►
Description
City of San José
Smart Cities & Service Improvements Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=711263&GUID=B49BA2C2-A715-470F-9814-F1A656851BFC
B
C
This
is
impressive,
given
the
number
of
descriptions
of
these
projects
that
include
the
first
or
the
largest
during
the
first
of
our
four
reports,
the
smart
city
roadmap
update
Regin
you'll
highlight
the
growth
and
the
number
of
high-priority
smart
city
projects
and
equally,
if
not
more
important,
at
encouraging
she'll
report
on
the
increase
in
the
more
projects
trending
to
green
and,
as
we
know,
it's
not
easy.
Being
green.
C
We're
also
refining
our
approach
for
the
Small
Wonders
projects.
Those
lighter
lift
projects
that
get
us
ready
for
the
future
to
deliver
both
operational
efficiency
and
community
benefit
and
better
align
innovation.
Training
with
those
small
wonders
in
line
with
the
committee's
request
for
infotainment
we'll
also
provide
a
case
study
and
a
demonstration
of
we
forgot
last
year
already
didn't
we
yes,.
D
C
In
this
case
the
scaling
of
access
Eastside
to
the
second
high
school
attendance
area
over
felt
for
both
student
and
non
student
households.
So
that's
our
agenda
for
today
and
the
major
theme
of
iterate
to
improve
and
delivering
it
scale.
Now,
I'm
going
to
turn
the
presentation
over
to
smart
city
manager,
Regin
anair.
E
E
So
also
in
the
spring
we
shared
with
the
committee
and
public
the
next
wave
of
projects
that
could
potentially
be
added
to
the
next
road
map,
update,
essentially
our
backlog
list.
However,
before
these
projects
are
ready
to
be
on
the
roadmap,
they
needed
to
have
an
improved
budget,
dedicated
team
and
a
signed
contract,
if
required,
the
projects
that
you
see
here
on
the
slide
that
are
shaded,
gray
and
outlined
in
dashed
lines.
E
So,
for
the
month
of
September
the
exciting
news,
we
have
49
active
projects,
so
that
is
a
30%
increase
which
is
great
and
we
continue
to
make
great
strides
and
moving
towards
a
direction
of
green
in
executing
these
projects.
So
the
four
projects
that
are
circled
on
the
slide
are
the
ones
that
have
a
change
in
status,
integrated
permitting
system
and
development
transformation
that
has
moved
from
red
to
yellow
data
strategy
that
moved
from
green
to
red
and
cybersecurity.
E
E
So
that's
that
is
great
and
then
also
we're
about
quarter
percent
and
yellow
and
about
10
to
12
with
red
and
that
one
project
that's
on
hold
so
and
and
just
keeping
track
of
all
the
projects
that
have
change
in
status
or
that
will
be
removed
from
their
roadmap
I'm
going
to
keep
track
on
the
right-hand
part.
Another
slide
just
for
future
reference.
E
So
let's
take
a
closer
look
on
the
progress
that's
being
made
on
the
projects
that
are
red
or
have
turned
have
changed
from
red,
so
my
San
Jose,
my
San
Jose,
excuse
me
on
the
team,
has
been
making
great
progress
in
hiring
critical
staff
to
keep
the
project
moving
forward.
In
addition,
the
team
is
working
on
an
interim
solution
for
language
translation.
So
now
that
finance
is
fully
staffed.
San
Jose
team
has
been
able
to
collaborate
with
finance
in
order
to
move
forward
with
the
RFP
process.
E
However,
this
project
will
remain
red
until
that
RFP
is
issued
data
strategy,
as
we
mentioned
before
in
previous
committee
meetings,
we've
been
unsuccessful
in
recruiting
a
chief
data
officer,
mainly
due
to
inability
of
competing
with
financially
with
our
surrounding
private.
You
know
market
forces.
E
We
did
work
with
fuse
fellow
to
find
a
chief
data
of
fellow,
however,
that
came
short
unfortunately,
and-
and
that
was
also
partly
due
to
the
lack
of
competition-
that's
out
there
in
this
new
field
of
data
analytics,
so
our
approach
will
be
to
focus
on
strengthening
the
skill
sets
of
our
internal
talent
and
grow
a
centralized
data
analytics
team.
So
we
right
now
we
are
still
moving
forward
and
continuing
with
our
Bloomberg
certification,
so
the
IT
information
technology
infrastructure,
modernization
Finance,
has
been
working
with
the
vendor
to
obtain
the
proper
documentation
for
the
contracts.
E
So
the
good
news
on
this
one,
the
citywide,
open
data
environment
project
Finance,
has
been
able
to
finalize
all
the
terms
and
conditions
with
the
vendor
and
they
anticipate
this
to
be
completed
by
September
2019.
Our
end
of
this
month,
access
Eastside
you'll
get
a
preview
of
this
later
in
today's
meeting,
but
just
a
high-level
the
city
and
Eastside
Union
High
School
District.
E
So
and
then
also,
we
will
be
going
to
Council
in
October
to
approve
smart
wave
to
move
forward
with
the
implementation
of
the
community.
Wi-Fi
had
over
felt
so
the
integrated
permitting
system.
This
move
from
red
to
yellow
and,
as
you
recall,
in
June,
the
team
went
to
Council
to
seek
approval
to
Reece
cope
the
existing
contract.
So
they
have
been
moving
forward
in
implementing
the
contract
items
specifically
for
the
Amandla
7
upgrade.
E
So
as
we
continue
to
implement
our
big
rocks,
we
recognize
the
importance
in
creating
a
separate
pipeline
for
our
small
wonders,
which
allows
the
city
to
get
ready
for
the
future.
As
you
all
recall,
these
projects
were
meant
to
be
time
box
and
they
don't
need
to
be
completed
within
a
year.
So
these
next
few
slides
I
wanted
to
share
the
progress
we
made
in
developing
this
small
wonder
program
so
a
path
forward.
E
We
recognize
that
there
are
actually
two
categories
under
the
small
wonders
and
what
we've
seen
last
year
it
the
projects
that
were
implemented
they
they
focus
primarily
on
the
educational
efficiencies
within
the
departments.
However,
we
recognize
improving
our
services
and
internal
processes,
along
with
adding
the
community
benefit.
Challenges
will
allow
us
to
provide
a
greater
impact
to
our
community
and
provide
also
a
structured
approach
in
soliciting
solutions
from
our
outside
vendors.
E
So
here's
a
closer
look
on
the
types
of
operational
efficiencies:
small
wonder
projects
we
did
last
year,
so
the
city
partnered,
with
start-up
in
residence
or
stir
in
a
pilot
program
that
gives
an
opportunity
for
governments
to
connect
with
tech
to
help
work
on
civic
issues.
In
addition,
what
was
really
great
about
utilizing
stirrer
was
that
it
provided
the
city,
a
turnkey
solution
and
expediting
the
RFP
process.
E
The
procurement
process
up
front
where
it
gives
the
city
the
opportunity
to
select
a
tech
firm
and
then
work
on
an
idea
within
a
16
week
period
at
no
cost
to
the
city,
and
then,
if
the
Minimum
Viable
Product
is
deemed
successful,
the
city
can
enter
directly
into
a
contract.
So
last
year
the
city
of
San
Jose
was
one
of
22
agencies.
E
That
was
part
of
the
cohort
woodster
and
a
huge
huge
thanks,
which
are
the
four
teams
that
were
on
this
slide,
that
there
were
two
teams
from
housing
department,
one
from
Office
of
Emergency,
Management
and
then
well.
The
housing
and
office
of
emergency
management
was
combined
Office
of
Economic,
Development
and
Public
Works,
which
you
will
hear
later
today.
In
this
presentation,
these
four
teams
were
instrumental
because
they
were
able
to
enter
into
four
separate
contracts
through
stur,
so
huge
thanks.
E
So
the
things
that
we
learned
from
this
just
going
through
working
with
start-up
and
residents,
we
really
recognize
the
benefit
of
having
the
RFP
upfront
as
opposed
to
our
current
process,
which
is
utilizing
the
demonstration
policy
or
a
typical
pilot.
Rfp
stur
was
a
tremendous
supporter
on
agile,
just
methodologies,
and
so
we
had
the
great
fortune
of
utilizing
our
own
agile,
coach,
Elvina
and
Nishimoto,
who
has
been
a
great
supporter
for
all
the
teams
and
actually
just
a
sidebar
one
of
the
tech
companies
that
was
part
of
startup
and
residents
who's
been
a
veteran.
E
They
were
blown
away
that
they
were
working
with
an
agency
that
actually
had
an
agile
coach.
So
it
just
adds
value
to
keep
that
moving
forward
and
then
another
lesson
we
learned
is
that
some
of
the
solutions
that
we
proposed
and
this
startup
in
residence
may
have
had
an
opportunity
to
be.
You
know,
utilized
in
another
civic
challenge.
So,
for
example,
was
a
street
banner
program.
We
wanted
to
utilize
an
online
invoicing
platform
or
service,
and
that
could
also
been
beneficial
for
the
small
sell
as
well
so
something
to
think
about
in
the
future.
E
E
So
the
second
category
of
the
Small
Wonders
is
the
Community
Benefit
challenges.
So
in
June
we
were.
We
finalized
the
list
of
16
challenges
that
were
approved
by
this
committee
and
then
also
we
collaborated
and
evaluated
through
the
departments
as
well,
and
then
the
mayor's
budget
message
back
in
earlier
the
spring
allocated
$100,000
for
matching
for
these
challenges
to
be
engaged
with
the
departments
and
community
to
help
execute
these
projects.
E
So
internally
we
did
an
initial
ranking
just
to
help
streamline
this
list
and
what
we,
what
we
used
is
we
use
these
three
criterias
in
order
to
identify
how
to
prioritize
them,
and
this
is
a
similar
process
that
we
utilize
for
the
the
big
rocks
in
our
smart
city
roadmap.
So
the
first
criteria
was
a
impact
which
focused
on
the
community
benefit
operations,
improvement
and
in
the
efficiency
effectiveness.
E
The
second
category
was
risk
which
focused
on
the
opportunity
cost
of
the
sustainability
or
a
scalability,
and
then
the
last
was
the
implementation
which
focused
on
the
complexity
and
uniqueness
of
these
challenges,
and
then
we
gave
the
departments
homework,
so
they
had
to
stack
rank
this
for
us
to
help
streamline
it.
So
we
know
what
was
important
to
execute
so
the
moment
of
truth.
We
identified
the
top
five
challenges
that
will
move
forward
once
we
hire
our
Small
Wonders
manager.
E
So
for
simplicity
in
the
future,
what
I
intend
to
do
is
to
have
all
these
projects
under
identified
on
one
roadmap
so
that
it's
easier
for
us
to
track
and
report
in
the
future.
The
same
rules
will
apply
as
the
big
rocks
once
we
have
the
budget
approved
staff
available
and
if
a
contract
is
required,
we'll
have
to
have
that
all
in
place
before
we
start
tracking
it,
and
then
we
will
continue
to
utilize
the
star
model
in
implementing
these
small
Wonders
projects,
basically
through
a
five
step
process.
E
F
F
So
back
in
the
spring,
through
a
couple
of
conversations
with
Dolan
and
Kipp,
and
knowing
that
HR
was
championing
this
enterprise-wide
priority
around
powered
by
people,
we
had
a
conversation
about
how
do
we
support
these
teams,
who
are
doing
this
work
with
small
Wonder's
projects
to
ensure
that
it's
also
an
opportunity
for
them
to
get
professional
experience
and
connections
to
the
tech
industry
to
do
some
training
and
some
development
and
also
see
it
as
a
value
add
to
our
employees
in
terms
of
engaging
in
these
projects?
So
it
was
natural.
F
Given
me
about
15
months
now,
we've
been
working
on
powered
by
people
and
was
consistent
with
our
philosophy
and
resurrecting
citywide
training
and
development,
and
that
we
want
to
nail
it
before
we
scale
it.
So
we're
gonna
do
small
things
around
training
and
development
before
we
try
to
take
things
to
scale.
F
I
have
borrowed
that
language,
clearly
from
Kip
and
Rob
Lloyd,
so
the
so
the
goal
of,
what's
now
being
called
the
innovators
Learning
Lab,
which
is
trying
to
convey
the
sense
that,
rather
than
have
a
kind
of
lockstep
Academy
for
people
to
go
through,
we
are
going
to
attempt
to
meet
folks
as
their
teams
are
progressing,
where
they're
at
so
we'll
be
sort
of
on
demand,
meet
them.
Where
they're
at
kind
of
training
and
development.
F
So,
essentially,
the
the
goals
of
the
Learning
Lab
clearly
are
to
develop
a
new
generation
of
leaders
who
are
thinking
about
engaged
in
and
champions
for
innovation,
so
supporting
them
in
knowledge,
skills
and
abilities.
To
do
that,
but
also
thinking
about
how
innovation
means
that
we
have
to
think
about
fostering
a
culture
of
tea
in
our
in
our
organization
and
that's
no
small
thing
as
we
see
by
the
picture
there.
F
Many
of
us
have
experienced
that
and
in
trying
to
overcome
that
with
some
professional
development
in
training,
as
and
mentoring,
and
particularly
from
the
tech
sector,
can
help
us
with
that.
But
also
also
a
clear
goal
is
to
get
us
partnered
with
tech
industry
as
well.
So
just
to
give
you
a
little
bit
of
what
this
slide
is
representing.
F
If
you
look
across
the
top,
it's
the
general
time
frame
for
a
project
we've
introduced
and
as
have
these
folks
for
some
time
the
stages
of
a
project
and
in
order
to
think
about
what
people
may
need.
We've
also
added
a
line
in
terms
of
what
the
recruitment
for
these
teams
might
look
like,
and
we've
agreed
to
start
with.
Folks
who
are
non
salaried
or
are
salaried.
Excuse
me
I,
hope
nobody
recorded
that
their
salaries
watching
I
think
so
it
would
sort
of
give
a
timeline
of
when
we
would
select
the
teams.
I.
F
F
Certainly.
Charter.
Writing
we
learned
from
the
last
time
is
really
important
and
at
the
core
of
this
is
project
management.
Not
only
how
do
you
do
project
management,
but
how
do
you
participate
in
a
culture
of
project
management?
And
so
then
we
move
along
to
getting
a
charter
in
project
and
then
the
execution
phase
which
I'm
going
to
call
out
in
just
a
second
and
I,
probably
actually
will
skip
there.
F
I
just
wanted
to
call
this
out,
because
after
interviewing
and
doing
what
I
would
call
a
modest
needs
assessment
with
the
current
stirred
projects,
this
phase
is
a
lot
more
to
it
than
is
necessarily
represented
by
those
phases.
So
you
can
imagine
a
team
is
going
to
work
on
actually
designing
the
tool
they're
going
build.
A
testing
may
not
be
something
everybody
knows
about,
and
it's
comfortable
with
and
understands
how
to
do
it
well
and
effectively.
So
teaching
folks
how
to
do
that.
F
F
This
component
on
training
is
one
that
I
don't
even
know
that
I
have
shared
directly
with
the
invitation
team,
because
it's
only
happened
in
the
last
week
or
so,
but
you're
gonna
hear
about
the
wage
compliance
tool
and,
through
a
serendipitous
conversation
discovered
that
they
needed
to
deploy
this
tool,
but
didn't
necessarily
have
the
documentation
and
technical
writing
in
order
to
help
folks
understand
how
to
manage
the
tool,
but
also
how
to
deploy
it
to
contractors.
So
we
actually
brought
in
a
technical
writer
just
this
week
to
help
us
figure
out.
F
How
do
we
document
procedures
and
approaches
to
managing
the
tool
and
deploying
it
so
that
we
can
train
on
it?
So
training
is
clearly
a
part
of
this
phase
and
it
hadn't
struck
me
at
how
important
it
was
until
I'd
done
some
interviews
and
then
you
can
see
the
rest
of
the
project
execution
and
then
certainly
the
off-boarding
or
our
final
phase
would
be
the
other
part
and
teaching
folks.
How
do
we
actually
hand
things
over?
How
do
we
bring
it
to
closure?
How
do
we
celebrate
all
those
kinds
of
things?
E
Thank
You
Kelly,
so
now
we're
gonna
move
to
our
very
infotainment,
as
Dolan
mentioned,
so
we'll
share
one
of
the
four
successful
projects
that
was
initiated
through
the
ster
program
last
year,
and
so
it
you'll
be
meeting
our
public
works
team
and
in
a
interactive
group
as
well.
So
basically,
this
project
took
a
year
in
the
making
and
and
what
you
know
it's
something
to
consider
as
we
double
the
amount
of
these
types
of
projects.
You
know
what
level
of
effort
that
is
needed
in
order
to
ensure
the
success
of
it,
and
so
we
want.
E
G
Good
afternoon
my
name
is
Steven.
Della
I
am
a
contract
compliance
specialist
with
the
office
of
a
quality
assurance
roa.
For
short,
before
we
move
on
to
talking
about
the
tool.
A
couple
of
background
points
here,
the
software
solution
was
first
introduced
in
a
auditor's
report
in
March
of
2017,
where
a
recommendation
was
made
for
a
software
solution
to
automate
the
payroll
review
process
fast
forward
to
the
end
of
the
next
summer.
G
The
Steyr
program
was
introduced
and
we
threw
our
hat
into
the
ring
and
were
selected
as
one
of
the
teams
to
pilot
the
program
that
kicked
off
development
in
the
beginning
of
this
year.
Around
March
and
around
the
same
time,
there
were
three
council
priorities
included
or
published,
in
which
the
tool
that
we're
developing
is
going
to
play
a
vital
role
in
helping
achieve.
G
So,
a
little
bit
about
us,
the
office
of
a
quality
assurance
is
a
group
of
10
there's,
a
division
director,
a
compliance
assistant,
a
compliance
coordinator
that
oversees
seven
compliance
specialists.
We
monitor
we've
been
monitoring
prevailing
wage
for
over
thirty
years
and
as
a
group,
not
all
of
us,
but
the
group
has
been
around
prevailing
wage
basically
for
to
define
what
it
is.
G
G
So,
let's
challenge
we
today,
where
we're
monitoring
about
130
projects,
seven,
seven
specialists
assigned
to
monitor
each
group
each
a
group
of
projects,
each
specialist
is
only
responsible
for
the
projects
that
are
assigned
to
them.
So
what
this
creates
is
silos
right
silos
for
the
documentation
at
each
workers
desks
or
in
their
file
cabinets
and
also
silos
for
compliance
right,
because
we're
not
able
to
see
compliance
across
the
compliance
requirements
across
all
different
projects.
G
So
those
are
the
two
challenges
that
we're
facing
we're
not
able
to
report,
because
all
the
document
or
all
the
data
is
stored
in
in
a
specialist
file
cabinet
or
in
a
file
on
a
flat
on
a
flat,
what's
considered
a
flat
file
or
a
PDF
file,
and
we
can't
access
unless
we
can't
ask
a
question
about
a
specific
projects.
Compliance
status
because
we'd
have
to
talk
to
at
least
seven
people
to
try
to
try
to
get
out
to
the
person.
G
That's
responsible
for
that
project,
the
last
one
here
and
that's
what
the
picture
is
related
to
here
is
we
print
everything
and
it's
for
the
life
of
the
project.
From
beginning
to
end,
and
once
the
project
is
completed,
we
have
a
requirement
to
store
the
documents
for
at
least
five
years.
So
in
this
picture
here
we
had
a
request
for
a
document
for
documentation
on
a
specific
project
that
had
already
been
closed
now.
G
So
here's
the
product-
let's
talk
about
the
process
that
we
we
use
to
get
to
where
we're
at
today.
So
the
first
step
was
interactive.
Shawn
here
and
his
team
sat
down
for
30
minutes
with
each
of
the
specialists
to
discuss
each
of
the
each
of
our
roles.
They
developed
the
roadmap
and
then
we
started
engaging
city
team.
Different
departments
within
the
group
Pasiphae
I
want
to
mention
out
here
is
the
capital
project,
management
system,
team
or
CPMs.
G
That's
an
existing
system,
that's
utilized
by
a
lot
of
groups
within
Public
Works
or
surrounding
Public
Works,
and
one
of
the
things
we
wanted
to
do
was
definitely
lever
leverage
any
existing
processes
or
resources.
So
in
this
case
we're
going
to
be
pulling
all
the
project
data
to
our
tool
from
CTMS
and
we're
also
going
to
be
pushing
back
data
to
CPMs
to
update
tabs,
which
oae
is
already
updating
manually.
So
the
tool
will
do
both
for
us.
G
Once
we
started
testing,
we
introduced
the
idea
of
the
of
the
tool
to
to
apprenticeship
committees,
sorry
to
apprenticeship
committees
in
the
area,
and
the
goal
of
that
was
to
begin
selling
the
idea.
Basically,
or
helping
with
the
adoption,
we
got
their
feedback
and
their
buy-in
and
we
used
some
of
their
feedback
to
really
make
some
really
good
changes
to
the
tool.
So
they
definitely
appreciated
that
and
told
us
that
you
know
they
they
were.
G
They
were
a
lot
more
likely
to
sell
this
or
push
their
members
to
use
this,
because
we
did
take
the
time
to
listen
to
them.
We
started
testing
set
a
certified
payroll
reporting
process,
that's
another
another
case
where
we
wanted
to
utilize
or
leverage
existing
systems
or
tools.
So
we
adopted
the
state's
prevailing
wage
requirement,
reporting
standards.
G
The
benefit
for
OE
a
this
was
actually
a
phrase
from
that
came
out
of
our
interviews
and
we're
are
advocates
for
workers,
and
what
that
doesn't
mean
is
that
we
don't
we
sit
at
our
desk
and
send
emails
out
requesting
documentation
following
up
on
requests.
What
it
does
mean
is
that
we're
out
in
the
field
talking
to
workers
we're
educating
them
about
their
rights,
we're
letting
them
know
that
we're
here
for
them
whenever
they
have
any
issues
with
their
wages
for
contractors,
they're
no
longer
submitting
their
documentation
through
email
through
a
black
hole.
G
They
don't
know
if
it
ever
gets
received
or
who
gets
it
in
the
end
or
if
it
ever
makes
us
to
us
now.
They'll
have
access
to
a
tool
where
they
have
immediate
status,
updates
of
what
they
need
to
do
or
where
the
compliance
status
stands
for
the
city,
where
we're
reducing
the
environmental
impact
of
all
the
printing
costs
and
because
we're
building
stronger
relationships
with
the
workers
were
in
turn,
building
stronger
community
relationships
with
the
individuals
that
are
building
the
city.
G
So
our
lessons
learned,
we
have
there
was
variations
among
the
specialists
review
process,
which
was
a
good
thing,
because
we
we
did
some
of
the
things
the
same,
and
there
was
other
things
we
did
differently.
What
we
did
differently
is
an
opportunity
to
adopt
best
practices
across
the
group,
and
so
that's
what
we're
gonna
take
that
information
and
run
with
that's
the
second
point
there.
H
H
So
each
person
obvious
has
their
own
access
I'm
here
as
a
system
administrator
I'm
able
to
go
ahead
and
initiate
a
project
that
Steven
mentioned
were
directly
from
CPMs,
so
we're
using
existing
existing
databases
to
prevent
double
entry.
So
I'm
searching
a
existing
database
that
pulls
in
information
already.
We
can
easily
then
a
assign
a
compliance
specialist
to
it.
You
know,
put
the
project
type,
the
funding
sources,
all
of
which
are
reportable,
and
you
can
see
it
pulled
in
information
already
for
that
contractor.
H
So
we
don't
have
to
input
that
so
we're
now
going
in
and
we've
added
it
into
our
system,
and
now
the
manager
can
go
ahead
and
activate
that
project.
So
in
this
case
we
just
with
the
active
button
and
again
the
informations
there
and
the
nice
thing
here
is
we
put
the
Notice
to
Proceed
date,
which
is
an
important
date
for
the
compliance
specialist
as
their
system
and
their
process
starts
here.
H
The
nice
part
now
is
that
compliance
specialist
is
notified.
So
in
the
past
there's
some
miscommunication
there's
a
lot
of
back-and-forth
between
internal
even
of
project
start
dates.
Now
everyone
knows,
and
everyone's
on
the
same
page
has
access
to
the
same,
centralized
a
source
of
truth
so
I'm.
Now
a
compliance
specialist
I
have
options
myself
for
today's
purposes.
We're
gonna
run
through
a
workforce
statement
which
captures
some
pretty
important
information
for
the
folks
doing
work.
H
So
they
can
actually
click
directly
into
the
form
or
come
into
the
system,
hit
action,
and
then
they
will
see
the
form
that's
been
kicked
off
and
they
open
the
form
there
and
they're
now
required
to
input
some
information
for
this
particular
workflow,
one
of
many.
So
in
this
case
this
is
capturing
some
basic
information
about
the
employees
and
what
their
primary
sub
and
again
important
information
like
the
zip
code
and
the
craft
and
classifications.
So
in
the
future
we
have
that
data
to
be
able
to
report
out.
H
However,
we
want
and
then
the
basic
hourly
rate
as
well
so
they're
just
going
in
there.
All
the
classifications
are
pre-loaded
to
make
it
simple
for
them,
they're
putting
in
the
outlet
rate
the
signing
authority
of
who
actually
is
entering
it,
so
we
have
record
of
it.
This
is
currently
done
on
paper
form
format
or
PDF
format.
H
They
now
submit
it
to
the
compliance
specialist
who,
at
this
point,
is
more
in
a
review
state.
So
in
the
past,
they've
had
to
follow
up
and
say:
hey:
where
are
you?
We
haven't
gotten
the
the
PDF
from
you?
Hey,
we
haven't
got
the
paper
forms
from
you
at
this
point.
They
now
get
an
email
notification.
Real-Time
they're
able
to
take
an
action
just
like
the
contractor
did
so
in
the
top
there
you
can
see.
This
has
approved,
and/or
request
changes
in
this
case.
H
H
They're
gonna
go
ahead
and
approve
it
and
they
submit
it.
So
now
what
right?
So
now
we've
gone
through
the
whole
workflow
cycle,
everyone's
approved
it
we
now
have
documentation,
but
we
would
kind
of
want
to
see
that
right.
So
now,
let's
imagine
now
we
are
a
project
manager
at
the
city
here,
right
and
I
want
to
see
the
status
of
my
particular
project
right.
So
what
we've
done
is
we've
taken
their
existing
dashboards
that
each
compliance
specialist
doing
manually
and
we've
put
it
all
in
a
centralized
manner.
H
So
in
this
case,
there's
a
dashboard
accessible,
obviously
with
the
right
access
and
then
each
project
manager,
each
compliance
specialist,
each
contractor
can
see
their
status
of
their
particular
projects.
I'm
open
up
this
project
and
you
can
see
the
completed
labor
compliance
work
for
statement
that
we
just
completed,
and
that
shows
you
what's
been
started
and
what
hasn't
been
started.
So
I
now
want
to
be
able
to
maybe
create
a
PDF
of
this
right
and
have
it
for
my
records.
H
I
can
quickly
submit
for
a
PDF
request
and
at
this
point
all
it
does,
is
it
sends
you
a
email
copy
in
the
PDF
format
that
you
desire.
I
should
also
mention
that
you're
able
to
export
this
information
out,
however,
you'd,
like
another
important
aspect
that
Steve
mentioned,
is
that
this
is
bi-directional
right,
so
we
can
now
feed
it
back
into
existing
systems
if
needed.
So
in
this
case
the
email
real-time
arrives,
they
kick
off
the
PDF
and
again
one
example
of
what
they're
currently
doing
manually
so,
hopefully
no
more
boxes.
C
Great,
so
thanks
Sean
before
we
get
to
questions
just
kind
of
wrap
this
up
in
a
bow
I
mean
I.
Think
it's
important
to
recognize
that
the
whole
concept
of
Small,
Wonders
and
iterate
to
improve
is
working.
I
think
it
was
smart
to
kind
of
pilot.
The
small
wonders,
with
stir
internally
first
on
operational,
to
build
confidence
in
the
approach
and
build
confidence
in
stir
and
all
five
of
I
think
is
five
of
our
four
excuse
me
of
our
initial
small
wonders.
C
Pilots
are
going
to
scale
and
as
we're
learning
that
this
is
now
unlocking
new
opportunities
for
technology
within
the
department's
I
think.
What's
equally,
if
not
more
important
is
now.
We
have
confidence
to
roll
this
out
to
the
community
benefits.
We
didn't
go
through
those
five
Community
Benefit,
Small,
Wonders
challenges,
but
they're,
focusing
on
using
technology
like
drones,
for
a
fire
in
disaster
response
using
technology
to
do
real-time
voice,
translation
at
community
meetings
into
Spanish
and
Vietnamese
and
other
languages
so
being
iterating
to
improve
kind
of
building
on
upon
our
success.
C
Now
the
departments
are
confident
in
this
approach
and
confident
in
taking
the
small
wanders
to
the
next
step
of
visibility
to
the
public,
bye-bye,
those
top
five
small,
wonder:
Community
Benefit
challenges,
so
that
ends
our
a
presentation
and
my
probably
over
a
lab
rat
bookending
and
we'll
turn
it
over
to
the
committee
for
questions.
Thank.
A
You
thank
you.
Everybody
for
the
presentation
and
I
really
appreciate
Dolan's
citation
and
Kermit
the
Frog
in
there
as
well,
really
great
to
see
successful
implementation
of
this
program
and
I
assume
in
hope,
is
going
to
save
a
lot
of
time
for
a
lot
of
people
were
already
very
busy.
So
I
think
that's
it's
great
to
see
it
happen
in
real
life.
One
person
in
the
pub
like
to
speak,
it's
Blair,
Beekman,.
I
I
was
interested
in
you
had
a
guide
sheet
that
talked
about
programs
you're,
trying
to
talk
with
the
community,
about
technology
programs
and
UAV
drones,
or
is
on
that
list.
You
talked
about
how
you
can
talk
about
drone
issues
with
fire
prevention
at
different
community
meetings.
I
think
I
heard
you
saying
and
how
that
can
help
in
the
response
was
within
emergency
situations.
I
that
judge
sheet
was
very
interesting
and
it
just
had
the
feeling
of
that
kind
of
that
cognitive
feeling
that
was
friendly
and
and
and
learning
and
knowledgeable
and
helpful
and
I.
I
I
How
can
you
know
we'll
be
talking
about
drone
stuff
and
we'll
become
more
easier
to
talk
about
drone
use
within
you
know,
fire
prevention
and
stuff
is
is
from
that
that
it
then
can
become
easier
to
initiate
a
yearly
review
drone
process
that
was
so
important
when,
when
the
drone
was
first
initiated
in
San
Jose
in
2014,
that
has
gone
totally
by
the
wayside.
No
one
will
touch
that
with
a
ten-foot
pole
about
how
to
how
that
can
happen
in
San,
Jose
and
so
I'm
hoping
what
you're
talking
about
now
can
somehow
bring
that
out.
I
J
J
K
B
Agile
methodology
is
essentially
the
belief
that,
rather
than
taking
stuff
in
a
box,
spending
two
years
designing
it
and
throwing
it
back
at
the
customer
that
you
do
an
initial
design,
work,
prototype
early
and
test
off
and
and
learn
from
the
data.
And
so
it's
it's
in
many
ways
analogous
the
the
continuous
improvement
stuff
that
Toyota
has
been
doing
for
many
years,
but
broken
down
into
into
a
conceptual
model
that
can
be
applied
to
a
number
of
different
work
streams.
And
so
what
Alvina?
B
Our
agile
coach
does
is,
helps
different
teams,
and
we
have
about
15
different
teams
that
are
using
these
agile
methodologies.
Methodologies.
Think
through
how
they
work
through
these
different
problems
in
this
new
way
of
thinking
and
approaching
them,
which
is,
on
the
one
hand,
fairly
intuitive,
but
is
often
extremely
different
from
standard
methodologies
or
waterfall
gap
charts
that
people
are
used
to,
and
so
she
provides
those
kind
of
tough
coaching
questions
that
force
people
to
think
through
it
for
themselves,
come
to
their
own
conclusions
and
apply
it
in
real
time
as
they're
learning.
Thank.
C
So
Alvina
and
the
agile
approach
was
part
of
what
we
agreed
with
our
public-private
partnership
on
the
telecoms
that
if
we
were
going
to
get
a
rate
to
improve
on
our
small
cell
speed
and
reliability.
That
agile
was
probably
a
good
way
to
do.
It.
So
she's,
actually
at
zero
impact
to
the
general
fund
with
us,
as
a
contractor
being
supported
as
part
of
our
Telekom
agreements
and.
B
J
B
Yeah
this
is
this
is
a
bit
of
brilliance
that
the
stur
folks
have
brought
in
and
actually
at
a
conversation
with
Jay
Nath
is
a
founder
of
this
who's.
Thinking
about
taking
this
more
broadly,
essentially,
what
we
often
find
our
demonstration
policy
is
a
good
one.
It
allows
us
to
work
pretty
rapidly
with
it,
with
a
small
firm.
So
let's
say
we'd
use
our
existing
demonstration
policy
with
Sean
and
his
team.
B
Instead,
we
would
be
able
to
do
the
project,
but
when
it
came
to
decide
to
say,
hey,
let's
scale,
we
didn't
have
to
go
out
for
a
competitive
bid
process
and
the
good
news
on
our
demonstration
policy
is.
We
could
use
the
information.
We'd
learned
we're
at
the
front
end
of
a
multi-month
process.
What
stur
does
is
they
run
the
process
in
the
beginning
and
say
this
is
the
solution
that
we're
looking
for
we're,
gonna
pilot
it
and
we
may
move
to
scale.
B
So
the
competitiveness
is
taken
care
of
in
the
front
end
without
us
making
a
commit
to
an
absolute
scale,
so
we
actually
get
the
best
of
both
worlds.
We
get
a
brilliant
start
off
working
with
us
and
if
it
works,
we
have
the
ability
to
scale.
If
it
doesn't
work,
we
shake
hands
and
go
our
separate
ways.
No
harm,
no
foul.
Okay,.
J
Great,
thank
you,
I
think!
That's
fantastic
and
there's
just
one
other
thing
that
you
said
earlier
and
again
this
might
be
something
I
might
have
missed,
but
this
is
maybe
the
third
time
that
I've
heard
that
there's
a
there's,
a
hang-up
in
purchasing.
Can
you
you
you
kind
of
referenced,
something
with
with
staffing
and
financing
in
finance?
Can
you
flush
that
out
for
us
please
yeah.
C
I'm
glad
you
asked
that
question
because
I
think
it
came
across
as
a
negative.
It
should
be
positive,
so
a
little
bit
of
background.
So
for
the
last
two
years
the
procurement
team
within
the
finance
department
has
been
understaffed.
It's
one
point
in
time
they
were
10%
of
their
staffing,
so
that
caused
a
significant
backlog
in
procurements.
That
was
a
challenge
to
catch
up.
C
So
where
we
are
now
bottom
line
is
for
the
first
time
in
two
years
the
procurement
team
is
fully
staffed.
We
just
implemented
and
rolled
out
a
procurement
prioritization
process
where
we
use
some
unbiased
criteria,
not
which
director
yells
the
loudest,
but
some
criteria
about
impact
and
priority
to
prioritize
the
backlog
thanks
to
Alvina,
and
we
have
down
to
evaluating
finalists
for
a
consultant
to
come
in
and
evaluate
our
end
and
procurement
process
and
organization
and
technology
and
provide
recommendations
on
improvements.
So
that's
what
kind
of
where
we
are
to
put
the
whole
procurement
challenge.
C
We've
had
over
the
last
two
years
in
perspective,
so
right
now
all
the
procurements
are
being
worked.
Now
we
have
to
work
on
increasing
the
efficiency
and
effectiveness
of
procurement
related
to
my
San
Jose
2.0.
It
had
been
in
the
backlog
not
being
worked
until
a
couple
months
ago.
Now
it
is
with
procurement,
and
it's
actively
being
worked
to
finalise
scope
to
finalize
approach
and
get
it
out
on
the
street.
Okay.
J
A
I
agree:
it's
been
really
helpful,
see
that
all
laid
out
the
one
bar
chart,
though,
that
you
displayed
and
started
getting
the
weeds
on
this
but
and
I
know.
Data
visualizations
is
not
my
strength,
suit,
strong
suit,
but
looks
like
the
laughs
there.
It
is
the
last
bar
is
actually
a
lot
more
projects
or
significantly
more
projects
right,
so
I
wondered
okay,
it
is
a
percent.
Okay,
they're
all
add
up
to
a
hundred
percent
I
get
it
now.
Okay,
so.
A
C
A
C
C
So
as
we
kind
of
where
we
are
now
is,
is
that
we've
actually
started
so
we're
we
finalized
those
challenges
and
Reggie
as
best
she
can
is
trying
to
keep
everything
moving
and
start
the
planning
we
just
won't
get
out
of
this
planning
phase
until
we
have
some
additional
horsepower.
Okay,
so
you
know
I,
we
were
hoping
that,
fortunately,
we
are
able
to
stir
and
city.
Innovate
has
agreed
to
work
out
of
cycle,
so
normally
we
would
have
to
have
had
these
challenges
finalized
and
planned
by
September.
C
C
So
we're
what
we
are
trying
to
do
is
find
the
intersection
of
the
matching
funds
that
were
allocated
as
part
of
the
June
budget
message,
projects
that
are
funded
and
then
the
actual
scope
and
I
think
that
and
there's
some
other
options
which
we
could
also
do.
Some
fundraising
as
well.
I
think
I
think
the
key
point
here
is:
don't
we
actually
have
the
scope
and
we've
issued
the
RFP
to
know
the
cost
right?
C
We
won't
a
hundred
percent
know
what
we're
gonna
be
able
to
do
and
not
do
with
the
existing
funding
versus
what
we're
gonna
have
to
do
some
fundraising
for
okay,
so
and
no
one's
expecting
a
free
ride.
This
is
this
is
that
the
department's
are
going
to
be.
These
are
challenges
the
department's
were
interested
pursuing.
They
felt
they
had
funding,
maybe
not
a
hundred
percent.
C
At
the
end
of
the
day,
until
we
come
up
with
the
requirements
and
go
through
the
RFP
process
through
stirrer
and
those
startups
or
medium
sized
companies
respond,
we
actually
won't
be
a
hundred
percent,
confident
the
final
cost
once
we're
there,
then
we'll
go
through
that
process
of.
Is
it
four?
Instead
of
five,
can
we
fundraise
and
do
all
five
when
we
have
to
kind
of
work
through
through
that
process,
because
we
simply
don't
know
the
total
cost
yet
to
do
the
MVP
into
scale?
Okay,.
A
Thanks
and
then
on,
the
chief
data,
strategist
and
I
know
that
that
has
been
an
ongoing
challenge
for
us.
I'm
sure
I
got
the
title
wrong:
it's
chief
data
architect,
chief
data,
close
enough
something
grand
pooh-bah,
yeah
so
and
I
and
I
appreciate
mightily
that
the
the
challenges
you
face
and
I
know
we've
gone
through
several
different
iterations.
Just
in
terms
of
how
we
move
going
forward.
I
mean.
Is
this
start
to
look
more
like
a
starfish
rather
than
a
spider
in
terms
of
how
we
would
organize
this
or
how
do
we?
A
C
I
think
there's
a
my
thought.
Our
current
thought
is
there's
a
two-pronged
approach,
which
is
given
the
complexity
of
this
city,
with
both
centralized
and
decentralized
IT
and
data
and
the
marketplace
that
we
live
in.
We
probably
need
to
identify
someone
internally
who's
the
best
person
that
understands
the
city
that
we
can
grow
into
that
direction
and
also
see
if
we
can
compliment
them
from
from
the
outside
and
in
the
in
the
private
sector.
C
We
have
one
candidate
who
were
close,
but
in
all
fairness,
that
candidate
is
taking
a
potential
50%
cut
in
their
payroll
and
in
their
salary
to
come
work
for
the
city
for
the
benefit
of
a
better
quality
of
life
and
lack
of
travel
and
we're
still
challenged
in
meeting
that
compensation
scale.
So
I
think
I
think
it's
it's
a
and
or
ideally
I,
think
at
a
minimum.
We
need
to
find
someone
in
the
city
that
we
can
grow
into
a
chief
data
officer
over
time.
C
The
water
buffalo
right
and
also
the
external
external
talent
that
we
can
bring
in
as
well,
so
the
good
news
I
think
we're
closer
than
we
ever
have
been
of
someone
who
wants
to
make
that
trade-off.
That
comes
with
10
years
of
experience
in
this
area
and
it's
the
right
chemistry
and
the
right
fit,
but
we're
still
challenged
on
the
pay
on
the
compensation.
Okay,
the.
A
Reason
why
I
brought
up
the
starfish
spider
idea
is
just
a
you
know:
I,
just
wonder
if
you
may
just
be
beating
our
heads
against
a
wall
here
and
I
appreciate
the
challenges
that
maybe
having
a
flat
a
flatter
approach,
maybe
something
well.
We
are
just
growing
organically,
the
talent
we
have
and
paying
them
for
their
additional
skills
and
so
forth.
You
know,
I
just
saw
that
PR
Nash
just
launched
their
prototype
map,
which
really
was
very
impressive.
A
At
first
glance,
you
only
get
a
chance
to
study
it
closely,
but
for
looking
at
factors
of
youth,
violence
obviously
helpful
for
us
and
trying
to
understand
where
we
target
our
dollars,
but
clearly
that
was
done
by
some
hard-working
city
staff,
I'm,
assuming
in
partnership
with
other
folks,
maybe
too,
but
clearly
we've
got
the
talent
around
us
and
I.
Just
wonder
if
maybe
this
is
several
rather
than
just
one
person
yeah.
C
I
think
that's
right,
I
mean
we
definitely
have
the
talent
and
at
the
delivery
level,
it's
when
you
try
to
integrate
that
across
the
city
to
really
maximize
the
efficiencies
is
where
we
we
struggle,
because
there's
nine
departments
and
there's
the
business
side
that
understands
the
data.
There's
the
IT
side,
that
has
the
data
and
all
of
a
sudden
you've
got
20
entities
that
you
need
to
corral
to.
C
With
a
single
data
model
for
the
city,
in
a
civil
single
data
store
for
the
city,
so
so
so
yeah
I
think
that
it's
it's
kind
of
like
if
you
look
at
the
pyramid,
it's
kind
of
more
of
the
top
of
the
pyramid
and
the
medium
of
the
pyramid,
there's
clearly
people
in
P
R
and
s
and
avi
and
and
other
people
that
that
get
this
and
can
do
it,
and
maybe
one
of
those
people
have
to
have
to
then
grow
up
into
that
leadership
level.
Okay,.
D
C
Yeah
so
catching
up
with
the
slides
here,
moving
on
to
small,
sell,
permitting
so
kind
of
set
expectations
for
this
next
topic.
While
the
the
team
comes
up
in
keeping
with
the
largest
or
the
first,
the
city
of
San
Jose
is
successfully
executing
on
the
largest
fiber
and
wireless
infrastructure
building
the
country
New
York
is
trying
to
give
us
a
challenge,
but
as
long
as
I'm
here
I'm
going
to
say,
we
are
doing
the
lar
just
infrastructure
built
in
in
the
country,
so
the
speed
and
size
of
this
bill
mandates.
A
K
Thank
you
doing
good
afternoon
honorable
mayor
and
chair
committee
members,
members
of
the
public
and
city
staff.
My
name
is
Jake
vara
broadband
manager
for
the
office
of
civic
innovation
and
today's
brief
presentation,
we
will
provide
an
update
on
the
timeline
review.
Our
deployment
numbers
review,
our
process
improvements,
Public
Engagement,
the
FCC's
recent
August,
8th
decision
on
health
concerns
and
then
identify
next
steps.
So
we
can
keep
this
engine
moving
forward.
K
K
K
K
Finally,
third
gear
whoa
third
gear
I'm
fast
on
the
stick
shift
on
a
third
gear,
is
now
again
70
permits
per
week
across
the
three
mobile
carriers
and
we're
sustaining
that.
So
now,
I'd
like
to
turn
it
over
to
Deputy
Director
of
Public
Works,
Matt
Lesh,
we
can
describe
how
we
got
to
third
gear
and
how
we
are
approaching
fourth
and
ultimately
fifth
gear
for
this
project.
To
put
this
in
final
perspective,
third
gear
at
this
pace
is
realizing.
As
of
last
week.
650
permits.
L
Thanks
Jay,
well
I
appreciate
the
compliment.
It's
under
my
leadership,
Liz
Koki,
obviously,
a
very
happy
city,
employee,
our
senior
engineer
of
our
utilities
and
small
cells,
she's,
really
the
wunderkind
behind
a
lot
of
the
work
that
we're
doing
so.
I
appreciate
the
compliment,
but
Liz
and
team
and
Jeff
are
really
great
partners
in
this,
and
so
on.
Our
improvements
and
some
of
the
things
we're
working
on
we'll
do
some
flash
screens
on
some
things,
but
really
some
of
these
we're
dealing
with
some
long-standing,
both
people,
some
of
our
employees.
L
Some
of
our
processes
are
a
little
old
and
long
in
the
tooth
and
some
of
our
processes
systems
and
really
are
challenging
for
us
to
work
through
and
so
in,
highlighting
some
of
the
things
we're
working
on
small
cell
processes
but
I'm
also
putting
in
their
people
in
systems.
You
know
we
engineers
are
known
for
a
verbosity.
We
and
Jay
wanted
me
case
short
on
the
word.
L
So
some
of
this
is
really
working
with
our
people
and
trying
to
think
through
how
to
improve
these
and
to
date,
a
lot
of
our
focus
has
been
on
on
to
get
to
permit.
How
do
we
get
to
permit?
That's
really
been
a
lot
of
our
focus
and
a
lot
of
the
then
to
come.
It's
gonna
be
to
get
to
construction,
get
through
construction
and
get
into
maintenance
mode,
and
so
that
we'll
see
improvements
coming
going
forward.
L
So
we
talked
a
lot
about
creating
a
data
spatial
platform
to
share
any
information
and
I'll
show
a
brief
screenshot
on
that.
We
committed
resources
to
help
them
find
our
information
again
get
them
the
information
we
have,
so
that
the
carriers
can
design
and
get
us
permits
that
we
can
plant
review
and
permit
then
design.
L
These
construction
plans
review
go
to
digital
plan
review,
as
opposed
to
just
all
the
paper
process,
literally
shipping
tons
of
paper
back
and
forth,
getting
to
an
electronic
plan
review
process
and
then
continuing
to
refocus
on
reet
empathizing
these
designs,
so
that
the
carriers
don't
have
to
reinvent
the
wheel
on
every
permit
plan
that
there's
the
only
key
components
that
they
need
to
update
each
time.
Things
that
are
still
in
the
works
are
areas
that
we're
concentrating
on
site-specific
challenges.
We
have
an
old
city
and
a
lot
of
parts.
L
We
have
things
that
are
different
than
in
others,
and
so
we
have
very
specific
challenging
areas
that
come
up
with
a
lot
of
time.
So
how
do
we
find
those
ones
that
we
can
push
through
the
easy
ones
quickly
and
then
work
on
these
more
challenging
areas,
then?
Finally,
getting
to
the
site?
License
Agreement
again,
looking
at
the
beginning
to
end
how
to
get
to
permits
of
the
pieces,
so
the
carriers
are
working
in
the
streets,
getting
that
final
site
license
agreement.
So
again,
a
paper
process
can
be
eliminated
and
that's
in
process
as
well.
L
L
So
this
is
all
on
data
letters
that
they
can
turn
on
and
off.
I
turned
a
whole
pile
of
things
on
and
zoomed
out,
and
so
it
looks
scary,
like
there's
lots
of
stuff,
but
there's
things
in
there
to
provide
them
kind
of
real
information
things
about
what
our
future
paving
projects
are
this
year,
we're
paving
one
seventh
of
the
city.
So
how
are
we
getting
around
in
maneuvering
around
that?
We
have
moratoriums
that
are
ending,
and
how
do
we
get
around
those
they're
streets?
L
They
could
turn
on
and
off,
so
they
can
plan
their
work
around
things
that
we
are
already
doing.
These
are
layers
that
they
can
turn
on
so
key
things
here
are
some
colors
and
some
kind
texts,
so
you
know
to
try
to
squint
at
some
of
these.
You
know
red
means,
that's
probably
not
available
if
we
try
to
make
it
fairly
intuitive,
yellow
means
someone's,
probably
asked
for
this
and
there's
a
whole
lot
of
green
on
there,
because
we
have
about
65,000,
poles
and
so
there's
a
whole
lot
of
opportunity.
L
If
the
one
that's
not
really
kind
of
in
your
in
your
game
plan,
maybe
not.
We
can
look
for
another
one,
but
you
also
think
see
things
like
the
bottom
left
corner
of
the
picture
of
things
with
you,
and
so
you
have
things
that
are
utilities
or
see
they
have
signal
poles
and
so
things
that
we
initially
we're
looking
at.
What
are
we
telling
them
not
to
ask
for
because
we're
going
to
say
no,
so
let's
just
give
them
all
the
information.
L
So
that's
what
this
was
meant
to
do
is
so
they
could
really
be
in
real
time.
So
we're
constantly
improving
our
data.
We
get
information
of
bad
information
till
we
go
update
it
and
then
it's
live
here
in
the
data
set
for
them
to
see
and
it's
pulling
for
multiple
systems.
It's
not
just
pulling
just
from
GIS,
but
it's
mostly
from
our
enterprise
GIS
system
and
they're,
going
on
to
another
fun
one.
L
This
is
not
in
the
gallery,
because
this
is
something
still
in
beta
mode
and
just
to
give
you
a
glimpse
of
it,
really
it's
where
we're
going
and
how
we
are
going.
This
is
meant
to
internally
for
us
to
kind
of
figure
out
where
the
cells
are
going
where
and
so
give
us
some
kind
of
indication
how
many
are
in
construction
and
and
so
forth,
and
kind
of
looking
at
the
broad
scope-
and
these
also
was
to
pull
off
all
of
that
other
information.
K
Thank
you
Matt.
So
as
we
are
providing
these
process
improvements
and
scaling
and
we're
in
third
gear,
we're
also
learning
how
our
community
is
responding
with
one
of
the
largest
deployments,
with
4,200
small
cells,
with
one
of
those
Matt's
maps
that
Matt
provided.
There's
order
already.
Two
thousand
five
hundred
sites
reserved
but
I'd
like
to
highlight
that
really
the
city's
only
received
under
150
public
enquiries
expressing
any
concerns
about
this
process.
K
So
at
that
scale
with
only
receiving
a
hundred
and
fifty
enquiries
contrast
that,
with
the
nearly
8-thousand
on
average
complaints
that
the
city
receives
just
on
reporting
street
light
conditions
currently
for
the
basic
function
of
the
street,
light
being
on
or
off
so
I
just
want
to
put
that
in
to
scale.
We.
We
believe
that
this
is
due
to
our
transparency
and
our
clarity
in
the
process
and
our
proactive
outreach
on
public
engagement
for
one
of
the
largest
deployments
in
the
country.
K
Please
don't
hesitate
to
always
refer
residents
and
look
yourself
and
your
staff
to
San
Jose
CA
gov,
slash
small
cell,
which
is
the
frequently
asked
questions
page
that
we
iterate
to
improve
to
further
refine
our
clarity,
including
providing
information
on
the
twenty
day
notification
period.
How
residents
may
ask
and
request
location
changes
from
the
mobile
carriers
and,
although
contact
information?
K
Some
of
these
public
engagement
improvements
not
only
include
iterating
on
the
FAQ
that
we
just
reviewed
at
that
URL,
but
we've
also
provided
fliers
to
field
staff
so
that
they
have
a
hard
copy
to
hand
out
to
residents
as
construction
and
inspection
is
taking
place
in
the
field,
we've
highlighted
the
20
day
notification
requirement
how
location
requests
must
be
made
to
the
carrier's.
It
is
their
their
decision
under
the
agreements
and
we've
I've
personally
have
provided
three
different
trainings
for
City
Council
members
staff.
K
So
they
have
the
latest
accurate
information
so
that
council
members
staff
can
also
accurately
respond
to
resident
concerns
with
all
of
this
information.
Given
this
it's
right
now,
it's
just
myself
balancing
time
and
resources.
But
again
we
have
one
of
the
largest
deployments
in
the
country
and
we're
just
below
one
hundred
and
fifty
inquiries,
measured
since
August
of
2018.
K
Finally,
I'd
like
to
highlight
that
any
of
the
concerns
that
do
come
through
the
city
is
limited
in
our
control
under
federal
law,
the
Federal
Communications
Commission
preempts,
all
cities
from
denying
any
permits
due
to
health
concerns,
most
recently
on
August
8,
the
FCC
released
and
reasserted
that
the
current
radio
frequency
protections
are
strong
enough.
That
they've
had
four
third
generation
for
fourth
generation
and
fifth
generation
mobile
technologies,
and
they
do
not
plan
on
modifying
that
radio
frequency
limit.
L
So
one
of
the
challenges
we
have
in
getting
through
some
of
this
data
is
helping
the
carriers
and
their
designers
get
to
good
permit
quality
because
the
faster
we
get
to
good
permit
quality.
We
can
it
turn
around
those
reviews
and
get
them
to
actually
permitting
in
the
streets
and
so
we're
working
with
them
in
engaging
in
regular
meetings
just
with
their
engineering
staff,
not
with
anyone,
marketing
or
their
construction
teams,
just
helping
making
sure
that
the
permitting
plans
that
we
get
are
permitted
as
we
get
them
and
we're
trying
to
and
we're.
L
Our
teams
are
out
reaching
or
helping
the
carriers
to
connect
to
different
folks,
so
that
we
can
again
make
sure
that
our
construction
is
as
seamless
as
possible,
because
it's
not
just
attaching
to
the
pole,
there's
the
trenching
or
bringing
in
the
fiber
that
connects
into
those
as
well,
and
so
there's
all
these
different
interacting
activities
that
are
really
going
to
start
booming.
Now
on
this,
so
we've
been
focused
a
lot
on
the
improvements
on
the
permitting
side.
B
And
I
think
the
only
thing
I
would
add
on
behalf
of
the
team.
Is
we
focused
here
on
the
discussion
of
speed
and
throughput
with
both
of
which
are
extremely
impressive?
One
of
the
things
that
we've
been
clear
on
is
that
at
no
point
have
we
been
sacrificing
quality
or
safety.
We
haven't
changed
our
lowered
our
standards.
We
have.
We
have
a
slapdash
process.
B
In
fact,
the
systems
that
we
put
in
place
give
us
a
higher
consistency
and
guarantee
on
some
of
those
things
that
we
hold
safe,
ahold,
important
like
the
public
safety
and
the
quality
of
the
construction.
So
I
wanted
to
just
make
that
clear,
as
we
do
emphasize
the
the
speed
and
throughput
for
the
needle
carriers,
we
continue
to
also
emphasize
the
safety
and
equality
for
the
need
of
the
public.
Thanks.
D
C
Is
one
of
those
areas
where
you
wouldn't
imagine
technology
intersects
with
great
community
benefit,
so
every
one
of
these
650
small
cells
it
gets
permitted,
generates
revenue
into
the
Digital
Inclusion
fund
to
help
us
connect,
50
thousand
households
over
the
next
10
years,
and
so
I
want
to
make
sure
that
the
team
that's
working
on
this.
We
appreciate
all
their
hard
work
and
effort,
because
it's
not
only
fulfilling
to
do
their
job
and
there
he
is
perfect.
C
It
also
is
delivering
huge
value
to
the
community
with
the
first
ever.
You
know
Digital
Inclusion
fund
in
the
nation,
shereen's
brainchild
being
funded
by
imagine
these
permits
and
these
things
that
go
on
the
poles
I
think.
Another
thing
to
put
in
perspective
is
is
that
from
that
from
the
great
job
that
the
team
has
done
with
Matt
Cain
no
success
on
down
to
Matt
is
we
were
approached
early
on
by
companies
have
said
we'll
do
this
for
you,
but
we'll
take
35
to
40
percent
of
your
revenue
right.
C
If
we'd
have
done
that,
we
would
not
be
able
to
make
that
$1,000,000
Digital
Inclusion
grant
we're
gonna
be
able
to
make
at
the
end
of
this
year
next
year.
So
another
thing
to
keep
in
mind
is,
is
by
growing
this
ourselves
by
group,
doing
it
internally
organically
we're
actually
able
to
begin
that
grant
process
and
start
closing
those
50
thousand
households.
C
So
I
just
want
to
thank
the
team
and
let
them
recognize
that
we
had
an
option
and
we
could
have
had
30
to
40
percent
less
revenue
coming
in,
but
I
think
by
funding
it
with
our
private
public
park
public-private
partnerships
and
having
a
really
committed
team.
We're
gonna
make
a
really
great
impact
to
the
community.
Thanks.
A
I
Hi,
thank
you.
Blair
Beekman
yeah,
those
were
nice
final
words
bye,
darlin
Pecola,
it's
interesting.
How
San
Jose
is
it's
kind
of
they're
asking
as
a
city
government
that
they
can
have
a
certain
control
over
how
the
future
of
telecommunications
will
work,
and
that's
it's
an
interesting
way
to
work
and
I.
Think
I'm
very
thankful
that
you're
working
that
way
yourselves
and
yeah
it
can
hopefully
be
inspiring
to
other
cities,
in
fact
other
city
governments,
and
so
thank
you
for
that.
I
From
that,
then
it
comes
into
my
work
trying
to
learn
about
what
can
be.
You
know
accountable
with
technology,
and
you
mentioned
that
you
have
a
20-day
period,
work
or
a
community
group
can
review
and
protest
or
whatever
they
would
like,
with
the
five
G
in
their
neighborhood
I
know
we're
trying
to
practice
how
to
be.
You
know
more
focused
and
everything
I
hope
that
you
know
I've
been
talking
about
it
for
a
few
years.
I
I
I
am
not
very
comfortable
with
how
the
FCC
issues
these
kind
of
endorsements
30
years
and
I
guess
you
know,
there's
always
a
balance
to
the
issues
of
health
and
these
health
issues
and
it,
and
if
community
needs
to
raise
these
issues,
I
hope
they
don't
feel
afraid
that
they
can
raise
them
and
otherwise
good
luck
to
all
of
us
and
how
we
work
together
on
these
issues.
Thank
you.
M
And
foremost,
thank
you
so
much
for
other
work.
We
get
a
lot
of
calls
or
we,
it
seems,
like
we've,
been
getting
a
lot
of
calls
from
residents
that
have
been
expressing
concern
of
order,
the
implementation
and
the
installation
of
some
of
these,
so
I'm
sure
you've
heard
some
of
it
and,
and
so
one
of
the
questions
I
have
is,
do
you.
It
seems
like
some
of
the
information
we've
been
receiving
from
residents.
M
Certainly
it's
touching
on
some
of
the
health
impacts
or
perceived
health
impacts,
as
it
relates
to
the
installation
of
these
things,
but
they've
been
coming
in
form
letters
as
if
there's
some
coordination
out
there
and
do
we
do
eat.
Can
you
share
with
us
if
you
have
a
sense
as
to
what
extent
the
coordination
is
taking
place
in
the
community
in
which
folks
are
sort
of
starting
to
come
together
to
try
to
defeat
some
of
these
installations?.
C
We
are
I
think
what
I
will
say
is
we
are
aware
that
there
are
other
cities
where
community
members
are
actually
residents
in
other
cities
are
taking
to
social
media
and
other
forms
to
rally
sentiment
in
the
city
of
San
Jose,
so
otherwise,
really
our
point
of
contact
is
Jay,
picking
up
the
phone
and
calling
people
and
talking
to
them,
and
there
does
seem
to
be
quite
a
bit
of
disinformation,
which
is
why
we've
created
these
fa
Q's
on
the
website
and
and
and
etc.
So
I
mean
answer
your
question.
C
M
My
team
has
expressed
to
me
that
you
all
have
been
superb
in
providing
that
fake
use
and
things
of
that
nature
and
allowing
us
to
better
respond
to
folks
I.
Very
much
appreciate
that
I.
Don't
you
know,
I
didn't
turn
on
the
TV
back
there
as
soon
as
I
should
have
so
to
the
extent
you've
already
touched
on
this
I
apologize.
But
what
I'm
curious
about
is
in
the
FA
cues
and
the
information
we're
putting
out.
M
Are
we
acknowledging
the
and
I'm
not
I,
don't
know
great
detail
about
what
the
restrictions
are
per
federal
law
that
don't
allow
us
to
sort
of.
You
know,
stop
the
process
so
to
speak,
but
or
is
that
acknowledged
in
the
FAQ
s--?
Okay,
because
I
haven't
asked
my
team,
then
that
was
just
curious.
Yeah.
M
Well,
that's
always
curious,
if
there's
anything
that
certainly
but
yeah,
okay,
because
I,
because
I
think
that's
that
that's
important
for
folks
to
know
and
I
think
that
to
me
that's
an
important
driving
force
that
we
need
to
acknowledge
and
make
them
aware
of,
but
other
than
that.
Thank
you.
So
much
for
the
work
I
appreciate
it.
A
Okay,
I
again
sorry
to
hug
with
a
few
questions
here,
but
I
know,
there's
a
lot
going
on
here
and
customer
Menace
touched
on
some
of
it.
Just
around
story
is
being
told
and
and
I
know
that
we
obviously
have
no
jurisdiction
to
deny
permits
on
health
bases.
On
the
other
hand,
the
message
to
residents,
if
it's
you
know,
the
federal
government
is
forcing
us
to
torture,
you
that
won't
be
well-received.
So
are
there
any
peer
reviewed
journal
studies
that
the
FCC
is
citing
when
they're
saying
hey
these
are
safe?
A
C
C
World
Health
Organization
sorry
I'm,
going
stuck
like
the
council
member
Davis,
sometimes
again,
acronyms
the
world
adobea,
the
World
Health
Organization
has
studies
and
that's
published
the
American
Cancer
Society
has
studies
and
those
are
published
recently
the
FCC
reached
out
to
the
CDC
and
other
internal
organizations
and
external
organizations.
So
yes,
there
has
been
research,
and
that
is
all
of
those
articles
are
published
on
the
fa,
cues
that
the
public
can
look
at
right.
B
B
Great
yes,
and
just
to
add
a
little
bit
further,
we
you
know
we,
we
recognize
the
limitations
placed
on
us
by
the
FCC,
but
as
we've
seen
in
other
areas,
if
we
feel
that
something
isn't
right
or
isn't
good
policy,
we
will
make
that
known,
and
so
we
do
our
best
to
to
keep
current.
We
read
the
literature
that
Dolan
decided.
B
We
also
read
information
provided
from
us
for
those
people
with
concerns
and
and
and
tried
to
open
it
read
it
with
an
open,
mind
and
understand,
and
if
we
felt
there
was
the
possibility
that
we
were
creating
a
health
risk
for
our
people
here
in
San
Jose,
regardless
of
what
the
SEC
even
limitations,
we
would
bring
that
to
you
and
advocate
for
a
change,
and
we
don't
see
that,
but
we
also
do
not
have
the
ability
to
change
the
permittee
based
on
that
regulation.
I
promise.
C
D
C
Than
more
okay,
so
there's
some
inference.
There's
some
inference
that
I
personally
agree
with.
That's
being
done.
That
says
this
isn't
any
more
this.
This
is.
This
is
more
safe
than
anything.
That's
currently
been
out
there,
but
I
think
that,
in
order
to
represent
some
of
the
voice
of
our
community,
as
I
said
vice
mayor
Jones
has,
through
the
California
League
of
Cities
asked
the
FCC
to
do
specific
studies,
specifically
on
on
via
the
5g
deployments.
Okay,.
A
Thanks
going
on
a
related
issue,
you
know:
I
know
that
our
political
position
in
Washington
and
our
leadership
with
the
lawsuit
against
the
FCC
and
so
forth
has
tend
to
cast
I.
Think
some
inaccurate
views
and
some
you
know
some
industry
lobbyists
obviously
have
gotten
out
there
and
tried
to
fish
for
stories,
for
journalists
to
write.
A
I
recall
one
coming
out
in
Forbes
about
a
year
and
a
half
ago,
and
just
small
piece
and
I
think
Wall
Street,
Journal
just
came
out
with
one
a
week
or
two
ago
as
well,
suggesting
somehow
know
that
San
Jose
is
doesn't
quite
get
it.
You
know
we
know
otherwise,
and
we
know
what's
going
on
here
in
terms
of
how
folks
are
getting
spun
but
and
particularly
by
it,
by
the
industry.
A
But
what
would
be
super
helpful
as
if
we
could,
with
your
help,
be
able
to
really
tell
the
true
story
and
get
the
facts
out?
And
so
one
thing
I
to
ask
is,
if
you
know,
if
Matt
or
Jay,
if
we
could
get
it
copy
those
slides.
That
would
be
very
helpful,
because
I
can
think
of
a
few
folks.
I'd
love
to
send
those
to
so
they
can
understand
exactly
the
work.
A
That's
being
done
here,
the
really
good
work,
the
other
thing
you
know
the
FCC
is
clearly
focused,
as
is
Congress
on
the
shot,
clock
and
I
know
we're
measuring
our
approvals,
our
permits
by
month
that
there's
seventy
month,
which
is
a
great
rate,
but
what
we
know
is
relevant
to
them
is
how
long
is
it
taking
to
get
to
success
and,
as
a
recall,
we're
well
ahead
their
shot
clock
right
now?
Where
are
we
now
on
that
number
in
terms
of
number
of
days
or
permit
I?
Don't.
A
L
A
K
C
A
Okay,
so
so
we're
well
ahead
and
I
just
think
if
we
were
reporting
that
as
our
rate
and
then
we
were
working
together,
an
assurance
team
is
working
on
this.
Getting
those
facts
on
I
think
that
would
be
very
helpful
and
strengthening
our
hand,
both
in
terms
of
our
legislative
strategy,
making
sure
people
know
what
the
facts
really
are
as
well.
As
you
know,
really
addressing
what
I
know
is
an
effort
by
some
industry
lobbyists
to
try
to
paint
us
differently
in
the
media.
Happy.
A
Be
great,
thank
you.
Okay,
I
guess.
The
one
last
question
I
think
had
to
do.
Oh
I
won't
ask
you
about
the
SEC
lawsuit
I'll
go
talk
to
an
ERISA
lawyers
about
that
anyway.
I
just
want
to
thank
everybody
on
the
small-cell
team.
I
think
you
got
17
core
staff
and
a
couple
dozen
more
folks
who
are
working
in
different
ways
to
really
appreciate
the
hard
work
let's
put
in
here.
Okay,
let's
move
on
to
the
item
3,
which
is
the
privacy
policy
update.
B
B
Going
in
to
the
presentation,
let
me
just
say
that
a
comprehensive
bespoke
approach
to
privacy
is
a
big
lift
for
any
city
and
is
work
more
typically
undertaken
at
the
national
or
even
transnational
level.
I'll
come
to
that
back
to
this
after
the
presentation,
with
a
look
at
the
European
efforts
around
privacy
and
their
implications
for
implementation
here
in
San
Jose.
For
now,
let's
turn
our
attention
to
Jay
and
Sarah,
as
they
walk
through
our
considerable
work
on
privacy
in
the
last
year
and
give
us
a
sense
of
what
lies
ahead.
Jay
Thank.
K
You
Kip
good
afternoon,
chairman
committee
members,
members
of
the
public
again,
my
name
is
Jaguar
broadband
manager
in
the
office
of
civic
innovation,
team
and
I'm
responsible
for
the
development
of
the
privacy
policy.
I'm
also
joined
today
with
my
colleague,
Sarah
Zarate
assistant,
to
the
city
manager
in
the
city,
manager's
office
of
administration
policy
and
intergovernmental
affairs.
In
our
presentation
today
we
will
review
the
purpose
of
the
privacy
policy
review.
K
K
The
city
of
San
Jose
pursued
the
deliverable
of
establishing
privacy
principles
based
on
the
Harvard
cyber
law,
Clinic
recommendations
from
May
of
2018
Harvard
recommended
to
start
with
the
privacy
principles
and
ground
the
process
in
the
three
prong
approach.
As
the
city's
initial
governance
model
for
community
engagement,
this
robust
governance
model
consisted
of
one
utilizing:
an
internal
working
group,
two
leveraging
externals
subject
matter:
experts
from
the
industry,
nonprofits
and
academia
with
the
privacy,
advisory
task
force
and,
finally,
three
engaging
the
community
through
a
series
of
periodic
public
forums
conducted
separately
in
English,
Spanish
and
Vietnamese.
K
We're
now
reaching
the
close
of
the
privacy
principles
deliverable
with
taking
that
this
to
City
Council
on
September
17th,
reaching
the
close
of
our
initial
phase,
one
on
this
journey
to
a
citywide
privacy
policy.
Later
in
this
presentation,
we
will
share
the
next
phase
in
our
privacy
policy
journey
with
deliverables
and
work
plan
to
ensure
we
have
the
tools
and
the
governance
model
that
we
can
scale
learn
and
sustain
across
the
city.
I
turn
it
over
to
Sarah.
N
Good
afternoon
to
mayoral
Accardo
committee
members,
members
of
the
public
and
city
staff,
my
name
is
Sarah
saturdaya
assistant
to
the
city
manager,
I
joined
the
CMO
team
for
this
project
this
past
summer
to
help
the
team
with
policy
development
and
a
work
plan
for
Phase
two
of
the
city's
digital
privacy
policy.
As
a
first
step
in
creating
a
work
plan
and
to
build
off
the
work
done
by
Harvard,
we
did
a
city
scan
to
understand
what
the
privacy
policy
landscape
looked
like
in
major
cities
in
general.
N
N
By
far,
the
City
of
Seattle
stands
out
as
a
leader
in
operationalizing
privacy
policy
at
scale
not
just
for
us,
but
also
for
other
major
cities.
Seattle
began
its
work
in
this
area
in
2015
and
its
research
in
2014
and
has
a
fully
operating
privacy
policy
program.
The
resources
resources
they've
invested,
allow
them
to
conduct
hundreds
of
privacy
reviews
each
year.
Their
team
helps
departments,
navigate
privacy,
risk
assessments,
legal
obligations
and
new
technology.
Acquisitions.
N
Importantly
Seattle
has
embedded
its
work
with
an
equity
lens
by
aligning
its
program
at
the
cities,
race
and
social
justice
initiative,
considering
the
breadth,
operational
scale
and
dedication
to
equity
of
the
Seattle
privacy
program.
We
consider
this
model
a
leading
framework
for
municipal
governments.
K
While
the
City
of
Seattle
provides
a
model
to
operationalize,
ineffective
privacy
policy,
there
are
existing
frameworks
that
can
also
assist
the
city
in
developing
a
privacy
policy,
for
example
the
National
Institute
of
Standards
and
Technology.
Another
acronym
for
this
afternoon,
NIST
under
the
US
Department
of
Commerce,
provides
an
overarching
framework
for
a
standards
perspective
that
we
can
tailor
to
our
privacy
policy
using
best
practices
established
at
the
federal
level.
The
NIST
privacy
framework
is
based
on
the
prior
and
successful
cybersecurity
framework.
That's
fully
baked.
It
approaches
privacy
using
a
risk
assessment
model.
K
It's
designed
to
be
flexible
and
applicable
to
be
a
starting
point
for
any
organization
in
any
industry
in
any
field.
And
finally,
it's
still
in
draft
form
it's
to
be
completed,
expected
to
be
completed
at
the
end
of
2019,
so
it
unlike
the
cybersecurity
framework,
the
privacy
framework
is
not
fully
baked
yet.
K
While
we
refine
and
tailor
how
to
utilize
a
successful
model
of
the
City
of
Seattle
to
affect
privacy
policy
at
scale,
we
are
also
evaluating
using
the
European
Union's
general
data,
privacy
regulations
or
gdpr
as
a
guiding
framework
to
develop
privacy
policy.
The
general
data
privacy
regulations
are
becoming
the
global
standard
due
to
how
many
digital
technologies
and
platforms
across
different
national
boundaries.
K
N
The
development
of
our
privacy
policy
can
be
thought
of
in
four
different
phases:
phase
one
which
is
now
complete
was
a
development
of
privacy
principles.
Phase
two
is
the
development
of
privacy
policy.
Phase
three
is
comprised
of
the
new
policies.
Implementation
and
phase
four
entails
the
continuous
evaluation
of
operationalizing
the
policy
and
making
the
process
improvements
as
they're
necessary.
N
As
you
all
know,
we
currently
find
ourselves
in
Phase
two,
which
involves
creating
several
deliverables,
that
we
will
go
over
momentarily,
but
before
we
talk
about
the
what
it's
important
to
contextualize
our
work
around
the
how
the
CMO
team
believes
that
the
city
plays
an
important
role
in
ensuring
the
protection
of
the
populations
it
serves
and
especially
in
ensuring
that
it
neither
creates
nor
perpetuates
structural
inequities.
As
we
move
forward
with
policy
development,
we
will
ground
our
work
in
this
value
and
ensure
that
we
include
the
voices
of
diverse
segments
of
the
population.
K
So
now,
moving
on
to
the
what
and
our
deliverables
Phase
two
you
deliverables,
I'll,
read
them
off
and
I
just
like
to
note.
There's
further
detail
as
in
the
memo
for
this
item:
citywide
privacy
policy,
which
is
a
brief
umbrella
document,
the
cui
data
retention
schedule,
the
privacy
impact
assessment,
toolkit
training,
framework
for
city
departments,
a
master
list
of
sensing
technologies,
a
sustainable
privacy,
governance
model
and,
finally,
stakeholder
engagement
for
guidance
and
feedback.
N
N
Additionally,
we've
also
spent
some
time
reaching
out
to
key
cities
and
are
in
the
process
of
creating
a
multi-city
working
group
with
Seattle
and
York
City
to
work
through
this
together
upon
hiring
the
senior
privacy
policy.
Analysts
we'll
kick
into
high
gear,
our
research
and
analysis
for
several
of
our
deliverables,
including
a
sensor
technology
list
retention,
schedule,
governance
model
and
finalizing
an
academic
partner,
while
also
refining
our
understanding
and
framework
around
privacy
impact
assessments.
Our
community
engagement
will
take
a
two-pronged
approach.
It
will
initially
focus
on
our
approach.
N
That
is
the
tools
that
we
aim
to
create
and
how
those
would
inform
our
privacy
policy
and
then
we'll
later
pivot
to
receiving
feedback
on
the
tools
that
are
developed.
Our
goal
is
to
have
deliverables
before
the
council
by
early
fall
2020
with
an
analysis
of
implementation
impacts
on
the
city's
operations
beginning
in
the
summer
of
2020,
and
with
that
we'd
be
happy
to
take
any
questions
and.
B
With
that
I'll
just
do
a
little
book
at
him,
so
at
first
I
want
to
say
thank
you
to
all
of
the
people.
Who've
participated
in
this
and
not
the
institutions
and
the
individuals,
some
of
whom
are
here
in
the
audience
they
have
questioned
and
pushed
and
advocated
for
these
important
principles
in
a
way
that
we
hope
we
have
listened
to
and
responded
and
incorporated
and
we'll
continue
to
learn
and
work
together.
B
This
is
this
is
a
recent
book
on
the
Internet
of
Things
for
business.
So,
if
you
want
some
fascinating
bedtime
reading,
we've
got
it.
We
actually
had
a
chance
to
sit
down
with
the
author
of
this
Syed's
ìiÃm
hussein,
who
is
doing
some
pro
bono
work,
volunteering
with
us
with
aris
to
help
us
think
through
our
iot
work,
but
he
had
this
to
say
in
his
section
that
he
wrote
about
GDP,
r
and
data
privacy
and
I'm
just
going
to
quote
a
little
bit
at
length,
because
I
think
it
really
does
give
a
good
context.
B
Many
governments
are
implementing
new
regulations
that
require
companies
to
protect
privacy
of
personal
data
of
individuals
in
their
jurisdictions,
with
material
consequences
for
mishandling
such
data.
These
regulations
may
require
consent
from
individuals,
limitation
on
downstream
use
and
processing
of
data,
or
even
specify
security
standards
for
handling
and
storage.
The
most
notable
of
these
initiatives
is
a
general
data
protection
regulation,
gdpr,
which
was
adopted
by
the
European
Union
and
went
into
effect
fully
on
May
25th
2018
gdpr
creates
a
uniform
set
of
data
privacy
laws
to
protect
all
persons
in
all
Member
States.
B
Many
businesses
are
choosing
to
design
their
products,
processes
and
systems
to
meet
a
single
set
of
privacy
requirements
and
are
selecting
gdpr
as
their
global
standard.
Since
it
is
stricter
set
of
rules
and
those
in
effect
in
many
countries,
including
the
United
United
States
GDB
are
states
the
collection
and
processing
of
personal
data
of
EU
data
subjects
is
lawful
only
if
it
is
fair
and
transparent.
B
Gdpr
obligates
companies
to
follow
privacy
by
design
approach
in
building
their
systems
and
services
and
gdpr
requires
that
companies
holding
and
processing
personal
data
take
appropriate
measures
to
protect
that
data.
In
short,
gdpr
is
very
much
in
line
with
our
privacy
policies
and
might
present
a
framework
for
us
as
we
think
about
implementation.
So
any
good
or
any
tech
company
with
global
aspirations
is
building
a
GDP
GDP
our
compliant
data
approach
and
tech
stack.
They
just
aren't.
O
O
I'm
glad
to
see
that
the
work
plan
has
started
to
address
some
of
the
questions
of
implementation
and
governance
for
the
phase
two
deliverables,
in
addition
to
the
technical
aspects
of
the
deliverables,
encouraged
the
city
to
factor,
transparency,
accountability
and
oversight
into
these
deliverables,
for
example,
in
the
memo
under
sustainable
privacy,
governance
model,
the
description
reads
and
I
quote:
establishing
responsible
groups,
and/or
individuals
who
must
review
new
and
existing
projects
using
the
privacy
impact
assessment
process
along
with
authorities.
Unquote,
the
degree
of
transparency
and
accountability
will
depend
on
which
groups
and/or
who
review
the
assessments.
O
Data,
for
example,
is
the
assessments
process
or
the
assessments
itself.
Okay,
part
of
an
agenda
of
a
public
meeting.
How
will
the
city
works
to
ensure
that's
okay,
people
who
are
most
affected
by
these
tools,
for
example
immigrants,
people
of
color
communities,
low-income
communities?
Okay?
How
will
they
okay
be
given?
Okay,
important
and
opportunity
to
influence
these
policies
for
the
deliverable
master
list
of
sensing
technologies.
The
immediate
question,
okay,
is
how
often
the
list
will
be
updated,
because
new
technologies
come
into
existence
very
often
or
better
still
may
be.
O
I
Thank
you
that
was
very
nicely
said.
I.
You
know
the
part,
the
privacy
policy
ideas,
I've,
been
understanding.
It's
doing
well
in
what
you
can
do
as
government
to
make
for
good
practices
for
yourselves
and
to
protect
ourselves
as
a
community.
I
think
what
Victor
sin
was
trying
to
offer
was:
how
can
we
develop
a
way
that
you
can
create
more
engagement
with
the
everyday
community
and
that's
been
an
incredibly
important
goal
of
mine
that
I
feel
that
what
Victor
and
the
ACLU
have
started?
I
They've
created
a
guideline
process
to
really
make
it
safe
for
do
use
the
word
safe
for
the
public,
the
everyday
public
and
the
community
to
create
a
better
interchange
and
exchange
with
each
other
and
I
really
hope.
We're
learning
that
you
yourselves
as
government
can
trust
that
and
can
trust
by
developing
those
practices.
I
J
You
so
I
was
struck
by
the
our
approach
slide.
The
policy
development
process
will
ensure
the
inclusion
of
community
voices
to
help
guide
how
and
what
data
is
collected
and
used,
and
what
that
brought
up
for
me
is
something
we
haven't
discussed,
which
is
I,
appreciate
all
the
discussion
about
gdpr
and
and
where
they're,
where
they're
going,
and
that
businesses
have
capabilities
privacy
capabilities
that
they're
not
turning
on
in
the
US.
But
we
have
a
weird
paradox
with
privacy:
a
very
odd
relationship
with
it
in
the
United
States.
J
We
we
say
we
want
it
and
people
freaked
out
about
knowing
that
their
kids
test
scores,
get
used
in
research,
for
example.
But
but
then
we
shrug
when
we
find
out
that
the
companies
that
we
use
every
day
and
have
come
to
rely
on
are
actually
surveilling
us
on
a
regular
basis
and
literally
listening
to
our
conversations
and
that
just
kind
of
goes
in
and
out
of
a
news
cycle
and
nobody
talks
about
it.
J
It
doesn't
become
a
national
discussion,
so
I
guess
what
I
want
to
know
is
when
we're,
including
community
and
community
voices,
I,
think
there's
an
education
component.
There
that
we're
and
part
of
it
is
we
humans
are
really
bad
at
evaluating
risk
right
and
so
the
the
idea
that
one
of
our
kids
could
be
that
needle
in
a
haystack
that
gets
found
is
is
more
troubling
to
us
than
the
very
real
risk
of
the
sing
literally
listens
to
my
conversations
and
then
feeds
me
ads
based
on
what
I've
said,
rather
than
what
I've
typed
so.
B
But
with
this
one
to
the
broader
community
was
what
are
you
talking
about?
What
does
it
mean
and
sort
of
you
can
kind
of
begin
to
imagine
a
lot
of
things
that
might
not
be
out
there
so
part
of
what
we
think
is
that
what
we
need
to
do
is
is
to
be
able
to
figure
out
a
way
to
meaningfully
engage
people
around
the
specific
use
case
and,
as
you
say,
do
some
education
around
that
used
case,
not
a
sales
job,
but
to
explain
and
walkthrough
from
the
subject
matter,
experts.
B
How
is
this
going
to
be
used?
What
does
it
do?
What
do
we
currently
do?
What
is
the
current
technologies
that
are
out
there,
that
you
see
every
day
do
and
how
are
they
used
to
at
least
provide
some
context
so
that
people
are
certainly
feel
too
free
to
have
their
feelings
and
express
them,
and
we
should
take
them
to
account,
but
that
it's
not
necessarily
an
overreaction
to
something
that
they
may
be
already
doing
on
a
daily
basis.
B
So
it's
it's
a
balancing
act
between
being
open
and
respectful
to
those
voices
and
modifying
what
we
hear
and
making
sure
that
we
are
aware
of
the
context
of
how
we
use
the
data
and
what
we
use
and
I
think
to
victor's
point,
making
it
transparent
on
who's,
making
those
decisions.
How
are
those
decisions
made
and
making
that
visible
goes
a
long
way
towards
satisfying
our?
What
I
feel
are
our
obligations
to
have
a
balanced
approach
to
that?
Thank.
J
You
I
appreciate
that
and
I
don't
know
to
what
extent
it
helps
me
when
I
know
the
back
end
of
you
know:
yeah
my
data's
going
to
be
used,
but
the
chance
of
anyone.
You
know
seeing
connecting
that
data
me
is
minuscule
or
basically
impossible
when
we're
talking
about
big
data,
so
putting
it
in
the
context
of
yeah.
We're
gonna
take
this
data
whatever
it
is
your
data,
but
it's
you
know
millions
and
millions
of
records.
J
Anyone
ever
seeing
that
one
record
is
never
gonna
happen
because
people,
don't
we
don't
look
at
things
record
by
record
right.
We
we
look
at
them
through
analytics
and
processes
as
opposed
to
what
we're
looking
for
trends,
we
need
the
individuals
to
the
individual
observations
to
find
the
trends.
I,
don't
know
how
you
explain
that
to
people
but
I
think
that's
a
key
concept,
we'll.
B
Take
that
into
consideration,
as
we
think
about
the
engagement
of
the
education
component
on
that
I
think.
The
other
thing
that
we
should
also
talk
about
is
the
the
one-two
punch
of
privacy
and
security
right.
We
have
made
thanks
to
your
direction
as
a
council,
mayor
and
council.
Significant
investments
in
cybersecurity
and
supporter
part
of
this
is
making
sure.
B
Not
only
do
we
have
the
privacy
principles
in
place,
but
that
we've
got
the
the
cyber
security
and
place
to
to
take
the
maximum
steps
we
can
to
assure
that
there
aren't
breaches
or
inappropriate
releases
of
those
data.
I
want
won't,
go
into
any
of
that
except
in
closed
session,
but
that
is
that
that's
the
other
side
of
the
coin
of
privacy
is
to
make
sure
that
security
is
equally
as
invested.
I
agree.
J
J
B
I'll
hand
this
over
to
Robert
I,
know
he's
itching
to
say
something.
This
is
part
of.
This
is
part
of
where
the
infrastructure
refresh
becomes
important
is
to
have
the
ability
to
to
clearly
limit
access
to
a
small
list
of
credentialed
and
approved
people
who
need
to
see
that
data
and
need
to
use
that
data.
You
know
the
the
old
error
of
oh
I've
got
on
my
harddrive.
Let
me
stick
a
thumb
drive
in
and
hand
you
that
data
means
that
you
immediately
lose
control
of
that
and
you're
trusting
the
goodwill
of
people.
B
We
have
a
lot
of
people
with
goodwill,
but
all
it
takes
is
one
without
and
so
modern
infrastructure
data
where
nobody
can
take
it
off
on
a
thumb
drive
and
you
have
to
be
credentialed.
You
have
to
have
a
separate
layer
of
passwords,
really
gives
us
a
much
more
robust
environment
to
provide
those
assurances.
Rob.
D
The
ability
to
secure
it,
one
is
privacy,
is
how
you
should
treat
it
and
the
other
one
is
also
ethical
use,
because,
as
we
get
into
AI
and
machine
learning
and
the
algorithmic
basis
of
decisions,
we
have
to
make
sure
that
those
treat
the
community
well
and
that
this
continuing
conversation
keeps
on
waving,
weaving
back
into
the
controls
that
we
put
into
place.
Thank
you.
M
Trying
to
follow
the
conversation
and
trying
to
learn
it
all
I
do
have
some
more
elementary
questions
as
you'll
see.
So
so
it
seems
to
me
that
we're
looking
at
Seattle
as
a
sort
of
start,
important,
someone,
that's,
we
seem
to
think-
is
develop.
A
good
framework
has
Seattle
adopted
GDP
our
cuz
I
monitor
if
it
was
clear,
maybe
I
missed
it
and
their
colleges.
If
I
did.
C
C
What's
the
impact
operations,
you
document
that
sometimes
hundreds
of
pages
and
you
publicly
make
it
available
in
a
transparent
form,
either
in
public
forums
or
on
your
website,
so
Seattle's
adopted
that
New
York
is
going
to
adopt
that
so
kind
of
what
we're
doing
is
we're
we're
incrementally
adopting
GDP
are
in
the
United
States
because
we
haven't
been
told
yet
to
do
it.
I
think
my
personal
preference
is.
We
should
just
jump
to
the
conclusion
and
say
we're
gonna
adopt
GDP,
are
and
get
on
with
it
and
and
go
about
that
process.
D
M
Thank
you
for
that
information,
I
and
one
of
the
things
that
comes
to
mind
for
me
as
we're
discussing
you
know,
just
the
the
the
fact
that
gdpr
hasn't
been
adopted
and
I'm
not
sure
under
what
framework
it
would
be
adopted
in
the
United
States
generally,
and
the
feds
would
need
to
leave
that
I
assume.
But
how
do
we
make
certain
that
we
don't
in
effect
become
an
island
of
sorts?
M
B
B
We'd
have
to
work
through
what
parts
of
it
framework
I
think
we
wanted
to
provoke
this
kind
of
discussion
because
part
of
what
we
part
of
the
yes,
an
that
we
hope
to
do
is
to
is
to
have
a
bespoke
approach
that
really
does
meet
the
needs
of
our
unique
community
and
see
where
we
can
leverage
some
of
the
larger
global
trends.
So
I
think
that's
exactly
the
kind
of
question
we
want
to
evaluate
and
come
back
to
you
with
head
of
a
risk
analysis.
B
You
know,
for
example,
that
may
not
be
technically
capable
for
them
to
turn
it
on
just
for
the
city
of
San
Jose,
within
the
context
of
the
United
States
certain
of
the
aspects
or
features.
We
don't
know
that
until
we
go
deeper
in
and
so
part
of
what
we're
testing
to
serve
the
appetite
to
explore.
Okay
and.
B
In
my
substantially
the
same
I
mean
it's,
it's
it's
it's
the
same
set
of
as
we've
talked
with
counterparts
and
cities.
In
fact,
we'll
be
talking
deeply
with
counterparts
in
Dublin
coming
up
here
they
deal
with
exactly
the
same
sets
of
issues,
the
same
tools
and
techniques
so
part
of
what
we
like
about.
That
is
it's
it's
very
much
like
for
like
kind
of
situation.
Okay,
alright,.
M
Wonderful,
the
the
other
question
I
had
is
and
I
think
you
sort
of
used
some
language
earlier.
It
made
me
think
about
this
and
and
I
know
in
past
meetings.
I
haven't
been
on
this
committee
too
long,
but
I
know
we've
and
I
forget
if
it's
in
the
big
rocks
or
small
wonders,
but
the
it
seems
to
me,
we
as
a
city
are
striving
to
create
these
data.
Sets
of
the
commend
then
be
used.
M
The
big
data
that
can
then
be
used
to
create
solutions
or
evaluate
and
see
things
in
a
different
manner,
which
I
think
is
wonderful
what
I'm
on,
and
that
seems
to
me
to
to
speak
to
making
that
data
accessible,
maybe
scrubbed,
cleaned,
and
then
you
know
having
it
folks
plug
in
use.
The
data
come
up
with
some
solutions,
and-
and
so
it
seems
to
me
that
there's
some
inherent
tension
between
that
and
privacy
and
I'm
curious
as
to
how
we
are
gonna
sort
of
balance
that
out
that's.
B
Exactly
the
question
right:
on
the
one
hand,
we
want
to
be
a
source
of
open
data
and
provide
open
transparency
to
our
processes
and
what
we
learn
and,
on
the
other
hand,
we
want
to
protect
the
privacy
of
individuals,
and
there
is
a
natural
tension,
they're
not
always
in
conflict,
but
there's
a
natural
tension
between
those.
In
addition,
the
additional
tension
in
that
sort
of
rubber
band
of
pools
and
tugs
is
utility
right
from
a
pure
utilitarian
standpoint,
the
more
data
we
have
on
people,
the
more
we
can
refine
it.
B
That's
why
the
council
members
phone?
It
was
exactly
where
she
wants
to
go
on
vacation,
but
I
don't
think
that
our
residents
really
want
us
to
refine
the
services.
To
that
extent
that
we're
listening
in
on
their
private
conversations
and
so
yeah
there
is.
There
is
a
tension
between
this
and
what
we're
trying
to
do
with
the
privacy
principles
that
we're
bringing
forward,
as
you
all
have
approved
at
the
council
and
we're
bringing
forward
for
council
final
approval
is
to
kind
of
stake.
M
And
is
there
anything
to
be
said
with
regards
to
who's
making
that
determination
right
is
it?
Is
it
you
determining
how
much
should
be
released
and
the
privacy,
or
should
it
uniquely
be
to
separate
people
to
different
departments
that
maybe
have
different
interests
and
let
them
sort
of
duke
it
out
and
develop?
What's
yeah.
B
I
certainly
don't
want
to
be
the
one
making
all
the
decisions,
but
I
think
again
to
that
point
into
the
point
made
by
the
gentleman
from
the
CLU
Victor
that
you
know
the
question
of
who
makes
these
reviews,
who
makes
these
decisions
is
extremely
important,
and
for
us
that
is
a
language
of
governance
right.
Ultimately,
we
get
our
direction
from
the
mayor
and
council
through
the
city
manager,
but
what
we
want
to
do
like
we
have
with
many
different
functions:
I'll
use
the
example.
We
just
saw
the
wage
compliance
right.
B
We
have
a
team,
that's
dedicated
to
that,
with
a
sense
that
their
job
is
to
advocate
for
the
worker
and
inform
the
the
contractor
of
their
rights.
We'd
want
to
set
up
a
similar
dynamic
where
you
have
the
right
people
who
are
have
the
right
orientation
toward
it,
so
that
that's
just
two
things:
one:
the
development
of
a
clear
governance
model,
that's
transparent
and
balances
those,
so
it's
not
just
all
of
one
side
or
the
other,
and
to
reviewing
we've
got
the
Seattle
up
here,
three
FTE
in
eight
hundred
thousand
a
year.
B
These
to
do
this
well,
is
not
to
be
done
cheaply,
and
so
that's
one
of
the
other
things
that
we
need
to
balance.
As
you
pointed
out,
as
we've
talked
about
other
technology
investments
in
line
with
all
the
other
investments
we
might
make
with
our
limited
general
funds,
and
so
we'll
come
back
to
you
through
the
process
with
recommendations
on
that,
and
we
don't
yet
have
a
single,
clear
answer.
Okay,.
M
Thank
you.
The
other
question
I
had
is
to
the
City
Attorney's
Office
or
anyone
that
wants
to
try
many,
even
you
mayor,
but
I'm
curious.
How
much?
How
much
sure
is
the
ease,
the
the
legal
field
as
it
relates
to
digital
sort
of
data,
and,
and
you
know
the
reason
I'm
asking
is
I-
can't
help,
but
think
that,
as
we're
developing
this
framework,
we're
essentially
developing
a
framework
that
folks
can
utilize
then
to
sue
us
for
violating
said
framework
and
I'm
trying
to
think
of
how
right.
D
Does
it
under
the
f
away,
fo
ia,
but
then
there's
also
the
tension
of
keeping
private
information
private
there
is
under
the
Public
Records
Act
a
balancing
test
that
governments
have
to
go
through
or
can
go
through
with
regard
to
balancing
the
need
for
privacy
and
the
need
for
the
no,
and
so
we
know
that
there's
going
to
be
some
issues,
there
are
some
guidance
that
we're
looking
at,
but
we
do
have
somebody
working
with
office
of
innovation
to
look
at
those
issues.
Okay,.
C
Just
as
an
overlay,
so
everything
we've
talked
about
like
governance
and
a
data
protection
officer.
Our
requirements
in
in
GDP
are
it's
been
implemented
for
a
year
in
Europe
now
so
I'm
gonna
be
actually
spending
two
full
days
with
the
city
of
Dublin
and
their
chief
data
protection
officer
to
understand.
A
Lose
a
quorum
very
shortly
so,
rather
than
maybe
engaging,
maybe
I'll
just
be
happy
to
take
your
responses.
Offline
I
just
wanted
to
offer
my
two
cents
as
the
least
knowledgeable
person,
probably
in
the
chambers
about
privacy
policies.
I
I
just
wanted
to
make
a
pitch
that
we
adopt
an
agile
approach
to
borrow
Kipps
word
to
the
the
crafting
of
this
policy,
because
I
am
fairly
certain
whether
we
spend
10
hours,
10
months
or
10
years
on
this,
we're
absolutely
going
to
get
it
wrong.
A
The
first
time
around
and
it's
gonna
require
a
lot
of
iteration
and
a
lot
of
community
feedback
and
the
most
meaningful
community
feedback
will
probably
after
our
draft
is
done
not
before,
because
people
we
need
something
for
people
to
react
to
and
respond
to,
and
it's
very
abstract
otherwise,
particularly
we'll
go
into
communities
that
may
not
be
as
digitally
savvy.
I.
Think
it's
really
important
for
us
to
have
something
for
people
to
respond
to
and
we
can
hit
take
meaning
more
meaningful
feedback.
A
So
I
just
wanted
to
suggest
that
you
know
I'm
concerned
I
know:
we've
been
we've
done
a
lot
of
good
work
to
get
to
this
point.
We've
created,
I,
think
good
privacy
principles,
I,
think
they're,
very
solid
and
I
know.
We've
done
a
lot
of
community
feedback
or
community
outreach
and
we're
gonna
do
more
and
in
three
languages
and
I
think
that's
all
great
I'd
hate
to
see
us
do
too
much
wheel,
spinning
in
the
hope
of
getting
to
a
perfect
product
that
we're
just
never
gonna
get
to,
particularly
in
a
field.
A
That's
evolving
so
quickly
and
the
technology
is
evolving
and
let's
face
a
lot
of
other
folks,
have
been
spinning
the
wheels
doing
this
work
too
I'm
perfectly
happy
taking
an
off-the-shelf
solution
from
Seattle,
for
example:
let's
adapt
it
slightly,
let's
get
it
out
there
and,
let's
just
agree,
we're
gonna
modify
it
every
six
months
as
we
learn
and
and
really
accept
that
this
is
going
to
be
a
learning.
Effort
for
the
whole
city
so
really
appreciate
all
the
work.
That's
gotten
us
here,
I
just
hate
to
think
we're.
A
C
So
as
as
we're
making
a
transition
here
in
yet
another
first,
the
access
Eastside
project
is
the
largest
public
center
intervention
in
the
country
to
provide
free
outdoor
Wi-Fi
to
underserved
communities.
This
project
targets
both
student
households
and
non
student
households
in
the
three
most
digitally
underserved
areas
in
East,
San,
Jose,
that
being
the
James
lick
high
school
area,
the
William
/
felt
high
school
area
and
the
yerba
buena
high
school
area
access
ii
site
is
now
fully
deployed:
the
James
lick
students
and
non-students
households.
C
We
have
an
educational
performance
baseline
to
measure
and
compare,
and
we
have
technical
performance
metrics
to
to
discuss
today.
We're
excited
that
on
October
1st
we're
planning
to
bring
the
council
approval
to
move
on
to
implement
access
Eastside
in
the
over
felt
high
school
area
and
while
Reggie
knee
will
be
delivering
the
presentation
joining
us
in
the
front
and
back
box
answer.
Any
questions
is
Randy
Phelps,
the
chief
technology
officer
from
Eastside
Union,
High,
School,
District
Michelle.
C
E
E
It
was
sparked
by
East
Side
Union
High
School
District,
where
they
passed
a
technology
bond
back
in
2014
to
ensure
how
the
students
can
you
have
access
to
both
the
computers
and
modern
technology.
They
explored
several
options
to
leverage
bond
for
Digital
Inclusion,
and
this
is
where
City
had
an
opportunity
to
really
collaborate
further
with
them.
In
establishing
our
very
first
pilot,
which
was
the
community
wireless
network
and
now
we're
rebranding
that
to
an
access
east
side
for
future
reference.
And
then
today
we're
the
city
and
the
East
Side
Union
High
School
District.
E
We
were
able
to
provide
community
Wi-Fi
access
to
a
total
of
about
6,000,
which
includes
the
students
and
the
teachers
at
James
Luke
attendance
area,
and
that
we
opened
up
in
a
back
in
October
2017
and
then
also
the
surrounding
non
student
households
within
that
attendance
area
back
in
March
2019
respectively,
so
just
to
focus
on
the
the
key
outcomes
that
we
wanted
to
achieve.
For
this
access.
Ii
side
project
is
that
we
wanted
to
provide
free
internet
access
for
all
the
students,
teachers
and
the
community
within
the
three
attendance
areas.
A
A
E
Let
me
just
do
a
quick
recap
on
that:
the
wireless
outcomes
we
goal
of
this
particular
project
was
to
provide
free,
Wi-Fi
access
to
the
students,
the
teachers
and
the
surrounding
community
members
within
that
attendance
area
and
the
three
high
school
focused
were
James
liqu
over
felt
and
EDA
wayna.
So
in
the
second
one,
was
advancing
the
student
Sackett
academic
achievement
through
an
internet-based
learning,
using
all
these
technologies
and
then
finally
providing
opportunities
for
these
students
just
for
gaining
access
for
career
opportunities
and
college
resources.
E
This
was
absolutely
the
most
innovative
partnership
that
in
city's
history,
in
collaboration
when
two
East
Side
Union
High
School
District,
where
the
district
was
providing
the
funds
for
the
design,
installation
and
the
maintenance,
and
also
the
administrative
efforts,
whereas
the
city
was
able
to
leverage
their
assets,
provide
support
for
the
implementation
design
in
collaboration
with
our
partner,
smart
wave,
which
we
have
here
as
well.
So
this
is
the
known
largest
largest
known
public
sector
intervention
in
Digital
Inclusion.
E
E
So
what
we
found
just
recently
with
our
partnership
with
Silicon,
Valley
talent
and
partnership
and
PayPal,
is
that
they
were
able
to
understand
the
data
that
has
been
collecting
since
the
implementation
of
all
the
Wi-Fi.
And
basically
this
is
averaging
about
1.5
or
one
and
a
half
terabytes
of
data
being
transferred
on
a
monthly
basis
and
then,
since
April,
when
we
opened
it
up
to
the
community,
we
noticed
that
it
was
about
5
terabytes
that
were
being
transferred
on
a
monthly
basis
and
just
to
kind
of
assess
that
amount
of
data.
E
That
is
a
combination
of
downtown
the
airport
and
our
convention
center.
So
this
is
a
crazy
amount
of
data,
oh
and
it
was
5
times
greater
sorry,
five
times
greater.
Thank
you.
Thank
you.
Sorry,
and
also
what
we
were
able
to
find
in
a
preliminary
level
is
that
the
reliability
of
the
service
was
about
ninety
nine
point,
four
percent,
so
which
is
pretty
reliable
and
then
what
we're
understanding
with
this
design
that
smart
wave
utilized
this
mesh
network,
it
really
was
a
cost-effective
way
in
order
to
provide
that
connectivity
and
reliability.
E
So
this
was
actually
inspired
by
Dolan
and
you
know,
because
both
of
us
are
geeky
we're
engineers.
So
we
love
to
really
assess
what
does
really
a
terabyte
mean.
So
this
is
some
fun
facts
that
I
was
able
to
figure.
So
one
terabyte
about
two
hundred
thousand
songs
that
are
five
minutes.
10
terabytes
is
what
the
total
amount
of
data
that
the
Hubble
Space
Telescope,
collects
and
and
then
also
just
if
you're,
a
youtuber
24
terabytes
of
data
that
was
uploaded
in
one
day
in
2016,
I'm
sure.
E
Now
it's
a
lot
bigger
and
then
just
to
kind
of
translate
that
into
something
more
environmentally
conscientious.
One
terabyte
equals
about
50,000
trees,
that's
transferred
into
paper
and
then
the
this
last
one
I
found
interesting
was
10.
Terabytes
is
our
whole
entire
Library
of
Congress
with
the
printed
documents,
so
something
you
want
to
use
on
jeopardy
one
day
so
with
the
community
Wireless
educational
outcomes.
I'm
gonna
give
this
one
to
Randy
because
he
right.
P
And
before
I
hit
that
I
want
to
just
clarify,
though
the
slide
before
when
it
said
the
data
that's
passed
on
the
community
side
in
James,
Lick
is
five
times
greater
than
what
we
did
downtown
and
the
airport.
That's
the
distinction.
So
the
we
went
about
this
a
little
bit
differently
for
our
community
and
our
community
really
really
really
uses
this
data
and
it's
very,
very
valuable
to
them.
We're
at
the
airport.
You
have
people
who
actually
have
their
own
plans
and
things
like
that.
P
So
for
us,
71%
of
our
2018
graduates,
which
related
to
a
two-year
college
or
four-year
university,
and,
of
course,
these
sites,
part
of
the
San
Jose
promise,
which
is
a
fantastic
program
that
allows
our
students
to
get
into
San
Jose,
provided
they
do
an
A
to
G
curriculum.
In
other
words,
they
take
rigorous
classes.
They
automatically
get
admission
to
San
Jose
State,
which
is
great
11
percent
increase
in
SAT,
a
CT
and
state
assessment
scores
for
the
past
five
years
and
I
just
sprinkle
in
there.
P
The
James
lick
community
is
amazing
in
that
it
produces
everyone
from
Jim
Plunkett,
the
Hall
of
Fame
quarterback
to
Khalid
Hosseini,
who
wrote
The,
Kite
Runner.
So
it's
it
is
a
diverse
and
amazing
community
and
the
growth
it's
we've
experienced
in
terms
of
remodeling
that
school
and
attracting
new
tech
environment
for
that
school.
It
has
transformed
that
neighborhood
in
a
lot
of
ways,
which
is
very
encouraging.
P
I'm
not
saying
community
Wireless
did
all
these
things,
but
it's
a
contributing
factor
and
it's
one
of
those
builders
of
culture
where
people
who
are
in
that
culture
believe
that
they
have
a
shot,
which
is
something
they
didn't.
Maybe
didn't.
Use
to.
91
percent
of
students
say
that
they
are
given
challenging
tasks
in
every
single
class
which,
in
that
school
they
are
immersed
in
technology
and
they
have
access
to
it
everywhere.
If
someone
needs
a
device
to
take
home,
we
provide
that
and
it's
a
varied
thing.
P
E
Thank
you
Andy,
so
I
just
want
to
conclude
just
our
next
steps.
As
you
know,
as
I
stated
earlier,
when
I
did
the
road
map
update
that
City
and
East
Side
Union
High
School
District
we're
moving
forward
in
the
installation
at
the
next
phase
I
over
felt
high
school.
We
are.
The
district
has
agreed
to
provide
funding
for
the
design
installation
and
up
to
year,
three
for
the
maintenance
for
this,
and
then
we
are
going
to
go
to
Council
in
October
first
week
to
authorize
smart
waves
so
that
they
can
start
the
implementation
process.
E
Our
goal
is
definitely
before
next
year's
school
cycle
that
we
have
this
operate,
operating
and
ready
to
go,
and
then
we
are
going
to
come
back
to
the
committee
and
just
to
provide
an
update
on
our
community
Wi-Fi
strategy.
That
was
one
of
the
projects
are
identified
on
the
roadmap
and
so
and
why
it's
green?
So
we
have
some
good
things
to
say,
and
then
the
library
is
I
do
want
to
acknowledge.
E
The
library
has
been
very
proactive
in
initiating
its
first
ever
digital
literacy
quality
standards,
and
they
will
be
going
to
council
in
the
spring
of
2020
and
then,
as
as
we
are
trying
to
figure
out
the
long
term
maintenance
of
this.
You
know
the
city
and
the
district
are
working
very
closely
and
figuring
out
ways
as
to
how
we
can
provide
additional
funding
for
the
third
phase,
which
is
at
arbor
Buena
and
then
also
the
ongoing
maintenance
support,
so
that
we
don't
take
all
the
money
out
of
Rob's
Department.
E
C
Yeah
so
I
think
the
only
thing
if
we
can
go
back
one
slide,
I'll,
give
you
a
little
preview.
So
so
obviously
mayor
is
you're
aware
as
much
as
anyone.
We
have
a
sustainability
with
our
Wi-Fi
in
general,
whether
it
be
the
five
years
of
of
operations
and
maintenance
with
east
side
or
just
wickedly
fast,
downtown
or
Tara
graphs.
C
A
A
Thanks
I
know
we're
up
against
ers
I,
just
want
to
say
quickly:
Thank
You
Roger
and
thanks
to
everybody
on
the
team,
Thank
You
Randy
for
the
partnership
side.
I'll.
Thank
you
for
the
partnership
that
was
smart
wave
has
had
for
many
years
with
the
city
on
several
different
projects
really
appreciate
your
team's
work
on
this
and
I'm
very
excited
about
this,
because
I
think
the
many
discrete
projects
that
we
have-
and
we
constantly
talk
about
it's
maybe
the
most
important
is
this-
is
so
vitally
critical
to
everything
we're
trying
to
accomplish.
So.
M
Had
a
question
and
then
just
to
make
a
comment,
the
question
is:
when
we're
evaluating
the
RFI
or
the
eventual
RFP,
the
public-private
partnership.
Does
that
include
this?
You
know
what
I'm
thinking
public,
certainly
in
the
city,
but
are
we
gonna,
involve
the
school
district
in
that
conversation
or
be
part
of
the
panel
or
yeah.
C
K
M
And
I
group
grew
up
attending
some
of
the
East
Side
schools
or
the
Annie
side.
High
school
and
I
remember
the
way
we
access
the
internet
were
through
those
promo
AOL
sort
of
discs,
and
they
gave
us
temporary
access.
You
had
to
wait.
Ten
minutes
to
log
on
and
and
I
didn't
realize
it
at
the
time,
but
but
that
essentially
was
the
the
entrance
to
the
world
that
your
finger
takes
and
that
might
have
been
someone's
slogan.
I.
M
Don't
remember
why
that
stands
out
to
me,
but
but
I
think
this
is
very
meaningful
when
I
and
as
I
know
happens
with
our
cell
phones,
that
you
are
really
opening
the
world
to
these
kids
that
often
don't
don't
have
the
resources
so
I
very
much
appreciate
it,
because
I
could
have
easily
be
one
of
those
kids.
So
thank
you
for
all
the
work.
I
think
this
is
very
impactful
project
and
look
forward
to
seeing
how
it
develops.
Thank.
I
I
I
had
a
short
speech
that
I
wanted
to
speak
about
the
future
of
the
future
of
San
Jose
privacy
policy
is
a
work
in
progress.
We
may
still
not
know
how
to
answer
the
day-to-day
accountability
and
openness
issues
with
tech.
Thank
you
for
wanting
to
address
that
and
work
on
it
as
as
it
as
tech
is
often
considered
quickly,
changing
and
ever-evolving.
I
The
love
of
good
accountability
with
tech
privacy
policies
should
be
able
to
work
as
both
a
constant
and
also
to
be
able
to
move
shift
and
evolve,
as
tech
itself
can
for
all
early
accounting
needs.
I
hope
the
time
can
be
found
for
the
measure
t
public
oversight
process
to
be
a
place
as
a
good
early
bridge
to
be
to
to
the
future
of
a
better
technology,
public
oversight,
accountability,
practices
in
San,
Jose
I.
I
Thank
you
again
to
the
important
work
of
victor
sin
and
the
San
Jose
working
group
committees
for
the
future
of
technology
accountability.
We
are
an
interesting
time
in
San,
Jose
I
hope
with
this
interesting
time
that
we
can
be
open-minded
to
contribute
and
want
to
contribute
to
you
good
positive
development
of
community
accountability
in
the
next
few
years,
and
that
with
a
simple
positive
this,
this
can
actually
be
very
hopeful
in
what
we
can
actually
be
working
towards
in
the
next
few
years.
I
A
And
thank
you.
Everyone
really
appreciate
this
before
we
journey
I
just
want
to
point
out.
We've
got
a
couple
new
members
on
our
team,
I
think
since
the
less
it's
Marci
committee
now
just
joined
us
and
Apoorva
is
a
Harvard
Business
fellow
I'm
gonna
get
that
the
title
wrong,
but
came
from
Harbor
business.
Thank
you
very
much
for
joining
us,
approve
it
and
I.
Think
many
of
the
folks
and
captain
Dolan's
team
I
know
I've
already
had
an
opportunity
to
interact
and
kailani
as
well.
Thank
you
very
much
for
joining
us
and
I'm
gonna.