►
Description
City of San José
Smart Cities & Service Improvements Committee
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=712263&GUID=66A87921-E062-44C1-811F-C8D1F46A552E
A
Order
I
think
we
have
a
request
for
change.
So
after
d1
the
roadmap
update
we're
going
to
go
straight
to
hear
about
the
business
tax.
Amnesty
that's
right,
can
I
read
a
motion
for
that.
Can
I
get
a
motion
to
change
that
all
right,
all
in
favor
all
right
passes
all
right,
so
let's
go
and
get
into
it.
B
Good
afternoon
mr.
chair
honorable
mayor
members
of
the
committee
in
public
and
city
staff,
I
know
he's
he's
on
his
way
Rajini
here.
Oh
oh
vice,
mayor
honorable
vice
mayor,
Rajini,
Nair,
smart
city
manager
for
office
of
civic
innovation.
Joining
me
in
the
box
is
my
colleague,
Eric
Jensen,
who
is
our
Small
Wonders
manager.
Kipp
is
unable
to
attend
due
to
his
attendance
with
the
Cova
19
response
and
then
Dolan
is
out
so
I'll
be
leading
this
committee
so
just
an
overview.
B
B
We
know
that
this
next
chapter
of
San
Jose
is
about
our
shared
purpose.
That
San
Jose
should
be
a
valley
of
opportunity
and
that
San
Jose
is
a
city
in
transition
to
successfully
navigate
this
transition.
We
need
people
process
and
technology
and
to
be
more
own
multipliers.
Each
of
these
updates
show
how
we
are
navigating
by
using
people
process
and
technology
and
as
core
assets
and
to
our
strategic
advantage.
So
I
will
begin
the
smart
to
the
update
start
city
roadmap.
B
B
So
here
we
are
with
the
current
status
for
a
month
of
March
2020,
the
first
one
is
integrated
permitting
and
development
transportation
transformation.
We
this
one
moved
from
green
to
yellow,
primarily
there's
been
a
scheduled
delay
due
to
staffing
and
vendor
onboarding,
so
it
took
a
little
bit
longer
than
anticipated
and
then
further
time
was
required
in
order
to
handle
the
complexity
of
the
deployment
for
the
electronic
plan
review
and
the
new
public
portal
San
Jose
permits,
but
the
executive
steering
committee
have
a
really
good
plan
path
forward
to
meet
these
milestones.
B
The
second
project-
that's
circled,
is
firstnet
deployment
which
moved
from
red
to
green.
Primarily
now
there
is
staffing
available
to
help
support
the
deployment
of
the
next
phase
of
work
and
a
new
schedule
has
been
established.
Lastly,
is
the
advanced
cyber
security
products
in
reference
service
RFP?
This
is
a
change
from
green
to
yellow,
primarily
because
additional
time
was
needed
to
finalize
the
contracts
and
on
board
the
vendors.
B
Note
that
the
projects
that
are
currently
red
or
yellow
had
several
dependencies
that
either
required
procurement
support
to
finalize
for
contractual
obligations,
integrating
new
technology
and
making
sure
that
it's
tested
and
then
also
hiring
staff,
particularly
those
with
specialized
expertise.
So
these
status
updates
have
been
helpful
to
raise
the
awareness
and
address
these
roadblocks
as
soon
as
possible.
So
the
next
slide
I'll
highlight
the
red
status
project
that
we
have
to
date,
so
San
Jose
might
actually
now
changing
to
San
Jose
three
one
one
is
currently
red
because
the
team
is
going
to
council.
B
C
Good
afternoon
mr.
chair
community
members,
members
of
the
public
and
city
staff,
my
name
is
Eric
Jensen
in
the
office
of
significant
evasion
for
the
current
cohort
of
pilots.
We
are
enthusiastic
about
the
number
and
quality
of
applications
we
received
over
the
last
couple
months,
thanks
for
that
to
the
efforts
of
the
team,
MODY
and
civic
city
innovation,
for
the
outreach
that
we
did
through
social
media
and
the
press
conference
that
we
did
in
December
for
the
launch
of
the
RFPs
for
these
projects.
C
C
In
conjunction
with
three
of
the
unleash
your
geek
projects,
we
have
launched
San
Jose's,
first
ever
Innovation
Learning
Lab,
in
partnership
with
human
resources
and
civic
makers.
The
Learning
Lab
matches
cross
departmental
city
staff,
with
the
unleash
your
geek
challenges
and
they're
selected
startup
to
power
and
support
the
pilots
over
the
duration
of
their
execution.
C
The
Learning
Lab
also
recognizes
that,
in
order
for
San
Jose
to
be
an
effective
partner
for
a
startup,
we
have
to
have
a
dedicated
team
that
is
equipped
with
an
innovation
skill
set
and
the
innovation
Learning.
Lab
is
our
method
to
equip
those
people
with
a
highly
desirable
skill
set
that
they
can
also
take
back
to
their
departments
post-launch
in
terms
of
what
this
timeline
looks
like
we've
aligned
it
with
unleash
or
geek
pilots,
so
that
people
will
have
received
this
type
of
training
just
in
time
over
the
course
of
the
pilots
that
were
conducting.
C
B
Thank
You
Erik,
so
continuing
our
tradition
on
Green
spotlight.
Series
I
want
to
highlight
the
good
and
innovative
work
that
our
city
teams
are
doing
so
today,
I
want
to
recognize
the
business
tax.
Amnesty
team
who's
been
led
by
Rick
Bruno
in
finance
department
and
later
today
you
will
hear
their
presentation
more
in
detail,
but
I
just
wanted
to
highlight
specific
team
members.
B
So
looking
at
the
photo
from
left
to
right,
Rick
Bruno
is
the
Deputy
Director
of
Finance,
with
oversight
of
the
business
tax
program,
he
has
been
designated
as
the
department's
product
owner
and
engaged
in
weekly
status
meetings
and
as
a
product
owner
Rick
was
empowered
to
make
decisions
and
led
to
a
successful
delivery
of
the
project
within
scope.
Schedule
and
budget
Swati
Ganesh
is
the
product
project
manager
within
the
IT
department
and
was
designated
the
project
manager
for
this
business
tax.
B
So
previously
these
steps,
as
you
will
hear
later
today,
we're
manually
input
by
finance
department
staff
and
required
a
lot
of
staff
time
to
complete.
Now
the
back
office
processes
for
setting
up
the
new
customer
and
Billings
are
highly
automated,
so
just
showing
the
complexities
of
dealing
with
these
types
of
projects,
no
small
feat.
So
that
concludes
our
presentation,
so
I'm
open
to
questions.
D
Hello,
thank
you
I,
wanted
to
with
with
yours,
with
your
you
know,
grid
that
you
showed
I
wanted
to
hope
that
you
guys
are
working
on
the
traffic
signal
low-light
issue.
Thank
you
that
you're
trying
to
make
that
more
accountable
at
this
time
is,
is
a
bit
unclear
last
I,
think
of
priorities
and
you're
trying
to
make
that
up
about
the
US
drone
program.
Thank
you
for
actually
having
a
policy
created
after
five
years
now,
it's
gonna
take
some
work
and
I
hope
you're
open
to
that
work.
What
to
hear
good
suggestions
and
ideas.
D
Thank
you
to
offer.
Thank
you
overall
for
considering
the
surveillance
and
technology
ordinance
as
part
of
your
priority
setting
this
year.
I
hope
you
will
be
considering
how
guidelines
and
policy
examples
from
the
surveillance
and
tech
ordinance
can
work
in
a
number
of
ways.
Vision,
zero
and
IOT
are
just
a
few
examples
of
what
can
be
come:
a
more
open,
shared
process
between
local
governments
and
everyday
community,
with
accountability
in
tech.
D
With
this
accountability
in
tech,
it
can
create
a
better
organization.
Better
accountability
in
tech
working
together
can
create
better
organization,
better
community
practice,
democratic
practices,
trust
and
community
harmony.
It
would
be
of
much
help
to
introduce
local
small
startups,
with
well-defined
open
guidelines,
good
communication
and
understandings
by
the
entire
community
from
this
that
can
create
an
important
flexibility
to
have
to
not
have
to
continuously
and
fully
rely
on
bulky
large
corporate
models.
You
are
currently
using
to
align
yourselves
and
how
to
prepare
for
the
future.
D
E
Thank
you
well,
first
I
just
wanted
to
mention
looking
from
March
2019
to
March,
2020
difference
big,
a
lot
of
progress,
so
that's
awesome
and
and
I
feel
like
I'm
nitpicking
as
a
result
of
that,
but
our
integrated
permitting
I
think
was
Green
last
time
and
you
had
mentioned
it's
gone
to
yellow
and
that
there's
schedule
delays.
Can
you
give
us
a
little
more
detail
about
that,
because
that
project
is
already
well
behind
what
we
had
originally
intended
for
it,
and
so
that
one
is
one
that
will
tweak
me
if
it's
behind
again
so.
F
Director
of
Public
Works,
some
of
the
things
as
they
transitioned
in
so
I'm,
not
product
owner
anymore,
on
the
project
and
the
product
owner
wasn't
available
to
come
in
just
after
noon,
and
so
he
and
I
talked
and
we
keep
fairly
close
some
of
the
things
as
a
transition.
In
the
new
year,
we've
brought
on
new
staff
on
the
transformation
team,
and
so
there
was
a
little
misjudgment.
I
think
is
how
quickly
we
could
cycle
over
that
team
and
then
cycle
on
some
of
the
new
technology.
F
We
stood
massive
technology
efforts
last
time,
there's
new
efforts
this
year,
and
so
that
transition
has
led
for
a
little
bit
of
lag
and
just
being
openly
candid
on
it.
We
just
wanted
to
make
sure
that
it
was
yellow
that
that
there
are
some
headline
risks
on
those,
and
so
those
were
some
of
the
issues
that
was
bringing
on
new
staff
onto
the
transformation
team,
their
ability
to
adopt
to
the
program
that
transportation
transformation
team
has
been
working
on
and
the
neck
new
technology
efforts
that
they're
engaging
in
they're
working
on
scheduling.
F
D
F
It's
a
good
learning
opportunity
for
them
to
learn
some
different
techniques
and
project
delivery,
and
so
there
is
a
core
that
retained,
so
Alex
Paulo's
the
current
project
owner.
He
was
on
the
team
before
so.
If
there
was
a
good
natural
transition
there,
but
there
was
enough
there
that
we're
probably
a
month
or
two
from
where
we
had
hoped
from
at
the
very
beginning.
Okay,.
E
F
Think
so,
and
and
also
I
mean
as
from
where
the
IPS,
as
it
was
touted
at
the
very
beginning,
had
a
distinct
scope
that
was
a
little
different
than
what
the
team
is
endeavoring
to
do
now,
with
all
of
the
data
review
and
kind
of
process,
improvements
that
wasn't
even
part
of
it,
so
the
team
has
taken
on
a
much
bigger
breath
that
than
they
were
before,
and
so
does
that
compare
it
exactly
to
where
the
thing
was
announced.
Two
and
a
half
years
ago,
a
lot
of
the
core
technology
pieces
are
still
happening.
F
They
made
an
upgrade
electronic
plan
review
a
new
public
portal.
All
those
things
are
still
on
track
to
happen,
and
many
of
them
will
happen
in
2020.
That
might
not
happen
at
the
month
that
we
said
it
might
be
a
couple
months
later
here
there.
But
yes,
there's
definitively
learning
lessons
how
we
transition
staff-
maybe
not
as
many
as
we
did
it,
wasn't
a
wholesale
changeover
of
the
staff
and
Alex
and
I
still
get
to
chat
frequently
on
the
opportunity.
Okay,.
F
Plan
review
is
a
different
vendor
than
was
the
Amanda
upgrade,
which
is
the
Kelly
Tara.
So
again,
I
think
many
of
the
vendor
relationships
have
improved,
did
they're
not
always
Bubblegum's
and
roses,
and
so,
but
working
largely
with
the
the
electronic
plan
review.
It's
a
different
vendor,
we're
kicking
those
things
off
and
the
things
are
going
fairly.
Well
there,
whether
it's
the
public
portal,
it's
some
of
the
same
characters
that
were
there
before,
and
things
are
going
along
fairly
well
there
as
well.
Okay,.
G
G
G
B
B
All
right,
thank
you
very
much
as
the
next
team
transitions
over.
So
our
next
update
is
the
business
tax,
amnesty
solution
to
their
credit,
the
team
recognized
that
any
increase
in
user
volume
typically
leads
to
a
disproportionate
decrease
in
user
experience.
This
is
quite
unfortunate.
Multiplication
by
anticipating
an
increase
in
volume
for
the
business
tax.
Amnesty
program
with
lots
of
phone
calls
long
lines
at
City
Hall
and
highlight
the
likelihood
of
latency.
We
knew
the
technology
could
play
a
role
instead
improve
the
user
experience
to
understand
increasing
volumes.
B
C
Rog
Ernie,
the
finance
department,
is
very
excited
to
provide
status
on
the
business
tax.
Amnesty
solution
I
would
like
to
thank
staff
from
the
finance,
IT
and
civic
innovation
departments
and
their
commitment
to
this
effort.
The
finance
team
worked
closely
with
IT
department
staff
to
develop
and
deliver
an
online
portal
that
supported
the
city's
business
tax.
Amnesty
program
you'll
see
in
this
presentation
that
this
highly
collaborative
effort
resulted
in
a
much
improved
customer
experience
for
San
Jose
businesses
and
residents
that
could
have
been
frustrating
and
time-consuming.
H
Thank
you,
so
Ric
Bruno
deputy
director
in
finance,
so
pictured
here
is
the
city's
core
team
members
that
made
this
project
a
success
from
left
to
right.
I
am
very
proud
to
have
led
this
team
and
to
share
the
results
and
from
the
commitment
and
innovative
ideas
that
this
team
put
forth.
Second
from
the
left,
swathi
served
as
our
project
manager
and
kept
us
on
track
with
our
project
plan.
She
played
an
instrumental
role
in
keeping
us
on
schedule.
H
Additionally,
the
team
was
supported
by
the
finance
departments,
banking
and
payment
processing
teams,
the
IT
departments,
network
team
and,
last
but
not
least,
the
executive
steering
committee,
which
was
comprised
of
Rob
Lloyd
Julia
Cooper,
Gerry,
Driessen
and
Lisa
Titan
on
our
vendor
partner
city
bass
played
a
critical
role
in
delivering
the
solution.
City-Based
team
was
led
by
Aaron
Jen's
ik,
Cole
Davis
and
nobuta
Matthew,
with
additional
back-office
support
from
their
product
development
teams.
The
vendor
performed
a
thorough
analysis
of
our
requirements
and
suggested
solutions
based
on
our
objectives
and
key
results.
H
So
before
we
dive
into
some
of
the
specifics
of
the
software
solution,
it's
important
to
recap
the
background
of
the
business
tax
amnesty
program,
and
why
is
it?
It
is
important
to
one
completing
an
amnesty
program
at
this
time
and
to
have
a
solution
like
this
in
place.
So
for
starters,
what
is
a
business
tax?
Amnesty
solution
in
August
of
2019?
The
council
approved
this
program.
It's
a
limited
time
opportunity
for
businesses
to
pay
past
due
taxes
in
exchange
for
forgiveness
of
penalties
and
interest.
H
H
They
were
there's
long
wait
times
for
that,
so
going
into
this
project,
we
knew
it
was
very
important
to
have
an
online
presence
in
to
have
a
not
the
ability
for
businesses
to
register
online
to
make
payments
online
to
file
for
exemptions
online.
We
took
it
a
step
further
and
we
implemented
automated
phone
payments
for
those
customers
for
our
existing
customers
that
so
they
want
to
get
caught
up
in
some
of
the
increased
traffic
and
volume
of
the
amnesty
program
they
can
go
on.
H
They
could
call
us
and
go
through
our
automated
phone
payment
system,
and
we
also
were
able
to
automate
some
of
our
back-end
processes
to
streamline
how
quickly
we
can
set
up
a
customer's
account
bill
it
and
we
receive
payments.
And
then,
last
but
not
least,
we
we
deployed
some
self-service
computers
in
the
first
floor
lobby
within
city
hall,
for
customers
that
needed
to
to
register
in
person.
H
So
next
I'll
cover
the
objectives
and
the
timeline
of
the
software
that
we
implemented
so
based
on
our
experience
from
past
embassy
programs,
we
placed
a
high
premium
on
automating
the
registration
and
payment
processes
prior
to
launching
the
current
amnesty
program.
Our
objectives
were
simple:
we
wanted
to
an
efficient,
organized
and
convenient
method
for
businesses
to
submit
applications
for
the
system
to
calculate
taxes
and
fees
owed
in
real
time
and
to
integrate
processing
of
online
payments
into
a
single
interaction
with
the
city.
H
We
achieve
this
objective
and
delivered
a
product
ready
for
production
in
less
than
a
year.
From
start
to
finish,
as
you
can
see
from
the
timeline,
we've
moved
quickly
on
this
project
to
be
ready
for
the
official
launch
of
the
MVC
program
on
October
1st
2019.
This
timeline
shows
the
product
broken
down
into
three
phases.
The
first
phase
was
the
RFP
evaluation
and
award
process.
We
took
an
outcome
based
approach
to
this
procurement.
For
us,
it
was
very
important
to
receive
a
viable
product
in
a
short
amount
of
time.
H
H
It's
part
of
the
procurement
evaluation
process.
We
invited
vendors
to
present
a
mock-up
of
the
product
that
they
would
develop
for
us
or
something
similar
that
they
could
tailor
to
satisfy
our
objectives.
It
was
through
this
process
that
we
decided
to
work
with
the
city
base.
They
had
a
platform
that
we
can
envision
being
able
to
use
between
February
and
September.
Our
teams
work
together
to
develop
tests
and
go
live
with
the
business
tax
amnesty
solution.
H
This
was
not
an
easy,
considering
the
complexities
of
our
tax
structure
and
the
endless
combinations
of
taxes,
Business
Improvement,
District
fees,
penalties
and
interests.
Finally,
after
going
live
with
the
system,
we
entered
into
the
eligibility
period
to
apply
for
the
amnesty,
so
this
is
when
businesses
can
come
forward
and
benefit
from
the
program.
The
six-month
program
is
nearing
an
end
and
the
software
has
proven
to
be
so
so
valuable
and
delivering
a
user-friendly
experience.
H
So
at
this
point,
I
want
to
call
out
the
fact
that
we
received
a
award,
and
next
month
the
city
will
be
recognized
at
the
smart
cities.
Connect
conference
in
Denver,
Colorado,
the
smart
city
or
the
smart
50
Awards
recognizes
50
global
smart
city
projects
annually
honoring
the
most
innovative
and
influential
work
business
tax.
Amnesty
solution
will
be
awarded
in
the
category
of
digital
transformation.
At
this
point,
I'll
turn
it
over
to
Chris
to
give
us
a
demonstration
of
the
solution.
I
I
Insert
your
main
location
address,
it
also
ask
you:
if
you
have
additional
locations,
you
confirm
your
business
address
as
well.
It
does
also
ask
you:
if
your
mailing
address
is
the
same
as
your
business
address,
then
you
also
have
the
billing
information,
which
would
show
the
number
of
owners
and
a
number
of
employees.
It
goes
by
tax
year
there
as
well.
I
If
you
want
to
apply
for
it,
you
code
that
particular
area.
This
is
your
digital
signature.
You
declare
this
information
is
good.
Also,
if
you
want
a
city
of
San,
Jose
information.
This
is
the
summary
of
your
registration
process.
You
do
you
are
allowed
to
edit
by
section,
if
you
need
to
make
changes.
I
I
I
I
I
Okay,
we
a
charitable
organization
with
the
charity
organization.
You
know
you
have
to
select
the
tax
year
and
what
you
want
to
do
it
this
you're
our
first
time
applying,
and
at
that
point
you
do
have
to
supply
the
documentation.
That's
going
to
support
your
charitable
organization
once
you
do
that
you
submit
it.
This
is
indicating
that
basically,
it
still
has
to
be
reviewed
before
approval,
and
it
does
provide
you
a
summary
of
this
exemption
request.
I
I
New
online
exemption
request
functionality
built
into
the
portal
staff
efficiency,
automation
of
the
registration
process,
which
creates
customer
accounts,
service
agreements
and
bills
online
case
management
tool
allows
customer
service
reps
to
track
the
exemption,
requests,
statuses
and
standardized
communication
with
the
customer
security
enhance
PII
and
PCI
PCI
compliance,
the
city's
earlier
adopter
of
PGP
encryption
technology
and,
lastly,
revenue.
We
are
on
target
to
meet
our
revenue
goal
of
1
million
and
ongoing
new
and
ongoing.
That
is
lessons
learned
keys
to
our
success.
G
H
H
Thank
you
yes,
so
so
there
I
think,
there's
there's,
there's
three
check
boxes.
One
is
related
to
receiving
information
in
the
case
of
an
emergency
city
emergency.
Can
the
city
contact
you
and
the
other
one
is
related
to
promotional
information
that
the
city
might
want
to
release
and
if
they're
interested
in
in
soliciting
that
so
that
is
one
of
the
check
boxes,
that's
their
right.
H
We're
we're
quickly
working
to
get
our
February
month
end
numbers
completed.
We
don't
have.
That
was
yet
given
we're
still
in
the
first
week
of
March,
but
we
do
have
numbers
from
October
through
January
and
that
shows
that
we
have
over
2000.
Businesses
have
benefited
from
this
program
about
1500
of
them
are
new
accounts
that
hadn't
that
have
never
registered
with
the
city
previously
and
now
are
registering
with
the
city
because
of
our
amnesty
program,
there's
about
150
that
had
underreported.
H
In
terms
of
our
direct
meant,
we
had,
we
had
a
pretty
robust
communication
plan
and
outreach
plan.
It
was
everything
you
might
have
seen
advertisements
on
VTA
buses.
You
might
have
heard
on
radio
stations
newspapers
we
kind
of
did
some
of
that
more
general
marketing.
But
then
we
also
had
some
direct
mailings
that
we
sent
out
250.
H
G
B
All
right
so
moving
to
our
last
final
presentation
as
a
team
starts
to
move
their
way
down
here
for
the
third
agenda
item.
We
would
like
to
provide
a
project
update
on
the
IT
strategic
plan,
closing
out
the
last
three
years
of
IT
information
technology
department,
strategic
plan.
We
saw
where
we
hit
marks
where
we
missed
and
lessons
that
we've
learned.
As
the
council
has
noted
through
the
tech
audit,
there
is
clearly
a
need
to
look
at
our
information
technology
service
delivery
model.
B
We
are
extending
this
work
for
another
year
and
Harvard
with
Harvard
to
shape
the
strategic
plan.
The
San,
Jose,
smart
city
vision
correctly
identifies
the
information
technology
as
a
strategic
multiplier
for
our
future,
and
we
are
happy
to
be
on
this
journey
together.
So
joining
me
in
the
box
for
to
provide
this
update
is
Rob
Lloyd,
our
chief
information
officer
and
Jerry
Dresden,
a
system
chief
information
officer
so
Rob
take
it
away.
J
Good
afternoon
committee
chair
vice
mayor
member
of
the
committee
Bravo
boy
again,
CIO
for
the
city,
along
with
Jerry
Driessen,
our
assistant
CIO.
We're
actually
quite
happy
to
be
here
today,
because
this
is
a
continuation
of
a
journey
that
we
engage
with
each
other
on
almost
four
years
ago
now
and
it
represents
the
work
of
literally
hundreds
of
smart
and
committed
Civic
technologists
and
public
servants
and
I'm
proud
to
and
really
humbled
to
actually
represent
their
efforts
here
today.
J
Council
got
it
right
and
from
the
services
that
we're
going
to
create.
We
envision
to
San
Jose
that
needed
and
deserved
these
technology
solutions
in
this
different
approach
and
and
defining
those
important
aspects
also
allowed
us
to
set
our
compass
where
we
said.
If
we're
going
to
understand
what
a
smart
city
is
for
San
Jose,
the
technology,
the
tools,
how
it's
powered
by
people,
how
we're
going
to
use
information
and
data
differently
we're
going
to
take
a
concerted
approach,
that's
going
to
reach
across
departments
and
treat
this
as
a
whole
organizational
effort.
J
J
We
would
goes
from
a
city
where
customer
experience
is
often
a
complaint
that
the
processes
are
inefficient
and
people
are
exhausted
and
technologies
are
outdated
and
we
want
to
have
a
lot
of
adjectives
on
the
the
end
of
this
journey,
where
people
say
things
like
delightful
and
agile
and
that
it's
enabled
and
people
are
engaged.
And
hopefully,
we've
come
a
lot
farther
to
that
end
and
we're
going
to
go
through
the
progress
that
we
made
along
that
journey
together
and
call
out
some
of
those
wins.
J
Some
of
those
lessons
learns
as
Reggie
pointed
out
and
where
we're
going
to
go
from
here,
so
taking
a
look
at
the
whole
portfolio,
there
is
the
innovation
effort
where
we
challenge
ourselves
to
do
new
and
different
things
in
a
profound
way.
There's
the
execution
and
sustaining
of
our
technology
and
innovation
efforts
and
there's
also
the
small
wonders
where
we
try
to
learn
and
press
and
evolve
ourselves
through
those
experiences.
J
This
is
really
a
report
back
on
that
center
item
of
the
three,
which
is
the
IT
strategic
plan
and
and
everything
in
the
center
kind
of
revolves
around.
That
is,
if
we
do
it
and
we
learn
it,
then
we
want
to
nail
it
and
scale
it,
and
then
the
innovation
culture
is
one
that's
going
to
self
perpetuated
and,
along
that
that
effort,
we
said,
there's
a
lot
of
homework
to
do
right
at
the
beginning
in
2016,
and
that
was
actually
an
assignment
from
Council
as
well.
J
Council
said
we
are
giving
you
direction
to
create
that
IT
master
plan,
which
became
this
IT
strategic
plan,
and
we
laid
out
our
our
methodology
and
we
said
we're
going
to
do
a
lot
of
assessment
and
see
really
where
we
are
we're.
Gonna
say
what
are
the
strategies
that
give
us
the
best
bang
for
the
buck
and
leverage
the
most
resources
we
have,
because
the
picture
we
see
is
never
going
to
be
one
where
San
Jose
has
lots
of
riches
that
it
can
throw
a
lot
of
money
and
people
at
things.
J
If
we
did
not
start
when
we
did,
we
didn't
see
when
and
how
we
could
step
into
that
evolution
with
any
kind
of
grace,
though,
to
be
very
clear
when
we
did
that
assessment,
we
found
a
lot
of
symptoms
of
one
of
the
themes
that
we've
talked
about
over
the
years,
which
is
tech.
Debt
debt
is
a
useful
tool.
J
We
talked
about
the
project
management
Locke
lack
of
success.
We
talked
about
even
when
I
was
doing
my
interview,
a
member
of
Kent
council
member
at
the
time
Jones
now
vice
mayor
said.
How
are
you
going
to
solve
this
hiring
and
vacancy
issue
that
you
have
and-
and
we
said
all
right-
these
are
part
of
that
mission
and,
along
with
that
is
how
do
we
evolve
out
of
the
decade
of
deficits
and
and
meet
your
mission
that
you
gave
to
us
of
making
IT
a
strategic
asset
and
partner?
J
We
also
said:
if
we're
gonna
do
this.
We're
gonna
have
to
have
a
couple
compass
points
in
the
sense
of
a
couple
metrics
that
at
the
end,
we'll
know
if
we
hit
our
marks
or
not
and
we're
gonna
triangulate
using
over
the
course
of
the
next
few
years,
and
so
when
we
did
our
first
customer
service
survey,
we
found
about
74
percent
positive,
which
we
marked
as
yellow
it's
it's
good,
but
we
could
do
better
project
success
rate,
what
wasn't
so
hot.
J
So
we
took
a
look
at
an
over
the
about
three
and
a
half,
almost
four
years
of
investments
by
the
city.
We
found
that
we
had
only
properly
delivered
one
that
had
at
least
two
of
three
of
on-time
on
scope
and
on
budget
we
added
a
fourth
variable,
which
is:
did
it
deliver
business
value
in
the
eyes
of
the
department?
But
we
said
if
we've
consistently
hit
less
than
5%
success
over
a
number
of
years.
That's
a
structural
problem.
We're
gonna
structurally
address
it.
It
reliability
was
at
99.1
percent.
J
We
said
you
know,
the
industry
mark
is
99.9
and
above
so
we
had
to
increase
that
an
employee
engagement
was
the
bottom
eighth
percentile.
It
was
the
worst
IT
department
that
we
could
find
in
the
Gallup
survey
nationally,
and
it
was
also
the
city's
worst
engagement
score.
So
we
said,
obviously
there
are
some
areas
to
improve
there
and
and
the
message
we
had
for
our
team
is:
we
have
a
lot
of
smart
committed
people.
This
isn't
us.
J
So
how
are
we
going
to
invest
in
ourselves
and
take
care
of
ourselves
that
the
engagement
scores
going
to
rise?
We
also
so
it
was
gonna,
be
a
hard
journey,
because
that
culture
is
often
the
hardest
and
the
slowest
to
change.
It
is
staffed
and
resourced
at
an
eight
to
five
level.
It's
the
only
time,
I've
ever
run
an
IT
department
that
wasn't
twenty
four
by
seven
and
we
said
we
are
going
to
have
to
build
our
environment
to
be
that
24
by
7
core
IT.
J
This
is
called
out
in
the
the
city
auditors,
annual
services
report,
it's
about
1.2
percent
of
the
general
fund
and
the
benchmark
is
usually
around
two
to
three
and
a
half
percent
for
for
stable
organizations,
not
high
innovation
organizations
alarmingly,
and
this
one
fits
into
the
IT
reliability.
As
we
looked
at
all
software
and
hardware
in
the
city
and
said
that
over
71
percent
were
actually
end
of
life
and
end
of
support.
J
So
the
city
was
really
running
on
zombie
technology
and
we
had
to
kind
of
work
our
way
up
through
that
and
that's
what
you'll
see
is
a
lot
of
the
work
that
we've
done
and
then
again
the
vacant
IT
positions.
We
had
maintained
a
36
37
percent
vacancy
rate
for
almost
four
years,
and
you
can't
really
meet
your
mission
with
a
small
staff.
J
If
you
have
that
kind
of
vacancy
rate,
the
SWOT
analysis
I'll
just
key
in
on
a
couple
here,
when
you
don't
have
riches,
we
did
say
on
the
opportunity
side
we're
going
to
make
a
lot
of
ground
based
on
strategic
partnerships,
we're
going
to
be
the
best
IT
department
and
innovation
group
in
the
in
the
country
at
partnering,
with
private
and
nonprofit
and
other
cities,
because
we're
going
to
learn
and
evolve
quickly
most
quickly
through
that
methodology.
We
said
a
lot
of
strengths
existed
because
we
had
a
stable
economy.
We
had
turned
into
positive
territory.
J
So
unfortunately
we
were
actor
about
that,
but
we
moved
in
time
to
head
some
of
that
off
for
the
city
or
at
least
to
prepare
it
well
well
enough
that
we
have
some
basic
guards
and
we're
gonna
keep
on
evolving
that
program,
the
weaknesses
the
they're
much.
What
we
talked
about
is
tech,
debt,
the
project
execution
and
the
uncoordinated
nature
of
IT.
Is
you
had
a
lot
of
silos
and
segments
and
those
investments
you're,
basically
buying
one
of
everything,
because
the
the
coordination
and
use
of
leverage
systems
across
departments?
What
was
a
mitigating
circumstance?
J
So,
as
we
said,
our
strategies
kind
of
message
I
have
for
people
is,
if
you
talk
at
its
core
about
this
journey,
is
we're
going
to
get
brilliant
at
the
basics
and
healthy
we're
gonna
choose
a
couple:
races
that
we're
gonna
win
because
council
and
the
city
manager's
office
said
those
are
important
to
the
organization
and
then
we're
gonna
change
the
game.
We're
gonna,
try
things
and
do
things
in
ways
that
others
don't.
J
But
it's
going
to
work
here
and
gonna
fit
our
organization,
and
while
you
don't
have
to
go
serially
left
to
right
the
healthier.
You
are
the
more
games
that
you
win
that
are
important
to
you.
The
more
transformative
you
can
be,
but
really
that
that
crawl,
walk,
run
kind
of
parable
is
one
that
that
depicts
this
first
IT
strategic
plan
in
the
city's
history.
J
We
we've
really
focused
a
lot
on
getting
out
of
the
tech
debt
and
then
based
on
the
priorities
that
have
been
set.
We've
worked
really
hard
to
get
there
and
I
have
to
give
a
ton
of
credit
to
the
organization,
because
what
we
said
this
is
going
to
feel
like
is
you're
gonna
run
we're
going
to
run
three
or
13
to
15
years
worth
of
technology,
stagnation,
to
pay
it
off
in
three
to
five
years
and
that's
going
to
be
intense.
J
It's
going
to
be
hard
and
we're
gonna
see
who
can
run
at
that
pace,
but
that
really
always
comes
back
down
to
the
people
and
and
we're
gonna
see
and
really
rely
on
the
people
who
shine
and
be
grateful
for
them,
and
that
really
has
been
part
of
that
story
from
the
technology
language
that
we
use
a
lot
of
times
and
organizations.
You
see
us
talk
about
the
tech
and
one
of
the
challenges
that
we
define
for
ourselves
as
part
of
this
journey.
It
was
to
stop
doing
that.
J
You
can
talk
about
any
kind
of
product
of
feed
integration,
but
really
when
it
comes
down
to
everything
you
have
to
flip
the
script
and
talk
about
how
are
we
going
to
have
technologies
that
help
us
communicate
and
collaborate?
How
are
we
going
to
control
our
environment
better,
faster,
cheaper?
How
are
we
going
to
use
data
to
inform
our
decision-making?
J
So
we
assembled
an
IT
Advisory
Board
of
top
executives
from
profits,
venture
venture
firms
from
nonprofits,
and
we
we
asked
them
hammer
at
us.
We
have
this
plan.
We
have
this
analysis.
We
want
you
to
do
some
QA
on
us
and
their
feedback
was
was
very
clear.
They
said
it's
an
excellent.
The
original
21
goals
that
I
had
they
said,
you're
being
ridiculous
Rob
and
they
said
from
your
resource
level,
you're
going
to
have
to
get
down
to
those
essential
few,
and
that
was
that
feedback
of
brutal
honesty
is.
J
You
have
to
match
your
mission,
to
what
you
say:
you're
willing
to
invest,
and
then
the
cybersecurity
read
that
we
had
they
all
agreed,
and
so
the
forced
prioritization,
embracing
as
a
service
being
clear
that
the
people
part
was
going
to
be
extremely
hard
and
you're
gonna
have
a
small
portion
of
people.
The
one
tail
of
the
curve
that
are
never
gonna
be
on
board.
J
You're
gonna
have
another
tail
where
you're
gonna
see
them
shine
and
really
embrace
this
and
be
leaders
and
you're
gonna
have
the
bulk
of
the
curve,
which
is
like
I'll,
go
along
for
the
ride,
but
but
you
could
not
ignore
the
maturity
and
the
path
that
a
lot
of
technical
people
a
lot
of
leaders.
A
lot
of
managers
were
going
to
have
to
go
through
in
this
journey,
and
then
they
also
talked
about.
The
engagement
is
how
we
were
approaching:
tapping
employees,
tapping
a
private
sector
or
tapping
partners
tapping
other
governments.
J
They
said
that
that
is
a
good
leverage
point,
so
you're
going
to
be
able
to
use
that
and
that
that's
a
good
centerpiece
to
your
strategy
and
with
that
and
we
reached
out
across
the
entire
organization
talked
with
council
talked
with
a
manager's
office.
We
came
up
with
this
game
board,
so
this
is
everything
we
said
at
the
beginning.
We
were
going
to
deliver
by
the
end
and
we
had
a
couple
Reds
that
we
knew
the
projects
were
in
jeopardy
and
we're
gonna
come
in
on
and
try
to
recover.
J
We
also
have
the
gift
of
a
lot
of
audits
that
we
were
going
to
address
and
and
so
that
gift
was
going
to
be
one
that
we
tried
to
return,
but
you'll
see
how
we've
made
progress
on
those
and
we're
very
clear
about
those
metrics
and
including
them,
as
the
team
is,
if
we're
gonna
have
high
customer
satisfaction,
high
engagement,
high
trust
values,
and
if
you
look
at
those
team
percentages
and
performance
metrics,
those
are
all
trust
measures.
Does
the
city
trust
us
to
invest
in
IT
projects
that
will
deliver
them?
J
Does
it
trust
us
to
give
them
services
that
make
them
happy
and
capable?
Does
it
trust?
Is
it
a
trust
thing
where
you
invest
in
our
positions?
We
fill
them
and
they're
productive,
so
we're
going
to
get
to
the
other
end
of
this
game
board
with
a
lot
of
hopefully
good
stories
to
tell
and
and
oops
on
the
right
side.
J
So
the
results
after
three
years
I'd
have
some
drums
rolling,
but
but
I
don't
so
the
legend
here.
This
is
the
the
organizational
blueprint
that
we
proposed.
The
squares
are
ones
where
we
actually
have
positions.
The
Oval
ish
ones
are
ones
where
we
we
didn't
quite
get
the
resources
to
fill
those
holes
and
those
are
things
that
we'll
still
want
to
invest
in
the
future
because
they
were
validated
over
the
course
of
this
last
three
years.
J
J
This
is
anything
different
from
San,
Francisco
or
Charlotte
or
others
or
Seattle
that
have
quite
a
large
budgets
and-
and
one
of
the
things
that
you
see
is
what
we
sacrifice
its
depth
and
in
this
map
you
can
see
where
we
are
one
deep
or
even
zero
deep,
and
we
try
to
just
leverage
other
people
and
smart
people
to
make
things
happen.
Nonetheless,
and
on
that
game
board,
we
did
all
of
these
things.
J
I'll
note
have
you
noticed,
there's
a
road
that
we
called
new
and
we
do
practice
what
we
call
agile
strategic
planning
is
we
set
the
plan
and
then
we
stay
flexible
if
the
city's
priorities
evolve
over
the
course
of
the
plan
doesn't
mean
the
things
we
put
in
the
plan
stop
being
important.
It
just
means
that
over
the
course
of
time,
other
things
came
up.
So
say
a
flood
or
power
Safety
or
Public
Safety
power
shut
off
other
projects
like
IPs
or
the
Amanda
system,
and
a
graded
permitting
system.
J
Those
sometimes
come
in
and
we're
okay
with
that
and
we'll
flex
around
it.
The
other
thing
is
on
the
left
side
of
the
things
that
are
still
left,
anything
where
you
see
a
parenthesis
n.
Those
are
also
all
new.
So
if
you
look
at
the
game
board
from
previously,
we've
got
almost
all
of
it
done
with
just
a
couple
still
hanging
out.
I'll
call
your
name.
Your
attention,
out
to
the
integrated
permitting
system
is
one
of
the
big
things
that
we
added
the
use
of
the
open
data
environment.
J
That's
that
became
more
relevant
and
more
important.
The
importance
of
patching
because
of
cyber
security
of
the
to
read
you
see
in
the
middle,
that's
something
where
Marcelo,
our
chief
information,
security
officer
and
I
have
said.
Hygiene
is
so
critical
to
our
security.
We're
gonna
actually
declare
these
things
as
as
especially
important,
because
we
see
them
as
being
necessary
to
protect
the
city,
so
we're
gonna
insert
those
and
work
with
departments
that
cover
that
and
those
needs.
The
infrastructure
refresh
took
a
bit
longer
to
get
through
procurement
and
contracting.
J
J
We
also
caught
some
feedback
that
there's
more
out
there,
that
people
would
like
I
t's
help
with
so
we
went
ahead,
marked
those
and
said,
as
we
activate
those
we'll
have
a
prioritization
discussion
with
the
city
and
through
Civic
innovation,
to
look
at
a
different
way.
What
did
we
do
over
the
last
three
years?
So
the
human
resources
information
system,
the
payroll
system,
talent
management
system,
have
all
been
upgraded
and
migrated.
J
We
implemented
my
San
Jose
to
the
CRM
now
San
Jose
3-1-1,
as
council
directed
put
in
a
new
workers
comp
system
and
then
moved
it
to
a
third
party
implemented
to
you,
utility
billing
system,
which
handles
about
two
hundred
and
forty
million
dollars
of
revenue.
Each
year
implementing
new
revenue
management
system,
a
new
treasury
management
system
got
compliant
with
card
handling,
so
updated
our
stuff
there.
The
new
budget
system
is
active,
but
there's
still
more
to
do
on
that.
One
did
a
major
upgrade
to
our
financial
system.
J
We
helped
implement
the
new
city
website,
god,
amanda,
7up
and
running
with
the
PVC
and
a
department
stood
up
the
San
Jose
clean
energy
department
and
got
their
customer
handling
components
well
in
good
operating
order
with
them.
The
three
that
are
still
hanging
out
there
that
we
want
to
finish
over
the
course
of
2020
as
the
infrastructure,
modernization
and
the
cybersecurity
Event
Services
RFP,
as
well
as
the
business
process,
automation
item,
which
is
taken
a
little
longer
to
procure
as
well.
J
But
it's
I
think
about
to
go
into
notice
of
intent
to
award
yep
and
then
the
business
taxes,
and
we
said
we're
gonna
pause
that
and
come
back
to
it
because
tax
amnesty
took
a
higher
priority
because
of
the
revenue
influence
of
that
and
we
were
unable
to
recover
the
old
project.
So
we
cancelled
it,
but
we
have
that
one
still
on
our
list
to
come
back
to
at
the
end
of
March
to
say:
where
do
we
want
to
go
with
this
one?
J
Also,
on
that
gift
of
audits
that
we
had,
we
said
we
had
over
40
items
when
we
started
this
and
council
said
you
need
to
solve
your
audits,
Rob
and
said
absolutely
and
then
right
after
that
we
got
13
more.
So
that
was
the
external
audit
and
we
also
had
a
couple
council
priorities
that
council
said:
hey.
Can
you
handle
this
while
you're
at
it?
And
so
where
did
we
go?
Is
on
the
IT
general
controls?
We
completed
seven
so
have
four
in
progress
that
we're
hoping
to
finish
by
the
middle
of
this
year.
J
We
completely
closed
the
customer
call
handling
audit.
We
completely
closed
the
tech
deployments
audit,
the
first
one.
We
completely
closed
the
external
audit
of
financial
statements.
Mobile
devices
is
actually
still
in
progress
because
of
firstnet
we're
going
to
be
modifying
that
and
if
we
had
finished
it
we
would
have
had
to
change
it
right
away.
So
we
said
we're
going
to
put
a
couple
of
these
on
pause.
The
911
three
one
one
call
handling
you'll
hear
and
on
march
19th
and
then
forward
to
council
from
there
refer
to.
J
There's
more
to
report
there
then
I'll
save
that
wonderful
story
for
when
we
come
to
you
and
hole
and
then
the
very
new
tech
deployments
audit
this
one
we've
hired
the
division
manager
for
our
city,
portfolio
products,
projects,
office
and
we'll
be
addressing
these
audit
items
here
in
the
near
future
and
I'm
happy
to
say
that
IT
has
no
audits
in
the
work
plan
for
this
year,
so
we'll
be
able
to
hopefully
close
almost
all
of
these
out.
So
where
do
we
end
up
in
terms
of
those
metrics?
J
We
said
were
so
important,
so
in
customer
satisfaction
we
went
from
74%
to
86%
project
success
rate,
as
of
this
was
two
weeks
ago,
we're
at
81%
success
on
the
projects
that
we
we
take
on
and
then
IT
reliability
we're
getting
there
and
we
were
close
to
ninety
nine
point.
Six,
so
we're
not
quite
green
but
we're
yellow
there
and
heading
in
the
right
direction.
J
We
tripled
our
engagement
score,
but
our
goal
was
actually
get
to
the
fiftieth
percentile.
So
two
standard
deviations
of
improvement,
this
one's
proving
harder
than
we
would
have
liked
to
admit,
but
we
did
say,
culture
was
hard
to
change.
We
have
a
lot
of
effort
around
this
we've
partnered
with,
as
you
know,
Gallup.
J
We
also
brought
in
Berkeley
to
help
us
identify
more
specific
goals
and
to
engage
better
our
management
line
in
our
department
to
be
part
of
the
solution
and
and
to
help
us
get
to
a
coaching
mentoring
type
of
the
culture
rather
than
just
a
manage
down
task
type.
Culture,
responsive
services,
we're
still
at
as
a
normal
business
hours.
Budget
for
IT
of
general
fund
went
from
a
little
over
1%
to
2%
spired
hardware,
we're
down
to
44
7
%,
but
as
we
do
the
infrastructure
refresh
project,
this
will
get
down
to
less
than
20%.
J
So
we're
near
nearly
to
goal
on
this
one
and
vacant
IT
positions.
We
actually
are
at
14%
right
now,
which
is
actually
our
worst
in
the
last
three
years.
So
we've
been
at
nine
to
12
percent,
but
we
got
a
bunch
of
new
positions
related
to
the
c-3po
and
we
did
a
lot
of
extra
hard
of
hiring,
but
we're
with
that
cluster
of
10
new
positions.
It
actually
caused
our
vacancy
rate
to
pop
up,
but
all
for
all
the
right
reasons
we'll
take
that
increase
vacancy
rate
for
a
temporary
period.
J
If
new
positions
are
coming
with
it
so
I'm
happy
to
say,
we've
filled
them
quickly,
but
we
still
have
more
to
do,
and
so,
when
we
talked
about
partnerships
when
we
started
this
journey,
these
are
all
the
partners.
We've
worked
with
over
the
last
three
years
on
everything
from
community
agent
through
data
to
that
infrastructure,
refresh
and
taking
a
hardware
environment
that
our
new
deputy
CIO
from
the
banking
industry
says,
is
more
advanced
than
we
use
in
banking
to
the
CRM
solution
that
a
lot
of
other
communities
have
asked
us.
J
How
do
you
directly
integrate
your
work
request,
rather
than
spraying
emails
around
your
organization
to
do
Google
org
we're
we're
a
data
science
and
engineering
approach
to
solving
the
911
Bloomberg
philanthropies
Facebook,
Tara,
Graff
actress,
our
cybersecurity
response
alliance,
smart
wave
on
the
growth
of
community
inclusion
networks,
but
these
partnerships
are
very
important
to
us
because
they
show
that
we
can
be
innovative.
We
can
be
fast
and
purposeful
and
we
can
learn
and
then
integrate
these
things
into
our
organization
with
speed,
and
this
is
the
proof.
J
So
third
party,
a
validation,
feels
good,
and
this
is
a
chance
to
celebrate
our
people,
but
over
the
course
of
the
last
three
years
we
went
from
never
placing
in
the
digital
cities
awards
and
we
had
applied
only
periodically
to
three
top
10s
and
number
two
in
2019,
which
I
still
think
we
should
have
been
number
one
but
state
scoop.
We
also
got
top
smart
cities,
communities
and
top
cybersecurity
leaders
IDC.
We
were
the
two-time
finalist
and
won
number
one
for
smart
cities,
solutions
and
transportation
related
to
a
platform.
J
We
have
to
integrate
economic
development,
transportation,
engineering
and
other
data
sources
to
plot
transportation
needs
and
engineering
decisions
now
and
into
the
future.
Based
on
more
data.
We
also
had
the
smart
50
Awards,
as
you
saw,
one
was
for
tax,
amnesty
and
we're
proud
of
them,
and
we
also
had
one
for
the
emergency
vehicle
preemption,
where
we've
been
able
to
reduce
the
average
response
time
to
fire
calls
by
about
twenty
four
seconds
per
call
about
a
few
seconds
per
intersection
that
it
goes
through.
J
What
we're
here
to
also
say,
though,
is
there's
more
to
do,
and
what
we're
planning
to
do
is
to
actually
extend
the
27
2019
plan
through
the
end
of
2020,
so
that
we
can
get
to
those
last
three
projects
that
we
had
in
the
original
plan
and
accounting
for
all
the
additional
work
that
was
taken
on
in
the
plan.
The
efforts
that
emerged
over
the
course
of
it
some
emergency
events,
some
management
like
cybersecurity.
J
We
want
to
focus
more
on
9-1-1
3-1-1
transition
and
those
new
projects
that
were
in
there
plus
a
big
policy
for
the
next
IT
plan
want
to
give
you
kind
of
a
glimpse
of
where
we're
gonna
go
is.
Is
we're
gonna
build
around
the
city
managers,
eight
enterprise
priorities?
We
have
the
community
equity,
climate
and
innovation
themes
from
council
and
and
in
the
community
that
have
become
very
important
and
then
acting
on
the
tech
deployment.
J
Audit
that
we
receive
direction
from
from
this
group
and
from
counsel
on
is
making
the
investments
and
the
effectiveness
of
our
projects
higher
and
better
and
optimizing
those
IT
resources.
So
we
are
going
to
act
on
that
as
part
of
the
next
IT
strategic
plan,
and
and
with
that,
we
we
also
have
some
lessons
that
we're
learning
and
we're
going
to
partner
with
Harvard
Business
School
community
partners
to
do
some
of
the
initial
analysis.
We're
going
to
convene
a
new
IT
Advisory
Board
to
help
us
vet
to
that
new
strategic
plan.
J
But
the
lessons
that
we're
going
that
we're
learning
that
we're
going
to
incorporate
into
this
are
iterative
projects
have
been
our
most
successful
in
the
city
when
we've
taken
on
projects,
we've
been
highly
successful
at
them,
but
our
portfolio
is
roughly
80%
of
those
being
being
iterative
and
about
20%
being
very
transformative.
The
very
transformative
ones,
the
ones
that
reach
across
departments
are
still
ones
we
struggle
on,
and
we
want
to
be
honest
about
that.
J
Part
of
that
is
because
of
the
staffing
contentions
is
there's
a
core
group
of
people
who
do
a
lot
of
the
the
most
exceptional
work
and
when
you
pull
them
off
the
line
but
say
you
still
have
to
do
your
normal
day-to-day
work,
but
also
be
a
part
of
this
big
project.
It
can
be
quite
hard,
and
so,
when
we
go
into
these
projects,
IT
is
going
to
be
an
advocate
and
hopefully
hold
the
line
on.
J
If
we
want
to
do
these
transformative
projects,
well
we're
going
to
resource
and
build
them
appropriately
so
that
they
maximize
their
chance
of
success
and
then
getting
to
a
reengineering
culture
where
we
do
get
iterative
and-
and
we
don't
call
a
project
done
and
then
step
away
and
stop
investing.
But
to
say
these
are
product
lines
we
want
permitting
to
stay
healthy.
We
want
nine
eleven
one,
three
one
one
to
keep
on
getting
better.
We
want
to
see
how
we
do
HR
hiring
and
keep
on
investing
in
making
that
that
talent
management
better.
J
These
things
are
products
not
just
projects,
and
then
the
San
Jose
departments
do
work
together,
I've
been
in
four
other
cities
and
then
the
state
level-
and
this
is
the
most
cooperative
or
I've
ever
seen.
We
don't
talk
about
our
fiefdom
very
much
at
all
and
where
there's
a
mission
for
the
city
we
pitch
in
and
I
just
want
to
call
out
the
city
for
having
that
great
attribute,
and
it's
one
that
our
peers
and
Jerry
actually
was
a
colleague
from
Hennepin
County
Minnesota
before
we
tricked
him
into
coming
here.
J
But
that's
one
of
the
things
that
he
talked
about
is:
is
that
innovation,
mentality
and
they're
willing
to
cooperate,
isn't
something
you
see
everywhere
and
then
the
success
follows
a
few
amazing
people.
We
do
have
some
just
tremendous
people,
you've
heard
from
a
couple
earlier:
you've
seen
them
at
the
DEA's,
but
that
that
tribe
of
exceptional
folks
just
makes
so
much
of
a
difference.
The
community
that
that
you
often
don't
realize
on
the
opt-ins
is
optimization
question.
J
When
you
build
a
an
IT
portfolio,
budget
plus
purchasing
plus
staffing
plus
support,
plus
how
you
manage
your
projects
all
matter
together
and
if
you,
if
you're
hurting
on
any
one
of
those
it
hurts
across
the
spectrum,
tech
debt
still
holds
us
back,
we'll
keep
on
making
those
investments,
but
heading
forward.
There's
a
couple
big
things
that
we're
gonna
be
shaping
our
services
and
our
technology
portfolio
around
including
artificial
intelligence
and
security
plus
privacy.
J
The
need
to
invest
in
some
unifying
platforms
that
help
us
scale
up
in
some
areas
that
do
a
lot
of
things
for
the
organization
rather
than
buying
one
of
a
lot
of
solutions
and-
and
as
we
said
throughout
this
last
three
years,
is
everything
is
powered
by
people
just
want
to
do.
My
I
guess
I
should
have
said.
Thank
you
for
your
support,
but
maybe
I
went
Yoda
on
you
for
your
support.
Thank
you,
but
it's
on
the
right
side.
J
You
can
see
some
of
the
people
that
we've
been
able
to
celebrate
so
from
Lillian
Howe
and
Fire,
Jose,
Joseph
and
fire
for
the
CVP
project
that
actually
saves
lives
and
reduces
morbidity
to
the
the
data
efforts
and
and-
and
you
have
transportation
there
to
the
vice
mayor
and
I-
got
to
accept
the
number
two
award
for
digital
cities
to
the
IT
team
at
the
bottom.
This
this
is
always
powered
by
people,
and
hopefully
we've
made
a
difference
that
that
you
can
be
proud
of.
So
with
that.
G
G
A
G
J
B
D
E
E
E
This
is
kind,
and
we've
talked
about
this
Rob
many
times
with
customer
service
in
particular,
but
changing
the
we
change
the
business
practices
when
we
change
the
platforms
so
just
curious
overall,
how
the
how
the
the
ite
updates
and
the
reorganization
of
the
IT
department
and
the
strategic
plan
has
impacted
the
other
departments
and
their
cultures.
Well,.
B
I'll
speak
to
what
I've
been
experiencing
with
just
overseeing
the
smart
city
roadmap
program.
I
mean
particularly
everyone's
very
enthusiastic
I
mean
they.
You
know
they
have
a
sense
of
purpose,
they're,
very
focused
and
delivering,
because
they
ultimately
wanted
better
serve
the
community
and
any
technology.
Improvement
is
just
a
breath
of
fresh
air
when
they
can
go
to
the
app
and
buy
something
from
their
house
and
get
it
within
an
hour.
But
you
know
to
serve
our
community.
It
takes
a
month
right.
You.
B
J
J
There
is
a
outline
question,
and
so,
if
the
first
IT
strategic
plan
was
about
paying
off
tech
debt
and
getting
healthy,
so
we
could
be
transformative
this
next
one
is
going
to
be
about
the
transformative
piece
of
how
do
we
do
this
in
a
way
that
we
can
marry
up
those
pieces
and
do
that
process
reengineering
better
and
do
the
resource
allocation
and
optimization
better,
but
also
keeping
high
focus
on
the
results
that
the
businesses
need?
I'll,
be
honest
with
you
absolutely
sometimes
everyone's
been
on
board
with
the
concept.
J
Occasionally,
there's
hey,
that's
mine,
it
does
come
up
it's
in
its
natural
and
and
how
we
make
some
of
those
discussions.
It's
nice
to
have
a
deputy
city
manager
kind
of
break
those
ties
a
time,
and
that
was
part
of
the
structure
that
we
implemented
but
same
as
the
direction
that
council
gave,
and
the
committee
and
council
have
given
us
around
the
IT
tech
deployments.
Audit.
There's
a
lingering
question
there
about.
How
do
we
make
those
things
even
better?
Even
cleaner,
even
smarter,
yeah.
E
That
I
really
think
I
know
the
tech
piece
is
hard.
I
think
the
making
sure
everyone
in
the
organization
has
a
customer
centric
mindset.
As
you
said,
the
technology
is
supposed
to
free
it
up
free
up
people
for
that
I
think
we're
still
not
not
quite
there
on
that.
One
and
and
I
almost
think,
that's
a
heavier
lift
because
it
it
changing.
Mindset
is
hard,
I
mean
we
all
know
how
hard
it
is
to
change.
You
know
even
a
small
habit
like
getting
up
a
little
bit
earlier
to
do
a
gratitude
journal
or
whatever
or.
C
E
J
E
E
Our
cybersecurity
has
made
leaps
and
bounds
and
then
I
see
advanced,
proactive
defenses
is
not
something
that's
that
we
don't
have
anybody
on
that,
so
that
was
the
one
that
that
stood
out
most
for
me,
as
well
as
having
the
e-government
services
officer.
Those
are
the
two
I,
don't
know
what
your
priorities
are
in
terms
of
funded
positions,
but
but
those
were
the
two
that
kind
of
stuck
out
for
me
as
being
the
ones
that
we
should
fund.
First,
if
we
prefer.
A
E
E
J
The
advance
proactive
our
design
is
to
actually
do
that
as
a
service.
When
we
look
at
the
cost
of
cyber
security
personnel
in
the
area,
there's
almost
no
way
we're
gonna
be
able
to
staff
it
consistently
yeah.
So
Marcel's
in
my
strategy
is
we're
gonna
service,
this
one
that
that
box
will
be
filled
by
basically
a
contract,
a
contract
liaison
okay.
E
E
E
That's
great
I
think
I
wanted
to
know
that
want
you
to
know,
I
really
appreciate
that
what
what
we
are
learning
slide
I
think
that's
really
helpful
to
kind
of
see
where
we
are,
what
we
have
left
and
I
appreciate
the
the
AI
being
on
there.
I
I
think
one
of
the
things
and
again
I
know
this.
Isn't
a
technology,
even
though
it's
technology
related.
One
of
the
items
that
isn't
on
here
is
the
customer.
E
But
if
we're
not
getting
back
to
people
it,
you
and
I
have
had
this
conversation
many
times
the
my
San
Jose
app
is,
and
the
the
issue
with
it
still
being
read
is
the
fact
that
the
vast
majority
of
our
residents,
the
only
time
they
come
to
this
city,
the
only
time
interface
they
have
with
the
city,
is
the
my
San
Jose
app
or
the
the
permitting
Center.
Those
are
really
the
two
places
where
the
vast
majority
of
people
are
not
calling
our
offices
they're,
not
emailing
in
they
don't
know
who
works
in
d-o-t.
E
Some
of
my
residents
do
do
all
of
those
things,
but
the
vast
majority
of
people,
don't
they
they
know
about
my
San
Jose.
They
want
their
garbage
picked
up.
They
want
their
streets
cleaned
and,
if
we're
not
getting
those
things
right,
the
things
that
really
touch
every
single
resident,
then
we
have
an
image
problem.
So
those
are
the
things
that
I'm
calling
three
one.
E
One
I
think
a
lot
of
people
they
if
they
don't
know
about
the
my
San
Jose
app
they'll
call
3-1-1
for
things
like
you
know,
there's
a
swing
broken
at
the
park,
so
I
really
think
it's
important
to
get
those
like.
We
say
our
websites
are
digital
front
or
those
front
doors
as
perfect
as
possible.
Thank.