►
Description
City of San José, California
Smart Cities & Service Improvements Committee of April 7, 2022
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=935798&GUID=448F4573-A20D-49AD-9D55-FFB5DD3AFEB7
A
B
B
B
D
Let's
make
sure
okay
looks
like
he's
connected
great
okay.
Well,
welcome
everyone
to
the
smart
cities
and
services
improvements
committee.
This
is
the
april
7th
2022
meeting
and
before
we
begin,
I
just
want
to
remind
everyone
of
our
code
of
conduct.
This
is
both
for
our
committee
members
and
members
of
the
public,
and
this
includes
commenting
on
the
specific
agenda
item
only
and
addressing
the
full
body,
not
individual
members
of
the
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
council,
members
or
staff.
D
All
members
of
the
committee
staff
and
public
are
expected
to
refrain
from
abusive
language,
repeated
failure
to
comply
with
the
code
of
conduct
which
will
disturb
disrupt
or
impede
the
orderly
conduct
of
this
meeting
may
result
in
removal
from
the
meeting.
Okay,
the
meeting
of
the
smart
cities
and
services
improvements
committee
will
now
come
to
order.
Can
the
clerk
please
call
the
role.
F
D
E
D
D
Thank
you,
and
just
a
small
reminder
here
that
the
committee
deferred
the
lease
an
asset
management
system
status
report
on
the
work
plan
to
this
meeting
from
from
march.
So
we
just
moved
that
back
a
month
and
we
will
hear
that
today.
Otherwise,
I
don't
believe
there
are
any
changes
that
I
need
to
comment
on
rob.
Did
you
want
to
give
us
a
quick
overview
of
what
we'll
be
covering
today.
G
Yes
sure
so
good
afternoon,
chairperson
nahan
mary
lou
cardo
vice
mayor
jones
committee,
members
and
members
of
the
public
rob
lloyd,
deputy
city
manager
for
the
city
of
san
jose.
For
our
april
meeting
city
staff
will
present
three
items.
First,
under
agenda
item
d1,
the
finance
department
will
present
on
the
city
roadmap
initiative
for
procurement
improvement.
This
follows
up
on
previous
city,
council
and
committee
direction.
To
return
julia
cooper,
director
of
finance,
jennifer
chang
deputy
director
finance
for
purchasing
risk
will
present.
G
Second,
we
have
that
city
work
item
on
the
citywide
lease
and
asset
management
system.
This
item
responds
to
a
city
auditor
report
and
direction
from
city
council
to
return
to
this
committee
with
status
nancy
klein,
director
of
the
office
of
economic
development
and
cultural
affairs,
as
well
as
kevin
ice,
real
estate
manager,
division
manager
from
her
team
and
sevilla
van
gatie,
an
it
products,
projects
manager
for
us
in
the
it
department
will
present
on
that
item
and
then
last
we
have
d3,
which
is
a
cross-departmental
team.
G
Updating
the
committee
on
the
city's
data
initiatives
leading
to
impact
and
equity
efforts.
Oh
sorry,
matt
lesch
public
works
assistant,
director,
vince
pereira,
department,
I.t
manager
for
transportation,
artie
tangri,
our
data
architect
from
the
I.t
department
and
albert
kihami.
The
city's
digital
privacy
officer
will
share
as
a
group
and
with
that
I
think
julia
is
starting
us
off.
E
Yes,
thank
you
good
afternoon,
chair
and
members
of
the
committee
happy
to
be
here
today.
Jennifer
will
give
a
bulk
of
the
presentation,
but
I
just
wanted.
Last
fall.
We
came
and
provided
you
a
brief
status
report
on
where
we
were
and
re-engage
in
guide
house
and
you
challenged
us
to
come
back
to
you
in
the
springtime
with
a
status
report,
and
here
we
are.
E
We
met
your
challenge
and
one
of
the
recommendations
we
have
for
you
is
to
refer
the
item,
along
with
the
full
complete
reports
to
the
entire
city
council
at
their
may
3rd
meeting.
So
with
that,
I'm
going
to
turn
over
to
jennifer
and
she's
going
to
go
over
at
a
high
level,
some
of
the
the
executive
level
summary
from
guide
house
in
terms
of
the
work
that
they
have
done
for
us
over
the
last
few
months.
So
with
that,
thank
you.
H
Thank
you:
julia
hello
sharon,
mahan
committee
member
city
staff,
I'm
jennifer
chang,
deputy
director
for
finance
for
purchasing
and
risk
management,
so
we're
here
to
talk
about
procurement
improvement
and
it
is
a
strategic
support
item
on
the
city
roadmap.
So
to
remind
folks
what
that
was
what
the
goal
of
procurement
improvement
is.
H
So
as
a
reminder
to
the
committee,
the
city
has
three
different
procurement
processes.
The
purchasing
division
of
the
finance
department,
which
I
oversee,
is
responsible
for
the
procurement
and
contracting
of
equipment,
goods,
non-consulting
services
as
well
as
I.t.
We
have
a
wonderful,
hard-working
team
of
15
who
perform
this
work.
City
departments
are
responsible
for
procuring
all
consulting
services
with
oversight
from
the
city,
manager's
office
and
public
works
is
responsible
for
the
procurement
of
construction
and
capital
improvement
projects.
H
So
guidehouse's
approach
was
to
initially
conduct
76
interviews
with
city
staff,
to
do
a
detailed
assessment
of
the
city's
procurement
processes
and
to
understand
challenges.
Guide
houses
also
provided
data
from
city
staff.
They
used
that
data
to
conduct
analysis
and
compared
our
procurements
to
best
and
leading
practices
nationwide.
H
H
So
the
turquoise
dot
here
represents
department,
led
procurement
and
numerical
dot
represents
finance
web
procurements
and
you
can
see
they
bucketed.
These
themes
into
five
major
categories
under
people
guide
house
identified
that
there
is
a
lack
of
long-term
investment
in
staffing,
there's
high
turnover,
and
there
is
a
desire
for
better
customer
education,
onboarding
and
training
in
our
procurement
processes.
H
H
Under
technology
guide
house
found
that
our
financial
management
system
fms,
which
is
over
30
years
old,
is
effective,
but
it's
outdated.
They
did
find
that
our
e-procurement
system
badingo
does
the
job,
but
there
is
a
desire
for
some
training
from
some
city
staff
or
some
procurements
and
contract
requests.
H
There's
a
desire
from
staff
to
more
easily
view
status
updates,
know
when
there's
something
in
their
report
that
they
have
to
do,
and
we
don't
currently
have
systems
out
that
allow
folks
to
submit
automate
and
track
those
requests
and,
by
extension,
we
don't
currently
have
technology
that
allows
us
to
easily
automate
and
track
key
performance
indicators.
How
we
pull
that
data
right
now
is
very
manual
with
regards
to
policies.
H
H
So
the
mission
statement
we
came
up
with
is
as
stewards
of
public
funds.
The
city
of
san
jose
facilitates
a
transparent,
competitive
process
that
responsibly
equitably
and
efficiently
procures
goods
and
services
at
the
best
value
for
the
city
and
at
some
future
date.
We
would
love
to
get
to
a
point
where
we
are
decreasing
procurement
processing
times.
H
City
staff
is
getting
the
support.
They
need
to
action,
their
procurements
that
we
are
developing
a
vendor
pool
that
represents
the
diversity
of
our
residents
and
our
businesses
that
we
continue
to
act
as
stewards
of
public
funds.
By
ensuring
you
know
our
our
tax
dollars
are
spent
in
a
responsible
manner
and
critically.
H
The
future
state
envisions
that
purchasing
has
a
seat
at
the
table
in
the
city's
roadmap
planning
and
other
large-scale
initiatives,
so
that
we
can
be
a
strategic
partner
at
the
forefront
also
in
the
future.
These
are
the
various
roles
that
we
aspire.
All
of
our
purchasing
stakeholders
to
play
so
in
the
future,
purchasing
staff
is
appropriately
staffed
and
supported.
H
H
So
some
of
the
key
highlights
for
technology
they're,
recommending
that
we
spend
some
time
cleaning
our
data.
We
have
some
systems
that
are
producing
different
types
of
data,
we're
not
quite
sure
why
developing
dashboards,
using
our
existing
tools
to
automate
and
track
kpis,
where
we
can
and
leveraging
sharepoint
more
to
centralize
purchasing
documentation
for
city
departments.
H
Another
recommendation
is
using
process
automation,
technologies
to
change
how
we
collect
and
work
with
departments
on
their
procurement
and
contract
requests
and
long
term.
That
is
eventually
replace
our
financial
management
system
fms.
So
finance
agrees
with
all
this.
We
have
included
in
this
year's
budget
process
placeholder
funds
for
technology
on
training.
H
They
are
recommending
a
redesign
of
the
purchasing
interest
in
that
site
so
that
it
is
focused
on
providing
training
to
with
a
customer-focused
from
a
customer
focused
focus
so
right
now
right.
The
purchasing
website
has
a
lot
of
information
on
it,
but
it's
not
really
easy
for
somebody
who's
new
at
the
city
to
quickly
understand
how
they
need
to
procure
things
and
how
to
do
that
in
a
compliant
way.
H
H
For
procurement,
streamlining
they're
recommending
that
the
city
conduct
a
risk
posture
assessment
with
stakeholders
with
regards
to
insurance
requirements,
contract
terms,
informal
procurements:
we
support
this
purchasing
doesn't
necessarily
own
all
of
these
practices,
but
we
are
tasked
with
executing
it.
So
that
does
make
our
jobs
a
bit
challenging.
We
support
having
a
review,
but
it
does
require
the
participation
of
multiple
stakeholders
across
their
organization,
updating
the
wage
that
prevention
policy.
H
We
agree.
This
is
a
very
important
item
and
it
must
be
worked
through
with
our
various
city.
Stakeholders,
they're
also
recommending
developing
a
muni
code
review
process,
and
one
of
those
key
recommendations
is
a
one-time
adjustment
of
our
ten
thousand
dollar
competitive
threshold
to
twelve
thousand
dollars.
Our
response.
We
think
we
can
go
higher
than
that,
so
we're
currently
evaluating
whether
or
not
it's
appropriate
to
go
up
to
twenty
thousand.
Perhaps
twenty
25
000.
H
And
addressing
the
backlog,
so
one
of
lighthouse's
key
finding
is
that
purchasing
staff
is
inadequate,
which
is
demonstrated
by
the
increased
demand
for
our
services
without
increased
staffing,
so
just
to
illustrate,
even
before
the
pandemic.
The
workload
of
the
purchasing
workgroup
that
was
responsible
for
purchase,
orders
and
low
bids
increased
by
196
from
2010
through
2019,
with
no
change
in
staffing.
H
So
guidehouse
is
recommending
a
series
of
recommendations
for
phase
staffing
over
several
years
to
ensure
that
our
staffing
levels
align
with
procurement
demand
from
departments
they
emphasize
that
hiring
and
staff.
Augmentation
is
a
critical
step
for
in
order
for
all
the
recommendations
that
I
mentioned
before
to
be
actionable
our
response.
We
are
taking
this
under
advisement
and
we
have
submitted
placeholder
funds
and
districts
budget
cycle
for
staffing,
which
will
be
considered
along
with
other
city
priorities.
H
So
this
recommendation
is
under
consideration.
We're
not
sure
that
a
fully
centralized
model
is
optimal
for
our
city.
We
do
agree
that
finance
purchasing
staff
is
best
positioned
to
train,
provide
advice
and
mitigate
risk
on
department
procurements,
but
if
we
think
that
a
finance
was
staffed
in
a
way
where
we
can
provide
training
consultative
advice
to
departments
that
may
be
enough
for
us
to
achieve
the
desired
improvements,
we
want
to
see
without
having
to
go
to
a
fully
centralized
model.
H
We
think
that
80
20
rule
could
be
very
effective
here
and
full
centralization
may
not
be
necessary.
So
this
is
something
that
we
will
evaluate
as
we
consider
how
to
implement,
and
this
is
the
last
slide.
This
slide
shows
guide
house's
recommended
implementation
plan
from
now
through
the
next
five
years.
H
So,
as
you
can
see,
guide
house
left
implementation
fairly
open-ended
because
a
lot
of
this
is
contingent
on
city
decisions
on
staffing,
investments,
reorganization
policy
and
practice
decisions,
things
of
that
nature
and
the
ability
to
action.
These
recommendations
is
again
contingent
on
sufficient
staffing
funding
and,
importantly,
long-term
institutional
buy-in,
and
that
concludes
my
presentation.
We're
happy
to
take
any
questions.
D
B
I
don't
know
how
is
the
city
problem
unless
these
are
from
what
I
can
maybe
gather
that
it's
a
city
contract
and
the
people
who
are
contracted
are
ripping
off
the
workers
or
whatever,
but
anybody
listening
who's
ever
had
weights
that
there
is
the
state
of
california
industrial
relations,
industrial
relations
office
in
downtown
san
jose.
I
believe
about
paseo
de
san
antonio,
not
far
from
city
hall,
maybe
a
few
block,
but.
B
H
H
B
Single
time,
so
I
think
maybe
you're
going
to
need
to
direct
people
there,
because
ultimately,
the
state
of
california
has
a
income
tax
that
they
want
paid
by
you
and
the
employer.
So
I
also
find
it
strange
that
you
guys
would
hire
people
who
would
rip
off
people's
wages.
I
thought
you
guys
were
better
than
that.
Thanks.
A
Unneeded
now
hi.
Thank
you
glad.
We've
been
here
happy
meeting
thanks
for
the
meeting
today,
yeah
I
had
kind
of
a
similar
question.
I
I'd
like
to
learn
how
wait
waste
issues
can
be
a
bit
more
connected
to
procurement
things.
I
felt
it
was
interesting.
I
think
it's
if
you're,
including
waste
of
ideas
and
procurement,
that's
considering
human
rights
practices
and
ideas
in
how
to
consider
the
procurement
process
for
both
staff
and
the
future
of
your
technology
and
data
collection.
A
Thank
you.
That
is
just
so
incredibly
awesome
to
hear,
and
you
know
you
just
had
an
item.
I
think
yesterday,
at
open
rules
and
open
government
about
san
jose
has
become
like
a
a
welcome
city.
It's
like
now.
It's
the
second
largest
welcome
city
in
the
country.
There's
good
sanctuary,
city
policy
practices
to
develop
the
future
of
procurement
based
on
those
ideals,
is
an
important
concept
and
learning
to
want
to
practice
our
better
ideals
and
offer
that,
when,
when
vetting
people
for
for
work
and
for
data
collection
practices,
that's
really
important
step.
A
It's
it!
It's
really!
It's
it's
a
better
human
right,
selves
and
better
persons
that
that,
to
put
that
out
front
instead
of
leave
it
leaving
it
coolly
in
the
back.
That's
I
think
we're
trying
to
learn
how
to
do
that
and
it
takes
humbleness
and
practice.
Good
luck
in
how
we
can
do
that.
You
know
the
work
I
do
with
with
data
collection,
openness
and
accountability.
A
A
D
F
Thank
you,
chair
and
rob
you
know.
Whenever
I
see
centralization
and
decentralization,
you
know,
you
know
where
I'm
going
right,
can
you
if
we
don't
standardize
these
processes
and
decentralize
and
let
the
various
departments
kind
of
do
their
own
thing?
Isn't
that
counterproductive
to
what
you're
trying
to
accomplish.
E
Yeah
I'm
councilmember.
This
is
this:
is
julia
cooper,
director
of
finance.
I
think
the
issue
on
the
on
the
centralization
versus
decentralization
is
really
core
around
the
conversation
of
consulting
services,
which
right
now
is
highly
decentralized
for
across
the
organization.
With
respect
to
the
procurement
work.
That
jennifer
does
that
that
still
remains
highly
centralized
and
we
don't.
We
don't
propose
any
change
there.
So
so
we
kind
of
want
to
look
at
the
some
of
the
guide
house
recommendations
that
kind
of
grab.
E
You
know
kind
of
implement
some
of
those
and
see
where
we
might
get
to
what
I
like
to
call
the
sweet
spot
before.
We
ultimately
think
about
a
hundred
percent
centralization
with
the
realization
that
a
lot
of
departments
and
their
consulting
services,
you
know,
are
highly
technical
things
that
they're
trying
to
to
procure
and
that
maybe
we
don't
need
to
staff
up
to
that
full
level
to
get
decentralization,
but
we
can
have
the
right
resources
and
purchasing
to
help
them
through
their
procurement
processes
in
a
more
efficient
way.
F
D
Thank
you
vice
mayor
I'll,
just
pick
up
on
that.
I
appreciate
julie
and
jennifer
the
way
you're
talking
about
that
one.
I
think
I
would
be
skeptical
of
going
all
the
way
to
centralization,
but
it
sounds
like
you're
really
thinking
about,
as
you
said,
the
sweet
spot
or
the
80
20.
That
sounds.
That
makes
a
lot
of
sense
to
me,
so
I
just
appreciate
that
you're
being
very
deliberate
and
how
you're
thinking
about
that.
I
also
appreciated
the
the
mission
statement
I
did.
I
did
have
a
few
questions.
D
One
is,
and
this
is
sort
of
high
level.
It
may
be
a
bit
high
in
the
sky,
but
are
there
types
of
purchases
or
agreements
or
licenses
or
or
think
about
a
different
way?
Steps
in
a
standard
process?
I
understand
every
rfp
is
is
unique,
but
is
there
a
class
of
purchases
purchasing
decisions
we
make
or
a
step
in
the
process?
That's
more
universal,
where
we
might
be
able
to
pool
our
evaluation
with
other
agencies,
and
I
know
that
sounds
crazy.
D
But
it
just
strikes
me
that
across
the
country
there's
something
on
the
order
of
a
hundred
thousand
governments
and
government
agencies.
I
think
it's
almost
80
000
municipalities
and
it
does
seem
kind
of
crazy
to
me
that
we
have
all
these
governments
sort
of
operating
in
a
silo,
performing
very
similar
functions
and
services,
but
running
their
own
procurement
processes.
And
so
I
don't
know
if
we've
ever
explored
partnering
with
the
county
or
other
entities
on
any
of
these
particular
classes
of
procurement.
But
is
that
that's
something
we've
considered?
Is
that
at
all
possible.
H
Thank
you
for
the
question
chair,
so
we
can
maybe
look
at
strategies
where
it
makes
sense.
We,
I
could
say
that
we
have
done
procurements,
where
we
have
partnered
with
other
agencies,
rob
your
cyber
security.
Rfp
is
case
in
point.
That
was
a
seven
package,
rp
very
complex,
and
we
structure
that
rfp
so
that
other
agencies
can
directly
benefit
from
results
of
the
rp
and
they
actually
participated
in
that
rfp
as
evaluation
panel
members.
I
believe
another
area
will
be
actually
done
that
was
before
with
regards
to
the
affordable
housing
portal.
H
That
was
something
where
the
housing
department
ended
up
partnering,
I
believe,
with
san
mateo
county
and
another
local
agency
on
seeing
whether
or
not
we
could
achieve
efficiencies
in
our
contract
dealings
with
this
elected
offender.
So
it's
kind
of,
I
would
say
it's
kind
of
a
procurement
by
procurement
basis.
It
kind
of
just
depends
on
the
need
and
whether
or
not
there
are
some
existing
relationships
that
the
departments
customer
departments
have
with
other
agencies,
but
that's
certainly
areas
where
you
know
we're
happy
to
explore
if
it
makes
sense.
H
Yes,
exactly
cooperative
agreements
are
areas.
Where
are
things
that
we've
actually
done
already.
We
do
that
for
office
supplies
fleet
vehicle
purchases-
things
where
you
know
the
state
or
other
agencies
have
a
larger
purchasing
power.
It
just
makes
sense
for
us
to
actually
leverage
their
procurements
rather
than
do
our
own,
and
we
want
to
through,
through
this
procurement
improvement
process,
probably
put
out
better
guidelines
for
departments.
So
they
better
understand
when
it's
appropriate
to
use
or
not
use
cooperative
procurements.
D
Obviously,
every
organization
has
unique
needs,
but,
to
the
extent
possible
I
mean
a
lot
of
the
technology
and
equipment
we
purchase.
I'm
sure
is
very,
very
similar
to
what
other
cities
and
counties
are
doing
so
is
it?
Do
you
see
any
scalability
or
greater
systemization
there
that
we
could
do
or
building
on
that
collaborative
model
that
you
mentioned.
H
That's
that's
probably
something
that
we
have
to
explore
further
chair
that
one
it
could
be
a
little
bit
tricky
because
for
contracts
that
we
have
for
ongoing
critical
services,
you
know
different
agencies
may
have
like
different
timings
as
to
when
contracts
expire.
So
a
lot
of
it
can
come
down
to
just
whether
or
not
agencies
are
ready.
At
the
same
time,
it
may
be
a
little
bit
easier
if
you're
exploring
you
know
something,
that's
new.
H
Nobody
has
yet,
but
there's
a
common
interest
for
and
and
partnering
and
ensuring
that
we
can
do
that
together.
The
trick
is,
we
want
to
move
fast,
but
the
more
the
more
agencies
and
more
players.
They
add
to
it.
It
kind
of
slows
down
the
process,
so
it
kind
of
yeah.
You
have
to
look
at
to
see
if
the
stars
line
up
or
not.
D
Totally,
no,
it
would
have
to
be
kind
of
a
top-down
strategic
decision
amongst
various
entities
to
want
to
build
out
that
system
over
time
to
get
some
efficiency.
So
I
appreciate
that,
as
I
said,
it's
a
little
pie
in
the
sky,
but
it
also
seems
like
such
a
shame
that
we're
operating
in
in
these
silos
making
very
similar
decisions
about
very
similar
tools
and
equipment
and
whatnot.
Okay.
So
let
me
move
on
just
two
other
quick
questions
for
you.
D
You
know
I
noticed
that
the
it
seemed
like
I
was
a
little
confused
on
on
slide.
Six.
There
was
a
prioritization
of
these
five
areas
where,
as
you
went
up,
it
was
higher,
it
was
assessed
to
be
higher
impact.
Then
we
had
the
slides
and
they
didn't
quite
correspond
one
to
one.
So
the
highest
impact
was
staffing,
but
then
I
didn't
see
a
slide
dedicated
to
staffing
and
it
seemed
like
the
the
the
quick
wins
were
sort
of
about
ease
of
implementation.
H
H
As
I
said,
the
the
implementation
plan
is
still
something
that
you
know.
We
as
city
staff,
would
need
to
evaluate
it's
a
little
bit
open-ended
because
guide
house
wasn't
really
sure
you
know
whether
or
not
there's
the
investment
decisions
on
staffing
or
technology
would
be
there.
So
we
would
want
to
kind
of
see
how
the
budget
process
plays
out
this
year
and
see
where
we
land
and
then
figure
out
how
we
can
prioritize
the
different
recommendations
and
what
order
makes
sense.
H
Yeah,
we
agree,
I
think,
there's
l
at
home.
I
think
there's
elements
that
we
that
that
in
the
quick
ones
that
weren't
quite
highlighted
there,
but
that's
definitely
a
quick
win
that
we
would
want
to
bring
forward.
There's
that
would
require
a
municipal
code
update,
and
so
what
we're
thinking
is
we
can
look
into
the
areas
where
it
makes
sense
to
bring
forward
a
council
for
consideration.
H
C
Sure,
just
just
to
follow
up
on
on
collaborative
agreements.
I
know
this
way
this
is
done
often
in
school
districts.
Is
that
there's
what
are
called
piggyback
agreements
right?
Some
some
other
school
district
will
open
a
long-term
contract
for
purchase
of
common
items
such
as
particularly
furnishings,
classroom
goods
that
are
common
across
multiple
jurisdictions,
and
then
other
school
districts
can
sign
on
to
that
as
a
piggyback
agreement
to
to
not
have
to
negotiate
from
scratch
their
own
terms.
C
H
Yes,
council
member,
thank
you
for
the
question.
Currently,
the
army's
municipal
code
does
allow
for
us
to
piggyback
off
of
other
agencies
procurements
if
they
have
piggyback
language
written
in
their
procurements.
That
allows
us
to
do
so.
That's
the
key.
Sometimes
they
don't
have
the
language
at
all,
which
means
we
cannot
use
it
other
times.
The
language
is
actually
in
their
contract
documents,
which
is
incredibly
frustrating,
which
means
we
can't
use
it.
H
So
that's
also
a
recommendation
I
like
to
bring
forward
is
that
if
piggyback
language
is
in
contract
documents,
we
would
like
the
ability
to
leverage
it,
but
the
situation
right
now
as
it
stands,
the
the
piggyback
language
has
to
be
in
other
agencies
procurements,
and
sometimes
they
just
don't
have
it.
I
can
say
that
our
staff
several
years
ago
added
that
language
to
all
of
our
standard
procurements,
so
other
agencies
are
they're
they're
able
to
leverage
our
procurements
if
their
own
municipal
code
or
county
code
or
whatever
allows
for
it.
C
Right
and
I
was
going
to
ask
kind
of
the
follow-up
question-
it's
great
to
hear
san
jose's
setting
up
contracts.
That
way
is
there
some
advocacy
or
work
that
we
can
do
to
to
encourage
more
jurisdictions
to
provide
piggyback
language
in
their
contracts,
so
that
this
would
be
available
to
more
cities
across
the
state.
H
I'm
not
sure
about
that,
but
I
can
maybe
look
into
it.
We
could
see
what
the
california
organization
of
procurement
professionals
might
do.
You
know
or
look
at
other
various
professional
organizations,
but
I
can't
think
of
a
a
direct
avenue
where
we
might
be
able
to
advocate,
for
that
sort
of.
You
know
just
networking
and
going
through
some
professional
organization,
but
we
could
certainly
keep
that
in
mind.
Yeah.
C
D
Thank
you.
Thank
you
thanks
again,
jennifer
and
julia
appreciate
it,
and
we
will
move
on
to
our
second
item,
which
is
the
status
report
on
the
lease
and
asset
management
system.
Rob.
Did
you
have
any
other
preparatory
comments,
or
should
we
go
straight
to
nancy
straight
to
nancy,
all
right,
hi
nancy,
welcome.
K
Howdy,
thank
you
so
very
much.
We're
very
excited
to
be
here
with
you.
This
is
a
topic
that
real
estate
and
I.t
and
finance
procurement
have
been
talking
about
for
quite
some
time.
We
really
are
eager
to
get
a
lease,
an
asset
management
system
in
place,
one
for
real
estate,
so
that
we
can
serve
the
community
even
better
by
having
an
at
ready
touch
system
to,
let
us
know
where
we
could
provide
uses
or
real
estate
asset
for
the
betterment
of
the
community
and
two.
K
We
have
had
a
number
of
discussions
with
other
departments
so
that
we
could,
as
a
team,
look
at
and
understand
our
classes
of
assets
and
look
to
better
anticipating
maintenance
across
categories
of
assets.
So
so
that
is
the
work
that
we
believe.
We
know
that
this
management
system
will
allow
us
and
with
that
I'll
turn
this
over
to
kevin,
who
will
describe
in
more
detail
what
real
estate
and
the
other
departments
are
engaged
in.
C
C
Next,
we'll
briefly
cover
the
findings
and
the
recommendations
by
the
office
of
city
auditor
to
better
manage
the
city's
real
estate
assets.
The
next
steps
in
the
action
item
slide
is
going
to
outline
the
process
on
procuring
the
database
platform
in
collaboration
with
the
finance
team,
and
the
last
item
is
the
q
a
session.
C
So
this
project
is
led
by
the
following
staff:
members,
nancy
klein,
a
director
of
economic
development
and
cultural
affairs
and
director
of
real
estate
from
oed
kevin
ice,
real
estate
manager,
yen.
We
senior
executive
analyst,
both
from
office
of
economic
development,
rosalind,
hui
and
rob
lloyd,
are
providing
leadership
and
expertise
on
this
initiative.
L
L
We
also
help
coordinate
property
management
functions
and
we
generally
serve
as
the
first
point
of
contact
to
address
real
estate-related
inquiries
for
partner
departments
and
elected
officials.
A
lot
of
our
work
is
focused
on
coordinating
with
other
departments
who
will
all
interact
with
the
city's
real
estate
in
different
ways.
L
Our
role
as
a
central
hub
for
the
city's
real
estate
management
has
highlighted
to
us
how
an
integrated
data
management
system
would
benefit
not
just
our
division
but
staff
across
all
departments
that
use
or
manage
real
estate
on
behalf
of
the
city
and
sit
here.
If
you
could
go
to
the
next
slide,
please
so
last
year
real
estate
services
was
audited
and
a
common
theme
emerged
from
the
recommendations.
L
The
audit
highlighted
the
extent
to
which
our
real
estate
data
are
siloed
amongst
different
departments
for
real
estate
services.
Navigating
this
landscape
is
a
challenge
that
creates
inefficiencies
grabbing
onto
this
theme
in
the
real
estate
audit.
We
realize
that
our
desire
and
efforts
to
implement
a
new,
more
comprehensive,
real
estate
and
property
management
database
would
be
a
foundational
step
in
addressing
and
addressing
these
management
challenges.
L
The
city
council
approved
the
city
auditor's
recommendations
in
june
2021
and
directed
us
to
coordinate
with
different
city
departments.
Our
discussions
with
partner
departments
have
revealed
that
they're
experiencing
similar
challenges
and
share
our
desire
to
have
a
more
cohesive
database
that
allows
for
better
coordination
among
staff
in
managing
the
city's
real
property
assets.
L
M
All
right
thanks,
kevin
hi,
I'm
jen
boy,
a
senior
executive
analyst
in
the
real
estate
services
team,
so
to
address
the
city
auditor's
recommendations,
we're
looking
to
procure
an
off-the-shelf
software
that
will
interface
and
integrate
with
programs
currently
used
by
stakeholders
departments.
After
individually
meeting
with
partner
departments,
we
identified
a
consistent
need
for
a
comprehensive
database
for
more
coordinated
management
of
city
properties.
M
Real
estate
and
partner
departments
are
primarily
using
excel
spreadsheets
and
layers
on
the
citywide
geographic
information
system
to
track
property,
information
and
key
features.
Each
department
has
its
own
spreadsheet
and
database
causing
information
to
be
filed.
This
is
inefficient
and
often
requires
staff
to
contact
multiple
parties
to
gain
a
complete
understanding
of
issues
affecting
the
city's
property
and
asset
management
functions.
M
The
software
will
function
as
a
centralized
database
that
includes
a
comprehensive
list
of
the
city's
real
estate
assets,
as
well
as
track
and
monitor
critical
terms,
deadlines
and
property
information.
The
software
should
provide
notifications
for
key
deadlines
such
as
the
lease
expiration
and
removal
dates.
It
will
also
function
as
real
estate
central
invoicing
systems
that
can
interface
with
the
city's
current
billing
and
financial
management
systems.
M
It
will
ideally
help
real
estate,
automate
billing
services
to
efficiently
manage
and
track
payments
and
auto
calculate
fees
for
past
due
tenants.
The
software
should
also
have
the
capability
to
deliver.
Real-Time
analytics
users
should
be
able
to
customize
financial
reports
for
quick
and
flexible
analysis
to
support
decision.
Making.
M
The
ideal
system
will
offer
scalable
solutions
to
meet
the
city's
growing
real
estate
demands,
including
property
management
and
the
ability
to
add
additional
users
going
forward.
The
system
would
potentially
allow
tenants
to
submit
payments
and
maintenance
requests
through
an
online
platform
which
would
allow
the
team
to
efficiently
track
and
request
track
requests
and
allocate
resources
next
slide.
Please
next
steps
for
this
project.
The
procurement
prioritization
board
approved
this
project
on
february
22nd
of
this
year.
We
are
currently
priority.
M
Number
seven
in
purchasing
procurement
queue
once
purchasing
assigns
a
buyer
to
the
project,
we'll
work
with
it,
we'll
work
with
them
to
finalize
and
publish
the
rfp
and
evaluate
responses
to
select
and
onboard
the
vendor.
Once
the
vendor
is
onboarded,
the
team
will
work
to
complete
the
build
out
with
optimal
standardization
of
data
across
city
departments,
which
would
allow
for
more
efficient
management
of
the
city's
real
estate
assets
and
comply
with
the
city,
auditors
and
council's
recommendations.
M
M
In
conclusion,
I.t
and
real
estate
will
work
with
purchasing
to
prepare
the
software.
The
software
will
serve
as
a
centralized
database
that
will
house
consolidated
lease
property
and
other
real
estate
related
information
in
a
standardized
manner,
allowing
information
to
be
easily
accessible
to
departments
citywide,
so
staff
can
be
more
efficient
and
better
coordinated
when
managing
the
city's
real
property
asset.
We'll
return
to
this
committee
to
provide
a
status
report
when
the
project
has
significant
progress
to
report.
D
A
All
right,
thank
you
just
to
reiterate
my
my
words
from
the
previous
item
and
just
basically
the
incredible
work
you're
doing
on
the
previous
item.
With
with
this
item.
Good
luck
in
it
wasn't
some
mention,
but
it
would
just
be
interesting
to
know
what
exactly
could
be.
You
know
good
human
rights
rights
practices
in
the
procurement
process
of
this
sort
of.
D
A
Time
please
uh-huh.
Well
I'm
trying
to
make
a
very
specific
point
that
what
exactly
can
be
the
human
rights
that
can
be
added
to
the
future
of
procurement
of
real
estate
assessment
management.
Things
does
that
include
eli
or
vli,
or
what
other
human
rights
tools
can
we
use
again
yeah
the
open
public
policies
and
accountability,
ideas
that
are
that
are
possible
with
technology
right
now.
Good
luck
on
civil
protections
ideas!
Good
luck
in
how
you
can
include
that
into
this
sort
of
item.
Thank
you.
D
Thank
you,
blair.
Okay,
let's
go
back
to
the
committee.
Do
we
have
any
hands?
Okay?
Well
I'll
just
say.
I
think
this
is
an
exciting
development
and
I
especially
appreciate
that
it
sounds
like
the
software
will
also
be
external
facing
and
provide
some
efficiency
and
value
to
the
folks
who
are
using
our
real
estate.
So
it's
not
just
an
internal
benefit
that
that
sounds
sounds
great.
So
thank
you
for
the
update
colleagues,
any
questions
or
comments
motion
motion
to
approve
second
great.
Thank
you
all.
Thanks
again
for
the
report.
Let's
vote.
B
D
G
So
chair,
thank
you.
The
data
initiatives
and
impacts
status
report
builds
on
previous
presentations
on
specific,
departmental
efforts
showing
how
the
city
is
moving
to
coordinated
data
work,
arte
tangri.
Our
data
architect
is
going
to
lead
off
for
the
teams,
but
you'll
hear
from
multiple
departments.
D
I
Good
afternoon,
chairperson,
council
members
and
members
of
the
public,
I'm
arthi
tangri,
I'm
data
architect
with
the
city's
I.t
department,
and
I
have
with
me
here.
Matt
lois
assistant,
director
from
department
of
public
works,
vince
pereira,
I.t
manager,
department
of
transportation
and
albert
gahami,
our
digital
privacy
officer
in
the
information
technology
department.
I
The
city
started
its
data
journey
in
2016.
By
releasing
the
open
data
policy
in
2017
city,
released
its
open
data
community
architecture,
which
is
built
to
aid.
The
city
drive
towards
higher
level
of
decision
maturity
through
use
of
data
in
2019
city,
launched
its
new
data
portal
that
allowed
for
a
lot
of
flexibility
in
terms
of
the
look
and
feel
and
the
usability
of
the
portal.
I
There
has
been
a
lot
of
foundational
work
done
in
all
three
areas
that
we
would
like
to
highlight
today.
I
would
specifically
like
to
call
out
the
entire
enterprise
geographical
information
systems
or
gis
team,
led
by
tracy,
tisco
and
harshpatham
for
building
and
supporting
the
backbone
of
most
of
the
data
analysis
work
at
the
city
today.
I
Some
of
the
examples
that
are
being
presented
today
would
not
have
been
possible
without
the
gis
teams
foundational
work.
The
city
has
not
only
built
teams
to
provide
the
necessary
support
for
data.
It
has
also
invested
in
training
the
staff
to
allow
them
to
use
the
necessary
tools
and
technology
to
make
use
of
the
data.
I
I
Tools
or
technology
is
the
last
piece
of
the
data
puzzle
at
the
city,
highlighting
some
important
work
in
this
area.
There
is
a
centralized
data
platform
in
use
that
allows
bringing
disparate
siloed
data
sets
into
one
central
location
for
all
city
departments
to
access
the
centralized
gis
platform,
which
forms
the
foundation
for
the
equity
work
in
the
city.
I
And,
lastly,
the
self-service
data
visualization
tools,
which
are
primarily
what
we're
using
here,
is
tableau
and
power
bi,
and
they
have
really
empowered
a
lot
of
city
employees
to
take
data
to
the
new
level
of
analysis
in
last,
three
to
four
years.
City
has
significantly
expanded
its
usage
of
these
visualization
tools
to
moving
from
none
to
200
power,
bi
users
and
moving
from
two
to
ten
tableau
users
in
the
past
three
years.
I
Both
tools
offer
advantages
in
different
ways
and
the
demand
for
both
continues
to
go
up.
As
we
increase
our
use
of
data
in
the
city,
I
would
also
like
to
like
to
point
out.
The
award
city
has
won
for
its
use
of
data
in
the
form
of
smart
50
awards
in
2021.
What
works?
City,
silver,
certification
in
2020
and
2021
digital
city
survey,
winner
for
2020
and
2021
and
last,
but
not
the
least
2021
global,
mayor's
challenge
champion
city
award.
I
I
The
first
level
of
engagement
is
through
data
articles.
Data
articles
are
small,
cogent,
narratives
extracted
from
data.
It
provides
a
summarized
view
of
a
specific
area
and
targets
the
residents
who
are
interested
in
getting
high
level
understanding
in
an
area
for
a
deeper
level
of
understanding.
There
are
data
stories.
Data
stories
are
detailed
and
thorough
analyses
of
data
created
by
an
expert.
It
is
a
combination
of
narratives
and
visualizations
that
details
out
the
methods,
approach
and
challenges
of
the
analysis
that
was
conducted.
I
The
last
and
most
detailed
level
is
the
raw
data
itself.
Data
in
its
raw
form
is
very
useful
for
data
analysts,
researchers,
data
scientists
and
other
deep
data
experts
who
are
interested
in
working
with
data
directly
and
possibly
combining
it
with
other
data
sets
for
analysis
through
data.
The
city
is
enabling
high-end
technical
users
to
bring
a
different
meaning
to
city's
data.
I
Moving
forward
with
the
presentation
we'll
be
covering
four
main
areas,
leading
with
some
examples
and
the
next
steps,
the
four
areas
we're
covering
improved,
improving
city
services,
measuring
community
impact,
supporting
equity
and
building
community
partnerships.
With
that,
I
will
let
matt
take
on.
N
Good
afternoon,
everyone
I
want
to
thank
artie
for
her
kind
words
about
the
enterprise
gis
platform
and
the
team.
I
am
matt
lash
assistant
public
works
director
and
head
of
gis
for
the
city
and
especially
noting
harsh
gotham
and
tracy
tisbo
for
their
steadfast
work
of
really
leading
the
technology
back
end
and
the
forward
thinking
approach
to
what
we're
doing
here.
Can
we
go
to
the
next
slide?
Please.
N
On
this,
so
for
the
better
part
of
a
deca
decade,
public
works
is
focused
with
our
partner
departments,
who
have
data
responsibilities
on
building
an
enterprise.
Spatial
data
repository
that
has
nearly
900
data
sets
that
are
maintained
in
a
regularized
format
that
can
be
consumed
through
our
esri
platform
and
used
broadly
throughout
the
organization.
N
We
sort
of
have
a
one-two
punch
approach
here
and
one
using
the
etl
tools
that,
like
rt,
mentioned,
with
an
idea
of
the
common
vernacular
of
low
code,
no
code
approach
so
that
there
isn't
a
lot
of
coding
required
to
access
this
to
provide
to
perform
automated
integrations
and
we're
also
try.
We
also
are
adopting
flexible
industry
standard
tool
sets
for
visualization
on
the
spatial
side,
with
arcgis
and
tableau
for
non-spatial,
plus
spatial
data
sets.
Next
slide,
please
you've
seen
some
of
this
before
or
in
snippets
of
other
presentations.
N
Here
you
see
what
we're,
which
is
named
san,
jose
equity
atlas,
and
it's
in
a
beta
format.
This
thing
is
mimicking
a
city
of
san
antonio
product
at
the
request
of
the
office
of
racial
equity.
This
map
shows
an
equity
index
data
set
simple
score.
It's
a
simple
score
assigned
based
on
race
and
or
income
to
a
census
tract
the
color
shading
displays
a
heat
map
of
census,
tracts
that
have
a
higher
proportion
of
people
of
color
and
of
low
income.
N
N
Staff
built
so
in
throughout
the
towards
the
end
of
of
our
coveted
response
and
a
lot
of
our
work
around
vaccinations.
We
built
for
the
eoc
ecovid
19-4
to
allow
the
eoc
vaccination
task
force
to
be
data
driven
in
their
evaluation
of
where
the
vaccination
sites
are
needed.
This
is
an
internal
map
to
inform
decisions
where
mobile
vaccination,
clinics
deployment
might
be
great
or
to
aid
public
communications.
N
N
One
point
of
challenge
in
building
this
is
the
county
reported
all
of
their
data
by
zip
codes
for
a
while
or
some
of
them
by
zip
codes
for
a
while
until
late,
and
so
our
demographics
reported
through
the
census.
Bureau
are
supported
by
tracks,
they
don't
align,
and
so
we
had
to
come
up
with
ways
to
present
it
and
luckily,
towards
the
end,
we
convinced
them
to
be
reporting
it
by
census
tract.
So
that
would
be
much
easier
for
these
visualizations
to
be
available
for
our
staff
next
slide.
N
Please
our
first
view
at
one
of
our
tableau
dashboards,
that's
being
used,
it's
an
internal
fuel
dashboard
that
refreshes
hourly
that's
providing
information
on
all
of
our
fueling
assets
that
our
fleet
systems
maintain
that
are
in
various
sites
around
the
city,
some
of
the
locations
not
disclosed
here
it
has
locations
tank
capacities,
current
fuel
levels
and
thresholds.
Those
red
lines
are
telling
our
our
fuel
managers
when
they
need
to
be
ordering
fuel
and
at
what
rate-
and
so
we
have.
N
Previously,
staff
literally
would
have
to
go
to
papers
and
schedule
out
in
pencils
and
track
fuels
by
going
to
the
tanks
themselves
through
the
different
platforms,
it's
prone
to
error
delays
losing
the
paper
sweaty
palms
whatever,
and
so
it
was
really.
This
is
a
much
easier
way
and
this
is
really
critical
during
our
eoc
or
doc
activations,
where
we
now
have
this
data
represented
here
for
fueling
operations.
Basically,
but
then
we
also
can
pull
this
into
other
eoc
type
dashboards.
We
can
see
in
real
time
fueling
levels
throughout
the
throughout
the
city.
N
Next
slide,
please
on
this
and
then
the
next.
This
is
in
connection
with
our
acs
animal
care
and
services.
One
is
an
operational
tool
and
the
next
one
is
a
planning
and
policy
tool
so
really
for
operational
purposes,
and
I
think
I've
shown
this
once
before.
This
is
for
our
animal
care
and
services
dispatch
team.
They
use
this
map
to
see
active
incidence
locations
so
they
can
assign
the
nearest
field
officer
members
based
on
proximity.
N
It
saves
times
increases
capacity
to
make
sure
we're
not
wasting
staff
by
having
them
drive
around,
get
them
closest
to
the
most
urgent
incident,
but
then
also
gives
our
field
officers
access
in
the
field
in
their
trucks
for
situational
awareness,
because
there
are
situations
where
we
do
have
dangerous
dogs
that
are
known
or
other
potential
dangerous
situations
where
they
can
then
see
this
in
real
time
in
relation
to
the
current
call
next
slide,
and
so
where
the
other
one
was
operational
real.
What?
What
are
we
doing
right
now?
N
This
is
meant
to
be
available
for
our
staff
to
be
for
planning
and
for
policy
use
so
that
it
shows
active
calls
going
back
to
2018,
so
they
can
see
them
where
they
are
build
up.
Heat
maps
really
analyze
the
data,
and
this
is
used
by
for
the
office
staff
to
review,
call
volumes,
identify
patterns
and
evaluate
program
decisions
to
see.
N
Are
they
making
a
difference
over
time
or
not
in
the
particular
areas
of
trying
to
hit,
for
example
like
where
are
most
stray
intake
calls
coming
from
and
or
where
do
we
focus
outreach
resources
to
address
a
particular
problem
with
strays
or
the
like?
Next
slide,
please,
and
so
this
will
be
a
series
of
three
of
five
that
you'll
see
here,
and
this
is
really
hot
off
the
presses.
N
It
was
just
released
to
staff
for
operational
use
in
about
about
the
last
month
and,
as
you
know,
311
continues
to
gain
traction
and
is
a
vital,
important
city
service.
This
dashboard
provides
program
managers
with
access
to
call
data
in
multiple
types
of
view,
so
you
see
here
obviously
dots
on
a
map
of
where
they're
generally
located,
but
then
you
also
see
council
districts
and
so
you'll
see
these
tabs.
I
know
it's
very
faint
and
it's
because
it's
a
very
busy
screen
but
you're
able
to
see
things.
N
N
This
is
where
you
can
select
either
on
the
right
or
in
the
map
itself.
This
is
selecting
council
district
three.
I
know
you
can't
see
it
very
well,
but
this
is
council
district,
three
and
the
chart
and
all
of
the
things
in
the
filters
as
they
select
it
all
filter.
Accordingly,
as
you
select
it
in
real
time,
go
to
the
next
slide.
Please.
N
Now,
if
you
remember
back
when
I
presented
before,
for
the
first
time,
we've
created
a
city,
neighborhood
map,
and
this
now
leverages
the
neighborhoods
that
are
throughout
the
city,
not
just
the
council
districts,
and
so
this
does
the
same
exact
thing
as
the
council
district.
Again
it
just
different
geographic
space,
but
then
also
has
some
additional
unique
features
that
I'll
talk
about
in
just
a
moment
go
to
the
next
screen.
N
Please,
and
so
this
is
now
by
census,
tract
same
information
now
census
tract
neighborhoods,
but
both
of
these
have
census
filters
that
provides
demographics
as
a
hover
over
in
the
map
feature
that
can
show
for
use
of
analysis
and
to
tailor
community
outreach,
311
mailings
to
predominant
languages
and
the
likes,
so
you
can
hover
over
it
and
get
the
underlying
demographics
both
on
the
census
tract
and
at
the
neighborhood
layer.
So
both
all
of
those
are
embedded
on
the
left
side
and
and
the
final
one
please
one
more.
N
Please
there
we
go
so
this
filter
calls
by
day
of
the
week,
with
quarterly
and
annual
reviews
on
the
left,
and
so
now,
as
things
change
or
as
public
communication
goes
out
about
or
incidents
happen,
staff
can
see
what
happens
in
the
3-1
center.
What
calls
are
coming
and
when,
if
there's
impacts
and
so
forth,
you
can
look
at
them
over
time
and
see
as
we
publicize
and
push
out
new
services.
We
should
track
the
volume
and
calls,
through
the
month
through
the
year
and
and
quarters
I'll
hand
it
off
now
event.
Thanks.
J
Thanks
matt
good
afternoon,
chair
council,
council
members
of
vice
chair
of
vice
mayor
jones
and
members
of
the
public,
vince
pereira
dot.
It
manager
so
today
I'll
be
speaking
a
little
bit
about
continuation
of
our
data
growth
within
the
department
of
transportation,
specifically
focusing
on
the
sewers
area
for
this
presentation.
J
So,
first
off
again,
this
is
a
team
effort,
a
great
coordination
between
the
dot.
I
t
team,
as
well
as
the
sewer
engineering
team.
These
guys
are
the
rock
stars.
They
did
all
the
work.
I
merely
facilitate
so
a
big
shout
out
to
albert
arfit
and
andrew
from
the
sewer
engineering
team
and
paulo
yan
and
jay
from
the
di
dot
development
and
gis
teams
next
slide,
and
so
this
this
slide
right
here
is
the
consolidation
efforts
that
we
have
for
the
sewers
program.
J
I
have
centralized
data
here
and,
as
we've
spoke
about
in
previous
discussions,
we
centralize
as
much
as
we
can
where
it
makes
sense.
No
there's
no
one-size-fits-all.
When
it
comes
to
data,
so
we
have
different
avenues
and
different
pipelines.
When
it
comes
to
our
data
structure,
the
key
thing
is
to
make
it
consistent,
make
it
organized.
So
we
could
scale
the
data
whereby
consolidating
data
by
consolidating
our
sewer
application
into
a
single
unity
app.
J
We
basically
took
disparate
systems
that
these
were
used
in
pre
in
the
previous
years,
and
then
we
also
took
some
paper
methods
and
consolidated
that
into
a
single
application
platform
by
consolidating
the
application
and
centralizing
the
data.
It
allows
us
to
be
organized
structured
and
we
could
scale.
The
key
thing
is
is
laying
the
foundation,
so
we
could
scale
vertically
and
horizontally.
J
So
when
I
say
scaling
vertically,
that
means
we
could
continually
enhance
the
application
so
that
we
could
bring
on
and
be
agile
enough
to
adapt
to
new
situations
by
scaling
horizontally,
it's
being
able
to
be
structured
so
that
we
could
integrate
other
applications
into
our
application
and
vice
versa.
We
could
take
our
data
data,
sets
and
move
it
into
other
use
cases
as
well,
not
only
for
dot
but
hopefully
throughout
the
whole
city.
J
J
So
through
our
sewer
systems,
we
have
both
proactive
and
corrective
active
measures
so
from
the
proactive
measure,
measurements
that
we
have
in
place
and
the
workflows
we
have
in
place,
that's
going
to
optimize
the
complete
system
from
end
to
end
so
that
all
the
all
the
workers,
all
the
crews
from
dispatch
all
the
way
to
the
closure
of
a
ticket
or
a
service
request,
is
done
in
a
single
system.
That's
going
to
optimize
the
flow,
and
it's
also
going
to
be
able
to
give
anyone
more
of
a
real-time
view
of
where
we
stand
with
it.
J
Within
that
request,
if
we
get
a
request
in
from
the
residents
through
dispatch
in
our
previous
systems,
it
was
two
or
three
disparate
systems,
so
dispatch
had
a
coordinate
with
the
sewer
crew,
both
verbally
and
in
person,
to
make
sure
that
it
was
the
handoff
was
done
properly
and
the
information
was
handed
off
properly
now
having
it
into
a
single
system.
We
optimize
that,
through
a
continuous
process
that
eventually
gets
closed
up
to
the
dispatch
and
then
out
to
the
residence,
so
this
is
basically
turning
days
of
wars
into
hours
of
war.
J
So
during
this
process,
this
used
to
take
you
know,
hours
or
sometimes
days
where
people
would
have
to
go
reconcile
with
other
people
make
sure
the
data
is
accurate,
make
sure
that
the
data
is
relevant
as
they're
talking
to
each
other
now
being
from
a
single
source.
All
of
that
is
combined
into
a
single
system
so,
rather
than
taking
a
few
hours
to
go
through
that
or
even
sometimes
days,
it
literally
takes
minutes
to
produce
these
types
of
reports.
So
this
this
could
be
historical
over
a
quarter.
J
The
next
slide
is
just
a
very
basic
slider,
and
this
will
just
give
you
kind
of
like
a
high
level
input
of
what's
out
there.
This
is
supposed
to
be
basic,
because
I
wanted
to
keep
it
simple.
This
ties
into
the
next
slide
that
that
I'll
show
that
that
information
is
now
an
overlay
into
our
gis
backend.
J
So
we
took
our
unity
system
and
we
do
full
back-end
integration
so
that,
through
the
workflow
of
the
unity
system,
every
time
we
make
a
change
or
we
complete
a
project
or
do
work
on
it.
That
gets
boarded
onto
a
map
layer
that
we
have
integrated
into
unity,
and
then
we
have
a
the
etl
process
that
updates
the
enterprise
backend
on
a
nightly
basis.
So
we're
we're
continuously
making
sure
that
this
is
near
real
time.
We
did.
J
J
Particular
view
right
here
we
have
the
toggle
for
incomplete
request
on
so
that's
basically
the
requests
that
are
still
remaining
within
the
system,
and
so
that's
highlighted
by
the
little
dots
of
on
the
on
the
on
the
map.
It's
able
to
get
a
good
snapshot
so
that
we
can
make
sure
that
we're
not
missing
some
areas
of
issues
that
should
be
addressed
quickly.
J
So
by
taking
the
data
and
overlaying
it
into
the
map
system,
that's
giving
us
a
visual
view
where
we
could
run
reports
from
a
historical
place,
a
point
of
view,
but
then
the
crew
could
also
narrow
it
down
to
a
daily
point
of
view
so
that
they
know
how
to
best
optimize
their
workload
so
that
they
could
address
the
work
at
hand
for
that
particular
day
for
that
particular
week.
So
there's
two
folds
with
that.
So
that's
the
consolidation
of
our
sewer
systems.
J
Systems
and
consolidating
it
into
a
single
source
of
data
and
a
single
application,
and
then
for
the
next
presentation,
probably
in
a
month
or
two
I'll,
be
talking
about
more
of
the
advanced
analytics
that
we're
doing
all
of
the
analytics
that
I
spoke
about
today.
We
run
through
power
bi
through
the
back
end
and
it's
more
of
a
human
manual
intervention
where
we
are
analyzing
the
data
in
the
visualization
view
and
then
we're
coming
up
with
analysis
based
on
that.
The
advanced
analytics
are
things
that.
J
Around
planning
and
vision,
zero,
that's
taken
our
data
sources
and
we're
partnering
with
urban
logic,
and
we
actually
have
pipelines
that
feed
our
data
and
that's
why
it's
so
crucial
that
it's
structured
and
organized
we
push
it
into
their
data
platform
and
what
their
data
platform
does
for
us.
It
basically
takes
our
smes
talking
to
their
data
scientists
and
with
our
knowledge,
we're
giving
them
the
the
information
that
they
need
to
make
algorithms
that
could
actually
go
through
the
system
and
that's
where
we
get
to
using
machine
language
and
artificial
intelligence.
J
O
O
We've
been
partnering
with
universities
both
locally
and
outside,
to
create
some
equity
through
data
fellowship
program
that
brings
bright
young
minds
in
to
be
able
to
help
us
do
both
the
analytics
and
also
thinking
through
about
how
to
use
the
data,
and
all
of
this
is
being
put
together
under
our
equity,
through
data
and
privacy
program,
which
will
be
sitting
in
itd
but,
of
course,
working
throughout
the
city,
and
that
goes
to
the
next
slide.
Around
processes
really
thinking
through
there's
a
lot
of
key
players
throughout
the
city.
O
There's
three
main
analytical
tools
that
we've
been
using
throughout
the
city
for
this
type
of
work,
those
being
power
bi
for
many
static,
and
you
know,
graphs
things
like
that.
Arcgis
for
much
more
spatial
analytics
and
recently,
we've
been
using
tableau,
which
provides
more
of
a
merging
of
the
two
really
being
able
to
see
both
the
non-spatial
and
spatial
data
in
one
to
create
some
additional
interactive
dashboards
on
the
infrastructure
side,
working
both
with
dell
and
urban
logic,
to
continue
seeing
how
we
can
flesh
out
and
build
out
a
lot
of
centralized
accessible
data
stores.
O
And
all
of
this
goes
to
the
last
slide.
That
really.
I
just
want
to
highlight
a
brief
example
from
some
of
the
work
that
the
mayor's
office
of
technology
and
innovation
did,
with
our
data
kind
ambassadors
and
a
city
data
equity,
fellow
joy,
who,
from
from
stanford
university
to
just
highlight
that
there
is
work
happening
today
and
has
been
for
a
couple
of
years
now,
at
least
on
comparing
services
that
the
city
is
providing
with
the
equity
throughout
the
city
and
what
we
want
to
do.
Moving
forward
both
with
the
partnerships.
O
The
additional
resources
and
the
focus
throughout
many
departments
here
in
the
city
is
more
views
like
this
understanding,
both
from,
in
this
case
an
income
equity,
but
also,
of
course,
a
racial
equity
perspective.
How
are
our
services
being
provided
and
can
we
improve
them
in
the
places
that
need
them
most?
O
D
Great
thank
you
albert
and
rt,
vince
and
matt.
I
really
appreciate
the
the
update
and
and
all
the
work
you're
doing
to
make
san
jose
a
more
data-enabled
city.
That
was
a
great
cross-section
of
the
many
data
services
you
all
are
working
on
and
I
think
it's
exciting
that
we
can
save
our
staff
time,
deliver
faster,
better,
more
equitable
service
to
our
residents,
and
so
it's
just
exciting
to
see
all
the
progress
and
and
clearly
you
all,
have
earned
the
the
awards
and
recognition
that
were
mentioned
at
the
top.
D
A
All
right,
thank
you.
Thank
you
for
the
words
of
the
of
this
item
and
the
the
last
speaker,
I
guess
he's
the
new
digital
private
privacy
director.
He
offered
really
really
important
words
just
how
to
frame
our
conversation
on
the
subject
of
the
future
of
data
collection.
I've
been
speaking
on
this
subject
matter
in
these
terms
for
eight
years,
and
I've
been
getting
a
lot
of
harassment
about
it.
A
Of
course,
I
lack
a
certain
amount
of
knowledge,
and
I'm
sorry
about
that,
but
it's
my
goal
that
we
really
have
to
be
able
to
simply
the
idea
of
the
concepts
of
equity
and
civil
protections
and
open
public
policies
and
accountability
and
open
democracy
really
have
to
be
on
our
minds.
As
we
talk
about
the
future
of
data
collection
and
technology
in
a
city,
it
isn't
that
difficult
to
do,
but
we
it
is
new
to
do
that.
For
us,
we've
been
coming
out
of
an
era
of
war
in
9
11..
A
A
It's
really
nice
to
hear
what
the
the
new
privacy
policy
director
is
saying
about
this,
and
really
it's
important
how
we
talk
about
and
frame
these
sort
of
issues.
For
instance,
we
have
a
whole
new
set
of
ai
statistics
and
data
collection.
We've
been
talking
about
working
on
this
past
fall.
How
is
that
going
and
and
to
simply
frame
that
in
terms
of
open
public
policies
and
civil
protections,
I
I
it
just
creates
an
awesome
way
how
to
consider
ourselves
and
and
really
offers
the
ideas
of
innovation.
A
D
F
Yes,
it's
not
a
question,
but
first
of
all
I
want
to
thank
the
team
for
that
report.
I
want
to
reminisce
a
little
bit.
I
remember
in
the
early
days
of
the
this
committee,
when
we
had
that
dream
of
having
the
ability
to
take
all
the
massive
amounts
of
data
that
we
were
accumulating
and
actually
doing
something
with
it
and
just
to
see
how
we
progressed
is
very
impressive.
So
I
want
to
commend
the
team
for
all
the
hard
work
and
in
moving
this
forward,
particularly
around
incorporating
ai.
P
I
just
want
to
echo
everything
that
vice
mayor
jones
said
that
just
plus
one
of
him,
it
really
is
tremendous
how
much
progress
it's
been
made.
I
appreciate
everyone's
hard
work
and
leadership
on
this.
I
just
had
a
question
I
came
in
as
matt
was
speaking
and
doing
a
great
job
and
and
heard
the
rest
of
the
presentation
I'm
interested
in
knowing
to
what
extent
we
believe
there's
still
value
in
us,
emphasizing.
P
N
No
it's
there
and
it's
real
and
just
as
an
anecdote
around
that
mayor,
I
think
it's
really
interesting.
We
partnered
with
san
jose
state
on
some
classwork
for
some
of
their
advanced
gis
classes
in
their
grad
school
this
last
year,
and
every
single
student
was
saying
how
they
use
our
open
data
portal
to
access
our
data
and
use
for
their
classwork.
N
All
the
time
and
they're
saying
it's
such
a
huge
benefit
to
them,
and
so
many
other
organizations
keep
their
stuff
either
closed
or
or
not,
siphoned
or
easy
accessible,
and
so
they
use
our
opening
plus
the
gis
one
which
feeds
into
rt's
at
the
citywide
one.
And
so
it's
one
portal
that
has
multiple
entry
points,
so
it
is
used
heavily.
That's
awesome.
G
And
chair,
if,
if
I
can
add
on
to
that
and
mayor,
it
was
a
great
question.
Three
things
is
the
partnerships
that
this
investment,
the
series
of
investments
that
the
council
has
pushed
since
its
2016
smart
city
vision,
has
allowed
us
to
get
to
a
point
where
we
have
a
lot
of
deep
partnerships
that
that
are
powerful
and
also
help
us
create
additional
partnerships,
for
example
with
dell
and
a
lot
of
pro
bono
work
with
with
harvard
these
investments
propagate
on
top
of
each
other.
G
Vice
mayor
on
your
comment,
one
things
we
have
run
into
to
speak
to
your
point
about
those
shared
regional
national
type
approaches
because
we've
also
gotten
no's.
So
when
we
say
hey,
we
could
really
share
information
really
well
and
we
could
pass
our
311
cases
that
are
really
some
other
agencies.
They
tell
us.
G
No
thank
you
we're
busy
enough,
but
we
at
least
have
the
data
and
the
ability
to
go
in
that
direction
in
the
future
and
those
those
student
uses
the
what
works:
cities,
the
city
possibles
and
the
universities.
It
has
been
a
very
compelling
resource.
The
thing
that
we're
trying
to
do
now,
which
a
lot
of
cities
have
really
fallen
down
on,
is
taking
the
and
count
chair
mayhem.
G
You
spoke
to
this
earlier,
the
the
interspersed
one-time
efforts
that
are
really
powerful
and
insightful,
but
turning
them
into
a
mode
rather
than
an
exception
and
crossing
that
chasm
has
has
been
hard,
and
so
how
do
we
get
that
community
of
practice?
Those
common
tools,
those
consistent
data,
sets
of
high
value,
and
that's
what
you're
going
to
hear
us
speak
to
the
next
time
we
come
back
on
some
of
those
data
platforms
and
approaches
is
now.
Let's
take
this
from
one
offs
to
very
consistent
capabilities
and
then
on
equity.
G
You'll
also
hear
us
connect
this
across
all
of
your
comments.
We're
teaming
up
in
the
covid
recovery
data
and
budget
committee
to
then
support
those
committees
of
seven
working
committees
on
what
measures
they're
tracking
for
that,
so
that
we
can
provide
the
data
and
the
sourcing
and
the
dashboards
that
they
can
say
is
our
work
having
the
impact
that
we
want
so
going
from
inputs,
outputs
to
actual
impacts
and
and
we'll
see
how
successful
we
are.
D
Thanks
rob,
I
think,
that's
helpful
context.
Just
before
we
vote
matt,
I
really
appreciated
the
point
you
made
about
transitioning
I'll,
probably
butcher
this,
but
basically
from
creating
the
data
systems
to
then
moving
to
greater
analytics
and
more
informed
decision
making,
and
I
think
the
vice
mayor
was
making
this
point
and
that
we're
making
progress
in
that
direction,
and
I
was
trying
to
think
about
how
we
uplevel
that
for
the
whole
organization,
have
you
found
what
one
function
I
was
thinking
of
that
could
be
really
impacted
by
the
data
science.
D
You're
doing
would
be
the
audit
function
and
I'm
curious
if
our
data
sets
have
yet.
If
we
found
ways
of
leading
to
and
either
kind
of
generating
suggestions
for
things
we
may
want
to
audit
and
more
deeply
understand
discrepancies.
We
didn't
expect-
or
just
you
know,
data
that
doesn't
seem
right
to
us
for
some
reason
or
in
the
other
direction.
The
auditor
coming
to
you
and
being
able
to
say,
hey
we're
trying
to
better
understand.
What's
going
on
here.
Can
you
know.
N
Chair,
thank
you
for
the
question.
There
is
definitively
the
auditor's
office
and
almost
every
audit
pulls
in
some
sort
of
our
gis
or
spatial
data
and
then
uses
other
tools
or
possibly
our
gi
or
esri
platforms
for
some
of
the
non-spatial
data
as
well.
They
are
keen
on
being
up-to-date.
We
train
them
and
help
them
with
either
dashboards
or
views
of
the
data
all
the
time.
It's
a
very
frequent
collaboration
with
our
team.
So
yes
to
the
first
question,
though,
are
we
using
it
to
do
predictive
audits
of
like
using
that?
N
I
don't
think
we're
there
yet,
and
I
think
there
are
areas
that
maybe,
as
they're
doing
the
audit,
it
spurns
an
idea
that
helps
them
dig
in
a
different
place
than
they
were
initially
thinking.
So
I
I
don't
think
we're
there
yet
to
find
the
audit
initial
question,
but
maybe
in
in
the
digging,
through
the
data,
ideas
or
issues
pop
up
that
they
then
dig
their
dig
in
specific
places
as
a
result
of
using
the
data.
D
A
E
D
B
Hi
there
city
council
pretty
disappointed
in
you
guys
all
the
time,
especially
with
these
this
new
speed
camera
thing
you
guys,
went
and
lobbied
up
in
sacramento,
real
crafty,
real
crafty,
how
you're
going
to
do
that
yeah
and
then
you
want
more
traffic,
cops
right,
just
what
we
need.
I
don't
remember
back
in
the
80s.
This
city
gave
more
traffic
tickets
than
any
city
in
the
entire
nation.
Remember
this!
Hopefully
you
guys
got
some
back
then,
before
your
city,
council
members.
I
really
do.
B
I
hope
every
single
one
of
you
gets
one
now
that
you're
going
to
try
to
install
these
speed
cameras
and
increase
t
eu.
You
guys
can't
even
say
the
word
traffic
enforcement,
because
why
it
sounds
terrible
right,
t-e-u
there's!
No!
No
word!
So
you
don't
think
about
traffic
enforcement
or
traffic
cop
right.
So
you
guys
are
terrible
if
this
passes
with
this
illegal
speed,
camera
right,
it's
illegal,
every
place
else
in
in
the
state,
but
no
you're
going
to
make
it
legal
here.
B
Okay,
that
that's
low,
that's
really
really
low
and,
what's
going
to
happen
to
your
constituents,
they
start
getting
tickets
that
don't
have
the
money
to
buy
things,
buy
food
buy
gas.
Then
they're
going
to
get
stuck
with
a
fat,
fine
and
fat
insurance
premium
according
to
ralph
perales.
He
wants
to
make
it
hurt.
I'm
never
gonna.
Forget
him
saying
that
he
wants
to
make
it
hurt.
B
You
know
you're
talking
thousands
and
thousands
of
dollars
that
one
minor
speeding
ticket
could
cause
somebody
a
lot,
a
lot
of
financial
loss
and
there's
no
victim
they're
driving
10
miles
over
the
speed
limit
down
the
street.
When
there's
nobody
on
it,
you
guys
are
crazy.
If
you
guys
have
all
these
traffic
cops
and
these
speed
cameras.
B
A
A
It's
really
interesting
how
that
can
do
that.
You
know
if
we
practice
and
want
to
think
about
our
better
practices
of
a
democracy
that
will
lead
to
more
efficient,
better
practices
and
that's
an
interesting
concept
that
happens
better
when
we
consider
the
world
and
want
to
work
in
towards
ideas
of
peace
and
not
war.
A
I
really
hope
putin's
getting
that
sort
of
message
at
this
time
and
that
we
all
can
be
constructive
in
the
ideas
of
asking
not
to
continue
the
war
efforts
in
the
dumbass
region
and
that
we
can
really
sit
down
to
the
peace
negotiation
process
and
really
work.
Something
out
that
you
know
all
the
ideas
of
racial
equity
and
reimagine
that
we
do
in
local
communities
in
this
country
can
be
of
help
in
some
way
and
how
they're
going
to
have
to
clean
up
the
future
of
the
ukraine
area
and
its
local
communities.
A
Good
luck
in
these
efforts.
Let's
talk
about
peace
and
we
can
have
a
peace
process
by
the
end
of
april.
I
feel
not
more
war.
We
could
end
more
war
and
good
luck
in
how
we
can
all
talk
about
the
future
of
policing
issues
and
what
has
happened
in
the
past
week.
We
have
good
source
to
all
work
together
at
this
time.
Thank
you.