►
Description
City of San José, California
Smart Cities & Service Improvements Committee of September 2, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=887643&GUID=873D4682-67B1-4C5A-9CC6-444DECB2339F
B
D
B
B
A
Excellent,
thank
you
welcome
to
I'm
pleased
to
call
to
order
the
august
actually
september
wow
we're
in
the
september
meeting
now
of
the
smart
cities
and
service
improvements
committee,
we're
excited
about
our
agenda.
Today
we
have
a
few
really
substantive
items,
rob
we
are
under
orders
of
the
day
here.
I
believe,
there's
a
request
to
reorder
the
agenda
items
to
stick
with
item
one
and
then
flip.
Two
and
three:
is
that
correct?
Yes,
sir
okay,
and
do
we
should
we
do
we
need
to
vote
on
that.
G
A
E
E
We
will
focus
on
the
city's
use
of
data
to
improve
the
lives
of
residents
by
using
that
data
to
solve
critical
community
challenges
and
by
reviewing
resources.
Priorities
in
program
design,
matt
lesch,
our
assistant
director
of
public
works,
will
introduce
a
team
spanning
multiple
departments
for
this
update.
Second,
we
will
follow
with
d3
a
dive
into
san
jose
311
and
san
jose's.
Digital
services
drive
as
identified
in
the
I.t
strategic
plan.
Digital
services
is
a
key
strategic
pillar
for
the
city's
efforts
to
improve
access,
resident
experiences
and
efficiencies.
E
Jerry
driessen,
our
assistant,
cio
hederman
sedano,
our
products,
project
manager,
4311
kia,
ohara,
our
san
jose
311
contact
center
manager
and
matt
obsel
senior
executive
analyst,
and
our
web
guru
will
provide
that
report
and
then,
finally,
under
d3,
we
will
present
an
update
on
the
city's
implementation
of
the
digital
project.
Privacy
policy
that
went
into
effect
in
july,
along
with
some
details
about
that
implementation
and
future
steps,
as
we
build
privacy
program
with
that,
I
believe
matt
will
kick
us
off.
H
H
We'll
kick
right
in
so
here
are
the
names
of
all
the
people
who
are
participating
already
already
from
itd
vince
from
dot
christine
kinyip
and
kevin
all
from
the
mayor's
office
of
technology
and
innovation.
Here,
to
share
some
great
information
with
us
about
our
center
of
excellence
for
data
and
what
we're
going
to
do.
H
Our
first
area
here
is
to
talk
through
what
our
so
I
just
introduced
the
team
we're
gonna
orient
around
some
of
our
issues.
We're
gonna
talk
about
some
of
our
approach.
We're
gonna,
look
back
a
little
bit
to
orient
and
get
folks
connected
to
what
has
happened
in
the
past.
Some
have
been
around
this
for
a
bit
and
some
have
not
so,
let's
get
to
where
we
were
before
we're
going
to
dig
deep,
deeply
dig
with
d.o.t,
and
then
we're
also
going
to
look
for
some
quick
victories
here
to
help
us
here.
H
We
have
to
keep
a
line
to
our
city
road
map.
I
first
would
like
to
apologize
to
me.
I
know
this
is
the
prior
version,
with
the
colors
on
it
that
we're
not
supposed
to
have,
and
so
this
is
the
colored
version,
but
that's
okay,
but
so
really
our
data
strategy
is
touching
everything
that's
on
our
roadmap,
but
some
key
areas
that
we
can
dig
through
is
on
our
digital
equity.
H
Our
drive
to
digital,
our
effective
teams,
our
city,
workforce
and
diversity,
but
really
the
data
activity
is
going
to
happen
throughout
all
of
these
different
strategies.
But
we
want
to
talk
briefly
here
about
some
key
ones
that
pop
out,
because
we
need
to
align
all
our
work
to
our
our
roadmap,
that
this
is
really
key
to
that
going
back
to
the
wayback
machine.
H
This
slide's
been
used
several
times
before,
but
really
it
shows
it's
like
one
of
our
classic
images
to
talk
about
the
directionality
of
where
our
data
problems
and
challenges
and
opportunities
are
going
what's
interesting
and
looking
back
to
see
how
much
data
has
been
generated,
every
going
all
the
way
back
to
2012
every
year
it
says,
90
of
the
data
of
the
world
today
has
been
created
in
the
last
two
years.
When
I
was
looking
at
it,
it
was
like
in
2012.
It
was
the
case
in
2013.
H
It
was
the
case
in
2019
your
case
that
90
of
the
data
that
the
world
has
today
was
created
in
the
last
two
years.
So
this
asymptotic
problem
set
of
dealing
with
city
data
and
all
data
is
something
that
we
will
be
wrestling
with
and
we
will
be
endeavoring
to
get
this
slide,
updated
and
kind
of
as
we
explore
and
keep
moving.
What
happens
beyond.
What's
looks
like
just
past
2020,
where
we
are.
H
H
H
We
want
to
solve
that.
There's
one
problem:
so
people
wrestle
around
it
and
get
to
one
single
place
and
it's
not
really
sustainable.
It's
these
one-off
scenarios,
but
I
don't
want
to
kind
of
paint
this
picture
that
nothing's
being
done
with
data
or
no
good
work
is
being
done.
There's
lots
of
good
work
being
done
and
we're
going
to
hear
from
both
rt
and
vince
and
from
the
modi
team
about
work
that
is
going
on
there
in
these
different
areas,
but
our
dot
paving
crews
are
thinking
like
how
do
they
schedule
out
and
plan?
H
It's
not
just
the
engineering
approach,
they're
looking
for
ways
to
be
consistent
across
geographic
and
economics
and
also
to
other
ways
to
think
how
should
we
be
paving
our
streets?
I
know
that's
done
in
our
small
cells.
I
know
our
esd
stormwater
folks
and
our
our
climate,
smart
people,
they're
all
thinking
about
how
ways
and
and
being
informed
by
the
decisions
of
their
operations
through
data,
so
to
say
we're
not
using
data.
It's
incorrect.
H
We
are
but
it
and
these,
but
our
city
departments
are
incredibly
interested
to
be
driven
by
data,
but
there's
gaps
in
know-hows
and
know-how
and
there's
caverns
in
capacity
so
like
we
have
this
giant
gap
between
what
we
want
to
do,
how
to
do
it
in
some
capacity
and
we're
going
to
work
through
that.
So
what
are?
What
is
our
strategies?
What
are
our
strategies
here?
So
we're
going
to
adjust
our
organizational
approach,
we're
going
to
align
the
non-spatial
data
in
the
same
way,
we
did
so
we're
aligning
it
to
the
gis
center
of
excellence.
H
That's
why
public
works
assistant,
public
works
director
is
here
talking
about.
I
run
the
spatial
data
program
and
so-
and
we
have
done
a
lot
of
work
over
the
last
decade
on
our
spatial
data,
we're
going
to
line
our
data
approach
to
have
a
singular
data
approach,
we're
adding
a
data
equity
lead
resource.
The
mayor's
june
buzzard
message
was
directed
to
have
a
data
equity
person.
That
position
is
in
recruitment
right
now
and
so
we'll
hopefully
have
that
person
on
soon
we're
going
to
take
the
learnings
from
that
spatial
data.
H
Successes
in
influencing
tactics,
and
so
we're
talking
about
strategy
but
influencing
tactics.
What
did
we
do
around
the
spatial
data
that
created
some
of
the
success?
What
were
the
learnings?
Well,
we
enunciated
a
long-term
target,
something
like
we
created
an
available
data
repository,
that's
organized
and
sustainable,
so
we
created
this.
We
we
came
up
with
something
on
the
spatial
sites
that
we
need
to
have
that
same
things,
we're
going
to
learn,
learn
and
use
that
plan
for
a
sustained
effort.
This
is
going
to
be
a
bunch
of
work.
H
H
You're
going
to
hear
from
rt
about
something
about
the
open
data
community
architecture,
so
we'll
have
an
open
we're
going
to
have
a
data
standard,
that's
reasonable
and
flexible,
and
then,
where
there
is
internal
momentum
and
talent,
we're
going
to
shove
and
run
and
you're
going
to
hear
it
like
that
from
about
stuff
like
that
from
vince,
but
we're
going
to
have
to
do
these
data
chores.
This
is
work.
There
is
stuff
that
has
to
happen
and
we
need
to
have
the
know-how
and
capacity
to
do
this
work.
H
We're
going
to
talk
about
so
this
teach
and
train
the
organization.
What's
interesting,
the
gis
program
we've
been:
we've
been
hosting
trainings
around
the
gis
technologies
for
about
a
decade
about,
and
it's
not
just
about
training
on
the
tools.
You
help
that
because
then
those
people
we
train,
help
evangelize
evangelize
about
what
can
be
done,
and
it's
always
not.
It's
always
about
teaching
how
to
execute
with
the
tool,
but
how
to
ask
questions
and
to
see
what's
possible
to
really
get
the
thinking
this
education
piece.
H
Even
the
college
board
is
including
data
fluency
concepts
in
the
sat
and
not
just
in
the
math
section
in
the
in
the
verbal
section
as
well.
So
we
need
to
teach
and
train
the
organization,
but
we
need
to
be
thinking
beyond
just
the
folks
that
are
here
right
now,
but
we
cannot
miss
these
quick
victories
and
you
hear
some
of
those
things
from
the
modi
team
about
things.
What
I'm
describing
is
quick
victories.
H
If
you
do
some
work
and
the
team
is
able
to
execute
on
them
and
then
you're
able
to
find
great
value
in
the
organization,
so
as
you
would
expect,
there'll
be
things
like
okrs
that
come
out
and
we'll
have
objectives
that
we
describe
that.
Look
a
lot
like
this.
In
fact,
they'll
probably
be
these
broad
objectives
to
democratize.
H
The
value
of
the
data
foster
these
communities
of
practice
and
then
enable
data-driven
actions
and
decisions,
and
we
have
strategies
underneath
each
one
of
those
objectives
which
will
then
we'll
come
out
with
key
results
that
we'll
be
measuring
ourselves
by
for
achieving
and
goals
and
and
at
the
baseline.
So
you'll
have
these
data
we'll
create
these
metrics
and
we'll
drive
and
report
out
on
performance.
H
I
With
that
we
decided
to
take
a
holistic
approach
in
understanding
the
usage
and
management
of
data
in
the
city
by
focusing
on
technology,
people
and
processes.
On
the
technology
side,
we
published
our
open
data
community
architecture
or
odca,
which
was
four
years
ago
that
we
published
it.
It
lays
out
our
approach
to
data
management
for
the
city.
The
city,
open
data
environment
is
the
phased
implementation
of
the
odca,
which
is
intended
to
provide
support
for
traditional,
as
well
as
iot
data
at
scale,
we'll
dive
into
more
details
in
code
in
the
next
few
slides.
I
The
technology
alone
cannot
help
meet
our
goals.
That's
where
people
come
in.
We
need
to
build
the
organizational
muscle
by
building
skills
in
the
city
to
allow
the
use
of
data
under
processes.
We
need
to
have
data
governance
in
place
to
allow
for
management
of
data
throughout
its
life
cycle,
covering
all
aspects
of
usage,
security
and
privacy,
we're
also
focusing
on
data
journalism
by
publishing
data
stories
that
add
narratives
around
data
and
helps
with
public
engagement
and,
lastly,
having
the
right
processes
in
place
to
embed
data.
In
our
decision
making
process.
I
I
like
to
compare
our
data
approach
to
a
library
where
city
open
data
environment
is
the
library
building
structure
that
is
stacked
up
with
books
or
data
in
our
case,
and
we
need
to
continue
to
staff
it
with
people
with
the
right
skills
to
maintain
and
use
it
and
have
the
right
processes
to
maintain
the
data
fluidity
next
slide.
Please.
I
What
we
see
on
the
left
are
the
data
sources,
some
of
some
on
our
city-owned
infrastructure
and
some
on
the
cloud
to
the
right
of
the
data
sources
is
what
we
call
an
extract,
transform,
load
or
etl
process.
The
data
that's
captured
in
the
systems
is
transactional
and
not
necessarily
fit
for
analytics.
I
The
etl
process
in
the
middle
helps
helps
us
pick
and
choose
and
clean
up
the
data
to
make
it
fit.
Our
analytical
needs
on
the
bottom
right
is
our
city
open
data
environment,
where
the
cleaned
up,
where
the
cleaned
up
analytical
data
needs
to
reside
the
final
and
the
most
used
consumption
endpoint
for
the
data
are
on
the
top
right.
The
city's
open
data
portal,
the
data
visualization
tools,
be
it
power,
bi
or
tableau,
advanced
analytic
tools
for
data
science
and
machine
learning.
I
I
I
To
put
things
into
context,
the
size
of
our
amanda
permitting
database
with
20
plus
years
of
transactional
data
and
the
size
of
our
financial
management
database
with
30
plus
years
of
transactional
data
is
around
300
gigabytes
each
with
half
a
petabyte
of
storage.
We
do
have
enough
storage
capacity
to
support
our
data.
Analytics
needs
for
next
couple
of
years,
and
more
storage
can
be
added
on
added
on
if
we
need
it.
I
I
I.T
public
works
department
of
transportation
have
their
own
structured
data,
warehouses
in
place
that
can
potentially
be
moved
over
to
this
centralized
location.
In
fact,
it
and
dot
have
already
started
to
work
on
that.
The
last
partition
in
is
the
unstructured
data
which
is
critical
for
us
to
have
to
be
able
to
manage
iot
data
at
scale.
We
built
a
hadoop
data
warehouse
using
open
source
technology.
However,
there
are
maintainability
issues
that
still
need
to
be
sorted
out
and
the
fast-changing
technology
makes
it
harder
to
manage.
I
J
J
Information
can
be
extremely
powerful
to
build
a
better
and
safer
san
jose
if
we
use
it
in
a
responsible
in
an
accurate
way.
So
that's
what
my
intent
is.
That's
what
my
envision
is
as
we
move
forward
with
all
of
these
strategies
that
we've
been
working
with
so
with
that
we
wanted
to
start
off
with
some
of
the
logistical
changes
that
dot
has
been
working
on
over
the
past
12
to
18
months.
Since
I've
been
here
and
that's
really.
J
J
J
J
We
have
workflows
and
assets
within
that
system
that
rolls
up
into
many
of
the
transportation
activities
that
we
do.
We
have
our
reporting
zone
like
rt
had
mentioned,
and
that's
going
to
be
migrated
over
to
the
itd
data
lake
as
well.
That's
going
to
contain
primarily
structured,
unstructured
and
spatial
data
using
maps
as
we
platform
our
database
data,
and
we
do
have
some
excel
and
csv
extracts
that
would
fit
under
the
unstructured
data
sets.
J
J
If
we
load
that
up
into
an
iot
space,
that's
where
we
would
get
into
machine
data,
and
things
like
that
which
we
which
we
haven't
gotten
to
so
I
didn't
put
it
on
the
slide,
but
that's
the
evolution
of
it,
and
we
also
have
third-party
data
that
we're
working
with
within
our
partners
as
well
arab,
provides
third-party
data
and
that
basically
expands
and
increases.
The
data
sets
that
we
could
actually
work
with
to
triangulate
more
accurate
data
analytics.
J
If
you
will,
with
all
of
this
data,
we
are
making
sure
that
security
digital
privacy
is
at
the
highest
level
we're
following
every
standards
that
rob
has
with
an
itd
that
marcelo
has
within
cyber
security,
to
make
sure
that
we
are
not
exposing
anything
that
we
should
not
be
exposing
from
a
security
standpoint
or
from
a
privacy
standpoint,
and
what
we've
done
in
partnership
with
rt
and
the
itd
data
lake.
We
also
have
external
partners
urban
logic,
who
did
a
presentation,
I
believe
one
or
two
smart
city
council
meetings
ago.
J
This
slide
right
here
I
try
to
categorize
our
analytics
into
two
core
pieces
right
now:
general
analytics
and
advanced
analytics
general
meaning.
This
is
our
internal
analytic
system
that
we've
built
and
it's
I
don't
want
to
say
it's
lower
level,
it's
very
it's
very
intense
and
it's
a
lot
of
work
has
been
put
into
this,
but
it's
basically
taking
a
few
amount
of
data
sets
putting
it
in
into
our
reporting
zone,
which
is
our
data
repository
right
now
we
import
this
into
power.
Bi
power.
J
Bi
is
a
business
information
intelligence
system
which
does
the
analytics
for
us.
We
massage
the
data,
we
clean
the
data
and
we
do
some
prepping
prior
to
going
through
the
analytics
piece.
We've
used
it
for
several
things
within
project
coordination,
business,
vision,
zero
and
planning.
We
also
try
to
use
this
as
our
incubation
place,
because
we
don't
want
to
waste
money.
J
Doing
this
with
urban
logic
and
figuring
it
out
we'd,
rather
try
to
do
things
here,
make
sure
that
we
fully
understand
what
we're
looking
for
and
the
outputs
and
the
use
cases
that
are
going
to
drive
us.
Then
we
pass
those
over
for
deep
learning
within
the
urban
logic
system.
So
we've
done
this
some
cases
here
our
project
coordination
tool,
it's
anyone
within
dot
could
go
into
the
system,
say
you're
in
sewers
and
you're
looking
to
see.
J
If
there's
any
project
conflicts
coming
up-
and
you
see
that
oh,
the
pavement
team
is
going
to
pave
this
road
and
I
have
a
sewer
project.
Well,
I'm
going
to
communicate
and
I'm
going
to
collaborate
with
the
pavement
team,
because
I'm
going
to
do
my
sewer
project
first
rather
than
paving
it
and
then
us
going
back
in
and
digging
it
up,
some
simple
things
like
that
or
we've
used
it
for
auditing
purposes,
around
vehicle
abatement
to
to
identify
resources
and
slas.
J
J
This
is
a
little
bit
deeper
in
this.
Is
our
advanced
analytics?
What
I
would
call
it
this
is
working
with
urban
logic.
So,
like
I
said,
urban
logic
is
a
full
stack
data
analytics
platform
I'll
go
into
the
layers
of
that
stack
later.
On
in
the
presentation,
but
this
is
where
we're
taking
our
data
sources
and
then
we're
adding
even
more
data
to
it.
J
We're
working
with
arab,
for
example,
for
on
the
planning
side,
we're
increasing
our
data,
sets
within
vision,
zero
and
we're
pushing
this
into
the
urban
logic
data
repository
that
that
they
host
physically
and
logically
logically,
meaning
they
tap
into
some
of
our
vendors
that
we
use
for
and
go
directly
to
into
their
applications
and
through
the
apis,
the
application
interfaces.
They
pull
that
data
into
their
platform
and
from
their
platform
they
basically
will
generate
use
cases
and
outputs
that
we
are
requesting
for
them
to
do.
J
When
I
say
we,
it's
usually
the
experts
within
that
group.
So
for
the
planning
group
there's
a
team,
for
example,
rounds
us
for
division,
zero,
there's,
jesse,
they're,
defining
key
performance
indicators
or
outputs
to
start
getting
the
visualization
of
where
we
are
today.
As
we
move
forward,
we'll
move
into
machine
learning.
J
J
J
J
We
currently
have
structured,
unstructured
and
application
data
just
so
that
people
know
structured
data
is
usually
databased
data
there,
it's
structured,
it's
in
tables,
it's
very
defined,
unstructured
data
are
filing
content,
usually
coming
from
an
excel
file
or
csv
file.
Those
types
of
things:
application
and
system
data.
That's
data,
that's
attaching
directly
to
the
application
itself
and
we're
pulling
data
through
the
application
interface
into
the
urban
logic
platform.
J
This
next
layer
up
is
the
data,
engineering
and
data
normalization
layer.
I
have
this
highlighted
because
this
is
probably
the
most
tedious
part
to
do,
and
I'm
thankful
for
urban
logic
that
they
do
it,
because
basically,
their
software
and
intelligence
can
normalize
data
when
at
the
simplest
form.
If
you
want
an
example
of
data,
normalization
is
if
we
have
a
data
set
that
could
be
put
in
the
system
in
different
ways
or
different
formats.
J
J
And
then
another
person
they
don't
use,
dashes
or
parentheses.
They
just
put
it
in
as
four
zero.
Eight
one,
two
three
four
five,
six
seven,
those
are
all
equal,
and
so
that's
where
the
normalization
comes
out,
it
could
be
a
street
sign,
for
example,
street
s-t-r-e-e-t
or
s-t
period
or
st.
So
that's
that's
a
those
are
just
examples
of
normalizing
data
when
we
get
to
that
point,
as
rt
pointed
out
as
well
and
even
matt.
J
These
are
crucial
because
analytics
data
science
is
only
as
good
as
the
data
it's
working
with,
and
so,
if
it's
not
clean,
if
it's
not
accurate,
our
analytics
are
not
going
to
be
clean.
It's
not
going
to
be
accurate,
and
so
we
need
that
so
that
we
could
do
the
mining
properly.
We
could
do
the
data
science
science
right.
J
We
could
write
our
algorithms
to
a
t
so
that
we're
producing
that
output
that
we
need
that
takes
us
to
the
next
layer,
which
is
the
outputs,
so
I've
compiled
predictions
machine
learning
and
ai
within
the
space
as
well,
because
it's
all
part
of
the
outputs
as
we
build
on
this
and
we
get
historical
data
and
we
could
start
modeling
our
machine
learning
to
learn
from
that
data.
We
could
start
doing
predictions.
We
could
do
predictive
modeling.
J
We
can
anticipate
what
may
happen
if
we
do
some
changes
in
a
good
way
in
a
bad
way,
but
that's
the
way
we
get
there.
It
starts
from
the
analytics
piece
goes
up
to
the
learning
piece
and
then
it
basically
reports
up
to
us
in
a
visualization
layer.
So
these
are
the
outputs
that
we
see.
These
are
the
user-friendly
things
saying
hey
in
this
council
district.
We
have
these
things
going
right.
These
things
going
wrong
and
whatnot,
it's
the
visual
piece
of
it,
so
each
layer
is
important
in
this
particular
slide.
J
This
one
same
same
stack,
different
objective
here,
just
to
take
a
step
back
prior
to
me.
Coming
to
the
city
a
couple
years
ago
I
was
in
data
and
technology
for
about
20
years.
Everything
that
matt
says
I
said
earlier
was
a
hundred
percent.
Accurate
data
has
grown,
I
wouldn't
say
exponentially,
but
it
probably
is,
if
we
think
about
bits
to
bytes
kilobytes,
to
megabytes,
to
terabytes,
to
petabytes,
now
exabytes
think
about
that
scale.
Think
about
how
much
data
we
have.
J
J
It
has
to
be
able
to
scale
so
that
we're
not
spending
80
of
our
time
cleaning
up
data
and
that's
only
20
of
our
time.
If
we
do
that,
everything
else
works
perfectly,
but
it
is
so
key
when
I
was
in
the
private
sector
when
we
would
go
into
companies.
We'd
ask
a
simple
question:
like
what
data
do
you
have
and
what's
it
used,
for
it
was
a
blank
look
that
we
usually
got,
because
they
had
so
much
data
and
they
really
didn't
know
what
every
piece
was
used
for.
J
So
that's
where
we
could
learn
from
that
and
we
could
start
today,
like
matt
started
with
the
spatial
data.
We
could
do
that
with
every
piece
of
data
that
we
have
and
control
that
piece,
and
then
we
could
scale
horizontally,
adding
more
use
cases
to
this
or
more
or
vertically,
where
we
could
get
more
precise
and
you
have
better
outcomes
and
outputs
from
that
data.
So
the
bottom
layers
are
key,
that's
the
foundation
of
our
house
and
we
could
build
the
application.
On
top
of
that.
J
If
we
do
that,
right
again,
analytics
will
be
more
accurate
and,
if
analytics
are
accurate,
our
predictions
will
be
more
precise
and
so
it
it
needs
every
piece
to
work
off
of,
but
the
foundation,
if
it's
broken,
we're
gonna
be
altering
our
analytics
and
our
predictions
forever.
So
with
that,
hopefully
this
was
helpful
and
informational.
H
B
I
just
want
to
start
by
saying
thank
you
for
the
opportunity
to
present
our
data
equity
analysis
on
san
jose
311,
which
is
a
project
that
we
started
working
on
january
of
this
year.
Our
data
equity
pilot
is,
you
know,
supported
by
a
supported
by
the
knight
foundation
and
was
also
mentioned
in
the
mayor's
june
budget
message.
Where
mayor
licardo
wrote
all
the
talk
about
equity
means
little
if
we're
not
measuring
outcomes
and
driving
results
with
concrete
actions
towards
those
outcomes
and
so
data
equity.
B
At
a
glance,
we
have
a
two-day
completed
six
projects
with
various
city
departments.
Our
data
equity
team
is
made
up
of
individuals
who
have
been
historically
underrepresented
in
the
tech
industry,
and
we
believe
that
data
is
not
simply
an
intellectual
exercise.
We
believe
that,
if
done
right,
it
reveals
choices
and
creates
opportunities
to
drive
equitable
outcomes
for
our
residents
next
slide
and
we're
really
proud
to
have
worked
with
talented
individuals
from
career
changers
to
local,
high
schoolers
and
young
technologists,
who
are
experiencing
public
sector
work.
B
For
the
first
time,
we've
cultivated
the
partnerships
listed
on
this
slide:
universities,
data
science,
boot
camps
and
non-profits
to
build
a
talent
pipeline
into
local
government.
It
is
because
of
these
partnerships
that
we've
recruited
a
diverse
team
that
represents
the
communities
we
serve.
In
fact,
two
of
our
data
equity
fellows
are
currently
pursuing
masters
in
data
analytics
at
san
jose
state
university
and
we're
so
excited
that
we
have
data
scientists
from
san
jose
working
on
programs
that
directly
impact
their
communities.
B
B
My
career
in
the
private
sector
spans
high
growth
technology
companies
and
hedge
funds,
which
are
organizations
that
pioneer
data-driven
performance,
but
I've
been
serving
in
the
public
sector
since
the
beginning
of
the
pandemic.
I
joined
the
city
from
the
u.s
small
business
administration,
where
I
was
part
of
a
coven
19
task
force,
using
data
to
improve
access
to
the
paycheck
protection
program.
B
One
of
our
presenters
today
is
kevin
shaw.
Who
is
the
facilitation
lead
for
san
jose?
311.
kevin
is
a
designer
and
researcher
who
has
previously
worked
for
the
mayo
clinic
and
at
fast
company's
most
innovative
startup.
He
was
a
us
department
of
state
fulbright
scholar
in
china,
where
he
focused
on
community
health
research
with
the
lgbtq
community
and
kevin
received
his
bachelor's
in
international
studies
and
global
health
from
the
university
of
washington.
B
Our
other
presenter
kenya
chin
is
the
technical
lead
for
san
jose
311.
Kenya
is
a
data
scientist
and
he
has
overseen
a
team
of
five
that
has
improved
the
data
quality
and
drove
the
technical
analysis
of
the
311
tickets.
Kenya
received
his
master's
in
statistics
from
texas
a
m
university
and
was
also
a
data
science
instructor
at
galvanize,
which
is
a
leader
in
the
I.t
career
education
in
the
next
slide.
B
I
want
to
start
by
thanking
harvard
data
scientist,
matthew
finney,
as
well
as
zulma,
andrea
and
jaima,
from
the
office
of
racial
equity
for
helping
us
develop
and
refine
this
framework,
because
we
know
that
equitable
outcomes
look
different
for
each
department.
We
developed
a
framework
that
helps
departments,
define
equity
outcomes
track
and
measure
progress
over
time.
An
important
distinction
is
that
we're
analyzing
administrative
data
rather
than
just
survey
data,
because
we
know
that
survey
data
with
low
response
rates
can
introduce
bias,
whereas
city
system
data
right.
K
K
K
Therefore,
we
knew
we
had
to
go
about
this
process
with
a
lot
of
care
and
collaboration
in
the
framework
that
christine
and
matt
created.
We
set
out
to
craft
an
objective
by
posing
the
question.
What
is
an
equitable
outcome
for
your
department
of
programs,
and
you
can
imagine
this
is
a
challenging
question
to
answer
for
a
set
of
services
as
broad
and
diverse
as
sj311
next
slide.
K
K
Next
slide,
please
the
process
of
crafting
the
objective
ended
up
taking
three
big
steps
and
these
weren't
pre-planned.
This
is
what
we
found
that
worked
well
in
the
process
of
doing
it.
First,
we
ideated
the
equity
objectives.
What
that
means
is
we
simply
created
a
space
for
all
the
sj301
services
to
contribute
ideas
as
to
what
they
thought?
The
objective
could
be
where
they
thought
we
should
focus
on
equity.
K
This
is
the
sj311
equity
objective
as
it
stands
and
while
it
might
seem
straightforward,
it's
actually
the
result
of
intense
discussion
and
co-creation.
Each
word
in
here
is
a
specific
meaning
and
intention.
For
example,
an
earlier
iteration
used
a
phrase
san
jose
residents.
Instead
of
what
you
see
here,
it
became
clear
during
our
conversations
that
some
services
also
serve
people
passing
through
san
jose
working
in
san
jose
businesses
in
san
jose.
K
Finally,
submitting
reports
via
sj31
and
ensuring
delivery
per
committed
turnaround
times.
This
creates
a
two-pronged
equity
objective,
in
that
one
is
looking
at
empowering
people
to
submit
reports
in
places
that
are
historically
underreporting
to
be
able
to
surface
problems
that
they
see
in
their
areas
in
their
neighborhoods
and
two
looks
at
ensuring
an
equitable
and
consistent
service
response.
K
K
L
So
for
this
slide,
while
developing
metrics
for
equitable
service
delivery,
we
had
to
consider
that
service
providers
are
both
proactive
and
reactive
to
service
requests.
Service
providers
proactively
patrol
the
streets
of
san
jose.
Looking
for
issues
like
graffiti
abandoned
vehicles
and
illegal
dumping
and
responding
to
311
requests
is
the
reactive
component
of
their
work.
L
Different
services
have
their
own
criteria
for
closing
tickets.
They
also
have
different
committed
turnaround
times.
Thus,
no
single
metric
is
sufficient
to
capture
service
quality
and
also
residents,
businesses
and
visitors.
Don't
request
services
equally,
which
can
affect
how
we
measure
performance,
and
we
also
need
to
weigh
in
need
versus
volume.
L
Some
areas,
log
more
requests,
some
fewer
which
can
affect
the
perception
of
performance
which
I'll
discuss
in
the
following
slides
and
from
this
information.
We're
developing
a
more
granular
approach
to
measure
equity
at
the
zip
code
level
and
the
result
of
all
this
work
is
that
we'll
have
a
pipeline
to
flow
data
into
dashboards.
Those
dashboards
will
allow
service
owners
to
visualize
performance
on
various
metrics
across
the
city
and
then
determine
how
they
want
to
allocate
their
staff
next
slide.
Please.
L
So
here
we
have
some
mock-ups
of
the
dashboards
that
we're
working
on
on
the
left.
We're
able
to
visualize
the
number
of
service
requests
coming
from
each
zip
code
in
the
city
over
the
last
90
days,
and
you
can
see
that
most
of
the
tickets
for
this
particular
service
come
from
the
downtown
area
in
dark
blue,
where
the
gray
arrow
is
pointing,
and
often
this
is
where
city
works
stops,
but
we're
able
to
combine
311
data,
gis
and
census
data
to
take
a
deeper
dive.
L
B
Thanks
kenya
next
slide,
please,
and
so
for
the
final
stage
in
this
process
is
around
monitoring
and
evaluation,
which
is
all
about
you
know,
working
with
the
city,
manager's
office,
itd
and
all
the
stakeholders
in
311
to
make
sure
that
you
know.
Data
is
integrated
in
the
decision
making
and
service
delivery
of
this
program,
and
so
we
are
currently
supporting
the
it
department
and
integrating
some
of
the
heat
maps.
That
kind
of
just
showed
you
into
dashboard.
B
Matt
had
already
mentioned
some
of
these
items
on
our
roadmap
in
his
opening,
but
we're
also
excited
to
share
that.
You
know
this
fall.
We
are
supporting
interim
deputy
city
manager,
nolan
beckel
and
the
office
of
civic
innovation
in
hiring
the
city's
first
ever
data
equity
lead
and
the
job
posting
is
now
live.
So
please
help
us
spread
the
word.
B
We
are
also
working
with
assistant
director
of
human
resources,
kelly
parmley,
to
design
a
data
analytics
training
for
city
employees,
as
part
of
you
know
her
learning
and
development
program.
These
investments
will
increase
city
hall's
capacity
to
define
measure
and
drive
equitable
outcomes
for
san
jose
residents.
Thank
you
for
your
time.
Next
slide.
A
Excellent
and
excellent
feedback.
Yes,
thank
you.
Thanks
to
matt,
rt
vince,
christine
kenya
and
kevin,
really
great
presentation
appreciate
it,
and
for
my
you
know,
fellow
committee
members
and
members
of
the
public,
we
put
the
most
technical
presentation
first,
so
it
is,
it
is
all
downhill
from
here
we're
going
to
head
over
to
public
comment
before
the
committee
discusses
and
I
believe
we're
starting
with
tessa.
M
Okay,
thank
you
very
much.
Well,
that
was
very
impressive
program,
appreciate
everybody's
energy,
about
it,
especially
matt
losch,
or
something
who
was
really
very
so
enthusiastic.
We
need
that
enthusiasm
to
address
our
biggest
issue,
which
we
are
all
facing,
which
is
our
climate
crisis,
and
we
need
to
use
these
tools.
This
is.
M
Yes,
I
know
matt,
I
know,
and
I'm
saying
that
we
need
to
use
our
data
information
structure
to
look
at
how
we're
using
our
fossil
fuel-
and
that
is
the
that's.
What
we
have
to
start
doing
is
that
this
is
a
great
infrastructure
program.
Thank
you
for
all
your
enthusiasm
for
creating
a
data.
You
know
data
driven
data,
driven
systems
and
and
creating
that
infrastructure.
To
do
that,
and
now
we
need
to
put
the
most
important
critical
information
for
our
survival
into
this
program
in
terms
of
how
the
city
is
running.
M
That
is
what
we
need
to
do.
That
is
what
needs
to
go
into
our
our
city
charter,
as
we
need
to
put
in
our
city
charter
the
going
to
zero
fossil
fuel
use
for
our
survival,
and
so
the
thing
is
is
that's
what
I'm
saying
is
that
we
need
to
look
at
every
department
every
every
way,
we're
using
it
we're
putting
equity
in.
We
have
an
equity
department.
We
have
equity
into
everything.
M
We
need
to
put
that
lens
of
climate
climate,
intense
climate
action
into
our
into
our
every
aspect
of
our
operation,
and
this
is
a
perfect
way
where
it
needs
to
go
because
it
needs
to
start
with
getting
all
the
data
from
all
the
departments
and
all
city-owned
operations.
What
is
the
fossil
fuel
use
of
these
operations
and
that
needs
to
be
shared
with
the
public
so
that
we
can?
We
should
know
that.
That's
a
very
critical
part
like
you
said
it
needs
to
be
disclosed.
You
know
you
know
to
create.
A
N
N
Our
bodies
are
hot
spots,
and
what
that
means
is
is
that
we
received
a
invisible
signal
from
far
away
and
then
we
transmitted
it
the
body
we
have
six
to
eight
hertz
in
our
brain.
We
have
six
to
eight
hertz
in
our
heart,
because
we've
got
electricity
in
it.
We've
got
six
to
eight.
Do
you
know
what
the
earth
vibrates
on
six
to
eight
hertz?
N
So
when
we
had
ceremony
and
we
aligned
our
body
with
that
frequency-
it
amplified
it.
So
we
don't
need.
In
fact
many
americans
didn't
have
written
language.
That's
why
the
navajo
talkers
were
able
to
drop
that
bomb.
Why?
Because
this
country
use
them?
Why?
Because
we
know
something
that
you
don't
every
single
one
of
you,
people.
N
This
has
to
do
with
data.
This
has
everything
to
do
with
data.
Do
you
know
what
you
just?
Did
you
disrespected
us,
because
you
expect
us
the
public
to
understand
and
comprehend
that
you
gotta
be
kidding
man,
you
don't
don't
don't
don't
talk
to
me
like
that
that
it
was
disrespectful
that
entire
presentation
was
disrespectful
is
what
it
was.
O
I
honestly
was
impressed
with
this
item
today,
because
it
showed
me
that
you
guys
have
you're
showing
ways
to
really
address
the
future
of
issues
like
say:
cyber
security,
which
really
really
needs
a
a
component
of
open
democratic
practices
and
you're
doing
that
here
today.
So
thank
you
for
that
effort.
O
O
Those
are
going
to
be
a
little
bit
difficult
and
tricky,
and
if
you've
noticed
city
government
city
council
meetings,
committee
meetings,
they've
made
a
real
interesting
commitment
to
projects
this
august
and
hopefully
into
september
they're,
trying
to
be
open,
they're
trying
to
be
factual.
What
we
can
be
expecting
this
fall
into
the
next
few
years.
It's
very
heartening,
considering
all
the
events
of
the
vta
and
stuff
so
they're
putting
their
best
foot
forward
to
try
to
introduce
really
good
open
democratic
practices.
O
A
You,
okay,
let's
come
back
to
the
panel
and
you
know
I'll
just
say,
as
my
fellow
committee
members
think,
of
their
questions
and
comments.
While
this
was
a
fairly
technical
presentation,
I
I
do
see
real
value
in
all
of
us
having
a
grounding
in
some
of
the
the
key
concepts,
even
just
the
exponential
growth
of
the
data,
we're
collecting
or
some
of
the
difficulty
of
normalizing
data
and
being
able
to
actually
use
it.
A
And
so
I
I
just
I
do
appreciate
you
all
giving
us
a
little
bit
of
insight
into
the
the
infrastructure,
you're
building
the
work
you're
doing
every
day,
and
I
found
the
last
segment.
Of
course
the
applied
part
to
be
particularly
inspiring.
So
I
just
appreciate
the
the
hard
work
you're
all
doing
to
give
us
more
data
capabilities.
So
why
don't
we
jump
into
comments
and
questions?
And
I
think
we'll
start
with
council
member
cohen.
F
Yeah,
thank
you
and
I
appreciated
the
presentation.
There
was
a
lot
in
there
to
digest
and
a
lot
of
varying
layers
there,
obviously
the
technical
and
then
down
to
the
applied
at
the
end.
Maybe
I
missed
it
at
the
beginning.
I
have
a
question
about
where
we're
storing
all
this
data,
obviously
we're
going.
F
We
have
exponential
growth
in
data,
as
we
know,
there's
just
so
much
data
from
various
departments-
and
you
know,
and
everything
in
the
world
is
getting-
is
data
centric
we
talked.
You
talked
about
the
half,
a
petabyte
of
data,
that's
going
to
last
us
a
couple
years
and
we're
going
to
be
expanding.
That
over
time
is
that
this
is
obviously
cloud-based
storage.
What
what
are?
What
are
we
doing?
Where
are
we
storing
this
as
a
city
and.
H
So
I'll
start
off
and
then
we'll
kick
it
into
some
of
the
conversation
from
arty
and
rob
probably
and
some
of
the
details.
Many
of
the
systems
are
stored
so
of
the
70-some
city
systems.
Almost
all
of
that
is
stored
on
local
systems
here
in
san
jose
and
in
drives
within
it.
We
most
of
us
share
into
the
basic
database
infrastructure
that
itd
stores
there
are
some
other
disparate
systems
that
have
their
own
database
infrastructure.
H
I
Sure
I
think,
the
half
of
petabyte
of
storage
that
we
have,
that
is
on
premise,
so
that
is
in
our
infrastructure.
Our
eventual
goal
is
to
have
a
hybrid
model
so
that
we
can
have
some
data
on
premise
and
some
on
cloud
depending
on
the
use
case.
But
as
of
now,
we
focusing
on
on
premise
and
once
we
master
that
we
would
move
to
the
cloud.
E
And
I
can
add
one
more
layer
and
that
counts
council,
member
cohen
and
that's
by
design.
Is
we
have
an
internal
high
hygiene
source
for
things
that
are
of
analytical
use
across
departments
at
low
cost,
whereas
on
top
of
that,
a
share
layer
with
additional
security
saying
who
can
plug
in
on
what
specific
data
sets
but
allows
us
to
control
that
that
access
and
egress?
Now?
E
On
top
of
that,
you
have
the
city
data
portal,
which
is
stuff
that
has
gone
through
two
layers
of
checking,
so
that
we
then
publish
only
safe
information
to
the
public
and
so
that
design
is
there.
There
is
an
architecture
as
soon
as
we
can
work
out
some
of
the
procurement
and
design
issues
about
how
we
connect
that
to
some
cloud
sources
and
maximize
our
use
of
some
data,
specific
clouds
that
are
out
there
that'll
help
us
with
analytics
in
the
future
at
a
faster
pace
and
better
price
point.
E
Yeah
and
actually
our
cost
point
on
storage
is
lower
than
the
outside
storage
can
be
cheap,
but
at
analytics
and
performance
levels
not
not
as
cheap
as
internal
at
least
right
now.
So
we're
still
seeing
when
we
do
our
calculations
that
that
internal
use
model
layered
on
with
hybrid
is
the
most
optimal.
E
E
Both
and
arthur,
can
we
end
on
this
one
as
well
is
so
our
core
design
is
that
clean
data
lake,
where
it
only
gets
in
if
it's
clean
and
maintained
and
it's
of
of
common
use?
There
is
a
lot
of
information
and
where
a
lot
something
we
discovered
in
our
research,
was
a
lot
of
organizations
fall
down
on
that
data
cataloging
and
cleanup
they
get
stuck
in
that
mode
and
then
never
do
great
analytics
so
boiling
the
ocean
type
of
analogy.
E
But
there
is
a
lot
more
information,
as
matt
referred
to
and
kind
of
that
erisa
model
and
using
the
gis
type
of
approach
is
those
base
layers
base
assets
base
integrations
that
everyone
can
use,
and
then
they
clean
up
what
they
need
at
the
department
level
for
use
and
also
access
some
novel
data
sources.
But
let
me
allow
rtm
and
matt
to
weigh
in
as
well
if
they'd
like
to.
I
Yeah,
I
think
just
to
add
just
to
add
to
that.
It's
probably
going
to
have
to
be
evaluated
only
used
by
use
use
case
basis,
so
we
have
a
wide
range
of
some
clean
data
and
some
not
so
clean.
Some
are
really
organized.
Well,
some
are
not
so
as
and
when
we
work
with
data,
I'm
sure
christine
and
her
team
has
had
experience
in
both
extremes
and
she
can
speak
to
that
as
well,
but
I
think
it
will
have
to
be
evaluated
and
we'll
just
have
to
work
it
out
as
we
go
through
it.
F
F
F
So
we
there's
a
lot
of
data
potential
for
using
data
to
understand
how
we
can
reduce
our
our
our
climate
impact
and
as
we're
seeing
impacts
happening,
live
around
us
these
days.
This
is
even
more
important,
so
I
I'd
be
interested
in
seeing
what
we
might
even
already
have
as
far
as
data
in
that
regard
or
what
we
can
collect
in
that
regard.
So
we
can,
you
know,
become
even
more
of
a
leader
as
a
city.
F
A
P
Thank
you
chair
and
thank
you
for
that
presentation.
It
was
very
technical
and
I'm
sure
for
the
technical
geeks
out
there
they
are
having
a
field
day,
but
for
the
average
citizen
who
was
watching
this
presentation,
I
want
to
talk
a
little
bit
about
use
cases
and-
and
you
touched
on
one
use
case-
that
I
thought
was
was
really
good
and
that
was
the
whole
dig
once
you
know,
if
there's
a
sewer
repair
you
know,
do
we
want
to
do
the
sewer
repair
after
we
repave
the
street,
which
I
know
has
happened?
P
J
I'll
touch
just
briefly
on
some
of
the
things,
and
I
don't
want
to
go
into
all
the
details,
because
I
probably
will
speak
to
it
a
little
bit
incorrectly,
I'm
the
technology
guy
within
dot,
but
we
do
have
vision,
zero,
so
vision,
zero.
That's
one
of
the
key
reasons
why
I
actually
wanted
this
position
two
years
ago,
when
I
applied
for
it,
because
it
comes
down
to
the
heart
of
safety.
It
comes
to
the
he
crashes,
severely
injured
or
killed
people
within
crashes.
J
J
It
doesn't.
It
doesn't
directly
touch
emissions
and
whatnot,
but
they're,
looking
at
bike
lanes
they're
looking
at
micro
mobility
solutions
where,
if
they
incorporate
that
within
the
city,
planning
efforts
is
that
going
to
be
an
impact
in
a
negative
or
a
positive
way.
If
we
get
the
data
in
where
we're
looking
at
vision,
zero
data
and
planning
data,
if
we
put
a
building,
that's
50
feet
at
this
intersection.
J
P
J
Q
J
And
what
they've
done
not
for
some
cities,
not
specifically
san
jose
yet,
but
they
basically
during
the
covit
situation,
they
tracked
ambulance
routes
to
and
from
different
neighborhoods
to
hospitals,
to
to
make
sure
that
the
lower
fortunate
areas
were
getting
the
same
types
of
services
or
weighing
that
to
get
an
idea
of
how
the
more
affluent
areas
are
getting
served
and
the
less
affluent
areas
we're
getting
served.
So
that
was
just
some
initial
things
that
they
were
doing
during
the
covet
pandemic.
B
We
one
of
the
things
that
we
realize
is
that
the
tickets
you
know
tickets
reported
in
311
may
not
actually
be
this.
You
know
the
source
of
true
in
terms
of
what's
actually
happening
in
the
rest
of
san
jose
right.
Just
because
one
community
is,
you
know,
seeing
disproportionate
amounts
of
ticket
reporting
for
abandoned
vehicles
doesn't
mean
that
that
community
actually
has
more
command
and
vehicles
than
others,
and
so
I
think,
what's
helpful
with
analyzing
tickets
in
some
of
the
ways
that
you
know
kim
kinyup
was
demonstrating.
B
Is
it
just
allows
us
to
take
a
more
nuanced
approach
in
terms
of
even
understanding
if
we
are?
If
we,
you
know,
if
the
various
service
owners
have
the
capacity
right
to
meet
the
need
and
whether
or
not
even
on
the
public
engagement
side
right,
whether
or
not
the
tickets
coming
in
is
actually
representative
of,
what's
actually
happening
out
in
the
real
world,
and
I'm
actually
going
to
turn
it
to
kevin,
because
he
led
a
lot
of
the
deep
facilitation
with
the
service
owners.
That
will
kind
of
lend
more
insight.
K
K
And
I
think,
if
we
look
at
each
specific
301
service,
that
yields
specific
use
cases
right.
So
you
can
see
how
abandoned
vehicles
requests
are
being
serviced
potentially
in
more
socioeconomically
disadvantaged
neighborhoods
same
for
residential
garbage
and
recycling
same
for
graffiti
right
and
different
surfaces
have
different
implications
when
it
comes
to
that
equity
lens.
K
Something
like
street
lights
might
be
a
little
bit
more
consistent
across
the
board,
whereas
things
like
graffiti.
We
know
from
conversation
with
the
service
owner
that
that
is
an
issue
that
especially
impacts
certain
areas
more
than
most
disproportionately
socio-economically
disadvantaged
areas,
and
we
also
know
that's
a
team
that
does
a
lot
of
heavy
sort
of
street
patrol
in
order
to
proactively
sense
where
problems
are
and
and
address
them,
and
also
same
with
illegal
dumping.
And
so
I
think,
hopefully
that
gives
a
range
of
potential
use
cases
to
think
about.
N
Thanks,
I
just
want
to
say
a
big
thank
you
to
everybody:
vince
matt
everyone
who's
been
working
so
hard
on
bringing
us
into
the
the
21st
century
on
data.
I
really
appreciate
this
is
not
easy
work.
There's
a
lot
of
grunt
work,
I
think
was
described.
You
know
and
just
cleaning
the
data
establishing
architecture
and
ways
to
actually
make
this
usable.
So
thank
you
for
all
the
work
to
get
us
to
this
point.
I
got
to
give
a
shout
out,
though,
to
our
home
team
and
mayor's
office
technology
innovation.
N
So
I
want
to
say
a
big
shout
out
to
them
quick
question,
just
as
we
look
at
the
data
in
terms
of
equity
understanding
how
we're
doing
and
really
responding,
I
noticed
it
was
really
based
on
zip
code
and
I'm
guessing.
If
you
had
the
choice,
you
would
have
picked
much
smaller
geographic
divisions
than
zip
code
since
there's
so
much
diversity
within
any
one
zip
code.
N
I
think
the
one
you
showed
that
was
most
prominent
initially
on
complaints
was
95112,
which
I
think
is
a
is
a
very
diverse,
zip
code
in
terms
of
having
one
or
two
high-income
neighborhoods,
some
very
low-come
neighborhoods.
Obviously
hard
to
draw
conclusions
is:
is
it
that
we
are
not
able
to
get
something
at
the
sort
of
at
the
the
census,
tract
or
substance
tract
level?
That's
that's
reliable
enough,
or
what
are
some
of
the
obstacles
there,
maybe
kevin
or
kenny
up.
If
you
wanted
to
talk
about.
L
That
yeah,
I
can
speak
to
that
the
obstacle
is
really
the
lack
of
census
data.
So
when
we
analyzed
it,
we
found
that
census
tracts,
provide
census
tracts,
have
data
for
what
we're
looking
at.
We
can
also
reformulate
it
to
look
at
zip
codes,
but
in
our
internal
discussions,
census,
tracts
and
zip
codes
both
describe
similarly
sized
regions
and
census
tracts
are
further
broken
down,
sometimes
for
some
types
of
data,
two
census
blocks
which
are
smaller,
but
unfortunately
it
doesn't
have
the
data
that
we
need
for
certain
things.
L
C
C
So
I
just
want
to
keep
that
in
mind
and
not
to
say
that
we
should
not
be
focusing
our
efforts
in
areas
to
improve
equity
and
distribution
of
the
services
that
are
received.
But
just
to
keep
that
in
mind
is
that
someone
will
pick
up
the
slack
of
representing
our
residents
and
it's
going
to
be
our
city
stat,
our
city,
council
staff
and
each
of
our
city
councils
teams
are
pretty
small
and
we
have
a
lot
of
issues
we're
managing
too
so
they're.
All
all
these
issues
are
important.
C
A
H
So
the
311
system,
first
of
all,
they're
repo
present
presenting
after
this,
which
would
be
a
great
question
here
I
know
jerry's
on-
could
provide
what
how
that
data
is
actually
stored,
because
that's
really
how
that
data
is
collected.
If
it's
collected
with
a
weight,
so
they
could
be
located
in
a
census,
block
group
or
a
census
tract.
H
They
do
change
a
little
bit,
but
they
don't
change
the
geographies.
Don't
change
that
much
decade
after
decade,
but
maybe
20
30
years
ago
they
might
but
year
to
year
they
don't
change
too
much
and
we've
done
a
pretty
consistent
exercise
in.
If
you
remember
in
may
june,
about
building
our
first
neighborhood
map,
which
creates
these
neighborhoods
collection
of
block
groups
or
tracks
with
named
entities
that
people
in
the
neighborhood
can
identify
with,
and
so
that's
one
of
the
exercises
we'll
be
going
through
in
the
fall
of
what?
How
are
we
reporting
our
data?
H
Is
it
by
you
know,
council
districts,
it's
hard,
because
it's
not
all
the
same,
and
these
lines
are
crossing,
should
we
do
it
by
block
group?
Do
it
by
neighborhoods?
Do
it
by
zip
codes,
and
we
should
normalize
on
something
consistent,
that
we
can
all
relate
to
and
then
have
consistent
reporting
on
and
jerry
wants
to
pipe
in
about
the
sj311.
R
I
do
mr
chair,
jerry
jason
assistant,
cio,
so
essay
three
and
one
in
terms
of
a
geographic
area
which
an
event
is
registered,
meaning
when
I
see
graffiti,
when
I
see
illegal
dumping,
I
actually
drop
a
pin
there.
So
it's
that
that
data
is
about
as
geographic
specific
as
you're
going
to
get
it's
its
location.
It
doesn't
tell
you
where
the
report
is
from.
You
know,
so
drawing
analysis
about
everybody
who
reports
an
item
is
from
where
they
reported
it.
R
For
instance,
downtown
you
know
would
be
more
difficult
to
draw
that.
I
think
what
matt
hit
on,
though,
is
what
you're
trying
to
tie
that
that
311
data,
too,
is
more
where
the
census
data
comes
in.
If
you're
trying
to
make
conclusions
about
household
income
and
relationship
between
types
of
reports
and
those
sorts
of
things,
that's
when
the
data
and
census
data
becomes
more
important.
So
I
don't.
A
Yeah,
sorry,
let
me
just
interject
on
that.
I
actually
was
thinking
specifically
in
terms
of
the
geographical
area
and
I'll.
Tell
you
why.
I
think
that
if
the
unit
of
analysis
for
service
delivery
is
as
large
as
a
zip
code
which
in
san
jose
is
often
50
or
60
000
people,
we
may
see
zip
codes
that
perform
at
an
average
level
that
are
hiding
vast
disparities.
A
That's
what
I'm
getting
at,
and
so
my
understanding
was
that
our
average
census
tract
was
closer
to
five
to
ten
thousand
people,
whereas
are-
and
I
could
be
wrong-
but
I
know
our
zip
codes,
because
I've
looked
into
this
for
closer
to
40
50,
even
60
000
people
yeah,
that's
right,
and
I
just
I
think
the
point
is
less
about
having
complex
analytics
of
who
exactly
lives
here
and
what's
their
education
level
and
what's
their
income.
That's
all
nice.
A
The
point
to
me,
though,
is
if
you're
looking
at
a
geographical
unit
that
encompasses
50,
000
plus
people.
You
could
have
vast
disparities
and
not
even
know
it.
It
could
register
as
an
average
district
or
an
average
unit
right,
an
average
zip,
where
half
of
the
zip
might
be
really
well
served
and
half
might
be
horrible,
but
when
you
put
it
together
in
that
unit
of
analysis,
that
looks
average.
A
H
H
It
should
be
more
like
not
as
specific
but
more
directional
how
we
could
be
using
it
and
more
how
we
could
be
using
it
for
an
equity
concept,
the
geography
we
could
change
that
to
a
different
geography
and
present
the
same
exact,
slides
that
have
the
different
data
report
outs
that
come
from
that,
and
so
I
really,
I
think
we
should
use
the
presentation
in
terms
of
those
slides
as
being
more
informational.
Kind
of
this
is
the
direction
we
could
go.
Not
this
is
the
exact
way
the
science
will
be
studied
going
forward.
H
It
was
really
meant
to
be.
This
is
how
the
work
could
be
done
and
it
really
the
precursor
work
is
probably
even
way
more
important
than
the
work
that
those
actual
slides
came
out
with,
so
that
you're
looking
at
the
maps,
the
precursor
work,
the
conversations
that
they
were
talking
through
with
the
staff
is
probably
more
important
to
what
christine
was
saying
than
necessarily
those
maps
we
could
produce
through
many
different
geographies.
R
A
D
Cool
great
mr
chair,
just
just
to
add
one
more
thing.
You
know
the
strategic
goal
of
all
this
is
we're
laying
the
foundations
for
the
technical
work,
that's
being
done
so
that
we
could,
and
you
know,
we'll
one
we're
able
to
get
feedback
from
yourself.
You
know
and
others
on
these
issues,
because
this
work
has
been
done
and
highlighted.
But
then
I
think
the
third
part
is
really
then
thinking
about
more
long-term.
D
What
is
the
infrastructure
solutions
that
we
want
to
procure
right,
and
so
I've
seen
too
many
organizations
in
the
federal
government
that
go
for
procurement
and
then
figure
out
the
use
case
and
train
up
their
employees
on
how
to
use
it,
and
that's
always
led
to
one
failure
after
the
next
and
so
we'd
like
to
work
backwards
with
the
luxury
that
we
have
of
seeing
failures
of
cloud
migration,
and
you
know,
data
transformation
projects
in
the
past
in
government
and
work
backwards,
this
time
based
off
what
works
for
us.
So
thank
you
great.
J
All
right,
sorry,
just
to
add
to
that
a
little
bit.
I
think
someone
mentioned
it
when
you're
doing
geographical
locations
geofencing.
If
you
will
to
determine
that
type
of
analysis
it
I
recommend
it
being
set
from
the
beginning,
because
if
it's
not
consistent,
you
can't
measure
it,
and
so
whatever
is
determined
to
be
that
geographical
definition
that
we're
looking
at
should
be
set
prior
to
the
start
of
the
project.
A
A
I
I
did
want
to
close
this
item
with
a
question
to
you,
which
is
just
as
as
you're
meeting
with
the
the
service
providers,
the
departments
that
are
providing
some
of
these
services
that
you
all
began
to
analyze
and
shared
a
little
bit
about
in
your
presentation.
I'm
just
curious
qualitatively
what
those
conversations
have
been
like
if
you
had
any
aha
moments
or
departments,
learning
things
that
maybe
they
didn't
know
or
and
what
you
know
do
you
have
any.
B
Yeah,
first
of
all,
I
just
want
to
say
it
has
been.
It
really
has
been
an
honor,
and
I
mean
I'm
still,
I'm
still
here
in
a
part-time
capacity.
So
you
can't
get
rid
of
me
that
quickly
yet,
but
I
so
I'll
share
my
reflections
and
then
I'll
pass
it
over
to
kevin.
Who
was
also
part
of
these
conversations,
and
I
mean
for
the
311
service
owners.
You
know
key
icu
social.
You
know
feel
free
to
also
unmute
and
jump
in
as
well,
but
I
would
actually
say
so.
The.
B
So
we
can
add
it
to
the
repository
right,
but
in
some
ways
we
actually
thought
it
was
more
accurate
right
because
311
really
became
that
mean
that
main
source
and
I
think
running
that
analysis
was
interesting
because
it
really
made
us
question
how
like
how
accessible
it
was
right
like
what
kevin
was
sharing
was
actually
looking
at
variants
across
the
different
service
types.
But
one
of
the
projects
that
you
know,
jordan
and
clay
also
led
was
even
looking
at
the
design
of
the
platform
right.
B
So,
let's
not
even
look
like,
let's
be
on
even
looking
at.
What's
already
in
the
system,
you
know,
thinking
about
you
know,
are
we
you
know,
are
we
inclusive
enough?
Are
we
accessible
enough
in
terms
of
even
usage
right?
Can
folks
actually
download
this
app
right?
Do
folks
have
a
strong
enough
connection?
Is
it
is
the
flow
intuitive?
Is
the
language
you
know
is
the
languages,
even
if
translated
does,
does
it
make
sense
to
our
core
constituents?
K
Thanks
christine
and
yeah
I
I
would
be
really
curious
if
any
of
the
service
owners
who
are
here
would
like
to
just
comment
on
whether
or
not
our
conversations
were
helpful
to
them.
That
would
be
super
welcome,
and
I
guess
just
for
my
part
aha
moment
for
me,
was
just
a
greater
appreciation
for
the
work
that
public
service
workers
in
the
city
do.
K
With
regards
to
need
and
scheduling
that
to
different
team
members
to
address
different
neighbors
at
different
times
in
order
to
to
make
the
best
use
of
the
resources
they
have
to
address
the
need
that
was
there.
So
I
really
came
away
with
a
great
appreciation
for
that
work
and
I
invite
any
anyone
to
to
chime
in.
F
C
Okay,
good-
and
I
just
I
just
wanted
to
follow
up
on
something
that
christine
said
christine
san
jose
311
is
a
great
app
and
that's
actually,
where
our
residents
start
the
most
of
the
council
staffs
get
involved
when
3-1-1
when
the
loop
hasn't
been
closed
with
them
or
the
the
solution
hasn't,
the
issue
hasn't
been
resolved.
So
it's
really
down
the
line.
It's
not
immediately.
C
A
Awesome,
thank
you
councilmember
and
thanks
christine
for
the
kevin
for
the
reflections
and
really
appreciate
the
emphasis
on
on
user
research
user
experience.
I
think
that
that
part
is
really
really
important
and
counselor
follow
your
comments.
Transition
us
perfectly
to
our
next
item,
but
I
believe
we
need
to
we'll
call
vote.
First.
S
A
R
I
will
be
kicking
us
off
and
and
thank
you
council
member
foley,
for
the
kind
words
about
311
being
a
great
app.
We
think
so
too,
and
we
are
also
committed
to
making
it
better.
And
then
we
have
a
great
team
who
is
involved
with
that,
but
first
off
honorable
mayor
vice
mayor,
chair
committee,
members,
members
of
the
public,
I'm
jerry
driessen,
the
assistant
cio
for
the
city.
R
So,
just
to
remind
folks
of
the
journey
we've
been
on
at
the
june
3rd,
smart
city
service
improvement
committee
meeting,
we,
we
came
forth
with
a
proposed
roadmap
for
adding
services
to
estate
three
and
one
that
was
discussed
at
that
meeting.
The
mayor
and
committee
members
at
that
time
requested
that
staff
returned
to
the
september
smart
city
service
improvements
committee
with
data
that
reflected
the
voice
of
the
customer,
as
well
as
a
queue
of
potential
new
services
for
the
for
the
community
to
have
input
on.
R
We
will
start
a
presentation
today
with
an
overview
of
the
progress
made
on
sd
301
since
its
launch
launch
in
july
2017
and
in
particular
the
progress
we've
seen
over
the
last
20
months.
We
will
discuss
our
current
efforts
to
modify
the
underlying
sj-311
technology,
so
we
can
add
new
services
at
a
faster
pace
and
lower
costs.
We
will
also
discuss
efforts
to
improve
service
delivery,
response,
customer
satisfaction
and
accessibility
of
sj3
and
1..
R
So
what
progress
have
we
made
over
the
last
18
to
20
months
february
of
2020
nana
made
non-emergency
city
service
related
calls
were
transitioned
from
the
city's
9-1-1
public
safety
answering
point
two
three
one,
one
in
march
of
2020,
the
city
rebranded.
What
was
then
my
san
jose
to
what
is
now
known
as
san
jose
through
and
one
to
align
311
as
a
central
engagement
tool
for
city
services
in
march
of
2020,
the
city
also
led
the
founding
of
national
311
day
that
falls
on
march
11th
of
every
year
april.
R
23Rd,
the
city
with
our
partners,
ast
and
oracle,
completed
a
re-platforming
of
the
san
jose
3-1
mobile,
app
and
web
portal
to
improve
the
accuracy
security
of
the
platform
in
november
2020,
the
city
implemented
cutting-edge
machine
learning
technology
into
sj301
to
dynamically
and
automatically
translate
vietnamese
and
spanish
with
high
rates
of
accuracy.
So
this
means
that
if
a
spanish
speaker
calls
in
or
uses
the
app
they
they
can
submit
their
ticket
in
spanish,
it
translates
to
english,
so
we
receive
it
and
and
can
service
the
ticket.
R
And
then,
after
we
service
service,
the
ticket
and
the
feedback
loops
are
occurring
in
the
natural
language
same
with
vietnamese.
So
it's
that's
what
we
mean
by
the
term
dynamic
and
then
in
in
december
of
2020,
the
city
launched
a
voice
virtual
agent
for
residents
to
self-service
request
by
voice
and
in
march
2021.
The
city
address
added
the
first
major
news
service
to
the
mobile
app
and
web
portal.
R
Improvements
of
sj311
usability
functionality
and
additional
services
reflect
an
sj301
performance
metrics
beginning
in
july
2017,
when
the
sj31
mobile,
app
and
web
portal
were
launched.
The
number
of
reports
stalled
around
165
000
annually
from
about
39
000
active
users.
Reports
for
fiscal
year
2021
are
now
at
181,
000
from
from
50
000
active
users.
Customer
satisfaction
ratings,
improved
significantly
with
the
changes
and
increased
use
by
by
the
community
in
2021.
68
percent
of
sj301
users
reported
good
to
excellent
experience
versus
28
reporting
good
to
excellent
in
2020..
R
Q
What
the
what
you
see
here
is
a
metric
that
represents
the
number
of
tickets
that
they
were
served
within
the
committed
target
time.
This
is
information
that
we
use
in
a
monthly
basis
with
the
service
owners,
where
we
identify
process
improvements
or
application,
changes
that
are
going
to
help
the
customers
to
be
served
better.
Q
Q
Q
Q
Overall,
the
customer
satisfaction
has
increased
in
all
departments
and
and
when
we
look
into
this,
try
to
identify
what
would
be
the
major
reason
for
that.
We
have
some
of
them
that
rank
on
the
top
number
one
in
the
last
16
months,
due
to
some
re-architecturing,
as
it
was
mentioned
before,
we
have
had
a
more
stable
platform
number
two,
a
better
user
experience
and
ui
improvements.
Q
Another
thing
that
we
have
done
and
also
was
mentioned
previously,
is
an
improved
escalation
turn
around
time
when
a
resident
has
an
issue
and
finds
that
either
the
ticket
is
not
served
or
finds
another
problem
we
get
notified
and
we
miss
the
san
jose
dream
on
one
team.
We
work
with
the
service
delivery
team
or
without
our
vendor,
and
we
respond
to
those
requests.
Q
Q
Q
Q
Q
Q
Q
What
is
that
we
see
next
here
basically
continue
to
partner
with
key
departments
in
the
city
that
were
very
helpful
with
this
project,
I'm
going
to
leave
some
of
them
city
managers,
communication
office,
the
web
governance
committee,
the
office
of
racial
equity
and
community
advocates.
All
of
them
were
very
instrumental
in
getting
us
to
the
completion
of
this
project.
Q
What
what
did
we
share
here
is
a
gardener's
business
or
service
model.
Basically
has
three
different
areas,
as
you
can
see,
run
run
means
maintain.
Current
business
capabilities
grow,
expand
the
existing
capabilities.
What
you
have
you
can
expand
those
and
number
three
transformation.
That's
when
you
do
the
innovation
part
of
it,
and
if
you
remember
the
slide
number
two
or
the
earlier
slide
that
jerry
mentioned
the
number
of
events
aligned
with
that.
I
just
gonna
touch
some
of
them.
Q
When
we
talk
about
the
maintaining
capabilities,
we
did
increase
the
platform,
security
and
stability
that
was
done
on
that
phase
and
also
we
moved
to
a
more
scalable
platform.
That's
why
we
were
able
to
add
the
residential
garbage
and
recycle
a
new
service
grow,
expand
the
capabilities,
deploy
the
recycle
plus
number
two.
We
executed
a
proof
of
concept
exercise
that
had
completed
last
last
week,
where
we
are
looking
into
a
tool
that
will
allow
us
to
to
have
a
faster
us
developing
capabilities.
Q
Now,
when
we
move
to
the
transformation
phase,
now
we
have
three
elements
to
count
number
one
is
we
want
to
be
able
to
deploy
new
services
with
a
faster
time
to
market?
There
are
a
number
of
candidates.
We
will
look
more
into
this
in
the
next
slides,
but
there's
a
number
of
services
that
we
want
to
be
added
or
have
been
requested
to
be
added.
With
this
new
development
platform,
we
should
be
able
to
do
that
and
the
other
one
is
of
course,
deploy
at
a
reduced
cost
for
the
city.
Q
Third,
very
important
as
well.
We
will
be
able
to
bring
some
of
the
development
in-house
something
that
we
haven't
done
in
the
past.
So
with
this
slide,
I
have
covered
our
plans
to
expand
san
francisco.
One
thing:
some
city,
one
one
services,
and
next
we
will
explain
our
data-driven
approach
to
identify
those
those
new
san
jose-211
services,
I'm
going
to
pass
the
control
to
matt,
observe
now.
S
S
S
The
analytics
on
this
slide
represent
the
half
year
from
january
to
the
end
of
june.
2021
visits
have
gone
up:
eight
percent
over
the
previous
period
to
three
three
million
visits.
While
more
visitors
have
come
to
the
city's
website,
we
see
the
amount
of
page
views
or
a
number
of
times
pages
have
been
viewed
has
gone
down.
S
Four
percent
to
seven
million
page
views
and
mobile
visits
are
down
four
percent,
with
37
percent
of
all
visits
coming
from
visitors
on
mobile
devices,
we
also
see
a
slight
drop
in
the
amount
of
traffic
going
to
the
top
ten
pages
on
the
city
website
down
five
percent.
To
fifty
five
percent
of
all
traffic,
but
why
are
the
top
ten
pages
important
with
fifty
five
percent
of
all
traffic?
The
top
ten
pages
on
the
city
website
provide
a
strong
snapshot
of
what
services
and
information
visitors
are
looking
for
on
the
city
of
san
jose
website.
S
The
two
sections
on
the
right
of
this
slide
contain
information
as
an
update
on
the
continued
focus
for
our
covet
19
pandemic
response
and
recovery
messaging
through
weekly
flash
report,
emails
and
updates
on
the
emergency
notification
and
virtual
local
assistance
center
or
vlog
pages
available
in
english,
spanish,
vietnamese
and
chinese,
as
well
as
updates
for
the
resident
assistant
chat
bot
fed
by
the
san
jose
311
list
of
frequently
asked
questions
or
faqs
the
resident
assistant
chatbot
is
where
we
will
focus
next
next
slide.
Please
jerry!
S
Thank
you.
This
slide
is
titled
resident
assistant
chatbot
and
contains
data
from
july
1
2020
to
june
30th
2021,
with
the
amazing
work
and
support
from
the
mayor's
office
of
technology
and
innovation
or
modi.
We
launched
the
resident
assistant
chatbot
on
the
city
website
in
july
of
2020
to
help
residents
find
information
faster
and
in
a
user-friendly
manner.
S
S
T
Great
thanks,
matt
hi
everybody.
My
name
is
kia
o'hara
and
I'm
the
manager
for
the
san
jose
311
customer
contact
center.
Before
we
continue
to
look
at
even
more
data,
I
would
like
to
recognize
some
of
our
partners,
so
we've
been
meeting
with
the
oracle
ast
team,
so
they
can
understand
our
needs
and
provide
feedback
and
direction
for
reporting
tools
and
the
breaking
down
of
this
data
also
listed
here.
T
You'll
see
we
have
the
modi
team,
which
we've
been
actively
working
with
and
they've
also
been
working
with
other
service
providers
to
come
up
with
our
equity
objective,
which
was
mentioned
earlier
and
presented
by
christine
as
well
as
hermann
another
one
of
our
partners.
Dale
has
worked
with
our
data
and
provided
some
meaningful
insight
that
is
useful
for
decision
making
and
understanding
the
customer's
voice.
T
T
She's
worked
with
our
community
partners
mentioned
earlier
to
ensure
that
we
intentionally
design
our
channels
with
the
customer
in
mind.
Our
other
amazing
intern
here
is
kevin
wang.
He
has
been
using
his
skills
and
knowledge
to
help
produce
the
new
categories
listed
for
our
agents
that
use
the
sj311
platform
as
well
as
improvements
to
our
webcam
before
moving
on.
I
just
want
to
say
a
great
big
thank
you,
as
we
couldn't
have
began
to
understand
the
voice
of
the
customer
without
them.
T
Finally,
another
partner-
that's
not
listed
here
is
our
customer.
We
will
continue
to
work
with
our
customers,
constituents
and
all
those
that
live
work
and
play
in
san
jose
to
improve
upon
these
findings
in
the
future.
So
now
we
can
go
on
to
some
more
data
at
our
last
smart
cities
meeting
we
were
questioned
about
the
other
issues
category
and
we
heard
you
the
other
issues.
Category
made
up
a
majority
of
our
incoming
requests,
70
000
of
them.
T
Okay,
so
here
we
have
our
other
issues
listed.
Please
note
that
this
is
only
about
one
month
of
data
from
july,
8th
through
august
3rd,
but
we
will
continue
to
gather
data
and
adjust
our
response.
Accordingly,
these
other
issues
represent
about
5
000
calls
that
came
into
the
customer
contact
center.
T
After
this
we
see
13
our
directory
services
directory
services
would
be
similar
to
one
of
the
ones
that
matt
just
listed
called
contact
department
on
the
main
website.
These
questions
are
types
of
questions
like
hours
of
operations,
addresses
and
telephone
numbers
for
different
departments
and
usually
a
request
to
be
transferred
to
those
departments.
T
Then
we
come
to
an
interesting
category
other
so,
although
other
makes
up
twelve
percent
of
these
requests,
each
other
item
is
only
one
percent
or
less
within
that
category.
So
an
example
of
what
other
is
now
includes,
including
is
questions
about
music
in
the
park.
The
phone
number
for
vta
or
questions
like
are:
we
hiring?
T
The
next
category
we
see
here
is
non-emergency
police.
So
again,
I
just
want
to
remind
you
that
this
represents
the
non-emergency
police
calls
that
are
coming
to
a
live
agent
in
the
call
center,
specifically
because
on
the
next
slide
18,
please
we
have
a
combined
list
of
contacts
for
services
that
are
not
currently
in
sj311.
T
So
it's
important
to
realize
that
that's
the
title
of
this
slide,
because
some
of
the
other
items
that
we
do
get
a
lot
of
requests
about
like
recycling
and
garbage
they're
already
in
sj311,
so
they're
not
going
to
be
represented
here
the
same
way
also.
This
is
a
monthly
average
of
questions
that
comes
through
the
contact
center.
It
also
comes
through
chatbot
top
10,
which
was
discussed
earlier
by
matt,
and
different
hotlines
like
illegal
fireworks.
T
T
It
shows
that
the
average
is
about
3
000
per
month,
but
these
calls
that
are
listed
here
are
actually
handled
by
our
phone
tree.
What
this
means
is
that
someone
calls
and,
prior
to
speaking
to
a
live
representative,
the
caller
chose
a
more
proper
option
to
get
them
to
the
non-emergency
police,
and
this
would
be
for
items
such
as
crimes
not
happening
at
the
time
of
the
call.
T
T
T
R
Thank
you
kia,
so
we're
continuing
to
focus
on
racial
equity,
inclusion
and
underserved
communities.
As
part
of
that
work,
all
the
services
considered
for
addition
to
sj301
will
incorporate
the
racial
equity
lens.
That's
that's
been
patterned
off
the
work
done
with
the
office
of
racial
equity
in
developing
the
city
roadmap,
and
also
the
community
and
economic
recovery
budget.
The
weighted
shortest
job
first
exercise
used
to
prioritize
next
services
that
was
just
done
last
week
also
included
a
racial
equity
lens.
So
when
I
say
racial
equity
lens,
what
does
that
mean?
R
So
questions
are
actually
included
in
the
weighted
shortest
job.
First
exercise
that
include
how
equitable
is
the
initiative
who
is
benefiting?
Who
is
burdened?
What
neighborhoods
are
we
talking
about?
Is
this
serving
marginalized
communities?
Does
it
serve
a
high-risk
population?
What
is
the
risk
within
certain
neighborhoods?
What
is
the
current
community
impact,
especially
on
marginalized
communities?
If
we
don't
complete
it?
In
addition
to
that
racial
equity
lens,
we
also
asked
we
had
data
scientists
from
dell
technologies
who
provided
pro
bono
work
to
come
in
and
analyze.
R
The
free
text
comments
in
the
service
requests,
particularly
in
the
category
of
other
issues,
which
accounts
for
thirty
three
percent
of
all
sj
through
and
one
service
requests.
The
most
prevalent
theme
found
in
dell's
analysis
was
people
of
different
means
need
different
things
from
sj311,
livability
concerns
or
complaint.
Driven
requests
are
more
likely
to
be
reported
and
at
higher
rates
in
areas
with
lower
household
incomes.
R
As
the
city
considers
what
services
to
add
next
to
estate
3-1,
a
strong
consideration
should
be
given
to
addressing
basic
opportunity
and
access
needs.
Examples,
equity
and
education,
access,
affordable
housing
opportunities,
internet
connectivity
and
the
like
for
areas
of
lower
income.
In
parallel
with
efforts
to
address
blight
issues
and
complaint
driven
issues.
R
A
Great
thank
you
jared.
I
appreciate
that,
thanks
to
tia,
herman
and
matt
as
well
appreciate
seeing
that
breakdown
of
other
that
was
helpful
follow-up
to
our
last
meeting.
Also
in
case
it
was
missed.
I
just
want
to
again
recognize
the
fact
that
you
all
working
together
completely
inverted
that
customer
satisfaction
score
within
over
30
percent
percentage.
Point
improvement.
So
that's
really
something
to
celebrate,
and
just
you
know,
congratulations
and
great
work
on
that.
Okay,
let's
go
over
to
public
comment
before
we
discuss
and
I
believe
we're
starting
with
tessa.
M
Okay,
thank
you.
I
I
did
use
the
three
one
one
and
I
was
impressed
when
I
was
able.
Well
you
know
that
they
I
love
that
they,
you
get
a
case
number
and
I
did
get
response
back.
However,
I
was
reporting
at
one
time
about
the
the
light
in
our
in
our
neighborhood,
the
two
intersections
at
stockton
and
taylor
and
stockton
in
london,
where
one
person
died
in
stockton
and
my
husband
got
hit
on
in
a
car.
M
So
what
the
problem
is
that
there's
no
left-hand
turn
signal
to
separate
the
oncoming
traffic
to
the
pedestrians,
and
so
I
reported
that
and
then
I
got
a
report
back.
That
said,
well
we're
not
working
anymore,
you
know
we're
on
covet
and
we're
not
doing
anything
with
the
transportation,
so
that
was
very,
very
disappointing
and
so-
and
I
didn't
really
understand
why
that
would
have
to
be,
but
getting
on
to
other
issues.
That,
I
think
are
very
critical.
M
Is
the
issues
of
of
safety
on
our
streets
and
that
we
need
to
have
a
on
in
our
three
one
one
it
should
have
where
the
problems
are
of
our
transportation
network.
In
terms
of
you
know,
citing
those
problems
and
having
them
addressed,
and
so
you
know
even
that
issue
that
I
report
that
we
need
the
left-hand
turn
signal
which
I've
been
dealing
with
since
my
husband
got
hit
on
his
bicycle.
You
know
that
it's
it's
you
know,
there's
no
record
of
those
things.
They
just
go
into
some
basket
somewhere.
M
I've
been
also
reporting
that
stockton
avenue.
You
know
we
have
a
problem
with.
We
need
to
fix
stockton
avenue
in
regards
to
the
speeding
and
the
wide
openness
that
needs
to
be
documented
and
and
put
in
some
kind
of
database
like
3-1-1,
where
we
have.
You
know
how
we're
going
to
be
addressing
those
issues.
M
O
All
right,
thank
you,
bray,
beekman
here.
If
the
final
public
comment
on
my
previous
public
comment
got
cut
off,
just
a
helpful
reminder
that
you
know
with
all
the
a
I
stuff
you'll
be
doing
this
fall,
I
hope
the
a
I
people
will
be
considering
you
know
the
good,
open,
democratic
practices
and
committee
council
items
that
are
on
our
agendas
at
this
time.
I
think
it
can
be
an
interesting
call
to
practice
good
open
democracy
with
those
ai
things.
O
O
Thank
you
that
you're
making
the
attempts
to
not
go
crazy
with
law
enforcement
with
3-1-1-
and
you
know
the
fireworks
ordnance
stuff,
hopefully
can
be
kind
of
a
limit
for
yourselves.
Your
other
items
are
very
interesting
and
helpful.
I
hope
you
can
continue
those
sort
of
good
efforts
and
that
we
are
starting
to
consider
you
know
reimagine
in
terms
of
I
don't
know,
good
community
practices.
O
I
know
reimagine
can
be
a
bunch
of
things,
but
if
we
keep
it
out
of
the
law
enforcement
with
three
and
three
one
one
issues,
it
can
develop
a
sense
of
trust.
That
could
be
really
interesting
and
I
thank
you
guys
if
you
can
keep
up
those
good
efforts,
and
I
guess
that's
about
all
for
this
item.
Thank
you.
N
The
topic
is
digitizing
the
way
that
the
city
responds
to
the
community's
needs.
So
I'm
going
to
keep
it
there.
You,
you
have
completely
set
in
motion
and
in
place
the
infrastructure
to
incrementally
over
time,
because
these
things
don't
like
happen
like
real,
quick,
they
have
to
be
incremental
change.
N
N
C
Good
afternoon
my
name
is
molly
macleod,
and
I
want
to
express
my
how
much
I
really
loved
talking
with
patricia
way
intern
this
summer
on
the
sj
311
project,
a
stanford
student
and
her
enthusiasm
was
infectious.
I
also
appreciate
on
the
mayor's
office
of
technology
and
innovation,
I'm
watching
a
two-minute
video
on
accessibility,
presentation
presentations.
I
see
that
you
know
those
types
of
things
can
make
a
big
difference.
The
the
easier
stuff
the
bigger
stuff
would
be
accessible.
C
Procurement
policies,
san
jose
needs
one
and
it's
important
to
find
out
for
the
companies
that
are
being
hired,
what
their
product
is
accessible
and
also,
if
it
in
the
areas
that
it's
not
accessible.
What's
going
to
be
done
about
that,
one
of
the
areas
that
was
improved
for
sj311
was
security,
the
captchas,
but
they
can
be
a
barrier
for
people
with
disabilities
who
have
who
are
blind
or
low
vision.
C
One
of
the
people
who
was
featured
and
who
did
user
testing
voluntarily
is
christine
fitzgerald
from
the
silicon
valley,
independent
living
center.
A
staff
person
who's
been
very
generous
with
her
time
and
expertise,
but
she
can't
use
sj311
as
a
disabled
person
to
report
potholes,
which
is
really
important
when
you're
a
power
chair
user
power,
wheelchair
user,
so
making
sure
that
you
connect
it
back
to
the
real
stories
that
are
at
the
heart
of
this
and
that
those
barriers
are
removed
and
improved.
C
Part
of
that
is
also
the
recruitment
of
the
people
who
are
working
on
this,
make
sure
that
the
communications
are
accessible.
I'm
seeing
advertisements
for
current
positions
where
the
contrast
isn't
doesn't
meet
minimum
standards,
so
that
sends
a
message
for
us
as
well
and
we
can
do
better.
Thank
you.
C
I
guess
I
was
a
little
premature
in
my
last
comment,
so
I
won't
echo
what
I
said
last
time,
but
I
truly
appreciate
the
focus
on
accessibility
and
inclusivity
and
I'm
just
glad
to
see
molly
mcleod
here,
because
she
often
that
I'm
probably
going
to
misquote
her
she'll
say
nothing
about
us
without
us.
So
your
mat,
your
desire
and
outreach
to
include
members
of
the
disabled
community
is
really
important
in
making
sure
that
we
get
this
right
as
far
as
san
jose
311
is
concerned.
So
I'm
I'm
very
grateful
for
that.
C
Sometimes
it
hasn't
been
resolved.
In
other
words,
the
abandoned
vehicle
hasn't
been
removed,
but
the
ticket
is
closed
or
we
can't
do
what
we
what
they
want
it.
What
the
resident
wants
us
to
do
and
we've
closed
it
anyway,
so
the
problem
becomes
where
a
ticket
is
closed,
the
resident
reporting
it
doesn't
know
why
it's
closed
or
what
was
done
so
I've
raised
this
before.
How
are
we
approaching
that
in
san
jose
311
in
a
follow-up
mechanism.
R
So,
council
member,
I
can
start
and
I'm
going
to
hand
it
to
our
service
owners
from
department
of
transportation
laura
wells,
but
I
think
I
think
you
hit
on
it
there.
It's
about
kind
of
the
expectation
set
when
you-
and
I
brought
this
up
before
when
you
put
something
in
a
mobile
app
people
expect
expect
immediate
action
right
and
so,
and
I've
used
the
analogy
of.
Would
I
use
amazon
anymore
if
the
box
didn't
show
up
right,
so
I
think
that's
the
same
way.
R
R
G
G
This
this
modified
hybrid
approach
are
are
ones
that
that
are
not
being
reported
in
those
low-income
areas.
We
know
and
looking
at
the
data
that
her
mom
discussed
and
and
jerry
discussed,
that
the
residents
who
are
providing
the
ratings
of
you
did
poorly.
You
know
they're,
not
favorable
ratings,
the
majority
that
the
majority
of
those
residents
are
giving
those
ratings,
because
one
nothing
happened
and
two.
They
don't
know
why.
G
The
case
was
closed,
and
so
we
need
to
better
get
out
information
on
what
is
considered
an
abandoned
vehicle
and
we've
done
that
the
311
platform
was
was
through
itd
just
modified
this
week,
so
that
before
even
filing
filing
a
request,
the
resident
is
provided
with
clear
information
on
here's.
What
an
abandoned
vehicle
is,
here's
what
an
extreme
blighted
vehicle
is,
and
they
have
that
and
then
we
invite
them
include
photos.
The
platform
now
requires
the
photos
to
be
submitted
to
help
us
to
better
identify
those
vehicles
that
might
be
abandoned.
G
C
Thank
you
for
the
explanation,
but
not
really.
Okay,
exactly
I.
I
understand
the
level
of
abandoned
vehicles
that
you're
getting
reported
and
and
what
you're
doing
to
address
that
and
that's
one
issue.
That's
actually
not
the
issue
I
was
asking
about,
but
but
thank
you
about
that.
What
I'm
really
asking
about
is
that
when
someone
reports
and
I'm
just
picking
abandoned
veals,
it
could
be
illegal
dumping.
It
could
be,
you
know
anything.
C
They
don't
know
how
there's
the
ticket
was
closed.
The
case
is
closed,
but
they
don't
know
how
it
was
resolved.
They're,
not
getting
feedback.
That
says
we
didn't
tow
this
car
because
xyz
occurred.
That's
what
I
think
needs
to
happen
because
they
see
this
vehicle
that,
in
their
minds,
is
abandoned
that
no
one's
moved
it
in
three
weeks.
It
looks
broken
down,
you
know,
how
do
they
tell?
I
don't
know?
Maybe
it's
got
oil
leaking
underneath
whatever
the
whatever?
C
Maybe
it's
even
stolen
for
that
for
that
matter,
right
and-
and
so
they
report
it,
they
go
through
the
app
san
jose
311.
They
report
it.
They
take
the
picture
they
do
everything
they're
supposed
to,
and
then
they
get
a
message
back
closed
car's
still
there.
They
don't
know
why
the
car
is
still
there.
So
what
I'm
suggesting
is
and-
and
maybe
more
than
suggesting-
is
hoping
that
we
will
resolve
this
and
we'll
be
able
to
give
them
the
feedback
that
they
need
to
know
why
the
car
wasn't.
D
C
Wasn't
moved
or
what
why
their
case
was
closed
with
no
resolution
in
their
mind
I
mean
that's
what
it's
you're
right.
It
is
all
about
communications
and
we
communic.
We
have
to
manage
expectations,
and
I
know
the
level
of
abandoned
vehicles
is
huge
throughout
the
city,
particularly
since
under
kovald
we
were
delaying
dealing
with
addressing
ban
abandoned
vehicles
in
the
first
few
months
anyway,
but
it's
really
about
closing
the
loop
with
the
resident,
the
customer.
G
G
We
have
integrated
san
jose
311
with
our
unity
salesforce
platform
and
we
are
providing
a
more
robust
communication
responses
to
customers
and
in
fact,
if
I
can
just
read,
you
read
you
one
that
we
frequently
test
the
system.
It's
I'll
call
our
program
manager,
hi,
heather,
we've
closed
your
abandoned
vehicle
report
at
a
certain
location,
and
then
it
says
why
thank
you
for
your
vehicle
abatement
request.
You
visited
or
returned
to
the
location
described
in
your
request
and
either
did
not
find
the
vehicle
there.
G
I'm
sorry
and
did
not
find
the
vehicle
there.
Your
request
has
been
closed,
so
they
are
getting
a
a
closure
report
from
the
311
platform.
But
it's
also
combined
with
more
information
from
our
unity
salesforce
platform
and
for
the
ones
that
are
tagged,
and
then
we
do
a
follow-up.
They
can
open
up
their
case
and
see
the
whole
history
of
what
we've
done
on
that
vehicle
and
the
communication
that
they
have
received
on
that
vehicle.
G
C
S
D
G
A
P
P
If
I
think
about
the
top
three
complaints
that
I
get
about
the
app
that
come
to
my
office,
it's
abandoned
vehicles
abandoned
vehicles,
abandoned
vehicles,
so
one
is:
is
it
possible
for
us
to
get
some
type
of
data
in
terms
of
the
other
or
the
requests
that
are
made
through
the
app
for
any
particular
request
is
there?
Is?
Is
it
possible
to
get
that
by
district
so
that
I
would
have
a
clear
understanding
of
what
my
constituents
are
requesting
because,
again,
as
far
as
complaints
are
concerned,
it's
it's.
P
P
If
93
of
the
requests
are
not
gonna
conform
to
the
criteria
of
towing
the
cars,
then
we're
set
up
to
have
unreal
unrealistic
expectations,
buyer
by
the
user.
So
I
guess
my
statement
is:
does
it
even
make
sense
to
continue
to
have
abandoned
vehicles
as
part
of
the
the
app
and
I
gotta
hop
off,
so
I'm
gonna
leave
it
on
that
note,
and
maybe
I'll
watch.
If
you
guys
can
answer
some
of
those
questions,
I'll
watch
the
video
and
see
hear
what
the
answers
are.
R
Vice
mayor,
if
I
could
have
once
just
to
address
the
first
part
of
that,
we
actually
do,
have
and
can
connect
with
your
offices
on
the
data
analytics
that
we
have
in
our
in
our
portal.
It's
actually
online
and
it
shows
all
the
requests
by
district
pretty
easy
to
break
that
down,
and
we
can
share
that
with
you.
You
and
your
staff.
A
F
S
F
When
they
submit
to
the
system
and
and
there's
been
a
resolution,
you
know
it
is
possible
again.
Laura
has
explained
that
they
get
a
response,
and
I
don't
know
what
kind
of
response
they
see.
We
don't
know
as
a
staff.
What
kind
of
response
they
see
it
looks
like.
We
can't
necessarily
see
the
view
of
the
submission
of
their
request
to
san
jose
311
from
the
perspective
of
the
customer,
and
what
what
I
mean
I
don't
know.
F
Maybe
this
is
a
complicated
thing
to
implement,
but
what
I
think
would
be
nice
is
as
a
district
as
an
off
the
council
office.
If
we
had
access
to
submissions
from
our
district
and
maybe
be
able
to
view
what
our
customers,
what
our
constituents
are
seeing,
so
that
we
would
be
able
to
say
oh
here,
we
see
what
you
submitted
and
we
see
what
you're
getting
back
from
the
city.
S
F
If
there
were
some
way
for
us
to
have
that
visibility
into
the
view
that
they're
seeing
and
the
response
that
they're
getting,
then
we
could
more
accurately
communicate
with
them
so
from
an
improvement
standpoint
into
the
system.
I
think
that
would
be
at
least
that's
what
I
would
request
is
being
able
to
to
view
that,
from
their
perspective,.
R
Councilmember
we,
we
can
already
break
the
data
down
by
council
district.
So
I
I
I
want
to
say
that
I'm.
I
think
I
think
we
can
come
up
with
something
for
you,
you
and
other
council
members
if
you
want
to
actually
dive
deeper
into
both,
what
we're
communicating
back
to
those
residents,
because
we
do
provide
a
follow-up
email
when
they
submit
those
and
it
it
does
contain
the
service
levels
that
you
saw
on
the
graphic.
R
Q
In
addition
to
that,
san
jose
311,
what
is
has
what
is
called
a
a
browser
user
interface
at
some
point,
some
of
the
staff
members
from
the
from
the
different
districts
they
had
access
to
it.
We
have
licenses
available
for
that.
So
I
can
actually
contact
some
of
your
departments
in
some
of
your
offices
and
anybody
who's
interested
in
and
learning
more
about.
This
will
give
you
the
chance
to
go
directly
there
and
check
the
status
of
those
tickets.
F
F
If
we
had
that
so
and
then
then,
from
a
metric
standpoint,
I
see
I
mean
obviously
there's
two
metrics
one
is
speed
to
resolution
and
one
is
the
satisfaction
of
the
customer
of
the
resolution
and
I
see
obviously
abandoned
vehicles
had
finished
number
one
in
terms
of
speed
of
resolution,
which
won't
necessarily
be
satisfying
to
the
customer.
Who's,
not
happy
with
the
resolution,
but
obviously
speed
is
important.
We
want
to
get
to
things
quickly,
so
I
you
know.
F
F
Let
him
talk
about
it,
but
I
am
a
little
confused
about
the
the
five
you
know
were
you
know,
rankings
and
and
how
fair
versus
fair
ranks
higher
than
average,
which
doesn't
make
sense
to
me
and
some
of
those
things,
but
I
guess
we'll
get
to
that
under
the
the
memo
that
councilmember
mayhem
probably
wants
to
discuss
a
little
bit
I'll.
Let
him
take
it
from
here.
A
Okay,
thanks
councilmember
yeah,
I
was
going
to
suggest.
Maybe
I
can
make
speed
this
along
by
interjecting
quickly,
and
I
want
to
really
thank
my
colleagues
for
great
questions.
I
I
want
to
re-emphasize
to
council
member
foley's
point
just
how
important
loop
closing
is.
I
spent
about
a
decade
building
digital
tools
and
services
for
customers
and
learned
a
lot
very,
very
painfully
about
what
we
thought.
As
the
you
know,
as
the
tool
providers,
the
people
building
the
service.
A
A
Obviously
it's
always
a
little
bit
artificial
when
somebody's
standing
over
your
shoulder
but
to
actually
watch
someone
use
a
service,
especially
a
digital
service,
and
provide
you
with
their
stream
of
consciousness.
Experience
is
just
incredibly
enlightening.
I
think-
and
I
know
we-
we
have
some
familiarity
within
city
hall,
about
user
testing
and
usability
research,
but
I
just
would
encourage
us
to
lean
more
heavily
into
it,
because
we've
gotta
we've
gotta
experience,
truly
experience
the
app
from
through
the
eyes
of
of
our
users.
It's
just
it's.
I
just
can't
emphasize
the
point
enough.
A
It's
a
longer
conversation.
I
realized
we're
at
four
o'clock,
so
I'm
just
gonna
throw
that
out
there
and
let
it
let
it
marinate
for
a
moment.
The
other
thing
I
want
to
suggest
is
a
framework
for
evaluating
how
we're
performing
councilman
cohen,
mentioned
the
two
metrics.
We've
got
a
sort
of
a
response,
time
metric,
which
is
sort
of
our
own
understanding
of
how
quickly
we're
delivering
the
service
and
presumably
at
a
certain
quality
level,
and
then
we've
got
a
satisfaction
measure
which
is
sort
of
okay.
A
What
does
the
customer
think
and
it's
interesting
when
there's
a
disparity
there
when
we
think
we're
delivering
on
time
and
at
a
quality
standard?
We
we
believe,
is
acceptable
and
then
the
customer
maybe
does
or
doesn't
agree,
and
then
I
want
to
suggest
that
that
we
have
a
third
metric
around
equity,
which
is:
are
we
actually
reaching
do
we
do
what
what
measure-
and
I
don't
know
what
that
measure
is
I'm
suggesting
in
this
memo
that
staff
come
back
in
december?
So
everybody
knows
in
december
we're
going
to
revisit
this
report.
A
We're
going
to
get
another
status
report
on
3-1-1
talk
about
performance,
talk
about
continue
the
conversation
we're
having
today
talk
about
potential
new
services,
we
might
power,
and
so
I'm
just
going
to
quickly
summarize
my
recommendations.
So
one
is
that
for
those
two
existing
metrics
that
councilman
cohen
just
described
that
are
in
the
presentation,
I'm
suggesting
that
that
staff
come
back
with
a
proposed
performance
target.
So
we
have
the
metric
the
number
of
hours
or
days
that
we
want
to
deliver
the
service
by
fulfill.
You
know
close
the
request.
A
Basically,
we
have
the
customer
service
measure
and
I'm
suggesting
that
staff
recommend
a
third
metric
around
equitable
delivery
of
the
service
and
that
we
actually
set
a
target
for
each
one.
So
it's
I
think
we
started
in
the
right
place,
which
is
let's,
let's
agree
on
what
to
measure
and
let's
start
measuring
it
and,
let's
start
reporting
on
it,
which
is
awesome.
That's
foundational
critical.
A
A
That
leads
to
the
second
recommendation,
which
is
to
say
for
any
services
that
we
are.
We
are
providing
we're
basically
making
a
commitment
to
the
customer
that
we're
gonna
we're
gonna,
deliver
this
service
at
the
following
measures
of
quality
customer
satisfaction
equitability
for
the
ones
where
we're
not
yet
hitting
our
target.
A
I'd
like
to
see
a
qualitative
description
in
december
of
what
we're
doing
to
meet
the
target
and
what
we
think
it
would
take.
Maybe
there's
a
maybe
there's
a
process
change,
maybe
there's
a
budget
need,
but
what
would
it
take
to
hit
our
target?
Because,
if
we're
going
to
set
goals,
then
we
need
to
talk
about
what
it
would
take
to
hit
them.
A
I
want
a
third
third
recommendation
suggests
that
before
we
add
new
services,
we
at
least
have
a
discussion
of
what
our
performance
targets
would
be
against.
Those
three
met,
those
three
metrics
and
whether
or
not
we
believe
today,
the
service
owner
is
in
a
position
to
deliver
the
service
at
the
at
the
performance
target
that
we
would
want
to
set.
A
So,
let's,
rather
than
introducing
a
service
and
then
finding
out,
let's
see
if
we
can
front
load
a
little
bit
of
our
analysis
of
whether
or
not
we're
going
to
actually
be
able
to
fulfill
that
service
adequately
and
then
finally,
councilman
cohen,
mentioned
this.
My
fourth
recommendation
is
about
balancing
the
scale
so
that
it
is
symmetric.
A
You
know
moderate
or
average
or
neutrally
satisfied.
So
I
think
just
getting
that
clear
symmetry
is
going
to,
I
think,
make
the
data
quality
it's
going
to
improve
data
quality
and
make
this
a
more
useful
measure.
So
that's
just
a
summary
of
the
recommendations.
I
guess
I'd
love
to
hear
feedback
from
colleagues
and
or
staff
on
those
points
and
sorry,
thank
you
for
your
patience
and
me
kind
of
outlining
this.
N
Yeah,
I
just
want
to
offer
look,
I
I
agree
with
all
of
the
points
you've
just
made
in
that
memorandum.
Mr
chairman,
I
think
there's
one
disclaimer
I'd
want
to
offer,
which
is
in
the
past.
We've
been
pretty
adamant
that
we
don't
expand
services
until
we're
certain
that
we
can
deliver,
and
I
I've
heard
that
explanation
several
times
before
for
why
311
is
not
expanding
and
obviously
there
are
other
bigger
challenges.
N
I
know
too
just
in
terms
of
being
able
to
the
capacity
and
software
build
out
and
back
in,
and
I
realized
it's
a
lot
of
work,
but
I
just
heard
that
a
lot.
I
think
it
would
be
a
mistake
for
us
to
say:
we've
got
to
be
sure
before
we
can
jump,
because
this
is
a
really
important
tool
to
help
us
gather
data
about
what
people
are
concerned
about,
though
it's
certainly
an
imperfect
tool.
We
all
know
that
you're
going
to
hear
you're
going
to
see
people
more
engaged
on
west
side
of
the
knee
side.
N
So
we
need
to
be
very
mindful
of
those
disparities,
but
this
is
a
tool
and
I
would
hate
to
think
we're
not
going
to
come
out
with
services
because
we're
not
certain
we
can
do
it
super
well.
I
I
think
this
is
an
important
tool
to
help
us
learn
as
an
organization
as
well
and
so
I'd
hate
to
see
us
on
a
slower
path
because
of
some
risk
aversion
on
that.
On
that
point,.
A
I
think
that's
a
great
point
and
I
actually
am
happy
to
incorporate
that
into
the
spirit
of
the
memo.
I.
What
I
think
I'd
like
to
argue
for
is
that
when
we
add
a
new
service,
we
come
in
eyes
wide
open,
with
at
least
a
description
of
our
our
belief
as
to
how
well
we
can
provide
it,
and
if
we
then
decide
that
hey
our
fulfillment
on
this
is
likely
to
be
low,
but
we
think
the
data
gathering
utility
outweighs
the
fulfillment
target
goal.
You
know
that,
that's
that
we
just
make
that
decision
consciously.
A
I
don't
think
it
necessarily
needs
to
be
a
barrier.
I
would.
I
would
argue
that,
with
the
proper
disclaimers,
we
could
have
a
service
that
where
we
may
be
under
deliver
on
fulfillment,
but
if
we
set
the
right
expectations
with
the
public
that
hey
we're
gathering
data
for
very
transparent
with
the
public,
they
might
even
appreciate
and
understand
why
we
weren't
able
to
actually
stop
those
fireworks
from
going
off,
for
example.
So
I'm
very
open
to
that.
I
just
I
think
we
ought
to
have
a
framework
around
having
goals
and
knowing
where
we
are
against.
A
R
Chairman
jump
into
just
in
reaction
to
that,
you
know
a
year
ago,
if
you
would
ask
me
technically,
are
we
confident
from
a
technical
perspective?
Are
we
ready
to
add
services?
I
would
have
had
to
say
I'm
not
sure
I
don't
I.
I
don't
think
so.
We
had
20
of
our
data
that
were
resulting
in
data
synchronization
issues
between
the
apps
we
integrate
with
like
salesforce
and
app
order
where
some
of
those
service
requests
were
having
to
be
manually,
checked
by
some
of
the
departments.
So
there
there
were
technical
problems.
R
And
so
I
think
there
are
some.
Maybe
we
can
do
both
chair
and
I'm
not
sure
how
you
want
to
have
that
conversation,
but
certainly
agree
with
tightening
up
the
metrics
in
service
delivery,
and-
and
maybe
we
can
do
both-
is
add
a
couple
and
and
test
the
metrics
at
the
same
time,
if
you're
open
to
that
yeah.
A
Yeah,
I
think,
that's
perfectly
reasonable.
I
I
hope
my
memo
was
not
interpreted
as
saying,
let's
not
add
new
services.
I
I
what
I'm
what
I
am
advocating
for
is
that
when
we
have
a
service,
we
at
least
set
a
performance
target
and
we're
just
really
clear
with
ourselves
about
whether
or
not
we're
meeting
it.
A
And
then
we
can
have
an
honest
conversation
about
whether
or
not
that's
a
problem
and
if
we
say
well
we're
not
meeting
we're,
not
meeting
our
target
right
now,
but
that's
okay,
because
we
simply,
we
simply
can't
resource
it
more
and
that's
what
would
be
required
and
so
we're
gonna
have
to
wait
until
tax
revenues
go
up
or
that's
okay,
because
we're
collecting
valuable
data
and
we
think
we're
setting
appropriate
expectations
with
the
public
around.
Why
we're
asking
them
to
give
us
this
information,
even
though
we
can't
act
on
it
today.
A
That
could
be
perfectly
acceptable.
I
just
I.
I
think
it's
important
that
we
set
a
set
a
goal
and
are
clear
about
because
I
don't
know
how
to
interpret
the
fact
that
we're
meeting
our
expected
resolution
time
44
of
the
time
for
street
lights,
and
I
don't
you
know,
I
think
this
report
would
be
stronger
if
we
were
able
to
clearly
see
okay,
we've
set
a
target
of
50
and
here's.
A
Why
you
know
it's
just
or
or
we've
we've
set
a
target
for
80
and
we're
only
at
half
of
that,
and
that
is
a
problem,
but
here's
what
we're
doing
to
fix
it.
You
know
what
I
mean
like
I
just.
I
think
the
conversation
should
be
more
explicit.
I
guess
is
what
I'm
saying.
Otherwise
I
don't
know
how
to
interpret
the
performance
data
that
we
do
have,
and
I
I
think
the
same
goes
for
customer
satisfaction,
so,
but
I
don't
think
that
that's
should
be
a
barrier
necessarily
to
adding
new
services.
A
E
Yes,
sir,
so
the
three
main
things
I'm
hearing
is
on
follow
through.
We
do
want
to
be
intentional
about
some
targets
and
track
to
those
and
be
able
to
report
to
them
and
even
say
why
those
targets
are
there
on
your
recommendation,
also
some
of
the
equity
goals
that
we
can
weave
into
those
services
and
how
to
improve
in
that
way
that
that's
along
the
lines
of
what
we
were
thinking
and
planning
anyway.
E
So
it
shows
good
alignment,
but
on
councilmember
cohen's,
ask
is,
maybe
even
be
more
revealing
and
provide
more
data
access
to
an
end
council
member
foley.
So
you
can
see
what
came
in
for
what
district?
What
the
response
was
when
and
then
get
to
point
number
two
which
is
follow
up,
which
is
that
communication
pattern
and
maximizing
our
effectiveness
and
how
we
communicate,
and
we
have
struggled
with
that
to
be
to
be
honest,
because
if
we
communicate
up
front
and
following
up
people
can
be
okay
with
a
reasonable,
reasonably
long
response.
E
And
we
see
that
with
streetlight
outages,
for
example,
is
there's
a
rubric
there
on
how
safety
related
the
replacement
is
some
replacements
take
weeks
and
the
customer
satisfaction
on
good
to
excellent
is
still
you
know
much
higher
than
than
abandoned
vehicles,
for
example.
So
if
we
communicate
well,
maybe
we
can
mitigate
those
things
and
then
the
third
thing,
though,
is
on
the
service
choices.
E
If
we
can
go
to
the
last
slide,
this
is
where
we're
trying
to
mix
the
the
livability
issues
along
with
the
the
equity
wants,
so
that
we
say
these
are
the
right
services
to
do
next,
and
we
do
want
to
still
emphasize
the
services
where
we
can
give
fulfillment,
because
those
are
success
and
they
drive
additional
usage,
but
it's
not
to
preclude
where
we
choose
a
hairy
and
wicked
hard
problem
and
try
to
put
it
in
there
like
we
did
with
abandoned
vehicles.
Transportation
was
very
clear
up
front.
E
F
That
kind
of
was
part
of
my
question.
I
mean
reporting
illegal
fireworks
is
something
we've
been
asked
a
lot
from
our
residents
to
to
make
available
right.
I
mean
it's
an
important
aspect
from
people
that
they
want
to
be
able
to
have
a
place
and
outlet
for
that,
and
obviously
we
have
other
means
that
we've
offered
them
to
do
that.
I
think
it's
important
to
integrate
things
into
one
location
for
a
variety
of
reasons.
F
I
mean
if
they've
already
got
this
app
to
use
for
other
types
of
reports,
then
using
it,
for
this
is
good,
but
and
also
if
they've
been.
If,
if
reporting
legal
fireworks
is
important
to
them,
they
might
discover
this
app
for
other
uses.
So
it's
all
it's
good
to
have
people
use
one
app,
but
reporting
legal
fireworks
is
a
different
kind
of
request.
F
Right,
they're,
not
necessarily
going
to
it's
not
like
fixing
a
pothole
or
a
street
light,
because
you
don't
have
a
follow-up
that
says
done
it's
fixed
and
check
out
check
off
a
box
right.
I
mean
the
firework
happened
and
you
can't
say:
okay,
we've
now
fixed
that
firework
incident,
so
there's
a
different
kind
of
expectation
of
that
report.
F
So
to
me,
that's
a
good
thing
to
put
in
the
app
for
the
reasons
I
started
with,
but
it's
a
different
kind
of
request
than
the
others,
the
other
ones.
You
know,
if
there's
something
related
to
you
know
paying
a
bill
or
doing
something
else
where
they
need
help.
Then
there's
a
quick
metric
of
checking
a
box
and
getting
back
to
them
to
me
getting
things
into
the
app
that
are
already
through
available
to
people
through
other
means
is
important,
just
because
you're
consolidating
services
through
one
tool.
F
R
First,
how
hard
is
it
to
add
that
service
and-
and
so
fireworks
is
fourth
because,
quite
frankly-
and
we've
said
it
before,
there's
a
few
things
we
have
to
work
out
before
we
get
to
that
versus
reporting
community
wi-fi,
you
know,
am
I
getting
good
signal
or
bad
signal
adding
that
button
into
the
sd
311
app?
We
don't
think
would
be
that
hard
and
it
could
be
high
value
for
people.
R
Since
we
have
digital
equity
funding
on
the
table,
it
would
actually
show
us.
Where
do
we
need
to
put
our
efforts
to
actually
fix
the
bad
signal
problems
that
that
raises
up
those
communities
where
they
don't
have
good
digital
access
to
schools,
I'll
go
back
to
fireworks
and
we
have
the
service
owners
for
fireworks.
Here.
We've
spent
a
lot
of
time
together
between
code
enforcement,
fire
department,
and
I
t
in
working
out
those
process.
Issues
and
I've
been
pretty
adamant
about
saying.
R
R
R
If
you
have
a
good
process
in
place,
automation
can
help
make
it
faster
and
I
think
we're
we're
getting
closer
to
that
with
fireworks
and
we're
are
we
at
an
80
target
level,
yet
I'm
not
sure
about
that,
but
we're
heading
into
that
60
range.
So,
and
I
don't
know
if
fire
who's
on
the
phone
one
or
on
a
call
here.
I
want
to
talk
about
that,
but
we're
starting
to
get
better
and
fireworks
is
actually
a
pretty
good
example
of
where
we've
intentionally
worked
on
the
process
before
automating.
It.
N
Thank
you
just
three
points.
One
is
you
know
my
vote
would
be.
I
know,
reporting
illegal
fireworks
is
hard.
It's
hard
to
get
that
done.
I
think
it's
worth
scaling
that
mountain,
even
if
it
does
take
more
work.
Even
if
it's
imperfect,
because
the
only
value
of
that
information
is
the
immediacy
of
the
information.
Can
someone
get
a
photo?
N
N
N
T
I
can
answer
that
hi
kia
o'hara
for
sj311
for
the
municipal
water
bills.
Those
are
not
those
are
paid.
Just
like
you
pay
your
san
jose
water
bill
directly
to
the
city
of
san
jose
for
the
garbage
services
single
family
dwelling.
Those
are
built
on
property
taxes
unless
you
have
an
increase
in
the
middle
of
the
year
on
your
garbage
cart
size,
and
we
do
also
still
take
multi-family
dwelling
payments
for
garbage
directly.
T
N
I
think
it's
just
going
to
be.
This
can
be
a
lot
of
work
and
it's
gonna
be
confusing
for
people,
because
we
know
90
of
our
residents,
don't
live
where
san
jose
uni
is,
and
so
they're
gonna
be
trying
to
pay
san
jose
water,
and
you
know
I
think
it's
gonna
be
challenging,
so
I
my
my
gut,
would
say
I
probably
wouldn't
prioritize
that
one
as
much,
because
I
think
it's
gonna
be
really
hard
to
implement
in
a
way.
N
That's
gonna
immediately
make
a
difference
if
people
are
paying
through
the
property
tax
anyway
again,
the
need
for
immediacy
is
not
great,
but
I
understand
in
cases
of
sanji
water
muni.
Then
they
are
paying
directly
to
us.
So
appreciate.
There's
some
challenging
issues
to
work
out.
Last
thing
I
just
suggest
is
having
a
non-emergency
crime
reporting
tool,
I
think,
would
be
incredibly
valuable
in
terms
of
ensuring
san
jose
pd
has
data
that
they
need
to
understand,
what's
happening.
N
N
A
D
I
would
just
offer,
based
on
what
jerry
was
saying
chair,
that
we
did
a
lot
of
work
to
refine
the
online
reporting
tool
so
so
that
we
are
able
to
actually
respond
in
some
kind
of
action
to
every
report
that
was
submitted.
So
every
report
that
was
submitted
was
complete
because
we
had
created
mandates
in
terms
of
the
fields
and,
although
I'm
sure,
from
a
statistical
standpoint,
we
would
like
to
see
more
robust
citations
and
warnings
sent
out
all
of
the
ones
that
we
couldn't
respond
to
that
level.
D
N
And
okay,
can
we
do
this
with
an
offline
conversation?
I
I
think
that's
great.
I
I
just
think
the
immediacy
of
having
it
on
the
same
tool
where
you
report
everything
else
is,
you
know
very
self-evident
to
many
of
our
residents
and
I
understand
there
may
be
challenges
in
integrating,
but
I
just
think
that's
so
valuable.
D
R
D
R
Add
a
couple
of
responses
to
mayor.
I
think
your
points
about
water
are
fair
and
I,
in
talking
to
staff,
about
what,
what
I
kind
of
thought
the
discussion
might
go
to
today.
I
think
the
digital
equity
and
community
wi-fi
reporting
is
kind
of
a
no-brainer.
If
it's
easy
and
and
can
provide
a
lot
of
value,
I
would
categorize
the
next
two
bullets
as
something
about
water.
I
mean
to
keep
in
mind,
we
we
don't.
R
We
haven't
defined
the
requirements,
yet
we
do
have
an
audit
going
on
right
now
around
a
water
and
we're
finding
some
usability
things
that
could
be
enhanced
around
water,
one
of
which
is
doing
a
better
job
around
reporting
a
water
leak.
You
know,
I'm
not
sure
if
any
of
that
makes
sense,
but
I
do
think
your
points
about
meeting
water
is
only
a
portion
of
the
water
in
a
smaller
portion.
R
I
think
we
have
to
consider
that
I
I
did
think
that
reporting
illegal
fireworks-
it's
almost
like
in
parallel,
can
start
moving
forward
with
digital
equity
and
then
housing's
already
in
motion,
they're
already
doing
the
doorway
project,
and
that
could
be
as
simple
as
linking
a
button
into
the
app.
So
again,
if
we're
scaling,
if
those
three
move
forward
along
with
getting
better
about
the
data
reporting,
I
think
I
think
we'd
be
in
pretty
good
shape.
A
E
A
Great
and
we
might
either
want
to
adopt
it
or
you
can
just
take
it.
The
discussion
is
feedback.
I'm
okay
either
way
I
don't.
I
don't
feel
I
certainly
don't
want
to
mandate
a
ton
of
unnecessary
work.
I
think
I
think
you
understand
the
spirit
of
what
I'm
looking
for
in
terms
of
setting
goals
and
adding
and
adding
an
equity
metric
right.
A
C
D
B
A
A
A
E
All
right
sounds
good.
Thank
you,
chair,
rob,
lloyd,
chief
information
officer
for
the
city
of
san
jose.
The
item
we
have
in
front
of
you
now
is
around
an
update
for
privacy,
and
this
was
as
promised
previously
the
implementation
of
the
privacy
policy
that
was
approved
and
effective
in
july.
So
we're
going
to
talk
about
the
operational
implementation
of
the
policy
as
well
as
some
future
steps
that
we
have
ahead
of
us.
Just
by
way
of
fast
recap
is
privacy
is
both
a
technical
and
a
participative
item.
E
People's
sentiments
have
changed
over
the
last
few
years
and
that's
something
for
us
to
continue
to
continually
gauge
and
evolve
to.
So
we
do
want
to
say
that
our
quest
is
to
use
information
and
data
to
do
it
securely
and
to
do
it
in
a
way
that
fuels
civic-minded
data
use
and
we
draw
the
line.
There
is
when
it
stops
serving
the
public.
We
no
longer
will
do
it
and
just
for
a
recap.
E
E
We
do
need
to
anonymize
and
give
people
power
over
their
information
as
we
decide
to
use
it
for
policy
and
practice
and
that
it
needs
to
be
a
programmatic
approach,
because
privacy
can't
happen
as
a
sliver
of
other
people's
jobs
or
an
add-on
on
the
side.
It
needs
to
be
intentional
and
mindful
people
need
to
be
trained,
how
to
do
it
and
those
processes
and
controls
do
need
to
be
inside
the
organization.
P
E
In
the
city
roadmap
that
this
is
not
a
a
priority
as
a
above
the
line,
this
is
a
backlogged
item.
So
we
do
have
a
combination
where
we
have
an
approved
policy
implementation
of
that
policy.
But
what
we
call
a
privacy
light
approach,
we're
going
to
embed
it
into
a
number
of
city
processes
that
we
abide
by,
that
that
privacy
policy
and
people
know
about
it
and
are
trained
to
do
it.
E
But
it's
it's
not
going
to
have
the
full
weight
of
a
large
program,
because
we
have
other
things
that
we've
prioritized
around
around
covid
response
and
recovery
and
some
some
of
the
enterprise
priorities
that
we
need
to
focus
on
more.
There
is,
as
I
showed
earlier,
also
a
pairing
with
the
surveillance
ordinance
that
needs
to
to
be
done
when
this
does
come
above
the
line,
but
there's
more
work
to
be
done,
then
so
privacy
light.
E
Sometimes
those
are
debatable.
We'll
have
those
discussions
as
we
need
to
so
to
show
you
what
we've
have
in
place
now
there
is
a
privacy
review
prior
to
procurement
that
we've
implemented.
So
if
anything
goes
through
a
procurement
process
and
has
data
use,
there
is
a
cyber
security
review
and
architectural
view,
and
now
a
privacy
review.
Those
seven
elements
have
to
be
discussed
and
reviewed
and
described
in
full
how
it's
being
treated
for
that
procurement
to
actually
go
forward
and
will
not
go
forward
without
that.
E
We
also
now
have
in
our
project
charter,
template
all
of
the
privacy
elements
and
a
requirement
that
if
you
use
pii
information
personally
identifiable
information,
then
you
have
to
describe
how
those
seven
elements
are
being
properly
addressed
for
the
project
to
be
approved
and
we
have
the
digital
privacy
officer
that
was
approved
as
part
of
the
current
fiscal
year
budget.
That
process
is
going
right.
Now
we
have
the
interview
panel
with
our
privacy
advisory
task
force
this
friday,
and
so
hopefully,
by
the
end
of
september,
we'll
have
a
digital
privacy
officer
on
board.
E
E
It's
limited
by
some
of
the
traditional
processes
and
operations
that
folks
have
limited
by
some
of
the
technologies,
and
we
have
more
examples
of
where
communities
have
gone
too
fast
because
they
wanted
to
do
something:
novel
and
innovative,
where
privacy
wasn't
really
considered,
and
so
some
of
the
sensor
networks
on
street
lights,
some
of
the
surveillance
technologies
and
how
that
data
is
used.
There's
there's
a
lot
of
stories
out
there
about
how
that
information
can
be
used
incorrectly
and
one
of
the
ethics
that
we
have
here
is
for
some
of
those
uses
of
information.
E
E
What
they've
given
us
feedback
on,
it's
direct,
it's
honest
and
it's
and
it's
hard
critiques
is
when
you
come
to
privacy
now
matters
more
than
ever.
Because
of
all
these
data
initiatives
and
technologies,
we're
deploying
and
all
the
money,
that's
going
out
there
from
the
federal
aid,
this
shouldn't
be,
let's
get
to
it
later,
focus
on
it
now,
because
now
is
your
chance
and
it
might
be
too
late.
If
we
don't
do
it
now.
E
And
then
the
last
thing
we'll
say
is
the
the
reason
why
it
matters
and
we
always
have
to
write
our
compass-
is
that
privacy
is
actually
about
the
trust
of
our
community,
the
services
that
we
render,
that
that's
that's
our
brand
and
how
well
we
do
that
or
how
much
trust
we
have.
But
it's
very
easy
if
we
misuse
that
information
for
that
trust
to
ebb
very
quickly.
A
Thank
you
rob.
I
really
appreciate
the
perspective
you
and
your
team
are
bringing
on
on
this
issue,
so
critical
for
us
to
get
right
and
and
the
fact
that
you're
positioning
the
city
of
san
jose
to
be
a
leader
on
digital
privacy,
as
as
we
should
be
and
looking
to
be
collaborative
with
other
cities,
and
I
just
really
appreciate
the
report
with
that.
We'll
come
back
to
the
community
in
a
moment.
Why
don't
we
hear
public
comment
on
our
final
item
and
we
will
start
with
mr
paul
soto.
N
Yeah
paul
soto
from
the
horseshoe,
the
survival
of
democracy,
depends
on
the
ability
of
large
numbers
of
people
to
make
realistic
choices
in
the
light
of
adequate
information.
A
dictatorship,
on
the
other
hand,
maintains
itself
by
censoring
or
distorting
the
facts
and
by
appealing
not
to
reason
not
to
enlighten
self-interest
but
to
passion
and
to
prejudice.
End
quote:
that's
elvis
huxley
and
he
wrote
that
1932
brave
new
world
and
what
I
just
heard
from
that
gentleman.
N
I
I
fear
that
man
more
than
I
do
a
gang
member,
that's
tattooed
all
over
his
face
because
what
he
just
stated
and
how
he
just
stated
it
there's
a
lot
of
assumptions
in
these
policies
number
one
that
the
city
is
assuming
that
they
somehow
or
another
have
a
right
to
do
that
like
like,
have
a
right
to
go
into
people's
minds,
use
data
analytics,
okay
and
and
really
see.
How
can
we?
How
can
we
engineer
human
behavior?
N
How
can
we
like
crush
a
human
mind,
crush
a
human
spirit
without
even
knowing
that
it's
been
do,
but
that
it's
being
done
to
them?
Okay,
because
that's
what
data
does
what
you're
doing
is
you're
trying
to
accumulate
so
much
information
that
no
human
being
was
designed
to
have
you're
not
worthy
of
being
of
people?
Trusting
you,
nobody
is
I'm
not
mayhem,
you're,
not
just
because
we
elected
you
you're
gonna,
start
making
these
decisions,
who
elected
you
to
do
that
that
wasn't
part
of
your
election.
N
Neither
was
this
guy.
These
people
that
are
on
this
committee
today
are
very,
very
I
mean
extremely
dangerous.
I
mean
very
dangerous
unless
you
have
the
aclu
on
these
policies
and
checking
it
every
single
step
of
the
way
I
mean
sitting
right
next
to
this
dude.
When
he's
talking,
then
the
whole,
it's
nothing
but
a
sham.
What
you're
doing
is
google
is
getting
this
infrastructure.
The
city
belongs
to
them.
Now
I
can
see
it.
I
see
it.
O
Hi,
thank
you
for
the
words
of
paul.
His
first
words
were
very
interesting.
I
mean
the
whole
of
the
surveillance
technology
ordinance
issues.
I
don't
talk
about
it
enough,
but
it
is
really
to
make
a
more
equal
balance
between
the
role
of
government
and
everyday
community.
It
is
to
really
level
the
playing
field,
and
you
guys
it's
difficult.
You
don't
want
to
do
that,
but
you're
making
your
steps,
rob
lloyd
is
talking
about
privacy
policies
in
terms
of
community.
He
was
not
doing
that
a
year
ago.
O
O
Instead
of
you
know,
there's
a
real
important
future
about
what
those
ordinance
aclu
ordinance
ideas
can
can
can
share
and
create
a
process
of
cooperation
that
we're
just
on
the
surface
of
addressing
of
what
is
possible
for
our
future.
We're
taking
our
first
steps
a
little
tough,
but
I
think
it
can.
You
know
this
guideline
process
we're
going
to
have
a
more
open,
democratic
future
where
community
is
involved
and
can
be
allowed
to
be
involved.
Imagine
that
concept.
O
O
P
C
A
C
Great,
the
privacy
statement
is
extremely
important
when
I
can
think
about
it
through
a
disability,
equity
lens.
Some
of
the
most
private
information
is
on
health
status
and
also
economic
status,
and
a
lot
of
things
that
that
you
need
to
qualify
for
certain
types
of
services
and
more
and
more,
the
there
are
connections
and
information
sharing.
So
the
the
thought
that
has
and
needs
to
go
into
this
is
really
important.
C
When
you're
gathering
the
community
impact
community
statement
and
engagement
part
being
able
to
do
that
in
a
way
that
involves
capacity
for
video
blogs
and
asl
interpreters
for
captioning
for
the
multimodal
ways
of
being
able
to
participate.
But
then
it
also
goes
to
the
tools
that
you've
been
purchased,
so
an
accessible
procurement
process
policy.
I
think
this
comment
goes
better
actually
on
the
the
sj311,
but
idle
is
looking
at
the
oracle
cloud
services,
accessibility
guide
and
it
it.
C
It
took
me
just
a
second
to
look
up,
but
it
lists
a
bunch
of
things
that
it
that
are
not
included
in
the
workarounds
depend
on
staff.
That
means
the
city
staff
have
to
know
about
basic
accessibility
and
to
be
a
real
leader.
We
need
to
know
much
more
than
just
that
foundational
information
as
well.
So
that's
my
accessibility
plug
for
the
week
see
you
next
time.
Thanks.
M
Thank
you
well.
What
paul
had
mentioned
to
me
when
his
concerns
was
in
regards
to
digital
privacy,
is
that
there
could
be
a
lot
of
controlling
and
and
like
stopping
a
public
participation
by
those
whose
views
are
considered
too
radical,
so
that
I
I
I
don't
really
understand
how
the
digital
privacy
issues
could
could
do
that.
But
that's
you
know
the
concern,
I
guess
and,
and
so,
but
in
terms
of
you
know,
opening
up
our
digital
policies.
M
I
think
that's
very
important
in
regards
to
what
I
was
talking
about
in
regards
to
how
we
need
to
expose
our
fossil
fuel
use
and
that
that
we
need
to
see
how
we
can
really
make
that
a
public
very
accessible,
and
then,
when
we
have
accountability
when
would
like
even
the
city
has,
you
know,
claimed
a
climate
emergency
and
they,
I
think
original.
The
original
plan
was
for
us
to
have
it
be
at
the
1990
levels
of
the.
M
M
But
anyway,
I
just
you
know
just
saying
that
you
know
data
needs
to
be
readily
available
and
accountable
in
terms
of
how
we're
going
about
our
our
community.
You
know
efforts
and
our
tax
dollars,
how
they're
being
used,
and
so
that
that's
all
I'm
saying
is
that
we
need
to
make
public
our
digital
gath,
whatever
digital
information
we're
having
and
specifically
about
our
fossil
fuel
use,
I'm
saying-
and
so
that's
that's
just
it.
A
E
Yeah,
the
aclu
of
northern
california
does
have
a
member
victor.
This
group
is
the
the
privacy
digital
privacy
advisory
task
force
and
those
members
are
there
to
challenge
us
and
make
sure
that
we're
attending
to
the
the
uses
in
the
proper
ways.
We
also
have
roxanna
from
the
silicon
valley,
naacp
bob
lim
from
sjsu
arena,
raiku
markula
center
for
ethics,
applied
ethics
at
santa
clara
university,
mike
sharpiro
who's,
the
digital
privacy
officer,
our
chief
privacy
officer
for
santa
clara
county
and
then
stephen
keynes
when
he
joined
us,
was
with
the
stamford
law.
D
C
C
This
is
really
protecting
personal
information
that
is
provided
to
us
for
a
lot
of
different
reasons,
whether
it's
building
permits
or
whatever,
that
we
are
collecting
at
the
city
and
how
we
are
going
to
pro,
protect
it
from
being
hacked
or
stolen
or
accessed
by
illegal
or
unacceptable
terms,
so
that
I
just
wanted
to
clarify
that,
because
several
of
the
callers
commented
that
we
were
going
to
give
free
access
to
information,
but
that's
not
it.
This
is
about
protecting
the
privacy
of
individuals
who
give
us
that
information,
believing
that
we
are
protecting
it.
C
So
we
need
to
take
every
step
possible
to
make
sure
that
it
is
that
information
is
not
at
r
at
risk
and
it
could
be
things
like.
Well,
it's
personal
identification
information,
so
social
security
numbers
addresses
birth
dates.
Things
like
that
that
we
need
to
really
make
sure
that
we
are
protecting
like
many
industries.
We
are
already
required
to
protect
that
information,
so
I
just
wanted
to
leave
it
with
that
and
and
return
back
to
you
chair.
Thank
you.
A
F
F
Just
simply
the
san
jose
311
app
people
are
readily
providing
us
with
personal
contact
information
that
we
collect
and
store,
and
so
this
is
just
the
policy
that
we
have
to
have
that
protects,
that
information
and,
and
is
the
technology
that
we
use
to
make
sure
that
the
information
people
readily
and
voluntarily
give
us
is
protected.
So
any
idea
that
this
is
some
kind
of
surveillance
or
anything
more
than
that
is
not
true.
F
I
mean
that
this
is
just
us
as
an
I.t
department,
making
sure
that
we're
protecting
information
that
people
give
us
because,
as
necessity,
people
have
to
give
the
city
whether
it's
because
they
they're
getting
their
utilities
or
other
things
through
us
or
they're,
asking
for
rental
assistance
or
they're
asking
us
for
other
services
they
have
to
provide.
So
I'm
thankful
that
we
have
a
great
I.t
department,
rob
that
you're
leading
to
help
us
make
sure
that
we're
on
the
vanguard
of
of
privacy.
F
E
A
D
B
T
A
N
He
got
you
cohen,
he
got
you,
he
checked
you.
We
we
see
what
you're
doing
man
we
see
exactly
what
you're
doing
and
I'm
quoting.
Let
us
be
aware
of
defining
mental
hygiene
as
the
prevention
of
symptoms.
Symptoms
as
such
are
not
our
enemy,
but
our
friend,
where
there
are
symptoms
there
is
conflict
and
conflict
always
indicates
that
the
forces
of
life
which
strive
for
integration
and
happiness
are
still
fighting.
The
really
hopeless
victims
of
mental
illness
are
to
be
found
among
those
who
appear
to
be
most
normal.
N
Many
of
them
are
normal
because
they
are
so
well
adjusted
to
our
mode
of
existence,
because
their
human
voice
has
been
silenced
so
early
on
in
their
lives
that
they
do
not
even
struggle
or
suffer
or
develop
any
symptoms
of
that
the
neurotic
does
they
are.
They
are
normal
not
in
what
may
be
called
the
absolute
sense
of
the
word.
N
Uniformity
and
mental
health
are
incompatible
too.
Man
is
not
made
to
be
an
automaton,
but
if
he
becomes
one,
the
basis
of
mental
health
is
destroyed.
End
quote,
that
is
from
eric
from
psychoanalysis
straight
out
the
pages
of
brave
new
world.
I'm
telling
you
man,
this
is
where
we're
at
brave
new
world
read.
It
then
put
that,
together
with
some
analysis-
and
you
know,
get
your
your
data
analysis
and
your
analytics
is
apply
it
to
the
principles
in
1984
and
see
what
you
come
up
with.
M
Well,
oh
well,
one
thing
I
wanted
to
comment
is
that
I
find
it
offensive
that
the
the
data
that
our
council
members
get
on
us
like
they
get
our
emails
and
then
they
go
ahead
and
start
advertising
about
their
company
and
or
their
sales
of
their
real
estate.
And
so
you
know-
and
I
made
that
comment
to
them-
and
I
think
that
you
know
we're
talking
about.
You-
know:
digital
privacy.
M
M
Everybody's
been
saying
that,
and
I
think
that
I
see
it
being
misused
in
that
way,
and
the
other
thing
I
find
offensive
is
that
my
council
members
are
advertising
to
me
to
go
to
the
restaurants
and,
and
things
like
that,
and
it's
it's
in
the
it's
in
the
guise
of
you,
know
economic
development,
but
I
I
find
that
you
know
when
we're
in
so
many
crises
that
are
the
roles
of
our
our
government
and
their
access
to
our
information.
Are
you
know
to
be
able
to
reach
out
to
us?
M
M
That
is
your
role
to
protect
us
from
harm
and
for
you
to
be
saying
to
us
to
go
to
the
to
the
you
know:
go
shopping
like
even
mayor
licardo
said
you
know
and
we're
telling
everybody
go
shopping
and
you
know,
and
that
that's
wrong,
that
that
is
leading
us
down.
The
path
of
harm-
and
so-
and
you
know
so
it's
it's
really
about
protecting
us
from
harm
and
the
way
building
resiliency
is,
is
your
goal?
Is
your
role?
M
A
M
O
O
It
is
my
feeling
that
we
may
we
may
need
to
take
some
new
steps
to
better
clarify
the
science
around
the
many
vaccines
currently
available.
It
should
include
how
to
make
clear
the
good
intentions
around
aerosol
vaccine,
the
previous
system
of
covid
19
checks
to
allow
city
employees
the
choice
of
either
taking
the
vaccine
or
taking
a
weekly
covet
test
seems
a
well-reasoned,
smart,
decent
way
to
work,
as
we
simply
do
not
know
how
to
be
more
honest
with
ourselves
and
our
media
about
the
vaccine
process.
O
From
the
past
few
weeks,
the
city
of
san
jose
should
be
reviewing
and
trying
to
soften
their
current
tow
truck
policies
for
the
columbus
park
area.
A
reminder.
Once
again,
the
city
of
palo
alto
and
their
community
have
developed
some
very
good
humanistic
practices
regarding
people
sleeping
in
their
cars
in
local
neighborhood
streets
and
parking
lots.
O
This
can
be
a
much
help
with
the
columbus
park
area
at
this
time
and
to
quickly
offer
you
know
just
a
good
look
to
gavin
newsom,
I
mean
he's
been
through
a
lot
as
we
as
we
all
have
this
this
past
few
years.
I
think
a
vote
for
him.
This
upcoming
september
would
be
important.
It
would
invite
a
certain
continuity
and
that
we
could
all
prepare
for
the
general
election
in
2022
for
governor.