►
Description
Join us on February 7th at 1:30pm for this month’s Smart Cities and Service Improvements committee meeting. The Council committee will discuss San Jose’s Smart City Roadmap and the Broadband & Small Cell Policy. Tune in to see a first draft of our prioritized “Big Rocks” initiatives, “Small Wonders” projects as well as an update on our IT Department. The committee will also be discussing the city’s small cell policy, including usage fee rates, current small cell deployments and permitting performance.
Can’t attend in person? Leave us your thoughts and comments through our YouTube and Facebook livestreaming experiences. These live sessions are part of a pilot project, and council members will not be able see your comments during the meeting.
A
A
Hereby
call
this
meeting
to
order
the
smart
cities
and
self
service
improvements.
Committee,
smart
cities
and
service
improvements
committee
need
to
order
sorry
what
I'm
new
I'll
be
here
all
month,
a
special
shout
out
to
our
friends
viewing
on
livestream
on
YouTube
and
Facebook,
and
all,
of
course
everyone
here
who
made
the
time
to
be
here
in
chambers.
I
am
councilmember
Lundy
up,
I
am
your
chair
for
the
time
being
and
we
are
ready
to
begin
you'll
get
a
roll
call.
Please.
A
A
Shall
I
cut
corners
and
move
on
anyway?
All
right,
all
right,
I'm
excited
to
be
chairing
this
committee.
Thanks
for
the
assignment
mr.
mayor,
we
are
the
capital
of
Silicon
Valley
and
the
heart
of
innovation
and
I
really
feel
that
it's
important
for
us
as
a
city
to
claim
that
mantle
and
I
believe
a
lot
of
that
good
work.
Putting
us
there
will
be
coming
through
this
committee,
so
I'm
excited.
B
Thank
You
charity
yep
mr.
mayor
members
of
the
committee
members
of
the
public,
Kip
Harkness
deputy
city
manager.
As
you
know,
the
city's
first
ever
innovation
roadmap
was
created
in
2016
to
focus
our
efforts
on
being
the
most
innovative
city
in
North
America
by
2020.
A
dead
language
is
fast
approaching.
We've
now
taken
the
next
step
and
expanded
that
to
our
smart
cities
roadmap
our
2.0.
B
Our
team
has
spent
the
last
several
months
working
with
individual
departments
to
create
a
kind
of
grassroots
bottoms-up
view
of
a
hundred
and
sixty
smart
cities
projects
and
then
prioritizing
them
and
aligning
them
with
the
strategies
and
policies
that
you've
set
at
a
strategic
level.
No
other
city
in
North
America
that
we
know
of
has
taken
such
a
holistic
approach
that
is
working
both
with
the
department,
staff
and
senior
leadership.
B
Our
roadmap
and
the
ongoing
cadence
will
have
Reggie
Nair
present
our
smart
city
manager
and
she'll
walk
you
through
it's
a
fairly
solid
presentation,
so
we'll
take
a
pause
at
several
points
to
get
your
feedback
and
direction
on
any
modifications
that
we
want
to
make
again.
This
is
our
kind
of
final
launch
point
for
this,
so
if
there
are
changes
that
we
want
to
make-
or
you
want
to
direct
us,
this
would
be
the
ideal
time
to
do
that
as
a
committee.
C
Thank
You
Kip
welcome
mr.
chair
mayor
and
members
of
the
committee
and
also
of
the
public.
My
name
is
Regina
Nair
I'm,
the
smart
city
manager
for
the
Civic
innovation
team
just
overview.
We
really
reached
a
milestone
just
reiterating
what
Kip
has
mentioned,
that
we've
defined
approach
for
our
city
to
embrace
innovation
through
the
use
of
this
smart
city
roadmap
2.0.
C
So
for
today's
key
objectives,
we
wanted
to
take
a
step
back
and
recap:
the
purpose
of
the
smart
city
roadmap
2.0.
Since
the
inception
of
the
innovation
roadmap
1.0.
We
recognize
and
value
that
the
road
map
promotes
collaboration.
It
provides
an
opportunity
to
help
and
understand
the
needs
whether
it
may
be
resourcing
or
removing
roadblocks,
so
that
we
can
move
forward
in
executing
these
innovative
projects.
Most
importantly,
it
helps
us
manage
for
success.
C
It
is
important
for
the
city
of
San
Jose
to
continue
to
lead
and
share
our
stories
on
the
success
we've
achieved
as
we
mature
and
our
approach
towards
innovation.
Our
goals
for
today's
presentation
are
the
following:
understand,
agree
and
commit
to
the
high
priority.
Big
rocks
projects
and
process
and
projects
for
the
Small
Wonders
understand,
agree
and
commit
to
the
future
status
reporting
for
the
innovation
team
and
committee.
C
So
here
is
today's
agenda
to
help
you
navigate
through
this
presentation,
as
I
mentioned,
as
it
was
mentioned
earlier
by
Kipp.
Given
the
depth
of
this
presentation,
we'll
take
pauses
of
various
points
throughout
so
for
the
committee
to
ask
any
questions
so,
just
recently
or
just
now,
I
went
over
their
key
objectives
and
next
I
will
provide
a
brief
recap
on
the
development
of
the
smart
city
roadmap.
C
2.0
then
Rob
and
I
will
take
a
deep
dive
in
discussing
the
various
components
of
the
smart
city,
roadmap
and
Rob,
we'll
start
off
by
sharing
the
city's
accomplishment
in
progress
with
the
IT
roadmap
and
afterwards
I
will
discuss
the
process
to
identify
high-priority
big
rocks
projects.
The
third
part
of
the
smart
city
roadmap,
2.0
that
is
becoming
increasingly
and
equally
important,
I,
will
discuss
in
depth
the
process
and
projects
for
the
small
wonders.
Then
I'll
share
with
all
of
you.
C
So
our
approach
on
what
we
focus
on
and
what
we
choose
to
work
on
is
based
on
three
questions.
Is
it
important
to
a
lot
of
people?
Does
it
cause
a
lot
of
pain,
there's
a
core
to
what
we
do
as
a
city
and
is
it
achievable
at
scale
through
technology
or
process
improvements?
And
where
are
these
circles
intersect
in
the
Venn
diagram
that
is
shown
on?
C
But
since
then
we
were
asked
by
the
committee
to
broaden
and
deepen
our
approach
or
work
around
innovation.
So
we
recognized
that
the
smart
city
roadmap
needed
to
be
comprised
of
three
parts:
the
IT
roadmap,
which
starts
at
the
darling
at
the
basics,
the
big
rocks,
which
is
the
innovation
as
impact
and
the
small
wonders
for
the
space
for
the
small
experiments
and
emerging
technologies.
This
approach
will
give
the
city
the
flexibility
it
needs
to
embrace
innovation.
C
C
These
seven
themes
you
see
before
you
embodies
the
core
services
that
we
provide
to
our
community
and
it
presents
a
more
holistic
view
of
how
we
approach
our
work
around
the
smart
city,
innovation
being
done
in
the
city
of
San
Jose.
It
is
intentionally
broad
to
allow
our
departments
to
have
the
flexibility,
to
deepen
and
broaden
our
approach
towards
innovation.
C
C
Defining
a
strategy
was
based
upon
the
approach
and
success
that
was
used
to
develop
the
broadband
strategy
that
eventually
helped
ignite
a
public-private
partnership
between
the
city
of
San,
Jose
and
the
telecommunication
industry.
Each
of
these
strategies
are
color-coded
per
the
key
shown
on
the
bottom
left
hand
corner
showing
whether
it
was
developed
in
process
or
planned
for
the
future.
C
So
we
shared
with
all
of
you
and
the
department's.
What
weird
that
we're
doing
a
lot
of
innovation
and,
as
you
saw
in
the
smart
city
roadmap,
2.0
last
fall.
There
were
several
projects
that
been
identified
by
departments
that
are
either
in
progress
and
what
you
see
in
the
column:
that's
green,
yellow
and
magenta,
and
then
what's
initiating,
which
is
what's
shown
in
that
sky,
blue
color
or
what's
in
backlog,
that's
shown
in
grey,
fortunately
being
the
capital
of
Silicon
Valley.
We
are
showered
with
great
ideas.
C
However,
we
need
to
focus
and
prioritize
that
we
have
been
that
have
been
identified
on
the
Smart,
City
roadmap,
2.0
and,
more
importantly,
now
that
this
is
year,
three,
the
adoption
of
the
Smart
City
roadmap
since
the
adoption
of
the
Smart
City
roadmap
vision.
Sorry,
the
smart
city
vision.
We
have
a
commitment
to
the
committee
that
we
intend
to
execute.
We
want
to
ensure
that
these
projects
are
executed
for
success.
C
It
is
important
to
recognize
that
all
the
stakeholders
involved
developing
and
executing
the
Smart
City
roadmap.
2.0
is
essentially
one
team
to
help
deliver
these
innovation
projects.
Our
goal
with
the
Smart
City
roadmap
2.0,
is
to
ensure
that
we
always
promote
more
collaboration,
understand
department
needs
and
ultimately
manage
for
success.
Staying
true
to
this
approach,
we
can
continue
to
be
the
most
innovative
city
by
22.
B
A
A
B
The
primary
difference
is,
if
you
looked
at
1.0
all
that
1.0
had
in
it
is
what
we
would
now
call
the
big
rocks
category.
It
didn't
span
backwards
into
some
of
the
structural
basics
that
are
in
part
of
the
IT
roadmap,
and
it
didn't
push
forward
very
far
into
kind
of
this,
pure
innovation
work
on
Small
Wonders.
So
you
see
two
things
that
are
different
between
the
1.0
and
the
2.0.
It's
broader,
including
both
the
IT
and
the
pure
innovation,
and
it's
deeper
in
terms
of
including
many
more
projects
as
our
capability
to
do.
B
B
At
the
same
time,
we
also
don't
want
to
miss
an
opportunity
that
might
be
seemingly
small
and
where
the
small
wonders
come
in.
Is
they
allow
us
to
check
out
new
ideas,
innovative
projects,
things
that
might
have
a
huge
impact,
but
we
don't
know
very
much
about,
but
do
that
quickly.
So
the
big
rocks
is
a
shorthand
for
it's
very
important
and
we
it
can
be
executed
at
scale.
F
F
Some
of
the
challenges
we
had
in
working
with
our
external
stakeholders,
the
tech
industry
was,
if
you
look
at
the
innovation
roadmap,
1.0
you'll
see
nothing
there
about
climate,
smart
or
ESD
or
sustainability,
and
so
one
of
the
differences
another
difference
between
1.0
and
2.0.
As
we
as
we
said,
we
took
a
whole,
more
holistic
approach,
and
that
was
you
know.
What
does
that
mean?
F
What
it
means
is
this
wrote
that
roadmap,
we
kind
of
looked
took
our
best
guess
at
what
was
the
important
things
going
on
based
on
what
feedback
we
got
from
some
of
our
discussions
into
dotto,
we
met
with
every
department
in
the
city
several
times,
so
they
could
tell
us
exactly
what
to
them
was
the
highest
priority
projects
they're
doing
in
the
smart
city
in
the
smart
city
and
innovation
space.
Thank.
A
B
B
The
way
that
we've
gotten
to
the
to
the
2.0,
which
is
figuring
out
things
that
really
work
well,
our
areas
where
we're
falling
short
and
then
modifying
and
correcting
as
we
go,
some
of
the
big
push
toward
the
2.0
was
that
was
the
legitimate
criticism
that
we
weren't
focusing
enough
on
some
of
these
small
interesting
projects
and
also
that
we
weren't
pushing
ourselves
to
go
as
broadly
across
the
organization,
as
we
said,
should
so
we'll
be
doing
a
3.0.
We
don't
know
what
that
is
yet.
Okay,.
B
A
The
question
is
more
well
I
guess:
I'll
hold
I'm
just
curious
if
most
of
those
small
wonders
like
technology
related,
you
know,
there's
a
hose,
as
I
have
alluded
to
before
in
other
meetings.
There's
a
host
of
other
things
that
I
think
we
can
work
well
in
the
inefficient
space
of
a
really
dedicated
time
right.
B
And
I
and
I
agree-
and
this
is
where
this
slide
is
actually
really
I-
think
important
again
and
what
we
work
on.
You
know
you
see,
there's
only
one
circle
that
deals
with
technology
here,
which
is,
we
think
the
first
two
circles.
Is
it
important
to
a
lot
of
people?
Is
it
causing
them
pain,
annoyance
and
is
it
court
or
what
the
city
of
sounds
they
can
and
should?
B
Do
we
like
to
think
and
we're
trying
to
make
that
speak
directly
to
some
of
the
points
that
you've
raised
and
this
in
other
venues
which,
which
is
what
are
the
things
that
are
actually
important
to
people
and
where
we've,
where
we're
focusing
ourselves
on
technology
is
yes,
we
are
about
technology
and
process
improvement,
but
if,
and
only
if
they
are
actually
important
to
people
in
San
Jose
and
it's
something
that
we
as
a
city
can
lead.
So
we've
tried
to
have
everything
big
rocks
and
small
wonders
on
the
roadmap,
be
something
that
actually
matters.
B
G
Really
appreciate
the
presentation
so
far
I
as
we
look
at
the
2.0,
you
know
some
of
the
most
valuable
work
I
know
that's
being
done
is
around
process
improvement
and
a
couple
years
ago
we
kind
of
took
on
our
and
created
our
version
of
Denver's
Peak
Academy
as
I
recall,
and
try
to
sort
of
spread
the
gospel
and
get
employees
directly
engaged
in
improving
processes
within
their
own.
A
wheelhouse
and
I'm
just
wondering
is
that
work
and
I
think
as
I
recall,
Michelle
was
leaving
out
work
as
I.
G
B
Not
the
full
team
that
we'll
need
it's
at
this
point,
we're
using
the
the
work
that
you
refer
to
will
emerge
out
of
our
digital
services
strategy,
we're
doing
that
work
already
in
two
primary
areas.
One
is
my
San
Jose,
the
five
main
services
are
there,
we're
undergoing
some
serious
process
improvement
there
and
then,
as
we
look
at
our
website
and
the
update
of
our
city
website,
which
is
underway,
and
it's
at
beta
right
now,
please
please
play
with
it.
B
So
today,
to
be
real.
To
be
candid,
our
our
process,
improvement
work
has
been
largely
limited
to
the
services
within
my
San.
Jose
are
the
ones
other
ones
that
are
on
the
roadmap,
but
we
agree,
and
we
think
there
needs
to
be
a
much
broader
approach
to
process
improvement
that
empowers
frontline
workers
to
do
this
work.
But
we
need
to
do
that
strategically
as
well.
Okay,.
G
B
We
can
do
a
lot
of
really
interesting
talking,
but
we
may
not
be
able
to
acquire
the
tools
that
we
need
so
that
procurement
strategy,
which
you
see
at
the
bottom,
just
because
it's
fairly
recent
needs
to
rapidly
accelerate
to
being
developed
an
executed
strategy
in
order
to
facilitate
all
of
the
others.
Without
it,
I
would
say
we
are
at
risk
on
on
many
of
the
items
in
the
roadmap.
So,
okay.
G
B
A
good
catch-
it
probably
should
be
up
here
because
it's
on
the
roadmap,
it's
a
roadmap
item,
so
I
think
we
can
call
it
a
strategy
because,
as
you
very
well
know,
the
development
services
transformation
includes
a
heavy
emphasis
on
process
improvement,
yeah
and
Dolan
and
Kay
ship
will
also
be
leaning
in
to
the
procurement
strategy
as
well.
We're
kind
of
putting
together
a
little
bit
of
a
strike
team,
okay
in
coordination
with
Julia,
Cooper
and
others
to
really
deep
dive
into
this,
and
it's
rapidly
becoming
a
high
priority.
Okay,.
G
B
If
you
could
go
it's
one
of
those
ones
where
it's
a
coin
toss,
it
was
really
about
the
water.
What
we
realized,
as
we
clarified
the
outcomes
of
my
sales.
A
is
most
of
it-
is
really
about
a
clean
engaged
residence
and
you
could
easily
put
it
either
place
or
both
but
part
of
the
clean
piece
related
to
some
of
the
climate's
parts.
So
it's
it's
up
for
debate
and
could
certainly
be
either
about
cool.
F
Thanks
and
there
are
just
a
couple
of
their
comments
on
process-
I
think
you're
gonna
see
in
the
second
presentation
on
the
work
workflow
at
work,
work
plan,
all
the
process,
improvements
we've
been
making
about
our
permitting
capability,
which
actually
I
think
probably
from
a
performance
perspective
or
some
of
the
biggest
leaps
we've
made
in
the
last
couple
months.
So
also,
the
broadband
strategy
would
also
include
process
improvements.
Great.
H
H
B
You're,
anticipating
our
next
section
a
little
bit
and
we'll
talk
about
kind
of
reporting,
cadence
and
how
we
actually
know
whether
these
are
on
track
or
not.
Much
of
the
second
layer
is
internal
at
this
point
and
still
somewhat
under
development,
but
there
there
is
a
next
layer
of
planning
the
next
layer
of
work
on
this
I.
H
B
Right
and
interesting
ly
just
to
go
into
that
a
little
bit,
because
it's
very
important
I
think
that
means
that
we
make
make
sure
that
the
highest
risk
and
the
highest
cost
ones
get
a
lot
of
attention.
That
may
mean
that
some
of
the
lower
cost
easier,
straightforward
items
when
we
actually
spend
a
little
bit
less
time
worrying
about
all
of
the
details
on
because
they're
they're
more
established,
but
those
big
projects
which
we
know
are
going
to
be
complicated.
They
require
a
lot
of
work.
Great.
C
E
Afternoon,
mr.
chairman,
mr.
mayor
members
and
members
of
the
public
Rob
Lloyd
I'm,
the
chief
information
officer
for
the
city
of
San
Jose,
so
this
section
actually
is
a
slice
and
goes
to
some
of
the
comments
that
and
questions
that
you've
been
raising
a
piece
and
a
foundational
piece
of
the
innovation
roadmap
has
been
the
technology
foundation
for
the
city,
and
we
talked
about
that
in
a
couple.
Different
ways.
E
First
came
from
the
San,
my
Center,
sorry
San,
Jose,
smart
city,
vision
of
2016,
where
council
said
that
information
technology
could
no
longer
serve
as
a
back
office
function
and
needed
to
step
forward
and
become
a
strategic
asset
for
the
city.
So
counsel
I
required
that
the
city
perform
an
IT
strategic
plan
and
raise
those
items
so
that
can
support
the
the
vision
items
that
were
defined
in
the
San
Jose
smart
city
vision
in
2017.
E
Then
we
came
back
to
Council
and
committee
and
Council,
and
you
approved
the
IT
strategic
plan
around
some
of
the
strategies
and
investments
that
we
need
to
make
to
make
sure
that
technology
could
serve
that
role.
So
around
the
background
that
Reggie
has
formed
as
well
as
your
questions.
What
we're
going
to
go
through
now
is
the
IT
shooter
plan,
the
status
updates
and
where
we
are
on
those
strategic
initiatives
that
we
had
defined
with
you.
So,
in
a
whole,
what
we
discovered
was
there
was
a
lot
of
from
the
assessments
and
the
analysis
work.
E
So,
if
you're
going
to
get
fit
and
change
the
game,
then
you
do
have
to
start
somewhere
and
make
sure
that
your
foundations
are
covered.
So
we
with
an
IT
Advisory
Board
of
top
executives
in
this
space
working
across
the
city
departments.
We
had
over
160
meetings
with
city
departments
we
identified
and
coalesced
around
four
main
strategies.
One
was
rebuilding
the
IT
organization
in
terms
of
the
people.
E
One
was
securing
the
city
because
we
could
see
the
portfolio
of
the
city
was
going
to
have
a
lot
more
devices,
an
exponential
increase
of
data
and
an
inability
to
plan
manage
and
handle
all
of
that
capacity.
We
also
talked
about
modernizing
and
re-platform
in
the
city
on
to
modern
technology,
so
that
we
could
get
the
kind
of
Millstone
of
old
systems
off
of
people's
necks.
E
So
we
could
focus
on
the
transformational
work
and
we
also
talked
about
the
execution
and
sustaining
of
technology,
and
we
called
out
back
then
that
we,
as
an
organization
we're
about
to
as
we
stepped
into
innovation,
see
some
places
where
we
would
down,
and
that
was
partly
because
of
the
investment
pattern
that
had
existed,
where
we
had
left
people,
skills
and
and
the
leanness
of
the
organization.
So
we
said:
how
are
we
going
to
account
for
that
and
try
to
close
those
gaps
as
much
as
possible.
E
Council
also
had
a
few
initiatives
that
it
specifically
called
out.
One
was
the
IT
strategic
plan.
One
was
a
CRM
system
that
became
my
San
Jose
and
one
was
audits
because
there
were
a
number
of
audits
to
resolve,
and
so
IT
has
been
addressing
those
with
our
peer
departments
along
the
way
have
made
major
strides
and
had
a
few
misses
as
well.
But
we
want
to
be
upfront
and
clear
about
the
active
priorities
that
we
have
right
now
running.
E
Didn't
you
work
comp
system?
We
did
my
San
Jose,
so
we've
been
actually
going
through
that
portfolio
to
get
us
to
the
state
where
we
can
then
be
more
transformative,
and
that
really
is
the
goal
is
as
we
modernize
and
get
these
items
handled,
then
we
get
to
a
state
where,
when
departments
have
ideas
where
we
have
those
partnerships
with
with
businesses,
we
can
get
to
yes
very
quickly,
commit
and
then
deliver
on
those
things.
So
in
terms
of
the
color
coding,
just
just
to
step
on
it,
we
have
dark.
Blue
is
done.
E
The
greens
are
things
that
are
in
flight
and
going
well.
The
reds
are
things
where
we
still
have
to
pay
some
attention
and
resolve,
and
the
yellows
are
where
there's
manageable
issues.
But
we
want
to
be
upfront
that
there
are
issues
with
those
projects
and
the
light
blues
are
hey,
we
didn't
think
about
these
before,
but
they
are
important
and
we
need
to
account
for
them
now
so
and
I
apologize.
Mr.
chairman
I
looked
for
a
superhero
icon,
but
my
iconography.
E
I
was
looking
for
someone
with
a
cape
or
a
shield
on
the
change
the
game
won,
but
all
I
could
do
with
some
champions.
So
this
is
the
theme
of
what
we're
trying
to
do
is
get
brilliant.
At
the
basics,
we've
identified
some
races
that
we
want
to
win
through
their
strategies.
Then
we'll
get
to
a
state
where
we
can
change
our
game
and
that's
that's
where
we
all
want
to
occupy
as
much
time
as
we
can.
E
But
there
is
some
price
to
pay
to
get
there
and,
and
the
net
result
of
this
is
that
the
city
becomes
a
platform.
So,
as
council
members,
as
you
work
with
the
community
as
departments
say,
we
need
service
improvements,
all
of
that's
connected,
it's
interoperable.
The
skills
are
where
they
need
to
be,
and
we're
not
holding
ourselves
back
in
ways
that
make
no
sense
so
on
the
bottom,
you'll
see
kind
of
those
philosophies.
A
E
So
I'll
take
the
first
a
bit,
but
I
know
that
Kip
will
have
some
input
as
well.
So
we
are,
the
main
driver
on
the
yellows
were
behind
schedule,
so
we
had
wanted
to
have
the
procurement
out.
I
had
a
goal
for
that
for
November
December.
But
what
we're
trying
to
do
with
this
is
a
very
different
type
in
endeavour
than
just
rolling
out
a
CRM
system,
so
matching
the
transformational
and
the
kind
of
the
Peak
Academy
digital
digital
services.
E
How
do
you
entry
engineer
processes
in
the
city
to
be
better
and
provide
that
higher
value
then
connect
it
with
the
technology
systems
that
we
have
the
app
the
website,
the
chat
and
the
other
mediums
that
we
have
to
communicate
with
with
the
community?
That's
taken
a
bit
longer
to
define
and
pin
down,
and-
and
so
michelle
has
has
the
lead
on
that
we've
restructured
around
that
to
feed
as
much
attention
and
resourcing
as
we
can
to
get
there.
G
B
Know
2.0
is
still
the
refinement
of
the
existing
features
and
getting
it
to
the
platform
where
we
begin
to
add
new
services.
So
we
do
have
a
backlog
of
new
services
that
we
would
look
at
adding.
But
a
lot
of
the
core
work
is
making
sure
that
the
platform
is
scaleable
and
that
the
business
processes
on
the
existing
services
are
the
best
that
they
can
be
and
that
we
have
a
way
when
we
add
a
new
service
on
both
of
integrating
into
the
technology
and
rapidly
doing
the
business
process
for
engineering.
B
G
Understood
I
mean
I,
think
we
all
expect,
there's
gonna
be
a
lot
of
updates
in
the
life
of
my
San,
Jose
and
I
know.
There's
a
lot
of
a
lot
of
challenges.
We're
working
through.
You
know
I'm
only
one
vote
at
11
here,
but
my
gut
would
say
recognize
when
we're
not
going
to
be
able
to
to
get
it
all
done.
G
I
need
that
elephant
in
one
bite
that
we
focus
on
the
stuff
that
we
think
are
the
greatest
pain
points
and
maybe
the
most
highly
valued
services
and
leave
leave
a
lot
more
for
3.0
and
4.0,
just
because
I
think
what
we
really
want
is
service.
So
we
all
regard
as
reliable
and
a
residence
with
the
artists,
reliable
and
and
effective,
and
you
know-
and
so
anyway,
I
know
you've,
you've
you're,
taking
a
lot
of
input.
I
just
thought:
I'd
throw
one
more
out
there.
G
E
We
can
in
a
couple
different
ways.
One
is
when
we
take
a
look
at
the
city
auditor's
annual
report,
part
of
its
just
capacity,
because
we
haven't
restored
the
organization
and
we
still
are
much
smaller
than
in
terms
of
technology,
staffing
and
sourcing
than
we
were
10
years
ago.
Another
is
in
terms
of
tech
debt.
What
we
run
on
and
fortunately
council
has
made
some
investments
where
we're
starting
to
resolve
the
infrastructure
layer
of
that
so
servers
systems,
networking
and
you
awarded
in
December
council-
did
of
the
replacement
of
that.
E
So
we
are
slated
to
actually
have
fresh
infrastructure
for
folks
in
terms
of
compute
in
roughly
July.
Another
piece
is
the
skills
that
we
have
in
the
organization.
A
lot
of
our
skilling
is
circa,
2007,
2010,
and
so
we
have
to
as
we
adopt
these
technologies
and
why
the
Small
Wonders
actually
is
very
beneficial
as
you
learn
as
you
go,
but
we
have
a
lot
of
gap
as
we
try
to
keep
everything
running.
B
So
if
anybody
has
a
teenager
or
knows
a
teenager
who
videogames
imagine
telling
them
to
work
on
a
2004
box
for
their
video
game
and
they
would
they
would
laugh
at
you,
and
yet
we
find
ourselves
in
some
similar
situations.
So
it's
it's
a
combination,
it's
it's
all
of
those
refreshes
and
resets
that
we
have
to
do
to
pay
down
that
tech
debt
and
it's
not
insignificant
in
cost
and
I.
B
Think
there
will
also
need
to
be
some
structural
elements
to
it,
because
we
haven't
necessarily
created
the
ongoing
investments
to
do
that,
because
it's
not
we
refresh
it
now
when
we
never
do
it
again.
Is
it
it's
an
iterative,
ongoing
piece?
And
so
again,
all
of
that
will
be
part
of
the
larger
budget
dialogue,
but
we
want
to
be
kind
of
sound
sound.
The
note
that
this
is
significant
and
important
to
achieving
where
we
want
to
go.
E
Some
of
that
comes
from
the
questions
that
counsel
in
the
committee
has
asked
so
structurally
as
we
address
those
tech
debt
issues.
How
do
we
do
those
citywide
rather
than
in
pieces,
the
organization,
but
the
analog
I
would
give.
You
is
in
some
places
we're
trying
to
play
fortnight
on
an
Atari
and
it
just
doesn't
work,
and
so
we
do
have
to
get
to
a
place
where,
as
demands
of
the
city
are
there
we've
planned
for
them,
we've
accounted
for
them.
E
E
G
E
G
G
E
So
it
is
wise
when
you
have
investments
like
bridges
and
roads,
that
you
also
account
for
the
replacement
of
them
at
the
engineered
life
end
of
engineered
life,
and
we
don't
have
one.
It's
just
not
been
fundable,
but
we
put
it
up
there
because
it's
the
right
thing
to
do
and
if
we
can
figure
out
a
way
we
should
start
putting
money
away
for
those
major
systems.
We
know
have
to
be
replaced
and
maintained.
Okay,.
G
E
A
H
Thank
you
cheer.
One
quick
comment
on
my
cells.
A
2.0
I
agree
with
everyone
that
we
should
focus
our
energies
on
the
priorities
of
our
residents,
but
we
also
have
to
make
sure
that
whatever
we
focus
on
can
be
supported
on
the
backend,
because
one
of
the
things
I
don't
want
to
have
is
a
level
of
expectations
from
our
residents
that
once
they
submit
something
through
my
San
Jose
that
it's
gonna
work
and
work
seamlessly
and
then
my
other
question
is
on
the
financial
system.
H
E
E
And
there
are,
there
is
an
upgrade
that
actually
is
going
extremely
well
right
now,
with
the
finance
department
and
and
the
user
departments.
But
what
that
does
is
just
makes
the
the
old
system
work
a
bit
longer.
There
is
another
conversation
to
be
had
is
how
do
you
replace
that
and
get
a
modern
finance
system
that
gives
you
the
access
tools,
records,
search,
kind
of
reduce
the
manual
workloads
that
might
be
typical.
B
B
We're
pulling
that
in
from
the
longer
term,
into
the
near
term,
I
believe
that
as
one
of
the
mission-critical
items
that
we
need
to
address,
the
upgrade
which
is
legitimately
in
green,
gets
us
comfortably
into
the
2000s.
It
does
not
get
us
into
a
modern
platform
that
we
want
managing
the
complex
finances
of
the
city
to
to
to
credit
of
everybody.
There
they've
managed
to
make
it
work
its
structural
and
sustainable,
but
it
is
not.
It
is
not
where
we
need
to
be.
B
It
is
not
where
we
should
be
so
we'll
be
coming
to
you
with.
With
that
larger
conversation,
and
that's
one
of
those,
as
you
mentioned
earlier,
there's
some
of
these
big
lift
projects
that
are
super
complicated.
This
will
be
one
of
those
every
single
department
and
the
city
is
touched
by
it
and
all
of
the
dollars
that
we
manage
in
all
of
our
budgets
the
billions
of
dollars
flow
through
that
system.
H
B
You
know,
talk
is
cheap.
The
proof
is
in
the
pudding,
we're
coming
back
to
the
ad
hoc
Development
Services
Committee,
where
some
of
you
sit
in
April
and
we
have
a
very
clear
set
of
objectives
and
key
results
defined
for
quarter
1
of
2019
and
all
of
those
are
measurable
and
are
being
measured
and
we'll
come
back
with
that
clear
report
card
and
at
that
point,
I
would
feel
comfortable
moving
that
out
of
the
red.
If
the
report
card
says
so,
but
I
would
agree
with
you,
it's
pretty
much
in
the
red
right
now.
B
A
H
C
C
So
why
is
it
important
to
prioritize?
Ideally,
we
would
want
to
track
all
the
projects
identified
on
the
roadmap.
However,
it
will
be
difficult
to
track
over
160
projects,
so
we
were
able
to
consolidate
some
of
these
projects
into
categories
for
ease
in
future
reporting
and
management.
So
what
we
did
was
we
collaborated
with
all
the
departments
on
how
to
normalize
an
approach
to
prioritize
these
projects.
What
you
see
before
you
are
the
three
criteria
used
to
prioritize,
which
is
impact,
risk
and
difficulty
or
easy
to
implement
within
each
of
these
criteria.
C
There
were
a
few
questions
that
we
helped
that
were
used
to
help
the
departments
to
rate
whether
it's
a
high,
medium
or
low
for
each
project
identified
on
the
smart
city
roadmap
2.0,
specifically
for
impact
the
questions
we
asked
were
the
number
of
projects
at
impacts,
community
benefit
or
I'm.
Sorry,
the
number
of
people
it
impacts
is
the
community
benefit
the
impact
on
Department
our
operational
capabilities,
that's
the
operational
improvements
or
reduce
the
cost,
or
for
the
overall
benefit
or
increase
revenue,
which
is
the
efficiency
and
the
effectiveness
for
the
risk.
C
We
asked:
what
is
the
risk
of
not
doing
it,
so
that's
our
opportunity
cost
and
what
is
the
risk
doing
it,
but
then
not
doing
it
right.
So
that's
the
scalability
and
the
last
for
the
difficulty
and
ease
to
implement
how
many
departments
or
vendors
are
required
to
partner
and
that
gets
into
the
complexity
of
the
project
and
has
this
ever
been
done
before?
Are
we
trial
Blazers,
and
so
that's
one
of
the
uniqueness
of
it?
C
So
if
any
of
these
questions
we
for
each
of
these
questions,
if
any
of
them
were
answered,
yes,
basically
it
was
identified
as
all
three
of
them
were
answered.
Yes
to
clarify
it,
they
were
identified
as
a
high
priority
project,
and
basically
it
really.
The
whole
goal
of
this
is
to
make
sure
that
we
can
focus
on
influencing
outcomes.
C
So
through
this
effort,
we
have
identified
a
total
of
38
high
priority
projects
that
are
in
progress.
One
clarification
that
I
do
want
to
note
is
that
access
Eastside
project
was
combined
with
the
community
Wi-Fi
strategy.
However,
we
recognize
the
importance
of
this
project
and
it
should
be
kept
separate
for
future
reporting
purposes.
Also,
I
do
want
to
note
that
the
department's
not
only
prioritize
the
projects
that
are
in
process,
but
also
they
prioritize
23
projects
that
are
identified
in
the
initiating
column.
C
So
the
very
much
so
the
importance
of
really
recognizing
the
importance
of
prioritizing
all
these
projects.
The
the
projects
that
are
identified
in
the
initiating
column
do
require
the
normal
budgeting
and
council
approval
process.
So
you
know
those
those
are
yet
to
be.
You
know
initiated
so
just
for
your
reference
for
your
public
viewing.
We
are
going
to
be
showing
the
next
two
slides
on
the
high
priority
project
so
flip
to
the
next
one
and
then
slide
19
and
20.
C
Will
be
shown
on
the
screens
for
the
public
and
then
also
for
members
of
the
committee.
We
did
provide
a
handout
of
the
same
slide
just
so
it's
easier
for
you
to
see
so
on
slide,
19,
the
or
page
19.
The
slide
shows
a
high
priority
projects
for
the
IT
roadmap,
the
user
friendly
and
the
equity
themes
and
then
on
slide
20,
which
is
the
right
for
the
member
of
members
of
the
public,
show
the
high
priority
projects
that
have
been
identified
for
the
smart
infrastructure.
The
smart
mobility,
safe
city
ends
climate,
smart
themes.
B
So
again,
bottom
line
here.
This
is
our
attempt
to
identify
what
are
the
projects
that
will
result
in
innovation
at
scale
that
we
need
to
be
responsible
for
driving.
There
are
still
other
things
that
the
organization
is
doing
that
are
innovative
and
valuable,
but
in
terms
of
centralized
focus
of
the
city
manager's
office
and
making
sure
that
these
get
driven
as
high
priorities.
We
have
suggested
this
is
the
list.
A
G
Appreciate
all
the
work
that
must
have
gone
into
creating
this
you
know
been
updating
all
along
what
catches
my
eyes.
Just
in
the
infrastructure.
Mobility
space
seem
to
be
a
large
number
there
in
the
initiate
initiating
phase.
Not
yet
in
progress
with
autonomous
vehicles,
for
example,
we
we
were
already
underway
on
a
pilot
with
Mercedes.
F
C
G
F
G
F
B
G
Great,
thank
you
and
then
a
couple.
These
items
I
know
we've.
We've
we've
certainly
been
discussing
them
for
a
while
I'm
thinking
about,
for
example,
the
two
verizon
projects,
the
vehicle
fleet,
telematics
and
the
traffic
data
service.
I
live
kind
of
curious
is
what
do
we
think
is
is
holding
us
back
and
some
of
those
spaces.
F
So
on
the
traffic
data
services,
I
think
that
there
was
an
assumption
that
when
we
actually
sign
the
agreements
with
the
telecoms
that
we
had
signed
the
smart
city
solutions
agreements,
what
we
did
was
D
couple
those
and
said
we
signed
the
agreement
to
begin
the
infrastructure
deployment.
But
we
gave
ourselves
in
other
90
days
to
negotiate
the
the
smart
city
solution,
so
the
Verizon
TDS
is
on
schedule
to
be
signed
in
a
couple
weeks.
Great,
it's
just
a
matter
of
all
the
scope
has
been
identified,
mutually
agreed.
F
Then
we
have
the
second
phase,
which
was
with
Verizon's
contribution,
scaling
that
up
to
several
thousand
vehicles,
so
they
broke
it
up
into
two
phases
and
the
phase
two
hadn't
been
hasn't
been
signed.
Yet
it's
in
the
similar
state,
where
we're
waiting
for
the
final
signature.
So
again,
that's
why
that
showed
up
and
initiating,
as
opposed
to
in
progress,
because
we
got
to
get
the
signature
done,
got
it.
Okay,.
G
Great
and
then
just
a
question
just
about
the
process
kind
of
curious
of
how
projects
get
here,
I
know
they
bubble
up
from
their
apartments
and
so
forth,
but
if
you've
got
an
example
of
a
technology
that
you're
using
today,
let
me
just
take
one
example
that
remember,
as
part
of
a
recent
discussion
license
plate
readers,
police
departments
use
in
several
of
them
today
we
use
them
for
identifying
stolen
vehicles
and
I
have
been
told,
and
since
we've
had
obviously
a
significant
increase
in
auto
thefts
and
auto
burglaries.
It's
a
big
concern.
G
G
B
Where
you'd
see
something
like
that
emerges
within
the
safe
city
strategy
and
we
are
collaborating
with
both
police
fire
and
emergency
management,
so
we're
a
little
bit
farther
back
on
that.
There
are
a
number
of
projects
and
we've
done
an
update
to
both
this
committee
and
and
his
fizz,
my
favorite
name
Committee
on
those,
but
that's
something
that
we
would
work
with
police
or
whoever
on
in
the
framework
of
the
safe
city
strategy.
B
So
we
would
do
that
kind
of
sorting
mechanism
in
collaboration
with
the
police
department,
but
we
would
be
very
open
to
adding
things
like
like
that
or
other
technologies
to
the
roadmap,
as
we
define
that
safe
city
strategy,
which
we
have
a
hopefully
a
fuse.
Fellow
coming
on
board.
To
help
us
with
to
do
great.
G
H
B
I
think
I
think
we're
gonna
see
a
next
iteration
already
in
the
roadmap.
We've
talked
about
internally,
which
is
once
we
get.
This
is
this:
is
the
right
set?
We're
gonna
do
a
bit
of
a
stack,
ranking
and
prioritization,
and
then
you'll
hear
more
about
this
in
the
cadence,
but
basically
what
we
then
do
is
we
operationalize
the
execution?
We
have
a
regular
meeting
with
with
the
the
teams
on
these.
They
do
a
readout.
We
do
a
deep
dive
into
any
issues,
problems
of
Road
black
blocks
and
we
prioritize
that
cadence
based
on
two
things.
H
I
H
Then
just
quick
question-
and
this
involves
the
privacy
strategy
and
I-
know
that
one
item
came
up
just
fairly
recently
like
the
writ
registry,
and
there
were
questions
that
were
brought
up
about
the
privacy
once
we
develop
a
privacy
strategy
and
policy
would
that
be
all
income
scene
to
encompass
things
like
a
registry
or
other
items
that
are
on
the
roadmap?
Yes,.
B
A
B
Know
that's
kind
of
the
good
news
about
a
city.
That's
this
big
in
this
diverse
with
so
many
talented
people.
Is
that
there's
always
something
going
on
that
you
don't
know
about
in
the
city
manager's
office?
Sometimes
it's
a
bad
thing,
and
sometimes
that's
a
good
thing
with
innovation.
It's
a
good
thing
and
part
of
what
we
want
to
do
is
not
say
hey.
You
have
to
be
on
this
list
to
innovate.
B
So
if,
if
Ramses
Madhu
is,
is
going
off
and
doing
something
super
cool
and
do
tea
that
doesn't
happen
to
be
on
the
list,
we're
all
supportive
of
that
and
we
we
don't,
expect
this
to
be
a
comprehensive
list.
What
we
wanted
to
be
a
comprehensive
list
of
are
what
are
the
at
scale
projects
that
we
need
to
drive
that
are
complicated
and
beyond
business
as
usual,
if
there's
lots
of
small-scale
cool
innovation,
so
be
it
just
double
down
on
that
and
we
will
try
to
stay
out
of
your
way
all.
C
C
So
here's
a
closer
look
at
the
process
of
the
Small
Wonders
pipeline.
The
process
is
comprised
of
a
three-phased
approach,
as
shown
on
the
top
bar
conceptualizing
executing
and
celebrating
in
accordance
to
agile
framework.
This
is
similar
to
a
Kanban
approach,
which
means
in
Japanese
signboard
and
that
refers
to
visualizing
the
flow
of
work.
Overall,
the
process
allows
for
visibility,
structure
to
analysis
and
decision-making
collaboration
and
transparency.
C
What
we
learn
through
this
evaluation
process
is
that
we
recognize
that
we
do
need
to
keep
a
track
of
the
backlog
and,
as
noted
on
the
top
left
of
the
Small
Wonders
pipeline
and
how
it
goes
through
the
process,
these
will
be
vetted
out
on
a
regular
basis
by
both
a
city
managers.
Innovation
team,
and
also
the
mayor's
office
of
technology
and
innovation
team.
Also
not
all
ideas,
may
meet
the
rating
criteria
that
I'll
discuss
in
the
next
slide.
So
we'll
maintain
a
list
of
these
deprioritized
projects,
so
that
could
be
reevaluated
in
the
future.
C
Does
it
get
us
ready
for
the
future
and
what
you
see
before
you
is
a
thirty
thoroughly
vetted
out
approach,
with
the
support
of
both
the
mayor's
office
of
technology
and
innovation
in
the
Civic
innovation
team
and
how
we
intend
to
identify
viable
projects
into
the
small
wonders
pipeline.
So
here's
a
math
equation
down
there,
so
we
use
a
prior
to
prioritization
technique
to
sequence.
C
If
we
do
not
do
that
project,
basically
an
opportunity
cost
and
that's
what
we've
shown
on
this
slide
is
the
cost
to
delay.
The
next
piece
of
that
equation
is
a
job
duration,
which
is
basically
how
long
does
it
take
us
to
do
this
project
and
dividing
these
two
numbers
will
give
us
a
ratio.
That
is
what
we
are
calling
the
weighted
job
shortest
job
first
and
essentially,
what
that
does.
Is
it
objectively
prioritizes
each
of
these
projects
with
the
end
result
giving
us
the
quickest
return
or
the
biggest
bang
for
our
buck?
So.
C
C
But
in
all
seriousness,
we
did
formally
go
through
an
event,
an
evaluation
of
28
potential,
small,
wonder
projects,
and
we
realized
that
about.
60%
of
these
projects
were
either
in
the
executing
phase,
which
you
see
in
that
light,
blue
shade,
and
also
some
there
are
projects
that
are
identified
in
the
celebrating
column
that
are
close
to
completion.
The
project's
identified
in
the
conceptualizing
column
is
where
we
will
seek
department
support
in
delivering
these
small
wonder
projects.
C
B
F
Interrupt
your
chair
and
I
talked
about
this.
If
you
look
at
that
backlog,
the
fact
we
have
a
backlog
and
we
can
analyze
it
is
itself-
is
starting
to
be
innovative
and
data-driven,
and
one
of
the
aha
that
came
up
from
me
in
the
last
couple
weeks
is
looking
at.
This
is
right.
Now
the
vendors
are
approaching.
F
How
we're
going
to
manage
the
electricity
so
in
itself,
creating
the
small
wonder
pipeline
created
a
small
wonder
which
in
a
realization,
which
is
that
we
need
to
focus
more
on
our
IOT
policies
in
this
area.
So
before
we
got
off
the
slides
want
to
point
out
that
it's
it's
it's
great
for
the
city
just
to
have
this
backlog
that
we
can
analyze
every
two
weeks
and
we'll
begin
to
see
the
trends
recognize
the
patterns
and
begin
to
develop
some
insights,
which
is,
we
need
to
work
more
on
our
policies.
C
Thank
you,
and,
and
also
you
know,
recognizing
that
some
of
these
ideas
that
have
been
vetted
out
through
our
criteria
process.
You
know
we
do
want
to
keep
a
list
of
all
what
have
been
D
prioritize,
because
maybe
there
might
be
an
opportunity
later
that
these
ideas
could
be
implemented
for
the
future.
C
H
F
F
Once
we
have
that
policy
in
place,
we
there's
several
options
we
can
go
through.
We
can.
We
can
go
through
a
small
wonders
pipeline
and
if
it
comes
up
to
the
top,
we
can
move
forward
with
that.
It
can
also
be
under
a
demonstration
policy
agreement
and
it
could
just
be
a
pilot
within
our
with
our
existing
departments,
like
we're
doing
with
AT&T
and
Verizon,
so
multiple
channels
to
move
quickly
on
it.
C
G
That
I,
just
thank
you
just
first
I
just
want
to
you,
know,
looking
at
the
criteria.
I
really
appreciate
the
inclusion
of
get
ready
for
the
future
as
a
criterion.
Is
that
I
think
it's
really
important
this
before
word
leaning
work
since
as
small
wonders,
these
are
things
that
you
know,
we'd
be
taking
bigger
risks
on
and
I.
Think
that's
great.
G
Just
on
the
IOT
space
really
appreciate
your
comments.
Dolan
has
there
been
some
thought
for
lack
of
better
term
right
now?
This
wouldn't
be
a
popular
one.
You
use
in
a
government
context,
but
a
pay-to-play
approach.
It
says
if
a
company
wants
to
pay
for
the
additional
power
that's
needed
to
the
pole
and
the
additional
workload
they
can
test
it
on
our
poles
and
if
they
don't
want
to
pay
for
all
that
stuff,
then
we
don't
the
bandwidth
kind
of
thing.
I
F
Mean
in
the
demonstration
policy
agreement,
it's
basically
if
it's
zero
cost
to
the
city,
so
we've
learned
through
Tara
graph
and
and
Eastside
and
and
our
small
cells
pretty
much
what
the
cot,
how
we
have
to
cost
that
out,
and
we
request
that
and
we
rush
so
we're
learning
that
just
the
project
management
of
some
of
those
pilots
also
needs
to
be
added
into
the
cost.
So
so
yeah
that's
pretty
much
the
way
we
we
we
are
approaching
this,
which
is
we
bundle.
F
We
make
sure
we're
addressing
the
cost
of
attaching
to
the
pole
and
expect,
especially
from
a
pilot
perspective
where
the
the
technology
ferns
are
learning
in
a
real
urban
setting
that
that's
the
benefit
they
get
out
of
that
and
the
benefit
we
get
out
of
that
is
experimenting
with
a
potentially
scalable
scalable
product.
The
short
answer
is
yes:
that's
our
demonstration
policy
agreement
and
we've
recognized
that
we
need
to
upgrade
that
demonstration
policy,
which
in
retrospect
was
probably
something
we'll
we'll
certainly
bundle
into
some
of
our
procurement
work
in
terms.
G
Of
the
cost
that
we
would
charge
someone
for
using
the
pole,
I'm
just
thinking
about
what's
fine
out
here,
one
is
the
power
right
and
some
poles
don't
have
the
capacity
to
provide
power
for
more
stuff.
I
guess
the
other
might
be
interruption
of
signals
or
non
compatibility
of
devices.
Is
that
right,
correct.
B
And
structural
there's
only
so
much
you
can
put
on
it
to
be
safe
and
then
there's
aesthetics,
design,
there's
only
so
much
you
can
put
on
it
and
not
be
ugly.
So
we,
those
are
all
the
limiting
factors
and
sort
of
what
we
would
think
about
bundling
again
and
why
we
need
a
more
comprehensive.
Both
set
of
policies
and
design
standards
beyond
small
cells
got.
G
F
Well,
I
think
that
there's
two
separate
values,
certainly
in
the
small
cell
space
people,
have
figured
out
what
they're
worth
and
I
think
our
city
is
kind
of
leading
the
way
in
making
that
happen.
When
it
comes
to
IOT
devices,
I'm,
it's
pretty
safe
to
say,
I,
don't
think
any
cities
actually
achieve
scale
in
IOT
devices
I
mean
the
landscape
is
starting
to
become
more
and
more
apparent
that
these
are
small
pilots
yeah
that
have
done
for
free
or
done.
F
You
know
at
the
cost
of
the
vendor,
and
so
I
think
part
of
our
policy
work
will
look
at
that
and
figure.
What
the
value
of
the
pole
is
when
these
are
really
smaller
wireless
devices,
as
opposed
to
as
opposed
to
the
the
small
cells.
Something
else
is
battery
life
increases
power
may
not
be
as
much
of
an
issue
in
IOT
devices,
because
the
power
the
batteries
are
getting
better
and
better
thanks
to
people
in
our
backyard
and
the
devices
are
getting
low
and
lower
and
lower
on
the
power
drain
right.
F
That's
some
of
the
low
power
wide
area
technologies
that
you're
seeing
come
out
like
LTE
cat
em,
which
is
just
a
little
power
drain.
So
that's
what
we
have
to
look
at
is
we
kind
of
have
to
look
look
forward
and
and,
and
things
like
power
may
not
be
as
much
of
an
issue,
but
the
privacy
and
the
structural
and
the
beauty
of
our
octupole
is
also
something
we'll
continue
to
keep
in
mind.
Okay,
in.
B
Terms
of
sort
of
evolution
of
the
market
and
maturity,
I'd,
say
we're
a
couple
of
years
behind
we're
small
cells,
so
we're
kind
of
where
we
were
a
couple
years
ago
with
small
cells.
We
know
it's
coming,
we
know
our
poles
are
valuable,
but
exactly
how
much
and
how
to
do
this?
We
still
have
to
figure
that
out.
Yeah.
F
Ratcheting
one
other
point
that
was
worth
making
here
is
that
there
been
discussions
about
being
technology
centric.
If
you
look
at
the
executing
column
and
you
look
the
final
four
projects
which
are
stur
projects,
those
are
actually
all
process
improvements
and
so
they're
not-it's,
not
technology.
It's
actually
looking
at
a
challenge.
A
particular
department
had
around
disaster
relief
or
the
asset
management
for
affordable
housing
or
or
tools,
but
processes
around
how
to
use
the
tools
or
probably
to
me
that
you
know
the
street
banners,
which
is
some
of
the
least
you
know,
technology
specific.
F
These
are
all
process
improvement,
so
I
think
the
concept
that
these
are
all
technology
projects
is
actually
not
true,
we're
looking
across
people
and
process
and
technology
and
for
those
stur
projects.
We
all
departments
all
identified
process
improvements
where
we
brought
in
pre-qualified
entrepreneurs
from
the
from
our
tech
industry
and
surrounding
industry,
to
look
at
process
improvements
to
make.
C
Until
one
I
do
want
to
add
to
the
with
the
stir,
it
is
very
focused
on
our
startups,
so
it
does
create
a
good
space
for
opportunities
with
those
emerging
companies
and
then
also
these
projects.
Do
you
focus
on
customer
benefit?
You
know,
so
it
does
really
look
outward
as
well.
So
thank
you
so
understanding
the
workload
will
be
increasing
as
we
get
ready
for
the
future.
C
We
have
a
proposal
on
how
we
plan
to
execute
our
Small
Wonders
pipeline,
so
we
have
been
extremely
successful
in
building
our
ecosystem
by
partnering,
with
private
companies,
universities,
foundations
and
nonprofits,
like
fuse
fellow
and
encore
with
hiring.
As
you
can
see,
one
example
in
our
Dyess
and
securing
the
outside
talent
to
help
us
guide
city
towards
innovation,.
C
C
So
we
propose
the
development
of
a
new
program
called
the
innovators
Academy.
It
will
help
foster
a
new
generation
of
leaders
with
an
innovative
mindset,
promote
cultural
change
towards
embracing
innovation
and
help
strengthen
our
partnership
with
the
tech
industry,
so
that
our
city
can
continue
to
be
the
Living
Lab
for
future
innovation.
We
did
have
an
opportunity
to
present
this
concept
to
the
city
department,
leadership
in
January,
and
they
were
just
so
energized
to
hear
this,
and
also
they
just
supported
the
idea.
C
So
the
initial
phase
will
be
an
application
process
open
to
full-time
city,
salaried
and
benefited
employees.
With
a
minimum
of
six
months
of
city
experience,
their
requirements
for
selection
will
include
interests
their
interest,
current
skillsets
and
ability
to
balance
between
existing
workload
and
Small
Wonders
commitment.
The
selected
applicants
will
be
required
to
commit
to
about
four
six
hours
a
week
in
addition
to
fulfilling
their
work
obligations
in
order
to
participate
in
the
program
and
will
require
a
supervisor
or
department
sponsorship
for
approval.
C
The
innovators
Academy
will
be
held
over
the
nine
months
to
twelve
month
periods.
So
long,
the
periods
of
the
Small
Wonders
project
and
the
initial
testing
phase
would
involve
a
minimum
of
two
to
three
projects
and
identify
about
eight
to
twelve
applicants
who
will
work
in
cross,
departmental
teams.
C
So
in
completion
of
the
Academy,
the
teams
will
have
the
opportunity
to
present
the
small
wonder
project
to
the
committee
and
network
with
city
leaders
last
fall.
We
did
have
an
opportunity
for
two
of
our
Department
of
Transportation
staff
was
hone,
win
and
Wilson
Tam,
who
presented
their
innovation
projects,
the
CVP
and
the
urban
logic
and
to
the
committee,
and
they
were
so
enthused
to
just
sit
up
here
and
tell
their
story,
and
so
opportunities
like.
That
is
what
we
want
to
give
for
this
future
leadership.
Yeah.
F
Just
just
interrupt
for
a
couple
seconds
here
so
see:
EVP
is
our
emergency
vehicle
preemption
project
to
make
sure
that
we
don't
get
into
acronym
land
here
in
writing.
I
think
the
other
thing
that
the
word
capstone
was
used
many
times
and
I,
don't
know
why
we
didn't
address
it.
So
the
idea
here
is,
is
that
you
you
go
through
this
innovators
Academy
and
you
learn
new
skills
and
how
to
actually
deal
with
some
of
these
new
technologies
and
approaches
and
new
technologies.
F
F
Is
that
it's
it's
educating
our
people
powering
them
getting
ready
for
the
future,
but
it's
building
that
capacity
to
actually
do
the
small
wonder
project,
because,
right
now
the
existing
staff
are
focused
on
the
big
rocks
right
and
that's
and
focusing
on
a
big
rock
and
then
switching
to
a
small
wonder
is
a
very
difficult
context
which
and
that's
kind
of
what
we've
seen
over
the
last
couple
months
and
in
years
with
our
weather,
our
demonstration
pilot
projects.
So
this
idea
was
to
separate
the
small
wonders
from
the
big
rocks.
C
Being
stolen,
so
our
next
steps
will
be
the
following:
collaborate
with
the
human
resources
department
and
the
innovation
team
to
develop
a
work
plan
before
March
2019.
We
will
pilot
potential
courses
to
test
by
the
end
of
spring
or
early
summer
of
2019.
We
do
want
to
go
through
a
selection
process
of
potential
candidates
by
August,
2
to
9,
2019
and
we'll
begin
the
Academy
in
the
fall
of
2018.
C
So
I
will
continue
with
the
the
last
piece
of
the
presentation
with
regards
to
the
project
reporting,
and
so,
given
that
we
are
close
to
40,
high-priority
projects
that
are
currently
identified
that
are
in
progress.
We
recognize
there
is
a
need
for
accountability.
So
what
you
all
raised
for
the
IT
roadmap
and
the
big
rocks
internally
within
the
civic
innovation
team,
we
will
seek
stoplight
status,
update
for
the
departments
on
a
monthly
basis,
so
that
we
can
report
out
to
the
committee
starting
in
March
and
then.
C
In
addition,
we
will
request
departments
to
provide
a
detailed
status
update
within
the
civic
innovation
team
on
a
monthly
basis
for
the
IT
roadmap
and
then
a
biannual
or
annual
basis,
depending
upon
how
many
each
department
is
managing
for
the
Small
Wonders
pipeline.
Both
the
innovation
team
and
the
mayor's
office
of
technology
and
innovation
teams
will
be
meeting
bi-weekly
to
address
the
number
of
projects
that
have
been
identified
in
the
backlog
and
continually
vet
those
up
by
by
week,
sorry
by
monthly
bi-weekly.
C
Okay
for
the
committee,
we
are
recommending
to
present
verbal
update
on
the
IT
roadmap
on
a
quarterly
basis
and
on
a
monthly
basis,
we'll
provide
an
update
on
the
big
rocks
project.
One
hi
one
priority,
then,
for
the
the
Small
Wonders
one
project
on
a
monthly
basis.
We
plan
to
update
the
IT
roadmap
and
the
big
rocks
every
six
months
and
the
Small
Wonders
projects
every
three
months.
So
this
concludes
my
portion
of
the
presentation.
G
I
just
wanted
to
say
how
thrilled
I
am
I,
think
I
love
the
concept
of
the
innovator,
Khadem
and
he's
fantastic
that
we're
creating
space
for
people
to
really
grow
into
that
role
and
take
it
on
my
suggestion
would
just
be
that
we
would
make
it
explicit
than
addition
to
the
project
reporting
and
you
know,
sort
of
the
draw.
We
know
we
don't
have
a
bunch
of
money
to
throw
at
people
we
wish
we
did,
but
certainly
recognition
is
really
important
and
I
know.
G
I
know
we
do
that
in
different
ways
to
our
departments,
but
you
know
as
I
think,
for
example,
about
the
vehicle
preemption
initiative
that
folks
work,
darling,
that's
gonna
save
lives,
that's
something
we
should
be
is
screaming
about
in
the
media,
because
the
public
deserves
to
know
and
they
should
be
impressed
and
they
should
know
about
the
good
work
that
we're
doing
and
so
I
would
just
say.
I.
Think
media
should
be
explicitly
in
this,
so
that
individual
employees
have
really
can
feel
the
pride
of
their
work.
G
H
C
H
Days,
I
also
think
it's
a
great
opportunity,
for
you
know.
We
talked
about
recognition,
I
think
it's
also
a
great
opportunity
to
focus
on
retention.
We
have
a
lot
of
really
smart
in
the
different
departments
that
would
just
love
to
have
this
kind
of
opportunity
to
advance
their
career
to
get
exposure
to
new
and
cool
and
fun
stuff
yeah.
So
I
think
you
know
as
we
implement
this,
we
should
think
of
it
as
a
retention
and
growth
and
development
strategy
as
well.
So
it's
really
really
exciting
stuff.
So
thank
you
for
it.
C
C
A
But
it
seems
like
this:
this
roadmap
is
it's
more.
It's
growing
to
be
more
than
just
a
road
map.
Now
at
first
it
was
just
kind
of
keeping
track
and
keeping
tabs
of
things
and
now
we're
being
proactive,
which
is
great,
but
it
leads
me
to
the
question
of:
are
you
guys
adequately
staffed
to
take
on
this
extra
work?
That's.
F
If
I
looked
at
another
company,
you'd
have
probably
a
program
office
of
six
to
ten
people
that
are
looking
across
all
the
projects
across
you
know
the
divisions
and
and
and
tracking
them,
and
helping
manage
for
success
and
identifying
when,
when
it,
when
is
a
green
project,
really
an
orange
project,
and
so
right
now
we've
got
Reggie
across
the
entire
city
right
and
we've
already
seen,
projects
that
were
reported
as
green
and
they
quickly
went
to
yellow
then
pretty
soon
we
found
they
were
red
right,
so
part
of
the
converse.
So
my
answer
is
bluntly.
F
F
This
is
the
we
stretched
out
the
cadence
reasonably
possible
that
Reggie
can
do
it,
but
I
think
that
we'll
still
we're
gonna
find
very
quickly,
as
the
number
of
small
wonders
increase,
that
we
actually
need
to
project
managers,
a
big
rocks,
project
manager
and
Reggie's
great
for
that,
because
she
spent
decades
and
works,
and
then
we're
also
looking
for
someone
on
small
wonders
that
can
just
focus
on
that
and
get
get
those
through
the
pipeline
as
well.
Great
great
question.
Thanks.
J
J
If
we,
if
we
connect
them
with
the
tech
industry,
I'm
a
little
bit
concerned,
we're
gonna,
train
them
real
well
and
then
lose
them.
So
if
there's
anything,
we
can
do
to
have
that
off
at
the
pass.
I
would
really
appreciate
your
thoughts
on
that,
because
I
think
this
is
awesome,
but
we
want
them
to
stay.
Then,
if
we're
gonna,
train
them
and
that's
I
know
it's
everybody's
dilemma,
but
that
was
that
was
my
first
thought
and
then
I
thought
I
shouldn't
be
so
pessimistic
like
trying
to
be
realistic
about
it.
No.
B
And
what
you
have
is
you
have
these
people
connected
to
each
other
across
departments
and
then
they
should
rise
rapidly
in
the
organization,
and
so
if
we
can
demonstrate
that
over
the
course
of
the
next
several
years,
that
not
only
is
this
a
cool
thing
to
do
and
get
skills,
but
we
can
recognize
and
reward
that
in
meaningful
ways.
By
giving
you
increasing
responsibilities
and
increasing
pay,
then
then
we
have
the
opportunity
to
to
retain
people
or
have
them
come
back
after
they
take
a
little
surge.
So
turnout
thank.
J
You
yeah
I
think
that's
really
important,
because
this
is
the
way
we
seed
the
culture
change
in
in
the
city
in
the
tower,
and
so
that's
why
I
was
concerned
about
about
losing
them.
We
we
don't
want
the
culture
to
perpetuate.
We
want
the
innovators
to
perpetuate
and
in
stay
and
then
in
terms
of
the
the
project
reporting.
I
just
want
to
thank
you
for
laying
it
out.
J
F
You
yeah,
yes,
thank
you.
We're
kidding
the
slide
allah
and
council
member
Davis,
I.
Think
a
couple
other
things
on
your
previous
topic.
First
of
all,
I
wanted
to
thank
Kelly,
Parmalee
and
Jennifer.
Shimmery
who've
been
very
supportive
of
this
effort.
It
was
a
you
know,
radical
change
and
we
kind
of
threaded
lightly
to
make
sure
that
was.
It
was
gonna
fit
in
with
the
rest
of
their
programs
and
projects,
and
they
fully
embraced
it.
So
we're
excited
about
that.
The
second
thing
is
we
envision.
F
C
C
B
It
again,
we
propose
that
this
is
the
roadmap
2.0
that
would
guide
us
for
the
next.
Eight
12
18
to
24
months
will
have
the
opportunity
to
revise
on
the
cadence
and
we'll
be
reporting
out
regularly.
You'll
see
three
things
that
happen
over
that
period
of
time.
We
will
be
brilliant
at
the
basics.
We
will
be
executing
at
scale
on
these
big
rocks
and
we
will
be
discovering
these
small
wonders
and
developing
our
Jedi
Network
as
we
go.
A
D
You
this
was
very
informative
today,
I'll
be
interested
to
talk
and
learn
more
about
the
academy
ideas
in
the
future
in
questions
about
cybersecurity,
Santa,
Clara,
County
surveillance,
tech
ordinance
naturally
has
very
clear,
good,
beginning
ideas
written
into
this
now
open
public
process
with
data
collection,
privacy
and
cybersecurity.
Please
have
a
process
that
can
allow
an
everyday
person
to
be
able
to
ask
how
these
practices
can
work
and
how
an
everyday
person
can
be
allowed
openings
to
continue
to
ask
questions
of
cybersecurity.
I
don't
want
to
be
excluded.
D
If
we
go
to
war
again,
I
want
our
good
democratic
products
practices
in
place.
Please
rely
on
the
work
of
supervisor
Jo
soo
million,
who
was
working
on
the
future
of
cybersecurity
issues
as
well,
and
please
remember
the
work
of
sharing
an
international
cyber
co-op
ID
is
currently
working
in
the
South
Bay
and
there
were
help
started
by
people
like
former
council
person,
Rose
Herrera
back
in
2015.
D
Because
it
seems
you
may
have
been
going
for
a
more
public
concept
of
the
future
of
the
UAV
that
was
mentioned
here.
Why
should
this
preclude
to
continue
to
not
have
a
yearly
review
process
for
it,
as
as
it
has
been
promised
you're
looking
at
IOT
stuff
for
the
UAV
drones
and
that's
interesting,
but
why
can't
it
be
a
more
public
process
anyway,
there
are
or
does,
is
it
a
corporate
mind,
think
and
a
bloated,
mostly
selfish,
concept
of
individual
inventiveness
and
and
to
practice
an
almost
complete
secrecy
still
need
to
be
considered.
D
A
B
Mr.
chair
members,
the
committee
members
of
public
again
Kip
Harkness,
deputy
city
manager,
now
that
you've
heard
the
latest
on
the
Smart
City
roadmap
2.0.
Let's
turn
to
reviewing
what
we've
accomplished
with
the
broadband
strategy
and
our
new
small
cell
team.
Since
we
last
reported
in
just
October
during
the
October
committee
meeting,
we
provided
an
update
only
weeks
after
the
telco
agreements
were
finalized.
B
These
historic
telecom
agreements
established
a
500
million
dollar
private
sector
investment
and
provide
the
city
with
the
funding
needed
to
establish
broadband
governance
and
permitting
speed
and
predictability
without
any
impact
to
the
general
fund.
Today,
we'll
provide
you
with
an
update
on
how
we've
progressed
through
our
innovative
partnerships
process
improvements
and
our
plans
to
update
our
small
self
policy.
B
I
I
I
This
slide
here
will
show
some
context
for
how
we
got
to
where
we
are
today
on
May
1st
2018,
before
the
full
broadband
team
was
funded,
informed,
City
Council
amended
the
AT&T
master,
lease
agreement
for
a
modest
140
node
deployment
on
June
26
2018,
the
city
of
San
Jose,
made
history
by
approving
three
agreements
with
AT&T
Verizon
and
mobility,
resulting
in
the
largest
small
cell
deployment
in
the
country
with
over
4,200
small
cells.
With
the
agreement
in
place,
the
broadband
team
was
formed
to
begin
the
process.
I
Improvements,
as
mentioned
before,
all
agreements
were
finalized
in
September
2018.
So
during
fall
of
2018,
the
small
cell
team
in
public
works
initiate
a
pishy
ated
initial
pace
of
permitting
of
10
permits
per
week
by
winter
of
2019.
The
small
cell
team
achieved
30
permits
per
week
for
multiple
carriers,
thereby
providing
the
speed
and
predictability
that
carriers
emphasized
as
their
primary
area
of
concern
when
entering
our
agreements.
So
with
that,
we'll
turn
it
over
to.
K
We
shared
with
the
committee
in
October
that
the
small
cell
team
achieved
rapid
permit
improvements
will
achieve
through
people
process
and
technologies
before
the
team
was
funded
in
fully
formed.
We
simply
didn't
have
the
processes
and
people
in
place
to
quickly
permit.
We
were
operating
in
a
relatively
slow
in
a
relatively
unpredictable
pace,
with
council
approved
small
cell
agreements.
K
We
established
and
funded
a
more
robust
team
and
what
I
like
to
think
of
it,
it's
more
of
like
a
TSA
PreCheck,
not
front
of
the
line
service,
a
wholly
different
line,
so
it
was
a
wholly
different
line,
funded
by
the
vendors
for
the
work
focused
for
them
to
provide
that
speed
and
predictability
beginning
in
the
fall
of
2018
through
today,
the
small
cell
team.
It
now
is
averaging
about
30
permits
per
week,
which
meets
the
contractual
obligations
for
the
providers,
that's
great
more
to
go
on
in
parallel
with
each
small
cell
permit.
K
We
need
to
keep
in
mind.
Each
provider
usually
needs
to
submit
fiber
permits
for
underground
construction,
connecting
those
fiber
lines
to
those
small
cell
nodes.
So
San
Jose
is
one
of
the
fastest
fiber
permitting
turnarounds
of
any
major
city
and
continues
to
process
fiber
utility
permits.
In
about
ten
days,
we
continue
to
partner
with
our
vendors
and
asking.
What
can
we
do
better?
Each
time
we
meet
with
them,
three
things
have
been
identified
and
we'll
continue
to
work
on
them.
K
K
For
the
translation
but
consider
that
that
reservation-
number
of
1200-
that's
about
a
third
of
the
total
billed
forecasted
for
the
three
vendors
already,
so
they
reserved
the
sites
for
which
they
want
to
build.
Some
people
doubted
this
small
cell
demand.
We
hope
this
should
help
eliminate
some
of
that
doubt.
K
To
align
with
chair
deep
desire
to
have
a
little
more
show
with
the
show
and
tell
I'll
go
through
the
Holy
Terror
of
trying
to
demonstrate
with
eyes
on
an
application
were
built,
so
I'll
walk
through
this
and
kind
of
demonstrate,
and
so
it
there's
a
lot
of
information
on
this
page
and
I'll.
Try
to
hopefully
make
it
a
little
a
little
clearer
as
we
go
along.
K
So
what's
the
purpose,
we
always
wanted
to
find
what
the
purposes
of
any
tool
that
we're,
building
its
to
really
its
first
to
aid
staff
and
the
vendors
to
help
select
the
site
for
where
their
design
will
go
to
orient
around
the
page
in
the
top
right
going
around.
It's
just
that
of
a
basic
legend.
This
is
a
basic
every
web
map
and
you
work
your
way
around.
You
have
olives
it
all
the
dots
with
lots
of
colors.
The
legend
should
tell
what
those
dots
will
mean.
K
K
What's
things
are
searching
for,
so
you
could
just
put
a
basic
address
or
a
vendor
who's
standing
out
next
to
a
pole
that
has
a
pole,
ID
stamped
on
it
can
literally
type
in
the
pole
ID
and
it
zooms
right
to
it
and
get
some
information
about
it,
and
so
we
can
control
what
layers
are
going
to
be
there
and
what
specific
things.
So
we
were
trying
to
make
this
as
a
way
because
before
they
literally
send
us
a
spreadsheet
that
spreadsheet
would
go
off
into
the
ether
people
would
chew.
K
On
that
spreadsheet,
come
back
and
say
no
or
yes
what
we
want
to
talk
about
these,
and
this
way
we
can
kind
of
indicate,
don't
ask
about
this
when
we're
telling
you
now
don't
ask
about
this
one
for
these
reasons,
and
so
they
won't,
and
so
they
might
want
to
seek
something
in
that
area
to
solve
whatever
coverage
they
might
need.
So
we
wanted
to
make
this
simple
map,
so
it's
accessible
in
a
browser,
so
you
don't
need
any
special
tools.
K
We
want
to
take
this
complex
data
sets
which
are
sitting
behind
this,
and
so
you
don't
need
GIS
skills
and
you
don't
need
GIS
tools
to
start
to
work
through
this.
So
we
didn't
need
to
train
staff.
We
need
to
train
vendors,
we
just
give
them
access
now.
Interestingly,
historically,
the
data
about
our
street
slides
was
sort
of
secluded,
not
necessarily
open
and
shared,
because
a
lot
of
it
was
because
it
was
dirty.
The
data
is
dirty.
K
There's
not
a
lot
of
our
data
around
street
lights
has
a
lot
of
dirt
to
it,
meaning
that's
not
they're,
not
all
completely
accurate.
We
were
upfront
with
the
vendors
like
look
we're
not
promising.
This
is
perfect,
and
but
this
is
better
than
telling
you
nothing,
so
that
was
our
hope
is
to
get
stuff
out
there
and
really
it's
just
because
it
lacked
a
lot
of
TLC
and
so
we're
giving
a
lot
of
love
right
now
to
the
data
it
really
and
we're
arming
our
users
too,
for
the
information
to
improve
this
data.
K
F
I'm
gonna
interrupt
you
for
a
second,
so
just
to
set
a
little
context.
This
is
we're
in
a
terrifying
role,
so
you
are
now
a
telco
right.
That's
what
I
mean
that
the
user
of
this
tool
is
a
telco
or
their
engineering
firm,
so
just
to
kind
of
set
the
context
of
where
this
is
all
coming
from.
You
may
know
you
may
run
away
and
have
nightmares
from
this,
but
now
you're,
actually
a
telco
trying
to
install
figuring
out
where
you're
gonna
install
small
cells
in
the
city
of
San
Jose.
So.
K
K
Why
already
left,
where
I
could
have
put
on
any
traffic
signals
it's
too
complicated
for
now,
and
so
we
turn
those
red
or
indicate
that
we're
not
going
to
have
those,
and
so
you
can
go
into
the
actual
poles
themselves
and
find
different
status
between
occupied
poles
or
other
things
that
are
ineligible
and
you
can
turn
them
on
and
off.
It's
pretty
intuitive
and
pretty
responsive
so
far,
so
good
fingers
crossed
again.
K
So
if
I
turn
off
all
of
them,
there's
no
streetlights,
but
if
I
wanted
to
indicate
which
ones
have
been
reserved,
they
have
Wi-Fi
only
the
space,
Facebook
Facebook,
paragraph
ones,
signal
poles,
and
so,
if
I
wanted
to
get
down
to
things
that
are
requested
and
accepted
already,
you
can
indicate
these
are
all
poles
that
have
information
about
them
and
we
can
select
them.
It
shows
that
the
pole
number
so
it
has
intuitive
information
about
it.
The
icons
mean
something
when
I
turn
them
on.
They
show
up
in
the
legend.
K
What
it
means
I
mean
it
should
be
fairly
straightforward
and
intuitive
that
someone
would
expect
the
information
we
can
control
what
information
is
displayed
as
long
as
we
have
the
information
we
could
display
it
next
to
the
pole,
if
we
know
like
if
it's
a
type
of
pole
or
if
it
has
an
LED
light
on
it
or
not
those
kind
of
things
we
can
display.
So
then
what
kind
of
comes
in
to
some
of
the
play
for
some
of
these
vendors?
K
What
would
preclude
them
from
wanting
to
work
at
a
particular
area?
Let's
say
we
just
paved
it
two
months
ago
and
then
there's
a
payment
moratorium
and
I
already
said
that
there's
going
to
be
a
fiber
permit
to
connect
to
this
pole,
there
is
there
those
that
trenching
would
be
in
a
moratorium,
Laden
street
it
doesn't
that
doesn't
preclude
them.
We've
waived
moratorium,
but
then
there's
just
business
consequence
as
to
how
they
have
to
restore
that
Street,
and
so
how
do
we
tell
them
that
there's
a
moratorium?
K
K
Now,
that's
great,
but
now
we
also
have
paving
this
forthcoming
and
we'd
like
to
project
when
the
paving
is
forthcoming,
so
that
maybe
they
can
get
in
front
of
that.
So
they
don't
have
to
deal
with
any
moratorium,
just
a
delay
any
of
their
work
and
so
we're
working
on
getting
and
we
have
in
there
now
the
current
list
of
prospective
street
can
street
paving
projects,
so
they
can
get
in
there
and
do
that
now.
K
Measure
T
have
some
impact
to
it
with
enhanced,
paving
that
will
have
to
be
a
little
more
aggressive
measure.
B
came
in
they'll,
be
even
more
funding,
so
it'll
be
a
lot
of
paving
going
on
so
we're
trying
to
work
with
the
OT
and
get
this
information
ready
to
go.
So
we
can
project
and
provide
this
information
to
be
open
its
transparent,
and
so
we
can
tell
everybody
what's
going
on
there.
K
K
It
would
be
really
great
if
we
didn't
have
to
tell
you
what,
if
we
could
just
go
and
reserve
it
ourselves
and
we
could
log-in
and
and
reserve
the
site
ourselves,
and
so
there's
we're
working
on
that
and
about
again,
it's
there's
user
rights
and
how
do
we
get
to
access?
How
do
we
log
those
things
in
so
we
can
we're
working
on
that
permitting
performance.
K
How
do
we
track
how
things
are
going
in
a
spatial
mode,
so
we
can
see
where
they're
permitting
and
see
where
they're
progressing
and
kind
of
track
our
performance
using
something
like
this
and
then
there's
the
the
very
important
part
of
equity
of
deployment.
So
the
zoom
out,
there's
also
to
read
the
lots
of
reserve
sites,
but
how
are
they
deploying
those
things
as
well?
Where
are
they
constructing?
Do
we
view
that,
as
kind
of
compliance
without
with
our
equity
component
that
we
had
in
our
agreements?
K
So
we
need
we
have
that
kind
of
on
our
work
plan
as
well.
My
hope
is
that
an
observation
is
like
well
no
kidding.
This
should
be
available.
This
is
that
seems
pretty
straightforward.
Well,
this
is
actually
about
10
different
data
sets
that
couldn't
reside
together
five
years
ago,
and
so
we've
been
working
for
a
long
time,
and
this
literally
was
not
possible.
K
Five
years
ago,
we
didn't
have
our
data
sets
kind
of
combined
in
a
data
model
in
a
way
that
they
can
all
be
format
it
and
just
overlaid
and
just
work
on
the
GIS
ID
and
our
spatial
team
in
public
works.
We've
been
working
for
about
a
half
decade,
building
that
data
repository
that
has
the
constructs
in
there.
You
know
probably
first
right
again.
What
does
this
have
to
do
with
permitting?
The
answer
is
everything
if
you
want
to
go
to
scale.
This
has
to
be
done.
K
We
have
to
be
able
to
project
this
spin,
this
up
fairly
quickly,
iterate
iterate,
iterate
and
put
this
thing
now.
If
we
have
to
put
out
80
permits
a
week,
all
of
the
foot,
all
of
the
small
cell
ones
and
all
the
fiber
ones
to
go
along
with
us,
if
you
think
about
that's
30
team
hours
per
permit
per
week
to
crank
these
out,
we
need
tools
like
this
that
are
intuitive
and
simple
and
light.
K
B
B
So
for
those
of
you
who
are
on
the
other
other
committee,
one
of
the
items
that
you
know
that
is
our
one
of
our
key
results
for
this
quarter-
is
using
the
small
cell
team
to
pilot
a
plan
and
allow
us
to
have
a
fully
electronic
plan
review
and
plan
check.
And
so
the
efforts
like
this
that
you
see,
are
extremely
important
and
useful
for
permitting
and
all
of
the
lessons
that
we
learn.
B
F
Also
add
to
this
another
drop:
the
Mike
is
no
impact.
The
general
fund,
all
of
this
was
funded
through
the
telco
agreements,
which
is
a
value
exchange,
would
had
no
impact
to
the
general
fund.
Our
option
is:
there's
there's
a
company
that
would
love
to
take
35
percent
of
our
revenue
and
they
paid
several
hundred
thousand
dollars
to
have
Deloitte
build
this
tool
forum.
We
built
it
internally
at
no
impact
to
the
general
fund.
I
Thanks
Matt
there's
a
great
presentation:
glad
fingers
cross
worked
I,
think
moving
on
it's
important
to
keep
in
mind
that
small
cells
are
paving
the
way
for
the
future
and
are
a
key
and
critical
component
for
our
entire
broadband
strategy.
Here,
you'll
see
the
small
cell,
that's
right
that
resides
right
outside
of
city
hall,
accompanied
by
a
speed
test.
I
The
speed
you
see
here
was
pulled
off
of
this
node
and
it's
about
50
times
faster
than
previous
recorded
speeds
at
this
location
and
in
addition
to
that
increased
speed,
you'll
also
gain
efficiencies
and
lower
latency
and
increased
upload
speeds,
which
are
all
critical
to
deploying
the
next
generation
of
technology.
Furthermore,
it's
important
to
note
that
the
second
generation
of
this
technology
moved
us
from
voice-to-text
I
mean
each
subsequent
technology
generation
of
that
technology,
since
has
led
to
new
capabilities
and
new
innovations.
I
I
In
order
to
continue
to
realize
the
speed
and
predictability
that
Matt
and
and
Dolan
and
Kipp
have
have
addressed,
the
city
intends
on
further
incentivizing
providers
and
through
the
pricing
structure
that
you
see
here,
as
you
can
see,
the
Moors
small
cells
that
a
provider
deploys
the
lower
the
overall
usage
fee
per
site,
location
at
the
direction
of
council
and
the
advice
of
the
city
attorney's
office.
We
will
continue
our
small
cell
policy
work
by
updating
the
master
lease
agreements
to
reflect
this
price
pricing
structure
and
other
lessons
learned
from
our
telco
negotiations.
F
J
J
I
think
we
know
that
being
transparent
and
making
it
easy
for
the
businesses
makes
them
go
faster
and
we
get
the
tech
faster,
but
I
know
that
one
of
the
reasons
that
you're
so
passionate
about
this
is
that
it
cuts
staff
time
down
way
way
down
and
makes
it
a
lot
easier
for
staff
and
I
think
that's
making
their
lives
easier.
It's
a
really
good
thing
for,
for
many
reasons,
I
just
have
one
question
about
the
pricing
on
the
last
slide.
How
does
the
FCC
action
impact
this?
You
guys
didn't
talk
about
that.
A
A
H
A
H
I
also
want
to
you
had
a
you,
had
a
quote
from
a
unnamed
ability,
provider
and
I
actually
talked
to
ATT,
and
they
were
singing
the
praises
of
the
process.
So
there's
another
testimony,
I
don't
know
if
it's
the
same
same
one,
but
a
teen
teen
was
very
complimentary
of
the
process,
how
their
permits
were
being
handled
in
the
speed
and
efficiency.
So
you
should
be
very
proud
of
what
you
accomplished.
Have
a
company.
Thank.
I
F
Was
not
able
to
say
who
who
made
this
quote,
but,
generally
speaking,
all
of
our
service
providers
currently
are
very
satisfied.
I
think
that's
key,
because
if
we
can
keep
the
relationship
strong,
both
on
the
permitting
and
the
telecom
agreements,
there's
just
less
angst
that
would
cause
them
to
anything
to
go
sideways
in
these
agreements.
Thank
you.
A
G
Really
fired
up
about
this
work,
Thank,
You,
Liam
and
Matt.
This
is
really
impressive
question
on
through
my
mind,
since
allegedly
the
industry
is
having
these
problems
nationwide
and
localities
in
terms
of
moving
through
the
process.
Clearly,
we
are
discovering
things,
and
particularly
some
of
these
things
could
be
commoditized
or
monetized,
since
someone
else
is
charging
35%
of
revenue
for
something
like
this.
Could
we
go
hustle
to
other
cities
and
say
four
five
percent
of
your
revenue
will
let
you
adopt
our
okay,
ten,
that
says
10
yeah.
B
G
Think
you
know
clearly
we're
on
to
something
it
helped
that
obviously
we
negotiated
solutions
that
got
us
resources
to
enable
us
to
be
able
to
do
this.
This
work,
but
we
also
have
really
bright
people
like
mater
helping
to
create
these
processes
and
hey
I'd
like
for
us
to
go,
get
credit
and
be
you
know
if
there's
a
revenue
source
and
we
can
help
other
cities
that
could
all
come
back
to
our
Digital
Inclusion
fund,
so
I
just
throw
that
out,
I'm
happy
to
get
out
there
and
start
hustling
for
your.
G
F
G
So
we're
fine
in
that
regard,
obviously-
and
you
guys
know,
there's
a
big
political
football
right
now
and
it
seems
to
me
that's
important
for
us
to
share
and
I
think
you
know,
screening
and
and
I,
and
others
will
try
to
help
in
sharing
that
message,
because
I
think
it's
important
to
show
what
can't
work.
In
fact,
another
important
thing
for
me
is
to
resume
my
Twitter
war
with
a
FCC,
Commissioner,
Brennan,
Carr
and
so
I
thought
I
should
ask
you
guys
permission
for
it.
Well,
your
feedback
before
I
send
this
out.
G
I
was
going
to
say,
city
San
Jose
is
averaging
30
days
to
permit
hundreds
of
small
cells.
It's
part
of
the
largest
deployment
small
cells
in
the
US
and
we're
doing
at
twice
the
speed
of
FCC
mandates
through
partnership
of
the
industry,
not
with
industry.
Pandering
FCC
regulation
is
that
an
accurate
statement?
F
I'm
I've
I
will
allow
at
any
time
to
yes,
where
yeah
our
our
current
average.
During
the
time
we've
been
funded
under
the
agreements
with
the
process
improvements
to
be
able
to
execute
we're
averaging
about
thirty
days
some
days,
it's
a
little
higher
some
days,
it's
a
little
lower
but
I
think
on
average.
Thirty
days
is
what
we're
doing
and
so
I
I
hit.
The
send
button
was
probably
okay.
F
Yeah
and
I
think
the
other
thing
too
is
you
know
we're
not
all
of
the
equation.
You
know
the
the
service
providers
have
engineering
firms
and
sometimes
the
engineering
firms
drop
the
ball.
So
we're
we're
trying
to
look
at
this
end-to-end
right
and
and
partner,
not
only
with
the
telcos
but
they're
engineering
firms
and
and
hit
these
days.
So
the
good
thing
with
with
our
agreements
as
if
we
need
to
refresh
our
drawdown
account
if
we
need
to
discuss
further
investments
and
speed
and
predictability.
The
telecoms
has
said:
that's
fine
to
come
advertise
that
right.
F
A
All
right,
well
I,
just
want
to
jump
on
the
bandwagon
of
good
job
and
I'm
very
pleased
too,
that
you
guys
took
in
my
input
and
try
to
do
more
demonstrative
like
interactive
what
I
called
during
a
meeting
stupid
human
tricks
type
stuff
to
make
this
more
infotainment
centric.
So
anyways
we
have
public
comment.
Blair
come
on
down,
sir.
D
D
But
thank
you
if
it
is
public
in
it.
That
is
a
great
feature
that
can
be
public
and
thank
you
I
am
you
know,
I
guess
this
is
one
of
those
items
that
I
am
mister
unknowledgeable
about
I,
think
that'll
be
the
name,
I'll
use
mr.
unknowledgeable,
and
so,
but
you
know,
try
as
I
might
I'm
up
here
just
worried,
and
you
know
it's
with
all
that
deployment
that
you're
working
towards
it's
going
to
possibly
cause
sickness
and
I.
Think
there's
going
to
be
some
worried
bell
ringing.
D
I've
just
been
learning
about
I
hope
you
guys
are
prepared
for
the
different
frequency
levels
that
5g
can
offer
this.
How
the
ringing
in
people's
ears
is
going
to
be
different,
and
you
know
I
hope,
you're
prepared
for
those
things.
I
hope
you
can
talk
about
those
things
publicly,
as
I'm
trying
to
do
here.
D
That
could
be
a
good
way
to
prepare
people
and
what
I've
always
tried
to
say
here
is
you
know
with
with,
as
this
technology
is
coming
in,
I
hope
you
don't
work
at
streamlining
it
really
quick
and
that
people
you
know
in
communities
when
they
try
to
organize
to
want
to
talk
about
this
publicly
as
we're
doing
here
that
you
can
allow
them
a
little
extra
space
and
time
if
they
need
to
so
we
can
have
a
good
conversation
about
it.
Thank
you,
Thank.
A
D
Had
a
few
words,
the
door
has
been
opening
that
you
know
you
guys
have
been
doing
so
great
this
past
month
and
a
half
and
how
to
talk
about
issues
again,
it's
been
really
great
for
me
and
I.
Thank
you
very
much
and
I
wanted
to
learn
how
to
start
talking
about
December
4th
and
the
issues
that
happened
on
that
day
and-
and
you
know
just
the
Google
process-
you've
opened
the
door
to
allow
people
to
talk
about
that
again.
Thank
you
with
your
with
your
words
about
dear
Don
Station
this
week.
D
So
I
want
to
start
commenting
on
it
and
reporting
about
it,
and
you
mentioned
some
words
here
today
that
I'll
be
mentioning
in
the
future
in
the
coming
weeks
and
months,
but
there
were
just
so
many
issues
here
that
I
just
figured
I
could
wait
a
bit
longer
to
talk
about
the
December
4th
is
used
to
concentrate
on
what
was
talked
about
here
today.
It
was
very
informative
and
interesting,
and
with
that
said,
there
were
three
issues.
D
The
Academy
I
hope
that
you
can
introduce
the
ideas
of
civil
rights
practices
and
so
protections
as
a
part
of
this
whole
technology
process,
and
that
can
be
a
tool
and
an
invitation
for
for
what
people
can
learn
when
they
enter
this
process
here
in
San,
Jose
and
I.
Think
that's
I
mean
it's
just
such
an
important
part
of
this
whole
innovation
process
at
this
time
that
I
hope
you
can
learn
how
to
really.
D
You
know
you
guys
want
to
be
cool
and
slick
about
it,
but
you
know
sleek
is
how
I've
been
using,
but
you
know
I
just
really
hope
you
can
learn
how
to
be
do
it.
You
know
love
and
robustness.
I
guess
is
the
word
nowadays,
and
so
good
luck
with
that,
and
that
also
brings
up
ideas
of
procurement.
Also
that
you
know
your
procurement
with
the
same
with
the
procurement
process,
to
somehow
bring
that
in
our
you
know,
the
civil
rights
and
so
protections
is
just
vital
to
our
future.
D
It's
it
is:
what
is
our
sustainability
now
good
environmental
practices
and
so
I,
just
I
just
hope
you
can
share
that
and
finally,
about
the
privacy
policy,
the
rental
registry
stuff.
That's
awesome
that
Jabba
John's,
nothing
that
it
brings
up
the
ideas
that
can
develop
more
ideas
or
more
ideas
and
more
ideas
about
privacy
policy
is
using
for
other
issues
and
items.
Thank
you
thank.