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A
Oyez
oyez
oyez,
the
smart
cities
Committee
for
the
date
of
May,
2nd,
is
now
in
a
second
second
is
now
session.
All
right
review
the
work
plan,
we're
gonna,
there's
a
recommendation
to
defer
the
digital
privacy
policy
update
until
June
6th,
all
in
favor,
okay,
no
consent
calendar.
Let's
move
on
to
the
first
item:
Kip
Dolan.
Take
it
away
great.
B
Thank
You
chair
good
afternoon
mr.
chair
committee,
members,
members
of
the
public
and
city
staff,
Dolan
Beckel
here,
director
of
the
Office
of
civic
innovation,
joined
in
the
front
front
box
by
deputy
city
manager,
Kip
Harkness
and
smart
city
manager,
reginae
Nair,
keeping
my
commitment
to
chair
dieppe
to
increase
the
level
of
infotainment
at
this
committee.
Meeting
I
am
excited
to
announce
that
we're
going
to
one
have
another
smart
city
quiz
for
our
committee,
but
much
more
importantly,
we're
gonna
see
our
first
ever
live
demonstration
of
internet
things
capability
being
delivered
to
the
community.
B
Today,
no
screenshots,
no
video
recordings,
no
test
software,
but
actual
demonstration
of
actual
software
controlling
city
infrastructure
out
at
seven
trees.
Park
today,
in
this
case,
we'll
be
demonstrating.
The
ubiquitous
smart
lighting
controller
and
community
Wi-Fi
platform
recently
installed
at
seven
trees,
Park
Community,
Center
and
library,
but
you
will
have
to
hold
your
excitements
and
suspend
your
disbelief
until
later
in
the
committee.
So,
let's
walk
through
our
agenda
pretty
straight
forward,
we'll
begin
with
a
smart
city
roadmap
update
and
then
we're
gonna
highlight
one
of
the
big
rocks
from
our
smart
city
roadmap.
B
C
You
Dolan
welcome
good
afternoon
mr.
chair
mr.
mayor
members
of
the
committee
and
members
of
the
public.
My
name
is
Regina
Nair,
smart
city
manager,
so
so
the
road
map
that
we
presented
to
the
committee
and
members
of
the
public
back
in
March
is
our
baseline
to
our
progress
as
these
projects
move
towards
green
and
eventually
to
completion
where
we
are
for
the
month
of
May.
We
are
making
progress
in
executing
these
projects.
C
C
So
what
you
can
see
with
these
monthly
bar
charts?
It
demonstrates
our
performance
measure
and
and
through
it,
shows
we're
making
incremental
progress
collectively,
but
we're
moving
in
a
positive
direction
towards
green.
What
has
been
a
constant
source
and
attributing
to
our
success
is
the
implementation
of
the
agile
framework
recognizing
the
effort
of
our
teams,
what
they're
doing
and
helping
them
alleviate
roadblocks,
but
most
important
keeping
the
rigor
to
report
to
you
all
on
our
updates.
C
So
for
the
next
few,
slides
I
will
focus
only
on
the
red
status
projects
and
share
what
was
changed
and
what
corrective
course
of
actions
that
will
be
taken
for
the
month
of
May
to
get
these
projects
back
on
track.
The
next
few
slides
will
highlight
the
six
projects
that
are
at
risk
and
one
project
that's
on
hold
so
for
reference
for
the
committee
and
the
members
of
the
public
is
that
the
highlighted,
what's
highlighted
in
purple
indicates
what's
have
changed
since
last
month's
meeting
and
for
the
integrated
permitting
system.
C
The
project
is
making
amazing
great
strides
and
moving
towards
green.
Last
week,
the
integrated
permitting
system
team
completed
their
presentation
project
status
to
the
ad
hoc
committee
for
housing,
construction
and
development
service
and
was
very
well
received.
However,
the
project
still
remains
red,
mainly
because
they
need
to
seek
Council's
approval
in
June
to
amend
a
contract
with
their
vendor
to
proceed
further
and
so
per
your
feedback.
Councilmember
Jones
we're
adding
the
look
ahead.
C
C
So
my
San
Jose
under
the
resolution
approach,
do
the
challenges
with
existing
procurement
backlogs
and
the
core
teams
pivot
to
focus
on
the
launch
of
the
city
website.
The
schedule
is
no
longer
valid.
However,
there
are
correct,
of
course,
of
actions
that
will
be
taken
to
keep
this
project
moving
forward.
So
for
the
month
of
May,
the
goal
is
to
hire
a
product
project
manager.
Also,
the
project
team
will
be
seeking
Council's
approval
in
June
to
amend
an
existing
contract
with
the
vendor
to
provide
ongoing
support
for
the
existing.
C
My
San
Jose
version
being
used
looking
ahead.
Also,
the
committee
and
the
Pape
members
of
the
public
will
be
hearing
more
in
depth
about
the
progress
of
this
project
data
strategy.
We
mentioned
last
month
that
we
were
very
successful
in
hiring
a
chief
data
fellow
Srinivasa
pylori
through
the
fuse
fellow
program
he
and
a
few
others
will
be
onboarding
and
next
Monday,
and
you
will
be
fortunate
to
see
a
virtual
video
of
our
future
fuse.
Fellow
at
the
end
of
this
presentation.
C
So
for
the
IT
infrastructure,
modernization,
the
contract
did
take
a
little
bit
longer
than
expected,
and
Finance
is
very
close
in
to
finalizing
it.
It
should
be
completed
by
May
once
once
a
project
is
finalized.
It
department
will
begin
the
kickoff
for
the
project,
so
they
look
ahead
for
this
one,
since
this
has
impacted
the
schedule
in
starting
the
project.
C
It
anticipates
to
come
back
to
the
committee
in
the
fall
of
2020
advance,
cybersecurity,
RFP
and
policy,
so
both
the
RFP
and
the
development
of
the
policy
for
cybersecurity
is
a
very
complex
process
due
to
just
the
sheer
nature
of
it.
The
RFP
is
very
close
to
being
completed
and
will
be
in
released
in
May.
The
policy
after
22
iterations
has
finally
completed
and
has
been
uploaded,
and
so
that's
why
this
project
goes
to
green,
so
deserves
more
than
agree.
C
So,
looking
ahead,
this
project
team
will
report
an
update
on
to
the
committee
spring
of
2020
on
cybersecurity
axis
II
side.
Under
the
resolution
approach
in
March,
we
were
able
to
activate
the
community
Wi-Fi
with
the
James
Luke
attendance
area,
the
city
reviewed,
the
educational
outcomes,
evaluation
and
approved
the
East
Side
Union,
High,
School,
District's
approach
and
looking
ahead,
we
plan
to
come
back
to
the
committee
in
the
fall
of
2012,
followed
2019
to
provide
an
update,
the
business
tax
system.
C
As
I
mentioned
last
month,
this
project
will
be
put
on
hold
until
the
business
tax.
Amnesty
project
is
completed,
but
the
team
was
able
to
memorialize
the
lessons
learned
on
the
business
tax
system
between
finance
and
IT
for
future
RFP
issuance.
So
looking
ahead
until
the
business
tax
project
is
reactivated,
it
is
to
be
determined
when
the
team
will
report
back
to
the
committee,
but
we'll
keep
you
posted
on
them.
C
So
for
the
committee's
awareness
and
members
of
the
public,
the
number
of
initiating
projects
are
increasing
since
last
month.
I
shared
this
list,
partly
because
budgets
or
contracts
are
in
progress
last
month
and
now
it's
being
close
to
being
finalized.
As
a
reminder,
once
the
budget
is
approved,
a
dedicated
team
of
staff
is
identified
and,
if
required,
a
signed
contract
that
defines
a
scope
and
schedule.
I
will
add
these
projects
to
the
roadmap.
C
So
August
is
when
I
attend
to
do
the
roadmap
refresh
for
these
projects,
oh
and
just
for
reference,
the
ones
that
are
highlighted
in
purple
the
boxes.
Those
are
the
ones
that
I've
added
since
the
last.
Thank
you
so
for
the
small
wonders
these
are
the
small
wonder,
projects
that
are
currently
in
progress
and
no
new
updates
at
this
time.
For
these
specific
projects,
however,
we
wanted
to
share
with
the
committee
and
the
public
an
approach
recommended
by
the
mayor's
team
and
steering
towards
a
challenge
based
approach
for
the
small
wonders
these
challenges.
C
We
wanted
to
share
some
very
wonderful
news
and
celebrate
with
the
committee
and
the
public
about
the
great
recognition
our
innovators
are
receiving
and
we
hope
to
increase
an
ongoing
victory
list
for
the
future.
The
first
project
is
a
central
emergency
vehicle
preemption
project,
the
d-o-t
presented
along
with
police
and
fire
last
fall,
and
it
got
a
applause
from
the
committee
that
focused
on
the
reducing
emergency
response
time.
They
are
the
winner
of
the
2019
International
Data
Corporation,
smart
city
award
for
the
transportation
category
for
connected
autonomous
vehicle,
public
transit,
ride
hailing
and
ride-sharing.
C
So
pretty
great.
The
second
project
that
was
also
presented
by
d-o-t
in
collaboration
with
IT
and
urban
logic
in
March
is
a
photo
of
the
core
team
who
received
a
technology.
Smart
city
merit
award
for
data,
driven
innovation
from
American,
Planning
Association
and,
last
but
not
least,
our
very
own
CIO
Rob
Lloyd
has
been
nominated
as
a
finalist
for
CIO
of
the
Year
award,
which
recognizes
an
in
executive
representing
an
enterprise
adopter
of
IOT
for
their
outstanding
leadership
in
IOT.
C
The
final
note
finalists
will
be
announced
on
May
15th
at
the
internet-of-things
conference,
which
is
one
of
the
largest
IOT
events
in
North
America
or
over
12,000
people
attend,
and
the
organization
has
a
global
audience
of
23
million
IOT
professionals.
So
no
small
thing.
So
there
is
time
to
vote.
If
I
can
prob,
yes,
you
may,
oh
all
right
members
of
the
public,
can
you
send
us
a
link,
will
do
and.
B
D
C
E
Safe
city
project,
using
data
and
technology
to
improve
safety
of
the
city,
my
background
is
in
innovation.
I've
worked
in
startups,
as
well
as
large
organizations
I'm.
Also
a
member
of
the
military
here,
based
in
the
Bay
Area
focus
on
emergency
management,
so
I'm
excited
to
meet
all
of
you
and
do
a
great
job
in
this
project
together.
Thank
you.
Good.
F
Afternoon,
ladies
and
gentlemen,
my
name
is
cinema.
Super
Lori
I
come
with
the
background
and
enterprise
information,
management
and
program
management
for
medium
and
large
scale.
Enterprises
I
am
really
excited
to
be
taking
on
this
role
of
chief
data
officer.
You
know
on
helping
out
you
know
the
city
of
San
Jose
to
really
enable
and
help
the
people
of
the
city.
Thank
you.
I.
E
G
You
my
questions
about
my
my
San
Jose
app
and
I
understand
that
2.0
is
delayed,
but
in
terms
of
it
says,
focus,
mediate,
efforts
on
usability
improvements
and
back-end
process
improvements
with
service
teams,
and
thank
you:
can
we
get
some
more
specifics
about
that?
I
continue
to
get
people
who
have
items
that
are
closed
immediately
after
they
open
them
with
no
explanation
is
that
gonna
change
and
then
also
I've
had
multiple
people
who
have
written
in
to
me
who
have
had
who
have
done
something
under
a
general
request
and
been
told.
G
H
Good
afternoon
council
member
Davis
mayor
members
of
the
committee,
my
name
is
Michelle
Tong
I'm,
the
digital
services
lead
in
the
office
of
Civic
innovation
and
in
that
capacity,
I
also
act
as
product
owner
for
my
San
Jose.
So,
in
response
to
your
question,
yes,
we
are
working.
We've
been
working
on
ongoing
usability
improvements
in
one
point
X,
as
well
as
back-end
process
improvements,
and
we
will
be
coming
to
the
committee
actually
next
month
at
the
June
committee,
with
a
full
report
on
that
body
of
work,
as
well
as
other
improvements
that
we're
looking
at.
H
We
actually
just
released
in
April
version
1.7
of
the
app
which
implements
some
key
usability
improvements
in
terms
of
setting
helping
to
better
set
expectations
with
residents
on
the
services.
So,
for
example,
there
are
now
service
definitions
for
each
service
to
help
residents
understand
what
the
different
categories
mean
and
then,
after
each
request
is
submitted.
G
The
explanations
for
closed
we
had
talked
about
many
many
months
ago.
We
had
talked
about
rather
than
just
having
a
status
open
in
progress
and
closed,
but
the
closed
would
actually
say,
closed
routed
to
a
different
governmental
agency,
closed
resolved,
etc.
There
were
going
to
be
three
or
four
or
five
explanations
for
that
in
this
status.
Is
that
is
that
under
construction?
Is
that
in
progress?
What's
happening
with
with
that.
H
That
is
not
currently
under
construction.
We
actually
do
have
a
referred
status.
That's
not
currently
widely
being
used,
so
there
is
a
potential.
This
business
process
improvement
that
we
can
explore.
That
would
involve
changing
the
process
that
all
of
the
teams
use
terms
of
how
they
close
out
the
requests.
Currently,
the
different
service
teams
are
at
different
stages
in
terms
of
their
protocol,
all
for
communicating,
so
certain
teams
do
have
detailed
comments
that
are
provided
along
with
the
closure
and
those
are
sent
out
via
email.
H
G
H
Correct
the
way
that
the
system
is
currently
configured,
they
get
an
email
for
the
closed
status
and
then
a
separate
email
for
the
comment.
The
closed
email
will
say
what
the
last
comment
is,
so
they
should
have
that
coupled
and
that's
an
improvement
we
made
in
a
prior
I
believe
version
1.5,
and
we
believe
there
are
additional
usability
issues
in
that
you
know
it's.
Sometimes
people
won't
necessarily
catch
that
there's
two
different
emails
or
the
timing
of
those
emails
may
make
it
so
that
they're
not
getting
the
right
information
at
the
right
time.
Okay,.
G
And
then,
in
terms
of
the
the
other
issue,
where
they're
being
told
to
call
some
other
Department,
my
understanding
is:
that's
that's
a
process
issue.
Where
are
we
in
training
whoever's
responding
to
those
requests
to
just
route?
The
requests,
as
opposed
to
having
the
Constituent
or
the
resident,
have
to
do
multiple
touches
with
the
city?
Yes,.
H
So
there
are
certain
cases
currently
where
there
are
cases
where
the
way
that
the
team
intakes
the
request
to
be
able
to
act
on
it
does
involve
calling
through
a
phone
number,
and
we
can
look
into
what
all
of
those
teams
are
and
whether
it's
possible
to
route
those
in
a
more
streamlined
way
and
each
of
those
is
its
own
business
process.
Improvement
project
I,
understand.
G
So
if
we
can
continue
to
build
trust
in
the
app
through
the
backend
business
process,
improvements
I
think
that
would
that
would
be
helpful
so
that
we
can
continue
to
build
usage
of
this
tool,
which
I
think
has
been
at
least
it's
been
very
helpful
in
getting
many
potholes
filled
in
my
in
my
district,
for
example.
But
the
general
requests
have
I
think
start.
I
only
get
responses
about,
or
complaints
about,
the
general
requests
and
the
way
that
that's
been
handled,
Thank.
D
Want
to
thank
you
guys
for
all
the
progress.
It's
really
great
to
see.
It's
always
a
happy
day
when
red
turns
to
green.
So
thank
you
for
that
and
on
the
integrated,
permitting
system.
I
think
I
comprehended
the
magnitude
of
challenge
here.
But
is
it
really
stalled
until
the
update
to
council
and
vote
or
are
the
things
we
can
do
in
parallel?
Wow
Council
approves
I.
I
Would
say:
Kim,
Martinez,
deputy
city
manager
and
executive
sponsor
for
the
development
services
transformation.
We
are
moving
rapidly,
along
with
a
quarterly
set
of
objectives
in
parallel,
we're
not
waiting
on
anything.
But
there
are
two
key
council
decisions
when
it's
around
the
amendment
to
the
contract
and
the
other
is
a
matter
around.
A
budget
request
to
fully
fund
the
team
over
the
next
nine
to
twelve
months
and
if
either
of
those
is
a
no
or
we've
done
our
work
incorrectly.
I
I
We've
had
a
group,
we've
had
a
green
quarter
and
what
we
actually
had
a
fair
amount
of
internal
debate
over
whether
there
should
be
yellow
or
even
green,
and
we
kept
it
at
RIT
as
red,
because
they're
those
two
primary
decisions
haven't
been
made
by
the
decision-makers
which,
in
this
case
is,
is
you
on
on
the
council?
And
until
that's
done,
we
don't
feel
we
can
say
everything's,
okay,
okay,.
D
Thanks
appreciate
that
Kip
helps
me
understand
better
I
know:
we've
got
yellow
light
projects
that
have
challenges.
You
know
just
ask
if
there
are
things
that
are
within
the
council's
control,
like
whether
it's
a
budgetary
issue
or
a
policy
issue
of
some
kind
may
be
helpful.
If
you
guys
identified
what
those
obstacles
are
for
us,
so
then
we
can
decide.
Well,
maybe
we
should
try
to
do
something
to
get
out
of
the
way.
B
I
It
sorry
it's
the
complex
'ti
of
doing
IT
procurement
and
that's
a
combination
of
both
more
items
to
procure
more
complex
ones
and
technology
changing
as
well
as
limited
staff
and
the
horsepower
to
prioritize
appropriately.
We've
got
some
proposals
on
that,
but
it's
almost
almost
I'd
say
at
least
a
third,
if
not
2/3
of
the
items
that
are
up,
there
are
actually
a
backlog
because
of
procurement
issues.
At
this
point
understood.
D
B
Sure
so
so
the
integrated
permitting
system
is
obviously
a
very
important
project.
What
we're
putting
together
with
the
procurement,
what
we're
piloting
right
now
with
the
airport
actually
is
a
procurement
prioritization
process
and
a
procurement
prioritization
board.
So
we
will
be
we're
piloting
a
different
way
of
working
procurements.
So
that's
direction
from
council
alignment
with
council
priorities
or
alignment
with
city
manager.
B
Priorities
help
prioritize
a
project
higher
in
its
list,
so
it
gets
worked
faster
and
work
sooner
and
that
that's
that
we're
piloting
that
actually,
with
the
airport
right
now,
we're
really
rolling
that
out
to
the
city,
probably
in
the
month
of
June.
So
that's
one
way
in
which
your
feedback
and
your
priorities
to
us
will
help
prioritize
which
projects
we
work
first
and
the.
I
Other
thing,
I'd
say
on
the
policy
front:
there
are
a
couple
of
policy
changes,
some
of
which
may
be
wind
on
our
control,
some
of
which
we
may
need
to
come
back
to
you.
I'll
give
two
concrete
examples.
One
is
the
threshold
at
which
we
do
procurements
increasingly
we're
having
to
do
procurements
for
fairly
small
things,
which
we
believe
the
technology
is
mature,
on
which
we
could
actually
just
go
ahead
and
buy,
and
then
the
other
one
is
as
we
move
into
software-as-a-service
and
a
combination
of
hardware
and
software
as
a
service.
I
Our
separation,
historically
between
product
procurement
and
service
procurement,
no
longer
really
reflects
the
reality
and
the
technology
field,
I,
don't
procure
a
product
and
then
separately
go
procure
a
service.
They
are
often
bundled
and
that
those
types
of
procurements
are
particularly
difficult
and
each
one.
It
requires
us
a
kind
of
a
bespoke
example
and
a
workaround
with
our
system,
whereas
we'd
like
to
have
the
ability
to
do
much
more
straightforward
procurement,
as
I
think
our
procurement
folks
would
be
but
they're
doing
their
job
in
following
policy.
So
I
think
as
we
do.
B
So
mayor,
sorry,
to
elaborate
a
little
bit
or
I
was
actually.
My
brain
is
back
on
my
San
Jose,
getting
an
answer
ready
for
the
council
member
Davis,
so
there's
two
parts
of
what
we're
doing
is
procurement.
One
is
just
getting
through
put
in
capacity,
so--but,
hiring
people
to
get
the
throughput
and
focusing
on
making
sure
they
don't
get
recruited
or
poached
away
from
other
cities
and
counties,
which
is
actually
been
our
largest
challenge.
The
second
is:
is
we're
looking
at
a
prioritization
scheme
to
make
sure
we
prioritize
things
the
right
way?
B
The
third
is:
is
we
just
finished
the
first
draft
of
an
RFP
to
engage
consultants
to
help
us
come
in
and
take
a
more
strategic
view
at
our
policies
and
our
organization
and
our
and
our
technology,
and
so
that
three
prong
together
approach
will
get
us
there.
We've
actually
looked
at
the
threshold
and
the
event
of
being
data-driven
is,
is
changing.
The
threshold
had
less
impact
than
we
thought.
I
think
the
good
thing
is,
is
we're
looking
at
these
things
and
finding
out
what
delivers
the
biggest
impact
so
we're
through
puts
prioritization
and
then
strategic.
D
I
B
Is
coming
down
and
House
member
Davis
I
think
one
thing
to
answer
your
question
is
we
are
nearing
the
completion
and
of
an
RFP
for
consulting
services
to
help
with
process
improvement,
so
so
Michele
being
a
very
talented
person,
we
have
been
unable
to
clone
her.
So
as
a
result,
we've
we've
actually
down
to
the
selection
phase,
so
we'll
get
a
lot
more
boots
on
the
ground
to
help
with
process
improvements
which
will
also
address
some
of
those
issues.
You
brought
up.
Thank.
J
I
D
J
Agreement
we
had
with
the
assistant
city
manager-
and
we
are-
is
that
we
would
actually
have
some
policy
guidance
as
a
matter
of
course
and
structure
so
that
they
would
be
part
of
the
process
to
coach
us
through
rather
than
the
iteration,
through
all
the
departments.
And
so
what
we
did
is
we
cut
it
off
and
said.
Your
input
is
due
at
this
point,
we're
going
to
go
through
the
union's
at
this
point,
and
we
will
be
done
at
this
point
and
that's
what
actually
helped
us
get
done
by
the
deadline.
I
I
think
the
core
of
the
the
spin
on
this
one
was
that
from
a
mr.
Asian
standpoint,
we,
like
our
policies
to
be
clear,
crisp
simple
cybersecurity
is
very
complicated
and
nuanced,
and
if
you
try
to
simplify
it,
you
actually
extract
things
that
are
core.
That
may
not
look
like
they're
core,
and
so
we
kept
kind
of
cleaning
things
up
and
removing
the
wrong
stuff
and
kind
of
going
around
the
mulberry
bush
when
we've
gotten
to
the
end
of
that
mulberry
bush.
At
this
point.
J
It's
a
good
clarification
because
there
were
some
things
where
we
had
to
push
back
and
said:
we
cannot
remove
or
simplify
those
items,
and
then
we
looked
at
other
people's
and
there's
like
23
control,
families
on
the
states
or
Santa
Clara
counties
and
it's
109
pages
and
said
we
think
we've
done
it
pretty
simply
out
less
than
20.
So
there
is
some
of
that
that
we
have
to
learn
our
way
through
sounds.
D
J
E
You
first
of
all,
I
want
to
also
comment
on
council
member
Davis
comments
about
my
San
Jose.
As
someone
who
has
worked
in
the
on
the
back
end
side,
where
we
had
a
beautiful
customer
interface,
but
on
the
back
end,
there
was
a
hamster
that
I
understand
the
complexities
of
you
know
trying
to
manage
customer
expectations.
So
it's
gonna
be
a
long
and
difficult
process
when
we
finally
get
that
to
work
properly.
So
I
want
to
suggest
maybe
even
taking
a
step
back
in
terms
of
how
we
can
lower
customer
expectations.
I
I
just
agreed,
and
one
example
of
where
we've
done,
that
is,
is
we're
doing
a
better
job,
and
michelle
has
led
this
on
communicating
out
what
response
times
look
like
and
what
exceptions
to
response
times,
because
before
potholes
are
a
good
example.
You
know
potholes
can
either
be
pretty
quick
and
easy
fix
or
potholes
can
be
part
of
a
longer-term
repair
and
replace
thing.
I
That
is
gonna
happen
six
months
from
now
and
prior
people
would
just
either
that
would
be
it
right
and
either
you
go
and
the
pothole
is
fixed
and
you
got
it
or
you
wait
six
months
and
you
get
a
response
now
we
we.
We
have
a
response
to
talked
about
typical
and
when
things
are
atypical
I
believe
we
we
also
then
follow-up.
So
people
understand
what
box
they're
in.
They
may
not
necessarily
have
be
happy
about
the
box,
but
at
least
they
understand
the
size
of
the
box,
and
it
helps
manage
expectations.
I
So
I
think,
there's
more
that
we
can
do
around
that
I
think
we
are.
We
are
in
a
pivot
point
because
we
were
charging
pretty
hard
toward
the
2.0
and
again
the
pull
back
to
focus
on
the
website
and
other
pieces
has
put
some
strain
on
that
team.
Going
back
and
forth.
But
I
think
your
advice
to
be
realistic
about
the
expectations
is
a
valuable
one
and.
B
K
B
Remember
the
last
time
Michelle
was
here
and
she
presented
the
strategy,
we're
kind
of
following
we're
following
London's
approach
to
a
certain
extent,
which
is
we're
jumping
in
and
doing
something
and
learning
from
it
and
then
taking
a
step
back
and
working
on
the
strategy.
So
you
know
unintended
of
jumping
right
in
and
introducing
five
services
online
and
and
so
we'll
be
taking
that
feedback
into
consideration
as
we
actually
start
working
on
a
broader.
You
know,
digital
services
strategy.
Thank.
E
No
need
to
comment.
Thank
you
for
feedback,
and
the
only
other
thing
too
is
I
want
to
thank
thank
the
team
for
incorporating
the
look
ahead
and
I
think
that
the
mayor
brought
up
a
really
great
point
in
terms
of
we
can
even
expand
on
this
even
more
in
terms
of
what
you
need
from
council
or
what
council
actions
need
to
take
place
in
order
to
move
this.
This
forward,
so
I
think
if
we
can
incorporate
that
in
in
these
summaries,
I
think
it
will
have
a
a
more
refined
strategy.
D
I
just
jump
in
real
quickly
I,
you
know.
If
we
go
to
the
last
slide
for
a
moment,
I
just
want
to
make
a
pitch
for
sort
of
the
what
I
mean
the
moody
team
have
been
kind
of
push
on
the
small
wonders
there
were
small,
wonder,
challenges,
I,
guess:
well,
we're
really
trying
to
do
is
see
how
we
can
first
engage
in
ways
with
innovation
to
have
direct
impacts
on
residents,
because
we
know
an
awful
lot
of
the
work
that
we
have
to
do
around
innovation
is
often
internal.
D
We
know
it's
and
we're
facing,
because
we've
got
a
lot
of
internal
systems
that
have
huge
technology
deficits
and
we're
working
hard
on
that.
But
the
idea
is,
you
know:
seeing
are
there
some
of
the
lower
hanging
fruit?
We
can
look
at
that
will
have
direct
impacts
to
residents
relatively
soon,
and
then
you
know
how
do
we
actually
generate
public
engagement
through
these
and
and
really
being
able
to
also
to
structure
and
balance
the
our
response
to
the
enormous
flood
of
requests
we
have
from
companies
and
innovators
who
just
want
us
to
try?
D
Whatever
their
latest
wear
is
and-
and
the
idea
is,
if
you
know
if
we
can
start
to
narrow
these
down
to
just
a
few
areas
where
we
think
technology
day,
that
can
have
some
kind
of
very
specific
impact,
we
can
at
least
narrow
our
focus
and
take
out
a
lot
of
noise,
and
so
that
that's
sort
of
I
think
with
animates
all
this
and
just
want
to
make
that
provide
that
context.
If
I
could
thanks.
B
So
mayor
I
would
say
the
the
the
good
news
is
is
that
three
weeks
ago
we
had
all
the
directors,
every
department,
director
and
Dave
Sykes
was
in
in
attendance
that
we
call
our
innovation
collaboration
meeting
previously
known
as
the
innovation
cabinet,
and
we
walked
through
this
list
and
I
wasn't
sure
what
the
reaction
was
going
to
be.
The
action
reaction
was
actually
very
positive,
I
mean
d-o-t,
would
say,
hey
we're
working
on
a
lot
of
these
things,
great
from
climate,
smart.
There
was
a
feedback
that
we'd
love
to
work
on
hard
to
recycle
plastic.
A
So
I
just
had
a
question
about
the
app,
not
necessarily
a
technical
question,
but
can
we,
as
council
offices,
get
the
data
of
the
progress
we've
made
as
a
city
and
just
in
terms
of
you
know,
we've
really
cleaned
up:
South
San
Jose
we've
really
cleaned
up,
East
Side
just
so
we
can
kind
of
brag
about
with
our
constituents
and
when
they
say
why
hasn't
my
particular
pothole
been
filled.
We
at
least
point
to
and
say:
well,
we've
done
a
lot
good
work
on
the
west
side,
and
this
is
where
our
resources
are
right
now.
H
Dashboard
which
we
can
share
the
link
of
it's
actually
at
least
lash,
msj
dashboard
or
you
can
get
to
it
from
the
San
Jose.
My
son
was
a
customer
portal
that
shows
all
of
the
requests
and
there's
a
slider
where
you
can
adjust
the
date
and
you
can
look
at
it
by
district,
so
go
play
with
that.
In
addition,
our
team
is
planning
to
roll
out
some
more
openness
about
our
progress,
including,
like
a
quarterly
report
on
you
know,
thanks
to
our
community,
for
you
know,
reporting
x-hundred
potholes.
We
you
know
thanks
to
your
help.
A
A
We,
when
we
all
sign
on
as
our
on
board
as
employees,
a
lot
of
us
probably
asked
for
the
ability
to
to
check
email
on
our
phones
or
at
home,
and
not
just
through
the
internet
at
work,
so
we're
given
an
app
and
I
won't
plug
the
app
that
we're
given
an
app
and
saying
this?
Is
our
work,
email
app?
You
can
sign
out
here
and
get
all
our
work
email
and
the
app
is.
You
know
it's
a
pretty
nice
interface
and
so
I
used
it
for
my
email,
my
personal
email,
also
my
work
email.
A
It
just
flows
into
one
screen.
You
can
just
see
everything
with
one
check
about
I.
Think
a
few
weeks
ago
there
were
some
sort
of
scam
that
said
non-government
email
detected,
delete,
delete,
delete,
and
so
all
of
my
personal
accounts
were
kind
of
blocked
from
the
app
and
so
now
the
app
only
allows
the
San
Jose
work,
email
which
I
guess
this
makes
it
more
secure,
somehow
I'm
not
sure
how
because
I'm
just
reading
email,
I'm,
not
intermingling
data
or
doing
whatever,
but
is
that
necessary
or,
and
if
so,
why
so.
J
A
J
Job
is
to
try
to
make
those
trade-offs
in
a
smart
way
that
some
of
them
are
more
risky
than
others.
Some
of
them
are
less,
let's
not
just
lock
everything
down,
unplug
everything
turn
off
the
lights
and
because
then
the
organization
stops
and
convenience
does
matter.
User
experience
does
matter,
but
there
are
some
things
that
we
can
do
that
provide
a
lot
of
control
and
security
without
creating
a
lot
of
of
displeasure
or
turmoil
or
bad
experience
for
users.
So,
but
there
will
be
honestly
a
balance
that
we
have
to
find
for
the
organization,
but.
J
We
arrested
her
yeah.
The
outlook
Aplin
was
an
update
from
Outlook
and
though
there
are,
there
has
been
a
recent
explosion
in
fishing
spear
phishing
attacks,
so
they
also
are
reacting
to
the
environment.
So
at
this
point,
I
think
over
80%
of
our
mail
is
getting
blocked
right
now
as
spam,
but
we
have
had
even
in
in
in
the
organization
people
reporting
those
ransomware
attacks
and
hopping
email
accounts
as
well.
So
I
said,
people
are
just
trying
to
be
careful,
got.
B
A
B
Great,
so
thank
you,
while
we're
transitioning
here
to
the
next
presentation,
Alexa
asked
our
presenters
to
come
down,
so
we're
gonna.
Ask
our
committee
to
participate
in
a
smart,
City,
Committee
pictogram
puzzle
which
is
directly
related
to
our
next
topic,
the
Internet
of
Things,
and
how
the
city
is
approaching
the
internet
things.
B
F
B
You
might
ask:
why
was
it
backwards?
Well,
it's
backwards,
because
that's
actually
how
I
ot
market
has
largely
progressed.
It's
been
vendor
driven,
it's
been
driven
backwards
from
the
way
it
should
be
driven
which,
which
is
people
driven.
So
when
we
think
about
IOT,
we
needed
to
think
about
being
people
centered
and
thinking
about
the
needs
of
our
people
in
the
community
before
we
determine
which
technology
might
or
may
not
benefit
the
people
of
San
Jose.
B
So
speaking
of
people
before
we
get
started
and
go
through
the
agenda
I'd
like
to
introduce
in
the
in
the
front
box,
I'm
joined
by
a
cache
of
Goethe,
the
city's
IOT
lead
and
John
Ville
DeMuth
who's.
The
Public
Works
senior
electrician
in
the
back
box
is
Public.
Works
municipal
Energy,
Manager
Andrea
case
I,
an
Erin,
the
CEO
of
smart
lighting
control
and
IOT
company
ubique.
We
and
last
but
not
least,
the
city's
CIO
Rob,
Lloyd
and
and
I,
and
if
you
can
introduce
your
cohort
here,
I'd
appreciate
it
and.
B
So
so
today's
agenda
and
IOT
we're
going
to
do
a
quick
recap
of
our
journey
where
we've
been
and
where
we're
going
on
IOT
and
our
strategy.
We're
gonna
provide
some
perspectives
on
IOT
platforms.
We're
going
to
talk
briefly
about
our
I
o
T
reference
architecture
that
we
have
been
working
on
with
Ares
and
we're
gonna
talk
about
our
public-private
partnerships
that
we're
actually
actively
engaging
on
right
now.
We're
gonna
do
a
project
spotlight
on
smart
controllers
and
community
Wi-Fi
in
Park.
B
This
is
where
you're
going
to
get
your
first
ever
working
live
demo
of
technology
cooperates
and
then
last
but
not
least,
ions
going
to
give
us
on
this
perspective
on
the
smart
controller
based
IOT
solution
market,
so
in
front
of
you
is
a
picture
of
seven
trees,
Park
Community,
Center
and
library.
It's
a
place
where
our
community
gathers
seven
trees
was
designed
around
people,
including
open
space,
to
enjoy
the
greenery
of
the
park.
It
doesn't
look
green
right
now,
but
it
is.
B
We
have
tennis
and
basketball
courts
and
a
basketball
field
to
enjoy
sports
during
the
day
and
night
as
a
community
center.
We
have
activities
and
programming,
including
sole
line,
dancing
I,
don't
know
what
that
is,
but
that's
what
they
do
there.
We
have
a
coding
ninja
summer
camp,
it's
seven
trees
and
we
have
free
access
to
the
internet
across
the
street.
There's
a
parking
lot
where
homeless,
families
can
sleep
during
the
night,
with
the
support
of
life
ways
and
there's
many
more
people
centered
services
at
this
Park.
B
B
Electricity
then
think
about
Internet
connectivity,
which
is
really
the
foundation
of
Internet
of
Things,
and
that's
really
becoming
the
fourth
utility
connectivity
is
really
the
electricity
of
the
21st
century
so
by
the
end
of
today's
committee
meeting.
If
we
have
done
our
job
well,
you'll
begin
to
see
how
seven
Riis
is
becoming
a
more
connected
and
people
centered
park
through
smart
cities
and
IOT
solutions.
B
As
part
of
our
I
o
T
strategy,
which
was
funded
by
night,
we
had
the
opportunity
to
benchmark
other
cities
on
their
journey
and
their
quest
to
become
a
smart
city
using
IOT.
Well,
you
see
here
in
front
of
you
as
a
full
spectrum
of
approaches
from
vendor,
LED
or
vendor
drive
solutions
looking
for
problems
or
press
releases
or
city
or
people
driven
where
cities
choose
to
be
more
informed,
engage
the
community
and
make
choices
intentionally
much
like
Barcelona
Spain,
which
is
really
the
gold
standard
for
being
people
centered
and
data-driven.
B
B
Unfortunately,
what
they're
deploying
cannot
scale
easily
and
therefore
there's
a
question
of
really
the
our
ultimate
ROI,
so
our
journey
for
enabling
IOT
started
with
our
strategy.
We
completed
the
strategy
phase
in
June
of
2018
and
we're
currently
in
the
execution
phase.
Following
on
that
approved
strategy,
current
work-in-progress
includes
creating
a
standards,
architecture
or
playbook
for
IOT
deployments
in
the
city,
with
the
support
of
a
local
technology
partner,
eros
internally
we're
also
evolving
our
privacy
and
security
policy.
We're
also
piloting
a
number
of
people.
B
Centered
use-cases
enabled
excuse
me
enabled
by
AIA
public-private
partnerships
in
San
Jose
and
we've
also
developed
a
backlog
of
use,
cases
and
partnerships
that
can
further
accelerate
implementation
and
adopt
biotene
San
Jose.
These
partnerships
include
work
underway
with
AT&T
and
Verizon,
and
partnerships
were
initiating
with
Siemens
and
Amazon
Web
Services.
It
should
be
noted
that
it
was
only
in
February
of
2018
that
the
city
manager
cancelled
the
LED,
innovative
LED
RFP
and
terminated
contract
negotiations
with
a
technology
vendor.
B
A
few
months
later,
in
June
of
2018,
we
presented
the
status
and
potential
path
forward
for
options
for
LED
retrofits
and
smart
controllers.
At
that
Committee
meeting
this
committee
recommended
we
explore
opportunities
with
the
telecoms
to
opportunistically
retrofits
our
incandescent
LED
and
explored
Geographic
retrofits.
Excuse
me
Geographic,
pilots
of
next
generation,
smart
city
lighting
controllers.
You
might
remember
councilmember
canis
waving
his
phone
asking
us
to
explore
internet-based
smart
lighting
control
platforms.
B
At
that
time
we
had
not
finished
our
partnerships
with
AT&T
Verizon
Mobility,
so
we
immediately
began
taking
those
recommendations
from
the
June
committee
and
working
them
into
our
telecom
agreements
and
less
than
one
year
later,
11
months
later
today,
we'll
be
able
to
spot
light
one
of
those
projects,
our
partnership
with
Rubik
Lee
and
AT&T,
on
replacing
six
hundred
incandescent
lights
with
LEDs
and
next
generation,
smart
controllers,
in
a
number
of
our
parks.
All
this
work
was
progressed
intentionally
formulated
to
help
the
city
learn
and
make
informed
decisions
about
our
policy
investment
and
platform.
B
We
recognize
we
have
more
work
to
do
in
IOT
policy.
I
should
point
out.
There
is
no
policy
precluding
IOT
devices
being
attached
to
our
poles.
However,
in
the
spectrum
of
a
factory
approach
like
we
now
have
with
small
cells
versus
a
custom
approach,
we're
still
in
that
custom
approach
with
IOT
devices,
and
we
recognize
there's
more
work
to
be
done.
B
One
of
the
complexities
in
this
policy
area
is
that
every
interaction
with
the
private
sector
we've
had
with
IOT
and
placing
those
devices
on
our
poles
immediately
leads
to
discussions
about
data
sharing
and
the
value
of
data
sharing
and
data
monetization
and
that
value
chain.
This
is
a
very
complex
area.
We
will
be
cautious
and
there
remains
a
significant
amount
of
work
to
be
done
in
the
IOT
policy.
We
also
have
much
more
work
to
do
on
the
investment
and
funding
model.
B
One
idea
is
to
build
the
funding
for
technology
specifically
IOT
into
capital
projects,
as
we
think
about
digital
infrastructure
and
connectivity
being
the
next
utility.
Ultimately,
our
end
game.
We
expect,
on
the
technology
side,
to
issue
an
RFP
for
an
IOT
platform
of
platforms
that
best
meets
the
needs
of
the
city
and
our
citizens.
B
It
should
be
noted
that
all
of
us
work
on
this
page
other
than
his
first
year
with
the
city
as
a
fuse
fellow
has
been
driven
by
Keshav,
with
almost
zero
impact
to
the
general
fund
as
a
result
of
our
agreements
we've
made
with
the
private
sector.
So
it's
my
pleasure
to
turn
the
presentation
over
now
to
the
city's
IOT
lead,
Keshav
gupta.
F
Honorable
mayor
committee,
member
city,
staff
and
members
of
the
public,
my
name
is
Kay
soup
cooked
down
a
part
of
the
Civic
innovation
team.
I
wanted
to
start
a
discussion
idea
today
by
extending
my
appreciation
to
our
generous
funders.
My
foundation,
that
gave
was
the
seed
grant
to
develop
the
first-ever
citywide
Internet
of
Things
strategy.
F
As
you
heard
from
Doran,
we
decided
to
take
our
very
in
dental
approach,
priority
solutions,
planning
and
deployment.
We
have
kept
the
community
benefits
at
the
heart
of
the
strategy
through
workshops
with
the
senior
city,
leadership,
team
and
working
with
the
mayor's
office
of
technology
and
innovation.
We
built
a
set
of
eight
guiding
principles
for
shepherding
our
IOT
strategy,
the
most
important
principle
that
guides
our
approach
is
public
safety,
not
just
physical
safety,
but
also
cybersecurity
and
digital
privacy
of
our
community.
You
heard
about
some
of
those
things
a
little
bit
earlier.
F
We
want
to
build
solutions
that
improve
the
efficiency
and
effectiveness
for
current
services,
while
laying
down
the
foundation
for
some
new
services.
And
finally,
we
want
to
apply
an
innovation
lens
to
these
solutions.
Innovation
lens
not
for
the
sake
of
innovation,
but
innovation
that
delivers
real
community
benefits,
unable
to
experimentation
with
our
partner
ecosystem,
both
big
and
small.
F
We
have
taken
a
three
prong
approach
for
building
our
IT
strategy.
As
you
will
see,
these
building
blocks
for
the
IOT
strategy
have
been
12,
not
using
a
sequential
approach,
but
rather
an
iterative
one
at
the
foundational
level
without
which
we
cannot
deliver
on
the
IOT
promise
is
an
effort
to
develop
a
set
of
horizontal
capabilities
around
cyber
security,
privacy,
smart
city
platforms
and
data
strategy.
These
are
common
building
blocks
and
capabilities,
and
we
have
recommended
that
these
capabilities
are
developed
and
deployed
centrally.
So
we
can
have
all
the
city
departments
in
their
IOT
journey.
F
The
next
building
block
is
around
engaging
with
different
stakeholder
groups,
not
just
within
the
city,
but
also
other
public
agencies
like
PDA
and
Valley
water.
We
want
to
engage
with
our
private
sector
partners
to
go,
innovate
and
you
will
see
some
examples
of
that
Co
innovation.
Today
we
also
want
to
work
with
a
community
that
can
provide
valuable
inputs
for
many
of
these
use
cases.
F
F
One
of
the
key
horizontal
capabilities
that
we
have
talked
about
is
to
build
IOT
platforms
and
drive
platform
thinking
in
the
city.
So
what
does
this
platform
thinking
involves?
It's
all
about
developing
reusable
solution
components
and
create
standards
for
IOT
technology
deployment.
So
every
time
in
IOT
use
cases
enable
in
the
city
we
don't
have
to
start
from
scratch.
F
Platforms
will
allow
us
to
have
a
common
framework
and
a
set
of
guidelines
for
building
and
deploying
IOT
solutions.
Through
these
solutions,
we
would
be
able
to
share
data
using
the
open
data
community
architecture,
solutions
that
had
been
built
by
corporate
IT
as
Dolan
lured
before
some
of
the
work
that
has
been
identified
going
forward
is
developing
a
city
policy
for
in
infrastructure
usage
through
tiered
fee
based
model
and
exploring
alternate
funding
models
like
data
monetization.
F
We
did
some
preliminary
research
for
smart
city
IOT
platform
vendors,
including
looking
like
Gartner
and
Forrester
reports.
To
be
perfectly
candid,
the
smart
city,
IOT
platform
ecosystem
is
still
evolving
and
there
is
a
fairly
large
number
of
players
in
the
market.
On
last
count,
they
were
about
750
vendors
that
claimed
to
have
some
kind
of
an
IOT
solution
platform,
and
that
number
continues
to
grow.
As
we
know,
not
all
platforms
are
created.
Equal
and
the
vendors
have
all
taken
a
seemingly
distinct
approach
to
develop
their
platforms
based
on
the
DNA,
an
opportunity
for
market
expansion.
F
F
Will
now
move
over
to
some
foundational
work
that
we
are
doing
where
the
local
sign
is
a
Basecamp?
The
eros
eros
is
in
the
business
of
building
connectivity
and
IOT
solutions
for
private
sector
corporate
clients,
and
there
were
huge
leg
up
in
this
space
on
a
pro
bono
basis.
Eris
is
providing
advisory
services
to
help
us
build
our
IOT
reference
architecture.
So
what
is
IOT
reference
architecture?
F
There
is
nothing
but
a
set
of
standards,
guidelines
and
protocols
that
can
be
used
as
a
blueprint
by
corporate
IT
and
all
of
the
city
apartment
ID
teams,
as
they
consider
planning
and
implementing
IOT
solutions.
We
envision
this
work
with
areas
to
be
developed
in
the
form
of
a
playbook
that
will
be
a
living
breathing
document
and
will
be
managed
by
corporate
IT.
F
So,
if
I'm,
a
city
department
team
that
is
interested
an
IOT
solution,
say
a
smart
lighting
controller
I
can
use
this
playbook
to
develop
my
solutions
and
adhere
to
the
city
standards
that
have
been
set
forward
for
these
requirements.
I
can
then
actively
participate
with
my
vendor
partners
in
choosing
technology
components
that
meet
or
exceed
these
standards.
F
As
Dolan
alluded,
information
and
connectivity
is
being
hailed
as
the
forth
utility,
given
that
we
decided
to
focus
on
connectivity
layer
as
the
first
chapter
of
the
IOT
reference
architecture
playbook,
we
looked
at
representative
cross-section
of
use
cases
and
areas
map
them
against
a
set
of
IOT
connectivity
options.
This
is
a
little
bit
of
an
eye
chart,
but
based
on
the
smart
city
use
cases
where
we
see
some
technology
converges
for
the
city,
we
anticipated.
F
We
anticipate
three
dominant
options:
Wi-Fi
public
Laura,
which
is
a
shorthand
for
long-range
cellular
LPW,
a
shorthand
for
low-power,
wide
area,
5
G's,
of
course,
being
mentioned
as
a
game-changer,
and
we
are
fortunate
that
San
Jose
is
leading
the
nation
in
5g
deployments.
We
should
be
able
to
leverage
that
extensively
as
you
go
through
our
IOT
planning
and
deployments
to
net
it
out.
We
are
expecting
that
we
will
have
a
hybrid
connectivity
model
and
use
case
that
will
drive
the
choice
of
stress
state
solution
options.
F
Once
again,
I
wanted
to
share
my
appreciation
for
areas
for
collaborating
with
us.
This
is
especially
valuable
for
us,
given
the
limited
IT
architecture,
talent
pool
that
we
have
in
the
organization
that
can
conduct
inform
decisions
and
discussions
on
enterprise,
architecture,
application
architecture
or
solution
architecture,
as
you
heard
from
us
here
in
the
last
committee
meeting.
This
should
be
a
priority
investment
area
for
us,
especially
as
we
look
at
scaling
some
of
these
IT
solution,
deployment,
citywide
and.
I
We
spend
hours
with
them
going
down
deeper
in
and
no
matter
how
many
times
we
clicked
and
double
clicked
and
went
down,
they
knew
their
stuff,
they
knew
the
companies,
they
knew
the
the
technology
they
knew
where
it
worked,
where
it
didn't
and
were
able
to
give
us
extremely
valuable
information
without
having
a
dog
in
the
hunt
themselves,
and
so
I
just
want
to
give
a
shout
out
to
both
Z
and
Harry
on
that
it
was
extraordinary
as
a
skills-based
volunteering
that
they've
been
doing
for
us.
Thank.
F
Last
june
city
council
approved
our
telco
private
public
partnerships.
The
part
of
these
negotiations,
verizon
and
AT&T,
are
providing
in-kind
contribution
in
the
form
of
smart
city
pilot
projects.
Given
our
IOT
strategy
and
use
case
domain
areas
that
I
mentioned
earlier,
we
are
currently
focusing
on
mobility
and
intelligent
transportation
solutions
with
verizon.
The
verizon
solutions
will
provide
a
number
of
community
benefits
like
moving
the
needle
in
our
vision,
zero
goals
and
better
addressing
traffic
and
congestion
management
challenges
with
AT&T.
F
We
are
piloting
solutions
in
public
safety
and
facilities
management,
and
these
solutions
will
not
only
give
us
an
access
to
better
asset
management,
but
also
extending
our
public
Wi-Fi
capability
in
the
parks.
The
goal
for
these
pilots
is
to
deploy
these
IOT
solution
in
the
city
and
use
data
to
learn
and
make
informed
decisions.
As
we
look
at
scaling
these
pilots
into
long-term,
viable
solutions
for
the
city,
I
also
wanted
to
extend
my
appreciation
for
both
Verizon
and
AT&T
for
providing
these
solutions
to
and
working
with
us
in
the
city.
Thank
you.
F
The
first
verizon
smart
solution
is
the
intersection
Safety
analytics
service.
It
is
a
hosted
web-based
portal
solution
that
provides
information
about
traffic
volume,
speed
direction,
vehicle
metrics
for
current
and
historical
periods.
It
can
measure
traffic
related
conflicts
amongst
motorists,
pedestrians
and
cyclists
by
collecting,
processing
and
analyzing,
and
correlating
traffic
data
in
support
of
vision,
zero
goals
that
result
the
analytics
can
be
used
to
derive
insights
into
how
to
change
potentially
dangerous
road
behavior
through
infrastructure
updates
and
possible
intersection
modifications.
All
of
this
can
be
viewed
using
dashboards
and
data.
F
The
second
solution
is
the
Verizon
traffic
data
service
solution.
It's
a
data
service
that
provides
traffic
and
population
movement,
information
with
high
spatial
and
time
resolution
solely
for
the
use
of
the
city
to
better
plan
and
manage
transportation
systems
in
congestion
in
the
city.
The
end
goal
is
to
ingest
this
data
from
Verizon
through
an
API
shorthand
for
application
programming
interface
and
integrate
with
our
a
tracker
solution.
Once
again,
d-o-t
will
be
leading
this
pilot
and
will
be
covering
a
significant
portion
for
road
mile
segments
spread
across
the
city.
Roadways.
F
The
third
and
final
solution
from
Verizon
is
the
Verizon
fleet
telematics
solution.
Over
last
several
years,
Public
Works
has
piloted
the
Verizon
connect
service
for
free
telematics
in
the
city.
This
solution
enables
the
city
staff
to
remotely
monitor
the
vehicle
performance,
location
and
operations.
F
Now,
moving
over
to
the
AT&T
smart
city
solution
set,
let
us
first
talk
about
a
digital
infrastructure
solution.
The
DI
node,
as
it's
called,
is
basically
an
IOT
pod
that
houses
a
number
of
sensors,
including
audio
video
environmental
sensors.
This
solution
has
been
deployed
in
a
number
of
cities,
including
San
Diego.
It
has
the
potential
to
spare
wide
number
of
use
cases.
We're
having
situational
awareness
is
required.
A
near
term.
Information
is
very
useful.
Like
mobility
use
cases,
economic
development
use
cases
and
public
safety
use
cases,
the
city
staff
has
gone
through.
F
Multiple
iterations
of
the
use
cases
have
converged
on
Public
Safety
in
the
parks
with
three
potential
locations,
Discovery
Meadows,
seven
trees
and
starboard
Park.
This
is
going
to
be
a
limited
pilot
with
50
nodes.
Only
but
given
this
is
an
advanced
IOT
solution,
we
want
to
make
it
very
clear
that
this
will
be
deployed
in
the
parks
only
after
our
privacy
policy.
For
this
use
case,
it's
been
fully
developed
and
vetted,
but
this,
let
me
turn
over
the
mic
to
John
Wildermuth
from
Public
Works.
F
L
Thank
You
Keisha
good
afternoon
committee
chair
deep
honorable
mayor
committee,
members
and
members
of
the
public.
My
name
is
John
wolvesmouth
I've
been
in
the
electrical
industry
for
over
20
years
and
13
of
those
years.
I
have
been
a
city
employee,
with
the
Department
of
Public
Works
and
the
facility
management
division
over
the
years,
I've
worked
on
numerous
projects
in
a
variety
of
roles.
Installing
lighting
control
products.
I'm
excited
today
to
talk
to
you
about
this
proof-of-concept
pilot
project
with
the
city's
partner
with
AT&T
and
ubiquity
possible.
L
So,
let's
talk
about
this
project
in
particular,
AT&T
Smart,
City
solution,
LEDs
controllers
and
community
Wi-Fi
AT&T
will
install
and
deploy
550
LED
fixtures
to
replace
existing
low
pressure,
sodium
fixtures,
along
with
controllers
in
11
parks.
The
city
will
self
install
120
smart
controllers
in
three
parks.
L
As
you
walk
around
the
tennis
courts
and
around
the
different
aspects
of
that
community
center
frank
Bramhall
park,
the
leds
were
already
installed,
we've
installed
the
controllers
and
the
intent
is
to
install
Wi-Fi
there
as
well
Lincoln
Glen
Park.
The
LEDs
were
installed
this
week
and
the
controllers
were
installed
as
well
and
again,
the
intent
is
to
install
the
Wi-Fi
there.
L
So
let's
talk
about
site
deployment
and
rollout
and
how
we
chose
these
sites.
We
wanted
to
have
equal
distribution
across
all
council
districts
on
the
slides,
you'll
see
the
sites
that
we
have
chosen
in
order
for
us
to
get
the
most
bang
for
the
buck
and
in
order
to
get
these
projects
stood
up
quickly,
we
chose
parks
that
are
attached
to
community
centers,
so
we
have
an
existing
backhaul
that
we
can
tap
into.
L
We
can
simply
push
that
Wi-Fi
out
from
those
community
centers
out
into
the
adjoining
parks,
and
this
allowed
us
to
do
more
sites
with
the
budget
that
we
had
and
to
have
a
quicker
turnaround.
Deployment
in
districts,
3,
5,
&
7
will
help
us
deploy
Wi-Fi
Internet
connectivity
to
citizens
who
might
not
otherwise
have
internet
access,
and
it
allow
us
to
see
if
this
is
a
needed
benefit
for
those
members
of
the
community.
L
As
Dolan
talked
about
earlier
at
7
trees
and
just
in
district
7
is
deployed
in
a
parking
lot
where
the
city
is
collaborating
with
life
moves
they
help
to
transition
homeless
families
to
semi-permanent
housing.
This
Wi-Fi
can
help
those
members
of
the
community
connect
with
family
unwind
at
the
end
of
a
busy
day,
research,
housing
options
or
even
job
opportunities.
L
From
day
one,
we
see
significant
energy
savings
by
converting
from
low
pressure
sodium
to
LEDs,
unlike
street
lights,
which
pay
for
which
pay
a
discounted
flat
rate.
Prn
S
pays
peak
demand,
meter
rates
so,
depending
on
the
time
of
day
and
the
usage,
you
pay
a
different
rate
for
the
forty
tennis
and
basketball
court
fixtures
converted
to
LEDs
the
city
will
see
over
a
50
percent
energy
savings
by
converting
to
LEDs
you
couple
this
with
the
controls
and
the
energy
saving
increases
to
over
75
percent.
That
is
that's
huge
and
here's
how
we
do
it.
L
We
install
a
simple
button
like
this.
So
if
you
look
at
seven
trees,
they
have
two
sets
of
tennis
courts
and
they
have
a
basketball
court.
If
I
go
out
there
to
play
in
the
tennis
court,
there's
no
need
for
me
to
turn
on
the
lights
and
the
other
tennis
courts
or
the
basketball
courts.
I
simply
turn
it
on
by
pushing
the
button
the
lights
come
on.
They
stay
on
for
an
hour
after
that
hour,
they
return
to
their
resting
state.
If
I
want
to
continue
to
play,
I
push
the
button
again.
I'll
pass.
L
Another
benefit
of
the
smart
controllers
has
improved
asset
management
and
ongoing
opportunities
using
AUB
platform.
The
UB
View
platform
is
a
platform
designed
by
ubiquitous
the
city
to
see
in
real-time,
the
status
of
its
lighting
inventory.
It
allows
whomever
we
grant
access
to
to
log
on
to
the
platform
from
a
variety
of
devices
and,
additionally,
we
can
layer
the
amount
of
control
the
user
has
once,
in
the
platform
remotely
view
the
fixtures
health
via
the
UB
platform.
L
This
gives
the
user
the
ability
to
diagnose
many
issues
determine
the
level
of
response
needed
saving
valuable
staff
time.
Some
of
the
most
common
complaints,
Public
Works
facilities
management
receives
our
lights,
are
not
coming
on
tennis,
court
lights
are
staying
on
past
10:00
p.m.
or
the
lights
are
day
burning.
We
can
go
back
and
based
upon
these,
the
devices
in
these
nodes
we
can
actually
see,
did
the
light
come
on.
Did
it
stay
on
past
10:00
p.m.
is
the
light
day
burning.
L
Really
the
possibilities
are
endless.
We
can
program
these
fixtures
for
special
events,
for
example
National
Night
Out.
If
the
community
wants
to
leave
the
lights
on
longer
for
a
movie
night,
if
we
want
to
dim
the
lights
in
a
park
and
when
we
activate
our
owl
for
the
warming
and
cooling
activation
centers,
we
can
use
these
to
control
the
lights,
to
keep
them
on
longer
or
simply
operate
certain
portions
that
we're
choosing
to
activate
our
use.
With
that
activation,
we
can
receive
real-time
notifications
of
non-working
fixtures
nodes
and
knock
down
poles.
L
We
can
determine
how
we
want
to
receive
those
notifications,
depending
on
the
type
of
issues
we
are
experiencing.
For
example,
if
a
fixtures
not
working,
we
can
receive
an
email
and
we
can
put
it
into
our
work
order
queue
right
now.
We
have
to
wait
upon
citizens
to
turn
this
in
or
Park
staff,
who
happens
to
see
it
when
it's
out,
sometimes
those
sit
for
several
months
and
then
they
get
into
our
queue
and
then
we're
able
to
get
out
to
them.
L
What's
going
on,
based
on
our
experience
with
wires
theft
in
San
Jose
that
took
place
in
parks
most
took
place
over
a
series
of
days
or
weeks
by
catching
the
thieves
early.
We
can
reduce
the
time
and
cost
it
takes
to
get
the
site
back
up
and
running.
We
can
turn
it
would
have
been
a
30
to
$100,000
repair
to
less
than
5,000
dollars.
L
I'll
give
you
an
example
of
this.
As
early
as
this
morning,
we
had
somebody
cut
the
wire
to
a
pole
out
of
seven
trees,
so
they
could
power
their
cell
phone.
We
received
a
notification
immediately.
We
dispatched
an
electrician
who
went
out
talk
of
the
individual
explained
to
them.
This
was
not
appropriate
made.
The
fix
made
the
repair,
the
light
was
back
on
tonight.
That
light
will
be
on
and
working.
L
L
One
of
the
other
benefits
that
we
receive
is
improved.
Community
engagement
through
Wi-Fi
hanging
out
at
parks
is
different
than
it
used
to
be.
People
are
playing,
Pokemon,
go
they're,
shooting
videos,
they're
posting
them
on
Instagram
they're
laughing
over
those
funny
videos
streaming
music,
while
walking
and
working
out.
They
can
use
this
Wi-Fi
to
connect
to
to
participate
in
all
of
those
the
other
benefit
the
city
receives
from
this
is
that
citizens
can
be
greeted
with
a
splash
page
of
upcoming
events
pertaining
to
an
individual
site
or
pertain
to
that
council
district.
L
L
Additionally,
this
supports
the
city's
Digital
Inclusion
of
goals
as
far
as
connectivity,
also
one
of
the
other
benefits
that
these
smart
controllers
provide.
Is
they
address
public
safety
so
by
allowing
officers
to
safely
view
what's
going
on
at
a
site
from
a
distance,
the
officer
can
then
make
the
appropriate
action
determination
and,
finally,
one
of
the
things
that
these
I'm
really
excited
about.
One
of
the
opportunities
that
these
nodes
present
is
a
better
understanding
of
parks,
facility
and
usage.
L
Wouldn't
it
be
great
to
know
which
park
is
the
most
popular
in
the
city
of
San
Jose
or
which
is
most
of
which
is
most
popular
in
your
council
district.
It
wouldn't
be
nice
to
know
what
makes
that
Park
popular,
so
these
nodes
can
be
activated
to
collect
data,
to
tell
us
how
much
use
of
part
gets.
What
time
of
day
is
most
popular
and
what
features
in
the
park
are
being
used.
The
most
this
piece
would
be
activated
in
conjunction
with
the
city's
data
privacy
policy
and
in
the
CEO
of
you.
K
First
I'd
like
to
thank
Kip,
Dolan
and
Keshav
for,
and
the
council
mayor
vice
mayor
and
council
members
for
giving
me
the
opportunity
to
speak.
I
will
have
to
say
that
John's
presentation
is
a
tough
act
to
follow
and
he
did
a
great
job
in
explaining
not
only
the
core
functionality
of
what
we
do,
but
some
of
the
advanced
services
that
we've
been
able
to
deliver
here
in
a
short
period
of
time.
I
really
just
wanted
to
start
me.
K
K
As
John
said,
you
get
an
immediate
notification
when,
especially
when
we're
partnered
with
AT&T
and
we're
leveraging
the
LTE
network
we're
getting
literally
immediate
notification
that
there
is
a
day
burner
or
that
a
light
as
a
driver
issue
and
all
of
those
things
based
on
the
frequency
of
this.
These
problems
can
go
directly
into
dispatching
and
work
orders
with
the
proper
detail
of
equipment.
Along
with
that
work
order.
K
You
know
we
see
this
all
the
time.
I
just
did
a
little
count
on
I
San
Jose.
There
were
a
hundred
71
streetlight
outage
requests
just
in
the
past
week,
and
if
we
can
reduce
those
and
and
some
of
them
were
there
for
a
period
of
time,
if
we
can
leverage
real-time
notification,
that
there's
an
issue
and
dispatch
and
resolve
those
we
even
with
our
our
data
back-end,
we
can
communicate
back
to
my
San
Jose
to
let
them
know
that
these
things
have
been
resolved.
K
So
a
lot
of
you
know
things
that
we
can
do
together
here
and
then,
as
I
mentioned
to
the
as
we
were
talking,
I
saw
the
mayor,
nodding.
We
eliminate
additional
installation
costs.
We
call
this
a
OneTouch
install
today.
The
streetlights
have
a
warranty
of
10
years,
typically
minimum.
We
have
a
product
that
has
not
only
a
lot
of
value
today,
but
a
long
roadmap
of
capabilities.
K
So
that's
typically
why
cities
are
deploying
controllers,
but
we
actually
take
this
another
step,
so
obviously
advanced
light
control
is
key.
I
should
just
let
you
know
that
my
I
heard
Dolan
talk
about
vendor
driven,
you
know
solutions
we
actually,
our
major
partners
and
shareholders
are
next,
is
next
era,
one
of
the
largest
utilities
in
the
country
and
a
lot
of
the
technology
that
came
out
of
this
came
from
actually
working
closely
with
them
to
fulfill
requirements.
K
This
product
isn't
just
isn't
just
for
light.
Control
is
actually
a
certified
electric
meter,
so
think
of
the
same
exact
certification
you
have
as
your
home
we
meet
are
not
just
the
light,
but
also
at
the
street.
So
if
you
have
a
city
with
60,000
meters,
you
have
60,000
meters
on
the
grid
that
are
giving
you
real-time
data
on
the
quality
of
the
power.
K
This
was
a
perfect
example,
as
John
mentioned
somebody
tapped
into
the
power
to
charge
a
phone,
we
knew
that
when
I
say
immediately
within
seconds
same
types
of
you
have
issues
around
stray
voltage
where
people
could
potentially
get
shocked
on
a
metal
pole.
We
let
you
know
these
issues
in
real
time,
so
it's
not
just
efficiencies,
but
it's
also
around
safety.
K
This
has
a
tilt
and
vibration
sensor
in
it.
It's
actually
a
high
accuracy
accelerometer.
So
when
pull
when
there's
a
crash,
when
there's
a
tilt
in
a
pole,
when
you
have
hurricane
Irma
and
25,000
poles
down,
we
know
exactly
where
those
are
there's
built-in
GPS
on
this
high
accuracy.
So
you
also
get
GIS
data
that
ties
into
your
infrastructure.
That
tells
you
exactly
where
the
problems
are.
In
fact,
we
have
these
all
over
the
globe
from
Brazil
Colombia
Chile
Mexico
across
the
u.s.
K
Inventory
management,
our
application
isn't
just
about
lights.
On
a
pole,
you
may
have
a
camera,
you
may
have
two
lights,
you
may
have
other
devices,
so
we're
focused
on
how
we
track
help
the
cities
track
that
inventory,
obviously
with
high
accuracy,
G
GIS
data
and
then,
as
John
alluded
to
this,
has
built
in
Wi-Fi
and
Bluetooth.
So
we
deliver
services
such
as
being
able
to
see
crowds
and
what
the
dwell
time
is
perfect
example
is
in
a
park
and
how
much
usage
they're
getting.
K
We
have
quite
a
few
cities
who
use
this
for
their
farmers
markets,
so
they
can
understand
just
how
many
people
are
coming.
How
long
are
they
staying?
So
very
you
know
valuable
data.
This
also
just
like
Amsterdam
that
has
what
they
call
the
beacon
mile.
They
put
a
Bluetooth
beacon
on
it.
Every
light.
K
Feel
and
touch
this.
The
installation
process
of
what
we
did
in
seven
trees
is
essentially
a
two
minute
installation.
The
boom
goes
up,
there's
a
test.
We
plug
it
into
a
socket,
that's
been
around
for
54
years
and
we've
now
densified
Wi-Fi,
so
there's
numerous
opportunities
in
the
city
for
this
and
we're
just
excited
about
being
able
to
be
part
of
these
opportunities
to
extend
connectivity
in
the
community.
We
talked
a
little
bit
about
location-based
services.
K
This
is
actually
a
picture
of
New
York,
that's
by
the
bull
in
the
financial
district,
so
we're
actually
showing
them
how
much
congestion
there
is
on
both
sides
of
the
bowl
we
can
show
where
people
are
actually
coming
from
and
the
people
movement.
So
there's
quite
a
you
know:
interest
in
cities
around.
How
do
you
manage
around
construction?
K
You
know
how
do
you
make
best
use
of
services
and
our
goal
is
not
to
create
pilot
purgatory,
but
actually
to
create
a
network
infrastructure
so
that
cities
can
do
it
wherever
they
want
just
by
using
the
UV
cell
and
then,
finally,
because
of
our
connectivity,
we
have
a
host
of
industrial
sensors.
This
happens
to
be
that
I'm
showing
you.
This
is
a
particulate,
102.5
and
10
particulate
ozone
and
nitrous
dioxide
sensor
anywhere,
where
you
have
a
streetlight
in
a
UV
cell.
K
You
can
plug
this
in
and
we
aggregate
the
data
we'd
like
to
say
in
the
city.
We
create
a
network
blanket
and
then
a
data
vacuum
so
that
the
cities
can
more
easily
deploy
sensors,
whether
it's
moisture
sensors
in
a
park,
wind
speed
and
direction,
and
a
bridge
or
something
like
an
you
know:
air
quality
sensor
and
everything
that
we
do
on
data.
It's
not
about
ownership.
It's
about
aggregation
and
compatibility
with
cities,
open
data
policies,
so
we're
not
data
owners.
L
L
B
L
L
We
talked
about
two
of
the
deployments
that
we're
out
there.
So
here
you
have,
this
is
Frank
Bramhall
Park
and
you
can
see
the
nodes
deployed
throughout
the
park
here.
These
are
on
each
of
the
individual
poles
that
are
there
and
we
can
pull
up
real-time
information
of
these
nodes
and
we
can
see
what's
going
on
with
that
notes.
For
example,
that
was
no
twenty.
So
right
now,
if
we
look
at
node
20
here
we
can
see
the
status
of
it.
L
If
we
click
on
this
and
we'll
see
that
the
line
voltage
is
121
volts,
you
see
that
there's
a
load
voltage.
So
we
know
that
it's
off.
If
somebody
were
to
hit
that
you
see
the
tilt
angle
that
would
adjust.
That
would
send
us
an
alarm
go
back
to
the
map
and
when
the
other
parks
we
talked
about
was
Lincoln
Glen.
So
you
can
see
Lincoln
Glen
Park
right
here.
We
can
see
the
nodes
that
are
deployed
in
the
parking
lot
throughout
the
park
and
in
the
restroom
building.
L
And
finally,
if
we
go
to
I'll,
show
you
seven
trees.
So
here
is
seven
trees
park
and,
as
you
can
see,
we
have
nodes
deployed
all
the
way
out
into
the
softball
field
in
the
parking
lot
around
the
tennis
courts
and
the
basketball
courts,
and
we
can
see
real-time
data
about
each
of
these
individual
nodes.
So
you
touch
on
the
node.
The
ones
with
the
peas
happen
to
be
the
Wi-Fi
nodes.
L
Those
are
what's
using
to
push
the
Wi-Fi
signal
throughout
the
park
and
we
can
see
the
status
of
these
and
we
can
see
them
on
the
list
here.
So,
as
you
can
see,
you
know
stay
time
right
now.
So
all
these
lights
are
off,
but
we
can
set
in
the
thresholds.
Here
we
can
go
and
we
can
set
a
schedule
for
when
we
want
to
light
to
come
on.
L
If
we
want
the
light
to
dim
at
a
certain
time,
if
we
want
it
to
go
off,
and
so,
for
example,
like
the
tennis
courts
right
now,
they
come
on
half
an
hour
before
sunset.
They
are
enabled
they
stay
at
a
twenty
percent.
Somebody
pushes
the
button
in
that
area
that
light
goes
on
to
a
hundred
percent.
After
an
hour,
it
drops
down
to
twenty
percent
at
10:00
p.m.
though
that
button
is
disabled.
So
you
can
push
that
button
as
many
times
as
you
want.
The
lights
won't
come
on.
I
So
in
closing,
we'll
go
back
to
where
we
began,
which
was
with
people
so
two
pieces
to
emphasize
one
everything
that
we're
doing
here
in
seven
trees.
Everything
that
we're
doing
in
San
Jose
is
really
about
the
idea
of
how
can
we
deliver
benefit
for
people?
So
you
see
it
in
real
time
already
happening
in
seven
trees
and.
I
And
in
the
next
few
months
and
years,
you'll
see
more
and
more
of
this,
so
we
are
in
the
process
in
our
parks
of
having
IOT
enabled
irrigation
systems
that
will
not
only
be
able
to
be
remotely
controlled,
but
will
look
up.
The
weather
themselves
will
know
the
play
ball
field
schedule
and
will
make
sure
that
the
soccer
fields
are
dry
when
the
kids
are
on,
it
make
sure
it's
wet
when
it
needs
to
be
wet,
but
not
when
it's
going
to
rain
and
understand
those
things
automatically
and
be
doing
the
irrigation
automatically.
I
We'll
have
lighting
controller
nodes
that
are
I'm
not
only
more
efficient
and
effective,
but
respond
to
people
and
their
activities
and
make
it
safer
for
them
to
be
in
the
park
we'll
be
able
to
use
Wi-Fi
to
enable
people
to
experience
the
park.
The
way
they
expect
to
experience
the
park
will
make
it
safer
with
to
the
deployment
of
sensors
for
the
homeless,
families
who
are
in
the
parking
lot
and
be
able
to
enable
them
with
both
Wi-Fi
and
ways
of
keeping
them
more
secure.
I
And
the
reality
is
that
nobody
in
those
parts
may
actually
even
notice
or
know
or
care
that
any
of
this
is
IOT
or
technology.
It's
it's
not
about
the
technology.
It's
about
the
people.
The
other
way
that
it's
about
the
people
is
it
for
us
and
in
the
city,
the
single
most
limiting
factor
on
how
much
of
this
we
can
do
and
how
we
scale
is
our
ability
to
collaborate
with
those
technology.
I
E
D
Really,
wonderful
demonstration
really
appreciate
all
the
work.
That's
gotten
us
to
this
point,
and
and
I
don't
want
to
minimize
the
importance
of
this
work,
because
it's
really
important,
but
I
wanted
to
go
back
up
to
30,000
foot
level
as
I
understand
it
is
most
of
our
project.
So
far
has
been
in
the
two
spaces,
where
we've
had
the
the
partnerships
with
the
telecoms
and
as
a
result
of
the
agreements,
and
it's
great
to
see
this
progress,
because
I
think
this
is
exactly
where
we
want
to
go.
D
My
my
concern
is
is
starting
at
the
point
that
you
started
with
in
this
presentation.
I
think
it
was
you
Kip
may
have
been
doing
where
you
know.
We
want
to
make
sure
this
is
something
that's
aligned
with
the
city
and
city's
objectives
and
our
community
objectives,
and
not
the
vendor
and
I,
don't
feel
yet,
as
though
we've
prioritized
what
the
use
cases
are
that
we
really
want
in
the
city
and
the
concern
I
have.
Is
that
I
feel
like
whether
it's
privacy
advocates
will
be
coming
forward
saying,
but
wait
what
about?
D
D
D
I
The
answer
is
yes,
we
need
that's
a
fair
challenge
and
we
need
to
come
out
with
that.
I
would
say
now
where
we're
heading
toward.
In
addition,
those
big
buckets
that
we
talked
about
you
know
we
know
things
like
connectivity
is
core.
We
understand
street
lighting
is
gonna,
be
one
of
those
things.
That's
gonna
come
out
with
measure.
T
irrigation
is
in
the
works
and
then
building
an
energy
management
or
once
and
fleet
management
or
ones
that
and
traffic
are
ones
that
we
have
all
identified.
I
But,
as
you
said,
we
sort
of
we
haven't,
put
it
all
together
and
said
this
is
it.
This
is
what
our
bed
is
and
why
so
I
think
I
think
that's
a
good
next
challenge
to
the
strategy
and
I'm
gonna
put
the
man
who's
put
most
of
the
work
into
this
making
this
real
on
the
spot,
in
terms
of
when
we
might
come
back
with
a
more
refined
set
of
use,
cases
to
kind
of
debate
and
decide
on
at
the
council
level.
F
F
In
all
fairness,
we
don't
even
know
what
to
ask
for
in
RFP
if
I
were
to
go
out
and
say,
I
want
to
procure
this
kind
of
an
IOT
device,
whether
that
falls
into
the
standards
that
I
want
to
have
or
not
now
marrying
those
technology
standards
with
the
use
case
is
the
next
step
that
we
are
looking
at.
I
shared
a
table
where
we
look
at
connectivity
options
and
some
primary
use
cases
that
we
can
think
about.
But
your
point
is
absolutely
valid.
F
F
D
If
we
don't
really
have
an
intent
to
go
into
that
use
case,
that's
going
to
implicate
those
concerns,
you
know
what
I
mean
so
I
remember.
This
came
up,
I!
Think
with
and
council
more
cameras
came
up
with
some
issue
around
license
plate
readers-
and
you
know
it
just
seems
like
there's
a
way
where
we
can
really
get
into
challenges
with
the
community.
Well,
we
don't
need
to
fight
those
battles.
D
D
What
the
RFP
or
challenge
process
might
be,
so
that
we
can
move
beyond
just
the
telecoms
to
say,
hey
world,
and
we
know
there's
a
lot
of
innovative
companies
around
here
and
obviously
it's
great
that
we've
got
a
great
partnership
with
with
one
of
them
right
now,
among
others,
but
but
those
many
can
can
say.
Okay,
either
we've
got
something
that
addresses
what
the
city
prioritizes,
where
we
don't
and
gives
us
an
easy
way
to
say
no,
if
it's
not
in
our
our
matrix
and
it
enables
them
to
have
a
pathway
to
yes.
G
Thank
you.
So,
as
we
were
going
through,
this
slides
I
think
it's
slide.
I
think
it
was
slide.
30
the
common
characteristics
of
the
smart
city,
IOT
platform
I,
was
keying
in
on
some
things.
You
didn't
say
that
we're
in
the
bullets
need
to
factor
in
integration,
cost
that
can
be
50
to
60
percent
of
the
total
solution.
Costs
evolved,
the
talent
pool
to
sustain
operations
and
iti
think
Kip.
G
You
alluded
to
that
and
then
Dolan
talking
about
connectivity
being
new
infrastructure
and
knowing
that
we
as
a
country
and
even
as
a
city,
have
infrastructure
maintenance
challenges,
and
so
I
just
want
to
kind
of
piggyback
on
what
the
mayor
was
talking
about
with
use
cases
and
what
I
didn't
hear
today,
and
maybe
we're
just
not
there.
Yet,
since
we
don't
know
what
the
use
cases
are.
But
what
is
our
framework
for
developing
a
cost-benefit
analysis
of
implementing
these
things?
I
mean
it's
great
to
have
the
free
trials
and
everything
like
that.
G
But
if
they're,
if
we're
gonna,
save
ten
to
fifteen
percent
over
and
above
LEDs
by
installing
these
I
hope
we're
not
just
taking
into
account
that
the
cost
of
the
device
itself,
but
also
all
of
the
infrastructure
that
we
need
to
connect
with
it
and
to
monitor
it
and
all
of
the
hardware
to
store
the
data
and
all
of
that
so
I
just
I
wanted
to
bring
that
up.
Because
I
didn't
hear
that
and
you
had
that
you
had
the
one
bullet
but
didn't
talk
about
it,
which
was
totally
fine.
B
Yeah
and
I
think
one
thing
I'd
like
to
do
take
a
step
back
as
I
understand.
There
really
is
zero
funding
right
now
in
the
city
for
IOT
right
I
mean
the
department's
are
where
the
department's
explore
opportunistic
ways
to
use
devices
to
to
help
their
deliver
their
services.
There
isn't
any
here's
the
IOT
fund
to
make
this
happen
right,
so
I
think
part.
B
G
B
So
there
does
need
to
be
so
there
a
business
case
needs
to
be
created.
That
would
factor
in
you
know.
Capex
affects
both
costs
and
savings
and
factor
that
into
the
overarching
business
case
for
the
for
the
service,
as
well
as
the
common
platform.
So
I
think
the
answer
is
yes,
absolutely
that
needs
to
be
done,
and
that
was
going
back
to
that
that
slide
there
of
yes,
that
is
the
actual
we're
learning
about
what
we
need
to
include
or
not
include,
I
would
say.
B
G
B
G
B
So
so
there
is
the
costs,
so
in
the
let's
take
the
ubiquitous
an
example
there's
the
cost
of
the
device,
there's
the
cost
to
install
the
device,
unless
we
do
it
at
the
same
time
as
the
LED
there's
the
cost
of
the
fourth
utility.
The
kind
of
connectivity
which
is
and
I
mean
to
measure
was
wrong.
It's
about
five
to
eight
dollars
per
year.
Right
then,
then
there
is
the
actual
ongoing
maintenance
and
operations,
both
cost
and
savings
that
we
need
to
contribute.
B
A
D
I
just
want
to
first
I
want
to
thank
you
and
his
team
for
partnering
with
us.
I
want
to
thank
the
various
partners
who
have
been
helping
us
so
long
here
rise
in
eighteen
team,
particularly
I
know
it's
been
giving
their
time
as
I
understand
it,
which
is
wonderful
and
very
generous
and
I'm
wondering
if
there's
I,
don't
know
how
it's
time
they've
left
to
give,
but
if
they
could
also
help
us
with
this
use
case.
F
Have
worked
with
them
and
they
have
called
out
use
case.
Privatization
is
one
of
the
things
that
we
have
to
look
at,
because
that
goes
hand-in-hand
with
the
way
we
are
thinking
about
technology
and
reference
architecture.
So
with
Eris,
we
should
be
able
to
work
closely
as
we
think
about
the
pros
and
cons
of
the
use
case,
not
just
because
of
what
it
is,
but
also
because
how
it
plays
with
the
technology
and
the
architecture,
components.
Okay,.
D
That's
great
I
appreciate
that
and
shavon
John
I
really
appreciated
that
the
demonstration
it
would
be
really
helpful.
For
me,
at
least
it's
you
can
come
back
in
the
next
quarters
to
see
both
prioritization
and
then
for
the
high
priority
items.
We'd
have
some
timeline
for
implementation,
about
how
we're
going
to
engage
with
all
those
companies
that
want
to
engage
with
us
in
those
particularly
use
cases
or
whatever
it
might
be
RFP
or
whatever
kind
of
process
that
we
think
is
appropriate.
D
I
think
it
would
be
great
just
to
see
how
we
can
broaden
the
you
know
the
impact
of
IOT.
We
we
know
there's
a
lot
out
there
and
it
feels
as
though,
at
least
for
my
hearing
externally
as
people
or
having
a
hard
time
figure
out
how
to
engage
best
with
us,
and
so
it
would
just
be
helpful
if
we
can
sort
of
articulate
that
very
publicly
your
the
lanes,
you
need
to
swim
in.
If
you
want
to
engage
with
us,
I
just
occasionally
get
that
feedback
of
folks
are
saying
yeah.
D
We
have
all
these
great
ideas,
but
we
don't
know
when
or
whether
the
kinda
that
the
city
is
gonna
really
be
ready
and
I'm
happy
to
say.
No,
if
it's
not
on
that
list
and
say
hey,
you
know,
try
another
city
or
come
back
to
us
in
six
months,
but
it
would
be
really
great
just
to
see
both
the
priorities
and
the
timeline.
So
thank
you
very
much.
E
Yeah
and
I
definitely
understand
your
concern,
mirror
with
you
know,
trying
to
identify
a
use
case
and,
as
you
can
probably
tell
I'm
just
so
in
love
with
the
technology
that
I'm
not
necessary,
focusing
on
the
use
case.
But
one
of
the
things
that
I
don't
want
us
to
do
is
to
eliminate
the
possibilities
there.
There
are
use
cases
that
we
haven't
even
conceived
of
that
will
add
value
to
our
city
into
our
residents
and
I.
F
Absolutely
right,
I
will
be
honest.
I'll
tell
you
that
I
didn't
think
about
car
theft
and
the
use
case
around
copper
theft
until
John
said.
Oh
I
can
do
this
with
the
controller.
So,
yes,
there
are
things
that
we
know
about
and
they're
things
that
we
just
anticipate
or
look
at
and
see
that
it
really
works.
So
thank
you
for
pointing
that
out.
If.
D
D
I
just
know
that
we're
not
able
to
clearly
say
yes
right
now,
because
we're
not
able
to
say
no
and
and
I
know
it's
a
problem
for
my
external
conversations
and
and
from
our
teams
and
so
I
think
we
just
have
to
clearly
communicate
to
people
what
we're
open
for
right
now
and
so
I
really
appreciate
the
point.
There's
no
question
technology's
gonna
change
and
open
our
eyes
to
other
possibilities,
but
I
think
it's
important
for
us
to
be
able
to
have
to
be
clear.
A
F
Just
signed
our
partnership
with
and
with
AT&T,
and
you
bicker
and
it's
the
self
installs
that
we
are,
we
have
done
because
we
were
already
getting
into
seven
trees
to
put
the
LEDs
on.
So
this
project
will
start
it's
right
down
in
the
planning
phase
to
the
end
of
the
year.
We
expect
all
of
these
spots
to
be
fully
converted
and
be
open
for
business
with
community
Wi-Fi.
A
Okay
and
every
year
yes
and
clarify
there
were
the
use
cases
of
the
city
can
control
the
lighting
for
National
Night
Out.
We
can
extend
the
lighting
if
people
are
in
the
park
later,
but
then
there
was
also
the
button.
So
so,
like
somebody
who
wants
to
hang
out
at
the
park
later
can
throw
a
ball
around,
can
keep
it
up
like
how
would
that
work.
L
A
I
Was
mentioned
a
lot
of
this?
We're
we're
not
going
to
be
deploying
that
until
we've
got
real
clarity
on
the
privacy
policy
and
we've
got
a
real
clear
through
line
on
on
the
protecting
individuals,
privacy
and
making
sure
we
understand
how
we're
managing
the
data
and
who
owns
the
data,
but
essentially
some
of
those
crowd.
I
Tracking
things
can
be
very
useful
in
festivals
for
flow.
They
can
also
be
useful
in
emergency
management
situations
and
understanding
where
where
people
are
fleeing
or
where
things
are
going
on,
but
we
want
to
make
sure
that
we've
got
the
security
and
the
privacy
on
our
side
in
place
and
we're
comfortable
with
the
security
and
privacy
controls
that
are
in
place
on
the
vendor
side.
Before
we
get
deeper
into
some
of
those
use
cases,
it's
good.
A
K
Thank
you.
So,
as
I
said,
we
have
a
suite
of
sensors
that
automatically
connect
to
that
with
the
centralized
data
aggregation
around
it.
So
we
make
it
easy
if
you
wanted
to
do
a
water
leak
detection,
if
you'd
like
to
do
soil
moisture
for
a
park
if
you'd
like
to
do
air
quality,
and
we
work
with
several
of
the
leading
industrial
sensor
manufacturers
to
make
sure
that
that
product,
our
UV
cell,
actually
as
a
secure
communication
and
aggregation
of
the
data.
Okay,
I.
J
K
K
You
know
that
could
leverage
that
beacon
technology
and
I
just
want
to
say
when
we
originally
went
to
do
the
installation,
the
working
with
AT&T
in
the
city
for
seven
trees
and
the
tennis
courts,
it
came
up,
as
you
know,
can
we
do
this
sure,
so
we
ended
up
putting
together
in
a
relatively
short
period
of
time,
data-driven
button
that
allows
that
control,
but
that
control
control
could
easily
easily
be
integrated
into
a
my
San
Jose.
So
they
could
go
to
a
tennis
court
schedule
turn
on.
It
doesn't
necessarily
have
to
be.
I
We're
not
taking
that
approach
at
this
point.
There
are
number
of
cities
and
conglomerates
of
cities
they're
looking
at
open
source
code
and
github
is
a
standard
repository
for
any
coder,
open
source
or
otherwise
is
a
way
of
making
that
code
available
for
the
the
community
or
internally
or
externally,
and
that's
part
of
the
platform
discussion
that
Kay
chef
was
looking
at.
We
be
collaborating
with
other
cities.
What
kinds
of
platforms
do
we
need
and
now
we're
crossing
over
between
IOT
and
data,
and
they
do
intersect
very
deeply.
I
At
this
point,
part
of
what
we
went
out
of
the
reference
architecture
is
is
to
make
some
of
those
decisions,
not
necessarily
on
platform
a
or
platform
B.
But
what
are
the
characteristics
that
we
need
both
in
terms
of
connectivity
in
terms
of
sensor
capabilities
in
terms
of
how
it
integrates
with
data
and
and
and
its
openness
as
we
either
do
RFPs
or
enter
into
agreements
with
other
either
vendors
or
consortiums
they're
out
there,
but
we're
in
communication
with
a
number
of
other
cities
that
are
experimenting
with
this?
I
I
A
And
then
I
guess
last
question
I
saw
that
this
is
a
24
month
pilot.
So
after
24
months
the
Wi-Fi
goes
down
the
lights,
don't
sense
anymore
or
whatever
and
I
guess
it's
more
question
for
my
colleagues
just
we're
entering
into
a
pilot
with
with
you
bit,
quia
and
and
and
ATT.
We
may
you
know,
find
out.
We
really
enjoy
this
and
we've
developed
a
relationship
and
they've
served
a
number
of
use
cases
for
us
and
my
understanding
is
if
we
wanted
to
say
well,
let's
keep
this.
A
We
have
to
go
to
an
RFP,
a
procurement
process,
that's
kind
of
open,
so
I,
don't
know
how
how
that
works
are
just
something
to
consider
for
the
council.
Is
there
some
sort
of
efficiency
where
what
we
say
that
we've
identified
that
we
like
them?
We
just
go
with
them
or,
conversely,
is
that
the
point
that
we
have
this
process
so
that
once
we've
learned
more
about
lights
and
nodes,
we
open
up
to
the
universe
and
ask
better
questions
of
all
the
possible
applicants.
A
E
If
you
look
back
at
the
whole
purpose
of
the
demonstration
project,
it
was
for
the
city
to
get
information
about
what
it
might
want
and
wanted,
and
it
was
for
the
purpose
of
testing
out
items
so
that
it
could
narrow
what
it
wanted
and
because
the
city
needs
to
be
transparent
and
the
city
needs
to
also
be
accountable.
It
needs
to
go
through
a
competitive
process.
E
That's
been
sort
of
the
issue
with
the
pilot
project.
Is
that
it
actually,
it
doesn't,
doesn't
match
our
competitive
process,
which
is
why
it
doesn't
work
to
work
with
them
solely
because
there
are
other
people
out
there.
Who
may
be
able
to
do
this
a
better
job
or
a
more
efficient
job,
and
that's
why
there
is
a
competitive
process
and
necessary
element
in
all
of
that?
All.
A
Right,
no,
that's!
That's
good
I,
just
put
it
out
there
because
from
from
a
user
community
standpoint,
it
seems
like
an
issue,
but
before
Casimir
Davis
leaves
can
I
get
a
motion
to
accept
all
reports
today
before
we
close
up
all
favor
all
right,
perfect,
we've
done
what
we
need
to
do
today.
Any
final
comments:
is
there
an
open
forum?
I
have
no
cards
anything
anybody,
no
once
twice
all
right.
We
are
adjourned.
Thank
you.