►
Description
City of San José, California
Smart Cities & Service Improvements Committee of November 3, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: pending
A
A
A
A
B
B
B
C
C
C
C
D
D
B
C
Thank
you.
Thank
you
great.
So
before
we
jump
in
I
will
remind
everyone
of
our
code
of
conduct
remind
the
committee,
members
and
members
of
the
public
to
follow
our
code
of
conducted
meetings,
which
includes
commenting
on
specific
agenda
items
only
and
addressing
the
full
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
of
council
members
or
staff.
C
All
members
of
the
committee
staff
and
the
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
this
meeting
of
these
smart
cities
and
service
improvements.
Committee
will
now
come
to
order.
Okay,
great
because
I
was
supposed
to
do
that.
First,
apologies
all
right,
nothing
under
work
plan
or
consent.
So
we're
on
to
reports
Rob.
Do
you
want
to
give
us
an
overview
of
what
we're
covering
today?
Yes,.
F
Thank
you
chair
good
afternoon,
chairperson
Mahan
mayor
licardo
committee
members
and
members
of
the
community
Rob
Lloyd
Deputy
city
manager,
for
the
city
of
San
Jose
for
our
November
committee.
Meeting
staff
will
present
three
items.
Two
of
them
are
significant
updates.
First,
under
agenda
item
D1
we
have
the
annual
report
on
progress
implementing
the
it
strategic
plan
approved
by
the
committee
and
city
council
last
year.
The
information
technology
department
is
working
across
departments
on
needs
defined
by
lessons
from
the
pandemic
response
and
Recovery.
F
The
city's
Chief
Information
officer
will
present
that
item
second
under
agenda
item.
D2
We
have
a
status
report
on
the
city's
customer
service,
vision
and
standards.
This
is
a
main
priority
for
the
city
manager
and
city
council
and
is
a
city
roadmap.
Priority
initiative
under
the
powered
by
people
item
the
city,
manager's
chief
of
staff
and
Eric
Jensen
assistant
to
the
city
manager,
will
lead
that
presentation.
Finally,
under
item
D3,
we
have
a
status
report
on
beautify,
SJ
vehicle
blight
improvements
to
respond
to
vehicle
complaints
from
residents.
F
The
city
is
seeing
changing
patterns
and
intensities
of
complaints,
as
Council
district
offices
have
chaired
with
declining
customer
satisfaction
rates.
This
is
an
Enterprise
priority
as
well
from
the
city,
council
and
city
manager,
and
is
a
city
roadmap
initiative
under
the
clean,
vibrant
and
inclusive
neighborhoods
and
public
life
item.
The
information
technology
department
and
transportation
department
will
present
for
the
team
that
includes
prns
or
parks,
recreation
and
Neighborhood,
Services,
police,
environmental
services
and
the
communications
departments,
and
with
that
Khalid
our
Chief
Information
officer
will
lead
us
off.
G
G
By
measuring
our
progress,
we
recognize
the
need
to
improve
our
customer
satisfaction.
Several
projects
were
initiated
to
address
customer
satisfaction
in
a
comprehensive
manner.
The
vehicle
blight
presentation
will
provide
information
regarding
our
progress
to
improve
customer
satisfaction
and
will
be
addressed
later
in
this
meeting.
G
Vacancy
rate
increased
drastically
in
government
since
2016.
as
we
can
see
in
the
chart
government
job
posting
increased
by
40
since
2016.,
while
the
number
of
job
applicants
decreased
by
22
percent,
resulting
in
a
total
of
about
62
percent
change
since
2016.,
while
the
chart
looks
drastic,
we
realize
the
change.
The
challenge
in
the
recruiting
I.T
professionals
is
more
than
severe
when
it
comes
to
San
Jose,
since
the
chart
reflects
the
national
average
and
not
related
to
the
Bay
Area
foreign.
G
G
G
We
are
proud
of
our
three
young
bright
high
school
students
in
the
IT
department.
The
goal
is
to
invest
in
high
school
students
and
encourage
them
to
pursue
career
in
any
education
in
I.T.
We
are
optimistic
that
our
investment
in
the
community
and
the
Young
Generation
will
have
a
great
outcome
in
the
near
future.
G
G
Our
project
status
rate
is
below
the
80
Target,
and
several
activities
are
currently
underway
to
achieve
our
goal.
We
recognize
oversight,
errors
that
are
being
corrected
and
we
are
working
on
establishing
project
management
standards
and
enhancing
requirement.
Gathering
nursing
requirement
Gathering
skills
by
focusing
on
on
the
customer,
and
we
are
redesigning
our
process
how
we
are
adopting
a
new
process
as
a
human
Design
Center
methodology
to
ensure
that
the
customer
continue
to
be
the
focus
and
our
requirements
can
also
result
in
in
enhanced
processes
throughout
the
city.
G
G
Recognizing
the
need
to
maximize
our
efficiency
when
supporting
departments,
we
focus
on
critical
initiatives
to
ensure
our
lean
I.T
staff
is,
is
focused
on
delivering
the
highest
possible
value
to
our
customers.
Now
the
highlighted
boxes
are
some
of
the
areas
that
we're
focusing
on
and
as
we
complete
them,
we
move
to
address
out
boxes
for
other
initiatives.
G
Awards
recognize
the
city
for
its
remarkable
investment
in
technology
to
achieve
the
highest
possible
public
service.
In
addition,
Awards
validate
the
city's
plan
and
actions.
The
city
recently
received
the
project,
the
the
project
experience
awards
for
the
t11
services
for
equity
and
accessibility.
Also,
we
received
the
cyber
security
privacy
award.
G
G
A
H
Thank
you
good
afternoon.
My
name
is
Paul
Soto
from
the
Horseshoe.
We
really
need
to
start
moving
away
from
this
flowery
language
and
award
ceremonies,
because
when
you're
talking
about
equity-
and
you
use
that
word
a
lot
okay,
the
definition
still
doesn't
fit.
That
is
not
a
legal
definition
that
the
city
would
be
just
because
you
guys
approved
it
doesn't
mean
that
it
has
meaning.
Okay,
because
I
can't
take
that
Equity
definition
and
challenge
anything
in
court,
because
it's
not
even
a
definition,
and
it
seems
like
that's.
H
That
means
that
the
deficits
that
were
created
from
all
of
those
people's
parents
and
grandparents,
all
of
those
deficits
were
created,
we're
dealing
with
now
and
this
city
doesn't
know
how
to
deal
with
it,
because
it
can't
look
itself
in
the
face
and
in
the
eye
and
call
itself
for
what
it
is,
which
means
that
This
Racist
City
and
the
policies
that
have
infected
these
communities
with
those
deficits.
This
city
doesn't
have
the
character
to
look
at
itself
in
the
mirror
and
to
accept
accountability
and
responsibility
for
it.
H
That's
the
issue
here
with
technology
and
equity,
and
so
before
you
start
patting
yourselves
on
the
back
and
awarding
yourselves.
You
really
need
to
start
paying
very
close
attention.
The
way
you're
using
that
word
because
I
take
offense
to
it,
because
you
know
absolutely
nothing
what
it's
like
to
grow
up
within.
I
All
right
Beekman
here,
thanks
for
the
words
of
Paul
I,
think
you
know
Civic,
Innovation
and
and
city
government
staff
they've
had
a
pretty
intense
six
months
from
about
June
to
about
September.
You
know
readdressing
and
reevaluating
how
to
address.
You
know
their
their
Tech
practices
with
the
community
and
and
start
to
reach
out
to
the
community.
I
I
think
the
alpr
meeting
of
early
October
was
sad
for
all
of
us,
because,
basically,
all
the
good
work
that
Civic
Innovation
was
trying
to
learn
how
to
speak
to
the
public,
about
the
aopr
company,
came
in
and
and
made
a
mockery
of
it
and
as
a
real,
sad
joke
of
the
whole
situation.
I
I
hope
we're
picking
up
the
pieces
from
that
and
that
we're
learning
to
better
talk
to
ourselves
since
that
time,
and
we
want
to
continue
those
good
efforts.
Openness
and
accountability
with
technology
is
so
incredibly
important.
I
mean
just
consider
it
for
yourselves
think
to
yourselves
how
often
you
work
to
really
keep
away
an
honest,
open
approach
with
the
public
about
technology
issues.
It's
stunning
and
I
think
we
really
have
to
make
those
efforts
to
want
to
address
the
community
more
more
honestly,
that
is
equity.
You
guys
aren't
addressing
those
Concepts.
I
That
is
innovation.
If
you
work
on
those
subjects,
really
take
the
time
to
do
that.
That
is
innovation,
and
you
guys
don't
make
those
efforts.
You
sat
here
today
talking
about
the
wonders
of
tech
itself
yet
again
and
bringing
the
digital
divide
is
issues
of
how
to
place
more
more
and
more
Wi-Fi
in
the
local
neighborhoods,
without
asking
the
Community
First
without
asking
local
neighborhoods,
how
do
we
work
that
process
to
politely
ask
and
for
Community
to
politely
respond?
Those
are
the
efforts
that
really
need
to
be
discussed.
That
is
the
Innovation
good
luck.
E
Yes,
thank
you
and
thank
you
for
the
presentation.
A
couple
of
things.
One
is
I
really
like
the
the
recruitment
of
young
people,
high
school
students
and
and
also
college
students,
I
think
if
we
can
get
them
in
the
pipeline
early
and
have
them
grow
and
develop
through
working
at
the
city.
I
think
that's
a
a
great
thing,
but
there's
also
a
pool
of
older
I.T
workers
out
there.
E
As
a
lot
of
people
know
these
Silicon
Valley
companies,
you
know,
tend
to
skew
younger
and
once
somebody
hits
a
certain
age.
Typically
around
40,
45,
they're
kind
of
considered.
You
know
past
their
Prime
and
so.
E
Of
older
workers
who
are
either
burnt
out
working
in
the
private
sector
or
just
being
pushed
out,
and
so
my
my
first
question
is:
is
there
a
strategy
to
Target
and
identify
some
of
these
older,
experienced
workers.
G
G
We're
not
targeting
specifically
an
age
group
when
we
recruit,
we
make
it
an
open
recruitment,
but
here
is
a
very
good
point.
Maybe
we
can
realign
some
of
our
resources
to
to
look
into
that
and
I
would
love
to
check
with
you
to
see
how
we,
what
the
areas
we
need
to
promote
or
to
to
Market
our
positions
to
to
reach
more
people
more
candidates
in
that
age
group.
E
Yeah,
it's
really
about
the
targeting
and
marketing
to
that
group.
The
next
question
you
know
this
is
something
that
always
comes
up
during
this
committee
meeting
and
that
is
the
impact
of
abandoned
vehicles
that
I
see
from
the
memo
that
obviously,
that
has
the
largest
impact
in
terms
of
driving
our
resident
satisfaction.
E
Can
you
just
help
me
understand
kind
of
the
process
that
we're
going
to
undertake
to
align?
What's
going
on
with
the
city
departments
and
how
they're
addressing
abandoned
vehicles
and
their
new
strategy?
How
that
aligns
with
what
it's
doing
in
terms
of
your
being
able
to
to
move
and
push
that
number
higher.
G
E
Great
and
that's
all,
that's
all
I
have
I'll
make
a
motion
to
accept
the
staff
report.
K
C
Great
thank
you
motion
is
second,
come
on
nothing,
okay,
just
a
couple
quick
questions.
Thanks
for
the
update
really
appreciate
the
status
report
on
on
hiring
I
wanted
to
also
pick
up
going
back
to
the
younger
age
range
I
was
hoping
you
could
tell
us
a
little
more
about
our
partnership
with
San
Jose
State,
maybe
specifically
to
what
extent
we
are
reaching
out
to
working
with
them
just
given
that
we
have
a
university
next
door
that
last
time,
I
checked
graduates,
more
technical
degrees
every
year
than
any
other
university
in
the
state.
C
G
Thank
you,
chair
bound.
We
have
a
great
relationship
with
the
university.
Seven
of
our
interns
are
from
the
University
and
we
continue
to
expand.
We.
We
also
trying
to
develop
some
training
programs
in
areas
where
tools
are
needed
and
and
deficiency
we
have
in
the
city,
so
we're
working
very
closely
with
HR
and
the
university
to
develop
these
training
programs.
We
also
plan
to
attend
some
of
the
computer
and
science
classes
and
clubs
just
to
speak
about
what
we
do
and
hopefully
they'll
attract
more
students
to
to
join
us.
The
relationship
is
great.
G
C
Yeah
I
think
that's
great
I'm,
really
bullish
on
the
all
of
the
above,
but
I
know
when
I
was
running
a
company
having
a
college
interns
really
opened
up
a
pipeline
for
us
in
terms
of
hiring
as
people
graduated.
If
you
wanted
to
expand
that
program,
would
you
have
barriers
in
terms
of
money
or
management
capacity,
or
is
that
something
that
you
think
you
will
be
able
to
continue
to
expand?
Do.
G
Eventually,
we
have
to
go
to
elementary
school
to
to
start
early
and
get
them
before
anybody
gets
them
we're
not
as
competitive,
and
we
are
working
with
the
HR
department
to
see
how
we
can
make
some
changes
to
make
us
more
attractive
and
more
competitive.
So.
C
C
G
I
think
the
the
vehicle
blight
was
the
biggest
you
know
the
vehicle
blight
yeah
service.
Okay,
I
think
that's
the
the
biggest
change
that
we've
seen
over
the
last
year
and
a
half
two
years,
and-
and
we
will
discuss
later
today
that
what
we're
doing
to.
C
C
G
Hasn't
been
a
drastic
change
but
other
than
that
service
at
that
one,
but
we'll
definitely
provide
the
trend
just
to
show
what
we're
doing
great
okay,
yeah.
C
G
Internal
customer
service
for
help
desk
and
IT
services.
So
we
we
believe
that
for
us
to
ask
our
staff
and
the
city
to
perform
to
perform
well
for
the
public,
internal
Services
have
to
be
up
to
the
same
standard,
so
they
can
perform
their
job.
So
we
are
higher.
We're
about
92
satisfaction
with
internal
customer
service
and
yeah
continue
to
see
how
we
come
and.
C
C
F
Yeah
I'm
just
gonna,
buy
him
a
little
bit
of
time,
so
this
will
be
the
first
time
that
the
customer
service
vision
standards
have
been
presented
in
public.
We're
excited
that
the
item
is
coming
to
you.
As
the
committee
I'm,
now
handing
it
over
to
Dolan
Beckel,
our
chief
of
staff,
Eric,
Jensen
and
I'll.
Let
them
introduce
from
there.
L
Good
afternoon,
chair
committee,
members
of
the
public,
my
name
is
Eric
tierella
Jensen
assistant
to
the
city
manager,
I'm
joined
in
the
box
today
by
Dolan
Beckel
city
manager,
chief
of
staff
and
Kia
O'hara
program
manager,
sj301
customer
contact
center
I'm
also
enthusiastic
to
be
joined
by
our
incredible
Partners
in
the
audience
from
guide
house.
So
we
have
Colin
Lopez
partner
and
then
also
Rayne
Grover
associate
director
they've
been
wonderful,
Partners,
For
Us
in
this
work.
L
L
The
initiative
also
aligns
with
the
city's
one-team
leadership,
values
and
expectations,
and
so
the
purpose
of
this
initiative
is
to
better
support
residents,
businesses
and
visitors
in
accessing
and
navigating
city
services,
and
so
today,
when
we
talk
about
customer
service,
what
we're
really
talking
about
is
those
person-to-person
touch
points
that
of
support
and
accompaniment
alongside
City
Service
delivery,
which
for
an
organization,
that's
powered
by
people
within
a
diverse
Community,
is
critical
for
delivering
more
Equitable
government
services.
L
We
have
engaged
a
partner
guide
house
to
help
develop
and
initiate
this
work
by
undergoing
a
significant
Discovery
phase
and
ultimately
to
develop
a
customer
service
Vision
to
be
our
North
Star,
a
set
of
standards
for
accountability
and
to
create
an
actionable
recommendation
and
transformation
plan
to
move
us
forward.
We
also
know
that
the
process
is
as
important
as
the
outcome,
and
so
what
we've
done
is
taken
a
human-centered
approach
with
staff
and
the
community
to
service
challenges
and
opportunities
for
our
customer
service.
L
The
inputs
we
have
used
here
include
Department
interviews,
document
reviews,
mystery
shopping,
in
which
we
actually
played
the
role
of
a
customer
to
access
certain
city
services
for
ourselves,
researching
leading
practices
and
other
agent
agencies
and
sectors.
Customer
interviews
customer
intercepts,
in
which
we
interviewed
customers
at
the
point
of
Service
delivery,
for
instance
outside
of
the
community
center,
as
a
community
members
dropping
off
a
kiddo
for
child
care
Etc.
L
The
initial
tasks
of
this
project
include.
First,
the
significant
Discovery
phase
task
2
is
mapping
the
current
state
through
customer
personas
and
journey
Maps
task.
3
is
to
develop
a
customer
service
Vision
instead
of
standards
and
task
4
is
to
map
the
future
State
make
a
transformation
plan
and
as
an
alongside
that
Performance
Management
plan.
L
These
four
tasks
are
critical
for
us
in
setting
the
city
up
for
our
multi-year
journey
to
better
deliver
customer
service
to
the
community,
and
so
what
I
want
us
to
do
next
is
give
you
a
little
sense
of
a
sense
of
what
this
discovery
phase
has
looked
like
in
terms
of
inputs.
So
sharing
more
background.
This
is
really
our
community
engagement,
which
we
recently
completed
to
do
so
we
decided
to
take
a
human-centered
approach
to
enable
our
customers
and
our
community
to
be
the
architects
of
this
future.
L
In
total,
we
directly
engaged
with
416
internal
and
external
stakeholders
over
five
different
engagement
methods
here,
First,
Council
and
and
staff
interviews.
Many
of
you
may
remember
those
interviews
as
you
participated
in
them,
in
which
we
interviewed
107
staff,
city
leaders,
mayor
and
council
members.
This
also
included
engaging
34
staff
in
Affinity
groups
to
provide
a
service
delivery
perspective
on
customer
service.
L
We
also
conducted
30
front
desk
observations,
including
the
permit
desk,
dot,
prns,
Animal,
Care
intake,
police
dispatch
and
others,
and
then
fourth,
we
did
phone
and
virtual
Outreach,
in
which
we
spoke
to
35
customers
from
City
referrals
and
even
attended
two
neighborhood
association
meetings
and
then,
finally,
we
conducted
170,
intercept
interviews
in
which
we
conducted
brief
in-person
conversations
at
24
locations
across
the
city,
including
City,
Hall,
community,
centers
library,
branches,
San,
Jose,
State,
farmers,
markets,
grocery
stores,
La,
Pulga
and
other
community
locations.
To
do
so.
L
As
a
result,
we
have
real
stories
and
real
experiences
from
the
community
and
accessing
services
with
many
bright
spots,
including
our
staff,
but
also
many
challenges
that
we
can
learn
from
and
pursue
better
opportunities
to
move
forward.
We
are
now
creating.
We
are
now
transitioning
to
an
analysis
phase
of
these
inputs
by
mapping
the
current
state,
creating
a
vision
and
set
of
standards
and
a
transformation
and
Performance
Management
plan.
J
For
having
me
here
again,
I'm
going
to
introduce
you
to
six
customer
personas,
we've
identified
with
assistance
from
our
partners
at
guide
house,
and
thank
you
for
being
here
today
and
see
after
the
over
400
engagements
that
Eric
just
discussed,
including
many
inreach
and
ouch
methods
we
determined
there
are
six
main
customer
personas.
J
J
J
Each
of
these
personas
have
different
and
overlapping
attributes
also
shown
on
this
slide,
which
include
customer
type,
age,
income,
language,
Channel
preference,
housing
status,
accessibility
and
other
you'll
notice
within
other
that
we
noted
important
information
that
we
thought
was
helpful
to
know
about
these
personas
such
as
one
of
these
customers
is
also
a
city
employee.
Another
acts
as
a
proxy
for
their
company
that
they
work
for
and
another
is
a
single
person
who
owns
a
pet
okay.
J
So
now,
if
you
will
follow
me
on
this
journey,
we're
going
to
start
at
the
left
side,
which
is
awareness
I'll,
give
you
a
little
information
about
each
phase.
As
we
go
remember,
we
will
have
each
Persona
that
I
just
went
over
go
through
each
one
of
these
phases
to
understand
what
they
might
experience
at
each
each
phase,
given
their
attributes,
which
were
age,
income,
language,
Channel,
preference,
Etc,
okay,
so
first
we
have
awareness.
J
This
is
where
we
seek
to
understand
how
much
the
person
knows
about
the
city
before
ever.
Engaging
with
us
second
stage
is
information
seeking
this
is
where
the
customer
researches
about
their
question
or
concern.
This
can
happen
in
person
online
calling
in
Etc
following
the
key
stages.
Next
is
engagement.
This
is
where
the
Persona
actually
contacts
the
customer
service
and
they
receive
directions.
Solutions
or
a
referral.
J
Next
is
Service
delivery,
which
is
exactly
as
it's
titled.
This
Service
delivery,
though
it
can
be
like
a
pet
being
adopted,
reporting
an
abandoned
vehicle
when
it's
finally
towed
and
so
on.
Although
this
service
is
not
provided
by
customer
service,
there
is
still
a
level
of
customer
service
that
is
needed
and
should
be
considered
when
understanding
this
customer's
Journey
finally
is
resolution.
This
is
where
the
Persona
is
updated
and
issue
is
resolved,
or
at
least
final
information
is
provided
about
the
inquiry
or
issue
in
the
green
box
at
the
bottom.
J
Another
will
report
an
abandoned
vehicle
and
then
two
additional
requests
that
my
team
receive
often
is
how
to
get
a
business
license
or
how
to
replace
their
garbage
cart.
So
we'll
put
each
Persona
through
these
customer
Journeys
to
understand
the
love
and
pain
points,
so
I
hope
that
you
can
see
that,
while
we're
doing
this
in
these
customer
Journeys
there's
going
to
be
many
places
along
these
key
five
stages
where
love
and
pain
points
can
occur,
depending
on
the
different
type
of
inquiry,
request
or
persona.
J
As
we
continue
this
very
important
work,
we
know
we
will
receive
new
insight
on
how
to
provide
better
services
to
all
those
that
live
play.
Learn
Etc
in
San
Jose
before
I,
pass
it
on
to
Dolan
to
talk
about
next
steps,
which
is
when
we
will
use
these
actual
customer
Journeys
and
provide
you
with
more
information.
I
wanted
to
share
these
interim
quick
wins.
J
These
are
the
items
that
came
up
that
we
found
that
we
could
start
to
work
on
right
away
and
in
some
cases
we
were
able
to
actually
resolve
them.
Three
that
we
were
completed
are
as
follows:.
J
Okay,
so
this
one
actually
is
listed
as
in
progress,
but
it
is
completed.
Communications
Department
has
already
sent
out
Citywide
email
to
San
Jose
staff,
to
educate
them
on
their
translation
services
that
are
available
to
All
City
staff,
so
that
when
we
do
get,
customers
who
call
in
and
English
is
not
their
first
language
we're
able
to
help
them
and
it
doesn't
matter
which
city
staff
gets
them.
We're
all
going
to
be
able
to
help
them
and
training
is
going
on
right
now.
A
second
quick
win
is
our
Spanish
sj311
hold
message.
J
It
turns
out.
We
had
some
English
spots
in
the
Spanish
side
and
we
weren't
aware
of
that.
But
as
soon
as
it
was
brought
to
our
attention,
we
were
able
to
fix
it
quickly
and
that
is
completed
and
then
finally
I'm
not
going
to
read
all
of
them
and
there's
more
actually
that
have
happened
since
this
slide
was
created.
But,
finally,
when
customers
went
to
the
FAQ
section
for
the
dot
webpage,
we
found
the
information
was
not
consistent
with
other
pages.
So
the
sj311
team
and
communication
team
also
updated
the
relevant
information.
M
Thanks
Kia
so
good
afternoon,
chair
honorable
mayor
and
the
rest
of
the
committee
members,
members
of
the
public
and
City
staff,
Dolan
Beckel,
chief
of
staff
for
the
city
manager
and
executive
sponsor
for
this
customer
service
vision
and
Standards
Initiative
I
have
the
easy
part
which
is
just
what's
next
I
first
want
to
thank
Kia
for
her
transparency
and
flexibility.
It's
not
always
easy
to
have
some
of
the
warts
in
our
customer
service,
brought
to
your
attention
and
she's,
been
very
open
and
transparent
and
and
eager
to
fix
things
and
help
us
solve
this.
M
So
I
just
want
to
say
thank
you
for
for
your
partnership
in
this.
In
terms
of
where
we
are
I,
think
the
best
thing
to
do
is
look
at
that
project
staff
and
the
tasks
in
the
lower
part
of
the
presentation.
So
the
discovery
is
finished.
We
are
just
about
finished
mapping
that
current
state,
so
taking
all
of
those
personas
and
mapping
them
through
and
finding
out.
M
What's
working
well
and
what's
not
working
well
and
adding
them
to
the
things
we
need
to
fix
or
in
the
process
of
develop,
helping
a
vision,
statement
and
a
set
of
standards,
and
that's
nearly
complete
and
most
of
the
work.
Now
we've
just
started
the
the
future
State
mapping
and
the
transformation
plan
that
will
show
us
what
scope
of
work
goes
in
what
order,
and
so
that
we
can
begin
to
align,
requests
for
resources
and
or
continue
those
quick
wins
that
we
can
do
with
existing
budget
and
staff.
M
What
we
plan
to
do,
certainly
because
this
is
a
multi-year
transformation-
is
any
appropriate
recommendations-
would
come
forward
as
part
of
the
annual
budget
process.
However,
we
do
recognize
that
that
there's
very
a
lot
of
interest
in
this
project,
so
we're
certainly
open
to
either
coming
back
to
Committee
in
February
or
March,
with
the
complete
project
and
what
the
recommendations
and
transformation
plan
is,
or
we
could
also
issue
an
info
memo
to
the
council,
ideally
not
both
so
we'll
leave
it
up
the
committee
if
they
want
to
do
a
referral
or
recommend.
M
Are
we
happy
to
issue
an
info
memo,
so
that
would
be
the
The
Next
Step
will
be
prepared
to
do
that
in
February
at
the
earliest
and
leave
that
to
the
the
committee's
direction.
So
again,
I
just
want
to
thank
City
staff
who've
set
through
US,
pretending
to
be
customers
and
not
knowing
any
better.
As
we
went
through
this
experience,
I
think
it
was.
There
was
a
lot
of
energy
from
the
staff
the
staff
want
to
deliver.
Our
city
staff
want
to
deliver
excellent
customer
service.
M
You
can
get
your
degree
completely
through
virtual
education
at
San,
Jose,
State,
University,
they've
done
a
great
job,
and
so
now
they're
moving
back
to
some
of
those
things
that
they
need
to
Pivot
on
and
top
of
the
list
is
all
be
engaging:
Cheryl
Ehrman
who's,
the
chair
of
the
dean
of
chair
of
the
College
of
Engineering
on
opportunities
to
continue
to
ramp
up
our
recruiting
there
as
well.
So
this
concludes
our
presentation
on
the
status
of
the
customer
service,
vision
and
standards,
project
and
happy
to
take
any
questions.
Great.
C
H
Yes,
Paul
sort
of
from
the
Horseshoe.
You
guys
really
think
that
Engineers
are
going
to
are
this
Cornucopia
of
of
solutions
for
what
befalls
our
city,
and
it's
really
not.
Let
me
give
you
an
example
of
how
depersonalized
we
are
becoming
when
the
woman
started
speaking
about
creating
these
five
sectors
of
of
of
data
points.
N
H
H
This
is
the
this
is
the
offense,
because
you
think
a
bunch
of
Engineers.
Could
why
don't
you?
Why
don't
you
try
to
give
a
data
point
and
create
an
avatar
out
of
somebody?
That's
experienced
generational
racism,
institutionalized
racism
that
experience
police
brutality
and
the
racist
policies
that
have
created
it.
Why
don't
you
create
an
avatar
out
of
that
and
see
what
you
get?
You
cannot
conceptualize.
You
cannot
reduce
what
has
happened
to
many
of
the
citizens
in
the
city
to
data
points
language.
H
I
All
right
Beekman
here,
thanks
for
this
follow-up
item
from
the
previous
item.
I
It
really
hurts
that
we
can't
be
more
honest
with
ourselves
and
how
we
talk
about
and
use
data
as
a
community,
but
yet
I
think
we
are
in
San
Jose,
really
trying
to
learn
how
you
know
each
day,
the
better
and
better,
communicate
and
talk
to
themselves
exactly
what
are
what
is
our
check
and
what
we're
doing
with
that
test
and
I
I.
Don't
want
to
lessen
that
point
at
all
that
you
know
for
as
angry
as
I
can
be
and
could
have
could
have
so
critical
in
the
previous
item.
I
I
want
to
also
complement
yourselves
that
I
think
you
really
are
making
the
efforts
to
want
to
address
what
are
our
human
rights.
What
are
what
are
our
civil
rights?
What
are
good
civil
protection
values
in
the
future
of
data
in
a
city,
and
it
just
takes
practice
to
learn
how
to
better
and
better
do
that
and
and
talking
with
everyday
Community,
about
that
good
luck
in
those
efforts
and
that's
what
this
item
tries
to
work
towards.
So
thank
you,
3-1-1,
oh
yeah,
I!
I
Guess
the
first
a
compliment
to
like
AI
issues
that
you
guys
are
working
on:
you're
really
trying
to
develop
a
good
human
rights
policies
to
those
different
than
in
the
past.
I
Thank
you
for
that
with
the
3-1-1
issues,
just
very
much
of
a
thank
you
or
a
reminder
that
we
were
working
in
San
Jose
on
311
issues,
way
back
in
2017
and
18
when
I
think
you
know,
we
were
still
using
community
policing
as
terms
as
where
the
whole
Community
can
be
a
part
of
the
process,
and
you
know
I
I
I
I
when
I
speak
at
other
City
governments,
I
always
mention
the
3-1-1
program
of
San
Jose
and
it's
research
of
2017,
18
and
19.
I
That
I
think
is
really
large
and
it
covers
a
lot
of
grounds
that
I
think
can
be
really
impressive
and
I
just
wanted
to
remind
yourselves
about
really
good
work
of
that
time,
and
and
good
luck
in
this
work.
What
you're
doing
right
now
and
with
three
one
One
issues
thanks.
O
You
I
just
found
the
request
to
speak
button.
I
didn't
realize
where
it
was
I'm,
always
in
the
wrong
chair.
I
I
just
wanted
to
Echo
the
praise
that
Dawn
articulated
really
for
having
such
a
growth
mindset
about
this.
We
know
these
are
hugely
challenging
issues
for
every
city,
particularly
really
under
staff
cities
like
ours,
so
I
just
really
appreciate
that
the
whole
team
is
really
leaning
in
thanks
for
your
leadership
on
this.
C
Yeah
I'll,
like
with
that
I
think
customer
service
is
so
critical.
That
is
the
that's
the
touch
Point,
that's
where
the
rubber
hits
the
road
and
where
most
residents
actually
have
an
interaction
with
their
local
government
and
determine
how
well
they
feel
we're
doing
to
serve
them.
So
I
really
appreciate
this
work.
I
think
it's
really
exciting
I
guess
I
would
put
in
my
encouragement
that
we
actually
do
come
back
in
February
or
March
when
it's
ready,
so
that
we
can
get
a
sense
of
the
scope
of
what
you're
proposing
of
what's
needed.
C
I
suspect
tell
me
if
I'm
wrong
about
this,
that
improving
our
customer
Journey
here
is
not
just
going
to
be
about
all
of
the
kind
of
back
and
forth.
We
have,
but
really
are
we
able
to
fulfill
the
request
and
I?
Imagine
that's
going
to
be
where
the
biggest
budget
impact
is
likely
to
be
am
I
am
I
correctly,
assessing
it.
M
Yes,
you're,
correct
I
think
that's
a
very
good
point.
What
we're
seeing
is
some
of
the
consistencies
we're
seeing
already
without
without
completing
all
of
our
review
of
what
the
customers
have
provided
us
in
person
is
in
multiple
languages
is
for
some
of
them
for
many
of
our
services.
We
don't
have
a
good,
coordinated
contact
and
follow-up
method,
so
something
that
may
span
multiple
departments.
M
One
Department
may
not
have
any
visibility
into
what
the
other
Department's
doing
so
I
think
up
front,
there's
actually
going
to
be
a
lot
of
process,
work
and
training,
work
and
then
I
think,
following
that,
some
of
the
some
where
need
and
desire
has
matched
there's
been
a
desire
in
a
lot
of
interviews
to
have
a
customer
relationship
management
system.
That
gives
us
a
single
view
of
the
customer
and
allows
us
to
see
contacts
across
the
organization
and
then
allows
us
to
have
what
I've
learned.
M
In
my
long
experience
in
doing
customer
service
for
companies
as
big
as
at
T,
is
you
need?
You
need
a
city-wide
work
queue
so.
B
M
Can
get
visibility
in
the
work
that's
doing
and
you
set
follow-ups
and
you're
able
to
respond
and
meet
or
reset
expectations,
but
first
we
see
a
lot
of
workers.
If
you
automate
a
bad
experience,
you
just
get
a
faster
bad
experience
right,
so
we
want
to
work
on.
We
need
to
work
on
some
of
the
processes
and
training
up
front
and
then
I
think
you
know,
probably
the
next
fiscal
year
be
when
they're
with
the
council
will
need
to
consider
a
heavy
lift
on
on
on
technology.
Yeah.
C
I
appreciate
that
point
I
mean
so
much
of
our
work
is
is
now
in
our
interdisciplinary
or
interdepartmental,
and
so
that
that
holistic
view
of
the
customer
is
really
critical.
So
that
makes
a
ton
of
sense.
I
actually
had
just
up
leveling,
even
one
from
there.
I
had
a
question
about
whether
or
not
we
are
looking
at
how
well
we
do
handoffs
to
other
government
agencies.
I
had
the
experience
a
few
years
ago
of
seeing
a
water
main
leaking
and
I.
C
Think
I,
I
called
3-1-1
I
know
I
called
3-1-1,
but
then
I
believe
I
was
told
to
call
San
Jose
water,
company
and
I
was
in
the
car
and
I
didn't
have
time
to
look
up.
Their
number
number
and
I
saw
water
gushing
out.
It
was
kind
of
a
frustrating
experience.
Do
we
do
we
look
at
interconnection
points
with
with
County
Water
District
Etc.
M
Yes,
yes,
we
do
and
part
of
kind
of
I
think
Kia
telegraphed
it
a
bit
at
the
end,
which
is,
we
may
not
be
able
to
fulfill
a
request,
but
we
can
ensure
that
the
the
customer
understands
that
our
residents,
businesses
and
guests
understand
and
we
give
them
consistent
Direction
on
how
to
get
that
fulfilled.
M
Some
things
are
like
the
hours
of
our
Pet
Care
kind
of
are
synergize
with
the
county
and
and
with
the
city,
and
we
found
some
instances
where
we
were
not
giving
consistent
handoff
out
of
hours
and
the
county
would
give
one
answer
and
we
would
give
the
other.
So
we
are
considering
those
types
of
completion,
may
not
be
the
city's
actually
completed,
either
a
service
delivery
or
completed
a
service
request.
M
C
C
C
F
All
right
sure
the
PewDiePie
San
Jose
vehicle
blade
initiative
is
a
reimagining
of
a
patchwork
of
services
to
design
a
concerted,
effective
and
responsive
approach
to
the
growing
number
of
vehicle
complaints.
The
city
is
seeing
the
city,
council
and
city
manager
both
have
this
as
a
high
priority
based
on
community
feedback,
a
multi-departmental
team
is
building
from
the
ground
up
to
minimize
complaints,
achieve
proactive
and
Equitable
Services
and
use
complaint
patterns
to
be
smarter
in
our
responses.
F
We
are
early
in
the
human
Center,
design,
work
and
completing
the
joint
designs
will
lead
to
workflows
and
governance
that
create
the
desired
outcomes
while
using
resources
to
maximum
effect,
and
we
know
what
those
limitations
can
be.
The
team
will
present
with
our
Chief
Information
officer
and
Laura
Wells,
our
assistant
director
for
assistant
or
assistant
director
for
transportation,
leading
off
for
the
whole
group
Kelly.
G
Members
of
the
council
and
members
of
the
public,
my
name
is
Caleb
dolphic
and
I'm
joined
here,
I'm,
the
Chief
Information
officer
and
I'm
joined
by
Laura
Wills
assistant
director
for
the
from
the
Department
of
Transportation
and
in
Herman
Sedano
products,
project
manager
from
the
information
technology
department.
We
are
here
to
present
the
vehicle
blight
status
report.
G
P
Thank
you
Khalid,
so
as
shared
previously
vehicle
abatement
is
the
lowest
service
in
in
3-1-1
in
terms
of
customer
satisfaction.
For
last
fiscal
year,
the
overall
ratings
at
the
good
and
very
good
level
were
16.7
percent.
Not
good.
P
In
some
cases,
the
vehicle
of
light
beautifies
San
Jose
vehicle
blight
is
an
initiative
in
the
2223
city
road
map,
largely
due
to
these
low
ratings
and
the
increase
in
complaints
that
we
know,
council
members
are
receiving
across
the
city
and
it's
not
just
about
abandoned
vehicles,
but
there
are
other
concerns
such
as
trash
and
encampments.
That
are
also
impacting
the
concerns
about
Vehicles
next
slide.
P
P
We
know,
as
I
mentioned
previously,
that
residents
are
concerned
confused
with
existing
responses,
especially
if
there's
no
investigation
and
given
that
70
of
the
service
requests
fall
in
this
category.
We
know
we
have
an
opportunity
to
not
just
close
the
request
if
the
photos
that
were
submitted
do
not
show
the
properly
show
the
vehicle
conditions
allowing
them
an
opportunity,
leave
the
case
open
and
provide
an
opportunity
for
them
to
to
provide
additional
or
missing
information.
P
Currently,
the
abandoned
vehicle
service
provides
more
robust
communication
to
the
users
than
other
311
services,
but
still
we
know
that
the
communication
based
on
what
we're
hearing
and
in
seeing
in
the
comment
section
and
what
council
is
receiving,
that
we
need
to
revisit
the
messaging,
especially
when
residents
may
not
see
results
with
the
vehicle
that
they
are
reporting
and
particularly
you
know
when
the
vehicle
may
not
be
towed.
P
We
know
that
the
messaging
needs
to
be
consistent,
clear
and
friendly
and
that
it
needs
to
be
expanded
to
not
just
dot,
because
there
are
other
departments,
as
I
mentioned
involved
in
this
currently
dot
triages.
All
of
the
requests
that
come
in
through
3-1-1
with
regards
to
vehicles
and
then
we're
manually
forwarding
those
to
other
departments.
But
we
closed
the
case
and
so
there's
no
tracking
of
what
happens
with
a
request
if
it
might
be
transferred
to
pbce
or
the
police
department
and
the
resident
doesn't
know
what
happens.
P
And
so
we
know
we
need
to
to
look
at
that
area.
There's
also
many
departments
such
as
pbce,
Parks
and
Rec
housing
that
get
requests
outside
of
3-1-1.
They
get
them
through
attending
meetings
through
social
media
through
emails
phone
and
those
aren't
tracked
within
3-1-1
and
those
aren't
broadly
there's
limited
awareness
across
the
departments
on
vehicles
the
same
vehicle
if
you
will
or
if
there's
concerns
about
a
certain
area-
and
this
is
an
opportunity
that
we
have
to
improve
the
system
to
improve
the
collaboration
and
to
ultimately
improve
the
experience
for
the
customer.
G
Thank
you,
Laura.
Our
preliminary
assessment
of
the
current
process
confirmed
the
feedback
and
concerns
received
from
city,
council
and
members
of
the
public.
We
have
identified
several
opportunities
to
increase
collaboration
between
departments,
increase
public
engagement
and
improve
our
communication.
During
and
after
completing
services,
the
the
chart
or
the
diagram,
the
workflow
on
the
screen
reflect
the
complexity
and
also
identifies
the
the
preliminary
work
that
we
have
done
so
far
foreign
process.
G
We
gained
a
better
understanding
of
the
complexity
of
the
current
process
and
the
need
to
provide
an
Enterprise
solution
to
ensure
services,
to
ensure
service
consistency
and
to
provide
a
way
for
all
departments
to
be
aware
of
the
work
performed
by
other
teams
and
to
ensure
collaboration
to
improve
services.
For
example,
the
Department
of
Transport,
the
Department
of
Transportation,
referred
about
130
stolen
vehicles
to
police
department
and
214
Services
request
to
the
housing
department
for
assistance
with
situation
where
Vehicles
were
occupied.
G
B
G
N
N
N
We
have
form
a
team
that
includes
subject:
Mallet
experts,
Department's
leadership
and
all
of
them
have
been
working
with
us
and,
as
a
result,
that's
the
graphic
that
you
saw
before
we
have
captured
their
capture,
their
concerns,
the
risks
that
they
see
related
to
this
project,
and
we
continue
to
work
with
with
those
individuals
in
order
to
move
forward
with
the
project
in
regards
of
improvements.
While
we
have
identified
Improvement
to
emails-
and
it
was
said
before,
communication
is
an
area
that
we
need
to
increase.
N
We
have
already
made
some
some
changes,
some
enhancements.
For
example,
when
somebody
wants
to
report
a
abandoned
vehicle,
there
is
a
list
of
conditions
that
the
vehicle
needs
to
meet
in
order
for
that
service
request
to
be
investigated,
rather
than
just
enter
a
text
about
that,
we
actually
have
added
a
picture
of
how
the
vehicle
should
look
like,
so
that
they
they
know
ahead
of
time,
that
that's
that's
the
condition
that
they,
their
vehicle,
has
to
have.
The
reported
vehicle
in
order
to
be
investigated.
N
Another
thing
that
we
have
we
have
done
is
we
have
completed
the
internal
requirement
analysis
that
was
done
through
multiple
sessions.
We
use
user
storage
technique
in
order
to
identify
all
the
flow,
the
user
experience
from
the
intake
until
the
closure,
we
have
hired
a
human
Center
design,
a
consulting
firm
that
will
help
us
to
design
a
solution
from
the
user
perspective,
rather
than
just
tell
them
tell
the
resident.
This
is
a
solution
that
will
work
for
you
we're
going
to
be
asking
them.
What
are
your
your
needs?
N
What
are
your
pain
points
so
that
those
can
be
incorporated
in
the
design
of
the
solution?
That's
very
much.
The
concept
of
human
centered
design
and
another
thing
that
I
want
to
mention
is
that
in
in
this
effort,
we
have
identified
a
group
of
personas
personas
or
user
types.
For
example,
the
needs
of
a
home
owner
compared
to
a
business
owner
compared
to
an
individual
living
in
his
or
her
vehicle
are
different.
Similarly,
if
somebody
who
has
a
low
English
proficiency
or
somebody
with
a
disability,
those
individuals
will
have
different
requirements.
N
N
Another
thing
that
we
have
done
is
we
have
verified
that
the
the
platform
that
we
have
San
Jose
State
311
platform
is
going
to
be
able
to
accommodate
a
a
process,
enhancement
that
the
Technology
support
this
type
of
solution
does.
The
current
solution
can
be
adjusted
in
order
to
improve
and
incorporate
a
vehicle
blight
type
of
tickets.
So
we
have
done
that
verification
and
we
feel
comfortable
that,
indeed,
that
is
going
to
be
the
case.
N
Another
Improvement
that
has
been
made
is
actually
coming
from
the
police
department
now
in
their
incident
report
cards
instead
of
having
called
this
number,
they
say
contact
San
jose311,
so
we
expect
that
that's
going
to
increase
the
the
uses
of
some
considering
one
one,
but
at
the
same
time
it's
going
to
be
we're
going
to
be
able
to
provide
a
better
service
to
them.
So
we
will
have
a
record
about
that
call
and
the
result
of
that
next
one
is.
N
For
example,
one
of
the
things
that
we
notice,
as
we
said
before,
is
a
very
close
engagement
with
the
residents
with
the
users
and
working
with
different
stakeholders,
because,
as
I
mentioned
before,
they
have
different
needs
different
expectations,
and
if
we
don't
consider
them,
the
solution
might
know
might
not
work
for
some
group
and
that's
what
we
want
to
avoid.
N
Another
thing
to
mention
is
that
our
personas
or
user
types
also
include
resources
or
individuals
from
low-income
communities,
residents
who
speak
Spanish
and
Vietnamese
and
residents
with
disability.
So
we
wanted
to
put
the
the
equity
stamp
on
the
project,
because
it's
important
that
we
don't
only
focus
on
a
technical
solution,
but
we
also
have
in
mind
that
our
population
is
diverse
and
they
have
different
needs
and
they
come
from
different
from
from
different
I
would
say:
backgrounds.
N
Communication
again
continues
to
be
a
focus
for
us.
We
are
partnering
with
the
office
of
communication.
We
will
have
a
renewed
marketing
campaign.
We
did
that
when
we
wanted
to
increase
Equity
when
we
wanted
to
increase
the
number
of
users
and
service
requests
from
low-income
communities
or
marginalized
communities,
I
would
say.
Would
we
plan
to
learn,
use
that
experience
in
order
to
utilize
it
for
the
vehicle
plane?
N
Now,
training
is
going
to
be
a
very
important
factor
here.
We
are
talking
about
a
new
service
new
process
flow,
so
we
need
to
make
sure
that
our
staff
is
trained,
that
there
is
a
sufficient
information
available
to
them
so
that
they
can
handle
this
new
type
of
service
request
when
the
when
the
time
comes.
N
We
have
a
preliminary
schedule,
some
key
being
the
fact
that
we're
going
to
engage
different
groups
different
personas.
We
expect
that
residents
home
owners,
business
owners
resident
with
disabilities
will
be
part
of
that
juicer
acceptance
test.
We
plan
to
do
it
in
a
month
during
the
month
of
Summer,
with
that
we
would
plan
to
have
a
deployment
and
training
soon.
After
that.
N
N
So
once
we
have
a
a
new
process
flow,
we
should
be
in
the
position
to
Define
what
would
what
will
be
the
performance
targets
for
this
new
service?
A
new
service
might
have
a
different
performance,
Target
that
we
have
seen
so
far
in
San,
jose311
and
also
those
targets
will
not
only
be
said
for
DOT.
They
will
also
be
said
for
other
departments
that
are
impacted
or
work
on
vehicle-related
issues.
N
N
That
will
include
all
the
Departments,
because
this
this
project
starts
with
the
understanding
that,
in
order
to
provide
better
Services,
you
need
to
be
a
close
collaboration
across
departments,
so
that's
going
to
be
included
in
the
process
flow
and,
finally,
what
kind
of
stuff
will
be
required
to
to
provide
this
service?
Are
we
talking
about
reallocating
resources?
Are
we
talking
about
getting
new
resources?
That's
something
that
we
will
know
was
we
have
access
or
we
have
completed
a
improved
process
flow.
N
Another
thing
to
take
away
is
that
the
collaboration
is
not
going
to
happen
only
through
processes,
but
it's
also
going
to
happen
with
technology.
We
talk
about
integration
of
services,
integration
platforms
that
also
is
going
to
be
a
mechanism
to
improve
collaboration.
N
As
a
result
of
that,
we
should
have
better
response
to
vehicle
complaints
and
also
be
able
to
provide
responses
to
escalations
or
requests
for
information
on
some
of
those
tickets.
As
you
have
seen
before,
some
of
those
tickets
are
worked
by
departments
that
will
have
access
to
or
some
other
requests
come
through
email
or
social
media.
That's
one
of
the
takeaways
that
this
will
need
to
happen
with
an
integrated
type
of
solution
and
also
of
process.
N
N
We
have
Representatives,
we
have
our
sponsors,
the
executive
committee.
We
have
the
functional
functional
leads
for
multiple
departments
who
have
been
working
very
hard
with
us,
plus
the
itd
San
Jose
311
team,
who
is
also
part
of
this
app.
N
C
H
Those
terms
are
within
the
context
of
city
government:
I
want
to
be
referred
to
as
the
Chicano
Community
as
the
Mexican-American
Community
as
the
Mexican
Community,
as
the
Mexican
immigrant
Community,
as
the
Salvadorian
Community,
why?
Why
is
this
city
insistent
on
being
so
disrespectful
to
these
communities
and
I
want
to
know
who
marginalized
these
communities?
Why
don't
we
talk
about
that?
H
D
I
didn't
mute
him.
It
looks
like
his.
Oh,
he
just
left
the
meeting.
His
voice
isn't
coming
in
so
I'll.
I
All
right,
Blair
Beekman
here
thanks
a
lot
for
this
item,
I
think
Paul.
What
Paul
was
trying
to
say
is
nothing
else.
How
can
how
can
people
who
are
living
in
like
we
have
a
serious
RV
situation
going
on
that
I?
Think
this
item
can
be
a
part
of
that's
trying
to
address.
Thank
you
for
that.
I
Maybe
that
can
relate
to
what
Paul's,
trying
to
say,
and
so
I
I
hope
we
can
find
the
connections
with
this
item
and
what
to
do
about
the
future
of
RV
vehicle
situations.
The
city
of
Fremont
is
one
example.
They
took
a
kind
of
an
austere
approach
to
their
RV
issues
where,
as
the
city
of
Mountain
View
has
taken
a
more
Progressive
approach
with
I
think
some
interesting
examples
that
it's
been
spoken
about.
I
A
public
comment
a
few
times
that
I
just
it's
nice
to
to
mention
those
words
each
time
it
comes
up
here
now
so
check
out
and
look
into
the
work.
That's
going
on
with
the
Mountain
View
RV
program.
What
they're
doing
to
really
look
for
proactive
ways
to
address
RV
issues
that
I
think
can
be
interesting.
This
was
a
very
derived
report
and
which
was
interesting
in
its
dryness.
I
It
was
nice
to
see
government
in
action
practicing
how
government
talks
to
themselves
and
works
on
issues,
and
now
it's
I
hope
with
that
dryness.
Our
input
can
be
towards.
You
know:
Progressive
ideas
and
helpful
ideas
to
people
who
need
it
and
I
know
people
want
to
complain,
and
the
complaining
is
important
and
good
luck
how
we
can
adjust
the
complaints
with
real.
You
know:
decent
results,
decent
decent-minded
results,
good
luck
in
those
efforts
from
all
of
us.
Thank
you.
C
Great
thanks,
I'll
I'll
go
right
here
in
the
chamber
and
then
we'll
move
online
I
think
everybody
wants
to
chime
in
on
this
topic
and
I'd
see
Mario
licardo.
First
sorry.
Q
Thank
you.
Thank
you
for
the
presentation
and
I
appreciate.
I
know
this
is
an
important
topic
for
many
of
us
as
you,
as
you
pointed
out,
and
obviously
the
number
of
people
involved
in
working
on
it
shows
the
urgency
with
which
you're
which
which
you're
taking
it
I
just
want
to
back
to
the
slide
number
four.
You
don't
have
to
put
it
up,
but
you
list
it
on
that
slide.
You
talk
about.
Q
Q
What's
the
primary
issue
that
I
think
will
continue
to
lead
people
to
be
dissatisfied,
and
that
is
not
matching
expectations
that
the
public
has
and
I
think
that's
to
be
number
one
is
making
sure
that
we
set
the
proper
expectations
and
that
the
public
understands
what
they
can
expect
as
a
service
and
I.
Don't
know
that
we
still
are
dealing
with
that
issue.
I
understand
that
that's
not
necessarily
a
technical
issue.
Q
It's
not
necessarily
a
process
issue,
but
as
long
as
on
the
last
slide,
it
talks
about
the
the
final
comment:
was
the
city's
on
track
to
provide
a
comprehensive
solution
to
address
the
vehicle
blight
problem?
Q
I'm,
not
sure
we
have
what
our
common
definition
a
common
definition
between
the
public
and
the
City
of
what
the
vehicle
blight
problem
is,
and
as
long
as
we
don't
have
that
I
don't
see
how
any
solution
that
we
come
up
with
is
going
to
lead
to
satisfaction
and
of
our
community,
so
just
to
be
more
clearer
about
that.
There's
a
an
ordinance
that
says
that
people
can't
leave
their
vehicle
in
place
for
70
for
more
than
72
hours.
The
public
knows
about
that.
It's
been
out
there
for
a
long
time.
Q
It's
communicated
throughout
neighborhoods
when
they
report
a
vehicle
that
they
think
is
they
don't
want
in
front
of
their
home
anymore
or
they
don't
want
on
the
street
anymore
to
them.
That's
blight.
The
fact
that
the
vehicle
is
even
there
is
blight.
That
might
not
be
our
definition
of
blight.
It
might
not
be
the
definition
we
should
use
for
blight.
Q
It
also
might
probably
shouldn't
trigger
towing
a
vehicle
away,
but
as
long
as
the
public
expects
it
to
trigger
that
result,
the
outcome
will
be
a
dissatisfied
customer,
so
I
I'm,
not
sure
you
know
I,
think
we
have
to
get
to
that
point
of
having
an
honest
conversation
among
cities
amongst
ourselves,
a
council.
What
is
it
that
we
want
our
ordinance
to
say?
Q
Or
you
know
a
danger
to
the
community
if
we,
if
we
change
the
language
in
some
way
now
to
say,
vehicles
that
are
blighted
by
this
definition
will
be
dealt
with
and
other
vehicles,
you
know,
will
will
have
account.
I
mean
whatever
we
need
to
do
in
our
system
up
front
to
make
sure
that
people
who
use
the
system
know
what
it
is
that
they're,
what
the
system
they're
entering
the
information
into
I,
think
what
could
make
a
difference,
but
I'm
just
concerned
that
we're
not
addressing
what
the
root
problem
is
as
we
do.
P
That
council,
member
Cohen,
yes-
and
in
fact
you
know
we
listened
during
the
last
meeting
and
I
think
the
same
comment
was
provided
then,
and
we
have
made
changes
to
the
3-1-1
intake
side
to
Clearly
say
that
vehicles
that
meet
the
following
qualifying
conditions
will
be
investigated
and
it
lists
the
qualifying
conditions
and
they
now
have
sample
photos
of
what
those
those
conditions
look
like
and
we've
added
language
that
most
investigations
don't
result
in
the
vehicle
being
towed
that
we
aren't
able
to
tow
vehicles
because
they're
unsightly.
P
The
conditions
that
are
listed
on
311
were
selected
because
they're
more
likely
to
be
vehicles
that
are
truly
abandoned
anywhere
from
you
know.
On
average,
it's
about
20
percent
that
we
do
investigate
that
end
up
being
ones
that
that
are
either
inoperable
or
we
come
back
and
and
they're
still
there
indicating
that
they're
more
likely
abandoned
the
program
that
we
had
in
place.
A
few
years
ago,
where
we
investigated
100,
100
percent
of
all
the
service
requests,
the
majority
93
plus
of
of
service
requests,
did
not
result
in
a
toe,
largely
the
concerns.
Q
Right
and
I,
and
actually
that
makes
sense
to
me,
I
and
I
guess
I
shouldn't
have
focused
only
on
Towing
I,
think
the
yeah
I'm.
Sorry
you
wanted
to
chime
in,
but
just
I
think
even
people
would
expect
a
citation,
a
notice,
some
kind
of
Investigation
some
kind
of
comment
to
an
owner.
You
can't
leave
this
vehicle
here
and
I
know
we're
not.
Q
Getting
that
message
and
I
don't
know
that
and
I
need
I
think
again,
I
think
it's
a
policy
question
as
much
as
it
is
a
technical
question
or
a
staff
question
I
think
we
have
to
have
that
policy
discussion.
What's
your
ordinance
say
and
what
should
we
be
telling
the
public
that
we
offer
as
a
service?
Q
So
I'll
leave
I,
don't
want
to
say
something
about
that.
Rob.
F
Yeah
and
just
make
sure
we're
hearing
you
clearly
part
part
of
that
is
the
intake
in
making
sure
that
we're
responding
to
the
different
types
of
requests,
rather
than
shoving
everything
through
one
line
that
would
be
insufficient
or
just
by
definition,
unresponsive.
Another
one
is
communicating
what
to
expect.
That
is
part
of
the
the
design
discussion
for
the
human
centered
design
work
it's
on
our
list.
Another
one
is
chance
to
add
an
edit.
F
So
all
those
are
in
the
design
work,
but
I
want
to
make
sure
we're
hearing
you
right,
because
that
policy
is
one
and
we
we
have
that
marked
as
probably
one
of
the
more
difficult
steps,
but
also
just
being
clear
with
the
community.
Here's
what
to
expect.
Do
we
understand
you
correctly
and
and
being
able
to
respond
that
way.
Q
Yeah
and
I
think
we,
as
you
said,
we've
had
this
conversation
before
so
I'm
I'm,
not
saying
anything
new
or
novel,
but
the
comment
about
making
sure
the
expectations
are
set
correctly,
even
at
the
beginning,
even
a
response.
Email
on
that
particular
intake
system.
That
says
you
know
to
clarify
here's
the
actions
we
take
in
these.
In
what
cases
we
take
them
and
here's
what
we
don't
do,
or
even
something
very
clear
to
people
right
up
front
but
I
do
like
the
idea
of
allowing
for
not
closing
and
allowing
traditional
feedback.
Q
In
other
words,
the
closing
statement
would
say,
based
on
the
information
you
presented,
we
aren't
taking
action.
If
you
believe
that
there's
more
information
we
should
know
you
know
that
kind
of
thing.
So
I
do
appreciate
that
and
I
I
know
that
this
work
is
good
and
important,
I
just
I'm
concerned
because
we're
the
ones
who
all
receive
those
complaints-
and
this
isn't
the
only
area
where
it's
true,
it's
true
of
homeless
concerns
and
others
too
right.
We
can't
just
tell
people
we're
gonna
every
time.
Q
There's
somebody
wants
something,
moved
they're
going
to
get
it
moved,
but
we
have
to
be
able
to
have
a
the
appropriate
messaging
on
how
we're
gonna
respond.
Council.
G
Two
things:
one
probably
one
of
the
things
we're
going
to
be
doing
when
we
interview
the
public
is
ask
them
exactly
the
same
question
when
we
cannot
do
it.
C
O
Thank
you
first
I
just
want
to
say
thank
you
for
not
Towing
all
the
cars,
because
I
haven't
washed
my
car
in
nine
years
and
I
know
I'd
be
the
first
to
get
towed.
Yes,
sometimes
it
tow
me
I,
don't
know,
but
so
I
I
first
Herman.
Thank
you
for
all
your
hard
work
on
this
I
know.
Members
of
our
team
have
been
working
with
you.
They've
been
very
grateful
for
how
receptive
you've
been
to
suggestions,
and
we
all
recognize
this.
O
A
lot
of
work
to
be
done
here
to
to
align
this
program
with
expectations
of
our
community.
So
really
appreciate
all
the
the
changing
you
know
and
the
work
one
of
the
positive
changes
was.
You
know
we
had
a
real
Log
Jam
around
getting
cars
towed
tow
yards
were
full.
We
didn't
have
enough
folks
who
were
empowered
to
be
able
to
authorize
the
toes
to
the
junkyards
I'm
told,
and
so
you
and
the
team
at
sjpd,
trained
up,
I,
guess,
10
officers,
I,
think
and
and
I.
O
I
P
I
yeah
I
believe
mayor
you're,
referring
to
when
vehicles
are
determined
to
be
junk.
Cars.
O
I
appreciate
the
state
law
that
we've
trained
more
officers
to
do
that.
But
we
also
know
cops,
are
busy
I
mean
we're
really
understandable.
I
know
we're
all
under
staff,
but
officers
are
really
busy
if
they're
being
called
out
for
9-1-1
calls,
particularly
if
it's
a
high
priority
call.
So
is
there
any
way
we
could
expand
the
authority
to
ptcos
to
be
able
to
issue
those
total.
O
E
Thank
you
chair
and
thank
you
Calvin
and
the
team
for
that
presentation
and
for
the
very
detailed
answer
to
my
question
on
the
first
item.
So
thank
you
for
that.
I
was
really
impressed
how
you
created
that
flow
chart
in
10
minutes,
so
good
work
actually
I
had
the
exact
same
questions
as
council
member
Cohen
in
terms
of
expectations
and-
and
you
addressed
all
all
those
actually
all
of
my
questions
on
that
I
haven't
had
the
opportunity
to
use
the
the
app
for
abandoned
vehicles.
E
N
I
think
one
of
the
conditions
that
a
vehicle
must
fit
in
order
omit
in
order
to
be
investigated
is,
for
example,
that
they
have
the
the
airbags
open
a
vehicle
that
is
completely
on
Jacks.
That
will
be
another
one.
Another
one
I
believe
will
be
if
the
vehicle
having
a
spray
would
graffiti.
That
indicates
that
there
is
potential
danger
there.
E
So
so
that's
what
pops
up
when
they,
when
they're
about
to
submit
their
request
or
after
they
submit
the
request.
N
N
E
Okay,
and
so
it's
very
clear
once
they
see
that
notification-
that
if
the
vehicle
they're
reporting
doesn't
meet
that
criteria,
that
no
action
will
be
taken
or
it
depends
again,
I'm
I'm
getting
into
Nuance,
but
it
really
boils
down
to
you
know
properly
setting
expectations.
You
know
if
the
statement
that
they
see
is
if
this
vehicle
does
not
meet
this
qualification
or
criteria,
then
it
will
not
be.
We
will
not
respond.
You
will
not.
You
know,
get
a
all
email
I'm,
just
trying
to
understand.
E
You
know
in
terms
of
again
saying
customer
president
expectations,
you
know
what
is
it
that's
communicated
to
them.
F
Yeah
vice
mayor,
this
is
a
Rob
Lloyd,
WC
major
I
think
we
actually
have
two
answers
for
you.
Right
now
is
on
the
vehicle
abatement.
As
it's
currently
built.
F
We
are
trying
to
add
those
cues
and
descriptors
and
images
of
here's
what
it
needs
to
look
like,
or
what's
a
qualifying
thing
for
vehicle
abatement
itself,
we're
going
to
Fork
that
separately
from,
for
example,
someone's
living
in
their
car
in
my
neighborhood
there's
bio
waste
nearby,
those
types
of
things
and
and
so
in
the
future,
and
the
designs
we're
coming
up
with
the
prompts
should
be
there
to
actually
ask
them
the
right
questions
and
then
set
the
right
expectations
for
how
and
where
this
will
be
handled
and
the
timeline.
F
So
at
least
for
now
those
improvements
have
been
made,
but
in
the
the
intent
is
in
the
next
design
to
create
something
of
a
singular
cue
where
you
go
in
and
it's
not
all
vehicle
abatement,
it's
here's
my
complaint
and
then
it
asks
you
the
right
questions
and
gives
you
the
right
information
so
that
you
can
get
through
the
process
cleanly
and
then
the
city
staffs
that
need
to
be
involved.
F
One
or
many
then
get
the
right
information
in
those
child
tickets
can
be
completed
and
the
person
will
get
the
right
messaging
as
each
piece
is
resolved
or
even
if
the
staff
has
to
respond
that
this
one
doesn't
qualify
and
for
these
reasons
and
turned
into
an
educational
moment,
I'm
not
sure.
If
that's
helpful
in
your
question,
though,
but
if
I
understood
your
question
correctly,
I
think
think
that
addresses.
But
let
me
know
if
I
missed
anything
yeah.
E
Partially,
but
again
it
goes
back
to
what
is
the
messaging
that
the
cus
I
keep
saying.
Customers
I
go
back
to
my
private
sector
life.
E
What
what
is
the
messaging
that
our
residents,
you
know
see
once
they
hit
submit
it's
this
vehicle,
this
vehicle
meter,
the
qualifications
of
criteria
that
we
showed
you
in
this
pop-up
or
whatever
it
is
that
that
they
see.
If
the
answer
is
no,
then
is
it
communicated
that
like
nothing's
gonna
happen
or
there'll,
be
a
I,
don't
know
if
I'm
articulate
it
very
well,
but
I'm
just
there's,
there's
a
gap
there
in
terms
of
what
the
customer
should
expect
when
they
hit
submit
and
and
what
you
know
the
potential.
G
Vice
man
Jones:
this
is
a
calotopic
CIO
I,
don't
want
to
jump
into
designing
the
system,
but
ideally
two
things
will
will
make
an
effect
or
or
enhancement
in
this
area,
one.
What
Rob
Lloyd
has
dedicated
that,
instead
of
just
having
everything
going
through
one
channel,
this
vehicle
blight
has
different
categories.
So
we
want
to
capture
it
in
the
front.
G
So
when
they
specify
that
this
is
a
scenario
that
I'm
reporting
then,
ideally
the
questions
will
change
to
make
sure
that
we're
capturing
the
proper
information
now
if
they
are
reporting
something
I,
don't
like
the
car
hasn't
been
washed
for
two
weeks.
Please
throw
it,
then
the
message
should
also
reflect
that,
according
to
this
law,
we
cannot
or
this
restriction.
We
cannot
do
that.
Is
there
anything
else
that
you
can
provide
to
help
us
achieve
that
objective.
G
So
this
is
one
of
the
things
we're
going
to
be
looking
at
in
our
redesign
to
see
how
we
can
engage
the
conversation
in
a
way
that
they
don't
submit
unless
there
is
a
good
chance
that
we're
going
to
be
doing
something
about
it,
otherwise,
the
the
regardless.
What
we
do
after
that,
because
somebody
who
spent
the
time
to
go
through
the
effort
and
submit
it
and
then
wait
for
a
week
or
two
days
or
even
one
hour
for
somebody
to
go
back
and
say
no,
it
doesn't
doesn't
really
need
the
minimum.
G
Then
we
already
got
somebody
upset
because
they
invested
the
time
and
the
effort
and
they
got
nothing.
So
ideally,
we
will
do
a
process
for
them
to
drive
through
a
certain
questions
and
then,
if
the
vehicle
is
not
does
not
qualify,
then
we
should
be
able
to
get
them
to
understand
before
they
submit
that
there
is
a
good
chance.
It's
not
going
to
be
investigated
or
we
kind
of
tow
the
car
or
whatever
that's
going
to
be.
G
But
that's
the
kind
of
process
we're
looking
to
understand
from
the
from
the
Public's
perspective,
how
we
can
engage
them
through
a
series
of
questions
or
dynamic
or
or
interactive
website
or
system,
so
we
can
minimize
the
the
chances
for
them
to
submit
something
where
we're
not
going
to
be
able
to
do
something
at
once.
Yeah
thank.
E
This
car
will
not
be
towed
if
it
doesn't
meet
this,
you
know
criteria,
that's
that's
the
main
point
I
wanted
to
make
and
the
other
issue
that
I
raises
and
again
I've
I
haven't
used
the
app
to
report
it
a
vehicle
I'm.
Actually
thinking
about
reporting,
Sam's
car,
so
I'm
gonna,
I'm
gonna,
use
the
app
and
do
that
and
see
how
it
works
and
see
how
it
flows.
But
thank
you
for
the.
G
Explanation
your
point
as
well
taken
up
I
use
the
word
may
or
not,
because
sometimes
the
the
photo
the
image
might
have
information
that
can
help
us
or
not
help
us
to
react
to
it.
So
hopefully,
one
day
we'll
be
able
to
do
some
intelligence
where
we
can
analyze
the
picture
on
the
Fly,
we're
gonna
say
it
doesn't
seem
to
be
meeting
the
requirements
you
know,
but
we'll
see
what
we
can
do
at
as
we
did.
We
designed
the
system.
E
Great
thank
you
and
I'll
make
a
motion
to
accept
status
report.
K
C
K
Is
clearly
a
big
topic
for
this
committee
and
for
our
residents
and
we've
all
mentioned
it,
it's
about
managing
expectations
and
and
going
on
to
San
Jose
3-1-1
in
pudding
that
you've
got
a
car
in
front
of
you
that
you
want
to
be
towed
and
then
not
knowing
whether
it's
going
to
be
happening
or
not
so,
and
so
I've
mentioned
this
almost
every
smart
cities
meeting
in
managing
expectations
and
how
we
are
going
to
convey
this
to
the
to
our
residents
so
Rob
you
had
mentioned
our
next
redesign.
This
is
gonna.
K
F
So
the
design
work
as
Cala
Dimension
is
scheduled
to
be
done
by
the
end
of
December,
at
which
point
we
can
bring
it
back
to
you
and
say
Here's
how
we
would
put
that
flow
together
and
here's
some
options
and
also
some
points
of
possible
feedback
from
the
committee
that
would
at
earliest
be
the
February
committee
meeting,
because
the
January
1
lands
on
a
holiday
week.
So
if
you
want
to
do
something
in
the
February
March
meetings,
we
could
Target
that
to
bring
that
design
back.
There
also
is
some
near-term
improvements.
K
Yes
and
I
I
would
say
that
this
all
what
you're
talking
about
San,
Jose
3-1-1
and
the
vehicle
abatement
is
really
goes
back
to
good
customer
service
and
the
customer
service
report
we
just
had,
which
is
we
have
to
manage
expectations.
Managing
expectations
means
we
communicate
with
those
expectations
are,
and
then
we
follow
through
with
our
residents
to
let
them
know
no.
This
did
not
meet
I'm.
Sorry,
we
didn't
tow
the
vehicle,
and
here
is
why
it
it's
we
in
our
Council
offices.
K
We
manage
this
issue
every
day,
all
the
time,
it's
probably
not
the
top
issue,
but
it's
one
of
the
top
issues
that
our
residents
call
and
complain
about
because
really
satisfaction
to
them.
The
reason
that
satisfaction
number
is
low.
The
is
because
satisfaction
to
them
is
only
when
the
car
is
remote.
Car
truck
vehicle
is
removed.
It's
not
that
you
know
it
doesn't
really
meet
the
criteria
and
therefore
we're
not
going
to
do
anything.
They
want
the
car
gone
and
they
think
that
by
reporting
it
to
us,
it
will
be
gone.
K
We
need
to
convey
that
under
certain
circumstance
that
will
happen
under
other
circumstances.
That
won't
happen
so
the
more
clearly
we
can
convey
that
in
language
that
they
understand
that's
an
important
message
for
us
and
we
should
do
that
as
quickly
as
possible.
So
I
look
forward
to
to
the
read
to
the
revamp.
K
So
I
I
really
appreciate
all
of
this.
Clearly,
it's
a
Hot
Topic
I
wanted
to
ask
about
the
user
acceptance
testing
that
you're
going
to
do.
How
will
you
locate
those
users
to
test
and
how
can
we,
as
a
council
office,
provide
you
with
names
of
individuals
who
might
be
willing
to
participate
and
to
make
sure
that
we
have
a
cross-section
of
people
participating
in
the
testing
such
as
senior
citizens,
those
with
disabilities?
Those
with
you
know
any
language
barriers.
Anything
we
need
to
to
test.
How
can
we
how?
N
Yeah
I
can
answer
that
question
I
think
the
people
who
are
going
to
participate
in
the
user
acceptance
testing
in
certain
way
are
the
ones
that
we're
also
want
to
be
contacting.
In
order
to
be
part
of
the
focus
groups,
we
have
been
working
with
the
all
different
subject
matter:
experts
from
the
Departments.
They
have
provided
us
with
names.
They
have
this
information
because
there
are
some
residents
who
are
more
active
about
this,
submitting
service
requests
or
sending
complaints.
N
We
also
have
a
a
database,
of
course,
in
Central
City
one
one
based
on
residents
who
have
submitted
a
ticket
request
and
have
answered
a
survey.
We
have
a
group
of
residents
who,
for
example,
are
provides
a
very
good
and
good
feedback,
but
we
also
have
the
one
who
have
submitted
a
response
in
a
very
bad
and
bad,
and
that
is
that
is
what
what
we
have,
and
we
also
have
a
number
of
residents
that
we
have
worked
before
and
working
with
some
some
some
rest,
some
employees.
N
Also,
we
are
getting
information
about
the
residents
who
have
some
level
of
disability.
Those
will
be
also
part
of
it.
Now,
when
we
consult
when
we
contact
the
council
member
offices,
we
also
asked
those
offices
if
they
can
provide
some
names,
some
of
them
have
done
it.
Certainly,
we
are
open
to
to
receive
more
names
from
all
the
offices
that
we
have.
K
Can
you
great
I?
That's
that's
a
good
cross-section,
I
and
I'm
glad
to
hear
that
you're
reaching
out
to
the
council
offices.
I,
don't
know
if
my
office
has
been
one
that
has
responded,
but
could
you
send
out
the
request
again
so
that
we
make
sure
that
we
have
another
opportunity
to
get
you
names
of
folks
who
might
be
willing
to
participate
and
as
one
of
the
districts
that
has
a
lot
of
people
who.
B
K
9-1
San
Jose
3-1-1
I'd
love
to
have
someone
representative,
not
not
a
hand-picked
resident,
just
someone
who
calls
in
regularly
and
reports
regularly
and
they
may
be
on
your
radar
already.
So
if
you
could
send
out
information
again
to
the
council
offices
asking
for
names
and
help
with
that,
I'm
sure
we'd
all
be
happy
to
oblige
and
as
we
have
the
time.
F
I'll,
take
it
as
a
to-do,
we'll
reach
out
to
all
of
the
committee
members,
just
a
circle
back
and
and
ask
again
great.
K
I
appreciate
that
thank
you
for
the
report
and
thank
you
for
the
work
in
this
area.
I
know
it's
not
an
easy
one,
because,
as
I
stated
earlier,
satisfaction
is
only
when
the
car
is
removed
or
the
vehicle
is
removed
for
many
of
our
residents
and
that's
not
going
to
happen
per
our
policy.
So
we
just
need
to
manage
that
and
let
people
know
that.
Thank
you.
C
Thanks,
council,
member
and
I'll
just
try
to
bring
us
home
here
with
a
couple
final
questions
and
comments.
I
appreciate
all
the
great
comments
from
my
colleagues.
They
all
make
a
lot
of
sense
to
me.
C
It
sounds
like
just
trying
to
synthesize
some
of
what
I
heard
today
from
colleagues
that
it
would
be
really
helpful
to
have
some
sort
of
funnel
analysis
of
here
are
all
the
car
related
complaints
we
get,
and
here
are
the
different
buckets.
They
fall
into
here's
here's,
how
many
we
ultimately
classify
as
being
blight.
Here's.
How
many
are
somebody
just
complaining
about
a
vehicle?
They
don't
like.
C
It's
been
there
for
too
long,
here's
a
vehicle,
that's
noisy
or
doesn't
look
very
nice
whatever
it
is,
and
then,
when
we
come
back
it
sounded
like
early
next
year,
q1,
let's
say
or
I,
guess
that's
technically
Q3
for
us,
maybe
understanding
what
are
some
of
staff's
policy
recommendations
around
each
of
those
buckets.
What
I
think
councilman
Cohen
mentioned
earlier.
You
know
the
appropriate
response,
isn't
Towing
in
all
these
cases,
but
is
it?
Is
it
a
a
warning
or
a
notice
or
a
citation
of
some
kind?
C
And
so
I
think
just
really
understanding
what
those
buckets
are.
Similarly,
you
know
back
on
slide
six
if
it's
easy
to
put
up
great.
If
not
that's,
okay,
you
know
a
lot
of
the
conversation
that
we
just
had
through.
The
presentation
was
related
to
coordination
across
departments
really
important,
but
I
was
observing
that
of
the
total
number
of
requests
over
90
percent,
at
least
based
on
the
data
we
have
here
over
90
percent.
C
All
still
are
that
top
row
flowing
through
Dot
and
so
I
do
get
a
little
nervous
about
as
I
was
looking
at
slide
11,
it
looks
like
a
pretty
heavy
process.
There's
a
big
project,
we're
talking
about
some
significant
investment
in
a
new
in
a
new
system
to
coordinate
across
departments
largely,
it
feels
a
little
waterfall
to
me.
We
wouldn't
be
actually
shipping
anything
to
our
end
user
for
about
a
year
a
little
little
less
10
months.
C
It's
a
long
time
it'd
be
better
if
we
could
be
incrementally
shipping
improvements
every
couple
weeks
or
months,
so
I'm
just
curious
as
we
look
at
that
top
row
if
90
are
going
through
Dot
and
what
we
currently
have
at
the
end
of
that
flow
is
a
nice
happy,
Green,
Box
customer
satisfaction,
survey
but
I
think
we
know.
What's
behind
that
happy
green
box
is
actually
eighty
percent
dissatisfaction,
so
I,
just
I
would
just
suggest
and
I'll
just
try
to
turn
this
into
a
question.
C
But
could
we,
within
that
flow,
where
over
90
of
the
calls
are
where
our
primary
problem
may
not
be
coordination
with
other
departments?
That
requires
a
whole
new
system?
Can
we
do
the
funnel
analysis
and
start
much
more
quickly,
breaking
out
the
the
user
Journeys
the
needs?
How
we're
going
to
respond
push
that
policy
conversation
for
us
to
have
and
figure
out.
How
do
we
drive
up
those
satisfaction
numbers
without
waiting
a
year
for
a
new
system
to
be
built?
Is
that
possible.
G
Thank
you
for
your
question.
This
is
actually
a
great
question,
because
there
are
two
things
that
we're
going
to
learn
in
the
next
four
to
six
weeks.
One.
There
are
a
lot
of
the
requests
not
being
tracked
in
any
system,
so
we're
hoping
that
we
identify
more
of
that
and
and
that
will
allow
us
to
adjust
as
we
learn
how
many
are
actually
kept
in
a
spreadsheet
or
email,
or
something
like
that.
So
that's
one
one
thing
that
we're
going
to
continue
to
investigate
the
second
part.
G
We
already
have
a
lot
of
systems,
but
they
are
not
talking
to
each
other,
even
311
as
a
system.
It
has
capability
to
track
and
do
a
lot
of
things
that
we
can
do
so.
We
already
have
engaged
the
existing
vendor
to
to
see
how
we
can
start
making,
because
we
know
some
of
the
features
we
want
are
available
in
the
system,
but
we
haven't
tapped
in
the
in
the
system
yet
to
take
advantage
of
these
features.
G
So
the
goal
is
exactly
what
you're
saying
that
we're
going
to
try
to
maximize
as
much
as
possible
by
in
investing
in
the
existing
systems
and
looking
for
ways
for
the
system
to
interact
with
interface
and
then,
if
we
cannot
accommodate
the
big
picture
with
what
we
have,
then
there
will
be
phase
two
three
and
four
and
that's
part
of
the
package
we're
going
to
be
presenting
early
next
year.
Okay,
okay,.
C
Great
that's
great
to
hear
I'm
glad.
It
sounds
like
we're
on
the
same
page.
There
I
think
councilman,
Cohen
back
you
know
whatever
it
was
half
hour
ago,
started
us
off
on
the
right
point,
which
is
just
it's:
it's
all
about
figuring
out.
What
is
the
resident
expect?
How
do
we
tell
them
what
we
can
do
if
we
need
to
change
policy
to
better
match
expectations
or
just
better
communicate
that
this
is
the
policy?
It's
not
changing,
and
here's
why
I'd
love
to
front
load
that
conversation
as
quickly
as
possible?
So,
okay,
great.
F
And
I
think
councilman
or
chair.
If
one
thing
I
want
to
try
to
grab
in
there
is,
is
not
just
whether
or
not
it
was
the
abatement
case,
but
what
type
of
complaint
it
was
like?
A
combination
of
fire
hydrant
and
someone
parked
too
long.
So
some
people
submit
other
things.
You
want
that
kind
of
view
where
we
really
break
down
a
ladder
of
what
the
complaints
were
where
they
went.
What
fell
through
what
was
successful.
C
Well,
that's
what
I'm
thinking
I
mean
you
you
all
should
tell
us.
What's
the
best
way
to
approach
this
I
don't
mean
to
dictate
the
approach
I'm,
just
observing
that,
while
we
talked
a
lot
about
coordination
across
other
departments,
it
it
looks
to
me
like
90,
plus
percent
of
the
calls
all
came
through
dot.
C
No
doubt
there's
a
variety
of
use
cases
you
fire,
somebody
haven't
even
thought
of
fire,
hydrant
right,
great,
didn't
even
think
of
that
I
had
a
neighborhood
or
my
old
house
in
San
Jose
that
was
running
a
business
and
would
park
all
of
his
business
vehicles
in
the
neighborhood
and
block
up
the
whole
neighborhood
I'm.
Sure
many
of
my
neighbors
complained
about
that.
We
have
ugly
Vehicles,
noisy
Vehicles
actual
abandoned
vehicles.
We
have
all
these
different
use
cases.
C
We
actually
identify
it
as
such
and
we
deal
with
it
and
that's
the
20
percent
of
cases
or
some
subset
of
those
where
people
are
satisfied,
then
we
have
use
case
two
three,
four:
five
in
terms
of
volume
of
calls
or
requests
that
aren't
that
we
don't
fulfill
it
or
communicate
it
well,
and
we
now
have
80
of
people
unhappy.
Can
we
take
a
big
chunk
out
of
you
know
two
three:
four:
without
having
to
necessarily
build
a
big,
expensive
system?
That's
going
to
take
you.
C
Absolutely
okay
I
see
head's,
not
in
so
it's
good
enough.
You
can
come
back
later
and
tell
us
if
that
makes
any
sense.
Okay,
great
any
other
comments,
questions
I,
think
I'll,
just
check.
Zoom
great
I
think
we're
ready
to
vote.
I
All
right,
thank
you,
maybe
you've
been
here
thanks
a
lot
for
the
meeting
today.
I
can't
describe
enough
the
importance
of
really
wanting
to
work
towards
open,
accountable
practices
as
a
part
of
the
future
of
all
the
technology
that
we're
we're,
learning
how
to
understand.
In
San
Jose,
you
have
good
policies
and
practices
that
are
growing
within
city
government.
That
I
hope
you
guys
can
continue
working
on.
I
You
have
good
starts
in
how
to
work
on
those
projects
and
and
to
really
you
want
to
talk
to
the
community
more
I
hope
you
want
to
learn
to
make
those
efforts
like
I,
said
before
earlier.
The
aopr
process
in
October
was
kind
of
a
disaster,
because
I
mean
you
guys
were
working
so
hard
to
make.
I
You
know
Community
public
meetings
and
to
make
points
and
to
to
work
towards
a
Clarity
that
was
really
dismissed
and
not
talked
about
I
hope
you
want
to
continue
those
sort
of
good
efforts
and
and
want
to
continue
to
practice.
You
know
and
work
towards
an
openness
and
and
explanations,
because
we
can't
explain
things
the
city
of
Berkeley
has
spent
the
past
year.
You
know
working
on
better
civil
protections
and
the
future
of
their
aoprs
and
Commercial
data
that
their
City,
their
Community,
was
real
upset
about
this
time.
I
Last
year
they
worked
on
it
and
a
year
later
they
have
answers,
they
have
protection
civil
protections
for
the
future
of
their
Sanctuary
City
with
aoprs
and
Commercial
data,
and
that's
an
important
goal
that
we
can
work
towards,
and
we
don't
have
to
fear
talking
about
that.
We're
still
a
bit
fearful
just
to
talk
about
those
things
openly.
It
should
be
an
open
conversation
and
a
good,
healthy,
robust
conversation
for
ourselves
and
good
luck.
How
we
can
have
that
conversation
and
it
can
be
friendly,
it
that's
its
purpose.
I
That's
the
whole
purpose
of
this
work
is
to
build
a
friendly,
sustainable,
peaceful
community
future.
It
isn't
by
lying
to
each
other
and
holding
back
things.
Good
luck,
how
we
work
on
these
good
technology
practices
and
accountability
in
our
future.
Thank
you.
H
Yes,
personal
from
the
Horseshoe
there's
a
tremendous
amount
of
bias
and
Prejudice
when
you
allow
the
city
to
use
language
on
direct
and
then
when
I
cross-examine
that
language
that
the
city
introduced
into
the
conversation
all
of
a
sudden,
I'm
off
topic,
it's
prejudicial
it's
biased,
yeah
and
unacceptable.
H
That's
Point
number
one
number
two
I've
gotten
at
least
150
people
to
vote
for
mayor,
Mayhem
and
I'm,
going
to
everything
that
I
can
do
ensure
that
he
is
elected
mayor
Cindy
Chavez
has
absolutely
no
business
being
anywhere
near
that
seat.
I.
Don't
trust
her
and
there's
reasons
why
our
current
mayor
knows
exactly
who
knows
benfield's.
He
knows
whose
Ben
Fields
is
and
knows
his
history.
D
Can
you
please
speak
about
something
other
than
the
election
into.
H
D
H
E
That's
the
committee,
a
point
of
order.
Dear
yeah,
we.