
work.
C
If
you
subtract
out
people
where
we've
the
fellowships
have
ended,
we've
cut
the
positions
because
of
the
budget
and
we've
reoriented
people
into
the
emergency
operations
center.
The
grand
total
of
that
office
is
now
one
person
who's
fully
dedicated
to
working
on
the
311
translation
and
the
recycle
plus
every
other
person
is
either
rededicated
to
the
emergency.
C
We
no
longer
have
to
advocate
for
this.
We
no
longer
have
to
control
for
this.
In
fact,
we're
on
the
other
other
side
of
the
problem
of
how
fast
can
we
move?
People
who
I
thought
would
never
give
up
their
printers
are
the
ones
who
are
pounding
us
for
online
signatures
and
non-paper-based
processes,
and
we've
had
an
explosion
of
of
innovation
from
the
field
staff,
adapting
to
new
ways
of
doing
business.
Everything
from
video
inspections
to
virtual
eocs
and
everything
in
between,
and
so
the
the
irony
of
of
this
era
is.
C
C
The
reason
for
it
is
is
all
the
more
vital
to
ensure
service
to
those
who
are
most
vulnerable
in
this
time
of
need,
and
I
feel
we
are
very
fortunate
and
mayor.
I
want
to
thank
you
personally
for
your
forceful
leadership
over
the
last
four
years
on
this.
I
firmly
believe,
based
on
what
I've
heard
from
other
cities
and
analysis,
I've
done
without
the
last
four
years
of
relentless
focus,
on
becoming
brilliant
at
the
basics
and
and
building
the
horsepower
and
the
manpower
and
the
woman
power
to
do
this
technology
work.
C
We
would
not
have
been
able
to
respond
to
cobit
the
way
that
we
did.
We
would.
We
would
have
been
in
much
much
worse
ship
shape
on
everything
from
how
we
delivered
garbage
to
how
we
answered
residents
concerns
we're
by
no
means
perfect.
We
have
a
heck
of
a
lot
to
learn
and
we
need
to
learn
every
single
day,
but
without
the
last
four
years
and
and
the
leadership
that
you
launched,
I
don't
think
we
would
be
able
to
have
done
what
we
did.
Thank
you
you're
welcome,
sir,
and
related
to
that.
C
You
saw
it,
which
is
our
road
map
update,
so
without
any
further
ado,
I
turned
it
over
to
reginee
nair
who,
whose
other
job
now
is
also
supporting
the
food
distribution.
Excuse
me,
digital
inclusion
in
the
emergency
operations
center,
as
well
as
trying
to
support
the
work
of
this
committee
reginy
over
to.
A
C
All
right
so,
while
we're
doing
that
vamping
one
other
thing
that
I
would
add
is
that
you'll
see
more
of
rob,
lloyd
and
a
little
bit
less
of
dolan
beckel.
It's
not
any
slight
on
dolan,
but
it
is
because
we're
making
sure
that,
as
we
do,
the
shift
that
rob
is
able
to
take
an
even
larger
leadership
role
as
our
cio.
C
On
much
of
this
work,
as
I
said
all
of
dolan's
team
being
redistributed,
it
made
sense
for
us
to
emphasize
the
role
of
the
I.t
director
and
the
cio
in
this
and
make
sure
that
dolan
has
the
space
that
he
needs
to
continue
on
with
the
vital
food
work
looks
like
we
have
reginee
back
and
and
able
to
share
her
screen.
So
I'll
turn
it
back
to
her.
A
A
Regardless
city
staff
remained
vigilant
to
deliver
their
innovative
projects
and
I
wanted
to
acknowledge
three
projects
that
can
be
added
to
our
victory
list
shown
on
the
far
right
column,
the
rent
registry,
which
is
the
apartment,
rent
ordinance
pilot
project.
This
was
led
by
the
housing
department,
eoc
damage
assessment,
gis
tools
and
capabilities,
which
was
led
by
our
office
of
emergency
management
in
partnership
with
public
works,
and,
lastly,
is
the
silicon
valley,
regional
communications
system,
which
was
led
by
the
police
department
in
partnership
with
fire
department.
A
Okay,
thank
you
in
preparation
for
this
meeting.
Civic
innovation
team
is
required
to
refresh
the
smart
city
roadmap
per
committee's
direction
every
six
months
since
there
have
been
many
challenges
associated
with
covid
19
response
and
relief
effort
at
the
city.
We
recognize
the
need
to
re-prioritize
all
the
projects
identified
on
the
smart
city
roadmap
2.0
so
that
it
aligns
with
the
city's
efforts
for
coveted
response
work.
A
We
approached
the
rebuilding
of
the
smart
city
roadmap
through
a
four
steps
process
that
you
see
on
the
slide
that
stems
from
an
agile
approach,
called
weighted
shortest
job.
First,
this
is
a
prioritization
model
used
to
sequence,
jobs
in
order
to
produce
maximum
benefits
and
minimize
work
in
progress.
A
So
step
one
is
a
brainstorming
session.
We
virtually
gathered
city
leadership
from
planning
building
code
enforcement,
public
works,
library,
information
technology,
mayor's
office
of
technology
and
innovation
and
city
manager's
office
to
review
the
existing
list
of
active
innovation
projects
that
included
big
rocks,
I.t
roadmap
and
small
wonders.
A
A
A
Third
is
time
criticality,
where
we
assess
how
important
it
is
to
get
this
initiative
done
quickly
or
does
it
have
a
grant
or
a
federal
funding
deadline
that
needs
to
be
met,
and
the
total
of
these
three
attributes
is
what
we
call
the
cost
of
the
delay
and
I'll
explain
further,
and
the
last
attribute
is
the
job
duration
which
evaluates
to
how
long
it
will
take
to
execute
any
of
these
projects.
Can
it
be
done
quickly?
Is
it
routine
or
is
it
complex
with
many
unknowns?
A
The
third
step
is
scoring
since
the
shelter
in
place.
We
were
able
to
quickly
do
this
process
virtually
using
zoom
and
an
online
tool
called
mural,
which
creates
digital
whiteboards
for
teens
to
collaborate,
and
it's
really
been
effective
in
how
to
make
this
interactive
and
help
the
team's
focus
in
the
step.
We
scored
each
of
these
projects
relative
to
one
another
for
all
the
four
attributes
separately
using
a
number
system.
A
And
now,
where
what
we
wanted
to
show
to
the
committee
and
to
the
members
of
the
public
is
how
this
process
of
weighted
shortage
job
first
falls
into
the
existing
road
map.
What
you
see
on
that's
highlighted
in
purple
are
the
prioritized
projects,
also
a
court,
as
you
see,
on
the
legend
on
the
bottom
right
hand,
side
we
identified
again.
The
three
projects
that
are
starred
has
a
yellow
star
as
what
is
completed
and
added
onto
our
ever-growing
victory
list.
A
Also,
what
is
the
circle
is
the
five
projects
that
have
have
the
ability
to
converge
with
some
of
our
future
projects
or
the
projects
that
have
been
prioritized
on
the
new
roadmap
and
then,
lastly,
the
four
projects
that
you
see
dashed.
These
are
the
ones
that
were
brand
new
post
covid
that
we
wanted
to
include.
A
So
removing
all
the
projects
so
we're
not
shaded
in
purple.
This
is
our
brand
new
smart
city
roadmap
map,
3.0
response
to
cova
19..
It
is
a
total
of
22
projects
that
includes
the
big
rock
I.t
roadmap
and
small
wonders
we've
consolidated
it
all
into
one
slide.
As
you
see
the
small
wonders
on
the
bottom
that
are
now,
they
are
prioritized
from
left
to
right,
as
shown
on
the
scale
on
the
bottom
of
the
slide.
A
Next
month,
we
will
provide
a
status
update
for
each
of
these
projects,
moving
forward
with
also
a
new
legend
color
that
you
see
on
the
bottom
right.
So,
overall,
you
can
see
our
work
looks
very
different
than
it
did.
Six
months
ago,
we
have
realigned
our
road
map
to
better
reflect
the
work
that
we
must
do
in
today
to
respond
to
kobit
19..
A
C
C
Let
go
of
our
larger
vision
of
transforming
the
city
and,
in
fact,
as
I
said,
one
of
the
unintended
positive
consequences
of
this
is
that
we've
had
far
more
support
across
the
organization
for
the
systemic
business
process,
transformation
and
drive
to
digital,
which
you
heal
more
about
as
item
three
later.
So
with
that
with
stock.
C
We're
happy
to
take
any
comments
perspective,
especially
where
we
might
have
missed
and
either
missed
something
that
needs
to
be
on
the
roadmap
or
or
maybe
have
something
on
the
roadmap,
where
we
need
to
turn
the
volume
down
or
another
perspective.
So
we
turn
it
back
over
to
you,
mr
chair
and
the
committee.
B
C
E
E
E
But
it's
getting
really
frustrating
for
me
to
listen
to
these
council
meetings
and
the
death
rate
of
latinos
on
the
east
side
is
not
absolute
first
priority
in
these
meetings.
I
think
that
as
a
collective
as
a
city
as
a
city,
the
lack
of
prioritization
in
that
area
we're
actually
dehumanizing
ourselves
because
we
feel
like
nothing
like
you
guys
are
talking
about
a
smart
city
and
yeah
we've
revamped
yeah
too
bad
that
there's
too
many
deaths
of
mexicans
on
the
east
side
of
san
jose
gosh.
E
On
the
east
side,
I
mean
this
is
disgusting,
I
mean
really
it
is
you
really
need
to
see
it,
because
I
would
like
you
guys
to
go
to
a
hospital
and
watch
a
latino
kid
die
of
covid
and
see
how
important
smart
cities
are
then
see
how
how
how
much
of
a
priority
as
to
whether
or
not
tom
mchenry
has
outside
dining.
When
you
have
that
going
on
in
your
city,
the
people
don't
have
enough
to
eat.
E
You
have
this,
this
tsunami
of
of
of
evictions
that
is
coming
up
in
just
a
couple
of
weeks
and
you
guys
are
just
laughing
and
just
having
a
really
just
a
gay
grand
time
knowing.
But,
however,
as
a
result
of
that,
we've
been
able
to
streamline
other
processes
in
this
city,
so
thumbs
up
to
jay
paul
thumbs
up
to
eric
caden
thumbs
up
to
gary
dillable.
E
This
is
this
is
what's
happening
and
that's
why
I'm
here
I'm
going
to
be
at
every
single
one
of
these
meetings,
every
single
one
of
these
meetings,
every
city
council,
meeting,
every
single
one
of
them.
One
thing
I
would
like
to
say
is
that
I've
never
really
spoken
directly
to
land
depth,
but
I'd
like
to
thank
you
for
a
very
you.
You
have
a
very
objective
perspective
that
you
bring
to
these
council
meetings.
That's
detached
from
one
way
or
another,
and
I'd
just
like
to
tell
you
in
listening
to
it.
F
F
You
know
issues
of
housing,
food
and
just
people's
health
that
I
think
need
to
take
a
much
higher
priority
than
smart
city
stuff,
and
I've
been
talking.
You
know
all
these
months
before
summer
break
and
I
have
to
learn
to
get
myself
up
to
talking
about
these
things
after
a
summer
break
to
continue
the
same
way
of
thinking.
F
You
know
it's
my
feeling
that
smart
city
has
to
be
low
on
the
priority
list,
there's
important
goals
that
can
be
attained
with
smart
city
that
the
mayor
like
what
was
said
by
kip
at
the
beginning.
You
prepared
yourselves
incredibly
well
and
we're
incredibly
organized
how
to
talk
about
these
things
at
this
time.
I
think
thank
you
for
that,
and
I
think
it's
from
that.
We
can
go
at
a
really
slow
pace
and
just
build.
F
You
know
these
federal
mandates
of
broadband
and
5g,
which
is
going
to
contribute
to
death,
and
it's
going
to
contribute
to
bad
health
of
the
people
of
the
east
side,
and
we
have
to
acknowledge
that
with
each
other
and
you
built
plans
within
you
know
your
your
your
plan
that
you
just
shared
your
purple
plants.
I
guess
now
they
do
talk
about
the
ideas
of
how
to
you
know,
interact
with
with
people
about
broadband.
F
How
can
we
be
at
a
point
where,
as
government,
even
though
you
have
to
do
these
actions,
how
can
you
talk
to
the
community
themselves
about
how
they
can
ask
you
know?
How
is
this
process
going?
Can
I
appeal,
if
broadband's
being
placed
in
my
neighborhood,
how
can
you
as
government
help
with
that?
How
can
you
facilitate
to
be
sure
that
you
know
the
telecoms
are
sending
out
notifications
on
time,
exactly
where
they
should
be
so
people
can
appeal,
you
know,
are
you
doing
all
those
steps?
F
That's
the
kind
of
step
you
guys
really
got
to
work
on,
and
thank
you
for
the
language
interpretation
ideas
that
you
have
and
language
interpretation
is
really
coming
on.
Well
and
that's
care
and
that's
caring
for
the
community
and
that's
all
that's
needed.
You
know
I
mean
that's
the
most
important
factor
of
what's
needed
and
if
you
give
that
care
to
the
community
and
the
options
to
be
smart
and
intelligent,
they'll
respond
to
you
in
that
way
in
return
and
we'll
just
have
a
but
much
better
community,
and
that
is
the
innovation.
D
Oh,
oh,
I
did
how
about
that.
Thank
you
very
much,
smart
city,
nothing!
I
can't
even
unmute
myself,
hey
so
could
raj.
Can
we
take
another
look
at
that
that
road
map
and
thanks
for
all
the
work
you
guys
did
to
to
figure
out
all
this
prioritization
stuff
there
we
go
hey
so
in
an
earlier
iteration
I
couldn't
help
but
see
I
think
the
teragraph
project
kind
of
reared
its
head
again.
I'm
curious!
Is
that
something
we're
still
I
mean
I
knew
that
we
were
doing.
D
C
We
can
come
back
to
the
the
committee
and
the
public
with
that
information,
but
the
pivot
on
that
has
been
to
use
that
infrastructure
to
try
to
support
some
of
the
downtown
business
area
and
also
reposition
some
of
that,
so
that
we
can
take
that
to
east
side
and
other
areas
that
are
dramatically
affected
by
covid
to
support
connectivity.
So
that's
in
the
works
and
a
little
bit
more
when
that
gets
finalized.
D
Super
helpful
thanks,
kip
and
kip.
I
know
that
you
were
quite
serious
when
you
said
that
equity
was
a
primary
concern
here.
Maybe
you
weren't
described
with
regard
to
the
pri
prioritized
projects,
because
it
sounds
like
some.
Some
folks
in
the
community
may
not
fully
understand
what
it
is
you're
doing
and
what
we're
all
working
on
together,
where
that's
reflected
yeah
and.
C
I
would
say
one
thing
is
I
always
appreciate
the
feedback
right.
I
do
ask
for
open
canon
direct
and
so
when
people
are
open,
canon
direct
with
me.
I
really
do
appreciate
that.
That's
part
of
how
I
learn
one
of
the
things.
I
think
that
that
we've
realized
with
covid
is
that,
while
the
pandemic
is
global
and
everybody
is
affected,
some
people
are
far
more
effective
than
others
and,
in
particular,
in
san
jose.
C
Is
it
reaching
enough
people
and
so
on
the
equity
line?
In
particular,
we
have
the
digital
inclusion
work
called
out,
but
everything
on
this
list.
We
are
trying
to
look
at
through
an
equity
lens
and
trying
to
deploy
in
a
way
that
is
supportive
of
people
who
have
been
the
victims
of
historical
racism
and
structural
racism
and
white
supremacy.
D
Okay
and
specifically,
the
digital
inclusion,
work
access,
east
side,
the
hot
spots,
distribution
for
11,
000,
students,
fair
to
say
all
that
work,
plus
all
the
work
you're
doing.
Food
distribution
that
100,
if
not
99.5
percent,
if
not
100,
of
the
recipients
of
the
the
beneficiaries
of
that
work
are,
are
our
low-income
families.
That's.
C
Exactly
the
intent
and
we've
we've
stopped
a
lot
of
other
things,
a
lot
of
nice
to
have
in
order
to
make
sure
that
those
have
had
the
a-teams
and
the
resources
and
technologies
they
need
to
do
that.
Well,
so
those
have
been
absolute
top
priorities
from
from
you
know
very
early
on
the
food
in
particular
is
something
that
we
took
on
in
mid-march
at
a
request
from
the
county,
and
we
took
on,
as
you
know,
not
only
the
issue
of
supporting
people
here
in
san
jose,
but
also
county-wide.
C
We
were
told
early
on
by
fema
that
they
would
not
be
reimbursing
for
most
of
that
work,
and
so
we
continued
on
regardless
of
that
because
of
the
priority
it
was.
Fortunately,
the
coronavirus
relief
funds
came
in
and
are
now
covering
much
of
the
cost
of
that.
But
at
the
time
we
actually
didn't
even
know
that
so
you're
absolutely
correct.
D
All
right,
thanks
kip,
I
know
that
we're
in
the
age
of
social
media
and
perhaps
all
too
often
the
division
in
our
communities
only
becomes
deeper,
particularly
as
the
circumstances
become
more
dire
for
so
many
families
who
are
struggling
right
now,
but
it
is
important
for
us,
I
think,
before
we
judge
to
to
really
understand.
Well,
what's
the
work
that's
being
done,
and
I
appreciate
all
the
great
work
that
you
and
the
rest
of
the
team
are
doing.
D
I
had
a
couple
questions
about
the
some
of
the
things
that
made
it
on
to
the
priority
list.
For
example,
the
small
cell
permitting
deployment
process
improvements.
It
seems,
like
you
guys,
have
done
an
enormous
amount
of
heavy
lifting
to
get
that
pretty
well
ironed
out
and
I
think
we're
up
to
more
than
100
small
sales
a
month.
C
C
Second
reason
is:
I
mentioned
that
this
is
absolutely
vital
to
making
sure
that
we
can
do
distance
learning
and
that
those
who
can
work
from
home
can
continue
to
do
so
and
then
third,
there
are
actually
a
lot
of
good
jobs
related
to
small
cell
deployment,
a
lot
of
good
trades
jobs,
electricians
and
others
that
we
want
to
make
sure
are
continuing
to
roll
out
during
this
time,
so
that
those
folks
can
do
that
good
work
and
and
move
forward.
So
those
are
the
reasons
that
that
remains
a
priority.
C
D
C
On
the
website,
yes,
the
employee
portal
work
is,
as
we've
pivoted
to
having
a
lot
of
people
work
from
home
in
order
to
get
full
access
to
the
the
normal
employee
portals
you
have
to
have
vpn
or
a
virtual
private
network,
and
there
there's
a
limit
at
this
point.
There's
some
limits
on
how
many
people
we
can
have
have
the
vpn.
C
So
what
we've
realized
is
that
most
of
the
things
that
people
are
reaching
behind
the
firewall
for
to
use
vpn
are
actually
things
that
we
are
perfectly
fine
having
on
a
public
employee
portal,
so
we're
reconfiguring
the
website
to
include
a
more
robust
public
employee
portal.
So
that'll
take
some
of
the
demand
off
of
the
the
vpn,
the
virtual
personal
network,
so
that
we
can
optimize
that
and
allow
people
to
work
without
without
interruption.
I
realized
I've
got
some
people
who
know
it
far
better
than
I
on
the
call
jerry
or
rob.
G
Yeah
kept,
the
only
thing
I
would
add
is
also
as
people
are
working
from
home.
How
do
you
surface
how
to
find
each
other?
How
to
the
collaboration
tools?
Other
resources
they'll
need
to
be
able
to
do
their
job
from
home
that
they
had
ready
access
to
here
at
the
office.
So
it
is
to
kind
of
complete
the
circuit
and
make
sure
people
feel
like
they
have
everything
they
need
to
do
those
things.
D
That's
great
okay,
appreciate
all
that.
Basically,
the
the
moment
is
altering
our
priorities,
so
I
get
it
and
then
I
recognize
you're
not
going
to
accomplish
all
the
goals
all
at
once
and
some
things
need
to
take
a
back
seat.
Given
the
moment,
we're
in
climate,
smart
doesn't
have
any
particular
priorities
and
I'm
just
wondering
how
often
is
it
every
six
months
that
we
refresh
this
correct?
D
Okay,
could
I
just
throw
one
on
the
radar
for
whenever
you
guys
may
come
back
to
the
refresh
just
to
consider
if
we're
thinking
about
climate
smart,
which
is,
I
know,
laura
sachinski
and
d.o.t-
has
been
trying.
It's
been
working
with
some
external
partners
to
figure
out.
You
know
electric
vehicle
adoption
in
low-income
communities,
and
particularly
around
a
concept
I
think,
could
become
really
important
for
mobility.
D
Given
everyone's
fears
of
getting
on
transit
right
now
and
we
see,
transit
ridership
has
just
plummeted
and
this
idea
of
you
know
creating
car
sharing
ride
circles
of
sorts
in
neighborhoods
to
give
accessibility
to
to
folks
to
to
an
electric
vehicle.
I'm
guessing
it's
going
to
take
a
pretty
significant
amount
of
work
around.
Maybe
a
texting
app
or
something
like
that.
D
That
would
enable
many
of
our
low
income
families
to
be
able
to
even
be
aware
and
to
be
able
to
engage
meaningfully
to
be
able
to
get
access
a
low-cost
access
to
a
vehicle.
And
so
I
I
think
that
there
may
be
a
smart
city
solution
for
this,
and
it
would
be
interesting
and
helpful
just
to
know
if,
if
there's
a
role
for
for
that
to
be
a
a
prioritized
project.
As
we
make
the
refresh
yeah
we'll.
C
C
That
also
relates
to
a
pivot
in
the
dot
staff.
A
lot
of
the
team
that
was
working
on
that
is
is
fully
redis
redistributed
to
the
food
distribution
work
and
is
as
absolutely
vital
to
some
of
the
underlying
work
around
the
food
distribution.
At
this
point,
so
we
just
part
of
it
is
we
didn't,
have
the
horsepower
and
then
on
our
partner
side,
we
weren't
seeing
the
movement
forward
as
well,
so
for
this
six-month
cycle
it
didn't
feel
like
it
rose
to
the
level
of
a
top
priority.
C
C
H
C
C
The
cyber
security
comes
out
as
one
of
the
top
value
projects
top
five.
I
think,
and
the
reason
for
that
is
the
risk
mitigation
piece
right.
So
we've
seen
I'll
just
take
the
public
sector
folks,
you
know
you've
seen
garmin
lose
all
of
their
access
to
their
data.
You've
seen
twitter
hacked
at
scale
and
we've
seen
all
sorts
of
cities
that
have
been
held.
Cyber
ransom
and
cyber
attacks
at
increasing
levels
so
doing
cyber
security
right
is
critical
to
enabling
us
to
do
everything
else.
C
The
reason
that
it
sinks
a
little
bit
lower
to
the
bottom
is
that
the
estimate,
when
we
believe,
as
we
talked
about
as
a
team
we
may
have
estimated
kind
of
high,
is
that
it's
a
really
complex
job
to
do
well,
especially
as
we
go
distributed,
especially
as
we
have
more
digital
services
and
especially
as
the
bad
guys
are
attacking
us
more
and
more.
So
we
wanted
to
realize
that
if
we
were
going
to
do
this,
we
needed
to
put
some
serious
muscle
behind
it.
C
Even
with
that
level
of
complexity,
it
still
made
the
cut
and
so
the
ranking
on
the
far
side
the
weighted
choice.
Job
first
is
not
the
ultimate
ranking
of
prioritization,
but
it's
an
indicator
of
whether
it's
sort
of
worthwhile
to
do
it,
and
it's
definitely
made
that
cut.
I
would
argue
that
we
probably
overestimated
the
complexity,
but
then
again
I
don't
have
to
do
the
actual
work.
Rob
jerry
points
that
I've
missed.
G
I
think
you
captured
that.
Well,
we
actually
debated
that
vice
mayor
in
the
rankings
and-
and
we
talked
about
how
much
work
there
is
and
how
pervasive
that
work
is
and
how
much
of
a
shift.
It
is.
So
it's
accurate
but
you're,
absolutely
right
and,
and
we
all
felt
that
it
needed
to
be
somewhere
near
the
top.
For
that
reason,
because
it's
it's
either
a
limiter
or
an
enabler,
an
enabler.
B
Okay,
thank
you.
I
see
no
hands
raised
from
the
panel,
but
I
guess
it
all
goes
back
to
me,
but
for
for
resources,
I
know
we're
paring
down
our
work
here,
we're
shifting
to
digital
a
lot
more
and
we're
allowing
for
work
from
home-
and
I
know
we're
short
staffed,
but
that
kind
of
underscores
the
point
from
from
a
resource
perspective
like
how
much
of
this
is
sustainable,
even
even
paired
down,
or
I
just
want
to
make
the
point
about
budgets
and
whatnot.
B
I
know
we're
facing
a
shortfall
but-
and
I
know
in
the
larger
scheme
of
things,
newer,
computers
or
I
t
type
stuff
sounds
less
important,
but
I
do
feel
that
this
is
the
the
the
skeleton
like
the
foundations
with
which
we're
getting
stuff
down
at
the
city
now.
So
I
just
want
to
give
staff
an
opportunity
to
kind
of
raise
that
concern
or.
C
G
Those
things
are
highlighted
in
this
distributed
environment
because
you
have
so
many
barriers
that
are
potentially
between
you
and
the
tools
that
you
need
to
do
your
job
and
then,
at
the
same
time,
the
community
is
asking
for
not
only
that
we
do
the
normal
services,
but
that
we
step
up
and
do
things
like
food
and
necessities
and
helping
with
testing
community
connectivity
and
those
types
of
things.
So
we
actually
have
done
some
work
with
the
eoc
and
you'll
hear
more
about
this
in
the
drive
to
digital
and
the
powered
by
people.
G
I
The
second
thing
is:
is
that
we're
still
in
the
top
down
phase?
I
know
that,
with
the
small
percentage
of
time,
reginee
can
focus
on
this,
we'll
have
to
do
a
bottoms
up
from
the
departments
and
that
the
bottoms
up
from
the
departments
will
then
kind
of
true
up
which
departments
are
able
to
continue
the
work
because
they
have
staff
that
has
not
been
downsized.
They
have
the
ability
to
continue
or
where
things
may
take
longer,
or
things
may
just
have
been
put
on
hold.
B
I
Well,
I
I
believe
I
said
not
too
long
ago,
something
that
misunderstood-
that
one
of
the
last
things
I
do
is
want
to
be
able
to
improve
our
procurement
processes.
Yes,
I
think
that
we
were
so
close
to
having
the
procurement
improvement
and
readiness
project
get
kicked
off
with
a
competitively
procured
consultant
to
to
look
at
that-
and
I
do
think
that's
one
of
the
things
we
need
to
revisit,
not
only
for
business
as
usual,
but
also
for
emergency
response
and.
C
I've
got
to
double
down
on
that.
You
know
we
there's
a
there's,
a
belief
that
when
you're
in
an
emergency,
you
can
just
point
your
finger
and
get
what
you
need.
The
reality
is
there's
still
procurement
rules
that
sometimes
we
write.
Sometimes
the
federal
government
imposes
that
are
in
place
around
that,
and
we
have
struggled
to
get
everything
from
the
right
ppe
to
getting
the
food
distribution
contracts
out,
to
get
food
out
to
people
to
make
sure
that
we
can
move
through
on
the
hot
spots
and
on
every
one
of
those.
C
Our
existing
procurement
systems
have
been
stressed
and
stretched
and
in
some
cases,
we've
gone
ahead
without
without
the
formal
procurement
process
and
had
ketchup
behind,
rather
than
not
be
able
to
get
the
food
out
there
or
not
be
able
to
get
the
ppe
out
there.
And
so
we
put
ourselves
at
at
considerable
legal
risk
to
do
that.
Believing
that
it's
important.
But
it
would
be
nice
to
have
a
system
that
was
able
to
move
at
the
speed
of
an
emergency
and
be
able
to
move
in
non-emergent
times
in
response
to
the
priorities.
C
B
Thank
you.
I
I
just
share
that
or
I
raise
that
question
because
you
know
and
when
we
first
started
working
from
home.
I
think
everybody
was
hopeful
that
we'd
be
back
in
a
month
or
so,
but
as
we
realize
this
is
the
year
of
working
from
home,
then
I've
been
trying
to
wrap
my
head
around
better
ways
to
be
nimble
and
serve
the
constituents
that
I
represent
and
work
collaborate
with
my
own
staff,
and
so
I've
been
trying
to
look
into
various
tools
and
whatnot,
but
it's
not
easy
to
acquire
there.
B
D
D
C
So
let
me
let
me
geek
out
for
just
a
moment
on
this
yeah
council
members.
So
if
you
look
at
human
cognition,
when
you
have
a
a
zero
to
ten
scale,
for
example,
people
there's
not
much
distinction
between
a
seven
or
an
eight
or
a
seven
and
a
six
right,
and
so
people
tend
to
sort
of
score
things
and
you
get
this
kind
of
peanut
butter
effect.
Where
you
really
don't
have
to
think
about
it
that
much
what
the
fibonacci
sequence
does.
C
Is
it
breaks
things
down
into
chunks
that
are
increasingly
farther
apart,
and
so,
whereas
you
could
just
so
normally
if
I
had,
if
I
had
a
a
one
to
ten
scale,
and
you
had
somebody
say
cause
it's
a
ten
and
somebody
who
thinks
it's
an
eight
you're,
just
like
okay,
let's
make
it
a
nine
and
we
compromise,
but
we
haven't
really
talked
about
it,
but
it
but
the
difference
between
a
21
and
a
13
and
an
eight
is
a
huge
swing
and
so
you're
like.
Is
it
eight
or
is
it
21?
C
And
then
you
have
to
say
why
you
think
it's
21?
Why
not
and
part
of
what
this
does
for
us
as
a
leadership
team?
Is
we
more
deeply
understand
the
diverse
perspectives
in
the
room
and
are
able
to
then
more
accurately
prioritize
so
that
the
the
gaps
that
the
fibonacci
sequence
creates
cognitively
force
a
sharper
argumentation
than
being
able
to
just
compromise
with
a
peanut
butter
blend
of
zero
to
ten
right.
C
Exactly
and
people
people
will
again
cognitively
people
tend
to
just
look
at
how
valuable
or
important
it
is
and
then
underestimate
how
complex
or
hard
it
is
to
actually
get
it
done,
and
and
so
what
you
you,
you
make
mistakes
in
two
directions.
When
you
do
that,
first
mistake
you
make,
is
you
select
this
big
huge
thing?
That's
really
valuable
but
impossible
to
get
done
right
or
you
miss
the
really
small
thing
that
isn't
hugely
valuable,
but
can
be
done
really
easily
and
so
weighted
shortage.
C
Job
first
tries
to
tries
to
to
balance
out
that
cognitive
bias
and
force
you
to
look
at
really
how
hard
are
these
big
projects
and
that
value
some
smaller
projects?
I'll
pick
an
example
here,
so
the
the
community,
wi-fi
libraries
and
parks
is
a
relatively
straightforward
project
and
it
scores
so
high
because
it
has
a
huge
community
impact
and
you
make
sure
that
you
don't
undervalue
that
just
because
it's
a
relatively
small
project,
so
it
becomes
prioritized
in
all
that
we
do.
B
J
Yeah,
thank
you.
I
I
just
had
a
very
a
much
broader
question,
so
you
know
I've
been
on
this
committee.
I
think
about
a
year
or
so
there's
certainly
some
some
of
the
discussion
that
revolves
around
even
the
ranking
that
you
just
went
over
kip
that,
to
be
honest
with
you
is
beyond
me,
I'm
trying
to
wrap
my
head
around
everything.
You
were
saying,
as
you
were
geeking
out,
which
I
very
much
appreciate.
J
I
find
it
fascinating,
but
but
I
don't
pretend
to
be
able
to
understand
it
and
I'm
not
sure
it's
my
role
to
understand
exactly
every
inch
of
what
you
what
you
all
do
or
how
you
get
to
this.
But
what
I'm
curious
about,
and
the
reason
I
say
it's
a
broader
question
is
it
seems
it
seems
to
make
sense
what
you
described
to
me
on
the
surface.
J
But
but
what
I
wonder
is
it
doesn't
seem
to
me
to
that
other
committees,
or
we
don't
often
hear
about
this
type
of
ranking
and
other
broader
conversations
during
city
council
meetings
during
other
committees,
and
so
I'm
curious
as
to
how
you
go
about
deciding
how
to
use
this
particular
ranking
and
whether
it's
used
within
other
departments
or
other
spaces
in
which
we're
trying
to
figure
out
what?
How
to
best
approach
things.
C
That's
a
this
is
a
really
good
question.
Council
member
and
I
would
say
a
couple
of
things:
one
is
we
we
try
to
use
the
process
as
a
guide,
not
as
an
absolute
decision
maker,
so
part
of
what
we
want
to
part
of
what
we
do
is
we
we,
when
we
do
something
like
this,
is
then
check
this
out
both
with
ourselves
and
with
others
and
others
perspectives,
including
you.
So
this
is
what
the
process
came
up
with
that
we
get
it
right.
What
we've
done
is
we've
found
the
processes.
The
pro
this.
C
This
particular
process
is
most
useful
when
you
have
over
20
different
things
that
you're
trying
to
prioritize.
There
are
more
than
two
departments
or
two
group
work
groups
involved
and
the
the
areas
of
of
domain
expertise
are
more
than
one
person
can
know
right.
So
what
we
found
is
that
we've
actually
found
that
that
condition
happens
a
lot
within
the
context
of
the
emergency
operations
center.
C
So
we've
used
this
to
make
road
maps
and
prioritize
things
as
diverse
as
the
way
that
we've
approached
the
food
distribution
to
the
way
that
we've
approached
prioritizing
communication,
because
this
is
a
really
good
tool
to
get
a
handle
on
ambiguity.
When
you
have
a
large
number
of
things
to
choose
against
and
you
no
one
person
can
know
it
all
right,
and
so
we,
we
think,
there's
probably
broader
applicability.
Quite
frankly
and
and
one
of
the
things
we've
been
talking
about-
and
I
welcome
your
perspective
and
others
perspectives
on
this.
C
I
would
say:
we've
used
it
at
least
a
dozen
times
over
the
last
six
months.
Probably
more,
you
know
it
doesn't
fit
every
every
need,
but
especially
when
things
have
turned
upside
down
the
the
mere
fact
of
gathering
a
team
of
dedicated
smart
people
and
having
them
debate
well,
what
is
the
value
to
the
community?
Well,
what
is
the
risk?
C
How
hard
is
this
is
really
really
useful,
because,
most
of
the
time
most
of
the
things
we
do
as
a
city,
we
do
them
all
the
time
and
we
know
how
to
do
them
now.
In
this
moment,
it
feels
like
everything
is
new,
even
things
we
thought
we
knew
how
to
do.
How
do
you
do
an
inspection?
How
do
you
do
a
video
inspection,
so
we
found
this
tool
particularly
useful
in
this
time
of
extreme
change.
J
Okay,
I
I
appreciate
it.
I
just
I
just
sometimes
wonder
just
the
the
novelty
of
some
of
these.
It
would
seem
to
me
to
be
new
approaches
as
ranking
and
such
if,
given
the
fact
that
this
is
a
smart
cities
committee,
if
sometimes
I
feel
like,
which
is
fine,
I
feel,
like
you,
all,
sort
of
go
the
extra
step
and
and
innovate
in
such
ways
that
I
don't
see
in
other
committees
which
I
appreciate,
but
but
I
think
for
us
non-techie
folks,
and
I
count
myself
as
one
of
those
sometimes
it's.
J
C
And
some
of
what
we
do
here
doesn't
you
know
is
intentionally
when
you
innovate,
you
make
you
have
failures
right
and
so
part
of
part
of
what
we
believe
is
that
old,
saying
you
attract
more
flies
with
honey
than
vinegar.
You
know
we'll
try
things
out
here
and
in
this
context,
with
this
team
and
if
it's
valuable,
other
departments
and
other
groups
started
adopting
it.
J
And
so
can
I
ask
you
a
very
loaded
question
and
it's
this
when
you're
and
I'm
not
sure
if
this
is
your
brainchild,
kip
or
who,
who
sort
of
decided?
Okay,
let's
try
this
out,
but
do
you
get
pushback
from
other
departments
or
other
folks
that
maybe
you're
thinking
okay?
This
is
a
little
too
techy
for
me.
Let's
just
go
down
to
the
old
type
of
ranking
type
of
one
through
ten.
You
know.
C
Yeah
a
lot
less
pushback
now
than
we
used
to
and
part
of
what
I
always
when
we
do
these
sessions
with
other
groups.
Part
of
what
I
tell
them
at
the
very
beginning
is
two
things.
One
give
yourself
over
to
the
process.
Give
it
a
try
right
two.
If
you
don't
like
the
outcome,
you
can
throw
it
out
and
you
can
go
back
the
old
way,
you're
doing
it.
So
I
leave
we
try
to
one
of
one
of
the
other
principles
in
emergency
management.
C
J
C
What
I
would
expect
is
that,
first
of
all,
we'll
start
tracking
the
actual
progress
on
these
items.
We've
got
our
our
semi
traffic
light
version
over
there,
and
I
should
expect
that
six
months
from
now
many
of
these
will
be
either
several
of
these
will
be
done,
and
many
of
these
will
be
substantially
along
the
way
and
then,
hopefully
also
in
six
months,
we'll
have
a
better
sense
of
how
long
we
are
in
this
in
terms
of
the
public
health
aspect
itself
and
have
the
opportunity
to
re-prioritize
with
that
new
knowledge.
J
B
C
This
next
one
is
our
food
distribution,
and
I
I'll
start
this
out
with
a
quote
from
andrea
flores
shelton,
who
said
the
mashup
of
prns
and
civic
innovation
is
able
to
accomplish
some
amazing
things.
So
I
I'd
like
to
turn
it
over
to
that
mashup
and
have
angel
rios
who
is
both
deputy
city
manager
and
the
ops
lead
for
the
emergency
operations
center.
Articulate
the
work
of
this
amazing
team
on
this
important
issue.
Angel.
K
Thank
you,
kip
hello,
everyone
good
afternoon,
I'm
also
joined
by
dylan,
beckel,
civic
innovation,
director
and
also
eoc
food
branch
colleague,
as
well
as
neil
ruffino
assistant
director
for
prns
and
the
eoc
food
branch.
Co-Lead
we're
here
to
talk
about
food
distribution,
and
I
think
what
you'll
see
throughout
this
presentation
is
the
way
we've
kind
of
combined
and
used
some
of
those
innovation
principles
to
really
a
skill
and
and
do
our
work
in
this
area
of
food
distribution.
Just
as
way
of
context.
K
This
is
our
roadmap
and
we
basically
use
the
same
process
that
that
kip
and
the
team
just
described
earlier
previously
or
prior
to
this
presentation
to
take
us
through
this
process
and
as
you
can
see,
you
know
the
top
four
items
that
rose
to
the
top
used
in
that
process
where
these
appear
on
the
screen
and
you'll
see
number
three
is:
is
focus
on
food
and
what
we
saw
early
on.
As
I
mentioned,
we
saw
that
the
quick
need.
K
We
saw
food
distribution
sites
literally
going
down
in
real
time,
and
then
we
also
saw
the
need
to
really
make
sure
that,
especially
given
the
the
vulnerable
populations
in
our
communities,
such
as
seniors
those
that
are
extremely
low
income
and
those
that
are
medically
at
risk,
you
know
we
needed
to
act
very
fast.
Clearly
that
was
a
good
call
at
that
time
and
and
still
remains
one
of
the
top
priorities
for
for
this
coveted
response
with
that.
I
I
The
stacked
bar
charts
show
our
seven
major
food
distribution
channels
and
the
critical
importance
of
the
county's
non-profit
food
bank
second
harvest
shown
in
blue
the
big
tall
blue
second,
our
school
program
shown
in
purple
and
third,
the
revolution.
Food
support
to
reserve
capacity
and
serve
all
ages,
school
meals
on
evenings
and
weekends
shown
in
yellow.
The
graph
tells
us
that
we
were
able
to
scale
programs
and
reserve
capacity
to
meet
the
demand
and
avoid
a
widespread
food
crisis.
I
So
far
we
are
not
out
of
the
woods
and
with
the
elimination
of
the
600
unemployment
stimulus
last
week
we
fear
food
insecurity
will
rise
again
and
we
must
all
be
vigilant
and
we
must
be
prepared
to
act
quickly
if
necessary.
Fortunately
we'll
report
in
a
few
minutes.
The
branch
is
now
hitting
our
stride
in
issuing
grants,
contracts
and
preparing
for
continuing
competitively
procured
services
through
the
end
of
the
year
within
the
city.
I
When
the
city
agreed
to
the
county
request
to
coordinate
county-wide
food
distribution
and
also
provide
some
direct
food
delivery
service,
food
insecurity
was
one
of
the
bigger
concerns
for
city
and
county
leadership
because
of
the
impact
on
life
livelihood
and
the
large
number
of
unknowns.
The
early
models
indicated
that
the
county
might
quickly
see
twenty
thousand
coveted
19
positive
residents
needing
to
isolate
during
a
shelter
in
place,
order
with
no
access
to
meals
or
groceries
and
no
clear
touchless
to
the
door
delivery.
I
Channel
city
leadership
gave
neil
and
I
the
directive
to
one
move
fast
to
feed
our
vulnerable
and
at-risk
residents.
Three
think
outside
the
box
and
four
worry
about
the
bureaucracy
on
the
back
end.
So
we
did
in
fact
build
a
new
business
or
at
least
a
new
city
department
in
less
than
five
weeks,
with
some
key
focus
areas,
including
county-wide
governance,
maximizing
the
existing
food
network,
applying
innovation
principles,
standing
up
fatality
team
and
reserving
capacity
to
manage
risk.
I
When
the
city
took
on
county-wide
food
coordination
and
some
food
service
delivery.
On
march
16th,
we
immediately
pivoted
all
of
the
office
of
civic
innovation
to
the
nascent
eoc
food
branch
and
later
some
of
the
staff
also
peeled
off
support
digital
inclusion
and
distance
learning.
As
kip
mentioned.
I
These
are
some
of
the
innovation
methods
and
tools
and
experiences
the
innovation
team
brought
to
food
distribution.
We
don't
have
time
to
really
make
a
lunch
out
of
the
slide,
so
I'm
just
going
to
highlight
a
few
and
then
do
a
deep
dive.
On
a
few
before
I
turn
the
presentation
over
to
neil
under
methods,
the
city
had
been
successfully
applying
john
dewer's
objectives
and
key
results
concepts
and
we
once
again
leveraged
them
for
food
distribution.
I
I
Under
the
category
of
tools,
we
leverage
data
to
help
better,
engage
the
public
and
make
better
internal
decisions.
Examples
include
creating
a
food
distribution
dashboard
to
show
our
progress
towards
reducing
food
insecurity
across
our
seven
major
channels.
Two
creating
a
single
county-wide
free
food
distribution
map
and
three
building
an
operational
and
financial
analytics
data
store
and
tools
to
slice
and
dice
operations,
data
invoicing,
data
and
reimbursement
data
under
the
leadership
of
andrew
eric,
who
also
helped
us
recently
become
one
of
only
16
north
american
cities
to
achieve
silver
level
bloomberg.
I
under
business
architecture.
Given
the
lack
of
county-wide
governance
across
both
country
and
prepared
meal
delivery,
we
made
sure
we
mapped
the
food
distribution
ecosystem
processes.
We
and
our
partners
were
building,
so
they
could
be
leveraged
later.
San
jose
was
also
about
14
weeks
ahead
of
governor
newsom
and
chair
dieppe
by
prototyping
the
people
process
and
technology
necessary
to
build
an
at-scale
restaurant
delivery
capability
across
the
county,
capable
of
scaling
up
to
60
000
meals
per
day.
I
Finally,
under
partnerships,
we
entered
into
and
continue
to
enter
into
a
number
of
creative
and
impactful
partnerships,
including
one
supporting
second
harvest
with
a
san
jose
conservation
corps.
When
the
national
guard
fully
pulled
out
one
month
earlier
than
planned,
two
engaging
with
google
to
leverage
their
worldwide
knowledge
of
food
distribution
in
the
food
supply
chain,
three,
reserving
large-scale
capacity
with
revolution
foods
as
an
insurance
policy
against
extremely
widespread
food
insecurity
and
four.
I
During
the
first
week,
we
entered
into
a
creative
partnership
with
doordash
in
the
health
trust
to
help
the
health
trust
deliver
meals
using
doordash
as
their
delivery
operator.
Five,
we
piloted
our
large-scale
restaurant
delivery
capability
by
also
building
relationships
with
county-wide,
mod
pizza
and
doordash
to
deliver
food
to
county
homeless
placements.
Sometimes
it
came
in
with
less
than
hours,
notice
to
feed
hungry
people
and
fill
the
gaps
with
other
community-based
organizations
like
west
valley,
community
services
and
six.
I
Finally,
looking
to
leverage
existing
contracts
to
move
faster
under
procurement,
we
explored
piggy
backing
on
state
level
procurements,
in
particular
with
the
non-profit
world
central
kitchens,
who
were
already
competitively
contracted
to
provide
food
for
homeless
placements
elsewhere
in
the
state
under
governor
newsom's
project
room
key.
Through
these
discussions
we
learned
that
world
central
kitchens
already
had
a
number
of
capabilities
for
restaurant
delivery.
I
This
allowed
us
to
scale
back
some
of
our
potential
technology
investments,
leverage
the
tools
of
our
partners
and
be
one
of
the
first
five
jurisdictions
in
the
state
to
quickly
stand
up
the
great
plates
delivered
program
which
is
feeding
isolated
seniors
throughout
the
state,
and
these
are
just
a
few
of
the
innovative
methods,
tools
and
initiatives.
The
food
branch
deployed
to
address
food
and
security
in
the
county.
For
that
overview,
I'm
just
going
to
do
a
few
quick,
deep
dives
to
show
examples
of
how
we
applied
innovation
to
food
distribution.
I
I
When
we
first
started,
the
team
was
extremely
focused
on
operate,
but
we
really
needed
to
create
an
organization
just
like
any
startup
that
had
to
simultaneously
plan
deliver,
operate
and
manage
with
key
leaders
like
neil
ruffino,
andreas
flores,
shelton
and
myself
having
to
wear
many
hats
all.
At
the
same
time,
we
also
created
policy
and
non-profit
advisory
teams
that
included
second
harvest
silicon
valley,
council,
non-profits,
the
county,
social
services,
the
office
of
education
and
other
key
organizations
to
help
guide
our
work.
I
This
is
a
screen
shot
from
the
free
food
gis
visualization
tool
which
greatly
helped
the
community
as
well
as
the
internal
city
team.
This
was
a
collaborative
effort
across
the
mayor's
office
of
technology
and
innovation,
the
food
branch,
our
gis
center
of
excellence
under
matt
lesch
and
our
community
partners.
I
It
should
be
noted
that
our
communications
lead
at
batista
also
made
sure
we
had
physical
flyers
in
multiple
languages,
for
those
who
need
a
translation
and
or
those
who
cannot
access
the
tool
due
to
digital
inclusion.
Excuse
me,
due
to
digital
exclusion,
a
deloitte
helped
our
city's
information
technology
department,
itd
build
a
community-based
organization
survey
tool
to
identify
shortages
and
surpluses
of
food.
This
helped
us
ground
truth,
the
bigger
picture,
which
was
that
we
actually
had
a
significantly
number
higher
number
of
surpluses
than
shortages.
I
It
also
revealed
the
opportunity
which
the
county
might
consider
pursuing
to
leverage
technology
to
better
smooth
out
these
shortages
and
surpluses,
as
well
as
communicate
alternative
location
for
food
distribution
to
underserved
residents
in
real
time
should
a
single
site
run
short
in
tuesday's
council
meeting.
We
briefly
discussed
the
concept
of
large-scale
delivery
of
restaurant
prepared
meals.
The
team
actually
started
pursuing
this
on
march
18th,
with
the
possibility
of
having
to
deliver
up
to
three
meals
a
day
to
up
to
20
000
isolated,
covered
19
residents
during
a
shelter
in
place
order.
I
The
team,
including
the
city's
information
technology
department,
deloitte
and
a
number
of
technology
providers,
including
google
servicenow
doordash
and
five
nines
virtual
call
center
developed
a
design
and
did
a
first
few
agile
iterations
of
development
of
the
people
process
and
technology
necessary
to
achieve
this
scale
we
might
have
seen.
Our
concern
is
that
we
did
not
want
to
be
the
edd
of
food
distribution.
I
I
I
Now,
I'd
like
to
introduce
my
partner
in
crime
who's
much
nicer
than
me,
neil
rafino,
the
assistant
director
of
the
city's
department
of
parks,
recreations
and
neighborhood
services,
prns
and
my
eoc
food
branch
co-lead
partner
in
crime.
To
take
it
the
rest
of
the
way
and
neil.
I
will
continue
to
drive.
H
This
coordinated
effort
within
the
branch
again
mostly
consisting
of
the
office
of
innovation
and
park
and
rec
staff,
provided
a
great
balance
between
structure,
creativity
and
community
connections.
As
such,
our
team
looked
to
provide
needed
food
and
necessities
as
the
initial
response
to
the
crisis
and
maximize
city
and
federal
resources
to
support
our
ongoing
efforts.
H
Overall,
we
have
funded
a
network
of
agencies
in
which
89
percent
of
the
funding
has
gone
to
nonprofits.
This
work
could
not
have
been
done
without
the
existing
nonprofit
food
infrastructure
that
we
have
leaned
on
to
support
this,
especially
again.
Second
harvest
of
silicon
valley,
who's,
the
region's
major
force
to
ensure
families
do
not
go
hungry
santa
clara
office
of
education
again
for
their
school
coordination
and
partners
like
health
trust,
source,
wise
and
catholic
charities.
H
As
you
can
see
from
the
slide.
The
diversity
of
these
partnerships
here
help
us
meet
the
initial
food
need
across
the
county.
Our
first
effort
was
to
meet
the
surge
and
to
get
food
and
groceries
out
quickly.
We
want
to
work
through
the
appropriate
due
diligence
toward
maximizing
the
city's
ability
for
federal
reimbursement,
and
the
next
step
will
be
releasing
a
series
of
competitive
solicitations,
including
services
to
support
unhoused
food
delivery
services
for
meals
and
groceries
to
be
delivered
directly
to
homes
for
impacted
residents
and
funds
for
collective
impact
effort,
with
additional
grants.
H
H
Alongside
this
rfp,
a
series
of
grants
will
be
targeted
to
support
first
five
with
infant
formula,
diapers
and
other
essentials,
funds
that
will
go
to
bateman
who
operate
our
current
senior
meals
program
to
meet
the
increased
numbers
of
seniors
needing
meals
and
a
grant
that
will
provide
non-profit
support
to
enable
second
harvest
grocery
preparation
delivery
to
continue
meeting
the
community's
needs,
as
the
national
guard
has
recently
deployed
from
their
service
next
slide.
Please.
H
Additional
support
of
the
city
did
was
coordinating
volunteers
and
staff
as
part
of
the
silicon
valley,
strong
effort,
the
team
supplied
over
5
000
community
volunteers
redeployed
over
50
city
staff,
in
support
of
the
organizations
listed
on
this
slide
and
again
funded
the
san
jose
conservation
corps,
where
their
members
can
directly
support
second
harvest
next
side.
Please.
H
H
The
picture
on
the
right
is
at
the
mexican
hera
heritage
plaza
during
this
crisis,
la
plata
has
partnered
with
second
harvest
of
silicon
valley
to
become
another,
convenient
east
side,
food
and
supply
and
information
distribution
site
in
the
next
year.
Mhp
is
planning
to
provide
12,
000
boxes
of
food
and
provide
feed
over
48
000
community
members
in
need.
The
bottom
left
is
a
picture
of
the
great
plates
delivered
program
that
dolin
mentioned,
and
we
talked
about
at
tuesday's
council
again
over
1
000
participants
residents
who
are
seniors
and
high-risk.
H
H
The
city
is
looking
to
continue
this
partnership
throughout
the
fall.
The
bottom
right
picture
is
the
san
francisco
49ers
wide
receiver,
kendrick
bourne
and
his
born
blessed
foundation
event.
This
event
took
place
at
emma
crush
park
on
june
20th.
I
would
like
to
thank
councilmember
foley
and
her
team
for
bringing
this
opportunity
forward.
H
H
H
We
launch
a
brand
new
line
of
business
within
the
city
of
san
jose
and
took
on
a
role
in
support
of
the
entire
county.
We
are
challenged
in
balancing
risk
and
uncertain
financial
regulations,
with
the
need
to
respond
to
the
crisis
quickly
and
always
focus
on
the
north
star
of
feeding
our
most
vulnerable.
It
was
challenging
working
working
on
a
new
ecosystem
and
trying
to
quickly
build
relationships,
business
operations
and
bringing
together,
diverse
and
sometimes
incomplete
data
sets.
H
These
challenges
have
provided
us
the
opportunity
to
improve
and
build
a
stronger
fabric
across
the
county
for
every
emergency
response.
The
organization
must
take
the
time
to
assess
its
challenges,
make
recommendations
and
take
actions
to
approve.
We
need
to
rethink
and
better
understand
our
roles
and
responsibilities
within
a
regional
emergency
response.
H
We
need
to
have
stronger
coordination
and
a
singular
vision
on
budget
and
tolerance
of
risk.
The
city
needs
to
be
more
involved
in
an
ongoing
strategy
and
ecosystem
of
food
insecurity
and
what
programs
that
the
city
should
be
maintaining
to
meet
the
needs
of
the
most
vulnerable,
and
we
have
to
lean
in
and
work
closely
with
our
non-profit
partners
earlier
and
support
with
the
support,
the
establishment
of
a
regional
food
and
security
system
next
slide.
Please,
and
with
that,
our
next
action
steps
are
as
follows.
H
The
city
and
county
agreement
has
been
signed
with
an
initial
end
date
of
august
31st.
The
county
has
asked,
and
the
city
has
granted
one
30-day
extension
to
fully
plan
and
operationalize
this
transition.
Now
by
september,
30th,
the
city,
the
cities
agreement
negotiations
are
in
process
and
we,
as
staff
may
bring
back
revised
terms
of
the
council
for
approval.
H
The
target
end
date
of
the
city
city
agreement
is
august
31st,
but
with
our
flexibility
to
extend
only
to
september
30th,
mutually
agreed
upon
the
city
will
be
continuing
through
redistribution
through
at
least
december
30th,
this
december
31st
only
within
san
jose,
as
that
is
our
limitation.
With
the
current
corona
virus
relief
funds,
we
will
continue
to
staff
collaboration
with
our
nonprofit
partners,
the
counties
and
stakeholders
in
a
regional
food
insecurity
program,
and
with
that
I
would
like
to
turn
this
back
to
angel
and
kip.
K
E
E
So
I
want
to
let
you
know
that
I
understand
that,
and
I
appreciate
whatever
efforts
that
you
can
to
push
up
against
that.
Secondly,
is
that
it's
not
enough,
it
is
not
enough.
Thank
you
for
all
the
work
you're
doing
it
is
not
enough.
Okay,
there's
people
dying
on
the
east
side.
I
need
to
reiterate
that,
because
I
need
I
I
feel
like
I
need
to,
and
that
is
the
disturbing
part
for
me,
as
a
human
being
and
as
a
citizen,
I
don't
care
whether
or
not
jay
paul
has
a
permit.
E
I
don't
care
about
mayor
mchenry,
in
fact,
that
fallon
house,
and
that
that
statue
they're
gonna
be
gone.
We're
getting
rid
of
those,
so
both
of
those
are
going
out
of
there.
So
you
can
let
him
know
that
his
trophies
are
gonna
be
gone,
because
that
was
the
onset
of
all
of
this
suffering.
That's
going
on
in
the
city
is
the
white
supremacy
that
still
exists
within
the
context
of
city
government.
E
E
It's
it's
meaningless,
it's
worthless,
because
you're,
what
you're
doing
is
you're
like
atlas,
pushing
the
rock
up
the
hill
and
running
right
back
down
and
pushing
it
right
back
up,
because
the
core
issues
of
white
supremacy
and
the
way
that
it's
symptomatic
manifestations
has
been
the
digital
divide,
the
food
distribution,
the
lack
of
housing
poor
in
poverty
being
a
endemic
to
the
east
side.
Until
you
deal
with
that,
all
of
this
work
is
for
nothing.
Thank
you.
D
D
Thank
you.
I
was
just
trying
to
find
the
little
blue
hand,
so
I
used
the
old
fashioned
way.
Thank
you,
counselor,
hey
first,
I
just
wanted
to
say
thank
you
to
everybody
for
all
the
incredible
work
here
in
so
many
ways:
dolan
and
neal
and
angel
and
and
and
everybody
who's
been
deeply
involved
in
this.
I
know
this
was
a
responsibility
that
was
not
ours.
D
We
took
it
on
for
the
county
and
we're
serving
many
other
cities
and
other
communities
as
well,
and
that's
because
that's
what
we
believe
in
doing
in
a
time
of
of
a
crisis-
and
I
appreciate
that
enormously-
and
I
do
think
this
work
matters
enormously
and
what
you're
doing
is
incredibly
important.
Contrary
what
anyone
might
say,
thousands
of
families
are
depending
on
it.
D
I
wanted
to
first.
I
know
we
had
some
conversation
at
the
council
meeting
a
couple
days
ago
about
great
plates
delivered
angel.
I
just
wanted
to
follow
up.
I
did
have
a
conversation
with
the
governor's
office
about
that.
It
appears
that
the
two
constraints
that
I
seem
to
be
most
troubled
with
one
is
that
they,
the
criteria
for
recipients
of
that
program
that
they
could
not
have
been
receiving
cal
fresh,
are
the
benefits
that
appears
to
be
a
requirement
imposed
by
fema
that
the
state
doesn't
have
any
control
over.
D
I
guess
you
knew
that
already
dylan
and
everybody.
So
I'm
sorry,
I
wasted
your
time
thinking
we
could
get
that
obstacle
out
of
the
way,
but
that
was
an
obstacle
not
of
anyone
in
california's
creation
and
then
the
other
issue,
I
think,
relating
to
the
30-day
renewals
you
probably
know,
is
also
really
a
creation
of
fema.
They
they
kind
of
they
were
similarly
frustrated
and
they
just
didn't
have
a
solution
to
dealing
with
the
on-again
afghan
nature
of
the
program.
D
So
I
think
we're
stuck
with
what
we
got
until
the
federal
regulators
change
it.
In
the
meantime,
I
know
we've
got
a
lot
of
other
mechanisms
where
I
guess
seven
different
food
delivery
approaches
so
appreciate
all
the
diversity
that's
needed
here.
I
had
a
question
about
the
national
guard
pulling
out
and
I
actually
wasn't
aware
of
that.
What
were
the
circumstances
in.
I
I
We
plan,
for
we
hope
for
the
best
but
plan
for
the
worst,
which
is
why
we
quickly,
thanks
to
kelly
parmelee,
moved
quickly
to
get
a
contract
in
place
with
the
san
jose
conservation
corps
and
we
began
to
backfill,
and
then
the
national
guard
actually
pulled
out
sooner
last.
Friday
was
actually
their
last
day,
but
fortunately
the
back
filling
occurred
well
and
and
talking
to
tracy
weatherby
they're,
very
satisfied
with
the
national,
with
the
san
jose
conservation
corps,
replacement
of
the
national
guard
and
and
that
all
seems
to
be
going
well.
K
K
Okay,
yeah,
so
in
terms
of
because
one
of
the
challenges
that
second
harvest
is
having
and
a
lot
of
other
non-profits
is,
is
obviously
the
loss
of
volunteers.
Just
given
you
know
the
fear
by
many
to
kind
of
go
out
and
do
this
kind
of
work
and
really
expose
themselves.
So
so
the
good
news
is
that
we
do
have
san
jose
conservation
corps.
They
have
about
121
corps
members
that
are
gonna
that
have
been
able
to
step
in
to
help
and
it,
according
to
second
harvest,
has
been
pretty
seamless.
C
So,
given
that
uncertainty
and
given
also
the
opportunity
to
employ
local
youth
through
the
conservation
corps
with
a
a
a
a
emergency
management
compliant
contract,
we
felt
it
was
best
to
go
ahead
and
do
that
transition
when
we
could
do
it
in
an
orderly
way
and
in
a
way
that
can
support
our
local
youth
in
in.
In
a
time
that
matters
in
the
in
the
way
that
it
matters
rather
than
then
hope
that
presidential
politics
change.
D
Wow,
so
they
kept
funding
it
in
florida
and
texas
and
cut
out
the
food
distribution
everywhere
else,
yeah,
as
they
were,
sending
federal
agents
into
portland,
that's
great,
the
distribution
of
diapers
and
baby
wipes
and
formula
and
so
forth.
You
have
any
sense
how
many
families
were
serving
weekly
through
that
program.
H
I
don't
think
we
have
those
numbers
directly.
We
have.
Let
me
go
back
to
those
slides.
You
know
thousands
of
families.
I
think,
and
part
of
this
was
effort
that
was
provided.
County-Wide
mayor,
we
were,
you
know
with
first
five,
they
have
their
family
resource
centers.
You
know
up
and
down
the
county
down
through
gilroy,
so
we
we
can
follow
up
with
it.
But
that's
what
you're
saying
I
believe
they
have
a
different
cycle
of
distribution
per
their
family
resource
centers.
H
Thank
you
chair.
I
want
to
talk
about
food
sourcing
and
I
can
give
you
a
specific
example.
So
I
have
a
neighborhood
in
my
district
who
wanted
to
do
a
neighborhood
effort
of
collecting
all
the
fruit
from
the
various
neighborhood
fruit
trees
and
donate
those
that
fruit
to
to
the
needy
or
to
the
city,
and
they
were
prohibited
from
doing
it
because
of
liability
reasons
and
other
other
legal
reasons,
and
so
we
weren't
able
to
move
forward
with
that.
So
I'm
just
my
question
is
in
terms
of
food
sourcing.
H
You
know
that's
an
issue
where,
if
individuals
want
to
donate,
you
know
fruit
from
their
their
trees
or
or
produce
they're
prohibited
from
doing
it,
and
also
I'm
not
sure
in
terms
of
like
hunger
at
home
and
that
initiative
in
terms
of
restaurants,
donating
surplus
food
to
to
the
to
the
food
banks.
What
is
going
on
with
food
sourcing
in
this
program.
I
I
It
was
getting
it
from
point,
a
to
point
b,
breaking
it
down
in
point
b,
so
so
in
the
global
sense
you
know
the
sourcing
of
food
was,
we
monitor
closely
was
not
an
issue
in
the
city
of
san
jose
or
in
the
county
of
santa
clara.
We
are
lucky
to
be
close
to
the
farming
community,
which
helps
as
well
because
non-profits
like
second
harvest
get
there.
They
a
lot
of
their
food,
comes
right
from
the
farms
in
the
imperial
valley
to
the
county
in
terms
of
food
sourcing.
I
I
I
believe
that
second
harvest
continues
to
take
donations
and
those
can
be
coordinated
directly
with
those
non-profits
or
we
can
help
facilitate
that
communication.
We
have
received
a
number
of
oversupplies
and
opportunities
that
we
have
coordinated,
so
you
could
have
someone
feel
free
to
reach
out
to
neil
or
myself
when
we
can
connect,
basically,
the
supply
and
the
demand
to
get
any
excess
food
out
to
our
vulnerable
population
yeah.
So.
H
Vice
mayor,
sorry,
very
smart.
This
is
neil
just
to
jump
in
on
that.
I
think
one
of
the
recommendations
that
we
have
is
you
know
for
the
city
of
san
jose
as
an
entity
to
really
continue
a
partnership
inside
the
county
and
with
the
nonprofits
around
the
larger
issue
of
of
the
food
and
security
world.
You
know:
there's
a
industry
within
the
nonprofits
and
the
private
sectors,
on
on
food
rescue
right
coming
from
grocery
stores
and
and
from
restaurants,
and
how
does
that?
H
How
can
that
play
out
on
an
ongoing
basis
and
have
a
network
that
can
ensure
that
no
food
goes
to
waste
right
because
there's
a
a
large
number
of
of
unused
food
right?
That
should
be
out
to
families
in
great
need,
and
so
I
think
one
of
our
efforts,
especially
what
we've
learned
here
in
our
partnership
with
non-profits,
is
the
need
for
a
regional,
coordinated
effort
to
understand.
You
know
the
issue
here
in
you
know
in
silicon
valley,.
K
Yeah
yeah,
and
vice
mayor
of
I
could
add
to
that-
you
know
we
also
have
veggielution,
is
one
of
our
partners,
and
you
know
they
have.
You
know
they
do
farming
right
at
bruce
park
and
then
they
actually
use
they
have
their
own
truck,
and
so
they
basically
take
you
know
food
that
they
literally
home
grown,
grow
and
and
and
then
distribute
we've
we've
activated
them.
They
were
one
of
our
partners
early
on
and
then
also
we're
in
conversations
now.
K
Unfortunately,
we
can't
use
any
of
the
fema
or
chronovirus
money,
but
with
valle,
verde
and
and
and
what
we're
really
exploring
with
them
is
this
possibility
of
how
do
we?
How
do
we
support
and
encourage
organizations
that
support
households
that
are
actually
farming
on
their
on
their
in
their
yards
right,
their
backyard
strip
of
yard
and
and
to
ensure
that
they
can
in
turn
share
what
they
grow
with
other
neighbors
and
again,
mitigating
minimizing
any
liability
issues
right
because
that's
always
the
issue
that
comes
up
but
we're.
H
Is
it's
a
shame
if
we
have
people
going
hungry
and
people
are
just
throwing
it
out
food
or
you
have
food,
that's
rotting
on
on
trees
and
people's
yards,
and
it's
just
going
to
waste
when
people
are
hungry.
So
I'm
glad
that
you
were
looking
into
addressing
that
issue.
So
thank
you.
Thank
you.
Angel
and
dolan.
B
I
I
know
that
we
actually
engage
a
dietician
from
source
wise
to
look
across
all
of
our
participants
and
figure
out
the
right
cultural
menu
and
right
dietary
menu,
and,
if
you
think
about
we've,
also
activated
re
for
the
restaurants.
We've
activated
restaurants
that
meet
those
cultural
needs.
We've
pedro's,
for
example,
with
a
mexican
cuisine,
faux
bang
with
a
vietnamese
cuisine,
that's
right
located
in
those
three
zip
codes
that
are
the
most
impacted
on
east
san
jose.
B
H
H
I
I
So
you
know,
I
think,
that
in
the
beginning
there
was
probably
an
an
over
promise
and
under
deliver
from
the
restaurants
who
thought
this
program
of
the
governors
was
going
to
be
able
to
activate
more
restaurants,
and
it
did
it's
just
it.
Just
economically
doesn't
work
out
to
have
you
know
less
than
about
150
orders
per
restaurant.
So
that's
how
we're
kind
of
at
our
nine
so
far,
but
we
definitely
have
that
list.
We
know
who's
interested
and
we're
as
we
continue
to
make
improvements
to
the
program.
I
B
B
C
Thank
you,
mr
chair.
The
next
one
is
the
drive
to
digital,
and
for
that
I'm
going
to
turn
it
straight
over
to
jerry
drewson
and
rob
lloyd,
as
well
as
kelly
parmelee,
who
is
all
part
of
the
eoc
team.
That's
leading
the
drive
to
digital,
which
is
part
of
our
larger
powered
by
people.
2.0
work
we're
doing
to
support
our
employees
in
this
new
world
rob
and
jerry
and
kelly
all
you.
G
G
It's
reshaping
the
services
and
interactions
we
have
with
our
public,
as
well
as
pushing
us
into
new
areas
such
as
supporting
food
distribution,
housing
security,
video
inspections,
community
connectivity
and
the
like
bottom
line
is.
We
are
reshaping
how
we're
working
for
the
next
five
to
ten
years,
starting
about
three
months
ago
and
into
the
next
year.
G
G
If
I
can
there,
we
go
on
the
rapid
shift
that
we
call
the
drive
to
digital
and
where
it
fits
into
the
city's
overall
new
normal
you're,
going
to
hear
from
kelly
parmelee
our
assistant
director
for
hr
who's,
leading
a
team
about
executing
the
thoughtful
and
important
transformation
of
the
city
to
this
new,
normal
and
jerry's,
going
to
share
some
specific
things
around
digital
services
and
those
pieces,
as
kip
mentioned
earlier.
It's
actually
very
important
to
note
the
history
that
that
leads
us
to
today.
G
We
also
know
that
there's
a
lot
more
to
do,
but
just
just
by
way
of
history,
I
wanted
to
talk
about
how
we
said
that
we
were
going
to
switch
from
traditional,
paper-based
government
to
friendly
electronic
and
digital.
That
was
going
to
be
about
how
we
could
execute
these
services
better
in
a
more
friendly
way.
G
We
talked
about
how
we're
going
to
secure
the
city
and
in
this
instance,
as
we
distribute
people
to
their
homes,
to
work
the
multiplication
of
vulnerabilities
that
come
along
with
that
and
the
threats
that
have
increased,
because
people
have
known
about
those
risks.
But
ultimately
everything
boils
down
to
the
people
and
the
trust
that
we
have
in
the
organization
that
allows
us
to
transform
just
by
way
of
infotainment.
We
did
also
want
to
show
you
how
we've
changed
since
january
of
2020..
G
So
if
you
take
a
look
at
how
much
we
meet
electronically
versus
in
person,
6200
percent
increase,
our
vpn
remote
access
usage
has
increased
over
1200
percent.
The
use
of
tools
to
work
with
each
other
and
access
files,
also
drastic
improvements
and
increases
and
printing,
has
pretty
much
stopped.
Where
there's
a
72
percent
decrease,
but
the
big
bulk
of
what
we
did
print
were
notices
sent
to
community
members
based
on
some
deadlines.
L
L
And
so
using
this
slide
as
a
conceptual
guidance.
You
can
see
and
we're
all
being
very,
very
thoughtful
about
workplace
safety
and
just
as
a
reminder,
we
aren't
just
talking
about
folks
who
are
at
home,
but
folks
also
who
are
working
out
in
the
field
and
folks
who
are
actually
in
city
spaces
or
work
locations.
L
L
The
way
we
deliver
services,
the
range
of
services
and
the
scope
and
volume
of
our
services
actually
create
a
level
of
complexity
to
do
that
safe
workplace
in
ways
that
I
would
never
you
know,
have
guessed,
and
our
businesses
out
in
the
community
are
certainly
faced
with
with
similar
challenges.
We
just
happen
to
be
the
10th
largest
city
in
the
united
states,
with
an
airport
to
a
zoo
and
so
that
it's
complicated
work.
L
You
can
see
many
of
the
things
that
are
considerations
around
the
outside
of
the
circle,
just
to
name
some
of
the
things
that
make
it
complicated
for
for
us
in
terms
of
what
we
do
and
and
how
we
do
it.
And
then
I
would
say
the
third
thing
is
about
40
of
our
workforce
is
working
remotely.
That's
about
2,
300,
full-time
people
or
a
bit
more.
Some
days,
we're
sure
and
then
about
40
are
working
in
the
field
in
a
range
of
situations
and
then
about
20
are
actually
in
the
city
facilities.
L
So
the
dispersion
of
our
workforce
also
poses
some
complexity
and
the
two
items
here,
the
drive
to
digital
and
effective
virtual
teams
are
specifically
named
as
ways
for
us
to
really
think
hard
about.
How
do
we
use
the
current
circumstances
as
a
way
to
really
push
the
adoption
of
drive
to
digital
and
then
also?
How
do
we
support
teams
to
be
effect
effective
not
only
in
a
virtual
environment
but
also
in
a
dispersed
or
hybrid
environment,
and
so
this
transitioned
into
four
key
objectives?
If
you
want
to
go
to
the
next
slide,
rob.
L
And
so
again
I
mentioned
these
on
on
tuesday.
Can't
say
enough
about
the
work
that's
going
on
related
to
safety,
but
also
employee,
health
and
wellness.
And
again
I
mentioned
effective
virtual
teams.
But
what
I
want
to
offer
in
terms
of
positioning
today's
conversation
and
jerry
will
take
it
over
in
just
a
minute
is
really
how
much
work
has
happened
and
how
much
innovation
has
actually
happened,
sometimes
in
small
ways
around
going
to
digital
as
an
hr
department.
L
And
then
I
think
the
thing
that's
really
really
critical
to
a
dispersed
workforce
is
our
ability
to
support
folks
who
are
working
remotely.
So
they
don't
have
to
come
into
a
city
space
to
push
that
piece
of
paper
or
sign
off.
On
something,
but
also
folks
who
are
working
in
hybrid
environments,
have
containers
where
things
live,
virtually
for
them
to
be
able
to
easily
access,
and-
and
you
know,
we
talked
about
the
employee
portal
a
little
bit
earlier.
L
So
each
of
these
initiatives,
or
each
of
these
objectives
has
a
set
of
initiatives
and
as
we
transition
to
the
next
slide,
I'll
turn
it
over
to
jerry
to
talk
about
essentially
a
handful
of
initiatives
on
the
roadmap
and
supported
powered
by
people
number
one
supporting
employees,
safety
for
sure,
but
also
increased
organizational
effectiveness.
As
we
have
our
workforce
disbursed
in
a
variety
of
locations,
doing
a
variety
of
things
in
ways
that
we
never
would
have
imagined
before
jerry.
M
Good
afternoon
mr
chair
honorable
mayor
members
of
the
committee
members
of
the
public,
my
name
is
jerry,
driessen
assistant,
chief
information
officer
for
the
city.
As
kelly
said,
there
are
many
components
to
the
power
by
people
initiative.
All
of
these
components
that
are
brought
about
by
several
different
teams.
Cross-Functional
teams
across
the
city
are
all
focused
on
providing
city
staff
with
what
they
need
to
serve
our
residents.
M
M
So
when
we
look
at
our
new
our
new
focus
and
our
new
reality,
technology
becomes
more
important
than
it
ever
has
been.
It's
still
about
people,
it's
still
about
our
employees,
but
technology
becomes
an
essential
component
to
delivering
or
helping
our
employees
deliver
service
to
our
residents.
We
have
several
it
efforts
underway
that
are
part
of
what
we're
calling
drive
to
digital
and
the
following,
slides.
We'll
dig
a
little
bit
deeper
into
what
those
initiatives
are
so
rob.
M
All
of
those
things
have
to
be
considered
when
you're
working
remotely
and
what
will
I
say,
what
I
will
say
is
while
we're
very
proud
of
how
fast
we
went
in
moving
the
city
to
a
remote
status.
We
realized
that
for
an
ongoing
providing
remote
work
in
the
city,
additional
investments
are
needed.
We
need
to
be
able
to
balance
the
security
access,
mobile
equipment
needs
and
management
of
those
mobile
devices
and
providing
a
consistent
user
experience,
while
simultaneously
continuing
to
focus
on
securing
the
city's
ass
assets
and
data
next
slide.
M
M
When
we
went
to
digital,
we
we
had
to
provide
one
shopping
experience
to
unify
the
workforce
around
work-related
procedures
so
that
we
could
keep
our
employees
both
informed,
engaged
and
productive.
As
we
worked
in
our
new
remote
reality,
we
have
needed
to
shift
our
mindset
in
how
we
make
work-related
information
tools
easily
accessible
to
our
staff
when
and
where
they
need
them.
M
The
city
has
created
and
continues
to
refine
our
remote
work
portal
to
meet
this
need
and,
as
you
can
see,
we
offer
up
general
information
about
employee
directory
online
forms
and
also
how
to
use
zoom
a
lot
of
resources
that
employees
need
on
a
day-to-day
basis.
Next
slide
business
process.
Automation
is
one
of
the
marquees
of
of
our
drive
to
digital.
M
We
did
start
it,
as
was
said
earlier
in
2017
in
our
technology
and
innovation
plan
and
business
process.
Automation
at
that
time
and
and
today
is
aimed
to
help
our
employees
perform
their
job
functions
to
serve
our
residents.
It
creates
greater
efficiency
and
supports
our
climate.
Smart
goals
by
reducing
the
amount
of
paper
we
use
powered
by
people,
has
heightened
the
level
level
of
urgency
and
has
increased
our
pace.
Paper
driven
and
manual
face-to-face
interactions
no
longer
work
in
our
remote
world
when
we
looked
left
to
right.
M
These
are
the
objectives
and
key
results
associated
with
our
business
process.
Automation
and
the
first
to
the
to
the
left
here
is
a
focus
on
creating
digital,
automated
work.
This
is
about
beautiful
and
intuitive
forms
and
workflows
that
are
easy
to
use
and
robust
digital
approval
processes
and
strong
document
management
processes.
M
M
So
with
that,
we
need
to
have
cross-functional
teams
and
empower
them
to
change,
and
that
is
a
big
part
of
the
work
that
we're
doing
today
and
on
the
right
is
that's
the
tech
piece,
so
that
is
the
secure
and
scalable
tech.
So
we
need
easy
platforms
that
can
scale
quickly
to
add
multiple
forms,
multiple
forms
remotely
and
automate
them
very
quickly
next
slide.
M
So
this
is
a
road
map,
and
this
is
this
is
the
work
that
we
have
prioritized
and
we
did
so
I
I
will
say
that
we
use
the
weighted
shortest
job
first
for
this
exercise
as
well-
and
you
will
see
on
this
that
many
of
these
forms
are
internal
work
processes
to
support
our
employees.
You
will
also
see
that,
since
we
signed
the
contract
with
our
technology
provider,
our
platform
on
march
24th,
we
have
put-
and
actually
I
need
to
correct
this
slide.
We
now
have
six
forms
in
production
as
of
yesterday
morning.
M
Three
of
those
are
related
to
the
alfresco
program,
which
helps
reopen
our
city's
businesses
and
and
restaurants,
so
very
important
work
that
we
were
able
to
scale
very
quickly
and
put
into
the
environment
from
the
first
form
that
was
at
requested.
We
actually
put
it
into
place
in
48
hours
from
from
when
it
was
asked,
and
then,
of
course,
we
as
recently
as
yesterday,
the
parks
and
plaza
program
that
was
adopted
was
also.
M
M
M
G
So,
just
to
wrap
everything
up
at
every
turn.
We're
reminded
why
all
these
efforts
matter
so
much.
We
are
taking
care
of
our
community,
that's
our
residents,
our
businesses
and
each
other.
So
with
gratitude
to
the
mayor
and
council
for
setting
the
call
in
2016,
as
well
as
to
the
organization,
all
the
people
who've
owned,
the
steps
along
the
way
that
made
us
ready
when
the
call
to
action
happened
with
cobit
19.,
we're
happy
to
say
that
we've
done
the
the
work,
the
heavy
work
for
the
emergency
response.
E
You
know
they're
they're
stocking
the
shelf
so
that
when
you
do
go
to
the
store
or
when
your
door
dash
goes
to
the
store
to
get
your
food
they're.
These
are
the
people
that
are
at
risk.
These
are
the
people
that
are
dying.
So
when
you
talk
about
these
digital
numbers
and
the
people
that
are
able
to
work
from
home
and
have
that
kind
of
convenience,
those
are
the
people
that
are
pushing
up
the
median
income.
E
E
So
I
mean
I
don't
really
know
what
the
value
is
of
this
kind
of
work.
Who
cares
if
42
of
the
population
has
the
convenience
of
working
from
home?
Okay,
because
because
they're
able
to
work
comfortably
from
home,
people
on
the
east
side
are
dying
because
they
can't
work
from
home.
You
can't
load
a
truck
from
home.
You
can't
unload
a
truck
from
home.
You
can't
cook
food
from
home
they're
going
into
the
into
the
into
the
into
society
to
work
so
that
that
42
can
do
that
work
from
home.
E
So
if
you're
gonna
talk
about
the
42
that
are
working
from
home,
you
know
what
you
need
to
start
talking
about
the
58
that
don't
have
that
luxury.
That's
who
you
need
to
start
talking
about,
so
so
that
there's
an
equal
and
opposite
reaction
to
those
actions
of
conveniently
conveniently
sconcing
those
people
within
their
homes.
Thank
you.
F
F
F
That's
the
kind
of
thing
that
gets
shared
with
the
community
and
that's
that's
the
the
things
that
are
needed,
you're
doing
a
really
good
job.
It
sounds
like
all
around
the
city
on
ideas
of
vietnamese
translation
and
for
the
vietnamese
community
to
be
more
a
full
part
of
what
what
we
can
work
on
as
a
community
together
and
that's
very
noble
of
you,
the
current
zoom
app.
F
You
know
I
can
understand
you
know
initial,
you
know
kinks
to
work
out
and,
and
things
can
be
difficult
at
first.
It
is
really
incredibly
embarrassing
that
you
have
to
say
german
in
order
to
find
vietnamese
on
the
translation,
and
I
think
we're
all
really
embarrassed
by
that.
I
really
hope
you
guys
are
smart
enough
to
make
the
extra
step
to
really
know
how
to
ask
zoom
to
switch
that
term
german
to
the
to
the
word
vietnamese.
F
It
should
not
be
that
difficult,
we're
not
living
in
that
era
anymore
and
for
us
to
be
stuck
with
that
era
is
just
incredibly
insulting
and
hurtful
we
really.
I
really
implore
you,
I
ask
you,
and
I
beg
you
know,
find
a
way
to
work
through
that
we
all
want
to
what
do
we?
What's
the
logic
we
need
to
convince
people
that
can
simply
say
vietnamese.
F
B
All
right,
thank
you,
mr
beekman.
I
I
just
want
to
acknowledge
and
appreciate
your
your
concern
for
the
access
of
the
vietnamese
american
community.
It's
also
a
concern
of
mine,
and
I
just
got
noticed
from
staff
that,
although
zoom
is
not
something
that
we
as
a
city
control
and
it's
a
kind
of
a
product
through
a
private
company,
there
will
be
a
change
coming
in
the
next
version
and
we'll
have
that
within
the
next
two
weeks.
B
C
No
thank
you
we'll
be
working
out
how
to
do
this
as
we
go
again.
You'll
see
this
relentless
focus
on
covet
response
and
following
our
roadmap
to
make
sure
those
essential
services
continue
and
we
support
the
most
vulnerable.
We
welcome
your
feedback
as
we
go
and
the
improvements
to
the
process,
but
thank
you
for
this
opportunity
to
take
a
deep
dive
behind
the
scenes
on
some
of
the
work
that
we've
been
doing
over
the
last
six
months.
B
E
Good
afternoon,
council
kip
I'd
like
to
thank
you
for
at
least
demonstrating
a
degree
of
humility
and
understanding
that
there
is
a
lot
for
you
to
learn
with
regard
to
equity
and
what
exactly
that
means.
I've
been
the
victim
of
generational
inequities,
and
so
you
and
I
are
coming
from
different
different
positions
in
society.
E
Okay,
but
I
no
longer
have
a
tolerance
for
it.
You're
not
challenged
with
not
tolerating
it,
and
so
this
is
the
divide
that
we
need
to
bridge,
and
so,
when
I
talk
to
you
and
I
talk
about
equity
in
the
context
of
government
mayor
le
cardo
sat
there
at
the
racial
equity
meeting,
and
he
stated
very
specifically
that
he
was
confused
as
to
how
to
apply
an
equity
lens
within
the
context
of
city
government.
I
don't
think
he's,
I
don't
think
he's
very
confused
anymore.
E
I
think,
and
matter
of
fact,
I
think
his
position
is
very,
very
clear
and
if
it's
not
I'll
make
certain
that
I'm
there
every
tuesday
to
make
it
clear
that
every
single
city
department
before
it
does
anything
else
at
the
very
top
of
the
list,
is
an
equity
lens
period.
I
don't
want
no
more
debate,
okay,
because
I'm
not
confused
over
that
issue.
I'm
tired
of
a
bunch
of
white
dudes
trying
to
figure
out
whether
or
not
we
can
quantify
equity,
and
these
are
white
people
that
have
absolutely
no
clue
what
it's
like
to
experience.
E
Generational
inequity,
racial
inequities-
I
mean
this
is
this:
is
the
part
of
the
white
supremacist
eye
ideas
that
are
inserted
in
city
government
that
people
are
not
rooting
out?
You
know
we
got
the
chicano
five
that
are
trying
their
best
to,
and
I
mean
my
thanks.
My
sincere
thanks
to
arenas
carrasco
in
in
esparza.
E
You
know,
and
he
made
it.
Sometimes
you
know
prelus.
You
know
you
know
he
struggles
with
it,
but
but
we
can
no
longer
permit
these
kinds
of
policies
to
continue,
and
this
neglect,
okay,
well,
we'll
get
to
the
equity
lands
later,
but
we're
going
to
make
sure
mchenry
has
a
closed
street
because
he
needs
money,
I'm
tired
of
being
concerned
with
making
rich
people
richer.
What
I'd
like
to
be
concerned
with
is
bringing
poor
people
on
par.
Thank
you.
F
These
times
may
be
grim,
but
people's
ideas
and
full
forgiveness
of
both
tenants
and
owners
is
incredibly
compassionate,
has
good
logic.
I
feel
these
are
the
deeper
meanings
in
how
to
begin
to
reopen
our
future,
along
with
a
simple
question
at
this
time.
How
can
our
future
ideas
of
long-term
social
planning
be
based
on
the
genuine
concepts
of
positive
sustainability
and
without
hurting
mass
numbers
of
people
in
order
to
accomplish
long-term
societal
plans
and
goals?
F
Please
consider
the
many
possibilities
of
how
the
current
tech,
accountability
guidelines,
legal
precedence
and
open
democratic
practices
from
the
aclu
and
certain
departments
within
the
state
of
california,
and
even
the
u.n
are
specifically
meant
to
address
the
ideas
of
peace
and
how
to
end
continual
war
and
shock
doctrine
practices.
It
is
to
help
everyday
people
and
local
government
together,
create
open,
responsible
technology,
surveillance
and
data
collection
for
its
local
community
collectively
across
the
country.
F
To
conclude,
these
are
the
ways
to
empower
and
invite
everyday
people
to
be
able
to
talk
with
different
levels
of
government,
how
to
end
the
concepts
of
government
corporate
shock
doctrine
and
to
help
in
the
work
of
better
reason,
human
peace,
humanistic,
peaceful
ideas.
Many
have
been
working
towards
for
years
decades,
centuries
and
eons.