►
Description
City of San José
Smart Cities & Service Improvements Committee
View agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=711306&GUID=B7BD9180-F0AF-4439-B1D1-BFB288A33613
A
E
Thank
you
good
afternoon.
Mr.
chair
committee,
members,
members
of
the
public
city
staff,
dolan
Beckel,
here,
director
of
the
office
of
civic
innovation,
I'm
joined
here
in
the
front
box
by
Assistant
Director
of
the
finance
department,
Lisa
Titan
Oh,
deputy
director
of
the
finance
department,
purchasing
the
risk
management,
Jennifer
Chang
and
deputy
city
manager,
Kip
Harkness.
E
We
have
two
reports
today
that,
in
addition
to
our
smart
city
roadmap
project,
which
we
do
every
month
that
I'm
framing
is
foundational
smart
city
projects,
these
two
being
procurement
and
Digital
Inclusion.
The
last
time
we
presented
to
this
committee
on
procurement
we
lost
quorum,
so
I
made
an
absolute
pinkie
swear
promise
to
the
procurement
team
that
they
would
be
first
on
the
list
for
today's
important
report
so
walking
through
today's
agenda.
E
So
I
want
to
anchor
our
discussion
on
procurements
on
the
smart
city
roadmap,
so
keep
in
mind
that
the
smart
city
roadmap
you
see
in
front
of
you
are
just
the
high-priority
smart
city
projects
as
ranked
by
the
department's
and
civic
innovation
and
ultimately
approved
by
this
committee.
There
are
many
other
smart
city
projects
being
delivered
and
there
are
many
many
other
traditional
projects
and
existing
services
being
delivered
by
staff.
E
The
bottom
line
is
that
the
volume
and
complexity
of
procurements
is
expected
to
increase
dramatically
over
the
next
10
years.
This
in
turn
requires
additional
subject
matter:
experts
and
points
of
contacts
within
the
department
to
develop
quality
scope,
definitions
for
these
procurements
and
this
quality
scope
definition
is
the
single
most
important
entrance
criteria
to
the
procurement
process.
E
So,
given
the
backlogs
of
procurements,
we
saw
last
year
and
this
increase
in
volume
and
complexity,
finance
and
civic
innovation
partnered
to
identify
improvements
where
we
can
make
the
end-to-end
procurement
process
better
and
get
the
city
ready
for
this
wave
of
technology
and
innovation
projects.
Hence
the
procurement
improvement
and
readiness
program.
So
with
that
framing
I'll
now
turn
the
presentation
over
to
finance
director
assistant
director
Lisa
Titan,
oh
yeah,
I'm.
E
Sorry
I
was
going
to
cover
the
agenda,
so
today's
agenda
for
this
presentation
is
going
to
be
first
of
all,
we'll
talk
about
why
San
Jose
needs
a
procurement
improvement,
radiance
program
in
more
detail,
we'll
discuss
what
the
program
is.
We're
gonna
give
you
a
little
bit
of
procurement,
101
background
and
much
like
the
seals
and
Croft
I'ma
bill.
I
am
only
a
bill
sitting
in
Capitol
Hill
we're
going
to
do
the
RFP
lifecycle
a
day
in
the
life
cycle
of
the
RFP.
E
F
You
Dolan
I'm,
Lisa,
Titan
assistant
director
for
finance,
and
thank
you
so
why
does
San
Jose
need
the
PIR
P
as
Dolan
talked
about?
We
have
a
great
increase
in
volume
and
complexity.
Additionally,
we
also
have
had
the
last
two
years
of
a
very
challenging
situation
with
our
procurement
team
experiencing
high
turnover
and
vacancy
and
staff
does
recognize
that
there's
always
room
for
improvement
and
we're
committed
to
that.
In
addition
to
these
needs,
however,
there
are
several
objectives
that
the
program
must
meet.
F
The
short-term
focus
for
the
program
will
be
throughput
and
prioritization
with
prioritization
emphasizing
a
citywide
perspective.
We
will
engage
a
procurement
consultant
to
assist
with
throughput
by
augmenting
staff
and
working
through
a
strategic
procurement
with
the
staff
that
way
the
consultant
can
be
familiarized
with
the
mechanics
of
the
city's
current
procurement
process.
Next,
we
will
focus
on
establishing
the
procurement
priorities
prioritization
board.
So
it's
a
good
thing.
I
gave
it
an
acronym
of
ppb.
F
The
ppb
is
made
up
of
the
assistant
assistant
city
manager,
the
finance
director
and
the
budget
director.
Purchasing
staff
will
support
the
board
and
board
members
have
committed
to
meet
at
least
monthly
and
more
frequently,
if
needed,
to
facilitate
the
decision-making
process
for
the
board
departments
have
been
asked
to
answer
questions
about
their
projects
and
will
assist
the
board
in
determining
which
projects
are
top
priorities
for
the
city
as
circumstances
change,
which
they
always
do.
The
board
will
meet
and
reprioritize,
hence
their
willingness
to
meet
more
frequently
as
needed.
F
Lastly,
we
have
added
two
new
analysts
to
the
strategic
procurement
team
and
increased
our
attention
on
retention
and
strategies
to
reduce
turnover.
Our
longer-term
focus
will
include
more
strategic
work
with
the
consultant.
They
will
focus
on
ways
in
which
we
can
improve
efficiency
and
effectiveness
of
the
procurement
process,
which
will
definitely
include
training
and
staff
development.
F
In
addition
to
the
roadmap
that
that
Dolan
covered,
we
were
in
front
of
this
committee
back
in
December
2018,
to
emphasize
the
dramatic
increase
in
the
number
of
procurements
needed
to
support
the
city's
innovation
goals.
Finance
sees
the
pursuit
of
these
innovative
solutions
as
a
necessary
direction
for
San
Jose
to
go
and
views
it
as
a
good
problem
to
have,
as
we
work
through
these
procurements
with
our
partners
in
IT
and
innovation.
F
We
are
in
agreement
that
complexity
is
all
so
a
good
problem
to
have
the
added
complexities
allow
us
to
put
viable
solutions
in
place
that
will
not
only
address
the
city's
complex
challenges,
but
will
also
endure
time
bear
in
mind.
Implementing
solutions
that
are
dependent
on
technology
requires
the
city
to
actively
manage
the
risk
of
obsolescence.
This
will
require
the
city
to
conduct
frequent
upgrades
and
implementations
to
keep
up
with
the
constant
improvements
in
technology,
and
this
is
where
we
see
that
the
increase
in
demand
is
gonna.
F
G
Thank
you
Lisa,
so,
just
to
give
you
some
background
on
city
procurements
right
now,
there's
three
different
main
buckets
in
which
procurements
are
conducted
here
at
the
city,
so
finance
purchasing
we're
responsible
for
the
procurement
and
contracting
of
non
consultant
services,
IT
supplies,
materials
and
equipment.
So
it's
things
like
your
fire
trucks,
your
body,
worn
cameras,
all
the
highlighted
projects
that
Dolan
had
in
the
first
few
slides.
Those
would
be
procurements
that
our
team
would
be
responsible
for
and
as
the
focus
of
today's
discussion,
the
focus
of
the
PPP's
sort
of.
G
Next
slide,
please
thank
you.
So,
within
the
finance
purchasing
operations,
we're
des
further
divided
into
three
main
sections
and
we've
got
our
strategic
procurements
group
was
just
a
focus
of
the
PBB
and
today's
discussion.
You
have
the
procurement
card
program
and
then
you
also
have
the
tactical
procurement
group,
which
is
responsible
for
low
bids
that
result
in
to
purchase
orders
so
focusing
on
the
strategic
procurement.
Workgroup
I've
got
six
members
here
that
are
available
to
work
on
complex
procurements,
like
request
for
proposals,
they're
responsible
for
the
entire
end-to-end
process.
G
So
we
work
with
the
departments
on
their
initial
procurement
needs
on
helping
them
to
develop
the
scope,
to
notice
the
RFP,
to
awarding
the
RFP
to
drafting
and
negotiating
with
the
vendors
on
the
agreements
and
taking
those
items
to
Council
before
we
bow
out
the
process.
We
also
provide
contract
management
services
so
when
our
customer
departments
want
to
do
a
change
order
or
an
amendment
or
want
to
exercise
an
option,
we
also
manage
those
negotiations
and
do
the
drafting
and
execution
of
those
contracts
and
bring
those
items
to
Council
as
well.
G
So
one
of
the
things
that,
with
the
ppb
we
want
to
underscore
with
our
department
departmental
customers,
is
that
procurement,
the
procurement
and
contracting
process
is
a
team
effort
between
them
and
finance
purchasing.
So
it's
not
them.
You
know
creating
a
scope
and
throwing
over
defense
and
expecting
results.
We
really
need
active
engagement
from
our
customer
departments
to
really
help
us
define
what
it
is
that
they
want.
Finance
purchasing
is
responsible
for
ensuring
that
the
process
is
conducted
in
a
fair
and
equitable
manner
and
that
solutions
are
selected
that
meets
the
organizational
priorities.
G
But
departments
are
the
ones
responsible
for
engaging
in
the
process
to
appropriately
identifying
those
needs
so
before
the
PDB.
This
is
kind
of
the
way
typical
RFP
requests
would
have
been
initiated.
You
identified
a
need
for
an
RFP
and
there's.
Usually
it's
done
usually
through
one
of
three
ways.
The
first
is
either
purchasing
is
either
contacted
by
the
department
about
the
need
for
a
procurement
or
for
a
new
procurement
or
to
need
to
rip
it
out.
G
An
existing
service
or
purchasing
already
knows
about
it,
and
we
know
about
an
expiring
agreement
and
we
proactively
work
reach
out
to
the
department
to
ask
about
their
intentions
on
service
continuity.
A
second
way
is
producing
identifies
consolidation
opportunities
across
departments
for
a
procurement.
So
we
see
several
departments
having
the
same
service
and
we
think
that
it'd
be
a
good
use
of
time
and
resources
to
consolidate
those
and
just
do
one
procurement
for
all
or
it's
because
of
an
audit
or
a
council
directive
in
terms
of
scope.
G
Development
departments
are
responsible
for
writing
that
scope,
so
there
has
been
challenges
and
and
obtaining
those
initial
scopes
where
the
procurement
might
be
notified
of
an
upcoming
procurement,
and
they
want
to
notice
steps
to
initiate,
and
we
have
a
discussion
of
all
the
items
that
need
to
be
checked
off.
In
order
for
us
to
initiate.
One
is
budget,
for
example,
as
you
know,
having
having
something
written
down
as
to
what
it
is
that
you
actually
want
and
then
getting
appropriate
approvals
from
IT
or
oea.
G
If
those
come
into
play
and
thinking
about
those
evaluation
factors
that
they
want
to
consider.
So
there's
a
there's,
a
quite
a
there's,
a
checklist
of
items
that
need
to
be
done
before
purchasing
can
even
effectively
engage
with
the
department
and
putting
out
those
procurements
once
those
departments
sent
a
draft
scope
to
purchasing.
G
Sometimes
the
challenge
has
been
is
that
they
deem
their
role
complete
and
they
they
send
it
out,
and
they
start
the
clock
on
purchasing
can
rfp
go
out,
not
realizing
that
the
reality
is
that,
even
though
we
have
a
draft
scope,
it
still
requires
a
lot
of
work
between
the
department
and
purchasing
to
complete
and
finalize
into
a
full
RFP.
Draft.
Scoops
are
great
as
a
starting
point,
but
we
often
see
is
that
the
scope
sometimes
are
vague
or
there's
contradictory
information.
We
really
try
to
work
with
the
department.
G
So
then
we
put
an
RFP
out
there.
The
vendor,
the
vendor
community,
can
clearly
understand
what
the
ask
is
and
and
and
not
have
to
amend
those
RFPs
too
much.
So
in
order
to
sort
of
address
these
issues
purchasing
earlier
this
year
issued
a
strategic
procurement
and
contract
request
checklist
in
January
2019.
G
The
prioritization
process,
because
it
was
centralized
really
with
finance,
purchasing
with
really
no
objective
criteria.
We
really
needed
to
do
something
about
that
and
that's
why
we
have
the
need
for
the
procurement
prioritization
board
and
some
of
the
objectives
that
Lisa
outlined
is
is
something
that
my
team
is
very
excited
about.
So
the
prioritization
under
the
procurement
improvement
and
reneus
program.
F
Okay,
thanks
Jennifer,
so
to
summarize
the
accomplishments
that
we've
made
so
far
in
our
next
steps.
Our
key
activities
have
been:
we've
created
an
RFP
checklist
to
educate
departments
and
improve
the
quality
of
the
planning
process.
We've
also
issued
an
RFP
for
a
procurement
consultant
and
are
currently
evaluating
finalists.
F
What
our
next
steps
are
is
to
select
a
consultant
and
start
working
with
them
to
onboard
the
consultant,
so
they
can
evaluate
how
to
increase
throughput,
while
also
improving
the
procurement
prioritization
process
and,
lastly,
to
evaluate
and
plan
for
potential
structural
changes
to
the
city's
potential
structural
changes
to
the
city's
Muni,
Code
procurement
policies,
the
city
organization
process,
improvements
and
other
areas
where
improvements
can
be
made.
So
with
that
were
stops
available
to
take
your
questions.
H
H
B
There's
in
the
budget
process,
we
have
some
input
on
all
the
requests
for
IT
and
then,
when
it
comes
back
round
for
purchasing
the
purchasing
division,
an
IT
coordinator
very
tightly
on
all
approvals
for
every
IT
type
purchase.
It
flows
through
our
ticketing
system
and
it
goes
through
security
review
applications
infrastructure.
So
everyone
who
needs
to
check
on
that
purchase
and
the
project
management
piece
as
well
can
have
input
and
work
with
departments
to
try
to
make
sure
that
whatever
is
purchased
to
get
implemented
effectively.
So
it
is
a
very
tight
coupling.
H
I
I
F
So
we've
established,
we
were
going
to
show
you
it
it's
really
complex,
oh,
but
we
established
a
worksheet
we're
dependent
on
certain
criteria.
They
were
to
give
them
a
ranking,
and,
let's,
let's
pretend
it's
one
through
five
in
confers.
Certain
criterias,
for
example,
might
be
the
complexity.
Is
it
a
new
procurement
is
what's
the
priority
that
the
department
has
placed
in
in
respect
to
their
other
IT
projects
and
there's
a
whole
laundry
list.
F
E
And
councilman
we're
just
just
to
elaborate
on
that
a
little
bit,
so
we
came
up
in
collaboration
with
some
pilot
departments,
with
a
list
of
six
criteria
that
the
departments
have
100
percent
input
on
creating
and
that's
the
the
RFP
type
is
an
existing
service
or
a
new
completely
new
or
an
existing
contract
or
completely
an
RFP.
Is
the
RFP
ready?
Does
the
scope?
Is
the
scope
quality
input?
What's
the
degree
of
complexity,
how
does
it
align
with
counsel
annual
priorities?
E
How
does
it
line
with
city
manager
priorities
and
how
does
it
line
with
the
top
25
percent
of
the
department's
overall
procurement
prioritization?
So
there's
multiple
elements
of
of
priority
in
that
and
what's
the
opportunity
cost
and
what
is
the
duration
risk
of
the
the
proposal,
so
we
piloted
it
with
Airport
and
a
few
other
departments.
It's
gone
all
the
way
up
through
the
assistant
city
manager
in
the
budget
office
and
spent
a
lot
of
time
getting
agreement
on.
That's
the
right
way
to
prioritize
procurements,
not
which
departments
director
yells
the
loudest.
That's.
I
Very
helpful-
and
you
know
Dolan,
that
I
like
hearing
opportunity
costs
I
saw
your
smile
when
you
said
it.
That's
great
I,
one
question
about
the
complexity.
So,
if
it's
extremely
complex,
do
you
rate
it
less
a
lower
priority
or
a
higher
priority?
Why
I
don't
understand
how
that
fits
into
the
prioritization.
F
The
complexity
is,
it
doesn't
have
as
high
weight
as
some
of
the
other
criteria,
but
we
did
put
that
in
there,
because
the
very
complex,
for
example,
cybersecurity
had
seven
sub
RFPs
and
it
just
it'll
take
more
time
so,
like
scheduling
jobs
in
a
manufacturing
firm,
we
still
have
to
take
that
into
account.
It
doesn't
necessarily
bring
down
the
weight,
but
it
is,
is
it
is
a
harder
one
to
schedule
and
I
think
that's
why
we
included
it
in
the
criteria.
Okay,.
I
J
F
E
One
other
element
of
how
complexity
plays
in
channeling,
my
inner
Julia
Cooper
here
is-
is
that
the
more
complex
it
is
the
more
support
we
need
from
the
departments?
And
so
if
it's
a
complex
RFP
but
the
department's
don't
have
the
level
of
subject-matter
expertise
to
finalize
the
scope
and
work
with
us,
then
that
actually
impacts
the
scoring
in
a
negative
way,
because
it
will
it's
not
a
good
use
of
the
time.
If
we
actually
don't
have
a
department
companion
to
work.
The
complex
RFPs
that
make.
A
J
I
first
say
thank
you
to
everyone
for
the
prior
she
made
so
far,
and
this
was
a
really
big
challenge
for
us
and
I
know.
It's
been
a
huge
obstacle
for
us
and
a
lot
of
fronts,
and
so
I
just
really
appreciate.
Lisa
Jennifer
Dolan
kept
everyone.
Who's
worked
hard
on
this
I
know
Erica
and
Rob.
I
know
this
has
taken
a
lot
of
hands,
and
so
thank
you
for
for
getting
us
to
this
point.
I
think
it's
really
promising.
Can
you
help
me
understand
a
little
better,
though
that
deliverable
we
get
from
the
consultant?
J
E
You
didn't
so
no,
we
did
not
cover
it.
So
the
understand
it
took
a
while.
Obviously,
once
the
budget
was
approved
in
January
or
excuse
me
in
July
what
we
were
doing
before
that
was
working
out.
What
are
the
things
we
can
do
internally
within
the
city,
just
the
department's
finance
and
civic
innovation
working
together?
So
that's
how
we
came
up
with
the
first
deliverable,
which
is
a
checklist.
So
every
department
knows
exactly
what
the
entrance
criteria
is.
E
The
second
was
the
prioritization
process
and
putting
together
a
non
department,
biased,
but
Department
influenced
content,
influenced
board
to
prioritize
these.
So
we're
writing
the
right
way
in,
in
parallel,
we're
actually
developing
issuing
the
RFP
getting
bidders
back.
So
now
we're
at
a
point
where
there's
were
at
this
long
term
focus
which
is
the
consultants
going
to
come
in
and
basically
we've
divided
it
up
into
basic
walking
they're
going
to
do
two
three
primary
things.
E
One
is
they're
going
to
actually
live
the
life
of
Jennifer's
team
by
paralleling
Jennifer's
team
in
some
of
the
procurements
to
see
how
do
we
actually
work,
the
procurements
and
so
they'll
be
paralleling
them
and
helping
augment,
but
at
the
same
time,
learning
both
the
strengths
and
weaknesses
of
the
process.
Then.
E
So
now
we'll
be
coming
back
with
a
an
independent
third
party,
but
experience
perspective
on
how
we
might
better
balance
centralization
and
decentralization.
That's
gonna
be
some
of
the
core
of
what
the
consultants
recommendations
will
be
and
then,
obviously
whatever
we
change,
we
need
to
change
train
all
the
departments
in
that
change.
So
the
three
majors
are
augmentation
improved
strategic
improvements
and
then
training.
Okay,
it
sounds.
J
E
J
Great
okay
I'm
just
it
seems
like
we.
Every
week
we
read
something
new
about
cybersecurity,
attacks,
I'm
hearing
something
like
two-thirds
of
you
know
the
major
cybersecurity
attacks
now
around
cities
and
public
agencies
and
thinking
gosh.
We
better
rethink
about
this
at
every
step
of
the
way
in
the
procurement
and.
J
A
So
I
just
had
a
quick
question
about
our
pilot
projects
and
how
this
works
with
that.
So
currently,
you
know
we'll
the
pilot
project
will
go
through
this.
The
system
they'll
test.
You
know
gee
whiz,
bang
we
like
it,
but
then
we
can't
say:
okay,
let's
just
order
this
and
let's
make
it
our
default
thing
we'll
test
it
through.
We
have
to
go
out
to
bid
again.
So
how
will
this
process
help
streamline
that?
So
we
can,
you
know,
work
with
partners.
And/Or.
Is
that
even
possible,
given
our
rules,
I
think.
E
That's
a
valid
question,
so
that
was
part
of
the
challenge
we
had
with
our
demonstration
policy
agreement.
Was
that
we're
aware,
if
is
a
new
nascent
technology,
that
they
could
and
was
zero
cost?
The
city
vendors
could
use
the
city
as
a
living
lab,
but
at
the
end
of
it
there
still
was
this,
but
then
we
have
to
go
out
to
a
procurement
so
leveraging
some
best
practices
from
the
state
of
California
in
San
Francisco.
E
So
we
did
the
start-up
in
residence
and
we're
expanding
that
this
year
and
I
think
that's
one
model
that
we'd
want
the
consultant
to
look
at
to
figure
out
is
is,
is
are
some
elements
of
that
makes
sense
to
incorporate
into
our
mainline
procurements
to
deliver
speed?
And
that's
certainly
something
we're
going
to
be
talking
about
once
they're
onboarding,
all.
J
C
C
There
is
with
openness
and
accountability.
Openness
and
accountability
within
city
government
can
create
an
ease
and
efficiency
and
an
organization
and
a
decency
that
can
be
palpable
and
tangible
to
the
everyday
public.
It
can
then
ask
the
everyday
public
to
consider
how
to
add
their
own
ideas
of
openness
and
accountability
to
you,
a
community
process
that
is
meant
for
everyone
and
that
can
very
much
contribute
to
the
corporate
model.
San
Jose
seems
intent
to
build.
It
is
this
mix
of
corporate
and
community
voices.
C
San
Jose
is
trying
to
work
towards
and
that
people
like
myself
are
continually
trying
to
look
for
ways
how
technology
can
find
a
system
of
guidelines
that
can
work
towards
the
voice
of
everyday
democracy,
with
the
voices
of
everyday
people
and
local
government
alike.
I
feel
this
has
to
be
talked
about
in
the
future
of
your
procurement
process
and
not
to
speak
about
and
mention
when
introducing
not
only
corporations
but
in
recruiting
young
computer
engineers
what
to
expect
in
working
with
San,
Jose
I
think
these
are
the
keys
to
innovation
and
and
its
excitement.
C
A
E
Thank
you
we'll
do
a
quick
shift
change!
Moving
on
to
our
next
agenda
item
d2
and
I've
lost
the
projection
here,
but
we'll
be
pulling
that
shortly.
So
this
is
where
we're
returning
back
to
our
Noir
monthly
cadence
of
the
smart
city
roadmap,
so
we're
gonna
be
moving
on
to
that,
and
our
infotainment
segments
as
part
of
the
smart
city
roadmap
will
be
a
project
overview
and
demonstration
of
the
grunt
2phi
application,
which
allows
us
to
coordinate
within
departments
and
outside
with
nonprofits
to
effectively
help
those
who've
been
displaced
in
a
fire
event.
K
K
K
These
bar
charts
over
the
past
four
months
is
trending
towards
a
positive
direction
and
again
it
validates
the
benefit
of
the
monthly
reporting
and
then
also
helping
staff
focus
on
delivering
the
projects
that
are
in
need
of
critical
to
go
on
corrective
course
of
action.
Sorry,
so,
for
the
month
of
October,
we
are
continued
to
stay
in
steady
state
with
green
status.
So
that's
good
and
we,
as
you
can
see,
with
the
state
of
the
projects
that
are
red.
K
The
status
has
we've
been
taking
corrective
course
of
action
and
that's
been
now
under
10%,
so
the
staff
is
very
dedicated
and
delivering
that
and
then,
as
just
four
members
of
the
committee
and
the
public,
we
do
want
to
keep
track
of
this
month's
change
in
status.
So
City
open
data
environment
change
from
red
to
yellow
on
the
right-hand
of
the
slide.
K
So
just
for
the
committee
and
also
the
public.
We
want
to
simplify
the
format
of
reporting
the
red
status
projects
so
that
everyone
is
aware
of
the
team's
corrective
course
of
action
to
be
taken,
and
also
we
are
noting
the
duration
of
how
long
these
projects
are
read
just
to
be
transparent
and
then
also
to
have
accountable
accountability
to
ensure
that
these
projects
get
back
on
track.
K
So
for
my
San
Jose,
we,
the
team,
is
diligent
and
working
collaboratively
with
a
finance
department
in
issuing
the
next
Rev,
the
2.0
of
the
RFP,
and
then
also
they
are
pursuing
some
change
orders
to
the
original
contract
so
that
they
can
add
some
language,
translation
and
that
they'll
be
going
to
council.
Later.
This
fall
data
strategy.
K
We
are
working
internally
in
collecting
gathering
the
staff
and
also
seeking
forward
with
the
data
analytics
lead
in
hiring
a
new
one,
and
so
currently
we're
finalizing
the
statement
of
work
with
Johns
Hopkins
gov
X
for
the
data
analytics
Community
Engagement
capacity,
where
it's
part
of
the
Bloomberg.
What
works
cities?
Certification,
the
next
project
is
the
IT
infrastructure,
modernization
finances
working
towards
finalizing
the
forth
of
a
tote.
K
It's
a
total
of
four
contracts
with
vendors
and
so
they're
working
on
finalizing
that
last
contract,
so
that
they're,
so
IT
can
move
forward
with
that
and
then
access
Eastside,
the
teams
have
been
very
there's.
Several
departments
engaged
in
this
project
in
going
to
Council
and
also
getting
their
agreement
signed
so
that
we
can
move
over
to
over
felt
so
we'll
be
going
October
22nd
to
see
council
approval.
K
So
another
new
feature
I,
wanted
to
add
to
our
roadmap
status.
Update,
was
also
to
just
take
a
chance,
take
an
opportunity
to
spotlight
the
projects
that
have
been
on
track
and
they're
green,
and
so
this
month
I
wanted
to
highlight
two
projects.
The
first
project
is
the
text
to
9
1
1,
which
is
a
sub
project
to
the
next
gen
911.
K
So,
as
everyone
is
aware,
you
know
there
has
been
a
growing
evolution
as
to
how
we're
communicating
from
landlines
to
cellular
and
now
to
text,
and
so
the
county,
Santa
Clara
County
in
collaboration
with
13
other
agencies,
including
the
city
of
San
Jose,
launched
last
week.
The
text
to
9
1
1
option
it's
in
English
only,
and
this
is
mainly
to
help
those
that
are
hearing
or
speech
impaired
or
if
someone
feels
unsafe.
So
there
was
a
team
of
city
staff
in
the
police
department
who
coordinated
with
Cal
OES.
K
They
collaborated
with
several
agencies
and
implementing
best
practices
for
our
call
center
and
then
also
we're
part
of
issuing
the
policies
and
then
collaborating
also
with
several
wireless
telecommunication
companies
such
as
AT&T
contact
to
help
with
the
integration
of
the
city's
text,
control
center
and
test
the
system.
So
currently,
this
is
a
web-based
solution,
but
the
police
department
will
be
moving
towards
an
integrated
version
with
the
911
phone
system
as
they
updated.
K
So
I
do
want
to
acknowledge
the
teams
that
were
leading
this
effort,
and
so
they,
some
of
them,
been
able
to
be
here
in
the
audience
today.
So
I
want
to
yeah
and
just
congratulate
you
know:
supervising
Public,
Safety,
dispatcher,
Laura
beers,
Dorf
Public,
Safety
communication,
specialist,
Lisa,
Martinez
and
and
also
the
Public
Safety
communications,
specialist,
Ken
Dorsey.
He
could
not
be
here
today,
but
just
a
kudos
to
him
and
also
Joey
MacDonald,
whose
division
manager
of
the
call
center
she's
been
a
tremendous
leader
in
helping
these
teams
and
being
successful.
K
So
there
are
several
more,
but
these
were
the
three
that
really
led
the
charge.
So
thank
you.
So
the
next
project
I
wanted
a
spotlight
was
the
joint
school-issued
library
cards
project.
This
is
from
the
library
department
just
some
background
of
this
particular
project.
Only
18%
of
low-income
students
at
fourth
grade
in
California
score.
A
reading
list
that
is
above
is
at
or
above
proficiency
in
accordance
to
the
2017
National
Assessment
of
Education
progress.
So
in
an
effort
for
to
address
this
issue,
the
library
had
two
major
goals
with
this
project.
K
K
So
the
latest
update
on
the
small
wonders
where
we
are
making
progress
in
finalizing
the
scope
of
work
for
both
the
operational
and
the
community
benefit
challenges.
We
are
working
closely
with
start-up
in
residence
in
order
to
issue
the
RFP.
We
also
had
an
opportunity
to
present
all
the
challenges
to
our
smart
cities
advisory
board,
and
so
they
were
full
support
of
advertising
and
helping
us
in
marketing
that
effort.
So
it
would
that
was
very
helpful.
Also.
K
They
are
in
initiating
phase,
and
so
once
we
get
the
Small
Wonders
manager
on
board
and
RFP
ready
with
in
collaboration
with
startup
in
residence.
You
will
start
seeing
status
updates
on
that.
Okay,
so
with
that
I
do
want
to
focus
on
our
feature
with
Small
Wonders.
So
just
to
give
some
background
in
an
emergency
quickly.
K
Supporting
displaced
residents
is
our
top
priority
for
the
city
and
in
today's
presentation,
you're
going
to
hear
several
departments
who
partnered
with
the
startup
that
we
were,
we
found
through
the
startup
and
residence
program
to
create
an
app
that
will
quickly
coordinate
response
and
support
services.
So
I'd
like
to
introduce
the
to
the
three
presenters
we
have
Aurelia
Bailey
used
from
Office
of
Emergency
Management
and
then
behind
me
is
Fred
Tran
who's
with
the
housing
department
and
kennis
who's.
The
vice
president
gone
fine,
so
take
it
away.
Thank
you.
K
L
You
all
right,
good
afternoon,
honorable
mayor
mr.
chair
committee,
members
and
members
of
the
public,
as
Rajani
said,
my
name
is
Aurelia
and
I'm.
A
senior
executive
analyst
for
office
of
emergency
management
and
with
me
presenting
today,
is
the
other
lead
of
the
project:
fred
tran
interim
program
manager
from
the
housing
department.
But
before
we
move
on
talking
about
the
tool
that
can
from
brent
off',
I
covered,
as
you
can
see,
we're
gonna
cover
the
on
the
agenda
for
this
presentation.
L
Talk
about
the
team,
the
story,
the
challenges
that
we
encountered
along
the
way
and
some
solutions
process
and
lessons
learned.
The
team,
as
I've
already
mentioned,
both
myself
and
Fred
some
city
members.
That's
also
sitting
with
me
in
the
back
today,
assistant
fire
chief
Reginald,
Williams,
Mark
Garcia,
from
planning
building
and
code
enforcement,
Molly
McLeod
from
also
with
planning,
building
and
code
enforcement
department,
and
my
two
bosses:
J
McAmis
city
manager,
office
for
office
of
emergency
management
and
rave
Reardon,
the
director
of
Office
of
Emergency
Management
with
the
grunta
Phi
team.
L
M
Keep
our
Kansas
deputy
city
manager
I
get
to
do
the
challenges
slide
here,
so
I
just
want
to
set
a
little
bit
of
the
context
before
we
dive
in.
First
of
all,
we
had
a
highly
effective
fire
response.
Every
time
I
have
an
opportunity
work
deeply
with
our
Fire
Department
I
I
walk
away
impressed
with
their
level
of
professionalism
and
capability
in
in
responding
quickly
and
effectively
to
a
situation
like
this
I.
M
As
we
know,
we've
put
a
lot
of
investment
into
getting
effective
in
an
event
where
we'd
have
to
mass
care
and
shelter
people
in
the
case
of
a
large
disaster,
and
our
capabilities
in
that
regard
are
increased,
but
there's
a
little
bit
in
this
middle
area
here,
where
it's
not
one
or
two
households.
Nor
is
it
a
full-scale
disaster
where
we
were
missing
some
capabilities
on
the
recovery
side
and
just
to
paint
a
little
bit
of
a
picture
of
it.
M
So
at
one
point
in
my
role
as
the
director
of
the
Emergency
Operations
Center,
we
were
actually
in
City
Hall
at
this
point,
but
a
convened
everybody
who
needed
to
be
in
the
room
to
figure
this
out,
and
we
had
by
my
if
I
remember
correctly,
27
people
in
that
room
for
several
hours,
trying
to
figure
out
of
who
is
the
chain
of
who
need
to
inspect
what
and
who
need
to
make
what
call
and
who
needed
to
tag.
What,
under?
M
M
There
are
more
effective
ways
to
do
flooring
than
what
we
did
on
that
day,
and
so
we
task
ourselves
in
our
after-action
report
with
several
key
improvements
to
the
process
and
the
approach
and
the
story
that's
being
told
now,
and
the
good
work
of
others
begins
to
address
key
elements
of
that
after-action
report,
within
this
case
a
startup
in
in
residence
as
part
of
the
solution,
so
I'll
turn
it
back
over
the
team.
We
did
the
real
work
to
talk
through
the
solution
that
they
came
up
with
and
how
they
approached
it.
N
Fred
Tran
the
interim
program
manager
for
the
rent
stabilization
program.
During
this
incident
we
definitely
had
discovered
a
few
housing
challenges
during
the
process,
as
we
were
trying
to
assist
the
displaced
tenants
from
the
apartment
complex.
The
first
item
found
was
the
primary
motive
of
communication
amongst
internal
city
staff,
as
well
as
departments
was
one
chain
email.
N
The
next
item
that
we
discovered
was
essentially
what
Kip
had
mentioned
code
section
17
point
2-0,
which
is
housing
code,
discusses
the
obligations
as
well
as
tenants
rights
when
there
is
any
type
of
incidents.
This
particular
department
is
also
subject
to
the
apartment,
rent
ordinance,
which
is
Code
section.
N
If
they
chose
one
Avenue,
it
could
ultimately
delay
the
process,
and
that
was
one
of
the
issues
that
we
kept
running
into
was
trying
to
get
that
process
to
continually
to
move
forward
and
then
during
the
final
aspect
is
when
the
building
department
came
out
to
do
the
inspections.
We
are
still
on
paper
format
or
the
inspection
approvals,
and
it
was
noted
that
it
would
be
much
more
efficient
if
we
could
get
it
to
an
electronic
format
and
have
everything
uploaded
to
move
the
process
that
were
expedited.
N
So
what
we
ultimately
came
up
with
was
a
cloud-based
solution
that
could
be
accessible
by
every
stakeholder
that
was
basically
available,
24/7
from
any
platform
as
in
any
device
or
any
computer.
A
key
function
to
this
application
would
be
to
essentially
have
have
an
automated
push
notification
basically
case
so
conditional
logic
built-in
to
notify
each
department
whether
it
is
housing
code
enforcement
building.
After
fire
completes
their
incident
report,
then
those
push
notifications
would
work
their
way
through
the
process
and,
finally,
this
application
would
actually
also
have
a
dashboard.
So
with
the
dashboard.
N
L
And
so
some
lessons
learned:
multiple
departments
such
as
fire,
Building
Code,
an
Office
of
Emergency
Management,
is
one
team
with
the
app
that
grunta
Phi
has
built.
For
us.
Multiple
departments
are
able
to
collaborate
in
real
time,
housing
element
and
the
city
has.
The
city
has
dated
relocation
policies,
so
honors
owners
obligation
and
tenant
rights.
So
we
continue
to
work
with
our
City
Attorney's
to
update
protocols
and
standard
operating
procedures.
L
So
what
are
some
next
steps
its?
This
has
been
such
a
great
project
because
from
the
many
departments
that
we've
collaborated
with
from
the
fire
chief
to
the
different
directors,
they've
all
been
so
supportive
and
there
everyone
is
pretty
much
ready
for
this
tool.
So
we're
really
just
about
adopting
and
installing
this
app
we
start
to
train
our
internal
partners,
train
staff
that
has
been
identified,
such
as
our
battalion
Chiefs
to
inspectors
and
duty
officers.
Our
hope
is
that
we
expand
this
optic.
L
External
partners
such
as
Red
Cross
I,
do
want
to
give
a
shout
out
to
Terry
from
Red
Cross
who's
actually
out
here
today.
Cuz
he's
been
great,
and
he
and
his
team
has
been,
is
actually
ready
for
this
tool.
Also,
and
the
other
component
that
will
probably
network
on
next
is
be
able
to
coordinate
volunteers
and
donations
so
with
that
I'm
gonna
actually
hand
it
over
to
Ken.
Who
is
going
to
talk
a
little
bit
about
the
tool
that
he
has
built
for
us.
B
B
B
B
Section
two
is
gonna
touch
on
the
structure
and
again
you
can
see
how
fast
it's
it's
able
to
be
done
and
section
three
is
gonna,
be
about
the
demographics
more
so
the
number
of
children,
the
number
of
adults,
the
hand
number
of
handicapped
people.
It
even
gives
the
opportunity
for
the
fire
department
to
determine
if
there
are
multiple
languages
being
spoken
at
the
scene.
This
will
allow
to
get
translators
to
the
scene
much
more
effectively
and
quicker.
B
Once
that's
all
done,
the
battalion
chief
will
open
up
the
camera
within
the
app
and
be
able
to
take
as
many
pictures
as
he
or
she
feels
is
necessary
to
give
a
good
picture
to
the
responding
agencies.
If
you
notice
there's
the
ability
to
annotate
on
top
of
any
of
the
photographs,
sometimes
you
might
know
what
you're
looking
at
and
the
obviously
person
receiving
it
may
not.
B
So
you
can
make
those
connotations
there
once
that's
done
simply
hitting
submit,
brings
the
incident
to
the
incident
command
center,
where
populate
on
a
map
is
a
blue
dot
and
the
automation
agent
at
that
time,
we'll
send
out
the
push
alerts,
as
you
see
here
in
this
instance,
that's
going
to
the
OEM
professional
they'll
get
this
email,
they'll
click
on
the
view
incident
report,
and
they
literally
can
take
the
time
to
go
through
each
and
every
question
that
was
filled
out
on
scene.
Again,
you
got
to
imagine
this.
This
is
all
done
in
real
time.
B
B
B
The
housing
department
and
other
other
department
heads
to
see
so
we'll
end
up
typing.
That
in
this
is
critical,
if
you
think
about
it,
because
now,
in
real
time,
everybody
responding,
whether
it's
the
outside
organizations
or
the
internal
city
departments
they'll
be
able
to
better
know
what
type
of
resources
they
need
need
initially
before
getting
to
the
scene.
B
So,
with
the
housing
department
taking
charge
and
being
really
responsible
for
the
displaced
residents,
they
have
a
different
dashboard.
And
if
you
look
here,
each
tab
at
the
top
is
or
represents
a
organization
or
internal
department
and
at
any
time,
housing
or
any
other
department
lead,
can
check
in
the
status
and
that's
what
this
person
is
doing.
They're
just
tagging
into
each
field
and
seeing
who
updated
what
so,
really
that's!
That's
it
this
design.
This
was
designed
for
small
incident
fires,
but
it
can
scale
to
major
disasters
pretty
much
overnight.
E
Actually
so
that
this
this
this
ends,
our
report,
I
think
just
a
summary
again.
This
is
what
we
classify
as
a
small
wonder
using
start-up
and
residents.
So
all
this
was
done
in
less
than
a
year
through
through
a
competitive
procurement
process
that
and
the
demonstration
was
done
at
zero
cost
and
high
risk.
E
But
if
it
proves
successful
as
it
did
here
in
this
case,
then
we're
able
to
move
forward
with
grunta
Phi
into
into
contract
based
on
availability
of
funds
and
not
have
to
do
what
we've
done
with
demonstration
projects
is
put
all
the
effort
in
get
a
great
idea.
Now
we
have
to
go
out
to
bid
and
share
the
idea
with
all
everyone's
competitive
competition
out
in
the
marketplace,
so
that
ends
our
road
map
update
and
the
small
wonder
demonstration
of
the
grunta
phi
application.
J
D
I
J
J
And,
and
by
the
way
Kip,
you
know,
I
know
that
you
under
played
your
role
in
the
that
particular
incident.
I.
Remember
it
very
well,
we
had
dozens
of
folks
I
can't
remember
now,
but
it
was
dozens
of
families.
I
know
that
we're
homeless
and
I
really
appreciate
everything
that
you
and
the
fire
department
did
in
housing
to
get
everybody
back
on
their
feet.
That
was
a
really
great
work.
J
In
that
case,
a
question
about
who
has
access
in
an
ideal
world
I
agree
would
be
great
to
get
access
to
Red
Cross
I
know
there's
some
of
this
information.
We
have
to
be
very,
very
limited
in
in
who
we
give
this
to
because
we
know
their
ways
of
scaring
people
with
information
that
it's
partial
and
not
complete
and
there's
information
that
we
know
emergency
responders,
need
that
shouldn't
be
out
in
the
public
right
away
until
we
actually
have
done.
J
What
we
need
to
do
is
secure
premises
and
get
people
in
safe
places
and
so
forth,
but
I
would
love
to
see
this
ultimately
expanded,
so
that
all
stakeholders
means
also
all
victims.
Families
as
well,
can
get
online
and
understand.
Hey,
what's
the
latest
update,
so
you
guys
aren't
getting
overwhelmed
with
phone
calls.
As
we
know,
I
mean
just
thinking
about
the
flood,
for
example,
and
just
how
much
of
our
personnel
time
was
spent.
J
Responding
to
questions
that
in
a
perfect
world
would
all
be
easily
posted
online
to
a
webpage
that
everyone
would
be
able
to
see
and
that
distractor
from
our
ability
to
be
able
to
get
families
back
on
their
feet
and
I'm
wondering.
Are
there
ways
in
which
we
can
cherry-pick
information
that
we
know
we'd
need
to
hold
back,
that's
only
for
emergency
responders,
but
push
everything
else
out.
So
that
would
be
open
to
the
public.
Can.
M
I
believe
I
remember
from
some
of
the
demo
work
you
provided
us
that
there's
the
ability
to
as
people
come
in
to
have
them
give
them
access
to
some
more
restricted
fields
and
such
and
such
can.
You
give
a
sense
of
how
that
might
approach,
as
we
scale
out
first
as
partners
like
the
Red
Cross
and
then
to
ultimately
the
potential
for
actually
involving
the
public
in
this
guy--
work.
Sure.
B
Within
the
platform
itself,
every
user
has
the
ability
to
have
their
restrictions
set,
so
whoever
is
managing
if
it's
the
housing
department
with
regards
to
all
of
the
stakeholders,
each
person
literally
can
have
a
different
tier
or
level
of
information.
That's
granted
to
them,
and
you
guys
have
access
to
handle
that
internally.
It
doesn't
need
to
be
done
with
us
great.
J
Adjust
the
settings-
okay,
that's
that's
really
exciting.
Also
just
want
to
give
big
kudos
to
the
team
that
got
the
text
to
9-1-1
up
and
running.
It's
not
very
often
that
we
can
say
something
we're
doing
is
saving
lives
and
that's
really
wonderful,
I,
wonderful
to
see
it
up
and
running.
We've
gotten
great
response.
So
far
from
the
community
and
my
own
social
media,
just
people
are
very
grateful
to
see.
So.
Thank
you.
I
just
wanted
a
quick
question
about
the
library
cards.
K
J
J
J
I
Everyone
born
city
librarian,
so
the
innovation
here
is
super
library
nerdy,
which
makes
me
very
excited
the
you
know.
The
whole
library
catalog
system
actually
has
over
half
a
million
confidential
patron
records
in
it
that
governs
your
usage
of
the
public
library
and
to
be
able
to
come
up
with
a
way
to
integrate
with
the
school
system
so
that
we
could
automatically
create
records
for
students
that
would
have
a
unique
identifier.
That's
also
confidential,
that
complies
with
the
school
districts.
I
Very
strict
regulations
around
you
see
for
students,
as
well
as
the
cities
and
the
library's
requirements,
but
to
be
able
to
do
it
in
a
way
that's
automatic.
Instead
of
having
to
try
to
issue
you
know,
hundred
thousand
new
cards
every
year
to
every
student
is
actually
a
pretty
significant
technical
innovation
and
because
we
are
blessed
with
19
school
districts,
not
just
one.
We
have
to
do
it.
E
I
Was
always
like
a
pro
a
prohibitive
sort
of
factor
that
you
know
the
idea
of
like
well,
we
could
do
it,
but
then
we'd
have
to
do
it
again,
nineteen
times,
and
so
just
the
the
momentum
that's
been
created
around
this
and
the
fact
that
we
now
have
nine
different
school
districts
in
the
works
and
others
that
are
really
interested
is
very
exciting.
So
what.
J
I
J
J
J
E
Where
we'll
be
so,
this
specific
answer,
your
question
is,
is
that
we
are
working
the
procurement
internally
right
now
before
we
release
it
to
potential
bidders,
then
we'll
go
through
the
actual
bidding
process
to
relapse
timeframe
which
Jennifer
Chang
put
it
about
six
months.
So
I
think
it's.
If
you're
you
know
six
months
from
now,
we'll
have
someone
selected
then
we'll
start
contracting,
then
we'll
start
scoping
the
release.
E
So,
unfortunately,
as
you
phrased,
it
you're,
probably
still
looking
at
over
a
year
before,
you
see
a
a
what
we're
calling
to
dotto,
which
we
may
ultimately
rebrand
to
reach
Ange,
that
name,
but
what
would
the
actual
net
we're
and
the
result
of
the
next
procurement
with
a
reap
lat
formed
and
application
would
be
at
least
a
year
away
over
a
year
away.
So.
E
Iii
think
we'd
say
is
based
on
what
we've
learned,
based
on
what
we've
learned
to
be
perfectly
honest
and
based
on
the
amount
of
investment
we've
made
in
1
dot
X,
especially
with
language
translation.
We
are
going
to
make
sure
we
take
a
pause
and
we
look
at
our
strategy,
both
a
sourcing
strategy
of
sourcing
and
and
procurement
strategy
and
make
sure
we're
making
the
right
decision
based
on
where
we
are
now.
Okay
and.
J
E
J
E
You
mayor
one
question
you
you
started
to
allude
to
which
I
think
was
important
for
us
to
to
highlight,
because
there's
good
news
and
the
bad
news,
as
you
said,
is
on
the
data
strategy.
Last
time
we
met
and
the
course
council,
member
Davis
left
just
what
I'm
talking
about
data.
But
last
time
we
talked
about
the
challenges
of
the
city
is
having
in
bringing
in
talent,
and
we
talked
about
in
growing
data
skills
within
the
city.
E
That's
kind
of
what
that
first
sentence
says
is
what
we're
working
on
that
and
identifying
people
within
the
city
that
we
can
grow
into
data
leads
and
eventually
be
a
chief
data
officer.
Obviously,
that's
not
something
that
happens
overnight.
As
I
did
report
last
time
we
were
having
challenges
with
keeping
up
with
the
private
sector
compensation
we
just
couldn't
bring
in.
We
couldn't
attract
the
talent,
very
excited
to
announce
that
we
have
a
verbal
acceptance
of
an
offer
from
from
a
data
analytics
manager.
E
This
worked
with
a
private
sector
company,
but
all
of
his
clients
have
been
the
public
sector
he
wanted
to
make
because
of
family
and
having
a
small
child
at
home.
That's
keeping
him
up
late
at
night.
He
wanted
to
pivot
to
the
public
sector.
We
were
able
to
make
him
an
offer
that
he's
happy
with
it's
almost
a
50%
cut
in
his
pay,
but
were
he?
This?
E
The
second
point
there,
too
translates
I
know
it's
come
up,
is
I
have
a
statement
of
work
on
my
desk
with
the
John
Hopkins
University
to
move
forward
with
the
night
Grant
on
community
engagement
data
analytics
projects,
that's
part
of
us
becoming
a
certified
Bloomberg.
What
work
city,
which
gives
Bloomberg
more
confidence
investing
in
us
yeah,
because
we're
showing
our
ability
to
build
capacity
and
they've
they've
invested
over
two
million
dollars
in
climate
smart,
but
we
need
to
prove
that
we
are
worthy
of
continuing
to
invest
and
and
this
what
works.
E
City
certification
is
that
measure
of
confidence
in
us
and
the
statement
of
work
is
on
my
desk
to
move
forward
and
the
first
step
that
we've
worked
through
with
support
of
the
parks
department
and
Jackie
from
housing.
Is
we're
going
to
be
engaging
in
some
intense
online,
meaningful
community
engagement
training?
So
this
is
John
Hopkins,
bringing
best
practices
on
how
we
can
do
meaningful
community
engagement
around
data
and
we're
gonna
have
up
to
20
people
in
online
training,
both
from
housing
and
parks
and
recreations.
E
We're
looking
at
the
parks
concern
as
an
area,
that's
ripe
for
data
analytics
and
engaging
the
community
and
how
they
want
to
report
parks,
concerns
and,
and
have
them
interact
with
that
on
that
so
we're
after
a
long
time
of
mobilizing
we're,
finally
down
the
road
of
making
those
steps
towards
becoming
a
Bloomberg.
What
works
certified
city
around
data
and
community
engagement
around
data
and
I
have
to
thank
Jackie
in
the
housing
department
and
avi
Odum
and
Parks
for
for
for
agreeing
to
help
move
the
city
in
that
direction.
Thank.
J
E
I'm
sorry
there
is,
there
is
a
current.
A
current
capability
city
has
for
the
community
to
report
concerns
they
have
about
our
our
parks.
I
got
it
yeah
and,
and
so
that's
a
great
way
to
start
working
with
the
community.
What
do
they?
What
do
they
want
to
see
information
report
it
back
to
them
in
a
data
analytics
type
community
engagement
project?
A
completely
separate
is
some
of
the
what
work
what's
been
called
the
parcel
mapping,
which
is
a
terrible
name,
but
the
displacement
and
affordable
housing
and
market
rates
parcel
mapping
to
help
developers.
A
I'm
very
pleased
to
see
a
lot
of
the
green
and
not
so
much
yellow
and
red
on
the
on
the
roadmap,
so
excellent
work
on
that
I
can't
help
but
feel
a
little
bad
for
a
snapchat
for
having
their
features
be
caramelized
again
with
drawing
on
the
pictures,
but
at
least
they
still
have
cat
ears
and
whatnot
on
the
grunt.
If
I
I
was
wondering,
can
we
use
that
with
some
tweaks
to
kind
of
make
that
a
citywide
CRM?
A
You
know
in
essence,
because
we've
I've
heard
rumblings
that
you
know
since
I've
first
started
as
a
council
member
that
the
city
is
gonna,
have
a
citywide,
client
relations
manager
and
so
I
held
off
on
purchasing
one.
I'm
I'm
up
for
reelection
now
and
we
still
don't
have
one.
So
my
thinking
is,
you
know
if
there's
a
fire,
there's
some
sort
of
earthquake
or
disaster
in
the
city
and
we're
using
gratified
to
kind
of
work
across
departments
to
do
that
from
a
traditional
client
relations
management.
A
Software
thing
you're
trying
to
keep
track
of
how
many
times
like
mr.
smith
or
mrs.
jones
calls
and
and
but
that
doesn't
really
matter.
So
much
to
me,
as
a
council
member,
it
really
matters
more.
You
know
what
are
the
hot
spots
of
my
district,
where
it's
illegal
dumping
happening,
where
the
sidewalks
to
keep
buckling,
etc,
etc
and
I
kind
of
see
an
application
less
for
emergencies
more
so
just
more
mundane,
creating
a
heat
map
across
departments.
A
B
So
they're,
actually
it
has
been
a
long-term
conversation
about
the
use
of
the
CRM
and
my
San
Jose.
As
that
platform,
it
is
very
much
service
based
on
the
requests
that
are
made
and
there
have
been
CRM.
There
are
CRM
tools
and
all
of
the
council
offices,
the
discussion.
That's
we've
had
with
the
City
Clerk's
office
and
with
council
offices.
Is
it
maybe
now's
the
time
and
the
opportunity
to
start
consolidating
that
in
making
a
platform
that
reaches
all
council
offices
and
gives
you
more
active
information,
the
dream
was,
my
son
was
a
2-point.
B
M
In
addition,
the
analyses
that
you've
suggested
are
actually
possible,
with
the
data
that
we
have
from
myself
was
a
1.8
right
now
and
in
fact
we
have
one
of
our
analysts
working
on
some
mock-ups
to
to
take
to
you
to
walk
you
through
what
the
potential
is
both
for
looking
at
Geographic
based
information
and
then
to
look
at
trends
within
service
delivery
about
okay.
So
there
are
10,000
requests.
How
many
of
them
is
this
one
person
reporting
at
five,
you
know
10,000
times.
Are
these
10,000
people
reporting
once
and
what
does
that
mean?
M
And
so
we
we
for
the
first
time
through
the
centralized
CRM,
which
is
a
backbone
to
the
my
San
Jose.
We
have
the
ability
to
do
that.
What
we
lack
is
the
data
analytics
capability
to
do
that
in
a
routinized
regular
way
and
to
create
standardized
reports
and
to
be
very
easily
answer
kind
of
more
research
questions,
and
so
that's
part
of
what
we'll
be
building
with
the
data
capability.
But
the
good
news
is
that
centralized
backbone
CRM
exists
for
at
least
those
five
service
areas
and
as
we
expand
out
over
time.
M
More
and
more
of
that
information
will
be
available,
centralized
to
analyze
so
we'll
work
with
you
offline
and
your
office
to
mock
up
some
of
the
analysis
that
we're
able
to
do
and
get
your
feedback
and
take
that
into
both
the
micelles,
a
kind
of
2.0
process
and
also
the
larger
conversation.
That's
Rob,
as
Rob
mentioned
excellent.
A
Since
I,
have
you
up
Europe
and
I
was
just
looking
at
the
all
the
tiles.
What
is
this?
Why
is
yellow
sorry,
Facebook
Telegraph,
because
when
I
first,
you
know
when
we
first
pushed
it,
I
was
one
of
the
people
who
signed
up
at
the
code
and
I
could
walk
around
downtown
and
have
somewhat
superfast
internet
or
really
superfast
internet.
But
now,
when
I'm,
actually
logged
on
and
I'm
driving
around
downtown
or
walk
around
downtown
I'm
logged
on
to
the
Wi-Fi,
basically
I
can't
anything
yeah.
E
So
I
might
actually
give
Robert
or
Yvonne
that
one,
so
it's
yellow
because
we
have,
as
it
shows
up
there.
There
are
issues
with
schedule,
budget
and
scope.
We
originally
envisioned
this
as
a
as
a
one-year
demonstration
project
and
it's
taken
longer
where
it
currently
stands.
Right
now
is
we're
looking
one
of
the
related
projects
up.
There
is
the
community
Wi-Fi
strategy,
which
is
developing
a
sustainable
revenue
stream
for
all
of
our
Wi-Fi.
E
You
know
wickedly
fast,
is
it
end-of-life
in
terms
of
devices?
It's
got
a
nickname
which
we
know
about
that.
Unfortunately,
it
isn't
always
true,
but
we
don't
have
a
sustainable
revenue
stream
to
upgrade
equipment
and
operate
it
and
maintain
it
and
that's
increasing
that's
increasingly
challenging,
as
we
add
in
more
access
east
side,
school
districts
onto
our
citywide
network.
So
what
we're
doing
right
now
is?
E
Is
we
actually
issued
an
RFI
to
see
if
there
is
a
value
exchange
between
the
public
sector
in
the
private
sector
that
we
can
get
some
of
the
foundational
funding
to
maintain
and
upgrade
the
Tara
graph
network
as
part
of
our
larger
community
Wi-Fi
network?
So
basically,
it's
taking
longer
and
we
actually
want
to
make
sure
it's
sustainable
and
what
we
don't
want
to
do
is
pull
them
out
in
view
where
Wi-Fi
was
enabled
by
a
corporate
sponsor
or
about
a
year,
and
then
it
was
shut
down
because
there
wasn't
any
sustainable
revenue
stream.
E
E
C
C
What
what
can
be
appropriate
to
talk
about
the
subject
here
without
all
said,
I'm
interested
in
the
disaster
response
platform
app
and
the
fire
departments
roll
with
it
I
think
it's
important
to
myself
that
the
idea
of
you
know
we're
doing
these
good
practices
and
it
sounds
like
a
good
app.
But
you
know
there
has
to
be
an
important
idea
of
how
we
talk
to
each
other
without
the
apps,
without
the
technology
that
you
know,
with
the
incidence
of
like
Gilroy
and
with
the
flood.
C
How
creating
good
communication
with
each
other
on
just
a
day-to-day
basis
always
has
to
be
emphasized
in
in
what
we're
doing
with
technology
and
I
just
wanted
to
be
able
to
remind
that
for
yourselves
here
and
I
have
25
seconds
left
I!
Think
that's
about
what
I
wanted
to
say
for
this
issue
is
just
how
we
how
we
can
continue
to
practice
good
human
connections
and
communication.
C
E
So,
moving
on
to
the
next
presentation,
which
is
the
Digital
Inclusion
updates,
as
we
mentioned
at
the
beginning
of
the
committee,
procurement,
is
really
foundational
to
smart
cities
projects
given
all
the
technology
based
in
smart
cities
and
the
the
need
for
us
to
procure
it
fast
and
with
quality
before
the
technology
revolves
again
in
much
the
same
way.
Procurement
is
foundational
to
smart
cities.
Digital
Inclusion
and
digital
skills.
Training
is
foundational
to
quality
of
life
in
our
increasingly
connected
society,
so
here
to
provide
some
exciting
updates.
E
D
Thank
you
doing
good
afternoon
honorable
mayor
committee,
members,
members
of
the
public,
my
name
is
Jake
vara
broadband
manager
and
he
said
managers
office
of
civic
innovation.
I
am
here
today
with
Charlene
tatis
program
director
for
the
California
emerging
technology
fund
to
provide
an
exciting
update
and
a
call
to
action.
We
are
joined
by
Dolan
beckel,
director
of
the
Office
of
civic
innovation
and
Kip
Harkness,
deputy
city
manager.
D
D
20
1962
negotiate
an
executed
contract
with
the
California
emerging
technology
fund,
which
was
executed
on
May
15th
2019
in
August
2019.
The
California
emerging
technology
fund
hired
the
Digital
Inclusion
program
director
Charlene
Tati's,
who
will
be
speaking
later
in
this
presentation.
Also,
this
past
August,
the
city
manager
appointed
the
Digital
Inclusion
partnership,
advisory
born,
which
has
since
conducted
two
meetings
on
August,
22nd
and
September
26
to
to
affect
the
round
one
grants.
D
The
purpose
of
the
advisory
board
is
to
provide
recommendations
to
the
City
Council
on
the
scope
and
awards
of
the
Digital
Inclusion
grants.
The
people
on
this
advisory
board
are
a
diverse
representation
of
our
community
from
public
and
private
sectors
across
education,
nonprofits
telecoms
and
the
city
of
San,
Jose
appointed
by
the
city
manager.
The
advisory
board
includes
the
following
and
I'd
like
to
recognize
all
of
these
individuals
for
their
contributions
and
their
time.
D
Alan
s
Hammond
professor
of
law
and
director
of
the
broadband
Institute
of
California
Santa
Clara
University
angel
Rios,
deputy
city
manager,
city
of
San,
Jose
Betty,
Ramirez,
San,
Jose,
Youth,
Commission
staff,
city
of
San,
Jose
Chris,
funk
superintendent,
Eastside,
Union,
High,
School
District,
christine
Fitzgerald
Silicon,
Valley,
Independent,
Living,
Center,
Christopher,
Thompson,
San,
Jose
program,
director
Knight
Foundation,
dr.
Lisa,
Andrews,
CEO,
Silicon,
Valley,
Education,
Foundation,
Jill,
borne
library,
director
San
Jose,
Public,
Library,
dr.
D
So
moving
from
the
advisory
board.
Let's
discuss
funding
due
to
the
progress
of
the
small
cell
deployment.
1
million
dollars
will
be
available
for
the
initial
round.
1
Digital
Inclusion
grants
in
2020
as
a
small
cell
deployment
progresses
executing
one
of
the
largest
deployments
in
the
nation
future
grant
rounds
will
continue
to
increase
the
base
funding
amount.
Moreover,
additional
fundraising
is
expected
to
match
and
increase
the
pool
of
grant
funding
for
further
impact.
D
O
Thank
You
Jane
good
afternoon,
honorable
mayor
committee,
members
and
members
of
the
public
I'm
here
for
a
call
to
action
on
Tuesday
October
1st,
we
opened
the
San
Jose
Digital
Inclusion
partnership
grant
application.
So
my
call
to
action
to
the
committee
and
the
general
public
is
to
help
us
spread
the
word.
The
grant
scope,
first
and
foremost,
must
cover
the
full
lifecycle
of
Digital
Inclusion
when
providing
service
to
a
household.
So
Digital
Inclusion
means
that
connectivity,
devices
and
digital
literacy
training
are
provided.
O
Grantees
must
be
a
501c3,
a
public
agency
or
an
educational
institution,
and
finally,
grantee
organizations
must
already
be
providing
services
to
San
Jose
residents
and
would
like
to
expand
to
digital
inclusion.
Applications
are
due
by
5:00
p.m.
on
November,
15th,
2019
and
more
information
is
available
at
SJ
Digital,
Inclusion
org.
O
To
assist
grantees,
we
are
providing
three
grant
application
workshops
to
review
the
application
and
help
build
the
capacity
of
community-based
organizations
to
see
how
they
are
not
only
eligible,
but
how
they
can
leverage
their
current
programs
to
advance
full
digital
inclusion
programming
during
the
coming
weeks.
This
slide
highlights
the
dates
and
times
for
the
workshops
on
October
15th,
October,
29th
and
November
5th.
Finally,
in
keeping
with
previous
digital
inclusion
community
forums
that
the
California
emerging
technology
fund
provided
earlier
this
year,
we
have
our
next
community
forum
on
October
23rd.
O
And
I'm
excited
to
be
a
part
of
the
San
Jose
Digital
Inclusion
partnership
efforts
with
the
start
of
the
round
one
grants.
I
would
appreciate
your
help
in
spreading
the
word
about
the
Digital
Inclusion
grant
application
and
I
look
forward
to
working
with
you
and
your
staff,
and
my
contact
information
is
included
on
this
slide.
In
addition
to
the
three
grant
application
workshops
coming
in
the
next
few
weeks
in
the
community
forum,
I
can
also
work
with
city
council
district
staff
as
a
resource
to
improve
digital
inclusion
in
general.
O
For
example,
I
look
forward
to
working
on
things
such
as
organize
a
community
connect
fair
to
bring
red
to
bring
resources
to
residents
sponsor
public
service
announcements,
distribute
affordable
internet
offer,
flyers
that
are
available
in
English,
Spanish
and
Vietnamese,
and
also
offer
the
get
connected
website,
which
I
just
recently
learned
it's
not
available.
However,
I
did
bring
a
resource
book
from
that
website
to
share
with
you
here
today,
because
the
resources
are
still
great
resources
for
for
you
and
I
want
to.
O
D
M
Thank
You
Jay,
you
know
it's
said
that
anything
that
happens
has
the
two
creations
once
in
the
mind
and
then
once
in
the
real
world,
and-
and
there
are
a
lot
of
people
now
who
are
moving
swiftly
forward
with
the
creation
in
the
real
world.
I
want
to
give
credit
to
the
people
in
whose
mind
this
was
created.
H
J
To
say
thank
you,
and
congratulations,
and
certainly
Trina
got
well-deserved
praise,
but
really
want
to
thank
everybody
on
the
team.
Don't
go
working
negotiating
this
agreement,
so
it's
really
critical
appreciate
getting
the
resources,
obviously
and
Jay
appreciate
you
carrying
the
ball
and
Kip
and
now
obviously
Charlene
and
the
work
that
she's
doing
with
Sonny
is
really
important.
J
Ctf
and
we're
leveraging
their
great
expertise
in
this
area
and
really
appreciate
that
partnership
and
a
big
welcome,
of
course,
for
a
new
team
member
Kirsten
Olson
died,
mispronounced
at
Kirsten,
okay,
okay,
thanks
Kirsten
and
great
to
have
you
on
board
and
we're
just
really
excited
to
move
forward
full
speed
ahead.
Thank
you.
A
E
Because
because
the
United
Nations
basically
made
that
declaration
right
so
I
think
I
feel
like
I'm
in
pretty
good
company
with
the
United
Nations
to
talk
about
that
I
think
I.
Think
when
you
have
it,
you
don't
realize
how
challenging
is
when
you
don't
have
connectivity
at
home
right
and
having
to
to
go
to
libraries
until
they
close
and
having
to
go
to
Starbucks
until
it
breaks
down
right,
so
I
would
definitely
push
back
on.
That
I
mean
it's
that's.
E
It
is
the
fifth
utility
right
as
we
were
starting
to
whether
you're
looking
at
technology
and
connectivity
being
part
of
our
connected
sprinklers
and
our
connected
homes
and
our
connected
water
treatment
infrastructure
to
the
basics
of
being
able
to
the
homework
assignment
at
home.
I
mean
I.
Think
there
was
what
we'll
see
on
October
20.
E
Jose
is
in
the
students
and
the
parent
and
the
adults
there
are
hungry
for
this
five
times
see
five
times
our
most
populated
traveled
in
tourist
areas.
So
it's
a
basic
human
right
and
if
someone
wants
to
go
the
United
Nations
and
argue
that
I
welcome
them,
welcome
them
in
New
York
to
have
that
discussion.
Well,
it
said.
Thank
you,
darling.
C
C
C
A
C
You
yeah
thank
you
for
this
session
today
it
was,
it
was
nice
to
be
here,
and
you
know
it's
been.
It's
been
a
very
good
learning
experience
for
me,
I
and
whatever
moves
forward
in
the
future.
You
know
I
really
tried
to
share
that.
You
know
there
there's
principles
and
ideas
that
can
really
meant
to
create
a
good,
a
good
process.
So
good
luck
and
how
San
Jose
can
work
on
that
and
good
luck
to
peace.
C
You
know
it's
the
ideas
of
peace,
it's
the
ending
of
war,
it's
the
ending
of
the
ideas
of
shock
and
awe,
and
it's
just
building.
You
know
more
peaceful,
sustainable
community
with
good
guidelines
and
good
practices,
and
so
good
luck.
You
know,
and
these
efforts
were
all
working
towards
and
a
new
future
we're
all
working
towards.
C
Thank
you,
I
have
43
seconds
left
and
with
that
time
forty
seconds
left,
I
would
I
guess
I
just
wanted
to
mention
the
ideas
of
a
of
accountability
again
and
I
forgot
my
last
statement,
but
okay,
just
I
I
will
end
there
and
just
to
thank
you
for
the
efforts
were
all
world
going
towards
at
this
time
and
a
peaceful,
sustainable
future
that
is
really
possible.
Thank
you.
Thank.