►
Description
City of San José, California
Smart Cities & Service Improvements Committee of September 3, 2020.
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=797902&GUID=AD1AE358-8A3C-4065-AD0E-30E3397E8844
A
A
A
C
Yes,
thank
you,
mr
chair
members
of
the
committee,
members
of
public
kip,
harkness,
deputy
city
manager,
you'll
be
hearing
a
lot
more
in
this
committee
and
in
future
committees
from
rob
lloyd,
our
cio,
who
will
be
taking
over.
In
addition,
myself
on
staffing,
this
committee,
while
dolan
beckel,
remains
kind
of
a
wholly
owned
subsidiary
of
food
distribution
for
for
the
foreseeable
future.
C
We'll
look
at
both
food
and
beautify
sj,
which
you've
heard
about
quite
a
lot
over
the
last
few
days,
we'll
go
back
into
some
of
the
back
end
stuff
and
take
you
on
a
deeper
dive
in
the
data
and
then
on
autonomous
vehicles.
We
will
be
reporting
out
on
a
lot
of
the
work
that
has
taken
place
prior
to
covid
and
give
you
a
sense
of
where
we
are
and
where
we
are
in
this
new
era.
C
D
Afternoon,
chairman
yep
mayor
ricardo
committee,
members
and
members
of
the
public
rob
lloyd
chief
information
officer
for
the
city,
we're
glad
to
be
here
before
you
and
as
kip
referred
to.
These
are
two
items
on
the
agenda
that
were
updates,
promised
pre-covet
19..
So
the
city-wide
data
strategy
update
covers
the
efforts
and
results
related
to
data-driven
decision-making
in
the
city
and
autonomous
vehicles
will
cover
the
current
status
of
our
initiatives
and
partnerships,
as
well
as
where
things
are
going
because
of
the
impacts
of
the
pandemic.
D
Work
that
we
have
but
foremost
among
the
principles
is
taking
an
approach
to
projects
that
is,
data
driven
by
design
and
resourcing
them
from
the
start,
with
people
who
understand
data
and
can
drive
a
data
approach
at
the
outset,
which
pays
dividends
all
the
way
through
the
project
and
last.
The
work
that
andrew
will
cover
and
crew
has
made
clear
the
need
to
reinitiate
the
city's
work
on
our
privacy
policy.
So
staff
just
for
reference,
is
adding
this
to
the
work
plan
for
near-term
progress
and
coordination
with
our
digital
privacy
advisory
task
force.
E
Thanks
kip
and
thanks
rob
good
afternoon
mr
chair
honorable
mayor
members
of
the
committee
and
public,
my
name
is
andrew
eric
assistant
to
the
city,
manager
and
city
data.
Analytics
lead,
I'm
pleased
to
be
joined
today
by
olympia
williams
and
ambry
brandt,
as
well
as
matt
lesch,
to
provide
an
update
on
our
investments,
our
progress
and
our
efforts
towards
becoming
a
more
data-driven
city
and,
as
kip
and
rob
said,
we
are
highlighting
those
efforts
that
have
been
part
of
the
covet
19
response.
E
E
When
this
committee
last
heard
explicitly
about
data,
we
discussed
that
data
was
at
the
heart
of
san
jose's,
smart
city
vision,
and
that
the
amount
of
data
we
would
need
to
tackle.
Moving
forward
was
growing
and
it
was
growing
exponentially-
and
I
know
for
those
of
us
here
today
who
hold
a
soft
spot
in
their
hearts
for
data.
E
Because
the
amount
of
data
is
growing
building
these
data
capabilities
requires
investment,
not
only
in
the
technology
to
store,
protect
and
analyze
that
data,
but
in
training
and
recruiting
a
data,
savvy
workforce
and
developing
data
centric
processes
within
the
city,
and
the
good
news
is
that
we
have
been
investing.
This
committee
has
heard
before
about
the
great
work
of
our
gis
center
of
excellence.
E
The
geospatial
data
and
non-geospatial
data
are
are
two
components
of
a
larger
pi
and
together
they
produce
outcomes
that
are
greater
than
the
sum
of
their
parts,
which
is
something
you'll
see
later
on
in
this
presentation.
This
these
investments
that
we've
been
making
have
yielded
tangible
results
for
our
community.
E
This
committee
is
familiar
with
with
the
victory
list
of
smart
city
projects
and
we've
circled
here
ones
that
have
had
a
particular
focus
on
data,
and
they
have
yielded
results
like
speeding
the
time
that
fire
trucks
can
get
to
emergency
sites,
enabling
us
to
understand
and
close
the
digital
divide
and
reducing
our
city
greenhouse
gas
emissions.
Just
to
name
a
few.
G
F
E
H
E
As
the
bloomberg,
what
works
cities
certified
city,
I
just
want
to
note
that
more
than
200
cities
have
been
evaluated
for
this
certification
in
being
a
data
driven
local
government
and
only
24
have
ever
received
it
so
that
san
jose
is
among.
That
group
is
really
a
testament
to
the
many
years
of
hard
work
and
investment
by
so
many
around
the
city,
and
we
should
be
very,
very
proud.
E
What
you're
seeing
right
now
is
our
certification
scorecard
from
from
the
bloomberg
what
work
cities
program.
There
are
eight
categories
that
are
evaluated
as
part
of
the
certification
process,
but
before
talking
about
those,
I
just
like
to
note,
first
and
foremost
that
that
this
is
not
an
easy
test.
You
can
see
that
the
bars
represent
the
scores
that
that
we
received.
That's
the
yellow
bar
and
the
other
two
bars
compare
us
to
other
cities
around
the
country,
and
you
know
cities
are
not
scoring
in
the
90
and
100
percent
categories.
E
At
the
same
time,
there
are
also
places
where
we
can
improve
and,
in
our
case,
that's
in
the
area
of
data
governance,
which
is
a
little
bit
of
a
technical
term,
but
simply
put
data
governance
is
about
making
data
in
the
city,
easy
to
find
easy
to
trust
and
easy
to
share
my
favorite
way
of
describing
this
is
by
describing
it's
it's
opposite.
Using
an
anecdote.
E
I
heard
from
someone
within
the
city
who
said
that
sometimes
looking
for
data
within
san
jose,
it
feels
a
little
bit
like
the
data
is
locked
in
the
closet
and
only
the
crazy
uncle
has
the
key
and
knows
where
to
find
it
and
putting
in
place
good
data.
Governance
is
about
going
into
that
closet
fighting
through
the
cobwebs
a
little
bit
and
making
that
data
a
little
bit
easier
to
find.
J
E
Organize
it
really
well-
and
this
brings
us
to
a
discussion
of
the
city's
developing
data
strategy,
where
data
governance
plays
a
key
role
as
kip
and
rob
have
noted.
This
strategy
is
a
work
in
progress
and
was
put
on
pause
during
the
cobit
response,
but
we
want
to
quickly
preview
some
of
the
ideas
that
are
contained
within
it
as
context
for
some
of
the
presentations
and
demonstrations
that
you'll
see
later.
E
The
data
strategy
that
we're
working
on
that
we've
been
working
on
contains
three
pillars:
first,
democratizing
the
value
of
data
across
the
city;
second,
fostering
communities
of
data-driven
practice
and
third,
enabling
data-driven
teams
and
organizations
the
first
one
democratizing.
The
value
of
data
is
really
all
about
good
data
governance
and
really
describes
why
it's
so
important,
because
when
we
have
good
data
governance,
we
make
it
possible
for
more
people
across
the
city
to
use
more
data.
With
less
effort.
E
Some
of
you
may
remember
a
prior
presentation
from
a
community
impact,
fellow
with
the
city
who
used
data
to
to
predict
things
related
to
the
mayor's
gang
prevention
task
force,
and
in
that
presentation
I
believe
his
name
was
alfred.
He
noted
that
he
spent
the
first
six
months
of
his
time
at
the
city,
hunting
for
and
organizing
data,
and
then
one
month
actually
doing
the
analysis.
Good
data
governance
means
flipping
that
ratio
and
democratizing
data,
so
that's
easier
to
use
across
the
city.
E
E
We
also
need
to
be
cognizant
of
how
to
protect
it
and
how
to
protect
our
community
and,
as
rob
noted
at
the
beginning,
data
privacy
and
security
all
go
together,
and
so
our
data
strategy
must
be
incorporated
and
merged
with
both
our
security
policies.
Our
information
security
policy,
as
well
as
the
city's
digital
privacy
principles,
as
well
as
hopefully
soon
a
digital
privacy
policy.
E
Okay,
now,
for
the
fun
part,
you've
heard
a
lot
about
these
two
efforts
in
the
past
food
distribution
and
beautify
san
jose,
and
today
we're
going
to
take
you
under
the
hood
of
how
we've
used
the
strategies
of
our
evolving
data
strategy
for
both
of
these
efforts.
We'll
start
with
food
and
during
the
emergency
response.
I've
been
part
of
the
data
unit
within
the
food
and
necessities
branch,
which
was
charged
with
ensuring
the
entire
branch
could
use
data.
E
E
Under
the
hood
of
both
of
these
efforts,
obviously-
and
many
more
is
data,
and
when
we
talk
about
data
in
the
context
of
any
project,
but
particularly
in
food,
we're
often
talking
about
different
types
of
data
used
for
several
different
types
of
use.
Cases
in
the
case
of
food.
That
means
operational
data
about
our
food
distribution
levels,
public
data,
about
where
people
can
find
food
customer
feedback
data
that
tells
us
where
our
partners
may
be
experiencing
issues
or
shortages
and
billing
and
invoice
data
to
manage
the
fiscal
impact
of
this
work
for
the
city.
E
E
So
in
you
know,
in
the
case
of
food,
as
we've
discussed
before,
we
have
eight
different
distribution
channels,
and
the
challenge
of
this
is
that
all
of
these
track
data
differently.
All
of
these
have
different
means
of
tracking
data.
It
comes
in
different
formats
and
at
the
outset
there
was
no
really
unified
approach
to
using
this
data.
Moreover,
all
of
these
programs
during
the
response
were
changing
very
quickly.
E
Our
process
for
unifying
data
looks
something
like
this,
which
even
in
this
form,
looks
a
little
bit
messy,
but
this
is
what
good
data
governance
generally
looks
like
I'll
note,
a
few
things
about
this
diagram,
which
shows
how
data
flows
from
the
programs
on
the
left
to
data
sources
in
the
middle
and
finally
to
data
deliverables
on
the
right
and
this
diagram
not
only
includes
different
types
of
technologies
to
store
that
data,
whether
it
be
email
or
a
google
spreadsheet
or
excel
spreadsheet
or
a
database.
It
also
includes
people.
E
So
before
going
any
further,
I
want
to
thank
all
of
these
people
for
the
amazing
work
that
they've
done
and
then
note
that,
on
the
far
end
of
the
screen,
those
represent
the
the
dashboards
that
I
showed
you
at
the
beginning.
Our
program
dashboard,
which
shows
us
how
much
food
is
being
delivered
and
then
the
fine
food
map.
E
As
I
said
at
the
beginning
of
this
presentation,
one
of
these
deliverables
contains
spatial
data.
The
other
does
not,
but
they
both
are
fed
by
the
same
underlying
sources
of
data,
and
this
is
why,
as
we
think
about
the
holistic
data
strategy,
geospatial
data
non-geospatial
data
are
two
pieces
of
the
same
pie.
E
E
E
E
E
Since
we
launched
the
food
data
unit,
we've
not
only
used
that
data
to
help
our
food
efforts,
but
to
help
efforts
around
the
city.
In
fact,
the
food
data
unit
has
been
approached
by
several
other
city
departments
who
have
used
the
data
we've
put
together
to
achieve
outcomes
like
tracking
the
climate
impact
of
our
food
efforts.
Through
our
climate
smart
program,
we've
used
the
indicators
of
food
insecurity
in
our
analysis
of
economic
benefit,.
J
Thank
you,
andrew
and
good
afternoon,
chair
honourable
mayor
and
members
of
the
community.
My
name
is
olympia
williams
and
I'm
the
beautify
sj
program
manager
and
during
the
pandemic
response.
I'm
the
operations
coordinator
of
our
beautify,
sj
eoc
response
branch.
Next
slide.
Please
a
just
a
reminder:
we
have
three
goals
that
are
part
of
our
beautify
sje
eoc
response
branch.
The
first
was
to
develop
a
systemic
waste
disposal
system
for
our
encampment
residents,
which
I
know
we
went
into
detail
on
tuesday.
J
Our
second
goal
is
really
to
ensure
the
continuity
of
our
existing
beautify,
sj
initiatives
and
programs
during
this
sheltering
place
process
that
we're
currently
in
and
then
our
third
goal
is
really
to
redefine,
unify
and
deliver
beautified
sj
programs
and
develop
a
plan
to
better
address
the
critical
service
gaps.
We'll
be
doing
that
in
more
detail
at
our
december
4th
beautify
sj
study
session
next
slide.
Please.
J
So
when
we
initially
started
this
program,
we
knew
we
had
to
really
scope
kind
of
what
the
challenges
were.
As
you
see
all
of
the
dots
that
is
all
of
our
illegal
dumping
and
as
well
as
all
of
the
encampment
reports
that
we
miss
that
we
typically
receive
on
any
given
month
in
the
city
of
san
jose.
We
knew
that
we
had
two
problems.
They
were
complex
and
widespread
widespread,
yet
they
were
very
distinct
and
we
had
limited
resources
to
to
address
the
service
steps
that
we
had.
J
J
So,
with
limited
resources,
we
wanted
to
look
for
two
things:
where
is
trash
and
bright
located
in
this
city
and
where
are
people
living
outdoors?
Knowing
that
oftentimes
the
things
that
what
I
like
to
call
our
biggest
pain
points
were
where
trash
was
and
blight
and
then
kind
of
where
people
were
living
in
encampments.
Those
are
typically
the
type
of
service
needs
and
requests
that
our
residents
have
across
the
city
next
slide.
K
K
K
K
One
is
because
we,
through
olympia's
team,
we
actually
funded
a
beautify
sj
data
analyst
position
in
july
of
2019.,
so
I
filled
that
position
about
a
year
ago,
which
meant
that
I
had
begun
the
work
of
inventorying.
All
those
data
sets
looking
in
the
basement
and
all
of
those
closets
for
where
this
data
was
well
before
coven
19,
the
copa
19
pandemic.
K
K
K
So,
in
order
to
figure
out
where
abandoned
trash
and
people
living
outdoors
were
located,
these
were
two
problems
that
spanned
the
whole
city,
but
we
wanted
to
know
where
those
two
problems
existed
together,
so
that
we
could
dedicate
resources
where
they
were
needed.
Most
there
wasn't
a
single
data
set
that
captured
this,
so
we
had
to
go
through
multiple
data
sets.
We
ended
up
using
ten.
They
were
in
seven
different
databases
or
locations
from
five
different
departments,
so
to
perform
a
geographic
analysis
or
look
at
hot
spots
or
overlap
between
all
of
these
data
sets.
K
So
all
of
these
data
sets
were
somewhere
along
this
continuum
of
on
the
far
left
being
you
know,
a
local
copy,
just
on
someone's
computer,
that
maybe
other
people
don't
have
access
to
or
know
about
and
on
the
far
right
in
a
very
centralized
location
for
spatial
data.
That's
often
the
gis
center
for
excellence,
and
so
we
were
working
with
data
all
along
this
continuum
and
the
data
sets
for
us
that
we
were
using
in
the
red
or
the
orange
areas
required
a
lot
of
manual
time
and
effort
to
be
able
to
perform
the
analysis.
K
Next
slide
example
of
that
was
some
of
our
housing
homeless
concerns
hotline
data.
So
this
is
when
a
complaint
comes
in
about
where
an
encampment
is
located,
or
maybe
a
homeless
individual,
and
so
this
data
set
exists
in
a
database,
but
it
doesn't
talk
to
other
databases
or
it's
not
integrated
with
others.
K
So
to
do
this
analysis,
we
actually
exported
the
data
from
the
database
and
performed
our
analysis
on
that
copy,
and
when
you
go
through
that
process,
you're
then
not
able
to
repeat
the
process
again
easily
and
you're,
also
not
using
the
most
up-to-date
or
recent
data.
Another
challenge
with
this
data
set
was
that
it
didn't
allow
for
spatial
analysis
because
of
the
way
the
data
was
collected
in
the
program.
So
we
have
locations
describing
something
like
you
know,
between
these
two
areas
or
near
this
intersection,
but
it
wasn't
easily
spatially
identifiable.
K
K
So,
ultimately-
and
I
know
we
showed
this
map
during
tuesday's
council
meeting-
we
were
able
to
create
our
hotspot
map.
So
this
was
the
result
of
you
know,
starting
from
a
large
amount
of
data
that
span
the
whole
city,
breaking
it
down
into
much
smaller,
more
manageable
areas
and,
as
we
explained
also
during
tuesday's
council
meeting,
we
sent
staff
out
to
ground
truth
these
hot
spots
and
get
real
on
the
ground
data
to
back
up
what
was
happening
or
what
showed
up
through
our
data
sets.
K
And
then
we
designed
a
tiered
service
model
for
trash
pickup
which
matches
the
resources
we
have
with
the
program
to
the
needs
of
each
area.
So
the
outcome
of
this
data-informed
approach
was
efficient,
equitable
and
effective,
and
that
really
ensures
that
we're
ensuring
quality
resource
allocation
and
service
delivery.
So
currently
we're
we're
developing
a
lot
of
these
data
sets.
We
continue
to
track
where
garbage
is
collected
at
encampments,
how
much
who
is
it
collecting
where
and
when?
K
So
this
map
shows
where
all
of
our
track
trash
collection
is
current
occurring
in
real
time.
So
you
know
the
map
updates
very
quickly
once
the
data
is
collected
out
in
the
field
and
all
of
the
icons
on
the
map
are
showing
olympia's
beautify,
sj
team,
in
addition
to
the
contractors
we
have
out
in
the
field
collecting
trash
and
then
we'll
go
to
the
trash
collection
survey,
thanks
andrew.
K
So
when
someone's
out
in
the
field,
they
can
pull
up
this
survey
on
their
cell
phone
or
an
ipad
or
any
smart
device,
and
they
can
enter
all
the
information
we
want.
So
this
is
our
survey123
platform
that
the
department
of
public
works
made
accessible
to
us.
We
can
customize
the
questions
any
way.
We
need
to
help,
inform
or
change
the
data,
we're
collecting
it
automatically
tracks
locations,
we
can
attach
photos
and
then
all
of
this
data
is
populated
through
that
map.
K
J
So
one
thing
we'd
like
to
do
is
highlight
some
of
our
successes
because
we
were
able
to
use
the
good
part
about
us
using
dable
data.
Is
it
allows
us
to
be
accountable
and
remain
reliable
to
the
public
and
encampment
residents?
We
can
tell
encampment
residents
when
we'll
be
at
the
encampment
to
pick
up
trash,
but
we
can
also
communicate
back
with
our
neighborhoods
and
businesses
and
when
we
will
be
addressing
trash,
that
people
are
so
often
complaining
about.
The
technology
platform
can
continue
to
be
used.
Past
cobit
19..
J
Some
of
the
challenges,
though
our
sources
of
data
are
still
separate,
and
it
poses
ongoing
difficulties
when
we
need
to
integrate
data
into
one
database
that
we
can
use
it
quickly
and
effectively,
and
we
need
long-term
investment
in
data
and
technology
solution.
For
those
of
you
that
have
known
for
a
long
time.
We
had
the
san
jose
clean
app
for
graffiti,
and
that
gave
us
the
ability
to
take
graffiti
down
extremely
quick.
It's
a
smart
app.
It
gives
us
real-time
data.
We
can
adjust
the
maps
immediately
to
do
that
to
address
graffiti.
J
We
need
that
same
system
in
place
to
help
us
with
trash
located
throughout
the
city,
whether
it's
trash
on
a
street,
it's
illegal
dumping
or
it's
trash
located
located
at
an
encampment.
I'd
also
like
to
take
the
time
to
thank
our
beautify,
sj
team.
That's
on
the
ground
every
day,
along
with
our
vendors
and
contractors,
entering
the
data
that
we
need
and
taking
photographs.
So
we
can
be
responsive
to
our
businesses,
neighborhoods,
council,
external
partners
as
well,
and
the
gis
center
for
excellent,
harsh
tracy
and
matt.
J
We
could
not
have
done
this
as
quickly
and
effectively
without
you,
guys,
implementing
and
creating
these
tools
for
us
to
use
quickly
and
giving
us
tools
that
were
very
easy
to
use.
That
makes
a
big
difference,
a
special
shout
out
to
jay
and
jay.
I'm
not
going
to
attempt
your
last
name,
because
I
know
I'll
butcher
it,
but
he's
a
gis
specialist
in
dot.
I'm
going
to
pass
it
back
to
andrew.
E
Thanks
olympia
to
end
this
presentation,
we'll
just
leave
the
committee
with
what
we
consider
to
be.
You
know
the
core
idea
of
all
this
work,
which
is
that
data
can
help
us
focus
and
serve
our
most
at-risk
communities
by
ensuring
that
we
have
a
holistic
view
of
the
entire
city
and
we're
seeing
data
from
from
every
corner
and
every
population.
With
that
I'll
hand,
it
back
to.
I
I
D
So
thank
you
very
much
andrew
and
olympia
and
anne-marie
and
matt
and
your
team.
So
next
we
actually
have
jill
north
now
jill
north
mariani,
who
will
take
us
into
an
update
on
autonomous
vehicles
along
with
laura
wells,
the
department
of
transportation
is
leading
the
city's
efforts
in
the
area
of
autonomous
vehicles
and
overall
transportation,
innovation,
so
about
jill.
C
A
G
Thank
you.
Thank
you
for
offering
public
comment.
I
think
I'm
gonna
need
my
two
minutes
to
speak
about
the
av
things
this
this
item
was
was
nice
to
hear
subjects
you
mentioned
early
on
that
data
gathering
within
city
government
of
san
jose
can
be
kind
of
a
nebulous
cobwebby
experience
and
a
your
your
public
government
website
and
how
to
search
for
information
is
a
good
example
of
that.
I
I
you
know
I
it's
my
own
private
joke
that
you
know
the
the.
G
G
Now,
how
can
san
jose
practice
those
same
sort
of
skills,
and
you
know
that
it's
the
idea
of
good
practices
with
with
with
the
public
and
the
public
has
right
to
know
ideas,
and
you
know
it's
just
those
good
practices
that
are
democratic,
good
practices
that
bring
out
our
more
efficient
overall,
better
practices
and
that's,
and
that
is
fun
and
enjoyable
to
learn
better
democratic
practices.
How
do
you
do
that
as
a
thank
you.
A
A
L
L
Okay,
sorry,
I'm
using
my
phone
for
the
first
time
since
anyways.
I
just
have
some
questions
well.
First
of
all
I
want
to
thank
you
guys
for
all
your
hard
work
on
setting
up
all
these
databases.
I
think
it's
really
encouraging
to
see
you
guys
keeping
track
of
the
most
needed
areas.
I
do
want
to
know,
though,
if
there
is
the
same
diligence
put
forward
with
an
app
and
and
data
collection
for
maintaining
green
spaces
and
yard.
L
Because
I
know
I
would
not
mind
getting
together
with
my
neighborhood
to
clean
our
area,
because
our
area
has
been
getting
a
little
trash.
So
I
don't
mind
going
out
and
cleaning
it
if
it
was
like
a
group
effort.
So
I'm
wondering
if
there's
any
sort
of
community
involvement
or
platform
that
gets
people
together
to
maintained
spaces
and
yeah.
A
A
I
Okay,
all
right,
just
in
response
to
the
last
question
of
the
remember
the
public
who
spoke.
I
know
this
is
probably
on
us,
meaning
my
office,
but
is
the
beautify
sj
site
still
accessible
for
updating
that?
Okay,
great?
So
in
the
next
few
weeks?
Maybe
we'll
have
something
up
and
running.
I
know
we're
doing
a
refresh
and
everybody's
being
pulled
off
of
covid
duty
back
into
doing
a
lot
of
stuff,
so
I
just
all
right,
so
that
will
be
ahead.
I
So
I
just
say
to
the
member
of
the
public
hold
on
we're:
gonna
get
our
beautify
asj.org
website
up
and
running,
and
hopefully
I'll
provide
easy
access
for
people
who
want
to
get
engaged
in
beautifying
our
city,
as
we
launch
several
and
expand
several
programs
thanks
to
everybody,
for
your
hard
work
and
there's
an
enormous
amount
of
work.
That's
gone
into
this.
We
had
a
great
presentation
tuesday
as
well.
I
K
Yeah,
so
we
are
working
on
fixing
that
on
the
front
end,
so
we
are
in
contact
with
the
gis
center
for
excellence
in
public
works
and
we're
putting
together
a
work
plan.
So
it's
a
combination
of
on
the
data
side,
integrating
the
database,
but
also
making
some
changes
and
how
that
data
is
collected
on
the
front
end,
how
those
complaints
are
in
the
intake
process
so
we'll
be
doing
both
during
this
time.
C
That's
essentially,
when
do
we
use
data
to
make
a
decision
to
wind
down
a
program
or
to
shift
resources
over
to
other
things
that
we
might
not
otherwise
have
done.
We
actually
feel
like
we've
done
pretty
well
on
that,
but
we
were
failed
to
articulate
that
to
to
bloomberg
despite
repeated
attempts.
So
I
think
that
would
be
fair
to
say
the
one
area
where
we
sort
of
have
a
difference
of
agreement
with
bloomberg
on,
but
to
be
fair,
we
do
think
this.
C
The
times
that
we're
in
are
all
about
repurposing
and
making
sure
that
the
right
resources
are
going
to
the
right
things
and
saying
no
to
some
things
that
we've
said
yes
to
in
the
past
in
order
to
accommodate
what's
most
important.
So
I
think
that
a
lot
of
the
work
that
that
we'll
be
doing
as
a
as
a
city
and
as
a
council
to
make
sure
that
we
are
shifting
the
resources
to
where
they
need
to
be
will
qualify
for
that.
If
it's
data
driven
okay.
I
C
I
I
M
M
They
put
something
down
that
really
stood
out
to
me
and
I
think
it's
applicable
to
the
discussion
we're
having
here
and
in
the
memo
I
think
lee
wilcox
wrote
it
says
without
better
data
and
the
ability
to
communicate,
communicate
data,
the
city
will
have
challenges,
understanding
the
equity
impact
of
policies
and
programs,
and
so
what
I'm
curious
about
is,
I
know.
Obviously,
we
have
to
wait
to
see
if
the
voters
pass
prop
16,
but
are
we?
M
Yeah,
thank
you.
Thank
you.
Thank
you
for
that
kip,
and
so
is
it.
My
understanding,
based
on
the
memo
that
staff
put
out
again
about
two
meetings
ago,
is,
is
that
we're
we're
prohibited
from
using
that
making
decisions,
but
it
seems
like
we
may
already
be
collecting
some
of
that.
So
is
it
just
a
matter
of
turning
essentially
turning
the
on
button
and
say:
okay,
we
have
the
data,
we
can't
use
it.
Let's
push
the
button.
Let's
now
use
it
and
sort
of
have
it
get
plugged
into
the
decisions
we're
making
or
how
would
it.
C
In
some
cases,
we
don't
have
the
data
at
all,
we're
not
allowed
to
collect
it,
or
it's
not
collected
in
a
way
that
we're
able
to
integrate
it.
In
so
it'll
be
a
combination
of
both
being
able
to
use
the
data
we
have
in
broader
ways
and
the
ability
to
collect
a
broader
set
of
data
within
again
within
the
framework
of
our
privacy
work
and
the
and
our
security
work.
C
Because
we
want
to
make
sure
at
the
at
the
heart
of
it
that
when,
especially
when
we're
going
deeper
into
understanding
the
nuances
and
subtleties
in
the
community,
we're
doing
that
in
a
way
that
never
invades
people's
privacy.
But
but
it's
both
being
able
to
collect
more
data
and
being
able
to
use
the
data.
We
have
more
broadly.
C
F
F
You
can
collect
it,
you
can
look
at
it,
but
it's
a
question
of
how
you
use
it,
how
you
use
it?
Okay,
because
in
many
cases
you
can
use
it
for
purposes
of
non-discrimination,
so
you
can
say
because
what
prop
209
said
is
you
can't
have
affirmative
action,
but
you
also
cannot
discriminate
on
the
basis
of
race
or
gender.
So,
to
the
extent
you
have
data
where
you
say
we're
not
providing
any
services
to
people
in
this
area
under
this
sort
of
gender
or
this
kind
of
racial
profile,
then
we
have
to
fix
it.
F
M
C
Yeah,
I
think
that,
given
given
the
importance
of
race
and
equity
and
the
work
that
we're
doing
right
now,
I
think
that
essentially,
what
I
would
ask
is
that
we've
already
got
that
as
part
of
the
data
strategy
work
plan
is
that
we
just
kind
of
double
down
and
take
into
account
an
intentional
analysis
of
those
legal
changes
and
be
prepared.
For
that.
M
M
M
A
N
N
On
the
the
what
I
think
it's
what
works
cities
is
that
right
and
the
stakeholder
outreach
we
are.
It
looks
like
we're
number
one
right:
that's
what
that
that's,
what
that
means
andrew's
nodding,
so
I'm
gonna
take
that
as
a
yes,
that's
correct,
all
right
awesome.
That
is
something
I
think
all
of
my
all
of
my
residents
would
be
happy
to
hear
and
because
we
know
that
san
jose
is
it's
it's
very
important
to
to
do.
N
Outreach
in
san
jose
and
san
jose
is
a
very
engaged
city,
and
I
love
that
we're
doing
that.
Well,
so
one
little
bit
of
cheer
for
that,
I
did
want
to
ask
about
the
the
beautify
sj,
and
I
want
to
thank
you
for
going
through
the
whole
process
and
a
little
bit
more
in
depth
than
we
than
we
got
on
tuesday.
I
was
struck
by
the
number
of
data
sets.
The
cross-departmental
data
sets
that
that
went
into
kind
of
the
final
final
map
that
we
saw
at
council
on
tuesday.
N
C
Let
me
let
me
do
the
larger.
Let
me
I
want
you
a
one
two
three
head
on
this.
I
want
to
do
the
the
old
guy
historical
context,
then
I
want
to
turn
it
over
to
matt
for
some
of
the
gis
context
and
then
I'd
love
to
hear
from
amary
and
olympia
on
the
moore,
immediate
I
actually
unearthed,
since
you
asked
sort
of.
When
did
you
get
started
on
this?
C
I
actually
unearthed
the
document
as
I've
been
shuffling
around
and
cleaning
out
my
garage
around
how
we
a
thought
piece
on
how
we
might
use
geographic
data
to
inform
our
service
delivery
work
in
san
jose
and
what
we
would
need
to
do
to
get
there
on
it,
and
it
was.
I
had
dated
it
2001.,
so
I've
been
working
on
this
particular
one
since
for
the
last
19
years.
Fortunately,
other
people
have
taken
up
the
baton
and
been
much
more
effective
and
efficient
than
I
have
so
matt.
O
They
know
enough
about
the
tools
to
drive
it
themselves,
but
they
they
tap
a
few
folks
to
gather
some
more
data
and
make
a
few
more
nice
tools
for
them.
They
just
did
an
amazing
job
of
kind
of
honing
those
pieces.
It
really
was
a
great.
It
was
I'll
go
back
to
the
very
beginning.
I
think
this
began
what
six
seven
weeks
ago,
I
don't
know
if
you
guys
remember
the
exact
date
they
reached
out
to
me
about
the
food
stuff.
O
Sorry,
the
plane
going
overhead
here
and
after
the
food's
like
hey,
you
know
we
might
be
a
little
bit
early.
Can
we?
I
don't
know
when
we
wanted
to
we
haven't
started
yet
we
don't
really
have
a
business
plan
yet
on
on
the
beautify
center's
ap,
I'm
like
no!
No.
This
is
the
right
time
to
talk.
This
is
the
perfect
time
to
talk,
because
then
we
start
gathering
all
the
information
around
it
and
get
it.
O
K
Yeah,
thank
you
matt.
I
think
the
only
thing
I
would
add
is
just
that
olympia
and
and
a
lot
of
other
people
also
had
the
foresight
to
hire
a
specific
data
person
to
work
on
beautify
sj,
because
there's
so
many
different
data
sets,
as
you
saw,
that
span
multiple
departments
and
that
wasn't
all
of
them.
Just
you
know
for
this
branch's
work,
there's
many
many
more.
K
So
I
had
time
starting
in
you
know,
july
august
of
2019
to
do
this
research
and
figure
out
where
what
where
the
relevant
data
was
who
was
collecting
it,
and
even
you
know,
just
go
on
a
listening
tour
and
figure
out
what
people
were
doing
in
all
these
different
departments,
and
so
the
work
really
was
able
to
start.
You
know
last
year
and
then,
when
this
branch
was
formed,
we
were
able
to
hit
the
ground
running
and
that
really
just
accelerated
the
speed.
C
J
I
would
just
the
only
thing
I
would
like
to
add
is
that
this
is
a
small
portion
of
what
we
do
under
beautify
sj.
We
have
many
other
blight
reduction,
beautification
programs,
I'm
hoping
at
some
point
that
we
can
do
that
same
things.
We
have
one
place
where
all
of
our
data
is
because
we
all
this
will
help
with
trash
specifically
at
encampment.
J
C
I
have
to
close
just
with
that
by
giving
a
particular
shout
out
to
you
olympia
and
your
leadership
on
this.
You
know
I,
as
somebody
who's
coached
technology
leaders.
For
many
years
you
often
find
people
who
are
who
might
understand
the
field
and
then
sometimes,
and
you
often
find
people
who
understand
management
and
operations,
and
you
often
find
people
understand
data
and
technology.
You
almost
never
unders
find
somebody
who
understands
the
field,
understands
operations
and
understands
data
and
and
olympia.
C
You
are
one
of
those
people
and
you
have
because
of
your
leadership,
driven
from
your
empathy
and
understanding
of
the
of
the
field.
You
have
really
made
the
data
use
very,
very
valuable
in
the
way
that
it's
been
delivered
and
to
me,
you
exemplify
the
kind
of
next
generation
technology
leadership
that
we
need
to
build
and
retain
in
the
city,
and
so
I
just
wanted
to
in
front
of
mayor
and
council
and
community
really
appreciate
you
publicly
for
for
your
leadership
and
your
effort
on
that.
It's
impressive!
N
N
Yeah,
I
wanna
just
underscore
everything
kip
said
olympia,
your
your
statement
just
made
it
super
clear
that
you're,
you
have
a
data,
informed
culture
with
your
team
and
that
you,
you
have
a
vision
for
for
where
it
should
go
forward,
and
I
just
I
I
just
want
to
commend
you
guys
for
for
what
you've
done
and
what
you've
been
able
to
pull
together.
As
we've
seen
our
our
trash
problem
grow
and
grow
over
the
last
five
months.
N
The
fact
that
you
have
this
data
and
you
were
able,
in
six
or
seven
weeks
I
think
matt,
said
able
to
pull
that
together
in
such
a
way
to
get
us
toward
okay,
now
we're
getting
to
we're
getting
to
a
plan
to
for
lack
of
a
better
term
dig
ourselves
out
from
under
it.
I
just
think
I
know
the
residents
think
it's
just
go
pick
up.
N
The
trash
already
and
jim
had
that
in
his
slide
and
and
having
having
a
systematic
way
to
do
that
will,
in
at
the
end
of
the
day,
save
taxpayer
dollars
and
give
us
a
better
result
faster,
even
though
it
seems
like
it's
right
now.
You
know
being
in
it,
it's
it's
really
hard.
I
mean
I
look
at
the
the
map
of
the
illegal
dumping
complaints
and
it's
it's
literally.
Almost
the
entire
city
has
had
an
illegal
dumping
complaint.
N
A
C
Well,
to
be
honest,
we
are
a
bunch
of
great
grubbers,
so
there
there
is
the
recognition
piece
that
we
do
appreciate.
However,
fundamentally
the
reason
that
we
chose
to
do
this
is
it
actually
was
aligned
with
delivering
better
performance,
and
so
we
knew
that
this
was
a
way
to
rally
our
focus
around.
How
do
we
prepare
these
capabilities?
So
we
can
deliver
better
performance.
Then
there
are
two
additional
pieces
that
we're
very
self-interested
in
that
this
certification
unlocks.
The
first
is
access
to
an
absolutely
brilliant
network
of
people
who
are
in
the
same
complicated
work.
C
We
are
of
running
cities
using
data
and
making
things
better
for
residents
and
by
being
a
part
of
the
that
network,
we're
invited
in
literally
to
conversations
and
to
share
lessons
and
to
learn
lessons
from
others.
Who've
been
there
before
us,
we're
big
believers,
as
we
know,
and
we've
said
before,
in
r
d,
rip
off
and
duplicate,
so
that
we
can
find
things
that
other
cities
have
done
and
bring
them
back,
and
this
is
exactly
the
network
of
23
other
cities
that
we
can
now
do.
C
R
d
from
the
other
thing
is
last
time
we
checked.
The
bloomberg
foundation
has
a
little
bit
of
money
and
they
have
been
exceedingly
generous
with
us
in
the
past
and
this
kind
of
unlocks
a
new
game
level,
if
you
will,
in
terms
of
qualifying
for
potential
grants
both
in
terms
of
technical
assistance
and
then
actually
in
some
cases,
implementation.
I
I
I
can
I
just
respond
very
briefly
also.
I
just
want
to
put
a
fine
point
on
something
that
kip
said.
It's
certainly
helpful
to
get
grants
from
bloomberg,
but
it's
also
really
helpful
to
get
grants
from
lots
of
other
organizations,
because
bloomberg
has
been
really
leading
the
way
for
a
lot
of
foundations
and
understanding
how
to
use
data
and
technology
in
cities.
I
So
you
know
this
is
a
really
important
step
for
us
and
we
knew
that
our
team
was
great
all
along,
but
it's
important
for
other
other
folks
to
brand
us.
As
we
know
we
are-
and
I
I
apologize-
I
didn't
come
out
and
say
congratulations
and
thank
you
to
everyone
we're
at
the
outset.
It's
been
a
while,
since
we've
gotten
the
certification
and
we
haven't
had
a
chance
really
to
mingle.
So
a
very
big
thank
you
to
everyone.
Who's
been
working
so
hard
to
get
us
to
the
stage
and,
most
importantly,
beyond.
A
P
Thank
you
chair.
First
of
all,
I
wanted
to
say
that
thank
you
for
this
presentation.
It
really
speaks
to
the
the
core
of
what
we're
trying
to
accomplish
here
in
the
city
in
terms
of
using
data
and
offering
and
providing
a
better
quality
of
service
for
our
residents,
and
I
want
to
pile
on
olympia
and
just
also
commend
you
and
your
team
for
the
the
great
job
that
you're
doing
and
the
actually
the
almost
impossible
task
that
you've
been
assigned
to
address.
P
This
problem,
which
we
know
is,
is
so
significant
and
so
enormous,
but
you're
doing
a
fantastic
job,
and
so
is
your
team.
My
count,
my
colleague,
councilmember
davis,
is
a
big
data
nerd,
I'm
I'm
just
a
little
dated
nerd,
so
I
actually
had
similar
questions
around
the
integration
of
the
local
copies
versus
the
silo
database
versus
a
centralized
database,
as
well
as
data
quality.
So,
council
member
davis
actually
asked
that
question.
You
guys
answered
it
really
well.
P
So
what
I
really
would
like
to
ask
is,
can
you
provide
me
with,
and
you
don't
have
to
go
into
to
the
weeds
but
kind
of
a
scenario
of
using
the
various
data
sets
and
all
the
data
that
you
presented
to
get
to
the
outcome
that
you
presented
as
well
of
efficient
and
equitable
resource
allocation?
So
can
you
kind
of
just
at
a
high
level,
just
kind
of
walk
me
through
all
that
all
that
data
to
get
to
the
outcome.
C
Well,
I'm
going
to
prime
somebody
else
to
to
come
in
and
perhaps
dole
any
from
the
food
side
might
have
one,
but
anybody
else
can
join
in.
I
think
that
I'll
say
two
things
very
quick
quickly.
One
is,
I
always
go
back
to
my
training
from
sri
shivananda,
who
is
the
is
the
cto
at
paypal
and
he
speaks
about
data.
In
this
way,
data
by
itself
is
meaningless
from
data
you
can
see
patterns
from
patterns.
You
can
derive
insights
and
from
insights.
You
can
drive
action,
so
it
is.
C
Our
types
are
our
types
of
dumping
scenarios
or
homeless
scenarios,
and
we
would
not
have
then
been
able
to
have
the
the
lead
toward
the
action
of
creating
three
different
service
delivery
models
on
a
tiered
approach,
and
so
that
tiered
approach
of
three
different
types
of
service
delivery
models
was
based
on
the
insight
of
three
different
topologies,
which
came
from
thousands
and
thousands
of
pieces
of
data
that
were
put
into
patterns.
Without
that
we
would
have
done
basically
what
any
common
sense
person
would
have
done.
C
We
would
have
gone
and
picked
up
the
trash,
and
that
would
not
have
resulted
in
that
that
that
very
big
distinction
between
trash
that
can
be
picked
up
with
a
with
a
grabber
and
a
and
a
stick
and
a
couple
of
bags
versus
the
ones
that
need
to
have
equipment
versus
the
ones
in
the
middle
which
allows
us
to
have
this
differentiated
approach.
I
think
that's
a
good
example
of
data
informing
our
service
delivery
and
now
I've
given
dolan
enough
time
to
prepare
one
mentally.
So
I'm
going
to
hand
it
over
to
him.
Q
Q
One
of
our
one
of
our
fundamentals
of
the
finance
department,
as
we're
working
through
the
coronavirus
is
to
maximize
our
reimbursement,
and
so
there's
a
number
of
different
data
sets
that's
necessary
for
us
to
integrate
through
that
process
flow
diagram
that
andrew
shared
in
the
beginning,
from
all
the
kind
of
the
data,
stewards
and
the
different
channels
of
our
food
distribution
channels
and
the
people
who
are
stewarding
that
data
to
collecting
the
data.
To
rationalizing
it,
and
so
you
know
we
have
to
integrate
data
from
our
vendors
who
are
providing
food
services.
Q
Q
That's
one
example
of
there's,
probably
you
know
14
cities
times
10
vendors
time.
You
know,
there's
hundreds
of
data
sets
that
we're
we're
working
with
to
be
able
to
get
down
to
that
core.
You
know:
driver
of
maximizing
reimbursement
and
minimizing
impact
to
the
general
fund,
and
I
think
andrew
can
can
provide
even
more
detail
if
he
wanted
to
get
even
weedier
into
the
basement.
C
C
If
we're
not,
that
means
we
have
to
cut
other
services
that
we're
already
providing
in
order
to
make
sure
that
people
are
fed,
so
bottom
line
we're
feeding
people
who
need
to
be
fed,
but
by
maximizing
reimbursement
that
allows
us
to
continue
providing
other
city
services
that
would
otherwise
have
to
be
cut
in
order
to
make
sure
that
people
were
fed
so
I'll.
I
think
we'll
we'll
stop
there
unless
you'd
like
us
to
take
another
whack
of
the
pinata.
P
No,
I
think
that
was
a
that
was
good.
That
was
exactly
what
I
was
looking
for.
I
I
think
it's
very
helpful
for
both
this
committee,
as
well
as
the
public
to
understand
you
know
they
see
the
presentation.
They
see
all
this
data,
they
see
the
outcomes,
but
it's
good
for
us
to
connect
the
dots
in
terms
of
how
we
arrive
at
those
outcomes
based
on
the
data.
Q
Yeah
so
I'll
kind
of
answer
that
question
two
ways
as
we
presented
to
the
public
and
city
council
last
week,
we
have
about
38
million
in
in
grants
and
contracts
to
deliver
food
and
necessities,
distribution
to
the
county,
all
at
vulnerable
and
at-risk
residents
in
the
county.
If
you
look
at
the
reimbursable
amount
that
we
want
to,
we
want
the
other
14
cities
to
support
us
in
sharing
the
burden
of
that
food
distribution.
That's
about
21
million.
A
Great,
I
I
did
have
one
question
about
the
data
stuff.
So
so
you
know
what
a
long
time
ago
we
were
talking
about
data
pools
and
and
getting
everything
and
how
to
make
it
useful
so
hearing
that
I'm
impressed
by
what
we've
been
able
to
do
within
our
constrained
when
we
have,
when
we
control
all
the
variables
within
our
own
city
and
achieving
the
things
that
we
set
out
to
achieve,
I'm
reluctant
to.
I
know
we're
probably
at
a
place
where
we
can
use
the
data
to
do
things
on
demand.
A
D
D
What
actually
is
of
common
interest,
and
how
do
we
layer
that
between
what
we
use
and
then
what
we
publish
and
making
sure
the
security
and
privacy
are
there?
Your
theme
is
very
important
that
we
need
the
right
data
in
the
right
places
at
the
right
time
and
both
the
bloomberg
work
and
andrew's
comments.
Point
to
the
investments
we're
going
to
need
to
make
in
governance
very
very
soon.
There's
one
thing
I'll
say
and
I'll
turn
over
to
andrew.
D
The
technology
is
at
a
point
now,
where
we're
going
to
have
much
more
data
than
ever
before.
It's
going
to
be
fresher
around
what
we
call
continuous
data,
audio
video
telemetric,
that's
going
to
connect
with
our
ability
to
control
services
more
precisely
than
we
ever
have
before,
and
that's
going
to
take
a
different
skill
level,
a
different
group
of
people
and
different
investments
to
use.
D
Well,
and
on
that
note,
your
comments
actually
are
presaging
a
different
generation
of
data
management
that
we're
going
to
have
to
figure
out
and
be
ready
for,
but
our
environment
is
built
with
half
a
petabyte
of
space
for
the
most
important
information.
That's
the
freshest
that
people
are
going
to
use
to
meet
community
challenges
and
so
andrew.
If
you
would
add
anything
on
top
of
that.
E
Is
a
system
that
can
hold
and
protect
and
secure
all
of
the
data,
while
making
sure
that
we
have
a
governance
structure
on
top
of
it,
that
surfaces,
the
data
that
is
most
used
or
most
important,
because
to
the
extent,
that's
that's
legal
and
to
the
extent
that
we
can
protect
it,
you
want
to
keep
it
all.
You
want
to
keep
as
much
as
possible
because
it
could
be
useful,
but
then
you
have
to
obviously
have
to
organize,
on
top
of
it,
to
make
sure
that
you
don't
get
lost
in
the
closet.
A
Okay,
interesting
no,
that
makes
sense
to
me.
I
I
also
just
think
that
if
we
can
draw
some
sort
of
line
where
there's
certain
data
that
we
should
collect,
but
after
20
years
or
however
many
years,
we
can
automatically
go
like
throw
away.
I
was
helping
my
mother
move
recently
and,
and
there
are
boxes
that
she
insisted
on
keeping,
but
when
we
opened
them
up,
they
were
just
magazines
from
the
90s
she'd,
never
read
so
it's
just
you
know
we
were
keeping
was
taking
up
space,
but
it
wasn't
really
anything
important
right.
A
B
Member,
yes,
just
to
further
add
on
to
what
andrew
said
and
to
answer
your
question.
You
know
one
of
the
things
we
need
to
consider,
obviously-
and
we
are
doing
so
already
and
cmo's
been
doing
great
work
is
the
data
retention
schedule
and
I
think
that
would
be
more
of
the
the
formal
term
to
to
answer
your
questions.
So
that
is,
you
know.
De-Identifying
anonymizing
and
aggregating
data
sets
and
then
figuring
out.
Also
at
what
point
you
know,
do
we
need
to
that?
B
Q
Yeah
and
this
this
is
dolan
to
hit
at
home
with
the
example
on
food
distribution.
Right,
you
know
one
of
our
privacy
principles
is
we
collect
only
what
we
need,
but
we
need
to
retain
the
data
for
reimbursements
for
a
significantly
longer
period
of
time,
because
there's
a
federal
ability
to
claw
back
the
data
as
they
decide
to
audit
money
at
their
own
discretion
right.
So
so
we
we
are.
Actually
you
know
some
of
the
complexities,
some
of
that
data.
B
B
A
D
H
H
H
This
report
will
provide
an
overview
of
the
regulatory
environment
within
california,
which
dictates
what
autonomous
vehicles
can
operate
and
how
they
can
be
operated.
It
will
also
take
a
look
at
the
latest
industry
report,
data
which
demonstrates
the
pace
of
autonomous
testing
on
california
roadway
during
2019.
H
We
will
then
move
on
to
demonstrating
our
leadership
in
the
autonomous
vehicle
space
through
our
pilot
efforts
with
mercedes-benz
bosch,
daimler
and
auto
x,
and
finally,
we
will
wrap
it
up
with
the
status
of
the
industry
in
a
covid
world
and
our
commitment
to
furthering
the
advancement
of
autonomous
vehicle
technology.
During
this
time
and
beyond.
C
L
C
H
Bothering
you
I
was
looking
at
it
and
going
oh
okay!
Thank
you.
So,
throughout
this
presentation
it's
important
to
keep
in
mind
that
kovid19
really
hasn't
had
an
impact
in
the
autonomous
vehicle
world
and
it's
kind
of
created
two
worlds:
there's
the
the
pre-co
vid
world
and
the
postcode
vid
world,
and
I
think
we're
really
familiar
with
that.
It
applies
to
everything
and
autonomous
vehicles.
Kind
of
you
know
are
not
an
exception
to
that,
so
the
tone
will
you'll
notice
kind
of
a
tone
change
through.
As
we
end
the
presentation
today,.
H
As
a
reminder,
autonomous
vehicles
are
vehicles
that
have
the
ability
to
automatically
perform
some
or
all
of
the
tasks
that
have
traditionally
been
performed
by
a
human
driver,
because
autonomous
vehicles
will
have
a
tremendous
impact
on
the
safety,
mobility,
sustainability
and
livability
of
our
community
staff
have
been
undertaking
efforts
to
better
understand
and
influence.
The
development,
testing
and
deployment
of
these
vehicles.
H
One
more
quick
refresh
on
the
definitions
of
autonomy.
The
society
of
automotive
engineers
has
identified
six
levels
of
driving
automation
with
levels,
0,
1
and
2,
featuring
no
to
few
driving
advanced
driving
assistance
features
such
as
cruise
control
and
lane
assist
levels.
3,
4
and
5
are
considered
autonomous
and
ranging
complexity
and
scope
of
self-driving
vehicle
function
and
human
interaction
and
engagement
levels.
H
The
first
is
california
dmv,
which
regulates
the
operation
of
the
vehicles
within
the
public
right-of-way,
and
the
second
is
the
california
public
utilities,
commission,
which
regulates
the
abilities
for
the
autonomous
vehicle
to
carry
passengers
dmv
issues,
four
types
of
av
permits.
These
permits
include
av
testing,
with
the
driver,
av
driverless
testing
and
av
driver
and
driverless
deployment.
H
H
Deployment
permits
will
not
be
issued
until
cpuc
has
finished
its
pilot
program,
which
currently
has
seven
participants
listed
on
the
right.
One
additional
note
regarding
regulations
before
moving
on
to
industry
activity
is
that
in
december
of
2019
dmv
adopted
a
new
rule
which
allows
testing
of
light
duty
autonomous
delivery
vehicles
on
public
roadway.
The
new
rule
applies
to
vehicles
that
weigh
less
than
10
000
pounds
such
as
passenger
vehicles
or
mid-sized
pickup
trucks,
which
previously
were
prohibited
from
testing
for
delivery.
H
Purposes
of
the
66
companies
have
an
av
testing
with
driver
permit
only
33
of
those
operated
in
autonomous
mode
on
public
roadway.
As
of
the
end
of
2019
driving
a
total
of
almost
3
million
miles
with
570
autonomous
vehicles,
I
have
also
included
data
from
2017
and
2018
for
a
year-over-year
comparison.
H
Additional
insights
from
the
2019
industry
activity
data
indicate
that
23
of
these
33
active
companies
have
fewer
than
10
vehicles
and
drove
less
than
10
000
miles
in
the
past
year.
Also
notable
is
that
no
companies
have
utilized
their
driverless
autonomous
testing
permits,
meaning
that
there
has
not
been
a
single
driverless
autonomous
mile
driven
on
the
public
right-of-way.
H
H
These
companies
account
for
more
than
85
percent
of
the
autonomous
vehicle
activity
occurring
occurring
on
the
public.
Right-Of-Way
staff
has
established
active
contacts
and
relationships
with
all
these
companies
listed
here
and
has
executed
agreements
with
two
of
them
in
an
effort
to
demonstrate
autonomous
vehicle
technology
within
the
city
of
san
jose.
H
As
a
result
of
the
request
for
information
released
june
2017,
the
city
of
san
jose
entered
into
a
demonstration
agreement
with
mercedes-benz
bosch
and
daimler
to
conduct
autonomous
vehicle
testing
within
the
city.
This
project
is
intended
to
follow
a
three-phased
approach
with
increased
complexity
and
scope
within
each
phase
phase.
One
testing
commenced
in
november
2019
and
ended
in
march
2020..
H
Throughout
phase
one,
we
were
really
in
learning
mode
together
being
the
first
city
to
engage
with
industry
on
this
level
of
testing,
presented
lots
of
interesting
opportunities
for
us
to
pave
the
way
and
learn
together
as
partners.
One
of
the
first
ways
we
demonstrated
this
was
by
attending
community
meetings
together
along
the
route
and
co-presenting.
H
We
also
attended
several
meetings
with
the
san
jose
chapter
of
the
federation
of
the
blind
and
ultimately
entered
into
a
memorandum
of
understanding
with
this
group
to
host
ongoing
feedback
and
testing
sessions
to
ensure
that
autonomous
vehicle
technology
is
being
designed
with
those
that
could
benefit
the
most
in
mind.
We
receive
lots
of
incredible
insights
about
the
mobility
challenges
this
group
faces
and
intend
to
continue
these
conversations.
H
Another
key
insight
from
this
pilot
included
the
side-by-side
deployment
of
mercedes
alpha
fleet
these
dozen
or
so
non-autonomous
vehicles
operated
alongside
the
fixed
route
in
order
to
demonstrate
capabilities
of
the
ride-hailing
application
developed
for
this
project.
Alpha
fleet
operated
similarly
to
other
ride,
hail
systems
which
allowed
flexibility
and
pickup
and
drop-off
points
for
their
employed
participants.
H
As
a
result
of
our
data
sharing
agreement,
we
were
able
to
obtain
data
that
we
hope
to
integrate
into
our
vision,
zero
program,
vision.
Zero
is
a
commitment
to
eliminate
pedestrian
fatality
and
major
injury
occurrences
along
our
roadway.
The
data
provided
to
our
department
of
transportation
is
derived
from
the
sensors
located
on
the
autonomous
vehicle.
The
sensor
data
is
then
pushed
through
a
machine
learning
algorithm
to
identify
and
classify
pedestrians.
H
We
then
layered
those
data
points
on
a
map
to
identify
where
large
numbers
of
pedestrians
are
crossing
that
are
not
protected
by
intersection
infrastructure
or
protected
crosswalks.
This
is
what
we
call
pedestrian
crossings
in
the
mid
block
and
are
very
difficult
occurrences
to
track
with
standard
practices
and
oftentimes
have
very
deadly
consequences.
H
The
second
av
pilot
project
we
have
code
we
have
been
co-developing
is
with
auto
x.
This
pilot
seeks
to
replicate
the
dash
route
when
the
surface
is
discontinued,
connecting
deardon
station
to
san
jose
state
university.
This
pilot
is
intended
to
utilize
a
ride,
hail
application
provided
to
san
jose
state
university
staff
and
selected
students.
H
H
Staff
expects
to
continue
seeing
consolidation
between
companies,
as
is
the
case
with
amazon's
recent
acquisition
of
zoox
and
intel's
acquisition
of
neo.
We
anticipate
that
the
post,
coven
19
autonomous
vehicle
world
may
look
very
different
with
fewer
technology
leaders
and
different
business
use
cases.
H
Dot
staff
remains
committed
to
aligning
av
efforts
with
broader
transportation
goals,
as
well
as
making
the
city
a
desirable
place
for
av
companies
to
develop
and
test
their
technology
staff
commits
to
continuing
existing
relationships
with
autonomous
vehicle
partners
and
ongoing
leadership
in
statewide
regulatory
efforts
throughout
the
covid19
response.
However,
additional
commitment
is
contingent
on
staff
availability
given
eoc
food
and
necessity
deployment,
and,
with
that
I'll
hand
it
back
to
kip
for
closing
comments.
C
D
A
G
Hi,
thank
you
for
this
item.
The
vta.
You
know
back
in
april
of
2018.
I
think
it
was.
They
very
nicely
had
a
long
presentation
series
about
av
vehicle
use
from
a
professor
at
stanford,
who
is
very
much
stating
that
there
was
going
to
be
a
possible
economic
disruption
process
in
the
early
2020s,
and
that
would
be
the
time
that
av
vehicles
would
make
could
possibly
make
a
very
strong
return
or
a
its
next
level
of
life,
and
that,
I
guess,
is
not
happening,
but
you
know
I
thank
you.
G
I
thank
the
bta
for
doing
that
and,
and
it
helps
us
be
all
prepared
for
what,
where
we're
at
now,
we
could
have
prepared
better,
but
we
haven't,
but
where
we
are
now,
I'm
just
worried
that
it's
a
bit
of
poor
taste
to
start
the
av
program
at
this
time,
I
feel
like
a
proper
sense
of
mourning
would
be
to
start
this
program
say
at
the
beginning
of
next
year,
and
that's
just
my
personal
feeling.
I
know
that
there
was
a
lot
of
conflict
within
city
government
when
to
start
up
this
program.
G
I
hope
you
take
this
program
slowly
and
and
treat
it
as
more
of
an
abstract
process.
Still,
it
looks
like
you're
in
some
final
stages,
but
just
if
you
can
keep
in
mind
the
idea
of
abstractness
as
opposed
to
actual
action,
you
know,
I
that's
helpful
to
me.
You
were
talking
about
the
geo-fencing
ideas
and
that's
basically
surveillance
technology.
That's
going
to
be
pulling
in
a
lot
of
surveillance
and
data
on
people
who
are
crossing
the
street
and
you're
trying
to
describe
that.
G
A
I
P
P
I
Mayor
are
you
ready,
yeah?
I
am
thank
you
sorry
for
that
interruption.
Joel!
Thank
you
for
the
presentation.
I
appreciate
it
yeah
I
I
know
you
were
you
took
this
on
early
and
then
I
know
you
had
you
were
promoted
and
you
had
other
responsibilities
and
it
got
handed
off
and
I'm
just
curious
who
owns
this
now.
Is
it?
Is
it
you
or
is
it
somebody
else.
H
I
H
I
Okay,
great
reason
why
I
raised
it
and
I've
quietly
communicated
this
to
other
members
of
team.
You
know
I
understand
they're,
really
very
limited
opportunities
to
do
a
lot
right
now,
given
what's
going
on
covet
and
so
everyone's
looking
for
a
different
path
forward
and
what
may
be
very
promising
and
perhaps
something
that
really
checks
a
lot
of
boxes
in
terms
of
what
we're
seeking
to
really
get
out
of
autonomy
in
our
city,
around
safety
and
equity
and
mobility
and
improve
environment
and
so
forth.
I
It
seems
like
a
partnership
with
vta
may
be
more
compelling
from
the
standpoint
of
reaching
those
objectives,
and
let
me
just
sort
articulate
what's
going
on.
I
don't
expect
you
to
respond
or
have
any
commitment
but
be
interested
in
your
thoughts.
We,
as
you
probably
know,
vta,
is
undertaking
a
review
of
its
light
rail
line
to
understand.
I
And
I
can't
recall
the
exact
number
I
think
it
may
be
in
excess
of
100
million.
So
there's
a
major
investment
for
the
agency,
and
I
think
maria
fernandez
has
wisely
decided
to
take
a
look
at
other
technologies,
as
several
of
us
have
also
urged,
and
certainly
from
our
own
research
and
our
own
rfi
on
stevens,
creek
and
airport.
I
What
seems
to
be?
There
seems
to
be
some
convergence
around
the
notion
of
moving
to
a
rubber
tire,
autonomous
electric
solution
for
transit,
whatever
that
might
be
pog
cars,
buses
whatever
and-
and
I
think
the
eta
studies
still
undergo-
is
still
going
on.
But
they're
going
to
be
reporting
out
on
it.
I
That's
already
exclusively
controlled
by
the
public
and
the
where
the
vt
light
rail
cars
are
and
understanding
that
really
well,
since
we're
likely
going
to
be
at
the
at
the
center
of
all
this.
Since
most
of
light,
rail
runs
through
san
jose
that
a
partnership
like
that
might
be
really
intriguing
for
really
moving
things
forward.
I
In
a
way,
that's
going
to
be
very,
very
impactful,
I
know
that
the
industry
is
going
to
keep
doing
whatever
the
industry
does,
and
we
may
or
may
not
be
terribly
relevant
in
terms
of
them
moving
forward.
But
it
seems
like
on
something
like
this.
We
could
be
really
relevant
because
we
would
be
the
first
major
city
in
the
country,
theoretically
with
an
autonomous
transit
system
and
obviously
there's
a
lot
of
considerations
around
safety
and
so
forth,
where
we
need
to
be
deeply
involved.
I
H
H
I
do
want
to
you
know
kind
of
from
my
research
and
what
I've
kind
of
seen
kind
of
emerging
in
this
postcode
world.
I
think
that
there's
also
a
second
use
case.
That's
really
emerging
around
the
delivery
business
and
that
was
kind
of
why
I
thought
it's
really
interesting
how
focused-
and
maybe
it's
because
I've
also
been
on
the
food
and
necessities
branch
for
great
plates,
delivered
so
very
hand
in
hand
on
delivery.
H
It's
just
this
new
opportunity
in
a
lot
of
different
ways,
potentially
and
really
seeing
a
shortage
of
driver
in
the
driver
pool
and
how
that's
really
kind
of
keeping
you
know.
Some
of
these
service
services
are
causing
delays
because
there's
just
not
enough
drivers
that
are
shared
throughout
the
peninsula
to
be
able
to
provide
these
delivery
services.
So
I
I
think
that
you're
absolutely
right.
A
All
right,
I
think,
that's
it
for
questions
unless
customer
manager
davis-
if
not,
I
I
I
just
have
a
one
quick
question
in
terms
of
autonomous
vehicle
in
that
world.
They
often
talk
on.
I
think
it's
a
one
to
five
scale,
and
I
heard
I
remember
a
few
years
ago
or
maybe
a
few
years,
but
I
remember
some
some
companies
coming
to
to
talk
to
me
about
this
and
very
excited
about
different
partnerships.
A
I
forget
their
names
exactly,
but
it
seems
that
I
haven't
heard
from
them
in
a
while.
So
and
you
know,
can
anyone
speak
to
that?
There's
a
lot
of
energy
behind
this
about
maybe
two
years
ago
and
and
and
you
know,
cove
and
whatnot,
but
where
are
we
in
that
process?
Where
is
the
autonomous
vehicle
universe?
Are
we
at
a
three
yet.
H
H
You
know
level
five
is
always
really
interesting
is
because
it's
still
very
conceptual.
You
know
when
I
envision
it,
I
think
about.
I
tell
my
vehicle
where
I
want
to
go
and
it
identifies
the
route
that
makes
the
most
sense.
I
don't
tell
it
what
route
to
take,
so
it
really
does
become
kind
of
more
of
a
brain.
H
I
think
that
you
know
there's
folks
that
are
still
very
much
focused
on
that,
and
you
know
they're
they're
leveraging
this
down
time
with
covid,
where
they're
not
necessarily
doing
the
testing
on
the
roadway
but
they're
starting
to
do
some
of
those.
You
know
their
backlog
of
software
requests
that
they
needed
to
do,
and
I
think
that
when
we
get
past,
this
they'll
be
back
in
full
force.
A
Okay,
I'm
appreciative
that
the
city
of
san
jose
seems
to
be
all
in
on
this.
Not
so
much
for
the
you
know.
Futuristic
everyone
has
their
own
car
vision,
but
more
for
applications
that
are
public
serving
trying
to
get
the
disabled
from
a
to
b,
trying
to
improve
mass
public
transit
to
help
the
working
poor
get
to
jobs
and
such
so.
So
that's
wonderful
and
I'm
glad
we're
behind
it.
A
So
the
idea
being
that
you
know
you
hop
in
a
car,
you
you
get
off
at
work
and
the
car
goes
around
helping
other
people
out
doing
other
things
and
then
picking
you
up
when
you
need
it
having
a
car
on
demand,
I
guess
and
that's
kind
of
like
a
futuristic
one
possible
future,
but
now
that
everyone's
afraid
to
you
know,
share
things
because
of
cove
and
whatnot
is
this?
Do
you
think
this
is
a
temporary
hiccup
on
the
way
to
oz,
or
is
this
kind
of
now?
H
C
That's
a
first
I
I
was
recalling
actually,
mr
mayor
a
conversation
we
had
four
years
ago
with
mark
marc
andreessen,
and
he
said
at
the
time
that
the
future
of
vehicles
is
is
three
things
ace
right,
automated
connected
and
electric,
and
I
think
what
we've
realized
is
that
the
market
will
take
us
there.
We
will
have
automated
connected
electric
vehicles.
B
M
P
F
G
All
right,
thank
you
to
to
mention
the
first
item
today
about
trash.
You
know,
good
luck
in
your
trash
issues.
I
hope
what
I
tried
to
say
yesterday.
I
hope
you
can
have
cool
heads
in
dealing
with
the
homeless
issues
around
the
trash
issues
and
the
trash
itself
can
be
the
major
focus
at
this
time
and
it
seems
like
that
is
important
and
good
luck
in
those
efforts
and
how
you
work
with
caltrans
at
this
time.
G
I
also
wanted
to
mention,
I
think,
just
to
mention
I
think,
anthony
mata,
the
police
officer
who
often
attends
you
know
most
community
functions.
He.
I
think
he
can
be
a
really
good
example
of
how
to
look
for
a
police
chief
for
the
future
of
san
jose
I'll
need
to
be
saying
that
more
often
in
public
open
forum,
and
what
else
did
I
want
to
offer?
G
G
That
was
interesting
to
me.
I
hope
you
can
take
my
own
personal
comments
to
work
mellow
to
heart,
and
you
know
in
the
same
way
yeah
just
that
I
you
know
I
I
hope
you
can
understand
the
context
I
mean
I
may
not
have
the
depth
of
knowledge
to
understand
how
you
guys
work,
but
you
know
I
hope
we
can
talk
about
it
in
in
mellow
terms,
how
we
move
forward
in
the
next
10
years
with
the
project
thanks
for
your
time,.
A
N
L
L
Hi
I
just
wanted
to
follow
up.
I
was
speaking
in
the
beginning
and
I
have
been
tuning
in,
but
I
didn't
hear
any
of
my
answers
to
any
of
my
questions
and
since
I
have
all
of
you
guys
in
the
same
spot,
I'm
just
wondering
where
do
I
go
to
for
that
information,
because
I
love
that
you're
collecting
data.
But
if
I
as
a
resident
in
santa
they
don't
know
how
I
can
access
it
or
if
I
know
that
somebody
is
actually
paying
attention.
L
How?
How
am
I
to
be
informed
of
what
is
happening
because,
like
I
said,
I've
reached
out
and
emailed
and
called
and
all
the
things
about,
not
just
the
trash
but,
like
I
said,
the
tree
maintenance
and
the
shrub
maintenance.
That
is
just
out
of
control
by
my
house.
I
don't
know
where
to
go
or
what
data
is
being
collected
to
maintain
this
area
or
I
just.
A
Yeah,
so
we
apologize.
I
did
intend
to
ask
you
a
question
these
times
that
we're
talking
about
open
forum
and
public
comment
or
for
the
public
to
express
their
opinion
not
to
ex
get
involved
in
exchange
back
and
forth,
but
I
did.
I
did
intend
to
ask
that
so,
if
someone's
on
the
line
can
actually
help
the
speaker
understand
if
we
have
an
app
for,
I
think
it
was
cleaning
yards
is
what
she
was
asking
about
earlier.
Chair.