►
Description
City of San José, California
Smart Cities & Service Improvements Committee of May 6, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=832158&GUID=3A08D525-4A61-4E7C-A1F1-CA3B6E01C278
A
A
A
B
B
B
C
D
C
E
Yeah
I'll
dive
in
let's
see
good
afternoon,
chairperson
man,
mayor
lucardo
committee
members
and
members
of
the
public,
I'm
rob
lloyd,
chief
information
officer
for
the
city
of
san
jose
this
month.
Actually,
staff
is
presenting
to
the
committee
on
two
major
strategic
planning
initiatives
that
will
set
technology
data
innovation
direction
for
the
next
three
plus
years
under
agenda
item
one
we
have
the
through
2023
it
strategic
plan.
E
This
is
the
assessment
and
pre-work
component
of
that
and
it
will
be
carried
over
to
the
next
meeting
for
a
proposal
of
the
strategic
plan
itself
and
acceptance
of
that
report.
We'll
conclude
with
d2
the
gis
strategic
plan
report,
this
is
a
deeper
dive
into
the
direction
and
services
service
priorities
specific
to
the
city's
geospatial
information
systems,
center
of
excellence,
their
strategic
initiatives
and
that
roadmap,
and
with
that,
let
me
actually
share.
C
E
C
E
C
A
E
The
first
item
on
our
agenda
today
is
a
report
on
the
city's
proposed
2021
through
2023
information
technology,
strategic
plan,
and
this
is
a
review
of
the
strategies,
processes
and
priorities
identified
along
with
the
key
metrics
and
external
review.
That
is
shaping
the
city's
direction
for
the
coming
years.
E
On
this
item,
we're
looking
to
receive
the
committee's
public
and
the
public's
input
to
continue
to
the
june
3rd
meeting,
where
we
shall
propose
the
I.t
strategic
plan
that
uses
the
feedback
that
you
give
us
with
that
infotech
research,
a
leading
technology,
advisory
service
and
consultancy-
is
here
to
present
with
us
and
will
present
their
findings
from
review
of
the
city's
planning
work
and
their
assessment
of
the
city's
direction,
they'll
be
represented
by
ali
bashasahi
and
naveen
kumar.
Who
will
introduce
themselves
later
but
diving
into
the
plan
itself.
E
E
This
is
an
ongoing
process.
We
don't
set
it
once
and
and
stick
with
it
for
three
years.
The
strategies
are
pervasive,
but
we
open
ourselves
to
actual
re-prioritization
along
the
way,
because
things
always
evolve
so
to
take
a
look
at
all
the
inputs
that
we
use
and
the
specific
outputs
that
guide
us
on
the
left
side.
You
see
everything
that
we
collect
to
create
a
good
strategic
plan.
E
You'll
see
one
check
mark
that
isn't
marked
there
and
that's
actually
today's
effort,
where
we're
coming
to
committee
and
to
the
public
to
get
input
and
then
once
we
come
back
in
june.
If
the
committee
approves
that
plan,
we'll
go
to
council
for
their
input
and
adoption
of
this
of
the
strategic
plan,
but
the
four
main
outputs
are.
We
have
that
strategic
plan
and
some
core
metrics
that
we're
going
to
watch
and
drive
to
there's
always
a
look
at
the
governance
and
optimization
of
resources
for
technology
and
innovation.
E
Just
to
give
you
a
sense
of
the
overall
timeline,
we
started
this
work.
In
november
of
last
year,
we
took
a
a
bit
of
a
long
pause
in
the
february
march
time
frame
to
work
with
the
city
roadmap
that
was
being
set,
and
so
once
that
was
done
in
march,
we
accelerated
the
completion
of
of
the
assessment
work
that
you're
about
to
see.
Today,
I
will
say
also
that
we've
met
with
over
110
stakeholders
from
across
departments
and
committee
offices.
E
E
yay
and
we
beat
l.a
at
la
and
new
york
in
seattle,
and
then
you
know
and
san
diego.
I
still
think
we
should
have
won
last
year,
but
the
other
two
measures
of
success
are
that
our
departments
did
a
lot
of
leading
work
and
the
thing
about
an
I.t
strategic
plan
is
there's
a
lot
of
coordination
and
support.
E
All
those
technologies
were
things
that
started
from
council.
Saying.
Technology
needs
to
not
just
be
a
back
office
function,
but
it
needs
to
be
a
strategic
enabler
and
so
council
was
very
patient
and
those
investments
really
paid
off
when
it
mattered
most
to
give
you
kind
of
an
insight
on
all
the
work
that
was
done.
This
was
our
game
board
that
we
started
with
all
the
blue
boxes
used
to
be
on
the
left
and
in
the
new
priorities
row.
Those
are
things
that
came
up
along
the
way
where
we
said
as
a
city
hey.
E
What
we're
doing
now
is
assessing
to
support
the
direction
of
the
strategic
plan,
and
one
of
the
first
things
we
look
at
is
the
gift
that
council
and
staff
has
have
given
us
in
the
clarity
of
the
city
road
map-
and
this
is
something
I've
been
doing.
I
teach
strategic
playing
for
for
over
20
years
now,
and
I've
never
actually
seen
consistency
in
departments
saying
here's
what
we
need.
They
very
often
say
here's
what
I
need
as
the
housing
department.
Here's
what
I
need
as
the
police
department
and
sure
enough.
E
One
of
the
other
things
we
look
at
is
the
collection
of
audits
and
over
the
years
it
has
had
a
lot
of
love
from
our
city.
Auditors
and
the
the
love
has
come
in
the
form
of
many
recommendations
and
findings,
and
we
have
worked
over
the
last
four
years
to
take
off
every
one
of
those
that
we
could
so
over
the
last
four
years
we
resolved
50
plus
audit
recommendations
that
accrued
over
roughly
10
years.
E
E
E
G
E
The
other
thing
that
we
want
to
call
out
is
the
city
is
one
deep
in
a
lot
of
places
and
so
we're
fortunate
to
have
talented
and
amazing
people,
but
you've
seen
multiple
examples
where
if
one
person
leaves
entire
programs
kind
of
stop
in
place-
and
you
saw
that
with
data,
we
saw
it
with
privacy
for
a
while,
we
saw
some
impacts
on
digital
inclusion
networks
and
digital
equity.
So
the
staffing
question
is
one
that
we
consistently
have
to
answer
and
answer
well
and
the
it
advisory
service
noted
that
as
well.
E
When
we
take
a
look
at
our
metrics,
we
said
that
we're
not
going
to
look
at
all
the
numbers
around
we're
going
to
stay
very
focused
on
number
one
trust
numbers
and
number
two
investment
numbers.
So
the
trust
numbers
are
the
top
line.
Where
we
say
how
much
are
we
generating
trust
from
all
the
technology,
investment
and
work
that
we
do
so
customer
satisfaction?
We
had
a
large
increase
there
from
where
we
started
in
2017
2016-2017
project
success
rate
has
has
been
a
great
story
for
the
city.
E
Now,
where
we
need
them
to
be
where
staff
exists,
to
take
care
of
those
things
and
make
sure
the
routines
and
processes
are
being
honored
is
where
we
see
the
fall
through
employee
engagement.
We
tripled
that
up,
but
we
are
going
to
continue
our
outcomes
based
culture
and
get
that
to
a
higher
mark,
hopefully
the
50th
percentile.
E
This
is
still
the
only
I.t
shop,
I've
ever
overseen,
that's
an
855
it
shop.
Most
of
the
time
people
expect
I.t
to
be
open
24
by
7..
We
pretend
to
be-
and
I
think
we
we're
good
in
our
acting,
but
on
the
resource
level,
there
is
a
lot
of
overtime
and
shuffling
around
that.
That
has
to
go
to
kind
of
give
that
experience.
E
The
city
has
almost
doubled
its
I.t
investments
and
and
now
that
we
look
at
that
investment
compared
to
the
requests
and
demands
that
we're
going
to
see
in
the
it
strategic
plan.
One
of
the
great
stories
we
have
is
the
expired
hardware.
This
is
where
over
70
percent
of
the
city's
software
and
hardware
were
actually
end
of
life
and
of
support
and
with
investments
by
council
and
with
city
managers
office.
We
got
that
down
to
under
50
percent
down
to
the
40
percent
and
then
with
the
funds
for
the
crf
corona
relief
fund.
E
E
What's
left
here
is
actually
some
really
old
systems
that
support
the
city
that
that
would
take
procurements
to
replace,
but
that
really
can't
be
touched,
because
they're
very
sensitive
and
even
a
power
outage
can
cause
some
damage
to
them.
So
we
do
have
a
couple
of
those
niche
systems
still
left
in
the
city
as
well
as
some
major
software
systems,
the
vacant
I.t
positions.
This
was
actually
I'm
not
sure
if
the
mayor
and
others
remember
in
my
confirmation
hearings,
but
they
said:
hey
rob
you.
E
If
you
come
in,
you
really
got
to
fix
this
because
you've
had
a
four
year,
36
plus
percent
vacancy
rate
in
it,
and
so
we
got
that
down
on
average
to
about
12
13
for
a
long
time
when
the
pandemic
started,
we
allocated
some
staff
over
to
the
covid
response
and
we
had.
We
have
experienced
more
people
retiring,
so
we've
accidentally
allowed
more
vacancy
that
we
intended
and
we're
going
to
make
a
drive
on
getting
this
back
down
to
our
13
mark,
hopefully
driving
down
to
that
10
12
level.
E
I
do
want
to
share
the
voice
of
the
customer,
and
one
of
the
things
we
did
in
meeting
with
over
110
stakeholders
was
ask
them.
What
do
you
need
to
get
the
city
roadmap
done
and
where
do
you
need
to
be
in
the
next
three
years?
If
you
could
write
that
story
now,
the
recurring
themes
on
the
left
are
the
ones
that
I've
almost
never
heard
in
my
career,
but
very
consistent
across
all
the
departments.
E
Number
one
among
those
was
hey.
Equity
is
going
to
reshape
our
department.
We
don't
know
what
that
means
yet,
but
we
know
that
technology
and
data
are
going
to
be
key
for
us
to
be
able
to
manage
that.
Well.
Number
two
is
almost
every
department
said:
hey
this
new
normal
hybrid
work.
Remote
work
mix
is
going
to
change
my
team,
and
I
need
technology
to
help
me
figure
that
out.
E
The
only
thing
that
helps
us
close
that
are
tools,
and
so
technology
is
going
to
be
an
important
resource
for
us.
So
they
said
ready
or
not.
Here
it
comes,
and
then
the
last
thing
we
heard
is
hey
this
cyber
security
thing
seems
really
important,
glad
you're
on
it,
and
so
we
took
that
opportunity
to
remind
people.
It's
not
just
an
I.t
thing:
security
only
works
when
it's
a
shared
endeavor
and
so
I'll
just
focus.
There
were
some
specific
initiatives
on
that.
E
We
heard
from
parks
and
rec
to
clean
energy
and
others.
We
need
more
I.t
help,
so
we're
going
to
have
to
figure
out
with
them
how
to
provide
that
in
a
leveraged
way.
So
we
can
maximize
the
I.t,
spend
we
have
for
the
city,
but
then
also
investing
to
manage
that
new
normal
as
a
better
normal
and-
and
I
think
that
theme
comes
from
the
emergency
operations
center.
E
That
mechanism
is
something
the
city
is
really
going
to
have
to
press
in,
because
we
will
never
have
a
money
to
throw
at
things.
We
also
have
amazing
collaboration
across
departments.
This
is
the
most
collaborative
collegial
organization
I've
ever
been
in,
and
I'm
in
love
with
it,
because
we
don't
talk
about
my
fiefdom
of
yours.
E
E
E
I
want
to
give
you
a
quick
insight
into
where
the
industry
is
going,
and
so
this
is
local
government
technology.
This
is
what
cities
said:
change
for
them
in
the
pandemic.
We
actually
disagree
with
a
few
of
those
cyber
security.
Of
course
they
stayed
high,
but
where
said
less
citizen
engagement
and
less
disaster
recovery,
we
said
absolutely
not
those
those
actually
got
more
important
too,
but
we
were
already
positioned
for
business
process,
automation
and
infrastructure
modernization.
E
E
We
have
to
remind
ourselves
isn't
about
the
technology-
it's
not
even
about
great
policy,
it's
about
making
sure
that
our
community
is
better
off,
so
our
families
thrive
and
our
businesses
grow
and
san
jose
is
better
for
for
the
journey,
and
so
we're
going
to
keep
on
reminding
ourselves
about
that
as
we
do
the
strategic
plan
and
that
takes
us
to
the
validating
of
our
strategies-
and
we
have
two
guests
here
and
ali
and
the
naveen
and
I'll,
let
them
pipe
in
and
ellie.
You
can.
B
B
My
name
is
ali
basahi,
I'm
a
senior
consultant
in
the
cio
advisory
practice
with
infotech
research
group
with
me
is
our
svp
navin
kumar,
not
sure
if
he
has
access
to
unmuting
his
button,
but
I'll
just
go
ahead
and
introduce
him.
Here's
our
sap
in
consulting
and
as
rob
mentioned,
infotech
is
a
researcher
consultancy
services
firm,
providing
many
services
in
the
space
of
I.t
with
services
ranging
from
technology-based
business,
research
industries,
specific
reporting,
best
practices,
methodologies
and
benchmarking.
B
We
have
been
working
very
closely
with
the
I.t
department
at
the
city
of
san
jose
for
a
couple
months
reviewing
their
2021-2023
it
strategic
plan,
along
with
providing
research
on
multiple
facets
of
I.t
related
activities
for
various
cities
across
the
united
states,
of
which
I
will
be
presented
today.
Rob
you
can
move
to
the
next
slide.
B
B
As
part
of
our
research,
we
looked
into
the
I.t
spent
for
each
of
the
20
cities
for
cities
with
a
population
greater
than
1
million
residents.
I.T
spend
allocated
ranged
between
the
lowest
of
17
million
dollars
and
the
largest
of
684
million
representing
new
york
city,
with
an
average
dollar
spent
of
133
million
and
median
value
of
approximately
64
million.
B
B
This
slide
represents
analysis
on
I.t
staffing,
headcount
for
the
top
20
u.s
cities.
Again,
cities
with
populations
of
greater
than
1
million
residents
represent
staffing
in
the
I.t
department,
ranging
from
33
staff
to
a
maximum
1823
full-time
staff.
The
city
of
san
jose
sits
at
approximately
88
full-time
employees
and
cities
comparable
to
san
jose
average
staffing
sits
at
175
full-time
staff
and
a
median
value
of
210
full-time
staff.
B
The
following
graph
represents
fiscal
fiscal
year:
2020's
I.t
spent
per
resident
city
of
san
jose's
I.t
spend
allocated
at
approximately
26.4
per
resident,
with
comparable
cities,
population
wise,
such
as
dallas
of
approximately
75
dollars
and
austin
at
131
median
value
for
that
is
43
dollars
per
resident
next
slide
through
our
research
of
city.
It
strap
plans,
common
themes,
emerge
representing
key
indicators
such
as
projects,
applications,
infrastructure,
customer
support,
satisfaction
and
cyber
security,
all
of
which
the
I.t
department
at
the
city
of
san
jose
provides
reports
and
key
metrics.
B
B
B
Next
line
organizations
have
been
shifting
increasingly
towards
a
hybrid
form
model,
providing
flexibility
of
remote
and
on-site
work
and
with
the
current
climate
of
cover
19,
it
only
accelerated
the
need
towards
creating
a
hybrid
organization,
especially
in
a
post-pandemic
environment,
as
employees
garner,
more
control
of
where,
when
and
how
they
work.
They
have
developed
a
set
of
expectations
from
business
to
provide
these
options
so
making
it
an
important
factor
for
business
leaders
in
the
coming
months
to
factor
in
flexible
work
which
have
a
direct
impact
on
culture
and
innovation.
B
B
B
B
Next
slide
in
a
post-pandemic
environment,
managing
a
remote
organization
will
be
a
critical
factor
for
cities
and
counties.
Having
said
that,
the
ability
to
hire
and
retain
staff
should
be
a
high
focus,
as
the
city
of
san
jose
is
in
the
area
of
extreme
competition
for
talent
in
the
san
francisco
bay
area
for
employees.
B
The
city
must
also
address
I.t
resource,
optimization
and
adding
resources
where
needed
to
achieve
its
march
2021
city
roadmap,
the
city's
adopted
it
governance
approach
will
help
in
reducing
the
redundancies
and
inefficiencies
and
reassigning
resources.
This
takes
me
to
the
final
category
of
addressing
I.t
governance.
B
There
are
predominantly
three
models
for
governance,
centralized,
federated
and
decentralized,
each
of
which
has
its
own
advantages
and
disadvantages
and
from
our
work
with
various
cities
and
counties,
governance
frameworks
get
developed
according
to
their
strategies
and
initiatives
from
a
high
level.
A
centralized
model
provides
operational,
speed
and
simplicity.
B
So,
given
san
jose's
I.t
department's
resourcing
and
optimization
initiatives,
a
federated
model
is
best
suited
to
align.
The
I.t
department's
initiatives,
five
key
principles,
play
a
role
in
establishing
a
federated
model
through
directive
and
standard
driven
where
it
leadership
should
set
the
directives
and
standards
for
the
governance
structure.
B
As
you
can
see,
this
is
a
list
of
nine
categories,
with
capabilities
under
each
within
the
frameworks
that
we
use
at
infotech.
This
is
broken
down
into
functions
that
are
centralized,
federated
and
decentralized.
As
you
can
see.
Most
of
these
are
centralized
and
hybrid
I'd
like
to
highlight
the
six
capabilities
that
we
recommend
to
be
decentralized,
such
as
organization
change,
enablement,
demand
management,
enterprise,
apps
application
management,
application,
development
and
application
maintenance,
as
this
will
provide
business
departments
the
space
to
identify
their
own
ways
in
order
to
align
with
the
I.t
department's
initiatives
and
guidelines.
B
C
H
I
gave
critiques
about
the
3-1-1
and
accessibility
and
I
am
very
appreciative
for
jerry,
hermann,
matt
and
julie
the
openness
but
then
the
follow
through,
and
I
think
that's
what
you
see
the
most
from
this
is
explanation.
The
it
knows
as
it
takes
feedback
and
then
has
a
plan
that
reflects
that
for
what's
now
and
for
the
future,
there's
the
acknowledgement
and
I've
appreciated
kip's
leadership
on
saying
these
are
where
we
fall
short
on
accessibility.
This
is
where
we
haven't
planned.
H
I
would
say
that
this
aspect
could
be
more
robust,
but
also
this
industry
will
push
this
part
forward.
That's
why
there's
the
what
works
cities
initiative-
and
I
would
urge
the
city
of
san
jose
to
become
a
part
of
that,
particularly
since
google
who's
also
headquarters
and,
as
I
said,
zoom
microsoft
is
just
having
its
abilities
conference,
which
is
absolutely
amazing,
so
the
the
concerns
that
I
would
have
number
one
procurement
that
should
be
changed
so
that
accessibility
is
included
in
every
part
of
procurement.
H
The
second
part
that
I
would
emphasize
is
the
staffing
to
have
one
deep
to
have
a
julie,
who
is
the
connection
point
for
equitable
language
and
cultural
connections
to
lose
her
when
there
had
been
four
people
previously
working
on
those
top
projects.
Very
concerning
rob.
I
thought
you
had
one
really
great
phrase
and
I'm
gonna
just
change
out.
The
first
word
in
it.
H
A
A
A
I
think
that
I
I
also
he
also
mentioned
ideas
about
equity,
which
I
I
questioned
a
bit
in
just
in
terms
of
using
equity
just
in
terms
of
technology
and
data
collection.
There's
a
component
that
the
previous
speaker
tried
to
talk
about
of
community.
How
do
you
bring
in
community
to
the
process
more?
I
really
think
it
is
open
public
policies
and
practices.
A
That's
rarely
talked
about,
but
I
think
delivers
so
much
in
terms
of
democracy,
real
good
practice
of
the
democracy
with
technology.
That's
how
you
create
a
connection
with
everyday
community,
that's
how
they
can
understand.
What's
going
on,
and
I
you
know
I
can't
emphasize
that
enough.
You
mentioned
it
in
items
in
in
the
presentation
worksheet
today,
and
it's
still
alive
from
you
know,
work
session,
ideas
and
work
plan
ideas.
Thank
you
for
that
really
keep
at
that
really
learn
how
to
work.
A
Those
ideas
better
and
thank
you
for
including
the
work
plan
worksheet
and
the
importance
of
technology
in
all
of
this
process
and
learn
how
we
make
connections
with
that
it'll
be
really
important.
Kip
invited
a
process
that
did
invite
the
public
in
the
future.
This
work,
good
luck,
how
we
do
it
thanks.
C
E
Chair,
so
we
are
what
work:
cities,
silver
certified
city,
and
we
just
got
notice
this
week
that
we've
been
recertified.
It
is
gonna,
take
some
additional
investment
and
we
have
to
pick
off
some
areas
to
improve
as
well,
not
sure
if
kip
or
jerry
have
anything
to
add
on
that.
But
yeah.
We
actually
do
work
with
them
and
really
like
their
model.
C
C
G
G
He's
living
the
dream,
but
you
know
the
the
contrast
between
where
we
were
and
where
we
are
now
is
just
it's
just
so
impressive
and
I
just
want
to
just
you
know.
I
know
I
always
tell
you
that,
but
you
know
I
just
want
to
let
make
sure
it's
reinforced
that
value
and
appreciate
everything
that
you've
accomplished
the
only
the
thing
that
I
also
bring
up
all
the
time
and
I
still
can't
figure
out
what
is
the
deal
with
the
angry
jellyfish
in
your
in
the
in
the
iceberg
image.
G
E
I'll
be
honest
with
you
voice,
marriage
just
to
give
a
sense
of
dread.
I
looked
for
a
bunch
of
cartoons
that
just
said.
Oh,
this
is
bad
and
that's
the
one
that
gave
me
the
most
visceral
response,
but
also
I
want
to
say
that
it's
not
just
I
t
we're
helpers.
We
don't
actually
do
the
work,
but
we
make
others
look
like
five
ten
employees
and
so
all
the
accomplishments.
I
appreciate
the
the
compliments
but
that
we
deflect
them.
The
departments
have
done
amazing
work.
G
No,
I
know
it's
definitely
a
team
effort,
but
you
know
you're
the
face
of
the
organization.
You
know
you
get
the
blame,
so
you
might
as
well
take
the
credit
all
right
again,
there's
a
lot
to
unpack
and
I'm
glad
that
we're
going
to
have
another
buy
at
the
apple
to
to
give
you
input
and
feedback,
and-
and
I
also
want
to
schedule
a
one-on-one
with
you
as
well-
to
to
talk
about
this
talk
about
this
further.
But
the
the
one
question
that
I
want
to
bring
up
today
is
about
staffing.
G
I
know,
that's,
you
know
a
significant
issue
and
if
you
compare
and
contrast
the
other
cities
and
how
their
staff
and
their
budgets
compared
to
san
jose,
I
mean
the
difference
is
pretty
stark
and
dramatic,
and
so
my
question
to
you
rob
is:
is
it
strictly
a
question
of
us
being
severely
understaffed
and
under-resourced,
or
are
those
other
cities
bloated?
In
fact,
in
terms
of
their
resourcing-
and
I
know
that's
a
loaded
question,
but
I'm
going
to
ask
it
anyway.
E
I
I
will
give
you
an
honest
answer
that
I
do
think
it's
both
so
and
jerry
comes
from
a
much
richer
county
and
he
said
bigger,
isn't
always
better.
I
thought
he
put
it
extremely
well.
So
when
you
have
a
lot,
sometimes
you
don't
look
to
be
lean
and
effective,
and
I've
come
from
wealthier
organizations
too.
E
What
being
lean
makes
you
do
is
really
try
to
use
it.
Well,
if,
as
long
as
you
don't
give
in
to
despair,
but
number
two
is
we,
we
do
have
to
allocate
our
resources
well
and
sometimes
we
just
take
on
challenges
and
find
creative
ways
to
do
it.
But
I've
also
got
coaching
in
the
organization
too,
is
like
when
we
really
need
to
invest,
rob
they.
G
Great
and
then
just
two
more
quick
points,
one
is
on
the
subject
of
cyber
security.
You
know,
obviously,
in
this
public
forum,
we
can't
go
into
any
detail
about.
You
know
what
we're
doing,
but
just
as
far
as
it
being
a
threat,
it
should
be
almost
its
own
separate
threat
category
because
of
all
the
threats
that
other
agencies
have
encountered
or
experienced
in
potential
threats
that
face
our
city,
that
it
should
be
his
own
category
and
then
the
final
point
is
on
the
digital
cities.
Congratulations
of
being
number
one.
I
I
just
want
to
note
the
enormous
improvement
in
performance
since
the
time
that
it
was
headed
by
vice
mayor
jones,
obviously
matt's
doing
something
right.
No,
actually
I
I
seriously
kept
you
you
guys.
You
used
the
term
pound
for
pound.
I
can't
remember
if
it
was
sugar,
ray
leonard
or
marvin.
Hagler
was
supposed
to
be
the
best
fighter
in
the
world
pound
for
pound,
but
but
you
guys
are
by
far
the
best
all
things
it
related
dollar
for
dollar
on
the
planet,
and
it's
really
impressive.
I
E
E
Sorry
yeah,
it
was
the
finance,
hr,
payroll,
talent,
management
and
those
had
been
so
neglected
that
that
multi-million
dollar
investment
just
got
those
systems
up
to
current.
At
that
time.
Barely
at
that,
and
so
they
were,
they
were
refreshed,
but
they've
never
been
modernized
and
it
preserved
20
20
almost
30
years
of
of
history
in
those
systems,
and
it
was
basically
to
put
a
new
coat
of
paint
on
it,
a
little
more
siding
and
and
and
start
running
it
again.
F
F
So
we're
not
just
smacking
bad
process
on
top
of
a
new
technology,
and
all
of
that
with
these
enterprise
level
pieces,
especially
around
finance
and
budget
and
people,
are
a
multi-year
effort
which
require
not
only
the
investment
in
the
money
up
front.
But
what
we
found
key
is
having
a
dedicated
inside
staffer
who's,
going
to
be
a
knowledge
expert
and
lead
that
team
along.
F
So
I
think,
there's
some
really
big
lifts
on
on
the
enterprise
priority
enterprise
software
side
that
we
need
to
make,
in
my
opinion,
sooner
rather
than
later,
we've
got
some
of
those
initial
investments
in
the
budget.
Some
of
those
were
actually
pushed
out
a
little
bit
because
of
the
pandemic
response,
but
that's
the
next
kind
of
big
lift
on
on
the
tech
dead.
In
my
side,
though,
rob
probably
has
a
more
nuanced
view
of
it.
So
rob.
E
Just
two
things
to
add
amir
and
we've
appreciate
your
support
on
that,
because
the
the
tech
syncing
fund
in
the
the
capital
plan
the
deferred
infrastructure
backlog
plan.
We
call
out
the
financial
system,
the
hr
system,
payroll
system
for
how
old
they
are,
and
the
city
was
able
to
save
quote
unquote-
save
20
million
dollars
by
just
updating
what
it
had
at
the
time,
but
kip
nailed
it
that
it
didn't
make
us
better.
E
E
It's
the
financials,
it's
the
hr
system,
it's
payroll
and
budget
and
some
back
staffing.
One
of
the
big
things
we
learned
as
kip
alluded
to
is:
you
have
to
have
a
maintained
team
and
a
change
team,
the
city
kind
of
system
of
saying
we
want
one
team
to
do
both
and
then
they
crumble,
because
they
they
can't
actually
do
two
jobs
for
two
years
and
with
any
other
surprises
that
come
along.
So
you
have
to
reinve,
invest
in
the
back
staffing
and
we
also
have
some
preparation.
I
Is
there
a
joyful
promised
land
that
you
reach,
after
all,
the
wandering
through
the
desert?
If
you
spend
all
that
money
where
you
can
actually
reduce
the
spend
on
o
m
operate
operations,
et
cetera,
once
you
upgrade
to
that
level,
does
that
that
enable
us
to
be?
I
know
it
enables
us
to
be
better
and
enable
us
to
be
any
more
cost
effective.
E
Mayor
I'll,
give
you
the
honest
answers:
I've
never
actually
seen
that
is
the
organization
almost
always
says
we
don't
just
want
the
minimum
and
to
save
it
always
says
we
want
to
do
these
things
more.
These
things
better
add
these
features
and
they
won't
be.
They
want
to
be
stronger,
not
cheaper,
and
so
I
would
especially
for
the
city.
If
we
really
want
to
focus
on
innovation,
the
goal
shouldn't
be
reduction
with
our
internal
services
should
be
advancement.
I've
never
actually
seen
it
done.
I've
seen
it
promised
many
times.
E
F
F
Some
of
it
is
coded
in
cobalt,
which
is
a
language
that
my
my
mother
when
she
was
a
coder
learned
how
to
do
right
and
I'm
not
kidding
right
on
either
front
and
cobalt
was
the
first
programming
language
I
got
exposed
to
because
of
her,
and
what
that
means
is
that
you've
got
people
who
are
spending
their
time.
You
know
trying
to
teach
it
to
do
things
like
complicated
things,
like
percentages
which
would
be
trivial
in
a
modern
system,
and
so
we,
you
know
we
had
a
whole.
F
We
had
to
set
up
a
whole
thing
to
transport
it
into
a
data
cube
to
move
it
over
to
this
and
then
the
other
to
be
able
to
use
it
within
power
bi
to
do
basic
analytics.
Once
we
get
a
more
modern,
robust
system,
around
finance,
hr,
payroll
and
ideally
one
that
can
cross
talk
to
each
other,
we
can
pull
people
off
from
having
to
just
do
all
of
this
back-end
stuff
to
do
simple
work
to
using
their
brains
to
think
ahead.
E
A
I
E
E
I
Yeah
yeah,
thank
you
very
much
for
converting
that
there
you
go
excellent.
Freshman
high
school
math
skills
right
there,
so
I
I
just
wanted
to
I'll
leave
with
this
one,
because
I've
hugged
the
conversation
I
just
wanted
to
acknowledge.
It
was
a
lot
of
heavy
lifting
to
get
the
bloomberg
certification.
The
first
go
around
so
getting
re-certification
is
there's
no
small
stuff.
So
thank
you
for
that.
I
agree.
I
We
know
that
they're
not
going
to
be
funding
projects
to
help
us
with
our
tech
debt,
but
where
we
think
that
some
some
investment
can
get
us
past.
That
point
to
do
something
great.
I
I
really
like
to
you
know,
push
with
you
and
make
the
big
ass
so
anyway,
thank
you
and
I'll
stop
talking
now,
thanks.
E
J
J
I
want
to
talk
about
staffing
a
little
bit.
I
see
that
as
a
huge
strength
and
a
weakness.
The
strength
is
that
your
your
it
team
is
so
capable
of
doing
a
job
very
efficiently
and
effectively
and
communicating
with
those
of
us
who
are
not
comfortable
in
this
realm
on
a
real
basic
level.
So
I
appreciate
that,
and
I
appreciate
all
that
your
department
does.
The
weaknesses
is
that
you're,
you
have
one
person
in
many
roles
that
if
they
leave
or
they
take
a
vacation,
there's
no
one
to
backfill
for
them.
So
how?
J
How
do
you?
How
are
you
going
to
address
that?
How
how
do
you
resolve
that
we're
we're
also
in
an
area,
as
was
mentioned,
that
is
a
ripe
for
stealing
your
ite,
it
employees
for
jobs
that
are
really
attractive
and
paying
probably
a
lot
more.
So
so,
how
do
we
retain?
How
do
you
train,
how
do
you
cross
train?
How
do
you
cover
for
them
for
on
vacations,
how.
E
Yeah
I'll
give
you
three
answers.
My
council
members
number
one
is:
we've
really
focused
a
lot
on
making
this
a
high
growth
organization.
So
if
you
want
to
come
and
grow
and
touch
lots
of
things
and
make
a
lot
of
impact,
we
hire
for
it.
It's
something
we
didn't
used
to.
Do
we,
the
I.t.
When
we
had
high
attrition,
we
would
hire
for
skills
not
not
for
being
part
of
something
special.
E
So
we
do
try
to
hire
for
that
and
try
to
get
the
skills
we're
looking
for,
but
it's
to
build
the
team
with
the
sense
of
mission
number
two
is
along
with
that
there
there
is
a
fast
moving
hiring
process
that
we've
created
a
kind
of
a
center
of
excellence
in
I.t
and
jerry,
and
I
try
to
get
out
in
the
community.
We
try
to
connect
with
folks
to
kind
of
create
a
cause
or
a
sense
of
identity
and
relationships
that
people
want
to
be
a
part
of.
E
That's
going
to
be
hard
and
we're
starting
to
see
it.
Fire
can
tell
you
police
can
tell
you,
our
departments
can
tell
you
how
they've
gotten
hit
pretty
hard.
I
t,
for
the
most
part,
has
been
fairly
lucky.
We've
lost
three,
but
when
the
public
sector
starts
competing
on
those
terms,
that's
really
hard
for
us,
because
then
we
really
look
like
we're
behind.
Fortunately,
we
have
an
amazing.
We
are
hr
team
and
we
can
bring
these
things
up.
E
The
last
thing
I'll
bring
up
is
our
intern
channel
has
been
an
amazing
source
of
talent
and
energy.
For
us,
we
have
a
lot
of
interns
and
they've
turned
into
some
of
our
best
employees,
so
for
lack
of
a
better
word.
We've
started
growing
our
own
as
part
of
that
strategy,
but
I
don't
have
a
real
good
answer
for
you.
We
just
have
to
have
a
place,
that's
good
to
work
and
where
we
went
on
flexibility
and
mission.
A
J
I
think
that's
really
important
building
your
bench
from
your
interns
is
important
too,
but
I'm
finding
that
a
lot
of
younger
workers
don't
value
loyalty.
They
look
for
the
next
great
thing.
I
I
say
that
in
the
most
pleasant
ways
possible:
they're
looking
you
know,
they're
young,
they
want
experiences,
so
they
move
they
move
on
to
other
jobs
so
holding
on
to
them,
while
you're
building
a
culture
is
hard,
but
hopefully
you're
do
it
sounds
like
you're
going
about
it
the
right
way.
I
know
if
we
could
pay
them
more.
J
C
I
I
C
Thanks
mayor
yeah,
you
know
I
was
going
to
suggest
something
similar,
that's
probably
unnecessarily
complicated,
but
you
know
I
was
thinking
in
terms
of
our
forward.
Work
plan
might
be
interesting
for
this
committee
to
just
get
a
menu
of
tech,
debt
items
and
essentially,
as
the
mayor's
describing
the
cost
benefit
of
each
one,
and
maybe
that's
if
that's
too
cumbersome.
Maybe
we
can
consolidate
the
list
a
little,
but
I
think
it
would
be
really
insightful
for
us
to
see.
Okay,
here's
your
here's,
your
top
five
or
top
ten,
here's
roughly
what
they
cost.
C
Here's
here's
the
here's,
the
win!
You
know
what
what
are
the
benefits,
so
we
can
start
thinking
ahead
about
if,
if
we
can,
if
in
the
future,
that
funding
becomes
available-
or
there
are
ways
for
us
to
to
get
it
funded-
that
we
have
an
awareness
as
a
committee
of
where
that
tech
debt
is
most
holding
us
back
and
roughly
what
it
costs.
So
I
just,
I
think
I
think
I
could
be
really
helpful.
C
Okay,
so
well!
First,
let
me
let
me
also
echo
all
the
all
the
kudos,
great
presentation
and
rob
I
mean
it's.
I
guess
it's
no
mystery.
Everybody
knows
I.
I
did
really
appreciate
the
kpis.
I
mean
I
think,
there's
a
there's
just
you
know
something
about
the
transparency
and
level
of
accountability
there.
That
is,
I
just
think
so
important.
I
think
it
builds
a
great
culture
in
the
organization.
I'm
sure
employees
want
to
know
how
we're
doing
right.
C
Your
team
members
want
to
know
how
how
you're
performing
and
so
just
seeing
all
the
progress
and
that
you're
consistently
measuring
it
and
able
to
explain
where
you're,
making
progress
and
what's
affecting
the
number
and
why
it
matters.
I
just
I
think,
that's
incredibly,
that's
a
to
me
at
the
heart
of
a
good
organizational
culture
and
a
productive
team.
So
I
just
you
know,
can't
emphasize
enough
how
important
that
is.
C
I
believe-
and
I
guess
for
the
follow-up-
I
know
we're
going
to
come
back
in
a
month.
I
think
it
would
be
really
valuable
to
distill
what
the
customer's
getting
what
what
is
the
value?
What
what
is
the
customer
able
to
do
in
one
two
three
years,
however,
you
see
it
playing
out
over
this
three-year
strategic
plan.
What
what's
the
if
the
customer
is,
you
know?
Presumably
it's
it's
one
or
more
departments.
C
It
may
also
be
that
if
we
can
identify
value
for
the
end
customer
or
the
resident,
that's
even
better,
but
I
just
I
think
framing
these,
because
everything
written
here
is
is
really
good.
I
mean
we
need
to
move
to
being
a
hybrid
organization.
We
need
to
facilitate
that.
Okay,
great,
like
what?
What
are
our
investments
over
the
next
three
years
like,
and
I
know
the
plans-
always
change,
don't
get
me
wrong,
I
I
totally
get
we
have
to
iterate
and
we
have
to
pivot
and
it's
going
to
change
so
I
think
articulating.
C
The
priority
of
why
it
matters
is:
is
the
right
starting
place,
but,
to
the
extent
that
you
are
actually
strategically
planning
against
some
objectives,
it
would
be
nice
to
kind
of
articulate
a
little
more
explicitly
what
our
new
capabilities
are
going
to
be
or
what
we're
delivering
to
customers.
So
does
that?
Let
me,
let
me
just
try
to
stop
there
and
see
bob.
Does
that
resonate
or
is
that
off
base.
E
So
that's
actually
perfect.
So
what
we
do
as
part
of
the
strategic
plan
is
you'll,
see
something
that
looks
like
this,
which
is
the
game
board,
where
we
have
all
of
the
tactical
items
that
we're
going
to
get
done
in
a
year
and
or
year
to
two
year
time
frame.
Usually
what
these
projects
take,
there's
a
definition
and
a
project
charter
behind
each
of
these,
where
there's
a
definition
of
scope
and
a
definition
of
business
value
and
so
at
the
strategic
plan.
The
ask
would
be
just
that.
F
Higher
level
yeah
I
mean,
let
me
try
it
because
it
if
you'll
recall
those
of
you
who've
been
with
the
beginning
of
the
journey.
We
when
we
started
on
the
smart
cities
journey,
we
actually
looked
at
three
levels.
We
looked
at
people
process
and
technology,
we
talked
about
our
current
state
and
then
we
set
a
desired
end
state
where
we
described
it.
We
that
actually
was
took
us
to
2020
and
we're
not
100
at
that
end
state.
F
But
I
think
what
if
what
I
hear
you
asking
council
member
is:
how
do
we
know
when
we've
arrived
in
the
promised
land?
What
does
it
look
like?
You
know
what
what
do
we?
What
does
the
milk
and
honey
taste
like-
and
I
think
part
of
why
we
wanted
to
have
this
session
rather
than
a
finalize,
is
to
get
feedback
like
this,
and
I
would
suggest
that
one
of
the
things
that
are
you
showing
us
this
slide.
F
Fair
yeah,
but
I
think
what
you're
asking
is:
okay:
where
does
that
get
us?
And
how
do
we
know
when
we
got
there,
and
I
think
that
I
think
let's
just
take
that
as
an
action
item,
because
I
that's
exactly
the
the
synthesis
of
the
strategy.
That
also
is
very
useful
to
communicating
back
to
people
right
right,
like
we
want
a
self-serve
digital
culture
where
you
can
do
90
of
city
services
online
in
your
pajamas,
whatever.
F
That
is
that
that
in-state
we're
trying
to
get
to
to
be
really
clear
with
that
and
and
to
come
back
and
see
if
that's
the
right,
in-state
and
again,
we
might
use
the
people
process
and
technology
or
some
other
higher
bubbling
up.
But
we'll
take
that
as
an
action
item
in
in
terms
of
of
of
trying
to
clarify
that
as
we
go
forward.
C
Thanks
yeah
great,
I
think,
that's
exactly
it.
I
think
it
would
be
really
powerful
to
be
able
to
frame
it
that
way
for
people.
So
you
said
you
have
this
strategic
plan
that
sort
of
gave
you
that
horizon
out
to
2020
and
now,
if
I
understand
correctly
we're
looking
at
the
next
kind
of
strategic
planning
horizon
in
the
next
three
years-
and
you
know
some
of
these
things
sound
great,
but
you
know
partner
with
community-based
organizations
and
non-profits
or
align
with
internal
teams
to
be
an
effective
equity
player.
C
Great
like
what
is
the
customer
getting
and
who's
the
customer.
So
if
the
customer
is
other
departments
departments
what
do
we?
What
are
we?
What
is
it
we
want
to
be
able
to
do
for
them,
because
I
think
at
that
project
level,
I
have
no
doubt
that
at
the
spec
level
of
like
this
is
the
the
project
we're
doing
inside
the
team.
C
You
know
at
that
level
that
you
guys
know
what
your
goals
are,
but
I
think
if
we
as
a
committee,
don't
understand
what
we're
getting
what
the
customers
getting
it's
very
hard
to
say
which
of
these.
If
these
are
the
right
three
priorities
and
what
were
the
what's,
the
opportunity
cost?
What
what
are
we
not
prioritizing?
So
I
just,
I
feel
like
from
a
high
level
strategic
planning
standpoint
we
could
we
could
go.
C
E
Oh
chair,
you
went
on
mute
there,
but
I'll
set
up
a
one-on-one
with
you
as
well
chair
and
we'll
show
how
that
plan
looks
just
just
for
clarity,
though.
What
the
consultant
has
done
here
has
shown
you
how
they're
reading
our
priorities.
These
actually
aren't
the
strategic
plan.
It's
it's
their
interpretation
of
our
work,
but
we
wanted
your
input
before
we
unveil
the
strategic
plan.
C
Okay,
so
we're
not
reacting
to
the
strategic
plan
today
we're
kind
of
getting
input
a
sense
of
it.
Okay,
well
it's
hard
to
give
input
if
we're
not
seeing
it,
but
I
think
I
get.
I
think
I
get
what
you're
saying
okay.
So
let's
talk
about
governance
because
it
sounds
like
in
the
strategic
plan,
you're
you're,
proposing
you're,
making
some
proposals
about
governance,
but
it's
not
clear
to
me
how
much
of
a
change
you're
proposing.
So
how
should
we
give
feedback
on
the
governance
section
here?
E
That
second
point
is:
where
is
that
balance
in
working
across
departments?
To
say
what
is
that
governance
model
that
we're
going
to
propose
as
a
city,
but
we
are
recommending
much
heavier
consolidation
of
some
core
functions
that
do
need
to
be
optimized
most,
but
that
that
will
be
the
proposal
we
bring
to
you,
and
I,
I
think,
kippy
I
saw
you.
F
Yeah,
I
just
gotta,
maybe
say
it
a
little
more
bluntly
is
that
you
know
with
about
a
decade
of
of
dramatic,
under
investment
in
centralized
I.t,
the
departments
that
had
resources
built
up
their
own
independent.
It
functions,
because
that
was
the
smart
thing
to
do,
and
I
would
have
done
exactly
the
same
thing
if
I
were
in
their
position
and
in
some
cases
those
structures
make
sense.
F
In
some
cases,
those
structures
really
should
be
pulled
into
a
more
centralized
function
and,
as
we
move
away
from
everybody
having
a
box
on
their
desk
with
a
with
a
hard
drive
with
a
piece
of
software
in
it
to
it.
To
this
thing,
called
the
cloud
and
enterprise
level
purchasing
the
software
and
also
enterprise
wide
cyber
security
threats.
F
One
example
of
that
which
was
done
willingly
on
both
sides,
which
we're
recommending
in
the
budget
is
you'll,
see
a
proposal
around
planning,
building
code
enforcement,
separate
I.t
shop,
coming
into
I.t
and
being
a
development
services
I.t
shop,
so
that
they
can
have
more
wrap
around
support
from
I.t
and
provide
better
support
to
development
services.
So
that
kind
of
federation
not
a
universal
centralization,
is
what
we're
we're
recommending.
C
Yeah,
thank
you.
No
that's
great.
That
makes
a
ton
of
sense
to
me.
I
think
when
we
come
back
in
a
month,
I
think
it
would
be
helpful
for
the
the
committee
just
from
a
context
standpoint,
to
understand
a
little
more
about.
Where
are
we
today?
What
are
you,
what
are
the
changes
you're
proposing
and
how
significant
of
it
of
a
change
is
this
for
the
organization?
What
does
it
actually
mean?
G
You
know
I.t
infrastructure,
and
if
you
have
the
different
departments
that
are
doing
their
own
thing
and
the
systems
are
compatible
and
we're
trying
to
ask
you
know
it
to
provide
us
data
analytics
and
if
you
don't,
if
you
have
systems
that
aren't
talking
to
each
other
or
able
to
integrate
or
consolidate
data,
that's
going
to
make
it
more
difficult
for
us
to
do
some
of
the
high
level
analysis
that
we're
trying
to
do
so.
That's
as
well
as
departments
really
going
off.
G
I
I
C
J
C
D
Anybody
can
we
confirm
that
we
see
it
perfect,
rob
any
entering
words.
Do
you
need
me
to
go
nope,
go
ahead
and
run
with
it
great
good
afternoon.
Everyone
good
afternoon,
mr
chair
mayor
committee,
members,
member
of
the
public,
I'm
matt
lesh,
I'm
the
assistant
director
of
public
works,
I'm
going
to
be
presenting
several
facets
of
our
gis
situation,
some
needs
and
some
plan
and
our
plans
we
are
hoping
for.
D
The
committee
sees
fit
to
accept
the
report
on
the
direction
and
service
priorities
for
the
city's
geospatial
information
system
or
gis
center
of
excellence
and
we'll
present
those
initiatives.
Now
basic
agenda,
we're
going
to
look
at
we'll
be
a
little
bit
meaty
at
the
beginning,
we'll
give
a
short
history
of
gis
in
san
jose,
we'll
provide
some
assessments
and
recommendations
and
then
we'll
show
some
recent
successes
and
achievements,
so
the
shinier
more
fun
things
are
towards
the
end
to
whet
the
appetite.
D
D
Well,
we're
all
used
to
many
spreadsheets,
where
they
have
information
and
have
lots
of
tabular
datas
with
very
typical
the
unique
thing
about
spatial
data
and
gis
in
particular.
Is
it
references
a
geometric
or
specific
place
on
the
earth,
but
it
also
has
a
reference
to
a
type
of
thing
like
a
point,
a
line
or
a
polygon
gives
an
attribute
to
them,
and
so
you'll
see
in
this
diagram
on
the
left.
You'll
see
the
thing
you'll
have
street
layers
and
you
should
grab
my
pointer
here.
You'll
have
street
layers
or
you'll.
D
Have
that
will
be
your
lines
and
you'll
have
points
where
you'll
have
things
like
buildings
or
polygons,
where
you'll
have
things
like
shapes
of
vegetation
and
all
these
things
can
be
overlaid
and
interchanged.
Our
history
is
long.
We've
had
many
different
type
periods
of
time
and
the
technology
dating
back
to
the
70s,
but
you'll
see
these
things
where
things
were
siloed
as
you've
been
discussing
just
pre.
D
So
we
have
kind
of
alignment
and
we'll
talk
a
little
bit
more,
where
we
kind
of
modernized
ourselves,
starting
in
2014.,
going
back
to
the
wayback
machine
literally,
this
started
back
in
the
1970s
when
we
grabbed
the
data
from
yes,
pg
e
and
started
from
that
base,
map
and
started
building,
and
we
built
a
general
plan
and
zoning
layers
and
map
utility
maps.
This
is
a
roberto,
molina,
famed
public
works,
employee
and
actually
quiz
dave.
D
He
remembered
roberto,
remembered
where
this
was
placed
in
an
old
city
hall,
and
it
literally
was
this
very
arcane
setup
and
it
was
gigantic.
It
was
a
giant
machine
in
the
back
and
everything
else,
but
it
really
was
just
basic
cad
until
the
tech
changed
in
the
mid
90s
and
so
in
the
mid
90s.
Then,
but
then
we
had
these
public
works,
had
a
model
and
ppc
had
a
model
and
esd
had
a
model.
Esd
chose
the
right
one
and
we
later
on
adopted
it,
and
we
had
these
things
and
verging
into
the
early
2000s.
D
We
created
our
first
city
based
map
that
just
had
parcels
and
center
lines,
similar
to
what
you
see
down
here
in
the
bottom
left,
and
those
parcels
and
center
lines
then
evolved
into
our
sanitary
system.
Our
muni
system
and
kind
of
this
overall
cascading
system
of
maps,
which
literally
took
people
six
months
to
produce
these
four
maps
every
year
to
update
them
six
six
months
to
reaper
and
then
another.
So
it's
then
we
finally
got
into
online
maps
and
had
tools
that
were
then
visual
that
could
be
more
dynamic
and
useful
jumping
into
the
2010s.
D
You
end
up.
What
you
see
here
is
something
a
result
of
a
major
myth
that
happened
in
the
2017
flood,
where
kip
was
barking
at
us
needing
data
needing
information,
and
it
was
basically
flying
blind,
not
because
the
eoc
doesn't
have
any
windows,
but
because
we
weren't
able
to
provide
them
any
real
data.
And
so
now
we
have-
and
this
is
a
sample
view
of
a
situational
viewer-
that
we
we
multi-tool
into
many
things.
We
use
this
during
all
the
psvs.
We
use
it
during
the
fires.
D
We
use
it,
so
we
can
really
see
and
draw
polygons
and
see
which
city
facilities
are
impacted
where
our
technology
stack
is
robust.
It
goes
up
from
and
our
team
has
to
manage
all
the
windows
and
the
database
structures
and
these
etl,
which
is
extract,
transform
and
load
tools
which
helps
us
to
pull
data
out,
manipulate
it
and
get
into
it
that
unified
format
and
I'll
talk
to
you
about
that.
A
little
bit
later
on,
we
talked
about.
D
We
talked
about
esri's
local
government
information
model
that
we've
pivoted
towards,
and
then
we
have
our
static
of
esri
tools
of
arcgis,
both
platform,
the
desktop
server
and
cloud.
But
then
we
also
have
to
monitor
that
and
make
sure
how
the
utilization
and
the
tools
are
working
for
everybody,
as
they
want
jumping
into
how
you
were
talking
before
in
the
prior
presentation.
D
D
So
how
did
we
look
at
ourselves
and
what
things
do
we
need
to
look
at
while
data
is
core
a
core
component
to
gis?
The
enterprise
gs
is
much
more
than
data.
We
have
our
infrastructure,
we
need
to
monitor.
We
have
the
softwares
and
applications
we
need
to
consider.
We
have
the
procedures
and
workflows,
so
things
are
consistent
both
across
in
our
enterprise
group,
but
then
across
the
city.
We
need
to
help
train
and
build
the
workforce.
D
That
does
this,
and
then
we
need
to
build
a
governance
model,
so
we
can
have
open,
transparent
understanding
of
what
we're
doing
and
how
we're
investing
on
those
things.
But
again
it
is
a
more
complex
than
thing
than
just
managing
the
data
or
just
presenting
something
in
a
map.
We
have
applications
and
analytics
and
dashboards
we
manage
as
well.
D
D
D
We
work
on
our
data
integration
with
other
platforms
with
other
enterprise
systems,
so
we're
able
to
integrate
and
be
ready
understand
how
they're
structured,
so
we
can
pivot
our
data
as
needed,
and
then
we
coordinate
and
support
the
different
departments
and
provide
this
idea
of
sustained
innovation.
So
these
are
kind
of
our
core
principles
on
the
gis
enterprise
team.
D
Talking
about
your
organization
in
san
jose,
it's
not
a
large
staff.
It's
about
25
people
throughout
the
whole
city,
but
primarily
focused
in
really
three
or
four
key
departments:
public
works
houses,
some
data
management
staff
and
the
enterprise
team,
dot
and
airport
and
esd
have
a
relatively
large
staffs
in
comparison,
but
then
many
of
these
other
ones
have
of
one
or
two
people
per.
But
if
you
look
at
how
the
structure
how
the
data
is
used
at
first,
it
took
me
a
while
to
orient
myself
around
this.
D
But
really
we
have
this
structure
where
the
enterprise
is
at
this
core,
where
we
have
to
maintain
and
structure
and
have
the
data
and
the
tech
support
for
everything
that
is
then
used
by
our
gis,
talent
and
technology
team
throughout
the
departments
to
manage
their
own
data,
build
their
own
web
applications
and
integrate
with
their
systems.
And
then
we
have
the
ability
to
analyze
and
use
at
the
different
business
units
to
produce
and
use
and
interpret
the
information,
that's
provided,
and
then
we
have
our
various
consumers
all
throughout
the
city.
D
The
contributors
you'll
see
here
the
bolt
the
darker
ones,
the
darker
labeled
text.
Those
are
our
gis
staff
members
in
the
city.
This
is
the
gis
talent,
but
you
see
these
other
names.
These
are
the
ones
that
aren't
gis
professionals.
These
are
our
business
unit,
support
and
people
that
are
engaging
in
using
and
heavily
driving
the
implementation
of,
and
so
we
partner
with
them,
not
just
at
a
very
deep
level.
It's
not
just
we're
doing
the
tech
and
they're
just
talking
to
us
they're
helping
drive
how
this
is
being
innovated.
D
So
you
have
a
team
of
about
50
core
people
that
this
is
just
who
we
were
integrating
and
using
just
this
last
two
in
2020.
So
it's
a
it's
a
50
person
team,
but
really
only
half
of
them
are
technology
specialists.
So
how
do
we
go
about
assessing
our
program?
We
did
it
in
three
tiers.
We
first
started
by
similar
to
robs
we
did
a
user
survey
and
got
the
feedback
from
the
users.
D
Then
we
took
that
with
the
gis
specialist
in
the
departments
and
sought
their
insights
with
direct
department
interviews
and
conversations,
then
we
want
to
apply
kind
of
a
heuristic
and
outside
third
party
review
of
looking
at
the
urisa
gis
capability.
Maturity
model
again
a
lot
of
word,
but
we'll
talk
a
little
bit
more
about
that
in
a
minute.
But
again
it
says
at
the
bottom
what
urissa
stands
for,
but
again
we
try
to
look
at
this
from
multi
multi
factors,
so
we
sent
our
survey
out
to
200
people
and
believe
it
or
not.
D
We
got
75
response
rate.
I
mean
people
wanted
to
tell
us
what
they
thought
about.
What
we
were
doing-
and
you
know
from
12
departments
now
granted-
that's
not
all
the
departments,
but
it's
certainly
a
lot,
but
then
we
sat
down
and
had
interviews
with
nine
departments
of
those
of
those
12
of
the
people
that
responded.
So
the
broad
feedbacks
staff
wants
more
training.
They
want
more
communication
from
us,
the
enterprise
that
the
enterprise
team
needs
to
develop
and
build
up
our
bandwidth.
D
So
we
can
help
out
with
some
of
their
deep
challenging
questions
that
they
have
around
their
data
and
their
tools.
We
need
to
get
them
broader
access
to
their
gis
tools.
We
need
to
help
them
with
business
system
integration
and
then
we
need
to
develop
and
help
them,
and
the
city
needs
an
advanced
analytics
platform.
D
You
can
see
there's
three
general
conclusions
in
the
left
arrow
here.
Much
of
the
department
feedback
was
from
their
department
operations
focused
and,
in
contrast,
sorry,
my
arrows
pointing
the
wrong
way.
Much
of
the
department
feedback
was
focused
on
their
operations,
in
contrast
to
like
the
strategic
or
broad
they
were
talking
on
their
challenges
and
their
current
their
current
perspectives.
D
They
have
expectations
that
that
the
enterprise
team
should
support
the
departments
more
and
that
have
in
their
unmet
gis
needs
and
help
bridge
that
gap
between
that
operational
and
strategic
view,
and
you
can
see
the
gears
on
the
side
we've
identified.
Some
initial
focus
that
we
should
be
working
on,
that
we
should
help
identify
and
address
some
of
those
gaps
from
the
enterprise
program.
So
we're
already
getting
some
of
this
role
and
we'll
see
some
details
in
a
minute
and
then
future.
D
We
need
to
really
dig
deep
down
into
those
department
needs
and
talk
through
that
with
them
and
develop
specific
actionable
plans.
Let's
talk
a
little
bit
about
erisa.
We
measured
our
program.
The
enterprise
program
against
that
urisa
gis
capability
maturity
model,
it's
a
mouthful,
so
I
try
to
say
it
slowly
and
what
urisa
stands
for
is
the
urban
and
regional
information
systems
association.
So
it
is
very
focused
on
on
kind
of
our
core
work.
D
We've
used
some
consultants
in
the
past
to
do
some
narrow
focus
assessments.
We
found
some
of
their
assessments
vacant.
We
wanted
to
have
a
third
party
measure
that
we
can
continue
to
evaluate
ourselves
against,
and
the
erisa
model
was
a
good
one
for
us.
The
erisa
capability
model
is
structured
similar
to
the
what
works
city
model
that
bloomberg
has
where
they
have.
In
this
case,
the
euresa
model
has
45
different
categories
that
we
rated
it
ourselves
and
scored
ourselves
against.
D
So
we
can
then
go
back
later
on
and
do
that
same
thing
and
what
we
looked
at
here,
these
two
buckets
of
this
enabling
capabilities,
and
then
this
execution
ability
there's
two
broad
tablets.
Basically,
those
45
measures
are
split
in
half
and
half
and
on
the
enabling
capability
that
measures
the
organization's
implementation
of
technology,
data
resources
and
infrastructure
to
support
the
enterprise.
D
Gis
operations,
we've
scored
about
75
percent,
or
you
can
see
we're
about
75
percent
on
across
the
board
on
average
on
those
scores,
the
enabling
the
execution
ability
that
indicates
the
organization's
ability
to
enable
the
technology,
specifically
its
level
of
standardization
and
optimization
of
those
services.
So
it's
enabling
at
the
ability
to
use
those
tools,
and
so
that's
where
we
need
you're,
seeing
that's
where
we
have
that
growth
area.
So
very
really.
Clearly,
we've
seen
the
investment
in
the
data
and
the
tools
that
we've
had
over
the
last
five
years.
That's
strong.
D
We
have
opportunities
to
continue
growth,
that's
service
delivery
and
the
standards.
So
what
are
some
key
specific
recommendations
that
came
out
of
this
review
from
the
surveys,
the
interviews
and
then
the
comparison
against
the
erosa
model
in
against
those
six
categories?
Broadly,
on
the
data
side,
we've
spent
a
lot
of
time
on
the
data
we've
got
the
794
data
sets
of
the
unified
there's
still
some
growth
there.
D
That
needs
to
go,
but
we
spend
all
the
time
we
should
pivot
a
little
bit
of
that
resource
and
that
talent
towards
those
integrations
and
applications
and
analytics
on
the
infrastructure
side.
We
need
to
work
rob's
team,
some
more
and
make
sure
we
have
increased
redundancy
and
reliability
of
that
team
and
also
included
in
supporting
into
the
eoc
and
making
sure
we
have
an
infrastructure
there.
D
That's
available
and
ready
when
called
upon
our
software
applications
are
available,
they're,
they're,
broadly
available
and
understand
they're
standardized,
so
people
can
go
between
departments
and
responsibilities
and
understand
them
on
the
workflow
in
the
workplace.
We
need
to
help
and
coordinate
more
and
streamline
the
project
intake
and
make
sure
the
delivery.
So
as
we
deliver
them
are
clear
on
the
workforce,
we
need
to
take
some
of
the
talent
that
we
have
on
the
enterprise
team
and
help,
learn
and
teach
and
share
from
and
to
with
the
different
departments.
D
D
Now
you'll
see
each
one
of
the
six
categories
on
the
side
were
broken
down
to
the
six
core
elements,
and
we
talked
about
the
current
state
in
progress,
things
that
came
out
of
the
assessment
and
current
action
items
now
the
appendix
at
the
back
end
of
the
pro
there's
three
or
four
of
each
one
of
these.
We
try
to
simplify
the
presentation,
because
we
really
have
a
lot.
D
We
were
looking
at
in
each
one
of
these
and
so
I'll
focus
on
just
a
few
in
the
current
state
in
the
infrastructure,
the
current
state,
our
infrastructure
is
sound
and
it's
solid.
We've
really
worked
with
tom,
with
with
rob
and
his
team
we're
in
that
hyper-converged
infrastructure
environment,
and
we
have
really
robust
strong
environment
right
now.
It
still
needs
a
bit
more
work,
but
it's
really
one
of
our
strengths
right
now,
things
that
are
really
in
progress.
On
the
software
side.
D
This
arcgis
portal
build
those
have
had
to
use
some
of
our
tools
internally,
because
some
of
our
layers
are
available
publicly
and
some
of
them
are
not.
You
know
this
will
really
enable
and
speed
to
get
the
speed
of
the
tool
to
the
user
on
the
inside,
of
making
these
much
easier
tools
easier
to
use
internally,
and
it's
very
important
for
us
to
get
that
done
quickly.
D
The
departments
really
seek
some
more
support
from
the
enterprise
gis
team.
It
was
really
clear-
I
keep
saying
it
over
and
over
again,
but
they
really
want
some
more
help
from
us,
and
so
we
strive
to
do
that
and
will
and
then
we
will
implement
this
gis
steering
committee.
So
we
and
these
continued
user
groups
to
keep
have
a
very
clear
focus
on
how
we're
going
to
deliver
the
program
long
term
and
to
put
a
finer
point
on
that
gis
governance
structure.
D
We
added
some
improved
visibility
to
both
our
data
and
our
platforms.
First
you'll
see
on
the
san
jose
ca.gov
email
website
under
residence.
There's
a
city
maps
page
this
aggregates
all
the
there's,
I
think
67
maps
it
changes
every
day.
So
I
can't
sometimes
it's
68,
sometimes
60,
so
it
changes
a
bunch.
These
are
all
of
the
aggregation
of
all
the
department-wide
public-facing
maps
that
are
available
for
anybody
to
use
at
any.
D
And
then
we
have,
what's
cherished
by
many
of
the
council
offices,
the
pdf
maps
that
are
ready
to
print
of
all
the
council
offices
in
city
wide
we'll
refresh
those
again
this
year,
and
so
those
are
ready
for
download
or
any
other
pdf
maps
we
produce.
We
have
an
op
again.
I
already
said
it
about
the
open
data
portal.
For
those
who
are
craving
access
to
our
data.
They
don't
need
to
ask
us
for
us.
D
They
can
go,
get
it
at
the
ready,
it's
refreshed
and
ready
to
go
and
available
all
the
time
and
then
an
internal
portal
again
to
aid
that
communication
from
the
enterprise
team
with
the
community
of
gis
tech.
This
is
a
pretty
technical
internal
portal
for
many
to
how
we
do
things
get
access
to
more
help.
So
likely
this
presentation
will
be
the
next
thing
up
in
the
news
cycle,
so
they
can.
The
team
could
get
access
to
it
and
understand
what's
going
on
and
have
access
to
the
tools
at
the
ready
by
themselves.
D
Let's
talk
about
some
improved
gis
applications
and
some
of
these
have
been
presented
at
council.
They
might
be
talked
about
in
a
little
bit
of
a
twist
from
our
perspective,
at
the
data
side
and
application
side,
eoc
food
and
resources,
food
resources-
we,
I
know
we
talked
about
how
complicated
the
measure
of
problem
of
feeding
putting
out
the
millions
and
millions
of
meals
that
were
put
out.
I'm
not
trying
to
compare
our
level
of
problem
set
to
that,
but
it's
certainly.
This
was
some
of
the
backbone
to
some
of
that
thinking
and
challenge.
D
It
was
brought
across
eight
different
distribution
channels.
There
was
no
consistent
data
effort,
everything
there
was
no
unified
data
structure
at
all,
and
so
we
had
to
build
an
approach
for
a
unified
data
structure,
narrow
the
scope
for
key
deliverables
and
embed
this
data
staff
into
the
operations,
and
so
you
had
this
spaghetti
bowl
of
connections
of
different
people,
managing
things
in
different
ways
at
google
sheets
and
excel
sheets.
D
D
We
need
to
be
embedded
from
the
beginning
of
having
that
conversation,
so
we
don't
have
to
unwind
things
like
happen
with
food,
and
it
was
great.
We
ended
up
at
a
much
faster
pace,
get
to
some
much
more
useful
tools,
so
they
had
cross-departmental
data
sets.
They
were
siloed
in
static
data.
We
had
to
help
it
into
broad.
The
scope
obviously
was
massive
in
terms
of
the
challenge
of
what
that
team
was
going
to
take
on,
and
so
we
ended
up
with.
There
was
10
different
data
sets
from
seven
different
locations
in
five
different
departments.
D
We
had
to
aggregate
these
different
tools
into
one
useful
thing
so
that
they
could
have
at
the
ready
the
information
to
make
decisions
and
drive
their
resources
we
implemented
and
used.
You
know
a
field
tool
is
called
arcgis
survey123,
there's
several
others,
but
things
like
this
so
that
the
field
staff
can
gather
real-time
information
from
out
in
the
field.
Take
photographs,
provide
input
and
then
immediately
as
it's
put
in
the
people
on
the
team
can
see
where
these
things
are
to
understand
and
help
understand.
D
What's
going
on
and
what
they're
seeing
in
the
field
rapidly,
then
you
end
up
with
this
heat
map
that
it's
not
the
heat
map
yet,
but
this
then
feeds
the
heat
map
of
where
these
different
things
are
and
the
different
scoring
as
they
come
in,
and
these
are
the
things
that
are
driven
in
the
background.
It
helps
see
exactly
where
they're
gathering
data
and
what
they're
seeing
at
the
different
times,
switching
to
everybody's
favorite,
the
animals.
D
These
aren't.
These
aren't
the
animals.
These
are
the
people
that
help
and
and
care
for
the
animals,
our
animal
dispatch
opportunities.
I
should
acs
reports
in
public
works,
I'll,
be
nice
to
them.
I'll
go,
find
some
donuts
or
something
so
there's
13
officers.
They
have
20
000
annual
calls
for
service,
and
so
they
have
a
very
broad
spectrum
service,
but
their
tool
believe
it
or
not,
is
called
chameleon
that
they
use
for
running
the
shelter
that
gathers
all
the
field
data
and
the
calls
for
service
and
they're.
D
Literally
just
these
lines
of
this
tabular
data
and
it's
super
hard
to
figure
out
who's
where
and
what
and
whatever,
and
so
they
asked
us
is
there
any
way
we
could
see
where
our
calls
are
in
relation
to
where
anything
else,
and
so
the
answer
is,
of
course,
and
so
we're
able
to
take
that
operational
line
data
and
make
situational
awareness
available
to
them
by
aggregating
the
tabular
data,
plotting
it
on
maps.
So
then
they
can
see
where
things
are
in
the
terms
of
ranks
of
calls
for,
because
obviously
some
things
are
like
level
one.
D
D
Let's
talk
a
little
bit
about
some
some
data,
this
began
as
a
data
exercise
that
I
had
asked
the
staff
to
kind
of
look
into,
and
this
is
the
first
presentation
that
we
found
that
really
has
city-wide
sorry
county-wide
census
data.
That
visually
presents
the
many
tables
you
get
out
of
the
census
bureau.
D
This
basic
this
spatially
displays
the
coveted
infections
and
vaccination
data
that
the
county
then
publishes
in
conjunction
with
the
demographic
data,
and
we
could
plop
on
what
vaccination
sites
and
we
enable
the
staff
to
put
on
new
vaccination
sites.
So
they
can
manage
this
and
then
they
would
drive
some
of
their
decisions
and
actions.
Using
these
tools.
D
And
then
cycling
back
to
the
2017
flood.
Remember
it
had
a
decent
rain
event,
this
past
february.
So
again,
kip
was
flying
blind
in
2017
because
we
didn't
have
tools
available
for
them,
and
so
what
you're
seeing
here
is
our
first
utilization
of
a
dashboard
that
we
created
to
monitor
the
field
conditions,
and
this
was
what
this
shows
is
our
ability
for
our
field
staff
using
that
same
survey123
application
again
fixed
for
this
app
for
this
work
to
go
out
to
a
site
location.
D
Actually,
I
think
this
one
is
over
here
on
alma,
take
a
photograph
of
the
water
level
at
the
time
report
the
water
depth,
and
then
it
gets
plopped
on
a
map
and
they
can
see
in
the
eoc
the
photograph
that
the
felt
that
the
person
took
now
granted.
This
had
a
lot
of
work
because
of
the
joint
emergency
action
plan
with
valley
water
in
the
city.
A
lot
of
this
had
to
be
done
as
well.
D
These
markers
weren't
on
the
on
the
wall
before,
but
all
of
this
is
then
displayed,
and
then
we
have
real-time
information
of
the
different
flow
gauges
at
the
different
creeks
and
different
hot
spots,
where
we
can
then
feed
in
the
real
time,
data
from
valley,
water
and
you
can
just
go
and
see
how
things
are
trending
over
time
in
real
time.
This
was
used
in
february.
D
This
is
just
a
snapshot
of
different
covet
and
equity
applications
it
that
we
used
in
2020
several
other
eoc.
Things
were
used
that
aren't
displayed
here,
the
pivot
for
the
psps
map
that
we
use
for
fire
and
wild
wind,
the
wind
activities
that
happened
this
last
year,
this
eoc
damage
assessment
applications
and
other
dashboarding
things
that
we
created.
D
But
we
have
eoc
and
infrastructure
assessment
tools
and
dashboards.
This
is
what
kipp
will
love
if,
for
god
forbid,
we
ever
actually
have
an
earthquake,
which
is
always
the
real-time
damage
assessment
of
facilities
and
get
cost
estimates
on
the
fly
from
the
county
that
you'll
be
able
to
see
in
real
time.
We
have
pedestrian
bridge
assessments
that
are
structure
folks,
that
will
go,
do
regular
annual
reviews
of
the
pedestrian
bridges
and
provide
assessments
for
them.
D
We
also
have
analytics
that
we're
prototyping.
This
one
is
presenting.
We
just
grabbed
some
data
from
the
311
garbage
pickup
calls
again
as
an
application
of
a
service
dashboard
that
can
be
shown.
We
also
have
analytics
of
what's
going
on
in
our
data
management,
so
how
things
are
trending,
where
those
things
are
we're
just
picking
our
master
adder
database
and
the
data
input.
D
This
is
helping
our
data
teams
look
at
how
the
data
input
is
being
managed
and
if
things
are
being
regular,
if
there's
inconsistencies,
we
need
to
manage
how
we're
monitoring
our
gis
tools
as
part
of
our
new
software
agreement.
We
have
to
kind
of
monitor
our
license
users,
so
we
literally
took
a
granule
hour
by
hour
utilization
of
our
of
our
licensing
of
our
tools
and
then
the
newest
of
the
new
animal
apps
that
will
be
for
internal
use.
This
is
the
animal
stray
animal
intake,
so
we
can
see.
Are
we
strategizing?
D
C
H
Hello,
this
is
molly
mcleod,
matt,
great
presentation.
You
know
I'm
a
fan
of
the
gis
stuff,
so
I
also
wanted
to
start
by
saying:
hey,
I
love
what
works
cities,
but
what
I
meant
to
refer
to
was
cities
for
all
c-I-t-I-e-s,
the
number
four
all
dot,
org,
that
I
hope
the
city
will
become
a
part
of
just
like
the
what
work
cities
and
that's
how
I
became
part
of
the
brown
bag
that
led
to
sunlight
foundation
and
working
with
university
of
chicago's
data,
science
and
public
policy.
H
I
mean
those
types
of
things
I
learned,
while
at
city
of
san
jose
super
cool,
so
cities
for
all.
I
love
what
matt
said
about
be
embedded
from
the
beginning,
and
so
there's
here's
where
I
question
the
team's
depths
of
knowledge
about
access
and
unaware
about
ableism,
so
matt
bl
flying
with
blind.
While
blind,
I
would
say
if
I
want
a
blind
or
low
vision
pilot
for
these
types
of
mapping
projects.
I'd,
suggest
joshua
miele.
He
recently
presented
at
stanford
he's
blind.
H
H
So
what
about
the
crowdsource
crowdsourcing
volunteers,
who
are
identifying
where
accessibility
barriers
are
and
also
what's
the
level
of
access?
The
open
source
maps
currently
have
some
things
for
that.
So
mostly
I'm
excited
because
code
for
san
jose,
which
city
has
a
good
partnership
with,
is
doing
an
inclusive
product
week
coming
up
in
may,
there's
definitely
a
lot
of
interest
in
the
city
and
so
also,
oh
out
of
the
all
the
cities
that
were
mentioned.
H
A
A
Hi,
why
beekman
here?
Thank
you
for
the
words
a
lot
of
the
previous
speaker,
she's
got
really
nice
references.
How
ways
I
haven't
heard
before
about
how
to
make
a
a
process
more
open
and
accessible
to
the
everyday
public,
and
she
was
asking
you
know
what
exactly:
how
can
it
be
a
more
interactive
process
with
the
public?
Basically
so
really
interesting
words,
a
really
interesting
item.
Thank
you
for
the
presentation.
A
It
was
really
it
had
a
really
nice,
science-based
approach
to
to
its
things
and
and
to
work
towards
accessibility
with,
say,
disabled
subjects.
Subject
of
disability.
I
think
that
would
be
great
work.
I
mean
that's,
that's
learning
to
be
more
interactive
with
the
community.
Of
course,
I
would
be
interested
in
how
you
know
the
the
work
with
disabled
communities,
how
that
can
translate
into
maybe
open
public
policies
for
the
future
of
the
technology.
A
That's
better
developed
for
this
disabled
community
and
you
know,
there's
how
things
can
just
grow
and
flower
and
multiply
from
initial
ideas.
That's
what
kip
tried
to
offer
at
the
at
the
work
plan
meeting
a
couple
days
ago
at
the
city
council
about
our
2021-2022
work
plan
that
I'm
interested
about.
You
know
we're
at
a
point
where
we
really
open
things
up
to
a
community
and
open.
A
You
know,
ideas
up
and
it
seems
like
kip
is
working
on
what
can
be
a
really
open
process
and
to
get
that
input
from
community
good
luck
on
how
to
do
that.
It's
got
really
interesting
ideas.
How
it
relates
to
iot-
and
you
know
my
feelings
about
how
public
policy
needs
to
be
a
part
of
the
future
of
iot
and
not
hidden.
A
C
J
The
description
of
it
being
in
this
huge
room,
couldn't
you
just
picture
it
and
we've
come
so
far
since
since
then,
matt
really
great
presentation?
Clearly
you
have
a
knowledge,
a
lot
of
knowledge
and
are
very
enthusiastic
about
this.
This
tool
is
really
wonderful.
I've
watched
beautify,
san
jose
use
it
and
many
of
our
other
departments
utilize
it
and
I've
actually
talked
to
my
staff
about
it
and
they're
wondering
when
they
can
have
access
to
esri.
They
feel
that
that
would
be
really
beneficial
to
them.
J
J
J
That
would
be
great
the
we
use
the
data
as
much
as
the
departments
do
to
assist
our
residents
when
they
call
us
up.
We
try
to
be
as
effective
and
efficient
as
possible
and
is
having
that
tool
in
our
toolbox
will
help
us
as
well
so
I'll
I'll
bring
my
tech
staff
person
into
a
meeting
with
you
matt,
and
they
can
share
with
you
what
they're
looking
for.
D
J
Wonderful,
thank
you.
Actually,
that
was
the
basics
basis
of
my
conversation.
This
is
really
exciting
to
see
the
technology
that
we
have
the
the
mapping
technology
and
the
way
that
we
utilize
it
across
our
departments
and
to
use
it
effectively
is
just
really
a
wonderful
thing
to
see
and
before
I
leave,
because
I
know
molly's
still
on
this
call
molly,
I'm
looking
for
an
office
of
disability
affairs
as
well.
So
hopefully
we
can
work
on
that,
but
that's
it
for
me.
Thank
you,
matt
and
all
I
look
forward
to
meeting
with
you.
G
G
It
really
highlighted
the
point
I
was
trying
to
make
in
their
earlier
presentation
about
centralization
and
decentralization
and
the
challenges
around
crossed,
departmental
data
and
siloed
or
static
data.
So
I
just
want
to
just
highlight
that
that
highlights
the
point
I
was
trying
to
make
earlier
and
then
secondly,
matt
just
thinking
about
a
specific
use
case.
D
F
We
are
in
the
final
stages
of
negotiating
a
grant
agreement
with
fema
and
cal
oes
for
a
five
million
dollar
grant
of
being
matched
by
1.25
million
from
us.
So
for
6.25
million
program
in
total
for
soft
story
and
the
mapping
of
soft
story
structures
is
a
vital
component
of
that.
Just
to
get
out
of
myself
out
of
the
jargon.
F
A
soft
story
structure
is
a
multi-story
building
where
the
first
floor
is
built
in
a
different
way
than
the
above
floors
such
that
it
becomes
weak
during
an
earthquake
and
they
shake
at
different
speeds
and
therefore
is
likely
to
collapse
and
a
lot
of
the
soft
story.
Buildings
that
are
in
san
jose.
We
estimate
they're
about
1.
200
of
them
in
total
are
apartment
buildings
that
were
built
during
the
60s
and
70s,
and
so
not
only
are
the
structures
at
risk,
but
the
people
who
are
living
at
them.
F
Often
many
people
in
the
room
are
at
a
high
level
of
vulnerability
for
an
earthquake
or
seismic
event.
So
matt
I'd
love
to
have
you
chime
in
on
the
technical,
some
of
the
considerations
on
that
as
we
hopefully
wind.
Some
of
that
funding
down
from
the
federal
government
to
support
us
in
building
out
a
mandatory
retrofit
policy.
D
Yeah,
the
mapping
of
1200
address
points
is
sort
of
a
trivial
exercise,
but
it's
more
of
what
I
think
you
would
probably
want
to
get
to
is
the
application.
On
the
background
of
how
you
help
prioritize
the
utilization
of
those
funds,
where
it's
going,
is
it
you
go
into
the
highest
need
first
or
in
what
priority
it'd
be
similar?
D
What
we
would
probably
envision
for
the
vaccinate
vaccine,
vaccination
application,
where
you'd
have
some
area
ways
to
prioritize
those
things
based
on
different
standards
and
so
again
that
I
don't
see
that
as
a
very
difficult
build.
But
I
believe
it's
something
that
you
know
whoever
is
going
to
be
driving
that
initiative.
We
could
support.
I
Me
yeah,
and
I'm
sorry
I
had
to.
I
was
interrupted
by
trying
to
run
interference
here
and
with
state
budgets
in
sacramento.
I
just
want
to
first
say
thank
you
to
matt
for
being
just
an
amazing
champion
and
chief
proselytizer
for
all
things,
gis
and
data,
and
just
really
appreciate
your
enthusiasm,
your
commitment
and
you
know,
driving
us
and
also
helping
us
during
some.
You
know
pandemic
flood
etc.
Being
being
the
guy,
you
know
the
skunk
works
really
trying
to
make.
I
D
Well,
that's
a
magnificent
question.
I've
not
actually
dug
into
the
data
to
see
if
that's
a
historical
trend
or
if
that's
just
the
current
year's
information,
but
I
think
there's
it
could
be
again.
It's
similar.
It
could
be
similar
to
the
311.
Maybe
that's
where
the
reports
are
being
so.
That's
where
it
could.
You
know,
get
a
lot
of
calls
for
reports
from
that
particular
area.
Potentially,
that
could
be
driving
the
data
but
again
new.
I
I
I
think
it's
important
for
our
residents
to
hear
how
we're
improving
internally
because
of
these
tools-
and
you
know,
I
think
it's
the
easiest
part
of
the
story
to
tell,
because
you
guys
have
already
done
the
work
so
anyway.
I
just
I
just
throw
that
out
there,
because
I
would
love
to
be
able
to
tell
this
story,
but
I
I'm
not
smart
enough
to
be
able
to
tell
it
the
way
matt
does,
and
I
just
want
to
be
able
to
say
see
here.
We
have
better
service.
D
Well,
I
appreciate
that
we
have
had
a
couple
of
articles
printed
on
different
things
and
different.
I
think
the
harvard
group
had
a
presentation
on
what
we
did
for
the
psps
yeah
we've
had
several
things
presented,
but
again
it
was.
It
was
sort
of
a
2020
mission
of
mine
to
get
more
out
about.
What's
going
on,
and
obviously
some
priorities
overtook
that
in
terms
of
my
one
of
my
initiatives,
and
so
it
should
be
something
we
should
put
put
back
on
the
radar
and
do
more
if
you're
right.
C
Great
thanks
mayor
kip:
do
you
want
to
chime
in
okay?
Just
saw
your
mic
come
off
great.
Well,
echo
everything
the
mayor
said
there
and
it's
a
really
powerful
capability
and
the
more
that
we
can
show
people
how
it's
helping
us
deliver
more
value
to
residents
and
optimize
our
service
delivery.
The
better
so
just
completely
agree
with
that
and
matt.
C
Thanks
for
the
presentation,
my
my
team
has
been
digging
into
those
maps
that
you
referenced
and
I
think
we're
getting
ready
to
integrate
a
couple
of
them
into
a
website
that
we'll
we'll
be
launching.
So
I
think
it's
something
that
I
know
our
residents
are
going
to
really
enjoy
playing
around
with.
So
just
appreciate
all
the
great
work
there.
C
Only
outstanding
question
I
had
was,
if
you
could
just
give
us
a
sense
of
I
imagine,
you
have
a
lot
of
incoming
requests
and
how
are
you,
how
are
you
managing
and
prioritizing
those
and
and
how?
How
much
of
your
cap
I'm
sure
your
capacity
is,
is
far
outstripped
by
the
request?
Can
you
give
us
a
sense
of
of
how
you're
managing
that
and
what
the
volume
is.
D
Again,
what
it's
like
right
now
versus
what
it
was
eight
months
ago,
is
vastly
different
and
obviously-
and
we
have
a
gis
branch
in
the
eoc
that
has
been
activated
since
I
think
june
of
last
year,
that
we've
not
stood
down
yet,
and
things
do
continue
to
keep
up.
We
do
have
to
do
the
back
end
maintenance
of
those
applications
and
enhancements
that
are
being
asked,
for,
I
wouldn't
say
constantly,
but
I'd
say
consistently,
but
the
new
need
will
come
up.
D
Those
initiatives
again
producing
the
data
versus
presenting
the
data
are
two
different
initiatives
of
producing
those
neighborhood
polygons
is
a
new
data
initiative,
but
again
it's
it
is
prioritizing.
It
is
looking
emergency
first,
but
then
we
do
have
this
core
list
of
activities
of
building
these
things
out
and
implementing
the
software
across
the
organization
that
is
continuing.
C
Yeah
that
that
makes
sense-
and
it
is-
it-
seemed
like
in
your
report-
you
were
referencing
areas
where
we
need
to
make
more
investments.
Is
that
baked
into
the
three-year
strategic
plan?
We
were
just
discussing
or
or
any
of,
the
kind
of
the
budget
process
we're
currently
going
through.
Where
will
we
see
those
requests
more
exciting.
D
So
I
think
a
lot
of
the
things
we're
seeing
in
terms
of
this
strategic
plan
is
a
lot
of
more
pivoting
and
and
staging
of
the
tools
and
people
and
in
terms
of
how
we're
implementing
them.
We
don't
have
a
big
ask
right
now
for
a
large
like
investment,
because
we
got
that
with
the
esri
enterprise
agreement
that
campaign
council
we
got
through
and
got
that
funding
to
support
the
enterprise
agreement.
That
was
the
big
one
that
came
through
in
the
last
year
in
terms
of
infrastructure.
D
We
have
some
of
that
base
budget
already
that
we're
able
to
implement
and
rob's
model
of
getting
access
to
the
hyper-converged
environment
has
been
very
useful
and
accessible
for
us.
So
right
now,
there's
not
a
big
ass
in
this
strategic
plan.
It's
about
pivoting.
The
existing
resources
is
mostly
what
we're
doing.
I
D
C
C
C
A
A
A
A
I
think
if
we
continue
the
work
of
open
public
policy,
I
think
if
we
continue
the
work
of
renewable
energy
ideas
and
really
good
technology
for
renewable
energy
ideas
and
the
like,
when
a
major
disaster
happens.
If
we
have,
if
we
have
our
good
practices
in
place
now,
then
we
can
make
a
better
transition
out
of
a
natural
disaster
period,
and
that's
really
what
I'm
trying
to
gear
myself
up
for
right
now
and
I
have
to
learn
to
say
that
more
often
in
public,
you
know
we
we
can.
A
We
can
do
our
better
practices
at
this
time.
We
don't
have
to
skim
on
quality.
You
know
on
our
better
thinking
our
better
ideals,
especially
in
this
time
of
code
of
trying
to
figure
out
how
to
climb
out
of
it,
and
I
think
this
is
the
way
to
do.
It
is
to
really
consider
our
better,
better
thinking,
our
better
sustainability
ideas
and
really
work
towards
those.
So
we
do
have
to
really
question
the
future
of
of
you
know
the
the
hydrogen
fuel
cell
ideas.
A
I
don't
think
that's
going
to
fly
right
now
at
this
time.
I
think
we
have
to
put
that
a
bit
back
a
bit.
I
think
you
know
that's
what
we're
headed
towards
and
that
can
be
okay,
and
we
have
to
learn
how
to
talk
openly
about
that.
I'm
sorry
for
these
sort
of
words,
but
I
hope
we
can
you
understand
what
I'm
saying
thanks.
H
This
is
molly.
I
must
say
that
city
council
meetings
are
becoming
my
favorite
time
for
getting
cleaning
done
around
the
house,
because
you
keep
me
engaged
and
I
feel
like
I
got
something
done,
no
matter
what
which
I
imagine
when
you
participate
in
meetings.
Sometimes
you
gotta
wonder
so
appreciate
all
of
you
sticking
through
it
as
well.
My
final
thought
would
be
on
equity,
both
racial
and
disability.
H
I'm
a
fan
of
what
big
data
can
do,
but
we
also
know
that
there's
some
problems
with
that
that
are
being
looked
at
by
also
some
really
smart.
Folks,
for
example,
I
heard
lydia
xz
brown
do
a
presentation
at
the
ability
summit.
That's
the
one,
microsoft
did
and
they
work
for
the
center
for
democracy
and
technology.
H
They
published
a
report
on
algorithm,
driven
hiring
tools,
innovative
recruitment
or
expedited
disability
discrimination
and
all
the
topic
is,
is
relevant
and
it
goes
to
people
power.
What
I
wanted
to
point
out
is
that
there
is
a
plain
version,
plain
language
version
of
it
so
kind
of
like
the
executive
summaries,
where
you
just
sign
it
up
at
the
beginning.
H
H
So
thinking
about
the
ways
that
we
present
information
and
who's
engaged
in
those
practices
will
save
us
time
and
effort
and
money
in
the
way
we
do
it,
because
disabled
folks
have
got
some
really
great
hacks,
hacks
h-a-c-k-s,
because
you're
buying
at
dollar
stores
a
lot
of
folks
with
disabilities
are
on
extremely
limited
position.
So
that's
the
final
thought
I
had
is
equity,
plain
language,
and
thank
you
for
the
work
that
you're
doing.