►
Description
City of San José, California
Smart Cities & Service Improvements Committee of September 1, 2022
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=987829&GUID=F6C369BB-252B-4315-B4C8-BEBDF4D04A24
A
B
Good
afternoon,
happy
september,
I'd
like
to
call
the
smart
cities
and
service
improvements
committee
meeting
to
order.
Thank
you
all
for
being
here
today.
Why
don't
we
actually
we'll
start
with
the
code
of
conduct
before
we
call
the
role
so
just
a
reminder
to
committee
members
and
members
of
the
public
that
we
all
will
follow
the
code
of
conduct
at
meetings,
which
includes
commenting
only
on
the
specific
agenda
item
and
addressing
the
full
body,
not
individual
members
of
the
body.
Public
speakers
will
not
engage
in
a
conversation
with
the
chair
council,
members
or
staff.
B
A
B
B
A
B
D
E
F
B
E
Thank
you
chair
good
afternoon,
sir
person
mayhem,
mary
licardo
vice
mayor
jones
committee,
members
and
members
of
the
public
rob
lloyd,
deputy
city
manager
for
the
city
of
san
jose
for
our
september
meeting
and
with
the
revised
order
just
approved
by
the
committee
staff,
will
present
four
items.
First
under
agenda
item
d4,
we
have
a
status
report
on
utilities,
assistance
programs
for
residents
that
the
community,
energy,
environmental
services,
finance
and
information
technology
departments
ran.
This
item
speaks
to
outreach
efforts
and
impacts
building
on
previous
reports
to
city
council.
E
Second,
under
item
d1,
we
have
a
report
on
digital
public
meeting
improvements.
Our
city
clerk,
public
works
facilities,
division
and
information
technology
team
will
update
city
council
on
projects
to
modernize
city
facilities,
meeting
management
and
hybrid
participation
to
support
a
more
digital
public
and
workforce.
E
E
The
parks,
recreation
and
neighborhood
services,
housing,
transportation,
planning,
building
and
code
enforcement,
police
and
information
technology
departments
will
be
here
to
report
on
that
item
and
then
last
we
have
under
item
d3
a
status
update
on
initiative
from
the
city
roadmap.
Also,
this
one
for
the
digital
workforce
work,
the
human
resources
and
information
technology
departments
will
share
efforts
to
continue
digitizing
and
improving
city
work
processes,
be
less
burdensome,
as
well
as
create
new
resources
to
support
a
hybrid
workforce
and
with
that
starting
us
on
utilities.
Assistance
and
efforts
are
john
kochmanian.
G
The
kobe
19
pandemic
led
to
significant
financial
hardship
for
many
city
of
san
jose
residents
and
businesses.
This
status
update
on
utilities
assistance
programs
will
demonstrate
the
actions
the
city
took
to
provide
relief
to
those
individuals
and
companies
by
implementing
programs
to
address
utility
bills
remaining
unpaid
due
to
kova
19
related
challenges.
G
Staff
will
also
present
ongoing
and
future
efforts
to
continue
to
assist
residents
and
businesses
with
their
utility
bills,
as
well
as
touch
on
how
the
city
customer
contact
center
works,
with
customers
to
fully
implement
assistance
programs.
Soon
after
the
public
health
emergency
was
declared
on
february
3rd
2022.
G
Various
time
limited
moratoria
were
enacted
by
san
jose
and
the
state
of
california
to
pause
utility
shutoffs,
providing
a
critical
reprieve
to
those
businesses
and
residents
who
simply
did
not
have
the
income
to
pay
their
water
and
energy
bills.
The
city
took
further
steps
to
provide
utility
of
rarity's
relief
by
seeking
funding
from
and
implementing
two
state
of
california
programs
that
used
one-time
federal
pass-through
dollars
from
the
consolidated
appropriations
act
of
2021
and
the
american
rescue
plan
act
of
2022..
G
G
That
funding
would
be
applied
as
a
billing
credit
to
the
eligible
debt,
regardless
of
income.
It
is
important
to
note
that
customers
did
not
need
to
apply
to
receive
this
assistance
for
each
program.
The
respective
utility
provider
needed
to
apply
the
program
funds
within
60
days
of
receiving
the
funds
from
the
state
and
waive
all
related
late
fees
and
interest
charges.
G
The
utility
provider
also
needed
to
offer
payment
plans
for
customers
with
remaining
debt
and
cease
all
shutoffs
unless
the
customer
either
a
did
not
enroll.
In
a
payment
plan
or
b
defaulted
on
a
payment
plan,
clean
energy's
allocation
was
prioritized
to
assist
active
and
inactive
residential
customers
and
was
able
to
relieve
only
47
percent
of
the
electrical
debt
incurred
during
the
relief
period
for
a
total
of
approximately
4.35
million
dollars
in
applied
bill
credits.
H
H
When
we
look
at
outreach
in
general,
it's
really
a
two-pronged
approach:
it
is
really
trying
to
develop
the
most
effective
way
of
communicating
across
communities
and
demographics
at
the
same
time,
trying
to
set
it
up.
The
second
prong
would
be
to
set
up
where
it's
as
easy
as
possible
for
customers
and
residents
to
get
back
in
touch
with
us
or
with
the
appropriate
agency
providing
the
aid.
H
This
is
one
of
the
three
programs
I'll
just
briefly
touch
on
and
again.
This
is
just
some
of
the
outreach
that
we've
done.
This
program
is
our
low-income,
vulnerable
status
program.
This
is
a
study
program
that
we
started
back
right
before
covid,
so
about
february.
2020.,
there's
two
pieces
here
I
wanted
to
highlight:
one
is
the
bill
insert.
That
is
the
graphic
on
on
the
right
that
went
out
to
customers
about
four
to
five
months
ago.
That
was
part
of
their
bill.
H
I
went
to
all
muni
water
customers
informing
them
of
this
program
where
they
can
go
to
apply
and
contact
information
for
assistance.
Also,
in
the
last
few
months,
we've
also
developed
a
new
online
portal.
This
is
a
way
for
residents
other
than
calling
in
to
just
obviously
go
online
and
try
to
streamline
the
registration
process,
and
so
we
can
have
them
in
our
database
and
designated
as
either
low-income
or
vulnerable.
H
H
There
was
a
final
piece
of
communication
that
we
sent
out
to
all
recipients,
not
only
how
much
money
was
applied
to
their
account
and
where
it
came
from,
but
also
we
wanted
to.
Let
them
know
of
what
additional
financial
assistance
options
were
available
and
we
sent
this
out
in
multiple
languages
about
six
different
languages.
H
This
is
really
the
the
main
program
that
we
have
going
right
now.
It's
the
low
income
household
water
assistance
program
and
I
apologize
you've
seen
part
of
the
slide
before
a
brief
overview.
It's
really
financial
assistance
to
low-income
households,
and
it's
focused
primarily
on
outstanding
or
or
do
water
bills
has
to
do
water
bills,
and
this
program
is
led
by
sacred
heart.
Sacred
heart
is
a
local
service
provider.
H
Really.
Our
role
in
this
is
to
assist
sacred
heart,
they're,
really
good
at
this
program
and
connecting
with
people,
but
they
don't
have
a
very
robust
outreach
program,
and
so
our
role
here
is
to
get
out
there
and
and
get
the
message
out
as
far
as
we
can
as
wide
as
we
can
get
as
many
people
to
connect
as
possible.
We
also
have
up
here
that
stands
a
water
company
in
great
oaks
musicians
of
uni
water
as
water
retailers.
H
All
those
private
agencies
are
also
doing
their
own
outreach
programs,
and
so
when
we
we
go
about
our
coordination
with
sacred
heart
and
with
these
private
utilities,
we're
really
looking
at
not
duplicating
the
effort
duplicating
their
message,
but
where,
where
are
they
going?
What
are
they
doing
and
do
they
need
any
assistance,
or
are
there
any
voids
that
we
can?
We
can
fill
from
an
outreach
and
communication
perspective.
H
H
H
There's
another
piece
of
outreach
that
we're
doing
this
is
going
out
in
september.
This
is
another
bill
insert
a
lot
of
this
information
is
kind
of
repetitive,
and
we
know
that
we're
just
trying
to
put
it
out
in
different
formats
of
different
different
ways
of
receiving
it,
to
try
and
really
just
broaden
the
word
and
broaden
the
message
and
get
as
many
people
aware
of
the
program
as
possible.
H
In
addition
to
these
options,
we're
also
working
on
a
trilingual
letter
that
would
be
mailed
out
to
all
muni
water
customers
sometime
in
september,
duplicating
some
of
this
information
right
now
we
have
a
digital
half
page
in
the
evergreen
times
talking
about
lylat
program
and
encouraging
residents
to
contact
sacred
heart
for
us
for
assistance.
H
We
also
have
a
social
media
presence,
we're
talking
about
this
in
english,
spanish
and
vietnamese
on
facebook
ads
and
coming
up
we're
working
on
an
11
by
17,
postcard
or
poster
trilingual
that
are.
Ideally,
we
will
have
posted
at
the
call
center
first
floor
city
hall
and
at
key
community
centers
again,
it's
just
another
form
of
trying
to
get
that
message
out.
There.
H
San
jose
water
company,
just
a
quick
note
on
san
jose
water
company,
their
program
is
very
much
identical
to
ours
and
their
outreach
strategy.
They
are
focusing
a
little
bit
more
on
on
simplified
chinese
to
really
focus
on
a
key
demographic
within
their
service
area.
A
Thanks
jeff
hi
everybody,
my
name
is
kia
o'hara,
I'm
the
program
manager
for
the
customer
contact
center
here
in
information
technology
department.
So
I'm
going
to
be
discussing
some
of
the
customer
service.
Improvements
specifically
for
water
representatives
are
encouraging
customers
to
apply
for
the
low
income
and
vulnerable
status.
That
jeff
was
just
referring
to,
as
well
as
providing
some
of
the
payment
plan
options
that
are
also
available.
A
Thank
you
now,
right
here,
we're
just
showing
the
volume
of
calls
that
are
received
specifically
related
to
water.
By
my
team.
These
type
of
calls
are
for
starting
and
stopping
of
water
services.
A
Billing
inquiries
is
our
top
call
related
to
water,
and
billing
inquiries,
of
course,
includes
online
assistance
with
accounts,
late
fee
waivers
payment
plans,
online
assistance
and
meter
inquiries,
and
then
this,
of
course,
is
the
team.
So
if
you've
ever
called
into
the
city-
and
you
wanted
to
ask
about
muni
water-
these
are
some
of
the
people
that
you
might
have
spoke
to.
I
At
the
start
of
the
pandemic,
the
state
issued
a
moratorium
on
power
disconnections,
which
meant
a
customer's
power,
could
not
be
turned
off
due
to
non-payment.
This
moratorium
was
in
effect
through
september
of
2021.
However,
pg
e
had
continued
to
pause
collection
into
2022
this
year.
Also,
customers
who
stay
current
on
a
payment
plan
are
protected
from
any
collection
or
disconnection.
I
As
john
mentioned,
the
california
arrearage
payment
program
or
cap
funding
is
a
state
program
using
federal
arpa
funds
to
help
with
overdue
utility
bills
and,
in
addition
to
creating
excuse
me,
in
addition
to
crediting
customer
overdue
bills
with
cap
funds,
san
jose,
clean
energy,
assisted
customers
throughout
the
pandemic,
by
connecting
them
with
resources
and
programs
to
help
them
pay
down.
Debt
and
lower
their
bills,
this
involved
an
extensive
multilingual
outreach
campaign
that
included
funding
community-based
organizations
to
help
reach
latinx
and
vietnamese
communities
and
those
without
access
to
internet.
I
Given
that
cap
funding
was
not
sufficient
to
cover
the
total
reported
arrearages
from
all
of
the
electrical
utilities,
statewide,
the
state
set
up
a
waterfall
method
to
prioritize
the
distribution
of
funds.
In
addition,
the
state
required
that
all
active
residential
customers
be
credited
the
same
percentage
of
their
eligible
overdue
balances.
I
Staff
in
the
information
technology
department
helped
measure
the
distribution
of
cap
credits
in
san
jose,
using
the
city's
equity
atlas
created
by
the
office
of
racial
equity.
Based
on
the
distribution
of
cap
credits,
staff
estimate
that
59
of
households
receiving
cap
assistance
make
less
than
121
778
dollars
per
year.
I
Using
the
same
equity
atlas,
you
can
see
that
two-thirds
of
tap
recipients
have
a
racial
equity
score
of
three
four
or
five
again.
The
state
was
very
prescriptive
about
how
the
cap
funds
should
be
credited
to
customers.
This
slide
and
the
previous
slide
show
only
the
results
of
the
implementation
of
those
program
requirements.
I
I'd
like
to
give
a
special
shout
out
to
metta
and
icann
for
all
their
help
connecting
us
to
the
latinx
and
vietnamese
communities.
Community-Based
organizations
like
them
are
trusted
sources
of
information
in
our
community.
We
could
not
have
done
this
outreach
without
them.
They've
been
incredible
partners
and
we're
lucky
to
work
with
them.
I
The
left
column
on
the
slide
has
programs
and
rate
options
from
san
jose
clean
energy,
whereas
the
right
column
has
programs
administered
by
others
which
san
jose
clean
energy
actively
promotes
as
well.
Finally,
assembly
bill,
205,
signed
by
governor
newsom
on
june
30th
of
this
year,
appropriated
an
additional
1.2
billion
for
a
second
round
of
funding.
Through
cap,
the
community
energy
department
will
follow
the
process
that
is
established
by
the
state
to
apply
for
and
administer
additional
cap
credits
to
customers
with
arrearages.
B
J
All
right
we're
big
win
here,
thanks
for
the
meeting
today
happy
september,
thanks
a
lot
for
this
item
on
the
last
few
panels,
there
you
showed
you're
trying
to
show
that
the
public
ways
how
they
can
be
a
part
of
this
new
era
where
we're
entering
and
how
they
can
get
relief
from
from
their
utility
bills.
Thank
you
for
that.
J
I
it's
a
great
example
that
we
really
need
to
be
sharing
as
a
community
process,
and
it
can
make
a
great
reference
for
people
to
refer
to
and
to
make
things
clearly
more
clearly
understood.
Thank
you.
It's
with
that
said.
Good
luck
on
how
to
make
sea
level
rise
issues
around
the
bay,
a
more
open
subject
that
can
be
easier
to
talk
about
as
a
full
community
process
in
our
future.
J
With
that
said,
I
wanted
to
speak
on
the
community
energy
items
that
it's
my
real
hope
that
I've
heard
that
the
the
commission,
the
community
energy
commission,
is
thinking
of
only
meeting
like
every
other
month.
At
this
point-
and
I
think
as
a
you
know,
it's
it's
a
board
that
is
meant
for
the
community,
and
I
I
just
hope
the
community
can
learn
how
to
ask
more
about
this
sort
of
commission.
J
Is
it
time
to
consider
to
use
hydro
energy
from
northern
regions
again
just
to
put
that
out.
There
is
a
question
for
yourselves:
it's
cleaner
energy
and
it
has
a
moral
questions
that
you're
worried
about.
So
I
respect
that
just
and
make
it
a
question
for
yourselves
thanks
a
lot
for
this
item
and
your
work.
Thank
you.
B
L
Thank
you.
I
thought
I'd
go
straight
for
to
the
actual
hand,
rather
than
the
virtual
hand.
I
really
appreciate
the
presentation
that
this
really
important
program.
L
I
had
a
question
that
I
guess
you
know
you
guys
talked
a
lot
about
the
efforts
that
the
city's
making,
which
are
considerable,
and
I
appreciate
all
the
outreach
my
screen
won't
work.
That's
why
I
can't
anyway
I'll
just
keep
raising
my
hand
I
and,
and
I
I
appreciate
very
much
the
the
multiple
ways.
L
J
L
Okay,
so
let's
say
it's
12.
since
you're
the
expert-
it's
probably
12.,
so
so
jeff.
L
If
we
were
just
to
do
the
math,
I
I
think
that
means
that
our
share
of
the
water
aid
money,
if
we
were
to
just
look
purely
by
population,
would
be
about
five
million
dollars
and
our
share
of
the
electric
utility
assistance
would
be
about
25
million
dollars.
L
H
L
L
I
know
there
are
obviously
higher
need
areas
of
the
state,
central
valley,
et
cetera,
and
I
wouldn't
expect
we
get
a
perfectly
proportionate
share,
but
we
are
a
very
small
fraction
of
our
proportionate
share.
Can
you
help
me
understand
better?
Why
we're
not
getting
something
closer
to
our
proportion.
I
Insurance
on
the
electrical
side,
all
of
the
load
serving
entities
like
you
know,
including
investor,
on
utilities
like
pg
e,
as
well
as
ccas
municipal
utilities.
Everyone
submitted
what
their
overdue
balances
were
from
that
window
of
time
march.
2020
through
september.
Excuse
me
through
june
2021,
and
that's
that's
how
it
came
out,
and
so
some
you
know
on
a
population
proportional
basis.
If
you
will,
there
were
some
regions
that
had
much
higher
percentages
of
you
know
much
greater
balances
relative
to
their
population
size
than
than
san
jose
clean
energy
did.
L
Okay,
thank
you
and-
and
there
were
not
enough
funds
to
satisfy
the
need
on
the
electric
side.
I
No,
I
was
just
I'm
sorry
to
interrupt
you,
but
so
the
the
second
round
of
cap
funding
is
intended
to
do
two
things
one
to
try
to
make
up
for
in
that
original
cap
window
march,
2020
to
june
2021
any
remaining
outstanding
debts,
as
well
as
covering
debts
for
the
second
half
of
2021
july
through
december.
So
it
remains
to
be
seen
what
the
submission
is
going
to
be
and
will
it
be
that
same
sort
of
proportion,
but
we
will
have
a
a
better
shot
and
there's.
I
It
appears
to
be
better
funded
this
time.
So
yeah
we'll
see.
H
Really
just
on
the
on
the
water
side,
yes,
it
was
about
a
billion
and
at
the
time
there
was
a
big
unknown
in
the
state
of
big
question
mark
on
what
is
what
is
the
liability
out
there
statewide
and
there?
There
was
some
discussion
of
this
back
in
the
december
timeframe
december
last
year
and
that
only
about
500
million
was
applied
for
by
all
the
utilities,
so
that
left
about
500
million
unaccounted
for
on
ask
for,
and
so
the
question
at
that
time
came
with.
H
L
B
Okay,
just
real
quick
questions
and
then
we'll
entertain
a
motion
here
on
slide.
13
zack,
you
mentioned
the
on
cap
credits
that
the
state
rules
were
very
strict,
but
I
was
concerned
to
see
the
low
proportion
of
people
being
helped
in
that
that
very
low
income
quintile
it
looks
like.
B
I
Pardon
me
so
the
one
one
one,
the.
I
You're
right
so
there
there
is
no,
there
was
no
income
gate
for
the
the
program,
so
any
anybody
who
had
overdue
balances
from
that
eligible
period
was
eligible
on
on
the
same
percentage
basis,
and
so
I
mean
was
strictly
you
know
the.
I
think
this
is
a
function.
What
you're
seeing
is
a
function
of
the
accounts
that
we
serve,
so
you
know
the
the
proportion
of
accounts
that
were
affected.
I
I
It's
just
mapping
to,
and
so
just
to
be
clear.
This
is
not
percentage
of
dollars.
This
is
percentage
percentage
of
accounts.
I
B
So
I
guess
my
question:
is
this
your
fifth?
It's
not
really
a
quintile.
Is
it
but
but
level
five,
which
is
households
whose
income
is
between
twenty
six
thousand
and
eighty
two,
eighty
three
thousand
000
accounted
for
just
under
4
of
the
households
who
were
helped
through
the
cap
program,
but
I'm
guessing
that
the
number
of
households
or
the
percentage
of
households
in
the
city
at
that
income
level
is
much
higher
than
four
percent.
Is
that
is
that
safe
to
assume.
I
I
I
believe
that
that
is
true.
I
think
what
this
perhaps
counterintuitively
seems
to
show
is
that
our
poorest
customers
were
doing
a
better
job
of
keeping
up
on
their
electrical
bills.
B
Is
that
right?
Okay
and
we
don't
okay,
and
we
don't
believe
that
we
somehow
inadvertently
missed
them
or
they
didn't.
I
mean
it
was
auto.
It
was
automated.
Basically
if
they
had
okay,
yes,
okay,
so
there's
not
a
design
flaw
necessarily
in
the
price.
I
want
to
make
sure
we
didn't
miss
in
our
implementation
or
that
the
state
rules
weren't
such
that
we
were
actually
helping.
Those
who
needed
help
the
least
no.
I
Have
been
a
function
of
you
know,
a
state
rule.
You
know
design
flaw.
Okay,
if
anything,
it
was
something
that
we
execute,
I
think,
is
highly
unlikely,
but
we'll
take
another
look
and
report
back
as
needed.
Okay,.
B
Yeah,
if
possible,
it
just
it's
kind
of
surprising
to
me
that
the
the
households
with
the
least
income
were
the
smallest
portion
of
folks
who
were
helped
by
this
program.
That's
just
very
counter-intuitive
to
me.
So
as
long
as
we
don't
think
that
we
inadvertently
missed
folks,
that's
fine,
and
then
this
is
a
question,
that's
very
out
of
character
for
me,
but
on
all
of
the
outreach
that
was
described,
which,
as
you
know,
I'm
generally
the
champion
of
let's
do
everything
from
door
knocking
to
being
on
youtube
and
let's
be
everywhere.
B
It
strikes
me
that
with
energy
and
water,
with
rate
payers,
it's
the
one
place
where
we
know
exactly
who
the
folks
are,
where
they
live,
probably
their
phone
number
and
who
needs
help
because
that
data
is
accessible.
Do
we
feel
like
the
resources
we're
putting
into
the
broader
broadcast
marketing?
Are
resources
well
spent
and
are
we
would
it
would
be
better
serve
putting
more
resources
into
the
granular
targeting
of
the
exact
households
that
we
know
need
the
help?
H
I
think
I'll
start
it
does
make
sense
absolutely
and
and
when
we
look
at
outreach,
we're
really
looking
at
as
a
dynamic
program
right
now
is
the
blanket
blanket
get
the
message
out
there,
but
absolutely
our
goal
is
to
kind
of
get
down
into
tailoring
it
because
we
know
we
know
where
people
are
we
we
know,
maybe
in
the
neighborhoods
and
and
there's
more,
that
can
be
done
more
targeted
right
now.
It's
a
very
broad
braced
approach.
Don't.
B
We
know
sorry
to
interrupt,
but
don't
we
know
actually
more
than
just
the
neighborhoods
I
mean.
Don't
we
literally
know
the
exact
household
at
the
household
level,
the
account
holder
who
needs
help
and
who
doesn't?
Basically
I
mean
don't.
We
know
who
I
mean,
we
know
who's
in
arrears.
We
know
how
much
don't
we.
H
You
know
that's
also
part
of
our
strategy
too
yeah.
We
know
who
is
and
before
as
we're
sending
notices
people
because
we
see
who
is
struggling
on
making
payments
and
right.
A
lot
of
this
is
outreach,
is
also
going
targeted
directly
to
those
customers
too.
Okay,.
B
That
customer
okay
and
I
assume
of
the
mix
of
outreach
the
majorities
go
into
that
very
targeted
to
the
folks
who
we
can
tell
need
to
help.
Yes,
okay,
okay,
great
all
right,
so
we
bought
my
colleagues
a
little
time
any
other
hands.
Are
we
good
to
go?
Oh
sorry,.
F
L
L
I
I
don't
know
if
it
was
the
same
chart
you
showed
before
around
income
eligibility
but
folks
in
the
in
the
lowest
quintile,
and
I
guess,
marked
by
number
five
in
terms
of
income
up
to
82
000
comprises
almost
all
the
folks
who
would
be
eligible.
If
I'm
thinking
about
the
same
income
eligibility.
Maybe
it
was
a
different
program,
but
we
showed
it
the
screen
size
before.
I
There
is
yeah,
there's
no
income
eligibility.
I
B
L
I
We
had
we
had
zero
flexibility
in
the
administration.
L
J
A
B
B
E
All
right
and
it
will
also
be
joined
by
two
others,
one
from
public
works
facilities
and
one
from
I.t,
but
just
as
a
intro
item
to
let
the
slides
get
up.
Tony
tabor
city
clerk
will
introduce
this
item
for
her
office.
Public
works
and
information
technology
on
digital
public
meeting
improvements,
tony.
A
Okay,
I'm
just
I'm
not
used
to
somebody
else
running
a
presentation
for
me
good
afternoon
today,
we'd
like
to
provide
an
update
to
our
hybrid
public
meetings,
improvement
project-
I'm
city
clerk,
tony
tabor
with
me
today-
is
walter
lynn,
deputy
director
of
public
works
and
drew
penny
project
manager
from
information
technology.
A
We
were
last
here
in
december
2021
to
talk
about
digital
public
meeting
improvements.
At
that
meeting,
we
presented
the
results
of
our
stakeholder
input.
At
this
time
we
are
providing
a
status
report
on
agenda
production
improvements
and
projects
to
modernize
meeting
spaces,
audio
visual
systems
and
broadcasting
to
enhance
public
meeting
and
hybrid
participation
by
in-person
and
remote
attendees.
A
The
current
software
utilized
by
the
city
has
a
steep
learning
curve
and
can
be
time
consuming
to
create
agendas.
Additionally,
many
staff
do
not
use
it
to
create
their
agendas
for
various
commissions.
Due
to
this
difficulty,
the
proposed
replacement
software
should
save
staff
time
and
allow
for
more
commissions
to
utilize
the
software.
A
In
addition
to
the
software,
public
works
and
information
technology
are
completing
sweeping
upgrades
to
the
audio
visual
equipment
in
council
chambers
and
meeting
rooms,
as
well
as
throughout
city
hall
in
other
conference
rooms,
to
provide
higher
quality
experience
for
both
the
public,
the
council,
members
and
staff.
Next
up
is
dhruv
hemni
to
take
you
through
the
timeline.
N
Videos
of
live
and
recorded
meetings
and
facilitating
meeting
management
for
all
county
meeting
bodies
through
its
rfp
process.
The
county
selected
a
vendor
as
the
best
value
proposer
and
entered
into
an
agreement
with
the
vendor
in
december
of
2021
city
staff,
utilized
the
county
selection
method
to
expedite
the
procurement
process.
A
summary
of
vendor
capabilities
were
presented
to
this
committee
back
in
december,
2nd
2021.
N
O
Thank
you
so
much
drew
good
afternoon,
chair
mayhem,
mayor
licardo,
members
of
the
committee
and
members
of
the
public.
I
am
walter
lin,
I'm
the
deputy
director
for
the
department
of
public
works
today,
I'll
be
sharing
with
you
updates
in
regards
to
the
capital
improvement
enhancements
that
we're
planning
for
in
the
council
chambers
the
committee
rooms,
as
well
as
the
conference
rooms
at
city
hall,
as
you
recall,
specifically
for
the
antiquated
equipment
here
in
the
chambers
and
the
community
rooms.
O
There
is
a
need
for
a
replacement
of
the
audio
visual
system
with
some
replacements
have
been
done
in
the
last
five
years.
There
is
the
incompatibility
issues
that
we're
experiencing,
with
still
older
system
components
still
back
from
2005
when
city
hall
opened
as
compared
to
the
newer
equipment
and
the
newer
software
applications
that
are
not
quite
compatible
with
the
existing
systems
and
as
such,
we're
still
seeing
some
troubleshooting
and
glitches
unfortunately
occurring
during
live
meetings.
O
The
the
main
scope
of
the
work
that
we're
looking
at
is
replacing
the
existing
system
with
an
all-in-one
unit
which
I'll
get
into
the
photograph
a
bit
more
as
well
too,
as
well
as
the
change
out
of
the
audio
system,
components
for
the
chambers
and
the
committee
rooms.
The
photo
that
we're
seeing
is
a
unit
that
we
are
anticipating
to
some
degree
to
be
replaced
here
on
the
dyess.
O
This
is
a
sample
unit
that
we
had
taken
the
existing
touch
screen
off
of
the
dies
just
to
see
what
it
would
look
like
in
regards
to
the
all-in-one
unit
for
voting,
which
are
the
color
coded
buttons
on
the
left,
the
14
inch,
touchscreen
or
larger.
If
the
technology
presents
itself
as
we
begin
ordering,
then
we
have
integrated
speakers
and
then
a
port
for
a
microphone
with
that
compact
consolidated
units.
There
is
going
to
be
more
surface
space
of
the
dies
for
documents
to
use
as
well.
O
O
The
initial
bid
that
we
released
was
in
early
february
of
this
year,
with
the
bid
opening
in
mid-march
two
bids
were
received,
though,
unfortunately,
both
bids
were
deemed
non-responsive
and
non-responsible
due
to
bid
irregularities
within
the
submittal
of
the
paperwork
and
as
such,
staff
re-looked
and
revised
the
scope
and
reissued
the
bid.
A
month
later
in
mid-april,
with
the
due
dates
in
early
june,
that
particular
bid
release
garnered
three
bid
responses,
two
of
which
were
considered
responsive.
O
The
project
was
unawarded
to
the
lowest
responsive
bidder
in
the
neighborhood
of
895
000,
with
a
15
contingency.
O
What
we're
seeing
here
is
the
project
schedule.
This
has
been
revised
since
we
finalized
our
presentation.
Last
week
the
contract
was
executed
and
received
backed
by
the
city
this
past
monday
august
29th.
O
We
did
release
a
notice
proceed
for
the
contractor
to
begin
starting
next
week
already,
with
the
first
billable
day,
11
days
later
on
september
16th,
the
design
permit
is
expected
in
late
october,
within
a
portable
system
to
be
in
place
in
early
january.
The
reason
why
we're
going
with
the
portable
system
at
first
is
we
don't
want
to
decommission
any
of
the
existing
system
components
until
we
know
we
have
a
portable
system
in
place
and
we
have
training
for
the
staff
to
use.
O
So
we
can
continue
public
meetings
in
the
beginning
of
january,
and
so
we
can
work
on
the
permanent
system
and
decommission
that
system
and
install.
At
the
same
time,
our
goal
is
to
not
interrupt
any
of
the
public
meetings
as
we
go
along
and
as
such,
the
contractor
is
only
going
to
be
available
to
administer
the
construction
work
friday,
saturday,
sundays
and
mondays,
allowing
tuesdays
to
thursdays
still
open
for
the
physical
space
here
and
the
use
of
the
equipment
for
public
meetings.
O
O
O
For
the
improvements
that
we
are
planning
for
in
the
conference
rooms
within
the
tower
and
the
wing
here
at
city
hall-
and
it
is
involved
in
installing
new
audio
visual
equipment,
monitors
cameras
and
audio
systems
along
with
the
hybrid
meeting
formats
within
the
various
conference
rooms
here
at
city
hall,
there
are
some
that
had
had
audio
visual
equipment,
monitors
and
some
camera
systems
and
then
some
that
didn't
have
any
equipment
at
all
for
consistency
and
availability.
O
We
went
through
and
assessed
and
inventoried
all
the
different
conference
rooms,
more
so
for
the
exterior
conference
rooms
as
well
as
key
interior
conference
rooms.
Those
are
what
the
budget
allowed
for
to
allow
for
more
newer
equipment
to
allow
for
the
hybrid
experience
the
equipment
procurement
is
complete.
That
has
been
done,
and
installation
and
integration
began
in
july
with
anticipation
for
installation,
completion,
testing
and
then
staffed
training
this
month
in
september.
O
We
understand
that
we
have
to
have
better
equipment
and
software
to
ensure
the
best
user
experience
and
for
engagements
for
all
participants.
That
includes
council
members,
committee,
members,
staff
and
the
public,
and
we
are
planning
and
integrating
the
new
meeting
management
system
and
new
hardware
to
be
compatible
with
each
other
for
efficiency
and
continuity
of
the
public
meetings,
not
just
for
the
now,
but
also
to
be
more
adaptable
and
that
can
evolve
for
any
of
the
futures
needs
really
trying
to
future-proof
what
we
have
now.
B
J
Openness
and
accountability
practices
and
I
will
be
continuing
to
learn
what
that
can
mean.
You
know
with
this
sort
of
digital
issues,
oh
and
thank
you
just
to
the
civic
center
television
department.
J
I
think
they
do
an
amazing
job,
craig
jetson,
when
I
write
and
and
write
him
with
problems
that
you
know,
public
meetings
are
having
on
youtube
and
such
he.
He
quickly
fixes
the
problem
every
time
and
he's
really
great
and
nice
about
it,
and
it's
that
accessibility
that
I
think
is
just
vitally
important
to
the
whole
process
that
he
does
really
well
and
just
a
real
thank
you
to
him
and
and
to
the
staff.
J
Good
luck
in
that
continued
good
work,
and
it's
with
that
that
you're,
describing
on
this
item
today,
there's
a
whole
new
series
of
privacy
concerns
that
will
have
to
be
considered
and
for
people
like
me,
just
everyday
people
wanting
to
attend
the
council
process.
How
can
that
be
safe
for
them?
How
can
they
feel
comforted
that
they
can
contribute
and
not
feel
afraid
and
that's
through
open
public
policies?
That's
being
able
to
explain
if
people
ask
questions
that
you
can
honestly
answer
them.
J
B
Thank
you,
okay.
I
don't
have
any
colleagues
here
with
their
hands
up
anybody
on
zoom,
no,
apparently
everyone's
very
satisfied
with
the
report.
Okay.
Well,
thank
you.
I
think
it's
great
that
we're
moving
in
this
direction
and
appreciate
everything
you're
doing
to
make
sure
we
can
continue
our
business
as
this
upgrade
happens,
I'll
go.
P
To
councilman
cohen,
I'm
excited
about
the
new
technology
looking
forward
to
getting
rid
of
these
clunky
things
up
here.
Can
you
just
tell
me
a
little
bit?
I
saw
the
thing
about
portable.
What
what's
that
mean
portable
versus
the
fixed
equipment.
O
So
it'll
look
very
similar
to
the
unit
that
was
shown
in
the
photograph
where
it
is
something
that
we
could
move
mobily.
So
if
we
have
a
meeting
say
in
the
chambers
here,
it'll
still
be
on
the
desktop
of
the
diocese
very
similar
to
the
aspect
of
a
touch
screen
visually
for
voting.
If
we
ever
need
to
have
a
meeting
in
the
committee
rooms,
we
can
move
that
mobile
unit
into
the
meeting
rooms
as
well
too,
or
even
on
the
18th
floor,
something
floor
or
wherever
it
is.
We
can
have
that
in
place.
O
P
O
And
again,
we
are
allowing
construction
only
from
fridays
through
mondays,
including
weekends
that'll,
hopefully
expedite
a
little
bit
of
the
work
as
well
too.
During
the
weekend.
Time
frames
still
allowing
tuesdays
to
thursdays
for
public
meeting
space.
B
J
A
B
E
Yes,
thanks,
sir
we're
going
to
be
joined
by
a
few
folks.
This
is
a
considerable
effort
that
draws
together
at
least
six
departments
to
create
coordinated
response
to
encampments
and
associated
needs,
prioritized
as
a
top
initiative
by
city
council
on
the
city,
road
map,
omar
passens,
deputy
city
manager
and
olympia
williams,
beautify,
sj,
division
manager
will
start.
The
item
for
the
team
andrew
will
be
in
a
support
role
for
the
project
as
well.
E
Q
Thank
you
rob
good
afternoon,
chairperson
mayhem,
mayor
le
cardo
vice
chair
jones
and
committee
members.
My
name
is
omar
passens,
deputy
city
manager
for
the
city
of
san
jose.
I'm
joined
here
with
olympia
williams,
beautify
san
jose
division
manager
and
drew
hamadi
the
id
product
project
manager,
the
encampment
management
system.
Q
Application
that
you
will
hear
about
today
is
actually
an
expansion
of
the
original
request
that
will
coordinate
across
at
least
six
city
departments
and
will
create
direct
access
to
key
data
for
elected
officials,
the
city
manager's
office
and
others
to
improve
responsiveness
and
drive
decision.
Making
the
system
will
achieve
three
overarching
needs.
Q
These
enhancements
are,
in
addition
to
the
core
functionality
of
managing
encampment
cleanup
and
are
essential
to
improving
the
overall
system.
However,
the
best
technical
system
will
only
work
if
its
users
are
faithful
to
it.
The
system
will
help
elected
leaders
and
the
public
understand
why
the
order
of
cleanup
is
what
it
is
at
any
given
location
and
ma,
and
maximize
equity
and
efficiency
by
using
quality
data
and
planning
to
drive
action
rather
than
other
considerations.
R
Good
afternoon,
hello,
chair
and
committee
members
and
members
of
the
public,
my
name
is
olympia
williams,
beautify,
sj,
division
manager.
I
am
excited
to
be
here
today
discussing
this
project.
Today's
presentation
will
focus
on
key
objectives
and
how
this
new
management
system
will
support
those
living
in
encampments.
R
The
cross-departmental
approach
that
we
used
and
priority
features
that
will
be
included
in
the
initial
phase,
our
key
objectives,
align
with
the
encampment
management
strategy
of
efficiency,
effectiveness
and
equitable
delivery
of
services.
First,
we
strive
to
be
efficient
in
how
we
deliver
services.
This
new
system
will
allow
for
a
more
efficient
method
to
submit
service
requests
and
eliminate
the
need
for
residents
to
rely
on
emails
and
phone
calls
to
report
issues
and
encampments
and
for
city
staff
to
better
track
and
respond
to
requests
for
services
throughout
the
process.
R
Second
city
departments
will
be
more
effective
as
an
intelligent
intake
process
will
allow
the
city
to
deploy
the
appropriate
city,
team
and
resources
and
better
coordinate,
work
across
program
and
department
lines
and
third,
by
having
a
method
to
easily
pull
data
and
generate
reports,
we
can
be,
we
can
more
equitably
direct
resources
and
deliver
services.
Additionally,
this
system
will
allow
various
city
departments
to
better
understand
how
well
we
are
performing
as
a
city
team
and
providing
services
to
those
living
in
encampments.
R
N
Great
thank
you
olympia
good
afternoon,
mr
chair
honorable
mayor
committee,
members,
members
of
the
public.
My
name
is
true:
vamadi
products,
projects
manager
from
the
information
technology
department,
so
staff
from
the
city,
manager's
office,
parks,
recreation
and
neighborhood
services,
beautify,
sha
program,
the
housing
department,
department
of
transportation,
police
department,
fire
department,
environmental
services
department
and
the
information
technology
department,
team
to
identifying
camp
and
data
needs
and
key
workflows
required
by
the
respective
departments.
N
Sj311
was
determined
to
be
the
primary
channel
for
requests
to
be
submitted
and
for
communicating
status.
The
process
informs
the
development
of
the
beautify
sj
in
camden
management,
data
structure
and
business
system.
So
there
are
four
key
aspects
to
this
project
approach:
number
one:
a
plan
consisting
of
specific
requirements
and
key
features
of
the
encampment
system;
number
two:
the
budget
required
by
city
staff
to
build
and
sustain
the
system,
some
of
which
has
already
been
allocated
to
this
effort.
N
So
here
you
can
see
a
high-level
process
flow
of
our
vision
for
the
encampment
system.
Note
that
this
is
initial
and
will
likely
be
refined
over
time
to
the
left,
our
residence
council,
members
and
staff
who
submit
encampment
service
requests
via
ashley,
311
and
potentially
other
channels
in
the
middle.
The
internal
work
management
system
intakes
requests
routes
them
to
the
right
departments
to
address
and
captures
reports
and
analytics
and
services
deployed.
N
N
So
the
encampment
system
will
be
developed
using
a
mixed,
agile
methodology.
This
will
allow
the
city
to
build
and
maintain
the
best
most
user-friendly
system
responsive
to
the
needs
of
our
residents
and
community.
It
will
consist
of
the
first
release
version
of
the
encampment
system,
with
the
requirements
identified
on
the
slide
included
and
then
subsequent
iterations
of
the
camden
system
based
on
user
feedback.
N
So
it's
very
important
to
note
that
the
city
is
really
entering
uncharted
territory
with
this
system
based
on
staff
research.
No
city
currently
has
such
a
unified
system
in
place
that
addresses
all
of
the
aspects
discussed.
A
high
level
of
coordination
will
be
required
among
a
variety
of
stakeholders
and
partners.
N
The
system
will
need
to
be
extremely
customized
to
address
the
needs
of
our
residents
and
to
be
well
maintained
over
time.
Finally,
staff
anticipates
in
the
range
of
fifteen
thousand
twenty
five
thousand
in
campaign
services
requests
annually.
This
increased
demand
will
impact
the
beautiful
sga
team
and
associated
departments.
N
A
past
experience
with
sj311
provides
a
lot
of
lessons
that
staff
will
need
to
plan
for
that
volume
how
to
incorporate
proactive
strategies
and
maintain
equitable
service
delivery.
Adjustments
to
required
resources
and
service
strategies
will
be
evaluated
during
the
first
year
as
patterns
and
trends
develop.
N
While
the
system
is
in
development,
we
will
go
through
procurement
award,
the
contract
to
the
right
vendor
and
implement
the
system.
We
will
conduct
an
in-depth
design
review
of
the
system
and
then
finally,
we
will
go
live
with
the
best
possible
system
addressing
the
encampment
needs
of
our
residents
efficiently,
effectively
and
equitably.
I
will
now
turn
it
back
to
omar
pass.
Q
Thanks
drew
I
neglected
to
mention
initially,
we
were
also
joined
by
andrea
flores,
shelton
deputy
director
for
prns,
as
well
as
reagan
henninger,
the
deputy
director
for
housing
department,
key
players
in
this
process.
As
you
can
see,
there
is
a
considerable
complexity
in
a
system
for
which
multiple
interconnected
dependencies
exist.
Q
Excuse
me,
it
will
drive
development
of
clear
performance,
outcome,
customer
service
and
equity
measures
and
will
better
support
our
collective
understanding
of
the
impact
of
our
work,
not
just
on
beautification
and
cleanup,
which
is
critical,
but
on
helping
improve
the
lives
of
san
jose
residents,
both
housed
and
announced.
Excuse
me
thank
you
for
your
time
and
we
are
here
for
any
questions.
B
J
All
right
glare
beekman
here,
thanks
for
this
item,
you
d-
this
is
things
that
are
involving
ai.
It
sounds
like
in
the
future
of
your
data
collection
practices.
Good
luck,
good
luck
and
how
to
bring
in
you
know,
you're
bringing
in
an
efficiency
here
you're
talking
about
very
well,
which
is
neat
and
exciting,
and
hopeful-
and
well
it's
loud
sorry
about
that.
But
it's
from
that
that
we
really
have
to
be
considering
the
human
element
involved.
J
Very
much
of
a
thank
you
that
you've
talked
about
in
june
that
you're
starting
a
new
equity
with
data
collection
programs,
and
that
can
really
really
help
address
this
sort
of
issue,
because
there's
a
human
element
component
that
I
don't
know.
This
really
needs
to
be
talked
about
for
this
sort
of
item.
J
I'm
hoping
that
in
your
efficient
practices
that
this
can
also
teach
yourselves
how
the
notification
process
of
possible
future
asking
people
to
leave
encampments
that
that
can
be
a
process
that
can
develop
as
well.
It
can
be
easier
to
simply
make
a
notification
process.
You
know
a
week
two
weeks
in
advance
that
encampments
will
have
to
sometimes
be
shut
down,
but
I
hope
you
know
that
this
work
isn't
just
simply
to
lower
the
boom
on
encampments.
J
You
operate,
it
can
provide
services,
housing
support
and
it's
those
kind
of
concepts
that
I
just
think
are
more
interesting
to
talk
about
as
a
community
process,
and
it
takes
a
little
bit
of
work,
and
but
it
has
a
better
reward
in
how
to
talk
about
those
things
more
openly,
instead
of
how
how
to
better
lower
the
boom
on
people.
J
So
good
luck
with
this
issue.
Hopefully
I
I've
addressed
a
more
open
way.
These
ideas
can
work
in
a
more
human
way.
I
hope
we're
all
figuring
this
out
together.
Thank
you.
P
Yeah,
thank
you.
I
want
to
thank
you
for
this
report
and
what
looks
to
be
a
very
thorough
project.
I
mean
there's
a
lot
of
elements
of
this
project.
P
It's
making
me
a
bit
nervous
all
the
things
that
this
is
trying
to
undertake.
It
also
makes
me
particularly
nervous
when
we
can't
find
when
we're
trying
to
build
something
ourselves
and
start.
You
know,
building
an
internal
application
rather
than
find
things
outside.
So
I
guess
my
first
question
talk
a
little
bit
about
the
scope
and
how
we're
going
to
you
know
build
this
using
what
we
already
have.
I
think
there's
some
integration
with
sj311
plus
some
new
back
ends,
and
a
lot
of
things
can
be.
P
Q
I'm
going
to
pass
over
to
drove
in
a
second,
but
I
think,
just
to
frame
out
the
sort
of
larger
context
about
sort
of
building
ourselves.
It's
important
to
recognize
that
what
what
dhruv
was
alluding
to
is
that
there
are
the
combined
pieces
of
functionality,
do
not
exist
in
any
one
system,
but
the
but
the
core
components:
the
issues
around
connecting
people
in
an
encampment
to
outreach
workers,
etc.
Those
exist
in
seattle,
denver
new
york,
so
it
isn't.
It
isn't
a
fully
customized
built
from
the
ground
system.
N
Yeah,
thank
you,
omar.
I
think
that's,
that's
exactly
right,
so
I
think
the
the
core
components
exist
to
build
this
kind
of
solution,
but
the
the
you
know
the
really
heavy-duty
work
is
going
to
be
kind
of
getting
through
what
are
all
the
different
workflows
and
services
that
are
related
to
in
camp
and
management.
There
are
several
it's
going
to
really
be
a
coordinated
approach
among
a
lot
of
different
departments,
so
really
identifying
those
building
that
workflow
out
and
then
integrating.
N
You
know
our
system
that
allows
residents
to
provide
requests
to
city
staff
actually
311,
but
potentially
other
services
in
the
future,
integrating
that,
with
an
internal
work
management
system
that
we
could
procure,
you
know,
we've
released
an
rfi,
we're
kind
of
surveying
and
understanding
the
market
better
in
terms
of
what's
available,
but
integrating
that
with
that
intake
system
and
then
also
making
it
allowing
it
to
speak
with
all
the
various
databases.
The
cities
currently
maintains,
so
that
all
that
data
is
available
for
staff
to
deploy
resources
effectively.
E
And
actually
vice
chair,
let
me
start
off
the
first
thing:
we're
going
to
do
is
actually
the
human
center
design
process
and
understand
all
the
different
stakeholders
and
what
the
requirements
are
as
omar
alluded
to.
We
do
see
a
lot
of
systems
that
do
pieces,
so
the
encampments
management,
the
bio-waste
reporting
and
resolution
some
of
the
3-1-1
vehicle
complaints
and
those
types
of
features
but
merging
across
all
those
departments.
E
So
we
don't
step
on
each
other
that
we're
highly
coordinated
and
that
we
then
have
all
the
data
feed
into
a
data
lake
where
we
can
assess
our
work
for
a
performance
standard
and
a
customer
service
standard
that
that's
new
and
we
don't
see
anything
that
does
that
out
there.
So
the
trick
is
number
one
understanding
all
of
those
needs,
and
those
audiences,
internal
and
external,
as
well
as
as
omar
brought
in
even
how
we
interface
with
the
county
and
the
hmis
system.
So
we
can
get
to
people
that
we're
helping.
E
That
is
a
leap
that
we're
going
to
be
taking.
So
the
next
steps
are
actually
to
do
that
design,
work
to
do
the
estimations
on
budget
and
the
procurement
process
to
map
that
out
and
then
to
have
another
discussion
with
council
about
how
this
looks
like
in
terms
of
resources
to
create
it
to
fund
it
and
then
to
make
sure
that
what
we
build
can
last
and
it
is
separate
from
the
the
vehicle
blight
system,
but
they
do
have
some
overlap
because
some
of
those
complaints
do
intersect.
E
But
this
this
is
big,
you're,
absolutely
right
and
we
do
multi-departmental.
Those
are
also
high-risk
projects.
So
you
see
all
the
smart
people
in
the
room
and
the
dedication
and
sense
of
urgency
on
this.
One
council
put
it
on
the
city
roadmap.
So
we
know
it's
one
of
the
things
that
we
have
to
get
done
and
then
we
have
to
perform
on
by
the
end
of
this
fiscal
year.
P
E
That
integration
map
and
then
potentially
procurement
and
omar
has
a
lot
of
insight
from
his
experience
from
the
outside
as
well,
but
we
have
a
lot
of
people
with
insights
from
a
lot
of
different
angles.
So
if
there's
ever
a
chance
for
success
that
at
this
type
of
project,
I
think
we
have
it,
but
there
will
be
a
procurement
element
in
addition
to
the
build
and
it's
just
making
all
those
pieces
work
together.
Well,.
P
So
a
lot
I
mean
a
lot
of
the
elements
of
this
tool
are,
for
some
of
our
internal
use
staff
to
use
to
keep
track
of
everything
that's
happening
in
the
encampments.
You
know.
One
of
the
things
I
was
interested
in
was
the
ability
for,
like
a
council
office,
for
example,
to
be
able
to
be
able
to
go
in
and
see
what's
happening
at
encampments
in
our
district.
P
How
do
you
envision
our
offices
being
able
to
better
respond
to
these
kind
of
needs
from
our
our
communities
and
constituents.
Q
Thanks
for
that
question,
council
member-
and
I
think
there
are
two
points
I'd
make
one-
I
I
think,
the
the
system
that
we're
looking
at
and
it's
a
few
steps
early
but
allows
for
user
access
sort
of
permission
levels
at
the
aggregate
level
right.
Q
So
so,
while
while
it
will
be
true
that
there
will
be
personally
identifying
data
that
will
not
be
available
because
of
all
the
priority
privacy
restrictions
that
you're
familiar
with,
but
there
will
be
a
way
to
set
permission
levels
so
that
staff,
members
and
council
offices
etc
will
have
an
opportunity
to
pull
aggregate
reports
about
x,
location
or
y
location
and
be
able
to
understand
that
piece.
Q
Part
of
the
reason,
I'll
just
add
that
it's
important
that
we
have
the
the
portion
of
this
system
that
is
connecting
to
the
the
outreach
ecosystem
is
that
part
of
our
current
system
involves
notifying
outreach
before
an
encampment
might
be
disbanded
or
abated,
and
so
our
ability
to
to
streamline
that
process
to
make
it
clearer
and
automated
will
improve
our
ability
to
get
that
support
out.
There.
P
Okay,
yeah-
and
I
heard
you
say
before
aggregate
level
information.
Obviously
you
know
we
wouldn't
want
to
make
to
have
access
to
individual
identifiable
information,
but
when
I
heard
aggregate
I
was
thinking
you
know
larger
scale
like
district
level,
but
but
having
aggregate
information
about
a
specific
location
is
very
helpful
to
us
as
well,
and
so
you're
saying
that
kind
of
information
would
be
available,
at
least
that's
the
goal
in
the
system.
Eventually,
I.
Q
Think
that's
a
good
way
to
describe
it
as
the
goal
of
the
system.
There
are
obviously
some
in
the
design
process
that
rob
is
just
alluding
to
figuring
out
exactly
what
that
looks
like
at
the
encampment
level
will
be
important.
An
encampment
with
one
person
becomes
really
hard
to
to
make
it
anonymize
an
encampment.
That's
you
know
a
half
a
block
or
something
is
a
little
bit
different.
So
that's
part
of
our
what
our
our
team
will
have
to
work
through
for.
P
Sure,
right
and
that's
understood,
you
know
we
off.
We
often
also
need
to
have
just
visibility
to
how
many
people
are
in
our
district.
How
many
people
are
on
the
streets
in
general?
What
are
the
what's?
The
distribution
of
them?
We
often
you
know,
as
I
drive
around,
I
even
see
spots
that
I
didn't
realize
existed
and
maybe
other
systems
knew
about.
Will
we
be
able?
Will
this
help
will
help
us
have
some
visibility
as
to
those
kind
of
numbers
that
we
have
around
the
city.
Q
So
the
short
answer
is,
is
yes,
I
think
the
the
more
nuanced
answer
is
again,
as
the
system
gets
built.
One
of
the
pieces,
that's
important
is
around
geo-locating,
where,
where
people
who
are
experiencing
homelessness
are
at
least
in
approximate
level-
and
there
are
a
number
of
other
systems
that
have
done,
that
around
sentences
etc,
where
you
sort
of
geolocate
to
not
the
exact
location,
but
very
very
close,
so
that
you
do
get
some
of
that
anonymization.
Q
But
it's
it's
important
for
the
point
you
mentioned
for
you
to
know
how
many
x
fill
in
the
blank
are
there
in
this
part
of
my
district
or
that
part
of
my
district
so
that,
as
you
as
our
elected
leaders,
start
to
plan
and
budget,
you
can
do
so
in
a
way.
That's
driven
by
like
accurate
data.
Now
people
move,
we
understand
that,
but
what's
what's
sometimes
surprising,
is
we
see
that
people
don't
often
do
not
move
as
much
as
we
think
they
move?
Q
R
If
I
can
also
add,
I
know
in
our
previous
conversations,
there's
been
a
lot
of
interest
in
knowing
has
the
has
someone
been
to
the
encampment
has
clean
up
occurred?
Has
someone
has
outreach,
been
there
we're
hoping
that
with
this
system
that
that'll
be
easier
for
council
offices
to
pull?
So
you
get
a
complaint
on
monday
or
tuesday,
and
someone
said
something
wasn't
someone
wasn't
there,
your
staff
can
say:
oh
the
encampment
was
actually
serviced
on
x
and
these
are
the
types
of
services
that
occurred
at
that
particular
location.
P
You
read
my
mind
on
the
follow-up
question.
I
was
going
to
ask
exactly
that,
because
my
primary
interest
is
being
able
to
say
when
a
resident
says:
we've
got
this
encampment
here
for
me
to
say:
well,
three
times
this
year
we've
had
staff
go
out
talk
to
the
residents,
some
of
them
took
service.
I
mean,
if
there's
any
kind
of
information
that
we
can
have
that
you
know
that's
somewhat
aggregated
but
just
says
hey.
We
we
placed
several
people
we've
or
we've
actually
provided
services
x,
y
and
z
to
this
site.
P
It
helps
us
be
able
to
communicate
with
the
residents
about
what
we're
getting
or
what
maybe
else
we
need
to
do
at
that
site.
So
I
appreciate
that.
Thank
you.
Is
this
going
to
a
system
going
to
going
to
be
able
to
tie
into
the
homeless
management
information
system
that.
F
Q
So
the
tbd,
I
think,
is
the
answer
on
that.
It's
it's!
Other
communities
have
found
a
way
through
data
use
agreements
to
create
bridges
between
systems
actually
home
base.
A
consultant
that
does
a
lot
of
work
around
this
region
and
elsewhere
actually
released
a
pretty
comprehensive
report
about
that
bridging
process.
But
I
would
say,
as
to
santa
clara
county,
we're
going
to
have
to
carefully
work
with
our
continuum
of
care
about
what
that
looks
like
where
the
firewalls
are
and
how
to
get
that.
Q
The
the
the
data-
it's
it's
more
like
a
precursor
to
the
hmis
system,
right,
because
we
don't
want
our
public
works
person
who
might
come
in
contact
with
the
person
on
this
on
the
street,
they're
not
going
to
be
in
hmis
and
they
shouldn't
be,
but
they
should
be
able
to
easily
connect
to
somebody
who
is-
and
that's
the
that's,
the
connection
we're
trying
to
make
okay.
P
Thank
you
and
my
last
question
kind
of
a
follow-up
to
the
very
first
one
about
you
know
we
don't
have
an
off-the-shelf
solution.
Obviously
we're
doing
we're
combining
some
off-the-shelf
solutions,
we're
building
something
somewhat
custom.
P
It
occurred
to
me
it's
not
just
about
this
project,
but
about
other
things,
we've
done
as
a
city,
other
cities
would
love
to
be
able
to
do.
Some
of
this.
Have
we
ever
considered
how
we
might
build
some
of
these
systems
collectively
with
other
jurisdictions,
so
that
we're
not
inventing
things
locally
and,
and
even
when
we're
done,
we
can
whether
it's
sharing
the
resources
to
build
it
or
even
sharing
the
technology
we
developed
for
some
revenue
to
help
other
cities
build
their
own
systems.
E
Yeah
I'll
take
the
the
first
sweep
at
that
one
and
then
omar
and
dhruv
can
speak
to
this
in
particular.
So
we
did.
We
have
that
experience
we
with
exege
and
the
housing
system
have
actually
done
that
before
with
a
was
it
contra,
costa
or
san
mateo
county.
E
E
L
L
I
I
can't
help
but
think
we've
got
to
get
to
either
an
agreement
with
the
county
that
enables
us
to
get
some
level
of
access
to
hmis.
We
don't
need
to
know
the
medical
information,
but
at
the
very
least,
we
need
to
be
able
to
identify
people
by
at
least
what
name
they
want
to
be
called
in
some
way
because
we've
been
through.
So
many
of
these
challenges
where
you
know
to
take
the
guadalupe
as
an
example
people
we
said:
okay,
we're
clearing
the
area.
Everyone's
here
is
going
to
get
housed.
L
Nobody
else
move
in
people
move
in
and
we
need
to
really
be
able
to
identify.
Who
was
there?
Who
wasn't
so?
We
can
at
least
provide
the
appropriate
level
of
service
and
in
some
cases,
say
well.
You
can't
be
served
here,
because
this
is
not
where
we're
housing.
Anyone-
and
so
I
guess
I
just
want
to
ask
you
know-
are:
are
we
starting
conversations
with
the
county
at
this
point
about
forming
some
kind
of
data,
trust
where
we
can
get
some
level
of
access
to
hmis,
at
least
to
be
able
to
identify
people.
Q
So,
there's
a
couple
answers
to
that
question.
The
the
first
is.
We
have
started
having
conversations
with
with
the
the
county,
but
I
would
call
them
very
early.
I
mean
we're
still
early
in
the
pre
design
on
this
and
we
want
to
try
to
be
good
partners
at
the
very
earliest
stages.
So
so
part
of
the
answer
is
that,
yes,
we
understand
that
there
needs
to
be
some
connectivity
to
to
the
hmis
and
and
the
continuum
of
care.
Q
The
other,
though,
is
it's
important
to
consider
this
as
almost
like
a
daisy
chain
to
the
hmis
system,
they
have
a
process
and
they've
shared
the
process
by
which
some
of
our
people
could
actually
become
gain
access
to
to
hmis,
so
it
wouldn't
be
a
hard
firewall,
but
the
thing
is
it's
who
we
want?
We
do
want
our
therapeutic
folks
that
are
going
to
be
coming
on
board
in
parks,
recreation
and
neighborhood
services
to
have
access.
That
makes
sense.
Q
We
probably
don't
want
some
of
our
folks
who
are
not
involved
in
homeless,
outreach
and
services.
So
so,
really
it's
about
sort
of
managing
those
connections.
S
I
just
want
to
add
something:
mayor
reagan,
henninger
with
the
housing
department,
the
homeless
response
team
does
have
access
to
hmis
and
we
pull
reports
and
we
look
up
people
and
we
have
a
coordinated
joint
list
using
your
example
of
guadalupe
gardens.
We
have
a
coordinated
joint
list
for
the
people
at
guadalupe
gardens,
so
we
we
do
have
access,
but
I
think
it's
as
omar
articulated
it's.
How
are
we?
How
are
we
getting
the
systems
to
talk
and
share
information.
L
Okay,
thanks
very
appreciate
that
thanks
so
much
so
at
the
very
least
today
we
can
readily
be
able
to
say
I
know
this
person
was
here
the
last
time
we
did
this
outreach
in
this
encampment
right.
We
can
identify
a
person
who
was
there
previously
or
not.
L
S
So,
yes,
we
have
been
talking
to
the
county
about
and
what
we
call
an
encampment
outreach
model
which
could
set
like
geo
fences.
If
you
will
for
a
specific
encampment
and
we
can,
we
can
geographically
assign
someone
so,
for
example,
in
hmis
we
have
created
a
a
location
for
all
the
guadalupe
gardens
people,
but
it
does
not
happen
consistently
in
hmis,
for
you
know,
we
know
there's
200,
encampments
or
more
in
san
jose.
There
are
not
200
encampments
in
hmis
right.
You
know
geofenced
identifying
joe
at
santa
clara,
and
you
know.
L
N
Yeah,
mr
mayor,
I
think
we
look
at
success
in
really
three
different
buckets
number
one
performance
right.
Are
we
delivering
the
services?
You
know
our
residents
are
asking
us
to
deliver
in
a
responsive
way
in
you
know,
you
know
the
right
amount
of
time.
Those
are
performance
metrics.
Then
we
got
to
look
at
customer
service
metrics,
which
is
our
customers
and
our
residents
pleased
with
the
level
of
services
that
we're
providing
them
and
then
finally,
number
three
is
really
looking
at
continuous
improvement.
N
So
are
we
constantly
thinking
about
where
we
can
improve,
deploy
services
more
efficiently,
equitably
and
effectively
over
time?
So
I
think
if
you
look
at
metrics,
we
haven't
determined
specific
metrics
within
those
buckets
yet,
but
I
think
that's
the
way
we
like
to
think
about.
Are
we
doing
a
good
job
here.
M
M
Is
andrea
flora,
shelton,
deputy
director
with
pureness?
I
also
want
to
just
have
the
caveat
in
terms
of
responsiveness
or
customer
resolve
that
encampment
management
is
different
than
removing
graffiti
yeah.
Encampment
management
is
different
than
has
that
vehicle
been
towed.
A
non-lived-in
vehicle
yeah.
M
Yeah
yeah,
so
so
back
in
may
we
walked
you
through
sort
of
our
our
decision
points,
but
also
our
goal
about
responsiveness
would
be.
Thank
you.
We
understand
there's
an
encampment
there.
We
will
assess
it
when
we
go
to
assess
it.
Are
we
providing
it
at
one
of
our
trash
services?
Right
that
could
be
resolution?
It
is
now
enrolled
in
cash
for
trash
it
is
now
enrolled.
It
is
now
going
to
receive
bi-weekly
service
weekly
service,
whatever
that
need
is
to
reach
cleanliness
cooperation
or
it
could
be
wow.
M
This
is
not
in
the
right
location,
so
we
may
need
to
abate
so
again
back
to
what
the
customer
wants.
We
just
have
to
manage
expectations
around
that
with
this
crisis
level,
situation
that
we're
creating
a
service
delivery
model.
For
mr.
Q
Mayor,
I
think
it's
also
useful
if
we
zoom
out
from
some
of
the
sort
of
immediate
level
conversations
to
get
to
what
does
success
really
look
like.
We
have
to
have
a
better
handle,
we're
talking
about
expanding
one
part
of
the
funnel
right,
but
there's
got
to
be
enough
human
beings
to
go
connect
with
those
the
people
who
are
there,
because,
ultimately
we
don't
want
trash
and
people
living
in
the
streets.
We
want
them
in
houses,
but
we
have
to
figure
out
like
how
big
get
our
hands
really
around.
Q
How
big
that
issue
is
across
these
encampments,
get
a
common
definition
of
encampments,
be
able
to
figure
out
like
do
we
have
enough
outreach
actually
getting
there.
Those
will
allow
us
to
get
to.
I
think
the
practical
performance
question
which
is
what's
what's
happening
at
a
macro
level,
with
getting
people
out
of
the
streets
and
also
keeping
more
of
our
public
spaces,
clean
and
and
and
well
maintained.
L
I
I
I
appreciate
all
the
the
responses
I
guess
going
to
the
first
response,
which
really
broke
this
down
into
kind
of
three
questions,
which
is:
what
is
the
resident
asking
for?
Is
the
resident,
satisfied
or
happy?
And
then
third,
are
we
improving?
I
really
appreciate
the
third
which
is:
are
we
improving?
I
think
this
is
going
to
be
really
important
and
helpful
for
us
to
understand
how
we
can
improve
our
response
in
lots
of
ways.
L
I
I
think
you
know,
as
suggested
by
andrea's
remark.
I
think
we
need
to
rethink
those
first
two,
because
we're
not
responding
to
in
this
case,
to
resolve
the
concern
of
a
resident
we're
responding
to
do
the
best
we
can
to
provide
services
to
people
who
need
services
in
a
happy
world.
L
Those
services
would
include
housing
and
where
they
don't
include
housing,
we
do
the
best
we
can
to
ensure
at
least
the
people
are
safe,
they're
living
in
sanitary
condition,
etc,
and
so
I
think
it's
really
important
for
us
to
spend
the
time
to
be
really
explicit
about
what
success
is
with
this
and
with
25
000
service
requests
a
year.
If
that's,
what
we
anticipate,
obviously,
if
we
track
is
the
caller
happy
with
the
outcome?
Well,
we're
gonna
have
a
very
small
percentage.
L
We're
gonna
be
happy,
because
what
they
want
is
for
the
encampment
to
be
gone
off
out
of
the
park
where
their
children
play
and
the
best
result
may
be
that
we
manage
the
to
move
the
encampment
to
a
place.
That's
far
away
from
the
playground
and
a
place
that
is,
is
relatively
clean
and
sanitary
and
we've
got
people
hooked
up
and
in
a
system
where
we
hope
within
a
matter
of
weeks
or
months,
we
can
get
them
back
on
their
feet
and
house.
L
So
I
I
can't
help
but
think
that
part
of
this
in
this
system-
and
I
know
this-
has
been
an
ongoing
pain
point
with
the
3-1-1
system-
isn't
just
about
providing
the
service.
It's
about
providing
information
back
to
the
caller
back
to
the
resident
and
educating
residents
about.
This
is
what
we
are
able
to
do,
or
this
is
what
we
are
going
to
do.
So
your
expectations
are
not
going
to
be
unmet.
L
Q
L
Yeah,
I
I
appreciate
that
very
much.
I
agree.
This
is
going
to
be
very
valuable
information
for
policy
makers
and
for
all
of
you
and
all
of
us
I
mean
I,
I
ask
myself
all
the
time:
how
do
we?
How
are
we
really
doing
with
cash
for
trash?
You
know-
and
I
we
just
had
some
of
our
team
members
out
there
talking
to
residents
yesterday
and
the
response
from
the
on-house
residence
was
really
positive,
but
I
know
we'd
really
love
to
know.
L
E
Three
comments:
mayors
in
the
language
you'll
see
that
we
said
follow
through
and
follow
up.
The
follow
through
is
written
not
as
the
as
measured
by
that
we'll
come
up
with
acknowledges.
What
you're
saying
is.
Sometimes
the
success
measure
isn't
complete
fulfillment,
it's
not
trash
is
there
trash
is
removed,
there's
a
continuum
for
some
of
these
people
and
how
we
can
help,
and
some
of
it's
voluntary
and
so
forth.
P
E
Follow-Up
is
exactly
what
you
said
about
the
communication.
Sometimes
we
can
say
here's
what
we're
doing,
and
this
is
the
the
reason
to
response,
but
it
might
not
be
what
you
want
to
hear
and
we
see.
Sometimes
you
have
contentious
transactions
where
some
people
want
all
calls
all
cars
towed
and
the
people
who
own
those
cars
say.
I
don't
want
my
car
towed
right.
Those
types
of
interactions
both
have
a
right
kind
of
a
thing
yeah,
but
you're
also
right
the
continuous
improvement.
E
Probably
the
greatest
treasure
in
this
process
is
going
to
be
how
we
track
and
monitor.
So
we
can
be
more
insightful
and
see
the
patterns
and
make
better
decisions,
but
it
will
be
a
process
to
work
with
you
and
staff
to
figure
out
what
that
data
is
telling
us
and
where
we
want
to
press
the
needle
and
bend
the
arc
great.
L
E
L
Yeah
and
I
I
hope
that
we
are
spending
a
lot
of
time,
thinking
about
how
exactly
we
are,
whether
it's
through
an
automated
process
like
311
or,
more
broadly,
how
we're
informing
the
public
about.
L
Why
they're
not
satisfied.
You
know
what
what
is
we're
able
to
do,
what
we're
not
able
to
do
and
why.
I
think
that
that's
important
for
the
public
to
hear
I.
I
was
nudged
by
a
member
of
my
of
our
team
in
innovation
and
technology
around
whether
you
might
need
some
help
getting
a
fuse
fellow
or
two
on
board.
L
If
we
are
really
able
to
integrate
hmis
in
the
meaningful
ways,
we're
now
doing
with
outreach
into
a
broader
chemin
response,
if
we
were
also
able
to
do
that
with
vehicles
so
that
we
could
end
the
sort
of
the
the
state
of
paralysis
that
we
have
with
the
situation
of
our
our
city,
staff
are
responding
to
an
abandoned
vehicle,
call,
not
knowing
whether
or
not
somebody's
living
in
the
car
or
not
the
ability
to
integrate.
That's
that
they
can
just
tow
a
car.
L
Q
Thank
you,
mr
mayor
and
I'll
just
dhruv
mentioned
in
one
of
the
slides.
I
can't
remember
which
one
now
that
in
the
sort
of
second,
maybe
second
generation
or
or
after
the
first
implementation
phase,
looking
at
how
to
do
that
and
the
the
one
I
think,
additional
nugget
there
is
vice
mayor
jones
and
councilmember
mahan,
actually
brought
forward
an
item
that
we'll
be
coming
back
with
in
november.
B
Awesome
thanks
mayor
and
I'll.
I
think
it
was
very
well
articulated,
but
I
was
also
going
to
bring
up
the
question
of
managing
expectations
if
I've
learned
anything
from
watching
the
way
that
the
community
has
reacted
to
our
efforts
to
address,
abandoned
vehicles
or
illegal
fireworks,
it's
that
gap
between
what
our
constituents
really
want
to
see
and
what
they
hope
we
can
do
for
them
versus.
B
Is
the
starting
place,
really
constituent,
requests
and
concerns,
or
is
it
maybe
before
we
even
integrate
with
3-1-1,
really
nailing
down
the
data
or
crm
management
that
we
need
to
to
deliver
the
services
that
we
want
to
deliver
to
our
encampments
and
I'm
not
sure
if
you're
thinking
about
it
from
both
angles
but
they're
sort
of?
What's
all
the
tooling,
we
need
to
be
organized
and
understand,
what's
out
there
and
not
even
starting
complaint
based
right,
because
I
worry
the
moment
we
plug
in
the
complaint
based
piece
we're
going
to
get
those
25
000.
B
Maybe
it's
50
000
complaints
and
we
saw
that
with
abandoned
vehicles
and
now
we're
scrambling
to
reactively
say
like
okay.
How
do
we
reset
what
we're
doing
and
really,
I
think,
a
lot
of
what
we
need
right
now
is
just
all
that
integration,
not
just
across
our
departments
but
also
with
the
county,
and
I
assume
valley,
water
and
caltrans
and
other
stakeholders,
and
maybe
we
should
just
focus
on
the
the
data
management,
the
crm,
the
integrations
for
ourselves
before
we
even
think
about
the
311
integration.
B
Q
And
maybe
go
to
rob
a
council
member,
I
think
that's
actually
really
smart.
Frankly,
we
mentioned
earlier
the
funnel.
I
know
you
have
talked
about
finals,
the
the
more
we
widen
one
piece
without
actually
dealing
with
the
others.
The
really
it
just
sets
almost
the
entire
system
up
for
for
a
letdown.
So
right,
I
would
just
say
I
think
if
this
committee
is
inclined,
I
think
that's
a
a
very,
very
smart
approach
that
would
help
improve
the
system
in
its
in
its
early
stages.
E
Yeah
and
I'll
harken
back
to
our
discussion
mayor
back
in
end
of
2016
on
my
san
jose,
which
became
sj311
where
we
said
the
technology
is
hard,
but
it's
actually
the
easiest
part
right.
The
people
in
the
processes
getting
all
that
lined
up
is
really
the
toughest
part
and
that's
where
we
really
have
to
think
about
who
is
involved
and
who's
impacted
and
and
what
the
pains
are,
and
we
totally
agree.
We.
E
We
have
actually
had
debate
about
also
fireworks
for
the
same
reason
as
in
until
we
can
get
to
a
point
where
we
can
communicate
and
say
what
success
is.
The
technology
is
just
going
to
make
it
more
easy
to
complain
that
it's
not
working,
and
then
we
got
to
a
fairly
recent
process
of
here's.
How
we
can
respond
better
and
actually
cite
use
the
data
for
proactive
response.
E
We
could
get
there,
but
we
totally
agree
with
you
and
it's
actually
on
the
very
first
meeting
with
olympia,
andrea
and
reagan
when
they
said
we
need
to
do
better
internally.
That
was
the
heart
of
their
conversation.
Saying
the
tool
needs
to
help
us
coordinate
best
first
and
then
we
can
broaden
it
out.
So
I
think
we're
of
all
the
same
mind.
M
Can
I
just
add,
I
just
do
want
a
flag-
and
I
said
this
probably
a
year
ago,
when
I
first
joined
beautify,
though
we
cannot
have
a
system
that
is
email,
olympia,
williams,
email,
homeless,
concerns,
email,
beautify,
sj,
it
is,
it
is
wholly
inefficient
right
now
right,
so
the
this
yes
and
as
I've
kind
of
advocated
for
we
absolutely
need
an
integrated
system.
But
how
can
we
get
some
early
wins
right
to
so
that
our
our
staff
can
be
more
efficient?
We
can
work
on
the
response
versus
just
this.
B
I'm
I'm
causing
the
fact
that
I
I
use
the
shares
prerogative,
but
I
may
have
colleagues
with
hands
up
online
who
have
been
waiting
a
long
time.
Do
we
have
anyone
with
their.
B
C
Thank
you.
I
appreciate
that,
although,
at
this
point
a
lot
of
my
questions
have
been
answered,
but
I
will
emphasize
a
couple
of
things
and
I
do
have
a
couple
of
questions.
I
I
really
appreciate
this
coming
forward.
I
think
streamlining
this
and
making
it
more
integrated
from
city
staff
to
the
resident,
to
the
count
the
council
office
and
to
all
the
departments
involved,
is
a
a
huge
undertaking
and
something
that
we
really
need
to
be
working
on.
I
didn't
hear
the
answer
to
the
timeline
question.
N
E
Yeah,
I
just
want
to
line
things
up
so
as
we
do
this
design
process
in
the
next
roughly
two
months,
then
there
is
going
to
be
the
budget
and
procurement
questions.
Yeah.
E
Will
take
time
at
least
through
december,
and
then
there's
going
to
be
return
prioritization
if
there
is
an
outside
system
to
procure
or
we
can
look
at
co-ops
as
well.
But
we
expect
really
the
earnest
work
on
a
system
to
begin
the
beginning
of
the
calendar
year
and
then
to
carry
through
the
end
of
the
fiscal
year.
So
through
the
end
of
june.
C
The
council
offices
spend
a
lot
of
time
in
various
stages
of
encampment
management,
whether
it
be
a
resident
contacts
us
directly
and
they
need
some
help
or
want
to
get
some
questions
answered
and
then
we're
emailing
or
calling
the
various
departments
so
andrea.
I
appreciate
your
comment
about
emailing,
beautify,
sj
or
olympia
is
not
the
solution,
although
she's
very
responsive.
C
That's
why
people
email
olympia
and
we
were
appreciate
that
and
welcome
to
district
nine
beautify
san
jose
beautify
sj.
So
I
think
comments
already
been
made
by
councilman
mahan
and,
I
think
cohen,
about
integration
or
involvement
with
the
council
office.
I
think
that's
really
critical,
that
we
get
involved
with
them
and
we
interview
them
and
find
out
how
the
council
offices
work
with
the
system
or
work
with
our
residents
so
are.
Do
we
have
outreach
or
focus
groups
planned
for
meeting
with
our
18th
floor
staff.
Q
So
councilmember
foley-
this
is
omar.
I
just
I
think
rob
alluded
to
a
design
center
sort
of
a
process
that
will
roll
out.
I
can
tell
you
that
the
number
of
people
internally
exclusively
at
this
point,
but
that
we
need
to
understand
how
they
will
use
it,
how
to
set
that
administrative
user
access
that
we
talked
about
earlier
in
a
way
that
is
of
value
to
your
staff.
Q
So
I
think
that's
that
that
piece
is
going
to
be
an
important
part
of
our
discovery
process
and
then,
as
rob
having
done
been
down
this
road
quite
a
bit
I'll
see
if
he
has
anything
to
add.
E
Yeah
the
answer
is
yes,
so
we'll
need
someone
from
you
as
your
main
representative,
if
they
can
contact
drew
we're
going
to
reach
out
regardless
on
the
human
center
design.
But
if
you
want
to
go
ahead
and
let
druva
and
olympia
know
early,
we'll
have
theirs
their
names
down
for
that
hcd
process.
C
Okay,
great,
I
I
appreciate
that
and
then
the
so
there
there's
the
focus
is
on
the
customer
use
and
san
jose.
311
has
a
lot
of
functionality,
but
the
feedback
or
the
resolution
that
the
customer
currently
receives
sometimes
is
a
little
problematic.
So
I
just
want
to
understand
how
what
how
will
the
customer
know
that
the
situation
has
been
resolved
or
to
the
mayor's
point,
to
resolve
to
the
point
that
we
can
resolve
it?
So
how
are
we
going
to?
C
C
E
Councilman
right,
I
think
I
can
take
that
one
there's
two
things
that
we
we've
learned
from
sj311
is
on
the
initial
contact.
We
do
need
to
be
very
open
and
thorough
about
what
to
expect
next,
so
here's
the
team
that
is
going
to
here's
the
process.
We
do
sometimes
here's
some
links
to
additional
information
and
then
the
the
second
response
is
our
next
and
only
last
chance
to
really
get
a
positive
customer
experience.
E
So
the
sometimes
we
have
to
say
no,
that's
like
that
is
a
legal
thing
that
they're
doing
it's
it's
fine,
but
we
have
to
actually
explain
that
rather
than
just
say,
for
example,
close
and
we've
learned
that
lesson
repeatedly
and
and
thoroughly-
and
so
I
think
we're
where
that's
going
to
come
up
in
this
project
is
we're
going
to
have
some
concentration
from
staff
on
the
messaging.
E
Writing
those
continuously
improving
the
the
narrative
that
goes
out
to
folks
and
to
also
give
staff
automated
responses
where
they
say
are
using
this
information.
Here's
a
thorough
response
and
it
fills
in
just
some
key
fields,
but
it
gives
them
the
full
answer,
rather
than
just
a
short
shift
of
a
ticket
closed.
We
do
know
that
really
frustrates
people,
but
let
me
see
if
olympia
has
anything
to
add,
because
she
has
so
much
of
that
on
the
on
the
street.
Experience.
Definitely.
R
R
I
say
that
because
encampment
management
is
one
of
the
items
that
we
have
but
oftentimes.
We
have
residents
and
neighborhood
associations
that
are
also
interested
around
things
with
graffiti
illegal
dumping,
litter
trash,
etc.
So
really
how
we
message,
how
we'll
be
addressing
trash
in
general,
addressing
blight
in
general
and
the
services
that
we'll
be
providing
to
our
unhoused
residents
and
what
people
can
expect.
C
Yeah
olympia
you're
fabulous
at
delivering
that
message
at
neighborhood
associations.
Then
then,
the
it's
up
to
the
neighborhood
association
to
deliver
to
extend
that
information
out,
and
it's
up
to
the
council
offices
to
to
do
that
as
well.
So
it's
really
people
will
go
to
sj
311
and
submit
their
request,
but
if
they
don't
know
what
they,
what
the
resolution
is
going
to
be
or
if
they
have
a
different
expectation
than
what
the
reality
is
going
to
be.
C
That's
where
people
get
frustrated,
but
if
they
know
that
ahead
of
time
they
won't
be
as
frustrated
and
then
we
won't
have
to
manage
it.
We'll
manage
it
differently
if,
if
they
know
what's
going
on
and
we
can
still
go
forward
to
try
and
help
them
out.
I
really
appreciate
that.
Thank
you.
The
last
question
I
had
you've
all
used
this
term
several
times
in
your
presentation.
I'm
just
trying
to
understand
what
it
will
mean.
You
use
the
term
equitable
service
delivery.
Q
Q
I
think
the
thing
to
be
mindful
of
is
that
the
the
notion
of
equity
really
is
around
making
sure
that
it's
not
just
about
like
the
person
who
knows
how
to
find
the
button
fast
enough
or
that
sort
of
thing,
and
so
one
of
the
the
transparencies
of
this
system
will
be
allowing
the
your
elected
leadership
and
us
to
arrive
at
a
sort
of
system
approach
to
where
we
go
and
when
we
go
understanding
that
sometimes
there
are
exceptions
for
safety
and
various
things.
Q
But
it
allows
for
folks
to
understand
that,
if
we're
going
to
be
driven
by
equitable
considerations
as
a
as
a
city
that
that
there's
going
to
be
a
process
that
everybody
knows,
it's
not
all
the
way
written
down
to
the
detail,
which
is
why
I
can't
tell
you
it
will
specifically
mean
this
as
we
sit
here.
But
that's
conceptually.
What
we're
talking
about
olympia?
Did
you
want
to
edit.
R
If
I
can
just
add,
we
know
that,
with
our
systems
like
sj311,
that
oftentimes,
the
people
who
will
put
in
requests
for
those
services
are
folks
who
know
how
to
use
the
system.
It's
in
english,
even
though
we've
now
made
it
in
spanish
and
vietnamese.
They
understand
how
to
utilize
a
smartphone,
how
to
utilize
this
technology
and
they're
comfortable
using
it.
When
I
think
of
equitable,
I
think
about.
R
We,
don't
just
respond
only
to
the
people
that
report,
but
we
also
know
those
communities
that
I
call
communities
that
are
in
need,
and
we
purposely
and
intentionally
direct
resources
to
those
areas.
I
would
be
looking
at
hoffman
villamonte
people
may
not
always
report,
but
we
know
about
the
issues
that
are
there,
as
well
as
through
various
neighborhoods
throughout
the
city
and
making
sure
that
we're
very
intentional
about
delivering
those
services
and
not
just
only
responding
to
people
that
use
sj,
311
or
email
or
call
the
council
office.
C
So
with
that
in
mind,
and
that's
exactly
what
I
I
thought
you
were
alluding
to-
and
I
I
just
wanted
to
get
that
clarification
in
my
head,
so
in
essence
you're
prioritizing,
which,
which
makes
sense-
and
that
is
what
we
should
be
doing-
I'm
in
district
nine.
My
residents
use
san
jose
311
quite
a
bit
and
I
think
we're
the
number
two
user
behind
district
one.
C
If
I
could,
if
I'm
wrong
about
that,
I'm
sure
the
the
vice
mayor
will
correct
me,
but
I
know
both
of
our
districts
utilize
it
because
they
know
how
to
use
it
and
they
know
how
to
get
information
that
way.
So
my
question
about
the
prioritization
is
that
when
we
set
up
the
app
that
we
let
people,
we
also
manage
not
just
the
expectations
of
what
we're
going
to
do.
C
A
notification
of
timing
or
prioritization,
so
people
understand
otherwise
it's
it's
going
to
be
confusing
for
folks,
maybe
so,
if
I'm
calling
in
or
if
I'm
using
the
app
and
my
issue
or
my
neighbors
issue,
isn't
as
important
or
as
in
in
a
an
area
that
is
underserved
like
east
san,
jose
or
district
five
or
seven
or
pick
an
air,
a
downtown
neighborhood
that
needs
has
more
homeless
and
more
encampment
situations.
C
How
can
we
manage
that
timing
and
that
prioritization
with
our
residents.
Q
Councilmember
councilmember
foley,
I
think
first.
Yes,
I
think
that
gets
back
to.
I
think
it
was
chair,
mahan's
point
and
maybe
mayor
le
cardo,
that
we
need
to
set
that
expectations
clear.
When
you
call,
I
think,
was
the
language
and
I
think
that's
a
very.
C
Q
Point
to
what
you're
getting
at
and
then
I
would
say
also
that
equity
takes
a
number
of
forms
right,
and
so,
if
you
are
a
person
who
is,
has
a
disability,
for
example,
or
there
are
other
axes
when
we
think
about
what
it
means
to
have
be
driven
by
equity,
and
I
think
what
we'll
probably
do
in
the
design
process
is
workshop.
A
really
robust
sense
of
this
and
and
interface
with
council
offices
or
this
committee.
Q
C
I
appreciate
that.
Thank
you.
I
really
look
forward
to
this
being
rolled
out
and
or
at
least
coming
together
in
the
next
updated
report
and
to
see
it
next
year
online.
It's
I
I
think
it's
very
exciting.
It
will
make
things
simpler,
I
think
for
our
staffs
to
address,
and
that
includes
our
council
offices
too.
So,
thank
you
very
much
for
the
report.
Look
forward
to
it.
B
P
Yeah,
I
sort
of
triggered
some
of
my
thinking
all
this
conversation
very
valuable
conversation
that
we're
having.
I
was
very
uncomfortable
when
I
was
reading
through
the
memo
and
the
presentation
on
my
own
ahead
of
time,
because-
and
I
think
some
of
those
are
got
pulled
out
through
this
conversation
and
helped
me
think
about
why
that
was.
It
seemed
to
me
that
things
were
backwards,
and
I
know
councilmember
mayhem
mentioned
this.
P
P
I
mean,
I
don't
think
a
council
office
wants
everyone
to
email
us
when
there's
a
broken
street
light
or
when
there's
a
graffiti
in
the
neighborhood
right,
and
we
know
that
the
system
works,
you
submit
an
sj311,
you
know,
there's
a
there's,
a
large
garbage
area
and
somebody
and
it
gets
cleaned
up
and
it's
it's
great
to
bypass
and
avoid
the
email
and
all
that
for
those
kinds
of
I
wouldn't
go
on
common
routine,
but
the
the
sort
of
the
countable
incidents
of
things
homelessness
is
not
the
same
kind
of
countable
incident
right.
P
I
mean
yes,
we
have
there's
data
involved
and
we
need
to
know
where
people
are,
but
we
usually
know
where
the
people
are.
We
are
we.
We
know
where
these
encampments
are.
When
we
get
emails
from
the
residents
in
a
neighborhood
they're,
not
telling
us
about
an
encampment,
we
don't
already
know
about
they're
just
upset
about
the
current
situation.
That's
happening
there.
There
was
a
fire.
Yesterday
there
was
a
there
was
you
know,
somebody's
building,
something
there's
a
they
they're,
making
a
big
mess
they
stole.
P
P
I
see
homelessness
as
somewhat
of
a
different
kind
of
concern
and
that
we
deal
with
it
differently
and
I
think
that's
a
it's
a
concern
that
I
do
think
still
should
funnel
through
the
council
office.
We
should
know
where
are
the
encampments
in
our
district?
P
What
are
the
things
that
are
happening
there
and
then,
when
we
get
those
kind
of
situations
occurring,
we
usually
try
to
put
together
a
meeting
of
multiple
residents
at
the
same
time
to
talk
to
them
collectively,
try
to
set
proper
expectations
about
what
can
and
can't
be
done,
connect
them
with
the
right
resources,
depending
on
what's
happening
at
that
site
and
that's
a
lot
different
than
30
residents,
filling
out
an
sj,
311
and
saying
there's
homeless
here,
please
remove
them,
and
I
I'm
just
so.
For
me,
the
the
the
back
end.
P
Coordination
between
the
council
office
and
what's
happening
in
the
all
of
your
departments,
is
the
key
thing
that
I
think
is
missing
right
now.
We
can
certainly
ask
questions
and
get
feedback,
but
if
we
had
a
way
of
going
into
a
system
seeing
the
data
saying
yeah
there
was
there
was
outreach
there.
There
were
people
relocated.
These
kind
of
services
are
provided
they
don't
yet
they're,
not
yet
involved
in
trash
or
cash.
Maybe
we
can
help
facilitate
that.
That,
to
me
is
helpful.
P
I'm
not
convinced
that
the
public
facing
at
part
of
this
is
helpful
right.
So
you
know
there's
expectations,
but
I'm
I
I
feel
like
that.
We
can
consider
that
in
the
future,
but
that
the
other
parts
actually
would
be
more
helpful
in
what
we
do
as
a
city,
and
I
want
to
make
sure
we
do
this
in
the
proper
order.
Yeah
councilmember.
Q
It's
it's
a
reasonable
point
that
you
make
and
just
to
tease
a
couple
things
out.
The
first
is
it
is
just
true
at
present
that
people
call
us
they
call
olympia,
they
call
andrea,
they
call
probably
everybody
in
this
room
right
and
so
what
we.
What
we
have
to
do,
on
the
one
hand,
is
manage
what
is
while
we
fix
the
system,
so
maybe
we
don't
increase
the
size
of
the
funnel
and
make
it
super
like
really
overly
lean
into
that
part
of
it.
But
we
don't.
Q
We
don't
get
to
not
respond
because
they're
just
still
going
to
call.
So
I
think
to
your
point
though-
and
this
is
the
important
part
I
think,
is
that
as
a
city,
we,
we
don't
just
prevent
homelessness
and
we
don't
just
end
homelessness,
getting
people
in
the
house.
Those
are
both
great
and
super
important.
We
also
have
a
very
important
role
around
managing
the
sort
of
impacts
and
and
incidents
and
and
things
for
people
who
are
housed
in
unhoused
and
part
of
the
system.
Q
So
you
said:
well,
I'm
not
really
sure
how
knowledge
of
fire
x
or
hazardous
material
y
at
a
camp
that
we
know
about
helps
us
one
of
the
ways
that
helps
us
is
that
I
can
then
we
can
come
back
to
you
and
say
as
a
matter
of
policy
and
budget.
You
need
to
understand
this
set
of
things
about
these
encampments
that
you
that
are
not
just
where
they
are,
but
what
are
the
actual
impacts
on
the
overall
system
right?
Q
So
it's
not
so
there's
a
number
of
layers
to
what
this
will
allow
us
to
do.
100
agree
with
your
point
that
the
internal
face,
which
I
think
is
something
that
a
couple
of
your
colleagues
alluded
to
is
wildly
important
and
where
we
probably
our
initial
energy,
should
should
focus.
It
sounds
like
that's
coming
through
from
you,
and
I
think
rob
mentioned
that
as
well.
So
I
think
we'll
take
that
to
heart
as
we
move
into
this
next
phase,
and
I.
P
Just
want
to
be
clear.
Obviously
I
didn't
intend
to
say
that,
knowing
where
those
things
happening
isn't
important-
I
mean
I
obviously
it
is.
I
just
want
to
make
sure
that
we're
we're
getting
information
in
the
proper
way
and
proper
channels.
In
fact,
there's
even
in
turn
makes
me
think,
there's
even
internal
breakdowns.
P
You
know
if
I
go
to
the
fire
department,
and
I
say
how
many
fires
were
caused
by
at
homeless
encampments.
They
can't
readily
tell
me
that
so
there's,
but
there
should
be
data.
There
should
be
a
way
that,
when
they
respond
to
something,
it
also
gets
into
the
system,
for
example,
so
that
it's
all
connected
the
things
that
are
related
to
our
encampment
management,
so
but
you're
right,
because
this
is
not
about
abating
but
about
managing.
I
think
this
is.
That
makes
a
significant
difference.
P
Q
It
turns
out,
which
is
great,
very,
very
helpful
and
other
departments,
because
there's
20
some
odd
departments
in
the
county,
and
we
want
them
all
being
able
to
give
us
that
information
so
that
we
can
report
to
you
like
what
what's
really
going
on
here
and
so
the
fire
department
is
a
good
example
of
of
some
proactivity.
In
that
point,.
P
A
lot
of
them
can
be
tied
back
to
potentially
a
homeless
encampment,
for
example,
there's
dumping
it
might
be
or
there's
an
abandoned
vehicle,
and
it
could
be
related
to
an
encampment
so
figuring
out
how
to
take
what
we're
already
receiving
and
and
helping
that
inform
us
on
where
the
issues
are
around
homelessness,
I
think,
is
really
what
I'm
looking
for
is
how
we
use
the
information
we
already
know,
but
allow
offices
to
have
access
to
it.
E
And
vice
chair:
that's
exactly
if
you
look
at
the
initial
priorities.
That's
where
we're
weighting
things
on
the
first
version.
Is
those
process
improvements,
the
encampment
management
piece
with
the
connectors
to
some
abatement
activities
and
services
that
we
do
have?
But
it's
not
debatable.
Homelessness
is
not
available
on
mass,
so
that
I
think
we're
all
aligned
is
what
I'm
saying
and
then
we'll
keep
aligned
with
you
as
we
do
do
that
design
process.
Your
staff
has
input
into
that
to
that
human
center
design
exercise
and
then
also
what
integrations
pay
off
most.
E
But
then
what
can
we
send
out
to
the
public
where
it's
going
to
be
beneficial?
We've
seen
some
here
cities
where
they
have
a
homeless
report
thing.
You
take
a
picture
of
a
homeless
person.
We're
like
that.
Does
this
no
good?
But
if
there's
an
issue
that
helps,
inform
us
and
inform
our
decision
making
that's
data
that
we
would
want,
but
we
are
weighted
absolutely
the
way
you're
describing.
B
B
A
B
E
F
Good
afternoon,
marriage
good
afternoon,
mayor
le
cardo
and
council
members
and
members
of
the
public,
my
name
is
khaled
talfik,
I'm
the
chief
information
officer
and
we're
pleased
to
be
here.
To
present
you,
the
digital
workforce
status
report.
F
F
The
business
process
approved
by
city
council
falls
within
the
digital
workforce
initia
initiative
in
the
powered
by
people
enterprise
priority
approved
in
the
2223
city
roadmap.
Our
goal
is
to
streamline
the
and
automate
the
process
to
increase
efficiency
and
service
satisfaction
by
staff
and
public.
F
F
Then
we
build
workflows
that
connect
the
digital
forms
with
automated
routing
permissions
and
alerts.
In
the
third
step
we
add
electronic
approvals,
including
including
electronic
signatures,
to
conclude
the
process
and
the
last
but
not
least,
we
save
all
these
records
in
the
location
that
is
searchable
and
available
online
to
allow
authorized
users
to
access
the
data.
D
Thank
you
khalid
good
afternoon,
everyone.
This
is
ashish
tahiani
products,
projects,
manager
at
information,
technology,
department,
the
business
process,
automation,
team
uses,
an
objectives
and
key
results.
Framework
highlights
of
the
objectives
and
key
results
are
to
maximize
efficiency
with
easy
to
use
technology.
That's
simple,
empower
or
enable
change
by
creating
department
champions
and
using
a
platform.
That's
trusted
and
secure.
D
D
We've
automated
82
city
processes
and
we're
seeing
that
requests
are
processed
approximately
60
faster
than
their
paper
predecessors.
Cumulatively,
requests
take
17,
000
fewer
hours
each
month
to
route
and
approve.
The
strategy
has
been
to
learn
with
internal
workflows
and
apply
that
knowledge
to
external
or
public-facing
workflows
as
needed.
D
The
business
process-
automation
team
is
made
up
of
three
groups
of
staff
on
this
screen.
We
can
see
that
they
are
the
business,
the
business
process,
automation,
cross-departmental,
scrum
team,
a
steering
committee
and
an
executive
team
members
of
the
steering
committee
and
executive
team
helped
to
set
direction
and
on
the
business
business
process,
automation,
cross-departmental,
scrum
team.
D
D
D
D
All
right,
so
this
is
a
snapshot
of
a
larger
business
process,
automation,
backlog,
which
has
dozens
of
more
potential
forms
to
automate
across
simply
curve
and
peoplesoft,
as
we
go
through
our
backlog
and
work
on
these
forms
processes
that
we
want
to
automate.
Some
of
them
go
through
analysis,
development
deployment,
and
then
we
pick
them
up
from
this
backlog.
D
Here
are
some
pictures
of
our
cross,
departmental
scrum
team
members.
It's
a
privilege
to
work
with
them.
I
meet
them
every
day,
every
working
day
and
they
tolerate
my
sense
of
humor.
Somehow
they
tolerate
me,
I'm
thankful
for
that,
as
I
hold
this
program
as
an
interim
program
manager
for
this
program.
K
Members
of
the
public
kelly
parley,
the
assistant
director
for
human
resources-
I
was
as
I
was
listening
to
khalid
and
ashish
here.
You
know
I'm
reminded
when
I
saw
those
10
from
march
or
actually
from
2020..
K
We
turned
40
of
our
workforce
out,
virtually
almost
overnight
in
that
day
and
and
when
I
think
that
the
gratitude
I
had
for
having
a
vendor
to
work
with,
but
then
how
much
it
has
supported
us
with
that.
Many
folks
going
virtual.
It's
quite
amazing
to
me
they
say
it's
sort
of
matter
of
factly
and
I
sort
of
remember
being
in
and
amongst
and
amidst
it
you
know
as
it
was
going
on
so
so
that
was
in
support
of
our
employees
to
improve
processes
and
ease
ease
the
management
of
processes
as
well.
K
At
the
same
time,
the
then
assistant
director
for
I.t,
jerry
driessen,
many
of
you
will
remember-
and
I
we're
having
multiple
conversations
about
not
only
this
kind
of
support
for
our
employees,
but
also
how
do
we
have
a
better
platform
for
people
to
be
able
to
figure
out
other
employees,
one
source
of
the
truth
for
information,
access
to
these
systems
and
others
more
effectively
and
at
the
time,
with
the
forethought
of
rob
lloyd.
K
We
set
up
a
modest
portal
for
folks
who
are
working
virtually
to
be
able
to
get
at
things
more
effectively
and
from
that
idea
you
know
jerry,
and
I
talked
a
lot
about
well,
this
isn't
going
away.
So
how
are
we
long-term
going
to
solve
these
challenges
that
our
employees
have
just
trying
to
identify
each
other,
try
to
get
access
to
systems
and
have
a
coherent
one
set
of
information?
K
So
if
people
are
working
in
mixed
environments-
they're
not
in
one
location
anymore,
with
each
other,
whether
it's
out
in
the
community
or
whether
it's
in
a
workplace,
people
have
a
deep
need
to
engage
with
one
or
one
another
in
very
different
ways
than
we
had
had
previously.
You
know
we
can't
see
each
other
all
the
time
and
then
the
ability
to
get
good
information
and
receive
good
information
on
a
regular
basis.
You
know
we
have
challenges
with
email
for
frontline
workers
or
for
part-time
workers.
K
Vpn
access
was,
you
know,
one
challenge
we
were
working
to
solve,
so
the
intranet
wasn't
a
barrier
for
folks
getting
information
and
then
just
one
anecdote.
We
did
a
virtual
scavenger
hunt
for
about
60
executive
staff
and
gave
them
like
a
dozen
things
to
go,
find
and
see
if
they
could
find
the
right
source
of
truth
and
what
I
do
recall
from
that
exercise
that
if
the
team
had
jim
shannon
on
the
team,
they
were
more
than
likely
going
to
get
a
lot
of
good
information
easily
quickly
and
expeditiously.
K
However,
a
system
of
7000
employees
can't
depend
on
people
like
jim,
shannon
to
be
the
source
of
truth,
the
opportunity
to
get
to
a
system
and
a
lot
of
other
things,
and
I
use
that
you
know,
tongue-in-cheek
as
an
anecdote,
but
it's
true
in
a
lean
organization
and
other
organizations,
not
just
the
city
where
people
want
to
go
to
people
to
get
the
information.
So
culture
change
means.
We
need
to
support
that
culture
change
with
something
different.
K
So
I'm
really
proud
to
say
that
the
first
learning
lab
was
held
in
2020.
It
had
been
planned
to
be
done
in
person,
but
with
the
good
partners
of
civic
makers.
We
for
the
first
learning
lab
set
to
task
three
different
teams
in
that
first
learning
lab
all
conducted
virtually
to
answer
three
questions:
how
might
we
create
an
engaged
informed
workforce?
How
might
we
virtually
optimize
productivity
and
how
might
we
improve
collaboration
in
a
distributed
workplace?
K
And
so
what
I
just
offered
to
you
is
they
used
a
really
rigorous
process
of
human-centered
design
that
civic
makers
puts
the
teams
through
collected
a
lot
of
data
and
came
back
with
this
is
a
visual
rendering
of
a
conceptual
approach
to
how
we
might
go
out
and
find
a
vendor
that
can
help
us.
Do
these
three
things,
which
is
create
a
platform
where
we
can
inform
and
engage
our
workforce,
and
you
can
see
the
examples
of
that
to
the
far
right,
so
people
to
people.
K
How
may
we
optimize
virtual
productivity
we've
got
a
bazillion
systems
around
here
and
just
trying
to
find
the
right
one
and
put
it
in
one
place
is
incredibly
important
for
people
to
do
their
work
efficiently
again,
especially
in
a
lean
organization,
and
to
have
one
place,
one
source
of
truth,
people
to
information,
and-
and
so
what
I
just
offered
to
you
is
that
it
feels
like
a
long
time,
but
actually
the
this
has
been
incredibly
important,
work
and
we're
to
a
place
where
I'm
really
grateful
for
college
leadership.
K
Here
where,
when
I
talk
about
next
steps,
we
were
ready
to
go
right
to
an
rfp
khalid
asked
some
really
good
questions
of
us
and
said:
maybe
the
market
has
changed
a
bit.
We
should
do
a
stronger
rfi
and
so
with
his
leadership,
we're
on
a
path
here
to
do
a
really
strong
request
for
information.
We
think
there's
some
different
vendors
out
there.
They've
got
to
integrate
with
and
be
able
to
access
and
talk
to
and
relate
to
our
current
infrastructure
in
terms
of
microsoft.
So
we're
going
to
do
that.
K
B
Were
there
any
other
final
thoughts,
see
people
looking
at
each
other?
No
yeah.
Okay,
thanks
kelly!
Thank
you
all
so
much.
Why
don't
we
go
to
public
comment,
blair,
beekman,.
J
Hi
claire
beekman,
here
I
found
a
very
interesting
article
last
week
as
you
were,
having
a
community
meeting
on
the
future
of
a
new
stoplight
cameras,
and
so
I
just
wanted
to
note
the
city
of
san
jose
has
launched
its
equity
through
data
and
privacy
program,
which
aims
to
improve
both
equity
and
accountability
in
the
way
the
city
serves
its
residents.
J
J
Occasionally
I
try
to
offer,
as
as
forms
of
how
to
talk
about
data
that
you
guys
are
applying
at
this
time,
and
I
think
you
know
the
uses
of
how
to
talk
about
equity
is
just
infinite
and
how
it
can
help
us
as
a
community
and
as
government
as
everyday
persons
of
a
community,
and
so
good
luck
to
yourselves.
I
think
with
these
with
the
many
automated
issues
we're
talking
about
in
the
future
of
ai
issues,
you
guys
were
kind
of
started.
J
A
new
process
last
fall
in
this
new
era
of
cobit
how
to
talk
about
automation
and
ai
and
you're,
trying
to
learn
to
apply
a
real
human
rights
element
to
it
with
ideas
of
equity,
and
I
think
for
this
item
that
you're
talking
about
your
how
workers
can
better
manage
themselves
and
and
how
you
will
work
again.
It's
it
is
these
equity
ideas,
it's
a
human
element.
J
It's
learning
how
to
bring
in
that
human
element
to
your
questions,
to
your
automation,
process,
great
work
on
the
last
item
and
good
luck,
how
you,
how
you
apply
these
sort
of
things?
Thank
you
for
your
work.
E
Yeah,
absolutely,
I
think
the
good
news
is
all
the
people
who've
plugged
into
this
business
process,
automation
and
done
the
good
work.
They've
gotten
promotions.
E
So
we
do
have
to
re
rescale
some
of
these
items
and
then
it
from
an
update
khalid
gave
me
it
hired
an
hr
person
to
help
them
with
accelerate
their
hiring
activities.
So
hopefully
we
can
get
those
positions
filled
as
quickly
as
we
can
and
then
rescale
back
to
a
high
capacity.
Anything
you
would
add
college.
F
No,
I
think
you
had
it
correctly.
That's
disappointing!
So
we're
happy
that
people
are
moving
up
and
doing
well
and
we're
looking
forward
to
replacing
with
qualified
candidates
absolutely
all
right.
B
B
That's
okay,
what's
envisioned
here
at
least
based
on
slide!
15
is
pretty
robust.
Is
this
there's
probably
only
a
handful
of
enterprise
solutions
out
there
that
really
check
these
boxes?
Is
that
right
and
are
we
assuming
it's
not
worth
even
asking
I
mean
we
must
tie
back
to
the
systems
we
currently
have?
Is
that
right?
Okay,.
F
B
F
B
Okay,
good,
that's
good
to
hear.
I
just
worry
in
the
in
the
large
enterprise
environment
there's,
sometimes
a
risk
of
of
going
for
the
broadest
feature
set
versus
what's
actually
most
intuitive
and
flexible
and
and
kind
of
helps
foster
the
kind
of
culture
we
want
versus
having
the
checklist
of
every
single
possible
edge
case.
We
need
to
cover.
So
I
just
encourage
us
to
keep
an
open
mind
there.
It
sounds
like
we
are.
E
And
then
chair,
two
things
I'd
add-
and
this
is
kelly,
reminding
us
on
a
regular
basis
is
our
shared
values
and
our
rituals
are
actually
our
culture
right
and
they're
very
different
now
than
when
people
could
shoulder
serve.
Ask
a
person
next
door
for
some
help
where
something
is
and
on
the
human
center
design
exercise.
E
We've
heard
this
from
employees
they're
having
a
problem
finding
each
other
what
the
resources
are
where
key
information
is,
and
they
don't
kind
of
have
that
support
network
that
we
used
to
have
when
we're
all
in
person
and
kind
of
have
the
closeness
with
a
lot
of
colleagues.
E
So
this
also
is
a
cultural
and
organizational
development
investment
so
that
we
can
try
to
create
that
for
the
modern
workforce,
exactly
as
you
said,
because
some
people
have
different
different
preferences
of
communication,
we
see
that
very
clearly
when
we
text
some
employees
they
respond
right
away.
Others
might
be
days,
conversely,
when
we
call
some
employees,
they
respond
right
away,
others
might
be
days
or
weeks,
and
so,
but
one
of
the
things
we're
running
into
is
what
is
the
new
normal
and
what
are
those
cultural
practices
for
the
city.
B
B
B
Great,
thank
you.
Thank
you
to
staff
for
the
great
update,
really
appreciate
it
and
all
the
work
you're
doing.
Why
don't
we
go
to
open
forum.
J
Hi
mary
beekman,
thanks
for
the
meeting
today,
a
reminder.
J
Peace,
open
dialogue
and
open
accountable
policies
can
accomplish
a
lot
more
in
this
life
compared
with
continual
war
and
its
harm
and
how
to
work
to
solve
our
issues
as
an
eye
and
as
an
idea
to
also
to
consider
can
we
continue
a
community
study
session
process
this
fall
and
how
to
create
voting
rights
for
those
with
less
than
both
citizenship
in
san
jose
and
from
this,
can
all
sides
be
invited
to
also
work
towards
more
clearly
understood
county
voting
procedures
and
to
possibly
address
more
streamlined
citizenship
and
permanent
resident
status
procedures
and
specialized
visas
as
well.
J
This
can
help
address
all
of
our
current
voting
issues
at
this
time
in
santa
clara
county
and
ways
to
invite
all
parts
of
the
community
how
to
share
good
ideas
with
a
progressive
good
direction
and
can
be
of
help
for
the
decisions
needed
to
be
made
at
the
california
state
court
system
level
in
the
next
few
years.
To
note,
I
also
hope
a
study
session
can
work.
J
That's
already
started
about
the
problems
of
1980
reagan
area.
Reagan-Era
english-only
laws
can
also
be
included
in
the
study
session
process.
Can
city
clerk
tony
tabor,
please
write
back
to
myself
soon
with
a
simple
email
letter
of
reply.
If
there
can
be
a
way,
a
continuation
of
a
community
of
san
jose
voter
eligibility
study
system
process
can
take
place
this
fall.
Thank
you
a
lot
for
the
meeting
today.
I
guess
I
don't
have
too
much
else
to
say
I'm
trying
to
think
of.
J
Obviously
I
always
have
something
to
say.
Oh,
I
guess
maybe
just
to
end
in
san
diego.
They
have
a
a
committee,
a
a
city
government
committee
called
transportation
and
mobility.