►
Description
City of San José, California
Smart Cities & Service Improvements Committee of June 3, 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=832159&GUID=3054BD09-641B-445D-8506-183B33057BC3
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C
Welcome
to
the
smart
cities
and
services
improvement
committee.
Great
to
see
everyone
hope
your
day
is
going
well.
I'm
looking
forward
to
our
packed
agenda
today
really
excited
to
get
into
the
strategic
plan
and
a
few
other
important
items
thanks
to
the
members
of
the
public
who
are
attending
and
as
always,
you
can
participate
during
public
comment.
By
raising
your
hand
if
you're
on
zoom
or
dialing
star
9,
if
you're
dialing
in
by
phone
rob,
am
I
turning
it
over
to
you
to
give
a
quick
overview.
A
D
F
D
C
D
Thank
you.
I'm
super
excited
about
our
agenda
today
so
good
afternoon,
chairperson
man,
mary
loucardo
committee
members
and
members
of
the
public,
I'm
rob
lloyd,
chief
information
officer
for
the
city
of
san
jose.
This
month,
staff
will
present
to
the
committee
three
items
under
agenda
item
d1.
We
have
part
two
of
the
2021
through
2023
information
technology,
strategic
plan
that
was
continued
from
last
month's
meeting.
D
This
is
the
city's
proposed
strategic
direction,
including
the
strategic
plan
with
feedback
incorporated
and
is
recommended
for
approval
and
referral
to
city
council,
jerry
driessen
assistant
cio,
and
I
will
present
on
that
item,
follow
following
that.
One
is
item
d2,
which
is
michael
foster,
our
division
manager
for
the
city's
portfolio
products
projects
office
and
he's
going
to
provide
a
status
update
on
the
city's
major
technology
and
innovation
initiatives
and
we'll
conclude
today
with
item
d3
on
the
city's
digital
services
status
by
a
team
from
human
resources,
communications
and
the
I.t
department.
D
This
will
be
a
report
on
the
city's
transition
to
coordinated
service
delivery
across
in-person
and
online
mobile
phone
and
assistive
modes,
including
status
of
powered
by
people,
2.0
efforts
and
the
digital
services
roadmap.
So
with
that,
let
me
go
ahead
and
share
our
presentation
and
jury
will
kick
us
off.
Can
everyone
see
it?
Okay,
cool
jerry.
G
Sure,
thanks
rob
chairperson
mayhem,
mayor
le
cardo,
community
members,
members
of
the
public,
I'm
jerry
driessen,
I'm
the
assistant
chief
information
officer
for
the
city.
I
want
to
talk
to
provide
some
background
today
on
the
formation
of
our
strategic
plan.
We
can
go
ahead
and
go
to
the
next
slide
and
talk
about
how
our
strategic
plan
sit
fits
within
the
it
strategic
plan
actually
supports.
G
G
So
a
lot
of
written
materials
also
guide
us
in
findings
of
the
auditor
trends
from
external
and
that
ties
to
the
expert
advisor
that
we
brought
in
and
then
also
we
we
brought
in
an
expert
harvard
community,
our
harvard
business
school
community
partners
who
helped
us
form
our
digital
services
strategy
as
well,
and
then
moving
over
to
the
right-hand
side.
We
talked
about
how
that
then
guides
our
strategies
and
our
governance
approach
and
a
resource
plan
and
and
our
measurements
as
well.
G
Next
slide,
and
so
what
did
we
hear
from
our
customers?
And
so
one
of
the
things
when
rob-
and
I
did
the
interviews
together-
we
saw
a
great
deal
of
consistency
across
the
board
in
the
following
theme,
so
equity
will
reshape
the
city
and
our
departments,
the
new
normal
for
communication
work
and
collaboration.
Hybrid
work
is
going
to
be
a
significant
factor,
moving
forward,
that
we
must
plan
for
and
build
into
how
we
reshape
and
redesign
our
services,
and
we
also
need
to
harness
data
for
decision
making.
G
So
a
little
bit
about
the
external
consultant
that
we
brought
in
infotech
is
a
research
group
based
out
of
toronto,
canada
but
they're
one
of
a
top
three
in
it
industry
that
looks
at
trends
and
and
themes
in
the
it
industry,
both
government
and
private
sector.
And
so
we
did
an
rfp
brought
brought
them
in
to
work
with
us
on
actually
doing
research
and
and
studying
technology
trends.
G
To
make
sure
that
our
strategic
plan
was
guided
by
those
as
well
next
slide
and
one
of
the
things
they
did
was
actually
pull
data
from
budgets
across
across
large
cities
from
the
us.
And
so
what
this
this
graph
shows
here
is
that,
while
san
jose
is
the
10th
largest
city
in
the
u.s,
they
actually
did
a
budget
comparison
and
showed
that
the
amount
of
money
that
we
spend
on
I.t
in
relation
to
our
population,
while
we're
the
10th
largest
city,
we're
actually
amongst
the
the
lowest
three.
G
In
terms
of
how
much
we
spend
on
I.t
and
actually
a
direct
quote
that
that
when
they
presented
that
at
a
last
smart
cities
committee,
that
is
worth
mentioning
again,
no
local
government
has
a
record
of
higher
achievement
per
dollar
of
technology
of
technology
investment
than
the
city
of
san
jose.
I
think
we
we
know
that
in
the
work
that
we
do,
that
we
produce
a
lot
with
rit
resources,
but
we're
resourced
pretty
low
next
slide.
G
So
the
other
thing
that
infotech
helped
us
with
is
actually
focusing
on
the
themes
for
where
we
need
to
go
in
the
future
and
and
really
we
need
to
focus
on
enabling
and
and
being
a
solution
provider
as
the
city
transforms
and
and
moves
to
more
digitization
personalization
of
services
for
our
residents
and
making
that
tie
to
resident
services.
And
as
we
re-engineer
our
services.
G
And
so
priority,
one
that
was
recommended
by
infotech
was
to
support
the
city,
equity
initiatives
and
and
really
what
this
means
is
focusing
on
vulnerable
residents.
First,
with
the
understanding
that,
by
raising
raising
the
level
of
access
for
those
who
are
are
struggling
the
most,
we
actually
make
outcomes
better
better
for
all,
and
we
also
need
a
partner
internally
to
be
an
effective,
effective
partner.
G
The
second
finding
is
related
to
managing
our
hybrid
hybrid
organization,
and
this
is
really
about
creating
flexibility
in
in
our
internal
mechanisms,
how
we
work,
how
we
do
our
work
and
then
also
changing
our
culture
and
focusing
on
innovation
and
how
we
attract
and
retain
our
employees
and
we'll
talk
a
little
bit
more
about
that
during
our
digital
strategy.
Presentation
later
later
today,
and
then
priority
three
next
slide
run
is
double
down
on
digital.
G
So
going
back
to
the
slide
that
talked
about
our
leanness,
what
infotech
said
was
given
that
leanness
and
and
the
city's
resources
we
really
need
to
come
focus
on
consolidation
and
federation
more
in
the
city
and
and
and
making
sure
that
we
optimize
our
technology
investment
across
across
the
board
in
the
city
and
then
related
to.
That
is
also
to
consider
a
public
safety
technologies
division.
G
So
the
importance
of
technology
for
police
and
fire
and
emergency
management
is
such
that
we
have
to
make
sure
that
investment
is
made
consistently
and
and
is
really
optimized
across
the
board,
and
what
the
recommendation
was
was
to
start
to
bring
that
approach
together
instead
of
having
three
different
technology
approaches
across
those
three
important
arms
of
public
safety
that
we
actually
bring
that
together
into
a
consistent
division.
And
so
I'm
going
to
hand
it
off
to
rob
now
is
going
to
talk
about
how
we
are
going
to
recommend
making
it
all
happen.
D
So
the
instructive
process
of
a
strategic
plan
is
in
itself
extremely
valuable
and
what
it
showed
us
in
this
sprint
of
a
strategic
plan
is
more
than
ever.
The
city
actually
has
some
shared
clarity
about
what
we
need
to
accomplish
and
that
came
from
the
city
roadmap.
It
came
from
the
pandemic
and
all
the
activities
came
from
the
eoc
focus
areas
that
we've
had.
D
D
But
we
make
one
person
look
like
three
or
five
or
ten,
or
give
people
the
right
information
to
make
better
decisions
and
optimize
their
decisions,
but
also
now,
more
than
ever,
to
connect
the
community
to
service
portals
where
they
can
get
to
the
services.
They
need,
no
matter
previous
limits
of
connectivity
or
language
or
demographics.
D
This
is
our
chance
to
really
build
forward,
and
so
what
we've
defined
is
five
strategic
pillars
to
steer
us
over
the
next
two
and
a
half
years
number
one,
and
this
you'll
see
matches
the
input
that
we
receive
from
the
departments
and
from
council
and
committee,
as
well
as
validated
by
the
infotech
consultancy
and
their
advisory
services,
and
their
research
was
number
one
for
us.
That's
really
going
to
reshape
us.
The
most
is
enabling
equity.
D
We
see
more
risk
today
than
we've
ever
seen
before,
and
we
see
more
of
our
peer
cities.
Pierce
counties
peer
peer
organizations,
the
states
getting
taken
down
in
significant
ways
and
their
services
impaired,
and
so
we
need
to
continue
that
investment
and
that
seriousness
and
unrelenting
dedication
to
building
security
and
resilience
in
all
of
our
service
sets.
D
Number
three
is
we
need
to
optimize,
and
this
is
something
that
we
focused
more
on
based
on
the
infotech
feedback
is
with
the
resources
that
we
have
with
the
community
saying
we
need
you
more
than
ever
with
the
community.
Also
saying
we
have
fewer
resources
in
the
future
to
do
that
with
because
of
the
structural
deficit
and
the
budget.
D
So
this
is
a
kind
of
an
eye
chart
of
a
slide.
Please
don't
look
too
deeply
into
it
if,
unless
you
want
to
the
most
important
thing
to
take
away
from
this
slide,
are
the
sides
and
the
top
green
stack,
often
technology
plans-
and
this
was
actually
recognized
by
the
consultant
focus
on
the
technologies
that
the
I.t
department
has
and
how
the
city
needs
to
use
it,
and
we
take
actually
a
different
approach
here
at
the
city.
D
So,
if
you
see
the
five
strategic
pillars,
you'll
see
them
emulated
in
the
green
boxes,
on
the
left
and
right
side,
you'll
also
see
key
things
that
we
have
to
do
structurally
to
be
a
successful
organization
and
number
one
is
hiring
and
engaging
a
really
strong
team.
When
you're
lean
the
people,
you
have
count
more,
and
so
that
is
number
one
about
our
structural.
D
D
What
do
we
federate
and
what
do
we
leave
decentralized
and
that's
really
to
make
maximum
use
of
the
dollars
we
have,
and
also
to
focus
resources
where
we
play
to
our
strengths,
and
so,
where
there's
maximum
responses
that's
needed,
then
we
make
sure
that's
closest
with
the
business
where
we
need
security
and
and
structural
optimization.
We
say
that's,
centralized
and
then
there's
other
areas
where
we
federate.
D
The
other
thing
that
they
mentioned
and
jerry
alluded
to
this
in
his
intro,
was
needing
to
have
an
important
conversation
about
public
safety
technologies
and
the
two
comments
that
were
made
from
the
consultancy.
Was
you
don't
fund
it
where
you
want
to
fund
it
three
times,
you
need
to
number
two
have
a
tightly
coupled
emergency
response
in
the
future,
so
the
recommendation
is
discuss
how
you
can
pull
it
all
into
one
group
and
fund
it.
D
And
what
you
see
here
is
the
dark,
blue
and
light.
Blue
boxes
are
specific
people.
The
gray
boxes
are
actually
capacities
where
we
have
one
or
more
people
in
it,
so
that
we
can
actually
perform
a
service
in
in
lieu
of
or
in
support
of
the
I.t
strategic
plan
and
the
city.
Road
map
you'll
see
that
there
are
some
areas
where
we
have
rectangles
and
those
are
where
we
have
some
resources.
D
Now,
the
more
oval
ones
are
where
we
need
a
capability,
but
we
don't
have
people
there
currently,
and
so
that's
our
long
term,
where
we'll
talk
about
investing
more
and
you'll,
see
some
yellow
shaded
ones,
which
are
where
the
current
recommended
city
budget
has
some
investments
to
add
capacity
in
those
areas,
but
over
the
years.
This
is
where
we'll
look
to
invest
on
the
right
side.
D
We
have
some
strategies
to
try
to
at
least
make
some
near-term
progress
by
tapping
the
the
good
work
and
strengths
of
our
gis
team,
and
they
really
are
kind
of
a
treasure
to
us,
and
you
saw
that
in
the
gis
strategic
plan
last
last
month,
and
then
you
also
see
in
ovals
the
deputy
city
for
public
safety.
This
is
a
recommendation.
D
D
D
So
all
the
work
that
we
have
here
is
just
to
make
sure
that
we
keep
our
risk
profile
as
tight
as
possible,
and
then
the
I.t
position
vacancies
this
one.
I
was
going
to
remove,
but
based
on
the
feedback
from
the
advisory
service,
they
said
when
you
have
a
small
team
vacancies,
hurt
you
more
and
when
you're
in
a
competitive
area,
you
struggle
more
to
hire
and
then
that
you
have
an
outsized
impact
from
that
vacancy
and
that's
true.
We
saw
that
with
digital
privacy.
D
Sorry
rolled
one
two
more
so
one
of
the
old
sayings
is,
if
you
understand
something
well,
you
can
express
it
briefly.
So
this
is
our
I.t
strategic
plan
on
one
page,
and
the
goal
of
this
is
to
just
have
a
quick
reference
that
everyone
knows
where
we're
going.
Why
and
what
the
next
two
and
a
half
years
are
really
going
to
be
shaped
around
you'll,
see
this
the
new
mission
statement
at
the
top.
You
see
the
strategic
initiatives
that
we
discussed
around
strategic
measures.
This
is
based
on
the
committee's
feedback.
D
When
we
did
our
second
round.
One
is
around
equity
and
how
are
we
going
to
measure
that
with
departments
our
first
foray
into
that
is
the
resident
satisfactions
at
service?
But
we
also
have
three
others
that
we're
going
to
take
a
look
at
who's
accessing
where
we're
reaching
and
not
reaching,
who
we're
missing,
but
we're
going
to
have
to
work
with
departments
to
really
get
at
a
good
model
to
be
able
to
see
those
those
metrics.
D
The
other
one
is
around
effectiveness.
We
absolutely
have
to
make
sure
that
the
cyber
security
of
city
and
enterprises
is
going
to
have
some
internal
measures
that
we're
going
to
focus
mightily
on.
I
think
everyone
knows
and
can
has
kind
of
that
sense
of
fear.
Why?
Because
all
of
our
friends,
we
all
have
friends
and
peer
organizations
have
been
taken
down,
but
also,
how
do
we
start
taking
a
look
at
the
the
savings
from
the
process,
automation
that
we
have
and
then
based
on
your
feedback,
chair
mayhem?
D
D
One
thing
that
we
are
also
going
to
do
is
assemble
an
I.t
advisory
board
and
we're
a
little
bit
late
on
this
one.
Just
the
where
the
city
road
map
was
concluded
and
getting
to
council
with
the
strategic
plan,
but
we've
looped
with
the
mayor's
office
of
technology
and
innovation
talked
about
how
we
can
identify
key
people.
This
advisory
board
under
the
city
manager's
office
would
be
there
for
the
express
purpose
purpose
of
of
two
things.
D
Number
one
is
the
city
road
map
actually
technically
number
two
is
the
city
road
map
and
the
priorities
that
council
has
set
with
staff.
This
is
actually
a
rare
gift
and
it
was
a
very
clarifying
force
in
the
strategic
plan
formation,
but
so
much
so
that
the
advisory
service
and
infotech
called
this
out
in
their
right
up
as
well
and
said.
Very
few
cities
actually
have
this
level
of
clarity.
D
So
we
have
some
work
defined
for
us
and
the
strategic
plan
will
align
us
to
that.
But
the
number
one
thing
that
we
always
try
to
connect
to
with
the
strategic
plan
is
it's
only
worth
anything
if
it
improves
the
lives
of
our
community
members.
So
our
ultimate
goal
is:
are
we
making
our
families
thrive
and
helping
them
thrive
and
are
we
helping
our
businesses
grow
and
do
we
get
a
community
that
benefits
from
both,
on
the
other
end
of
that?
C
H
Hi
blair
beekman
here
thanks
for
the
meeting
today,
thanks
for
this
item,
I
guess
to
start
with
you're
talking
about
your
your.
You
talked
about
planning
for
public
safety
concerns
with
with
technology.
Thank
you
for
that,
I'm
I
I
mentioned
it
a
few
times,
and
it
was
mentioned
at
a
recent
county
emergency
meeting
that
you
know
they're
developing.
You
know
simplistic
ideas
of
sort
of
public
channels
of
broadband
communication
in
the
time
of
emergency.
H
H
You
were
mentioning
you're
going
to
create
a
new
I.t
advisory
board
to
the
mayor
and
it
sounds
like
there's
some
good
intentions
to
it.
We've
been
really
asking
for
there
to
be
a
more
of
a
public
review
commission
that
reviews
technology
overall,
and
I
don't
know
if
this
this
sort
of
I
t
commission
can
do
that.
I
hope
you
invite
the
everyday
community
to
be
a
part
of
this
new
idea
advisory
board
and
really
make
those
connections
to
the
community
that
it
looks
like
you're
starting
to
learn
how
to
do.
H
I
hope
this
I.t
advisory
board
isn't
just
made
up
of
you,
know
corporate
elites
and
you
know,
try
to
bring
in
community
if
you
can
and
oh
cyber
security,
that
those
ideas
have
incredibly
good
ideas
about
open
public
policy
that
at
this
time,
that
can
really
help
work
towards
peace
and
not
war,
and
that's
an
interesting
concept
that
I
know
you're
thinking
about
good
luck
with
open
public
policy
ideas
with
all
of
this.
Thank
you.
Thank
you.
A
Good
afternoon,
council
members,
my
name
is
victor
sin:
I'm
the
chair
of
the
santa
clara
valley,
chapter
of
the
aclu
of
northern
california.
I
have
a
question
about
slide.
6
of
the
presentation
which
mentions
police
reform,
while
police
reform
is
certainly
an
imperative.
It
is
not
clear
to
me
how
the
information
technology
strategic
plan
integrates
with
police
reform.
A
C
Thank
you,
okay,
not
seeing
any
further
public
comment.
Why
don't
we
come
back
to
the
committee
and
and
rob
do
you
just
based
on
that
last
public
comment?
Do
you
want
to
speak
at
all
to
the
specific
imperatives?
I
think
it
was
your
first
bullet
on
that
slide.
Six,
and
just
to
the
extent
that
you
are
aware
at
this
point,
do
you
want
to
speak
to
how
it's
connected
yeah.
D
So
it's
connected
in
two
ways:
one
is:
there's
a
safe,
a
public
safety
strategy
item,
that's
in
sync
with
the
public
safety,
finance
and
strategic
support
committee,
and
then
we
do
loop
with
police
and
fire
emergency
services
in
I.t
on
what
those
initiatives
are,
how
they're
carried
in
the
budget
and
those
progress
items.
So
that's
that's
number
one
number
two
is
there's
going
to
be
increasingly
close
coordination
between
us
and
the
public
safety
I.t
teams
because
of
the
police
reform
plan,
but
also
investments
that
fire
needs
to
make
in
emergency
management.
D
The
new
eoc
emergency
operations
center.
That
coordination
has
increased
and
we
started
a
coordination
group
between
them
just
a
couple
years
ago
and
and
that's
been
ramping
up
so
we'll
continue
the
kind
of
operational
coordination,
but
then
for
for
mr
sin,
taking
a
look
at
that
public
safety
strategy
item
in
pisviz,
the
public
safety,
finance
and
strategic
support
committee
and
and
we'll
keep
the
updates
coming
through
there.
C
Thanks
rob
thanks
for
referencing
that
and
mr
center
also
just
mentioned.
If
you
do
a
little
bit
of
searching
on
the
city
website,
there's
some
some
very
helpful
links
to
documents
that
lay
out
some
of
the
city's
work
on
police
reform
and
if
you
have
a
hard
time
finding
any
of
those
please
feel
free
to
reach
out
to
my
office
and
we'll
point
you
to
to
a
few
documents.
Okay,
thanks
rob
appreciate
that.
E
This
is
a
follow-up
from
our
conversation,
our
one-on-one
we
had
and,
and
that
is
that
you're
presenting
your
strategy
in
your
vision,
based
on
your
reality
of
what
is,
and
I
want
to
understand
what
should
be
not
what
is,
but
what
should
be
so.
Can
you
give
us
an
idea
of
what
an
adequate
I.t
budget
and
resources
would
look
like
to
really
accomplish?
D
D
I
would
tell
you
it's
about
200
people
would
be
where
I
would
pay
about
the
staffing
right
size.
If
you
take
a
look
at
our
pure
cities,
dallas
and
austin
they're,
both
north
of
200,
and
if
you
count
consultants
they're
both
about
300
people,
they
they
have
a
lot
more
use
of
consultant
positions
than
we
do
and
so
do
chicago
and
houston
and
fort
worth.
So
those
are
decentralized
as
well.
E
What
I
would
appreciate
and
like
to
see
is
when
you
give
these
strategic
presentations
to
to
have
a
slide
or
some
language
around
what
your
actual
requirements
are
to
fully
implement
your
vision
and
objectives,
not
to
say
that
you
know
we're
gonna
get
to
give
you
the
money
or
the
or
the
staff,
but
at
least
it's
out
there
in
the
public
domain
that
this
is
what
you
actually
need
to
accomplish.
Your
mission.
A
D
Go
ahead,
rob
just
one
more
thing
in
the
performance
metrics.
If
we
get
to
this
3.5
number,
which
is
our
goal
it
gets
us
to
about.
Currently
it
gets
us
to
about
60
to
70
million
dollars,
much
much
more
in
line
with
where
we
could
provide
the
services
and
have
the
depth
of
response
and
and
the
resilience
that
we
want.
But
that's
for
this
this
two
and
a
half
years.
E
Great
and
then
on
the
organizational
blueprint
where
you
have
the
proposed
positions,
I
would
I'm
making
the
assumption
that
say
a
position
like
the
asset
management
coordination
is
not
a
nice
to
have
but
a
a
requirement.
And
would
you
say
that
the
other
open
positions
are
pretty
much
falling
in
line
with
the
same
expectation.
D
E
D
And
then
the
the
last
one
I
would
tell
you
in
here
is
the
data
officer.
Eventually,
data
is
an
amazing
strength
that
we
have
to
have,
and
we
unfortunately,
don't
have
as
much
resource
there
as
I
would.
I
would
tell
you
is
appropriate
for
an
organization,
especially
some
of
the
decisions
we
want
to
be
able
to
make
in
the
future
and
some
of
the
dashboards
we
want
to
be
able
to
do,
but
I'd
also
invite
kip,
because
he-
and
I
have
lots
of
debates
about
these
things.
I
Yeah,
no,
I
think
it's
well
said
just
a
reminder.
We
do
have
some
funding
for
a
data
position
for
this
next
year
within
the
budget,
so
that
is
there
to
don't
mischaracterize
that
it's
not
nearly
what
we
what
we
need,
but
it
is,
it
is
a
good
start,
the
the
piece
on
the
enterprise
technology
I
would
just
and
in
combination
with
the
cyber
security,
I
would
just
reiterate.
I
You
know
we
have,
because
we've
been
decentralized
for
so
long
you'll
have
we
have
multiple
instances
of
the
same
system
popping
up
and
but
then
there
are
different
versions
of
them:
they're
not
necessarily
compatible.
We're
missing
the
opportunity
to
look
at
a
common
data
set
and
understand
things
across
different
service
delivery
systems
and
so
really
having
it
having
an
enterprise
architecture
that
goes
across
those
departments
and
is
invested
in
as
a
central
way
is
one
of
those
things
which
is
not
necessarily
upfront,
but
ultimately
a
big
money.
I
Saver
and
also
will
enhance
our
capabilities,
especially
as
you
look
at
these
things
that
overlap
like
trash
and
homeless,
and
things
like
this
separate
systems
built
up
that
then
have
to
crosswalk
to
each
other.
So
I
think,
there's
an
awful
lot
there.
We
do
have
some
opportunities
as
we
move
forward
in
the
community
economic
recovery
to
make
those
kind
of
enterprises.
E
E
I
And
I
would
say
directionally
you're
right
and
I
think
that's
where
we're
going
to
push
over
the
next
year
is
the
things
that
can
be
be
when
we
say
federated.
What
we're
talking
about
really
is
the
things
that
need.
We
need
to
do
more
centralization,
not
less
in
our
case,
and
I
think
rob
is
very
judicious
in
selecting
both
the
things
that
have
the
highest
value
and
also
where
we're
organizationally
ready
to
do
that.
E
D
Yeah,
it's
a
good
ad
kip
and
you
saw
that
map
where
we
pulled
some
of
the
census:
information,
income,
neighborhood,
demographics,
those
types
of
things
and
then
to
be
able
to
connect
people
for
education,
for
work
and
for
health.
Number.
Two
is
something
we're
working
right
now
with
housing
and
the
urban
institute
and
the
city
of
la
on
a
partnership
to
say
with
the
housing
or
the
eviction
moratoriums
set
to
expire
at
some
point
in
the
future.
D
What
are
the
policy
decisions
that
have
been
made
and
the
tools
that
we've
had
that
have
had
the
most
positive
impact
or
or
just
strung
along
a
problem?
Because
two
outcomes,
you
don't
want?
Are
people
getting
evicted
at
the
end
with
lots
of
debt
and
then
you're
hopeless
or
in
a
hopeless
situation
or
landlords
going
bankrupt
and
decreasing
the
housing
supply
in
a
different
way.
D
So
the
there's
some
work
that
we
can
do
on
those
things
and
say
how
are
parts
of
our
community
that
are
hurting
being
helped
and
what
are
the
right
decisions
to
make?
There's
still
a
lot
to
be
done
on
that
one.
It's
it's
very
in
very
formative
stages,
but
we
all
have
a
lot
of
worries
about
how
the
eviction
moratoriums
need
to
be
tracked
as
they
start
subsiding.
E
D
Yeah,
so
the
previous.
Oh
sorry,
let
me
listen
to
your
full
question.
I
apologize
yeah,
so
we
created
one
for
one
year
last
time
and
it
was
because
we
had
a
lot
of
heavy
hitters
there
and-
and
we
did,
we
wanted
to
use
their
time
wisely,
but
we
had
it
there
as
a
city
managers,
advisory
board,
reviewed
by
the
city
attorney's
office.
So
everything
met
the
right
legal
standards.
D
No
one
from
any
sales
functions
could
be
a
part
of
that,
but
they
were
there
to
challenge
us
and
we
really
refined
our
last
strategic
plan
on
that
one.
This
one
in
terms
of
timing,
we're
unable
to
form
it
ahead
of
this.
This
proposal
we're
going
to
use
them
to
kind
of
keep
us
on
track
and
keep
triangulated,
but
it
is
a
board
where
we
ask
some
of
the
best
experts
in
the
space
and
the
thought
leaders
to
push
us
and
make
sure
we're
tracking
well.
J
A
couple
quick
questions:
first,
really
excellent
presentation
appreciated
at
the
insight
about
the
direction
we're
going
here
and
really
well
done
on
that
on
the
org
chart.
I
know
you've
got
a
couple
boxes
there
for
data
and
I
know
we've
been
challenged
in
being
able
to
fill
positions
and
obviously
do
all
the
hiring
we'd
like
to
do
and
have
the
money
to
be
able
to
do
that,
and
I
just
want
to
extend
the
offer.
You
know
I
think
we're
in
the
mayor's
office.
J
Sometimes
not
and
I'd
like
to
believe,
there's
ways
we
could
help.
So
please
use
us
in
ways
that
we
can
be
helpful
and-
and
christine
I
think
you
already
know-
he's
been
doing
great
work.
Steven
just
joined
our
team
recently
and
really
looking
forward
to
great
things
we
can
do.
Secondly,
on
the
on
the
question
of
the
I'm
sorry,
I
wrote
down
a
question
that
I
forgot
what
the
heck
it
was
all
about.
Oh,
I
know
the
public
safety
technologies
division.
That
was
really
intriguing
to
me.
J
D
Other
places
the
departments
have
that
control
comfort
where
they
say
no,
this
one.
I
need
to
own,
it's
it's
mine
and
they
push
against
each
other.
But
overall
the
the
investments
have
gone
to
new
and
better
capabilities.
There
hasn't
been
a
decrease
in
overall
investment.
It's
it's
they've
been
able
to
do
more
with
the
money
that's
been
assigned
because
of
some
consolidation
there,
but
they
are
very
clear.
D
J
Yeah
I
mean
I've
been
encouraged
through
conversations
with
our
new
police
chief,
that
you
know
he's
really
committed
to
civilianizing
that
portion
of
his
shop,
which
I
think,
creates
opportunities
for
these
kinds
of
things
to
happen,
and
we
can
really
build
out
a
great
small
group
of
experts
in
this
space
and
and
really
drive
change,
and
so
I
look
forward
to
that
happening.
I
guess
the
question
is:
is:
is
this
in
at
this
point?
D
J
I
I
wanted
to
ask
a
question,
though,
about
the
first
of
the
five
items
of
the
five
general
goals,
which
is
around
equity
and
appreciate
the
two
examples
you
gave
my.
I
guess
the
concern
a
question
I
just
wanted
to
raise
was
this:
I'm
concerned
about
the
extent
to
which
we're
investing
in
a
level
of
precision
which
is
not
actually
helping
us
deliver
services
to
our
most
high
need.
Neighborhoods
and
most
high
need
families,
and
I
just
give
you
a
quick
example.
J
I
know
that
you
know
through
the
budget
process
and
we're
all
just
trying
this
out
and
trying
to
find
the
right
balance
and
figure
it
all
out.
So
I
don't
blame
anybody
for
any.
This
is
just
sort
of
experience,
but
I
know
like
for
the
budgetary
process.
We
have
a
little
bit
of
money
to
be
able
to
open
up
ad
hours
at
libraries,
but
not
all
of
our
libraries.
J
Eight
or
nine
different
kinds
of
demographic
measures
were
used
and
a
lot
of
analysis
to
come
up
with
this
list,
and-
and
I
understand
in
a
city
with
11
council
members
who
are
all
fighting,
get
their
libraries
open,
why
you
might
need
to
engage
in
an
enormous
amount
of
analysis
to
be
able
to
say
see.
We
have
all
this
evidence
that
these
are
the
libraries
we
need
to
open
for
more
hours.
J
J
J
I
believe
that
is
very
much
the
core
issue
in
many
ways,
and
so
I'd
hate
to
think
that
we
are
going
to
spend
and
invest
so
much
time
that
we
are
going
to
create
a
lot
of
heat
and
not
much
light
that
will
really
drive
decision
making.
That
is
not
likely
to
be
much
different
than
if
we
just
said
where
are
our
highest?
Need
families
based
on
income,
for
example,
and
so
that's
why
I
know
we
make
this
a
prime
issue
in
terms
of
priority.
J
I'm
just
concerned
about
the
amount
of
time
we
would
invest
in
a
level
of
precision.
That's
not
actually
going
to
move
the
needle
when
I
think
we
all
know
that
what
we
really
need
are
as
many
hours
as
possible
of
our
scarcity
workers
time
actually
serving
those
communities
and
lifting
up
and
supporting
them
rather
than
on
the
additional
10
hours
it
would
take
to
analyze
whether
or
not
this
is
the
right
list
of
communities
to
be
serving
first.
So
thank
you
for
putting
up
with
my
rant.
J
I
just
wanted
to
get
that
out
there,
because
I'm
concerned
that
I'm
seeing
a
lot
of
this
an
enormous
amount
of
time
and
energy
spent.
You
know
and
the
old
expression
is.
You
know
why
do
economists
make
gdb
predictions
to
the
nearest
100th
of
one
percent
and
the
answer
is
because
they
have
a
sense
of
humor.
J
Nobody
really
believes
they
have
any
ability
to
actually
predict
at
that
level.
To
some
extent.
I
think
we
need
to
recognize
to
the
limitations
and
simply
say
our
primary
job
is
actually
serving
those
communities
so
anyway,
I
I
I
know
everybody's
thinking
about
these
things
too,
because
we're
scarce
our
resources
are
scarce,
but
I'm
just
hopeful
hopeful
that
we
can
get
to
a
point
where
we
can
say.
Okay,
this
much
analysis
is
what
is
sufficient
for
us
to
get
people
actually
out
there
doing
the
hard
work
which
we
know
is
most
valuable.
I
If
I
could
just
mr
mayor
just
to
thank
you
on
that,
just
three
things
real
briefly
in
sort
of
support
or
response,
one
is:
we've
recognized
the
same
issue
with
sort
of
dueling
maps
and
and
indices
and
analyses,
and
as
somebody
who's
done,
my
master's
work
on
that
stuff.
You
could
spend
an
inordinate
amount
of
time
revising
those
indices
and
looking
at
them
16
different
ways.
So
part
of
what
we
do
is
we
do
have
a
working
group
that
is
working
with
matt,
lesch
and
also
our
subject
matter.
I
Experts
is
both
clarifying
what
we
mean
when
we
say
neighborhoods
and
then
clarifying
some
common
indices
that
we
will
all
be
using,
so
that
we'll
be
talking
about
the
same
things
and
yes,
income
and
race,
unfortunately,
are
highly
correlated
in
north
america.
So
in
some
cases
you
can
get
to
the
same
thing
in
a
couple
of
different
ways.
I
But
what
we'll
try
to
do
is
get
there
once
in
a
centralized
fashion
that
will
allow
departments
to
use
those
indices
for
multiple
things
and
not
have
to
reinvent
them
every
time
that
should
help
and
have
that,
as
a
literally
a
click
of
a
button
in
the
gis
function,
so
that
they
can
say
hey
well,
how
am
I
distributed,
or
how
should
I
distribute
my
resources?
How
does
this
fit
with
this
question,
and
so
that
should
help
a
little
bit.
I
Optimization
equity
is
one
of
the
characteristics
of
which
we'll
optimize
around
who's
most
burdened
and,
if
you
think
about
that
up
front,
you're
going
to
design
a
better
system,
and
that
should
actually
save
time
and
money
to
your
effort
and
to
the
other
point
not
designing
the
perfect,
but
allowing
ourselves
to
iterate
and
learn
has
been
the
best
thing
that
we've
done
in
terms
of
process
in
the
last
four
or
five
years.
It's
allowed
us
to
adapt
more
quickly.
I
So
I
don't
think
we
should
over
engineer
this
stuff
and
I
don't
think
we
should
try
to
make
ourselves
perfect
on
the
first
time
out.
So
I
think,
that's
all
very
good
feedback
and
we
are
taking
it
seriously
and
I
think
the
approach
starts
to
minimize
some
of
that
work
and
rework
and
overlap
and
over
false
precision
that
that
you
pointed
out
thanks.
Kev.
C
Thanks
mayor
and
really
appreciated
your
comment
there,
I
think
my
own,
my
own
interest
in
goals
and
metrics
is,
is
very
aligned
in
trying
to
understand
what
are
the
outcomes
in
the
community
that
we're
achieving
and
then
ensuring
that
those
outcomes
are
benefiting.
Everyone,
certainly
not
having
metrics
so
that
we
have
a
lot
of
numbers
to
to
to.
You
know
feel
good
that
we've
got
pretty
charts.
So
I
I
appreciate
the
comment
there.
I
rob
and
jerry
to
the
whole
team.
You
know
just
again.
C
I
want
to
echo
some
of
the
previous
comments
about
the
the
kind
of
clarity
and
comprehensiveness
of
the
framework
you
put
forward.
I
think
it's
a
really
strong
overview
of
where
you're
going
and
I'm
you
know
generally
quite
bought
in,
and
I
love
that
you're
adding
customer
satisfaction
by
the
way.
I
think
it's
really
important.
I
know
that,
as
you
referenced,
a
lot
of
what
you
do
is
about
internal
capacity
building
and
enablement,
but
I
think
it's
super
important
that
we
are
always
thinking
about
that
end.
C
So
it's
it's
not
just
you
know
we
want
to
be
at
60
million,
or
this
many
heads
it's
more
about
with
another
three
million
dollars
or
five
million
dollars
over
the
next.
However,
many
years
these
are
some
of
the.
This
is
some
of
the
impact
we
can
unlock.
So
I
think
that's
really.
I
think
those
are
the
terms
in
which
it
would
help
us
better
weigh
some
of
the
investments
that
we're
talking
about
here,
against
other
trade-offs
that
we
have
to
make
in
the
budget.
C
So
that's
that's
probably
more
of
a
comment
really
than
a
than
a
question
I
mean
you're
welcome
to
react
to
it
if,
if
you'd
like,
but
I
just,
I
think
it
would
be
helpful
for
us
to
understand
the
potential
impact.
That's
at
least
how
I
took
the
vice
mayor's
initial
question
was
sort
of
what
what's
possible.
What
could
we
do?
What
is
seattle
doing
with
400
per
resident?
C
You
know,
and
maybe
they're
just
maybe
they're
wasting
some
of
that,
but
you
know
it
would
be
helpful
to
understand.
What's
what's
that
impact
for
our
community
that
we
may
not
even
be
fully
aware
of,
and
then
to
that
point
I
will
try
to
get
to
a
question
here,
which
is
you
know,
as
as,
as
you
think
about
I
looked
at
your
metric
on
project
success
rate
and
as
you
as
you
partner,
you
talked
a
bit
about
internal
partnerships
as
you
work
with
departments
in
the
city
to
implement
technology
investments
and
process
improvements.
C
I
would
be
curious
to
better
understand.
I
think
this
gets
back
to
the
equity
point
as
well.
How
do
you
define
success
with
them?
Who
sets
the
criteria?
And
I
imagine
it's
a
conversation-
I
just
I'd-
love
to
get
a
little
bit
of
insight
into
how
you
work
with
another
department
to
define
success
and
measure
it.
D
D
So
the
four
questions
are:
when
we
have
a
project
charter,
does
it
define
the
business
value
that
we're
going
to
going
to
deliver
and
have
the
clarity
and
commitment
that
we're
going
to
be
successful
with
it,
and
so
that
chartering
process
is
really
around
getting
to
that
clarity
and
commitment?
Then
you
add
on
urgency,
and
then
you
can
hit
a
really
high
success
rate.
The
metrics
that
go
along
to
whether
or
not
it
was
a
success
or
not
is
three
out
of
four
of
the
following.
So
was
it
on
schedule?
Was
it
on
budget?
D
Did
it
deliver
on
scope
and
quality,
and
the
number
one
measure
of
all
of
them
is:
did
it
deliver
the
value
as
signed
off
by
the
sponsor?
And
if
the
sponsor
says
yeah,
you
hit
three
out
of
four,
but
it
doesn't
do
what
I
needed
to
do.
We
actually
call
that
a
failure,
so
it's
the
overriding
number
you
have
to
have
three
or
four,
but
if
that
last
one
is
a
no
it's
a
no
it's
a
very
binary.
D
So
that's
how
we
try
to
stay
true
with
departments.
I
will
be
honest
that
occasionally
sometimes
the
the
idea
change
of
what
I
wanted
then,
and
what
I
want
now
is
different
and
we
shut
those
down
and
say
then
this
project
is
on
hold
until
we
get
that
clarity
and
commitment,
because
there's
no
sense
in
throwing
good
money
after
bad
because
we
we
have
to
get
into
it.
Fortunately,
that
happens
very
rarely,
because
that
chartering
process
you
go
through
quite
a
bit
to
make
sure
that
this
is
something
you
want
to
do.
D
The
other
benefit
that
we've
seen
is
it
also
allows
when
we
coach
departments
through
that
process,
they
self-select
out
of
some
of
the
projects
that
they
wanted
at
the
starting
point
and
then
once
you
get
through
the
detail,
they
go.
Okay.
I
don't
want
that
that
bad
or
I
want
this
other
thing
better
or
I
need
to
keep
on
working
on
resources
to
make
that
happen.
So
it's
a
very,
very
collaborative
and
informed
decision
process
and
the
city,
auditor
and
the
2019
tech
technology
deployments.
D
C
C
I
forget
the
number
now
you
said
it
was
about
12
or
13
projects
that
that
you
know
your
department
would
be
directly
impacting
or
even
leading,
and-
and
I
guess
that
leads
me
to
to
say
that
you
know-
I
think
it
would
be
valuable
for
this
committee,
as
we
think
about
the
investments
we're
making
and
the
value
we're
getting
to
understand
those
criteria.
I
don't
want
to
get
too
into
the
weeds
necessarily,
but
for
those
projects
where
you've
circled
them
or
highlighted
them
and
said
that
you
know
this
is
a
key
strategic.
C
D
I
And
I
think
the
the
value
conversation
is
more.
What
is
the
value
of
that
roadmap
item
deliver
since
we've
got
this
as
an
enablement
function,
so
that
might
happen
more
in
the
out
reporting
out
in
in
other
committees
on
what
did
this
deliver,
but
we
can
certainly
tie
back
here,
as
rob
said
when
we
do
our
regular
sync
since
he's,
he
has
specifically
prioritized
the
roadmap
items
as
the
strategic
plan.
C
C
D
Yeah
and
the
order
they're
in
it
is
occurrence
not
necessarily
priority,
but
let
me
just
quickly
go
through
them,
so
on
equity,
the
departments,
what
they
were
very
clear
about
is
they're
figuring
it
out
as
they
go
along.
The
first
attempt
was
the
equity
lens.
Some
of
them
have
some
very
specific
things
that
they
want
to
try
and
that's
where
it
gets
into
the
data
and
the
it
support.
D
So,
for
example,
prns
to
share
some
of
the
good
work
they're
doing.
They
said
we
have
a
lot
of
data
and
we
don't
use
it
as
well
as
we
want,
and
so
how
do
we
have
the
skills
to
be
able
to
say?
Are
we
reaching
the
community
and
the
ways
that
that
we
need
to
be
and
as
they
stand
up
a
new
division?
What
are
the
performance
kind
of
keys
that
they're
going
to
track
to
say?
Are
they
delivering
that
new
service
area
on
point
the
not
enough
it
people?
D
D
If
it's
really
important
we're
going
to
ask
with
others,
but
it's
also
how
that
value
is
stated
between
those
departments
and
hopefully
we
can
get
multiple
departments
to
leverage
one
investment,
that's
going
to
help
multiple
of
them
and
then
that
better
normal
is
the
last
one
I'll
speak
to
all
four
just
just
for
to
round
out
the
corners
here
and
that
better
normal
and
how
people
are
going
to
manage
this
new
hybrid
workforce.
A
lot
of
the
directors
managers
that
that
they
brought
in
said,
I
still
have
to
figure
this
one
out
too.
D
I
think
I
have
some
things.
I
know
what
to
do,
but
a
team.
That's
here,
part
of
the
time,
not
here
part
of
the
time
managing
service
delivery,
hiring
getting
kind
of
a
culture
built
they've
said
that
there's
a
lot
of
unknowns.
So
I
think
the
number
one
thing
about
this
chair
is:
there's
a
lot
of
technology.
That's
going
to
be
needed
to
help
us
address
things
that
we
just
were
figuring
out
on
the
fly
and
in
some
of
the
spots
and
some
of
them
with
a
lot
of
work
behind
them.
C
C
C
D
K
Rob,
I
think,
I
think,
we're
coming
down
from
the
three-year
strategic
vision
to
to
the
ground
level
of
okay.
What's
going
on
on
the
ground
today.
So
thank
you
rob
good
afternoon,
chairperson
mayor
vice
mayor
members
of
committee
and
members
of
the
public,
I'm
michael
foster,
division
manager
for
the
city's
portfolio
products
projects
office
and
here,
to
give
my
bi-monthly
report
so
we'll
start
off,
of
course,
with
a
familiar
slide,
the
city
roadmap
and
then,
as
it
fades
into
the
adaptation
of
it
for
the
innovation
and
technology
major
projects.
K
K
K
Although
there's
ongoing
budget
requirements
that
are
being
evaluated
with
the
budget
office,
the
city
open
data
environment
hit
some
snags
with
kovid
and
with
the
loss
of
our
data
officer,
who
was
also
the
privacy
officer,
but
a
plan
for
platform.
Adoption
is
in
place
and,
as
you
just
heard,
I
think
a
lot
from
rob
and
kipp.
They
just
addressed
a
lot
of
that
issue
there.
So
next
slide
is
net
new
projects.
K
So
we
have
one
here:
sj311s,
accessibility,
assessment.
Let
me
speak
today,
so
across
all
levels
of
disability
such
as
blind,
deaf,
color,
blind,
limited
vision,
etc
for
the
various
3-1-1
resources,
such
as
the
audio
virtual
agent,
the
website,
the
app
etc
we'll
be
looking
into
those,
and
this
is
a
partnership
with
the
pacific
ada
center.
K
See
next
is
the
velocity
map.
So,
as
you
can
see,
we've
deployed
several
projects
but
more
on
the
horizon,
as
you're
seeing
in
today's
presentations,
many
of
which
will
start
in
the
new
fiscal
year
july.
1St
so
you'll
be
hearing
about
those
and
then,
as
requested
before
in
the
last
smart
cities
committee
meeting.
K
K
K
So
for
the
sj311
app,
I
mentioned
last
time
that
on
a
typical
iphone,
the
five
new
residential
garbage
and
recycling
services
appear
above
the
fold
and
are
visible
right
on
the
screen
from
the
start.
So
with
the
soft
launch
we
did
the
evening
of
march
2nd.
I
mentioned
last
time
that
when
we
met
on
april
1st
that
on
march
3rd
over
30
reports
were
submitted
for
the
new
garbage
and
recycling
features,
even
though
there
was
no
announcement
yet
so
just
making
them
visible.
Obviously
there
was
demand.
K
There
was
a
news
release
on
march
10th
announcing
the
second
annual
national
311
day.
The
spike
in
users
and
reports
is
clearly
shown
here
after
that
date,
so
we
have
84
000
users
today
and
over
3
000
new
users
since
march
of
this
year,
by
the
way,
an
active
user
is
defined
as
ones
that
log
at
least
one
request
in
a
given
month,
and
we
can
see
some
of
the
images
on
the
next
slide
of
the
promotions
that
were
done
for
that
march.
K
11Th
promotion,
a
2019
san
jose
state
university
study
showed
that
while
85
percent
of
single-family
households
knew
about
and
used
the
3-1-1
services
that
dropped
to
just
50
percent
among
rental
properties,
so
these
bus,
shelter,
promos
and
billboards
in
english,
spanish
and
vietnamese
should
help
get
the
word
out
about
multiple
ways
to
utilize.
311
services,
and
don't
worry,
you'll
hear
a
lot
more
about
this
in
the
very
next
presentation.
K
Next,
one
would
be
here's
some
scenes
of
firstnet
in
daily
use,
and
I
want
to
jump
to
a
graph
on
the
next
screen
just
to
show
you
what's
been
going
on.
So
here's
the
first
net
adoption
rate
at
the
city.
The
remaining
installations
are
occurring
as
fleet
vehicles
go
through
their
planned
maintenance
cycle.
Hence
the
leveling
off
of
that
line.
There
and
graphs
never
really
show
scale
so
just
to
compare.
Imagine
4
000
iphone
boxes
stacked
on
top
of
each
other.
These
would
be
880
feet
in
height.
K
And
finally,
I
wanted
to
talk
about
bpa
or
business
process
automation.
This
is
our
paper
to
digital
transformation
process
using
workflow
automation,
tools
like
simply
gov.
We
started
in
april
of
2020,
just
as
the
pandemic
was
hitting
to
put
online
things
like
the
vpn
request
form
and
the
213
rr
process,
as
they
were
desperately
needed
once
everybody
had
to
start
working
from
home.
K
So
what's
next,
so
we've
got
a
city-wide
detailed,
live
status
site
for
all
of
the
technology
projects.
You've
seen
each
one
of
those
little
squares,
and
this
is
currently
internally
only
this
site
looks
at
multiple
metrics
that
are
critical
to
the
success
of
technology
deployments,
and
this
is
in
direct
response
to
that
technology
deployments.
Audit
rob
mentioned
of
november
2019.
K
Next
is
how
do
we
know?
The
information
on
this
dashboard
is
accurate.
Well,
we
need
to
know
about
all
city-wide
technology
projects
that
meet
that
c-3po
criteria.
You've
already
you're
already
familiar
with
sort
of
the
bigger
than
a
bread
box
question,
so
we
do
this
in
three
ways,
with
regular
training
and
engagement
with
the
departments,
validation
with
the
procurement,
prioritization
board
and
validation
through
the
budget
process.
C
Thank
you
michael,
and
I
just
want
to
say
before
we
go
to
public
comment.
I
really
appreciate
the
loop
closing
and
you
reporting
out
some
of
that
concrete
impact
and
helping
us
understand
what
kind
of
value
these
projects
created.
So
just
really,
I
found
that
very
enlightening,
so
appreciate
it.
It
looks
like
we
do.
Have
some
public
comment:
why
don't
we
jump
over
to
our
call-in
user.
A
A
Can
you
guys
tell
me
that,
because
there
always
seems
to
be
these
nicey
nice
things,
but
never
really
tell
me
where
the
money's
coming
from
or
how
much
it
costs
or
if
there's
gonna,
be
another
additional
tax
on
my
utilities
or
the
phone
I'm
talking
on,
I'm
wondering
if
you
could
ask
you
could
answer
that,
because
you
said
questions
from
the
public.
I
know
we're.
We
have
this
protocol
you're
not
supposed
to
address
people
you're
not
supposed
to
ask
questions.
A
C
A
A
H
Blair
hi.
Thank
you,
blair,
beekman
here.
You
know.
I've
spent
the
past
few
months
now
trying
to
learn
how
to
better
talk
about.
You
know
we
seem
to
be
preparing
for
in
the
next
few
years
in
city
government,
to
san
jose
and
possibly
the
bay
area,
ideas
of
natural
disaster,
preparedness
issues
of
wildfire,
climate
change,
sea
level
rise
and
a
possible
earthquake.
H
You
know
I
my
words
have
not
meant
to
startle
or
harm
people.
They've
only
meant
to
be
words
to
consider
and
hopefully
make
good
decisions
out
of
that
process.
Out
of
my
words,
out
of
my
thinking
that
you
know,
we
can
make
more
open
decisions
about
what
exactly
we
need,
how
we
can
move
forward
in
the
next
few
years,
and
I
haven't
meant
it
to
harm
people
at
all
or
hurt,
and
it's
it's
startling,
but
we
are
preparing
right
now
and
I
thank
you
for
this
item.
H
City
government's
been
doing
this
kind
of
work
a
lot
lately.
I
hope
it
as
as
a
community
we're
learning
to
prepare
for
upcoming
natural
disasters
that
are
possible.
I
don't
know
how
for
how
certain,
but
are
definitely
possible
in
the
next
few
years,
so
that
all
said
this
again,
you
offer
first
net
services
that
I
asked
earlier.
H
H
C
Thank
you,
okay,
great
back
to
the
committee,
just
in
an
effort
to
be
responsive,
since
we
have
a
small
number
of
comments
there.
I
I
just
wanted
to
comment
on
the
budget
question,
which
was
rather
high
level.
There
is
quite
a
bit
of
detail
in
the
budget
documents
on
this
on
the
city
manager's
website
around
spending
in
the
in
on
it
and
all
other
city
services.
I
just
point
folks
there
rob
on
smart
controllers.
Do
you
want
to
just
very
briefly
say
something
about
the
sort
of
status
and
scope
of
that
project?
I
I'll
take
that
one
council.
Member
again,
I
forgot-
I
didn't
introduce
myself
at
all
kip
harkness
deputy
city
manager,
so
a
very
good
question
from
victor
sent
on
that
one.
The
we're
currently
deploying
the
leds,
because
we
have
the
opportunity
to
do
so
at
a
very
low
cost
to
replace
the
existing
predict,
low
sodium
bulbs
and
what
we
are
installing
as
we
are
doing.
That
is
just
a
simple
photocell
that
when
it
gets
dark,
the
light
comes
on
when
it
gets
light.
I
I
We
will
be
making
sure
that
those
controllers
or
any
proposed
things
in
those
controllers,
goes
under
a
very
thorough
review
and
includes
the
opportunity
for
public
understanding
of
what's
going
to
be
in
those
and
what
isn't
and
what
we're
going
to
do
on
the
privacy
side.
So
very
good
question
very
timely
and
at
the
moment,
nothing's
going
up
except
a
little
photocell
that
turns
it
on
and
off.
C
A
Great
thank
you
and
thank
you
for
the
presentation,
michael.
I
have
a
question
for
you
regarding
the
3-1-1
app
as
it
relates
to
fireworks.
We
are
getting
reports
daily.
Two
three
four
five
reports
daily
on
fireworks,
they're
really
becoming
a
problem,
and
I'm
looking
at
the
san
jose
311
app
now
on
my.
F
A
And
I
don't
see
any
place
that
says
specifically
for
fireworks,
so
how
a
lot
of
my
residents
have
been
saying
their
comment
or
their
notifying
fireworks
on
3-1-1,
but
I
don't.
What
can
you
tell
me
how
they
can
access
fire
works?
How
are
you
picking
up
that
information?
What's
the
process
so
like
we
can
help
our
residents.
G
And
I
think
that
one
council
member
yeah
yeah,
so
actually
I
have
been
working
very
closely
with
fire
marshall
on
this
very
issue
and
one
of
the
things
there
were
some
council
members
console
memos
in
december
of
last
year,
and
I
gave
a
presentation
on
this
at
the
january
council
meeting
as
well
and
I'll
talk
about
it
in
our
update
for
digital
services.
One
things
with
fireworks
is
automating
the
process.
K
A
G
A
E
A
I
do
see
that
on
the
screen
right
now,
it's
showing
the
website
where
you
can
actually
put
in
the
reports
with
the
pictures,
etc,
and
so
if
we
do
get
callers
that
don't
have
access
to
the
internet,
we
will
put
that
in
on
their
behalf,
and
that
is
24
hours.
So
if
they
do
call
after
hours,
when
most
fireworks
do
happen,
we
will
place
the
information
in
for
them
and
they
should
receive
an
email
response
that
it
has
been
entered
on
their
behalf
perfect.
Thank
you.
A
We
will
we're
just
getting
ready
to
distribute
our
newsletter
and
we'll
add
that
information
to
the
newsletter.
It's
very,
very
timely.
I
appreciate
that.
Thank
you.
The
other
question
I
had
michael
is
about
accessibility.
You
showed
a
slide
about
accessibility.
What
is
it,
but
I
wasn't
clear
on
what
the
status
is.
Is
it
in
you're
you're,
looking
to
create
accessibility
for
hearing
impaired
and
visually
impaired,
but
where
are
we
on
the
process.
K
So
so
it
was
on
the
slide
of
new
projects
we've
launched,
so
we
have
just
launched.
I
believe
it
was
about
just
about
a
week
ago,
a
new
pro
new
pro
project
to
look
into
the
accessibility
of
of
all
the
different
311
ways
of
accessing
it.
Things
like
the
virtual
agent,
the
app
the
website
etc
and
make
them
accessible
to
more
people
as
many
people
as
possible.
G
Council
member
foley
I'll
jump
in
on
this
one
too,
we'll
actually
talk
a
little
bit.
We
have
a
couple
slides
in
the
next
presentation
on
our
digital
services,
directly
about
accessibility,
matt
obsell,
we'll
talk
about
that
for
the
web
channel.
He
and
I
are
tightly
collaborating
together,
as
is
julie
kim
and
her
bon
sedano
with
community
members
as
well,
and
and
so
we'll
give
an
update
on
that
in
the
next
presentation.
If
that's
okay.
C
Thanks
councilmember,
michael
thanks
again
for
the
validation
verification
slide
that
I
I
think,
was
actually
a
set
of
slides,
starting
on
slide
nine.
I
really
appreciated
that.
As
I
mentioned
earlier,
and
I
had
a
couple
of
just
very
quick
questions.
One
was
on
311
and
and
the
recycle,
the
garbage
garbage
and
recycling
services
that
we
recently
released
and
it
led
to
a
large
uptick
in
usage.
C
C
C
K
Yeah
so,
and
I'm
sure,
there's
more
in
the
next
presentation-
I
just
want
to
give
you
a
quick
nugget
of
we
went
from.
You
know,
basically,
none
last
april
to
33
different
workflow
automations,
and
these
are
you
know,
replacing
things
like
sending
bike
messengers
to
kip's
house
for
signatures
or
replacing
them
with
e-signatures.
K
G
Yeah,
chairperson
man,
we
actually
also
have
a
significant
portion
of
the
next
update
dedicated
to
this
too
and
kelly,
and
I
are
kelly
with
the
human
resources
department
and
I
are
strong
partners
in
this
around
also
skilling
up
our
staff,
because
process
re-engineering
is
a
big
part
of
automating
them.
That's
a
theme
you'll
hear
from
me.
A
lot
is,
is
we
need
to
actually
focus
on
moving
from
very
transactional
based
paper-based
processes
into?
C
J
J
That
data
and
I'm
just
wondering
if,
if
we
actually
stretch
that
back
in
time
a
little
bit,
is
this
one
yeah?
That's
it!
Thank
you
so
I'm
trying
to
remember
we
had
some
fluctuations
up
and
down.
If
we
stretched
that
back
to
say
to
2018,
can
you
just
give
me
a
sense
of
what
that
number
would
look
like
in
terms
of
number
of
reports.
G
Yeah
mayor
licardo,
jerry
driessen
again,
so
actually
we
we've
hit
when,
when
san
jose
301
went
live
in
2017,
we
hit
165,
000
requests
pretty
pretty
fast
and
and
about
35
000
users,
but
it
actually
kind
of
leveled
there,
and
so
what
we
saw
was
the
leveling.
And
then
we
focused
on
a
lot
of
usability
improvements
and
and
and
we'll
talk
about
that
again
in
the
next
presentation.
G
I
sound
like
a
broken
record,
but
so
we
saw
that
level
and
then
we
we
made
a
lot
of
improvements
lately
that
including
adding
another
service
and
and
that's
what
we
believe
is
causing
the
spike
in
in
both
users
and
and
requests.
But
there
was
a
leveling
around
165
000
request
and
thirty
five
thousand
users.
I
I
H
J
I
I
think
it
is
now
because
I
think,
a
lot
of
what
we've
done
and
a
lot
of
what
the
team
has
done
is
created
a
much
more
stable
platform,
a
much
more
secure
platform
and
a
much
better
experience
overall
tip
to
tail,
and
so
my
big
reluctance
previously,
as
you
know,
because
I've
had
the
conversation
was,
I
don't
want
to
start
pushing
it
out
until
we've
got
a
product.
That's
worth
pushing
out.
I
I
think
we're
there
and
people
have
used
it
in
the
past
and
might
have
been
frustrated
are
exactly
the
ones
that
you
know
you.
I
I
get
the
emails
all
the
time
like
come
back.
We
we
miss
you
right
and
it
works
for
me
sometimes,
and
I
give
it
a
try
if
I
feel
like
they've
changed
or
they're
worth
it.
So
I
think
I
think
now
is
the
time
to
start
making
that
push
and
going
back
to
people
who've
used
us
previously.
That
we
are
able
to
contact
and
reach
out
to
is
a
great
idea.
I
J
J
G
Yeah
and
I
think
hector's
presented
at
committees
that
the
fire
marshal
hector
has
presented
at
this
too.
It's
mostly
again
about
the
process
and-
and
he
and
I
have
talked
about
a
lot
of
coordinating
and
the
fulfillment
order-
I
mean
if
we
look
at
fireworks
reports
that
are
actually
have
been
followed
up
on
or
issued
citations,
and
what
are
residents
actually
looking
for?
The
numbers
are
pretty
low.
Historically,
they
have
been
now.
D
This
is
part
of
a
conversation
we
had
early
on
back
in
2017
yeah.
When
this
come
up
to
us.
We
we
target
for
san
jose
311
items
where
we
can
say
at
the
end
the
resident
rates
that
the
their
request
was
fulfilled
and
they're
super
happy
with
it
right
when
we
compare
that
to
the
fireworks
reporting
process,
there's
no
happy
conclusion
at
the
end
for
a
lot
of
it,
so
the
service
improvements
have
to
be
there
first
before
it's
really
a
prime
candidate
for
san
jose
311.
J
I
Yeah-
and
I
think
I
think
we're
getting
much
closer
than
we
were
in
2017,
with
the
resistance
of
the
ordinance
with
the
willingness
to
change
the
process,
so
I
think
not
to
commit
to
to
where
we
get
to
without
knowing
what
what
the
data
is.
But
if
we
clean
up
the
process
based
under
the
existing
ordinance,
we
think
it's
it's
something
that
is
more
worthy.
If
you
will
of
a
fit
of
being
put
up
into
something
like
the
311
app,
but
we
still
know
that
we're
going
to
not
have
people
satisfied.
I
What
we
don't
want
to
be
able
to
do
is
to
give
them
the
opportunity
to
say,
like
I
heard
a
firework
and
then
be
upset
that
nothing
happened,
they're
going
to
really
have
to
make
sure
that
any
report
submitted
has
at
least
the
chance
of
us
being
able
to
follow
up
on
it
and
and
respond
to
them
in
a
reasonable
way.
And
you
know
all
of
that.
So
I'm
sorry,
I'm
repeating
stuff,
but.
F
A
C
D
Let
me
give
an
intro
while
jerry
brings
up
the
presentation.
This
is
just
a
status
report
on
the
city's
transition
to
coordinated
service
delivery
across
our
modes
and
our
omni-channel
approach
and
involves
key
components
in
the
city
roadmap.
It's
also
an
essential
part
of
the
return
to
on-site
work
discussion
that
will
be
discussed
at
the
june
8th
council
meeting.
This
is
a
big
item,
that's
multi-departmental
and
quite
hairy
in
its
complexity
because
of
a
lot
of
facets
to
the
approach,
but
with
that
jerry
kelly,
matt
and
trevor.
G
One
of
the
things
that
I
will
say
is
this
is
a
very
committed
team
and
we
work
closely
together
daily
and
as
part
of
that,
we're
actually
gonna
pivot
at
the
front
end
of
this,
because
one
of
our
service
channels,
our
website,
which
is
critical,
actually
faced
a
disruption
yesterday,
we
want
to
provide
a
real-time
update
of
that
and
so
matt
upsell
is
gonna.
Kick
us
off
with
an
update
of
that.
F
F
F
G
G
We're
really
talking
about
three
items
on
the
roadmap,
so
san
jose
311,
plus
service
delivery,
which
is
our
externally
focused
digital
services
strategy,
but
we're
also
talking
about
skilling
up
our
staff
and
and
and
making
sure
they
have
the
right
skills
for
our
process,
re-engineering
efforts
and
also
how
they
function
as
as
teams
and
collaborate
with
each
other
to
deliver
the
services.
So
those
two
initiatives
drive
to
digital
and
effective
teams
are
also
core
to
our
digital
services
strategy.
G
So,
first
up
just
to
give
some
high
level
metrics
or
impact
statements
about
our
san
jose
san
jose,
311
metrics,
externally
focusing-
and
these
are
large
numbers
that
immediately
show
the
impact,
some
of
which
you've
seen
previously
84
000
registered
users.
205
000
reports
we're
seeing
increases
in
the
user
base
and
the
number
of
of
active
users
who
are
actually
using
the
app
we've
added
language,
translation
services
and
we've
added
a
new
service
recently.
That
actually
is
increasing
our
users
as
well
by
3
000
users.
L
It's
nice
as
a
human
resource
person
to
be
invited
to
a
smart
cities
presentation,
because
it's
reflective
of
how
much
I
think
that
it
and
hr
have
really
been
working
together.
I
think
it
is
a
little
unusual
for
me
to
speak
on
some
of
the
things
that
I'm
going
to
speak
on
in
a
moment,
and
there
might
even
be
just
a
little
bit
of
jealousy
on
jerry's
part
that
I'm
going
to
say
something
about
business
process
automation.
L
It's
been
incredibly
heartening
to
have
some
significant
bright
spots
and
I
hate
to
say
that
it
would
take
a
pandemic
for
us
to
be
able
to
accelerate
this
work,
but
it
really
has
been
an
opportunity
for
us
to
accelerate
this
work.
You
know
40
of
our
full-time
workforce
went
remote
almost
overnight,
and
so
you
know
that
required
us
to
already
take
a
strong
partnership
and
really
accelerate
it,
and
so
on
the
left-hand
side
of
this
visual
that
jerry
gives
you.
L
I
think
it's
it's
it's
important
for
us
who
work
in
strategic
support
units
like
hrit
and
finance,
to
remind
everyone
that
we
care
deeply
and
we're
really
committed
to
making
sure
that
those
who
serve
the
public
in
terms
of
of
customers
directly
that
we
are
there
to
support
those
who
do
that
direct
service
and
in
many
ways
need
to
be
thinking
about.
How
do
we
get
the
tools
and
resources
and
the
capabilities
that
we
need
in
order
to
engage
with
with
digital
strategies?
L
So
if
you
want
to
go
to
the
next
slide
jerry-
and
I
also
just
want
to
note
that
that
foundational
piece
of
people
process
and
technology-
those
three
things-
have
to
come
together,
because
we
can
have
the
greatest
piece
of
technology,
but
if
we
don't
have
our
people
and
our
processes
in
line
and
with
the
capabilities
in
order
to
to
engage
with
that
technology,
we're
not
any
better
off.
So
so
I
couldn't
believe
it
but
like
before
it
like.
L
It
wasn't
until
the
end
of
june,
this
time
last
year
that
we
actually
developed
these
four
objectives
for
powered
by
people
which
had
been
a
city-wide
priority
prior
to
the
pandemic.
But
a
few
smoke
smart
people
who
were
here
on
on
this
meeting
today,
kip
rob
and
others
said.
We
really
need
to
get
together
a
team
to
focus
on
what
do
we
need
to
do
for
our
employees
to
support
them
during
a
really
difficult
time?
And
so
you're
probably
used
to
seeing
this
at
this
point.
L
L
The
next
slide?
What
I
want
to
speak
to
here
is
the
effective
teams
group
had
a
whole
slate
of
things
that
they
they
had
basically
shut
down.
Most
of
we
had
shut
down
most
of
this
work
from
march
until
june,
and
overnight
resurrected
this,
and
the
one
thing
that
I
do
want
to
speak
to
you'll
see
a
series
of
things
that
we
did
to
support
our
workforce.
L
Our
good
good
friends
in
civic
innovation
got
us
going
in
this
space,
as
we
were
thinking
about.
How
do
we
support
the
small
wonders
projects,
and
so
we
had
gotten
together
with
civic
makers
and
said,
if
we're
going
to
have
folks
do
this
next
round
of
small
wonders
projects?
How
do
we
deliver
in
real
time
the
skills,
the
capabilities,
the
mindsets?
The
ways
to
work
with
one
another
that
are
needed
to
engage
with
technology
and
and
deliver
what's
needed,
and
so
we
took
that
concept.
L
If
you
want
to
go
to
the
next
slide,
jerry,
to
create
an
opportunity
that
I
would
say
enacts
some
of
what
rob
was
saying
in
the
mission
statement,
which
is
to
allow
the
brilliance
of
of
our
workforce
to
shine
through
it's
hard
to
describe
in
ways
that
are
palpable
in
the
ways
that
you
feel
and
experience
when
you
listen
to
folks
who
are
in
these
learning.
Labs
speak
about
the
experience,
but
essentially
in
this
first
bucket
we
had
three
teams.
L
L
How
do
I
seek
out
information
from
stakeholders,
namely
the
folks
we're
going
to
serve
about
where
their
pain
points
are,
what
they
need
and
then
design
something
for
that?
It
is
so
not
in
our
dna
to
do
that
and
to
watch
folks
now
in
three
learning
labs
begin
to
learn.
Those
things
is
super
super
important,
because
they're
really
brilliant
most
of
what
people
have
come
up
is
pretty
amazing.
We
just
need
to
enable
them
to
do
that
through
these
learning
labs,
and
so
this
first
one
is
actually
one
city
workplace.
L
Is
that
that
slide
to
the
left
that
jerry
showed
you,
which
we
took
a
learning
lab
and
said?
How
do
we
design
for
these
things?
They
came
up
with
the
idea
they
put
together
the
requirements
for
an
rfp
and
now
we're
working
on
funding
it
and
going
into
a
project
for
next
year.
So
the
second
learning
lab.
L
Basically,
what
we
learned
was
to
take
business
process,
automation,
priorities
which
we're
going
to
talk
to
you
about
in
just
two
seconds
and
say
how
do
we
get
ahead
of
when
we
need
to
deliver
something
for
business
process?
Automation
get
a
team
together
and
teach
them
some
things,
create
an
environment
and
then
we're
ready
to
go
into.
How
does
this
turn
into
an
automated
process?
So
the
last
learning
lab,
which
we
tried
with
30
people,
we
totally
redesigned
a
rethought
new
employee,
welcome.
L
We
figured
out
some
really
interesting
things
for
performance
reviews
and
employee
directory
council
members,
we're
all
interested
in
thinking
about
how
and
figuring
out
how
to
how
to
design
for
that
flexible
schedule.
So
you
can
see
that
we've
got
topics
there
on
the
left
and
then
you
can
see
the
status
on
the
right.
So
so
what
has
happened
is
you've
got
the
design
principles
the
perspective
of
the
the
customer
built
into
this,
and
now
we're
trying
starting
next
week
with
a
person
by
the
name
of
brian
elms,
who
is
from
the
peak
academy.
L
Many
of
you
may
have
heard
about
that
in
denver
and
he's
going
to
work,
we're
going
to
pile
it
out
with
three
teams
of
five
people.
How
do
you
engineer
the
process?
That's
incredibly
important
from
a
business
process.
Automation
perspective,
I'm
an
hr
person
trying
to
speak
a
little
bit
in
I.t
land.
I
spent
most
of
my
professional
life
with
it
folks
and
look
at
look
at
how
I
turned
out
rob.
L
I
think
I
turned
out
okay
and
in
that,
in
that
I
have
seen
us,
take
technology
and
put
it
over
crappy
process
and
to
me,
that's
incredibly
unfortunate
and
we're
gonna
we're
gonna
work
on
not
being
not
doing
that
and
not
replicating
that.
So
so
brian's
gonna
help
us
figure
out
what
are
the
principles
to
engineer
this
stuff,
so
we
got
the
design
we
got
the
process.
L
As
do
I,
because
we've
been
working
really
hard
with
it
on
these
business
process,
automation
projects,
so
these
33
automated
processes
again
like
eliminating
the
redundancy
centralizing
things
building
in
approvals
and
routing
workflow
previously
was
in
many
of
these
was
walking
paper
around
and
now
we've
created
it
behind
the
scenes
right,
so
reducing
errors
dealing
with
missing
information,
all
important
things
now
this
next
one
here
this-
and
I
also
want
to
mention
that
in
the
automated
processes
part,
it
isn't
just
simply
gov.
The
byproduct
of
working
with
simplygov
was
also.
L
We
had
some
folks
interested
in
making
better
use
of
peoplesoft
our
enterprise
system
right.
We
used
or
you're
using
functionality
in
peoplesoft
right
now
that
I've
never
seen
before.
Thank
you
to
my
folks
and
friends
in
it
for
helping
us
expand
that
as
well,
because
this
next
one
is
based
on
some
significant
work
done
in
peoplesoft,
we
used
to
take
a
pan
packet.
It
was
called
with
a
stack
of
paper
and
say
here:
new
employees
sign
off
on
all
of
this
stuff
and
we're
going
to
send
it
into
hr.
It's
now
electronic.
L
L
Had
we
not
had
things
like
road
maps
okrs
and
a
real,
strong
scrum
process
and
folks
who
were
going
to
scrum
master
for
us.
So
so
those
three
things
to
me
are
incredibly
important
as
a
business
receiver
owner
who
wants
these
things
to
work
more
effectively
and
wants
our
employees
to
have
the
skill
sets
they
couldn't
ask
for
better
partners
in
our
it
colleagues
and
then
on
this
last
slide.
L
L
It
used
to
be
called
the
perusal
form
and
I
one
big
innovation
was
to
get
rid
of
the
name
perusal,
but
I
will
tell
you:
this
was
literally
people.
If
they
wanted
to
see
an
employee
file
as
part
of
the
hiring
process,
they
had
to
get
us
a
piece
of
paper,
then
they
had
to
get
it
to
us
and
they
had
to
get
to
a
person
who
had
a
key
in
order
to
let
people
in
a
room
and
they
had
to
schedule
one
that
could
happen
all
goes
virtual.
Now
they
make
a
request.
L
It
comes
electronically,
it
gets
signed
off
by
the
person
in
their
department,
it
comes
to
our
department
and
the
beauty.
Is
it
lands
on
a
calendar?
Invite
because
we
got
a
scheduling
in
there,
so
that
sounds
really
insignificant.
I
know,
but
it
is
huge
when
this
thing
happened.
The
other
thing
that
I
will
mention
is
the
temporary
employee
request.
That's
what's
affectionately
known
as
a
temp
view.
L
If
you've
been
in
hr,
you've
been
in
a
department
with
this
stuff
moving
around,
it
happens
all
by
email
and
back
and
forth,
and
back
and
forth
in
different
versions,
often
version
control,
issues
of
the
right
form
and
people
with
pencil
notes
on
it.
This
has
all
been
automated,
we're
piloting
it
right
now
it
intersects
with
budget
and
with
other
offices
and
with
hr
and
inside
of
peoplesoft
we're
actually
able
to
track
the
progress.
L
So
I
know
that
that
temp,
u
form
where
it
is
on
any
given
day,
and
it's
really
important
as
a
budgetary
control
mechanism,
but
also
our
ability
to
hire
so
to
me.
That
is
a
small
line
on
this
on
this
thing
right
here,
but
it's
huge
in
terms
of
its
ability
to
deliver
value
for
our
ability
in
the
back
office
to
be
able
to
then
serve
folks
who
can
serve
the
community
so
jerry.
G
The
customer
learn
through
data
and
iterate
to
improve,
and
that's
a
big
part
of
what
we
do
here
and
and
the
powered
by
people
connection
actually
makes
makes
us
focus
on
that
people
process
technology
part
and
it
forces
us
to
get
smart
about
what
we're
doing
before.
We
crank
out
the
automation
when
we
started
actually
expanding
the
the
digital
strategy
last
year
when,
when
we
were
talking
about
coveted
recovery
and
and
we
knew
that
we
were,
we
had
to
double
down
on
digital.
At
that
time,
we
were
preparing
the
strategic
plan.
G
We
also
brought-
and
this
was
touched
on
in
in
rod's
presentation-
on
the
strategic
plan
as
well.
We
brought
in
harvard
business
school
community
partners
and
what
we
asked
them
to
do
was
to
help
us
collect
a
lot
of
data
from
our
residents.
They
did
a
resident
survey,
they
interviewed
dozens
of
community-based
organizations,
they
interviewed
and
reviewed
strategies
from
a
couple
dozen
different
major
cities
from
across
the
us
and
internationally
and
helped
us
collect
that
data.
To
say
when
we
talk
about
digital
strategy,
where
does
our
mindset
need
to
be?
G
What
do
we
really
need
to
focus
on
and
they
really
came
up
with
three
thing
themes.
One
is
we
need
to
drive
service
delivery
strategy
with
the
end
customer
in
mind
and
focus
on
re-engineering
process
to
meet
the
customer
needs
before
we
automate
them
and
number
two.
We
need
to
create
an
intentional
focus
on
equity
and
inclusion
and
bake
access
and
equity
and
inclusion
into
the
service
delivery
design
as
we
re-engineer
them.
So
we
actually
know
what
the
impact
on
equity
is
of
city
processes
and
then
third
adopt
a
digital.
G
C
Much
appreciated,
as
always
jerry
a
good
afternoon
chairman
honourable
mayor
vice
mayor
committee,
members
and
members
of
the
public.
My
name
is
trevor
gould,
I'm
a
senior
executive
analyst
in
the
city,
manager's
office
of
communications,
focusing
on
analytics
and
marketing
want
to
touch
very
briefly
on
some
high
level.
Digital
performance
metrics
for
2020.
C
C
As
many
of
you
are
aware,
our
website
has
played
a
vital
role
in
emergency
outreach,
especially
when
it
comes
to
covet
19..
So
we've
highlighted
a
few
relevant
statistics
in
the
third
pane
here,
and
we
also
wanted
to
touch
on
how
our
resin
assistant
chat
bot
was
used
over
46
000
times
with
a
answer:
success
rate
of
82
percent,
which
is
slightly
higher
than
our
internal
goal
of
80
percent.
So
next
slide,
please.
C
I
wanted
to
fast
forward
to
the
present
and
take
a
look
at
another
metric
and
that's
average
session
duration
and
that's
exactly
what
it
sounds
like.
What's
the
average
amount
of
time
that
a
user
is
spending
on
a
specific
page
or
a
specific
group
page?
So
what
we
wanted
to
look
at
was
which
page
groups
have
experienced
the
greatest
increase,
in
average
session
duration
from
2020
to
that
to
2021
year
to
date,
and
so
we
ran
the
analysis
and
we
put
a
few
of
them
up
here.
C
The
scatter
plot,
by
the
way,
this
the
dot
size
is
representative
of
page
visitation
for
2021,
but
essentially
some
of
the
page
groups
they've
experienced
the
largest
increase
in
average
user
browsing
time
include
pbce
rv,
lac
pages,
esd
junk
pickup
for
all
the
reasons
that
we've
previously
discussed
and
we'll
be
continuously
discussing
and
business
coaching
center,
and
we
have
a
little
bit
of
info
here
in
terms
of
explaining
that
increase.
And
additionally,
if
you
look
at
the
scatter
plot
a
few
of
our
districts,
the
mayor's
office.
C
F
Thank
you
trevor.
As
we've
learned
and
heard
from
former
city
employees
and
accessibility
advocates
like
pacific
ada,
accessibility
takes
practice
and
repetition
for
the
next
two
slides.
I
will
provide
a
description
of
each
slide
as
an
example
of
accessibility
in
practice
on
this
slide.
Titled
accessibility
and
digital
services.
F
There's
a
bulleted
list
with
black
text
over
a
white
background,
there's
a
bar
chart
graphic
on
the
right
side
of
the
slide.
Titled
web
accessibility
rating
that
compares
the
city
of
san
jose
website,
accessibility
rating
in
teal
on
the
left
next
to
the
industry,
benchmark
for
government
websites
in
dark
blue
on
the
right
using
a
third
party
compliance
checker.
The
city
website
has
an
accessibility
rating
of
89
out
of
100,
which
is
a
15
which
is
15
points
above
the
government
industry
benchmark
of
74..
F
F
G
Sure
so,
at
the
same
time
that
we
were
focusing
on
the
power
by
people,
effort
and
our
digital
strategy,
we
also
were
making
significant
progress
on
our
san
jose.
301,
specifically,
we
focused
on
the
san
jose
301
app
our
our
website,
the
call
center,
the
virtual
agent
and
the
and
the
web
portal
just
to
take
us
back
again.
G
I'm
going
to
focus
now
on
the
service
that
we
just
added
to
the
app
on
march,
2nd,
which
is
resident,
garbage
and
recycling
service.
So
this
this
service
is
on
track
right
now,
at
averaging
about
six
thousand
requests
per
month
to
actually
take
second
place
in
in
our
most
popular
services
that
we
provide.
You
can
see,
on
the
right
hand,
side
that
junk
pickup
is
the
most
so
large
schedule.
G
Junk
pickup
is
the
most
requested
service
at
thirteen
thousand
five
five
hundred
twenty
eight
in
the
last
three
months
since
it
went,
live
then
container
issues,
miss
collection
and
the
start
of
a
new
service,
and
then
garbage
and
recycling.
We've
named
this
slide
moving
beyond
complaint
based
reporting,
because
we
believe
that
the
popularity
of
this
service
is
because
this
is
actually
a
service
as
opposed
to
a
complaint.
G
We
also
as
part
of
that
re-platforming
positioned
ourselves
to
be
able
to
adjust
the
messaging
in
a
configurable
way,
so
that
we
would
no
longer
have
to
hard
code
those
messages
and
actually
pay
a
vendor
to
do
that.
What
that
resulted
in
was
immediate
feedback,
so
just
to
kind
of
say
this
pretty
loudly,
because
this
is
a
pretty
powerful
graphic
in
2020.
G
G
We
also
added
the
language
translation
through
machine
learning.
Auto
ml
is,
is
the
technical
terminology.
Essentially,
what
this
is
is
two-way.
Automated
translation
in
spanish
and
vietnamese
to
the
natural
language
of
of
the
the
caller
or
sorry,
the
user
of
the
app
and
back
to
english
for
the
people
who
responded
to
it
and
then
back
to
the
natural
language,
and
although
the
initial
months
we
did
not
communicate
the
numbers
were
pretty
low.
We
do.
We
are
certain
to
see
a
pickup.
G
The
numbers
are
still
low.
We
continue
to
work
on
this
as
we
believe
that
the
automl
machine
learning
approach,
the
language
translation,
is
a
key
to
future
platforms
and
particular
to
our
website,
we're
looking
at
integrating
with
that,
so
that
we
can
provide
greater
access
and
contribute
to
equity
for
the
city,
especially
for
those
who
have
a
hard
time
reaching
our
city
services
because
of
limited
english
proficiency.
C
Thank
you
jerry,
so
this
is
essentially
the
culmination
of
everything
we've
been
discussing
in
terms
of
sj311
to
bring
it
way
back,
as
many
of
you
recall,
fall
2019
to
spring
2020.
We
worked
with
a
very
talented
group
of
google.org
fellows
that
were
helping
us
optimize,
sj311's
omni,
channel
approach.
C
Another
component
of
that
was
rebranding
it,
and
so
we
had
the
privilege
of
working
with
some
very
talented
google
graphic
designers,
and
then
we
had
that
great
press
conference
on
march
11
2020,
and
that
was
right
during
the
onset
of
the
pandemic,
and
so
then
we
had
to
obviously
shelve
the
campaign.
But
a
few
months
ago
we
reconnected
with
google.org.
A
I
A
G
C
Thank
you,
jerry
kelly
trevor
matt.
I
hope
I
didn't
miss
anyone
clearly.
Clearly
a
team
effort
and
a
lot
of
great
collaboration
happening
around
service
delivery
and
really
awesome
to
see
those
customer
satisfaction
ratings
just
completely
flip
over
the
last
year.
That's
that's
exciting.
I'm
sure
we'll
get
into
that.
So
why
don't
we
head
over
to
public
comment?
I
think
we've
got
a
couple
hands
up
and
we'll
start
with
the
person
calling
in.
A
I
I
get
real
nervous
when
I
hear
about
how
smart
this
city
is.
It's
not
the
3-1-1
app
is
terrible.
I
mean
it
used
to
be
my
san
jose.
I
mean
I
wish
I
had
san
jose.
If
san
jose
was
mine,
it'd
be
a
lot
different
anyway.
3-1-1
doesn't
work.
Anyone
listening,
don't
listen
to
their
what
they
say
how
great
it
is
just
call
3-1-1
and
talk
to
the
kind
people
who
man
the
phones
for
3-1-1,
they're,
wonderful
people.
A
I
don't
usually
have
anything
good
to
say
about
this
city,
but
the
people
who
pick
up
the
3-1-1
calls
are
on
it.
They're
courteous,
they're,
kind,
they're
funny
they
they
take
down
the
information.
They're
quick,
but
this
app
you
guys,
are
going
to
try
to
hide
behind
an
app.
You
guys
can't
keep
the
rose
garden.
Fountain
running.
I
can't
imagine
what
it's
going
to
take
to
for
you
guys
to
maintain
the
software
on
this
app.
I
got
a
state-of-the-art
ios
apple
phone
doesn't
work,
it's
a
pile!
A
Oh,
you
know
what
all
right,
so
you
guys
got
to
get
your
act
together
and
make
it
so
the
app
works
I'm
never
going
to
use
it
again.
I
deleted
it
a
long
time
ago
tried
it
again
didn't
work.
3-1-1,
everybody
and
the
other
thing.
That's
not
smart
about
this
town
is
the
the
san
jose
police
relations
twitter
feed.
They
can't
even
spell
the
word
heroes
on
memorial
day
when
they
tried
to
write
the
coattails
of
of
our
people
in
the
armed
forces.
A
A
H
On
page
six,
you
offer
a
page
called
digital
strategy
objectives
where
you
work
towards
internal
objectives
and
external
objectives,
and
your
internal
objectives
is
working
within
the
city
and
there's
a
lot
of
what
you
talked
about
today
and
external
objectives.
Talk
about
how
informal
and
engaged
residents
can
be
an
inclusive
access
are
important
concepts
and
in
the
middle
of
bridging.
These
two
ideas
is
the
concept
of
strategic
outside
information
coming
in
from
residents
and
execution
from
inside
out
execution
from
outside
in
resident,
led
and
employee-led.
H
Those
are
your
two
goals,
so
basically,
your
group
is
talking
internally
you're
talking
about.
Basically,
the
ideas
of,
I
think,
is
what
how
open
public
policies
can
help
facilitate
all
sides
of
future
dialogue
between
city,
government
and
community,
and
it
is
just
a
wonderful
tool
to
help
the
process
along,
and
you
know
it
gives
ideas
of
democracy,
peace,
good
practices,
and
it
just
it
creates
that
neutral
space
where
we
all
can
talk
about
our
good
ideas
and
ideals
and
you're
talking
about
that
now
within
city
government.
C
J
Oh,
thank
you
kim
quickly
quicker
than
that
really
appreciate
again.
Another
great
presentation.
Kelly
parley,
really
appreciate
your
enthusiasm
for
slaying,
red
tape
and
getting
through
processes
that
are
challenging.
I
know
it
requires
tremendous
enthusiasm
for
that
battle.
So
thank
you
for
for
for
all
that.
You're
doing
I
had
a
question.
I
guess
an
obvious
question
that
you
might
have
expected.
J
G
Yeah
at
a
high
level,
I
can
actually
in
those
numbers
we
and
we
need
to
continue
to
monitor
those.
We
know
that
actually
we
were
getting
a
lot
of
requests
about
garbage,
related
and
and
recycling
as
part
of
those
75
000.
So
it
would
be
interesting
to
see
how
we
actually
change
that
behavior
into
kind
of
self-service.
D
J
J
G
Yeah,
mr
mayor,
if
I
may
so
that
prioritization
was
done
using
the
weighted
shortest
job
first
exercise
which
which
which
actually
front
loads
those
that
are
easier
to
add
and
have
community
value.
There's
there's
four
measures
that
I
won't
go
into
that
actually
go
into
prioritizing
that
the
reason
that
park
concerns
actually
fell
to
the
left
in
the
in
the
backlog
is
because
again
we
have
some
work
to
do
on
the
process
side
and
and
and
making
sure
that
we
work
through
those
things
as
well.
Okay,.
I
J
G
J
G
Yeah,
so
so
what
we're
currently
assessing
right
now
mirror
is
the
stuff
in
the
middle,
so
assessing
readiness.
So
what
you
can
expect
is-
and
the
memo
also
covered,
that
we
are
going
to
yet
again
look
at
the
app
and
and
create
it.
So
we
can
scale
a
lot
faster
than
we
have
that's
part
of
our
next
effort.
G
But
then,
after
that,
looking
at
adding
additional
services
in
the
ones
in
the
middle
are
the
ones
that
have
been
prioritized
as
ripest
the
ripest
fruit
to
focus
on,
and
we
say
assessing,
because
we
also
have
to
look
at
working
with
our
departments.
What
reshaping
a
process
has
to
happen,
then,
over
on
the
backlog,
it
is
correct
that,
as
it
stands
right
now,
the
ones
on
the
top
would
did
score
the
highest
in
terms
of
what
what
would
follow
that?
G
I
J
J
Okay,
so
if
you,
if
I'm
pulling
you
way
off
a
field,
don't
hesitate
to
stop
me
here,
but
I
was
in
the
report-
and
this
was
kind
of
interesting
to
me.
What
if
I
could
just
offer
a
critique
from
somebody
who
knows
nothing
about
what
it
takes
to
implement
any
of
these
things
and
understands
nothing
about
software.
J
A
prioritization
session
was
held.
It
appears
that
prioritization
was
largely
the
city
department
stakeholders.
I
assume,
but
we've
already
got
votes.
Let's
just
take.
What
rob
lloyd
said
is.
Perhaps
if
we
took
that
as
gospel
for
a
moment,
maybe
parks
requests
were
the
top
top
complaint.
That
kind
of
fits
in
that
category
of
other
items,
along
with
garbage
items
which
we've
already
now
created
special
pathway
for,
but
let's
say
it
was
parks
requests.
J
That
tells
us
that
we'll
be
able
to
deliver
at
a
high
level
of
value
here,
but
my
concern
is,
is
that
is
the
app
itself
will
be
viewed
as
less
useful
if
it
is
not
acknowledging
what
is
top
most
in
people's
minds
and-
and
it
seems
to
me
that
we
ought
to
be
able
to
communicate,
for
example,
with
a
a
flash
screen
that
says
hey
before
you
submit
this.
You
should
know
that
hey
our
requests
are
going
to
take
four
days
to
respond
to
because
of
backlogs
or
take
fireworks,
for
example.
J
J
My
concern
is:
is
that
if
we're
not
acknowledging
what
the
users
really
care
most
about,
then
then
we
might
be
missing
a
lot,
and
I
appreciate
your
really
focused
concern
on
making
sure
the
only
stuff
that
gets
in
here
is
stuff
that
we
can
deliver
on
at
a
high
level
and
you've
clearly
shown
great
success
and
great
work
in
making
quality
improvements
and
improving
customer
experience.
As
demonstrated
by
how
you
know
all
the
folks
who
are
in
the
we
hate.
J
Yes,
68,
excellent
and
good,
so
so
that
that
clearly
says
I
mean
that
validates
the
work
you
guys
are
doing
the
approach
you're
taking,
which
is,
we
only
want
high
quality
features
here,
but
but
I'm
just
concerned.
If,
if
we
really
want
this
to
be
the
go-to
tool
for
our
residents,
then
then
we
may
be
too
stringent
in
the
gatekeeping,
and
I
know
I
have
a
bias
here
about
this
whole
fireworks
issue
and
we'll
keep
coming
back
to
it.
J
But
I
can't
help
but
wonder
if,
if
we
were
communicating
ways
level
set
expectations
at
least,
we
would
be
able
to
use
whether
it's
fireworks
or
parks,
requests
or
anything
else,
those
kinds
of
concerns,
as
as
as
a
lack
of
better
term
a
gateway
drug
to
actually
getting
more
engaged
in
other
ways
in
reporting
concerns
to
the
city
yeah.
I
I
talk.
I
I
Work
and
refinement
because
part
of
what
this
existing
prioritization
is
is
given
the
state
of
play
of
things.
What's
the
easiest
stuff
to
get
out
of
the
gate
that
has
the
biggest
impact,
and
so
things
like
traffic
signals
are
huge
because
the
the
potential
danger,
if
you
don't
get
those
out
of
the
gate,
but
what
this
doesn't
do?
What
you're
suggesting
is
say
what
are
the
things
that
people
want
us
to
be
doing,
not
necessarily
the
ones
we're
doing
best,
and
can
we
improve
those?
I
So
I
think
that's
completely
fair
and
if
it's
okay,
I
kind
of
take
that
back
as
a
do-over
on
the
roadmap
issue,
and
we
don't
even
have
to
have
direction
on
that.
We'll
just
take
that
as
yes
and
try
to
add
the
voice
of
the
customer
in
it,
especially
what
we
find
out
of
as
kia
does
her
work
to
decompose
what
people
are
calling
in
and
and
asking
about
and
and
adding
into
that
other
category.
J
I
appreciate
you
willing
to
consider
that
thought
of
you
know
sort
of
the
customer
user
ex
demand
and
I'll
I'll.
Just
say
this
last
thing
I
you
know,
I
know
everybody's
really
grappling
with
hard
issues,
particularly
with
resource
constraints
here,
but
like
I
literally
have
been
reluctant
to
advertise
that
there
is
a
separate
app
for
fireworks
reporting,
because
I'm
embarrassed
that
I'm
out
there
talking
about
another
app
when
we
already
have
an
app
that's
supposed
to
be
the
app
that
we
use
to
report
concerns
in
our
city
and
it
just
it.
J
G
J
Okay,
thank
you.
I
appreciate
it
and
I
I
appreciate
that
means
that
they're
going
to
be
some
functions.
If
we
were
to
go
that
direction,
some
functions
that
we're
not
going
to
be
able
to
provide
high
level
of
satisfaction,
enclosure
for
residents,
and
I
think,
as
long
as
we're
level
setting
expectations,
I
don't
lose
any
sleep
over
that
fact.
J
If
we
know
this
is
just
hard
right,
but
at
least
we
know
our
residents
know
there's
a
place
they
can
go,
and
I
think
that
in
itself
is
more
satisfying
for
residents,
but
I'll
leave
that
alone,
and
I
would
beat
that
horse
just
a
question
about
the
language,
the
spanish
and
vietnamese.
Could
we
go
to
that
slide
that
you
had
with
the
photographs
of
the
bus,
shelter
ads,
which
I
thought
were
great?
I'm
glad
that
we're
communicating
about
shelters.
G
J
G
J
C
J
You
know
the
3-1-1,
the
absence
a31
and
then
the
phone-
and
it
never
says,
hey
it's
free
to
download
an
app
where
you
can
report
all
your
concerns
right
or
here's
where
you
go,
please
download
or
something
right.
It
just
seems
to
be
kind
of
that
sort
of
background
information
that
folks
are
going
to
generally
miss.
That's
not
actually
going
to
engage
them
in
the
activity
of
signing
up
or
downloading
which
we
want
them
to
do
right,
and
so
I
just
asked
to
think
about
as
we're
communicating
that
we,
you
know
messaging
may
matter.
J
But
thank
you
appreciate
your.
I
appreciate
the
efforts
you
guys
are
making
and
again.
I
know
there's
going
to
be
some
demographics,
where
it's
just
going
to
be
really
hard
because
they're
going
to
trend
at
an
age
group
or
we're
just
not
going
to
get
a
lot
of
market
penetration,
but
I
would
hope
spanish
should
be
an
area
where
we
could
do
well.
C
C
I
think
it's
critical
that
we
get
all
these
services
out
there
for
residents
to
use
and
to
have
that
one
that
one-stop
shop,
councilor
cohen,
I'm
gonna
both
call
on
you
and
if
I
may
ask
you
to
take
over
chairing
the
meeting,
because
I
do
have
to
get
in
the
car
to
get
to
another
meeting
so
I'll
be
on
the
line.
But
do
you
mind
getting
us
to
the
to
the
end
of
the
meeting
here?
No.
B
Problem
but
I'll
add
my
comments
and
then
we'll.
If
there's
no
other
comments,
we'll
take
a
motion
and
close
the
item.
I
first
of
all,
I
want
to
agree
with
the
mayor
on
this
ad
because
it's
not
clear
to
me
that
if
I'm
a
user,
I
understand
what
what
my
services
are.
What
are
the
things
that
I'm
going
to
go
to
this
app
for?
What
is
what
is
it
that
so
I
think
there
that
there's
room
to
provide
a
little
more
information.
B
B
For
example,
if
we
know
where
fireworks
are
happening,
the
most
and
even
as
a
city
having
data
as
to
where
the
most
fireworks
reports
are
is
helpful
to
us.
So
it's
not
clear
to
me
that
the
metric
of
whether
it's
resolvable
is
the
only
metric
that
should
be
used
in
making
that
decision.
Obviously
it
should
be
a
metric,
but
I
do
I
do
like
the
suggestion.
B
I
was
even
going
to
make
that
suggestion
too,
that
some
kind
of
expectation
setting
be
provided
in
the
app
as
well-
and
I
think,
that's
true-
even
of
the
other
services,
because
sometimes
when
something's
not
resolved
people,
you
know
tend
to
feel
that
the
whole
thing's
a
failure.
As
opposed
to
understanding
that
not
everything's
going
to
be
resolved,
so
when
it
comes
to
prioritizing,
I
was
just
thinking
about
perhaps
some
kind
of
heat
map
measurement
where
we
look
at
maybe
several
axes
as
to
when
we
decide
what
to
put
into
the
app
next.
B
You
know,
for
example,
one
is
how
easy
it
is
to
from
a
technical
standpoint
to
get
it
into
the
app
that's
one
measure
for
for
whether
for
for
that,
we
can
use
to
rank
these
different
items.
Number
two
is:
how
frequent
are
the
user
requests?
That's
another
axis
right.
Number
three
is
how
useful
is
it
to
city
staff
and
resolving
problems
to
have
it
in
this
format?
B
So,
for
example,
you
know:
have
animal
control
having
these
these
kinds
of
reports
directly
in
this
app
to
help
deploy
them
out
to
where
they
need
to
go
could
be.
You
know,
would
be
helpful
so
putting
that
all
together
and
figuring
out,
where
are
the
sweet
spots
amongst
those
various
measurements,
might
be
a
good
approach.
I
you
know
just
just
as
a
suggestion.
I
Yeah,
I
think
I
think
we'll
take
we'll
take
that
as
as
we
come
back
and
I
I
think
we're
going
to
do
three
things,
one
is
take
a
look
at
what
the
criteria
are
that
we're
evaluating
and
make
sure
that
among
them
we
include
the
voice
of
the
customer
two.
I
do
like
the
heat
map
approach,
both
in
terms
of
criteria,
but
also
in
understanding,
geography
and
and
placement.
I'm
not
sure,
that's
how
you
intended
it,
but
I
think
three.
I
What
we
want
to
do
is
come
back
before
it's
set
in
concrete
and
and
figure
out
the
right
way
to
get
council
validation
and
feedback
on
that
to
make
sure
that
we're
we're
in
a
line
not
only
from
a
technical
standpoint,
but
also
from
a
policy
and
priority
standpoint,
so
that
you
know
kind
of
combining
what
you've
said.
Councilmember
cohen,
with
with
mayor
lorcardo's
feedback.
I
think
we'll
we'll
do
a
pretty
robust.
B
B
B
I
B
A
F
B
B
H
Beekman
hi.
Thank
you
thanks
for
the
meeting
today
in
our
good
ideas,
ideals
and
practices
that
can
help
bring
an
openness,
peace
and
good
thought
for
each
other.
In
this
difficult
time
of
events
around
the
vta
is
the
positive
positiveness
of
our
work
and
intentions.
That
is
what
eventually
can
help
us
better
return
to
our
regular
schedules
and
patterns
and
how
we
can
proceed
with
our
good
community
practices
to
respect
the
ideas
of
mourning
should
not
necessarily
have
to
exclude
the
open
public
process
or
the
ending
of
government
services.
H
This
can
be
a
time
of
healing
and
that
can
be
safe
to
continue
to
be
able
to
talk
about
reimagined
equity,
open
public
policy
ideas
and
to
continue
good
local
government
services
at
this
time.
Good
luck
to
ourselves
in
san
jose
and
how
we
can
consider
and
bring
our
fears,
our
failures
and
our
alone
time
in
mourning
that
we
are
all
having
back
into
the
sunlight
of
openness
and
good
thought
and
what
can
be
good
community
practices.
There
should
be
a
positiveness.
H
We
can
all
feel
and
understand
and
try
to
work
towards
as
individuals
and
as
a
community
at
this
time.
Good
luck
in
how
we
do
this
with
50
seconds
left.
I
wanted
to
offer
that
to
work
towards
open
public
policies
with
technology
can
be
much
help
for
people
working
within
city
government
and
for
everyday
people
to
work
towards
this
openness
and
good
civil
rights.
Civil
protections
and
human
rights
practices
really
can
define
how
to
be
innovative
for
our
future
and
to
also
offer.
H
I
think
the
mayor
was
trying
to
offer
with
the
311
sign
at
the
transit
stops
that
you
know,
even
though
you
have
demographic
proof
of
things
to
have
vietnamese
language,
a
part
of
the
3-1-1
in
the
future
can
just
make
something
more
clear
and
accessible
fun
and
understandable
and
open
to
everyone.
Good
luck
in
these
efforts
thanks,
thank.