►
Description
City of San José, California
Smart Cities & Service Improvements Committee of November 4, 2021
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be conducted via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda https://sanjose.legistar.com/View.ashx?M=A&ID=897414&GUID=621BAB3C-5D83-430B-AA54-215F96FD4491
A
A
A
A
A
B
C
B
B
D
Yes,
chair.
Thank
you
good
afternoon,
chairperson
mayhem,
mayor
ricardo,
vice
mayor
jones,
committee,
members
and
members
of
the
public.
I'm
rob
lloyd,
chief
information
officer
for
the
city
of
san
jose.
Today,
city
staffs
will
present
on
three
items
related
to
major
program
areas
in
the
city
that
have
key
service
improvement
initiatives
affecting
the
community.
D
First
under
agenda
item
d1.
We
have
a
status
report
on
the
rollout
of
firstnet
to
all
of
our
emergency
responders
in
the
city
here.
We're
applying
lessons
from
past
disasters
so
that
firstnet
can
enable
the
city
be
more
to
be
more
responsive
and
situationally,
aware
in
emergencies
a
team
led
by
ashish
lakiami
it
products,
projects,
manager,
daniel
tucker,
alert
and
warning
coordinator
and
abby
shull
assistant
to
the
city
manager
and
broadband
manager
will
present.
For
us.
D
D
In
the
success
of
the
efforts
for
this,
we
have
chris
burton
ebce
director
and
alex
powell
chief
of
staff
for
pbce
as
presenters
and
last
we'll
have
d3,
which
is
a
status
update
on
the
growing
use
of
technology
and
data
in
meeting
the
needs
of
the
city's,
affordable
housing
initiatives,
and
for
that
we
have
rachel
van
der
veen,
a
deputy
director
for
housing
and
dhruv
hamadi.
It
products
project
manager
to
present
on
behalf
of
those
teams,
and
so
with
that
first
up
is
the
firstnet
program
update
we're
happy
to
report
a
significant
progress.
B
E
All
right,
thank
you
and
thank
you
rob
good
afternoon,
honorable
mayor
chairperson
mayhem,
committee
members
and
members
of
the
public,
I'm
abby
schull
assistant
to
the
city
manager
and
broadband
manager
in
the
city
manager's
office
of
civic
innovation.
I'm
happy
to
be
here
today
to
share
an
update
on
the
firstnet
program.
E
First,
a
quick
primer
on
firstnet
firstnet
emerged
from
lessons
learned
from
911,
which
revealed
fundamental
problems
with
public
safety.
Communications
systems,
land
and
mobile
phone
lines
were
overwhelmed
with
congestion
and
first
responders,
and
other
support
teams
resorted
to
hand
couriers
to
communicate
to
address
the
problem.
Congress
mandated
the
creation
of
firstnet
in
2012
to
implement
a
nationwide
interoperable
public
safety
broadband
network.
E
The
firstnet
network
is
now
over
95
built
out
nationwide
and
is
dedicated
exclusively
to
first
responders
and
public
safety.
The
network
is
physically
separate,
redundant,
highly
secure
and
restored
first
in
any
disaster
next
slide.
Please
firstnet
has
two
categories
of
users:
primary
users
and
extended
primary
users.
The
city's
primary
users
are
first
responders.
E
E
E
Overall,
firstnet
devices
fall
into
two
categories:
one
is
phones,
tablets
and
hotspots,
and
the
second
is
vehicle.
Modems,
3500
phones,
tablets
and
hotspots
have
been
deployed.
City-Wide
and
468
vehicle
modems
have
been
installed.
The
remaining
174
vehicle
modems
are
on
track
to
be
completed
by
may
2022
I'll
now
hand
it
off
to
ishishlakyani.
F
Thank
you
avi
good
afternoon,
honorable
mayor
chairperson
members
of
the
committee
and
members
of
the
public,
I
am
ashish
lakhiani
products
projects
manager
in
the
information
technology
department,
city
departments
are
using
firstnet
devices
to
provide
public
safety
and
deliver
services
every
day
and
for
response
during
public
events
and
incidents
during
cinco
de
mayo.
When
network
bandwidth
was
strained
by
crowds,
sending
pictures
and
text
messages
live
streaming.
The
police
department
used
firstnet's
priority
access
feature
called
uplift
to
prep
to
preempt
any
commercial
network
traffic
on
the
network.
F
This
ensured
police
staff
were
able
to
connect
and
stay
connected
to
the
public
safety
network,
while
commercial
networks
were
congested.
The
police
department
also
called
in
a
portable
satellite
cell
on
light
truck
called
satcolt
for
cinco
de
mayo
to
ensure
network
capacity
was
available
for
critical
police
communications.
During
the
event,
the
police
department
regularly
uses
uplift
and,
when
necessary,
portable
cell
deployables
to
keep
their
public
safety
operations
running
during
the
period
during
periods
of
high
network
congestion.
F
The
picture
here
of
the
three
creeks
pedestrian
bridge
is
an
example
of
the
data
that
is
captured
at
the
top
of
each
field
photo
using
applications
like
this
to
support
everyday
operations
helps
prepare
teams
for
a
disaster.
It
builds
muscle
memory,
so
staff
are
familiar
with
mobile
devices
and
tools
to
use
when
an
emergency
strikes.
F
After
nearly
a
year
without
rain,
public
works
staff
were
closely
monitoring
water
levels
during
the
storm.
A
few
weeks
ago,
on
october,
24th
field
teams
kept
a
close
eye
on
the
rising
waters
throughout
the
night
and
used
their
firstnet
phones
to
send
photos
and
data
to
the
flood
monitoring
team.
The
photos
here
are
examples
of
the
field
teams,
water
level,
monitoring
at
ross
creek
on
the
left
and
on
the
right
is
williams
bridge.
F
F
F
A
A
F
Thank
you,
daniel
the
firstnet
deployment
is
the
work
of
dozens
of
people
in
the
city.
Keeping
the
community
safe
is
a
team
effort.
This
is
the
work
of
every
department
and
office
in
the
city,
and
many
people
on
the
vendor
side
that
have
come
together
to
identify
device
requirements,
distribute
devices,
support
users
and
maintain
operations
shown
on
the
screen
are
some
of
the
many
internal
and
external
collaborators
who
we
are
grateful
for.
B
Great
great
thanks,
rob
yeah
and
we'll
go
to
public
comment
in
a
moment.
I
just
want
to
thank
abby
and
daniel
for
your
presentation
that
everyone
has
done
a
lot
of
work
to
help
deploy
this
network
great
great,
to
see
all
the
progress.
Why
are
we
going
to
public
comment?
First,
I
see
one
hand
up
with
the
timer
up
and
just
a
reminder
that
this
is
a
a
status
report
on
the
first
net
deployment.
G
I
just
want
to
thank
the
city
for
focusing
on
something:
that's
disaster
related
flood
related.
I
want
to
thank
them
for
for
putting
this
together,
because
it
seems
as
if
many
things
are
not
focused
on
that
are
disaster
related.
It
seems
to
be
more
social
related,
and
this
city
needs
people
that
are
on
the
ball
with
something
like
this.
I
really
appreciate
the
report,
and
this
is
what
the
city
council
has
to
work
on
versus
pronoun
usage.
G
Okay
and
we
are
in
a
flood
zone,
and
this
entire
area
has
been
flooded
since
the
time
of
the
alone.
If
you
read
about
the
ohlone
people,
they
had
to
move
every
now
and
again
and
didn't
settle
in
certain
places
because
of
flooding,
and
they
were
able
to
teach
the
people
who
actually
colonized
them.
What
where
to
build
and
where
not
to
build
a
lot
of
times,
they
wouldn't
believe
them
and
sure
enough.
They
got
flooded
out.
G
G
H
Thank
you,
mr.
I
just
wanted
to
thank
everybody
for
their
hard
work
and
this
successful
rollout
and
and
and
doing
it
so
nimbly.
I
I
had
a
question
though,
about
I
know
it's
been
a
long-standing
concern,
which
is
issues
about
power
and
reliability
of
service,
particularly
as
disaster
wears
on
into
the
second
third
and
fourth
day.
D
And
mr
mayor
abby
shaw
will
be
able
to
answer
that
question
in
detail.
As
our
coordinator
with
at
t,
we
have
addressed
the
issue
with
them
in
terms
of
how
long
that
service
level
is
what
alternatives
and
how
much
reserves
they
have
to
be
able
to
make
sure
that
they
can
get
fuel
to
those
sites.
We
haven't
necessarily
had
the
discussion,
at
least
I'm
not
aware
of
it,
where
we
talk
about
alternative
power,
but
abby
anything
that
you
would
add
on
that
one
and
we
can
take
it
as
a
follow-up
mayor.
H
E
D
Mayor,
I
think,
might
feel
that
in
so
they've
referenced
on
some
number
of
days,
we'll
check
on
the
specific
service
level
they
have
allocated
there,
but
we're
due
for
a
meeting
with
the
at
t,
liaisons,
and
so
we'll
definitely
have
this
agenda
and
follow
up
with
your
staff.
But
they
have
mentioned
a
series
of
days
and
firstnet
does
have
a
service
level
requirement
in
terms
of
that
resilience.
So
we
do
know
it's
there,
we'll
get
to
the
specific
information.
Great.
Thank
you.
B
C
Thank
you
cheer
and,
first
of
all,
thank
you
for
the
presentation,
and
this
is
a
my
question-
is
actually
a
question.
That's
come
up
in
previous
presentations
on
this
topic,
but
I
think
it
never
hurts
to
have
more
clarity
and
understanding,
and
that
is
the
use
of
the
firstnet
devices
along
with
the
radios.
D
D
What
firstnet
also
does
is,
give
you
the
data
applications
and
that
capability
on
top
of
that
and
then
also
connects
those
folks
with
the
extended
primary
support
teams
from
public
works
to
to
other
teams,
around
parks
and
rec
and
others
that
responded
emergency
to
house
folks
put
up
the
response
sites
and
staging
areas,
but
I
think
andy
should
have
unmuted
by
now.
So
hopefully
I
bought
him
enough
time.
I
Yeah,
just
because
I'm
historically
bad
at
unmuting,
I
am
having
some
technical
difficulties
purging
the
video
with
this.
So
I
apologize
so
yes,
the
the
radio
system
and
the
firstnet
are
sold
and
separate
systems.
The
the
radio
system,
as
you
know,
involves
31
sites
throughout
the
county.
We
use
a
public
safety
grade,
radio
both
for
police
and
fire,
and
I
I
don't
want
to
go
back
on
the
mayor's
question,
but
it
is.
I
We
have
battery
backup,
we
have
generator
backup,
there's
no
provision
for
at
t
slash
firstnet
to
100
harden
their
sites,
so
we
are
kind
of
at
that
at
that
mercy.
So
we
we
use
the
two
as
rob
said
complementary.
I
don't
know
that
that's
really
the
best
way
to
put
it
other
than
we
are
not
going
to
run
into
a
burning,
building
or
chase
down
a
bad
guy
with
a
cell
phone
in
place
of
a
radio
it.
Just
it's
not
public
safety
grade.
It's
not
going
to
get
us.
I
I
Much
more
hardened
and
much
more
reliable
than
that,
a
phone
and
again
a
phone
is
not
going
to
withstand
the
temperatures
in
a
burning
building
and
a
foot
pursuit
bouncing
down
the
road
behind
a
police
officer.
That's
chasing
a
bad
guy,
so
there's
difference
in
hardware
difference
in
support
systems
and
they
are
two
completely
separate.
C
D
C
D
It
is
that
voice
connectivity
that
all
of
the
public
safety
folks
really
trust,
because
it
has
been
around
so
long
and,
as
you
can
hear
from
andy,
has
that
credibility
with
them.
The
firstnet
network,
where
one
of
the
first
cities
deployed
at
scale,
what
it
does
differently,
is,
for
example,
pushing
out
the
application
that
monitors
those
water
levels
where
earthquake
areas
are.
If
we
activate
a
new
staging
area,
they
can
see
it
on
their
device.
D
There's
push
to
talk,
there's
also
other
applications
that
we
can
put
out
there
to
either
give
information
for
situational
awareness
plans,
contacts
as
well
as
gather
information
from
the
field,
so
that
that
stacking
of
capabilities
gives
us
some
level
of
redundancy
but
also
puts
applications,
data
and
information
flow
into
the
disaster
response
equation.
So
I
think
we'll
learn
a
lot.
D
What
are
the
commitments
that
are
there,
and
we
obviously
need
to
do
a
better
job
of
of
taking
the
att
commitments
and
the
first
net
commitments
from
the
federal
government
that
are
required
from
firstnet
and
making
sure
the
entire
organization
knows
what
those
are
and
last
thing
I'll
say,
is
also
building
out
some
areas,
because
we
do
know,
there's
some
coverage
gaps
and
that
att
build
out.
Plans
is
addressing
those,
but
it's
going
to
take
some
more
time
as
we
plan
permit
and
build
those
sites
to
add
that
coverage.
B
Thanks
vice
mayor
and
I'll
just
add
similar
questions
around
the
resiliency
durability
of
the
I
guess,
both
the
network
and
the
devices
we
can
they're
related,
but
maybe
separate
those
out
a
little
bit
on
on
the
device
front.
I'm
curious
if
we've
done
any
field
tests
putting
I
don't
know
if
it's
an
otterbox
or
whatever
you
want
to
put
on
the
phone.
If
we,
if
we
sort
of
tested
the
durability
of
those
out
in
the
field.
D
Oh,
we
have
so
the
otterboxes
and
there's
a
pelican
case
or
the
two
standards
on
those
devices
and
they're
holding
up
generally
speaking.
Well,
I
think
andy
would
would
be
the
first
note
is
they
they
are
not
built
to
the
same
spec
as
the
radios
that
are
on
on
the
belts
of
officers
and
in
the
apparatus
of
firefighters,
because
those
things
do
get
beat
up
a
lot,
but
they
are
commercial
and
and
our
strategy
there
is
to
have
more
of
them
and
replace
them
quickly,
but
they
also
move
with
technology
faster.
B
Yeah,
no,
that's
great,
thank
you
and
then
just
on
the
network
resiliency
I
mean
I
think
the
mayor
asked
the
right
questions.
I
just
asked
abby.
If
there's
a
way,
I
think
we'd
probably
all
be
interested
in
the
answers
to
those
questions
I
did
not
realize
they
were
separate
towers,
is
what
you
said.
So
that's
that's
interesting
and
really
interested
in
kind
of
what
the
what
the
storage
or
other
kind
of
backup
solutions
are.
So
I.
A
B
B
B
D
Thank
you
chair,
so
for
this
presentation
on
the
status
report,
the
team
will
be
reviewing
the
advancements
made
to
help
drive
our
development
services
processes
to
digital
during
the
pandemic,
as
well
as
to
share
the
horizon
of
work
for
your
input,
as
I
think
you
know,
alex
powell
who
will
be
kicking
us
off
and
leading
the
presentation
with.
I
think
chris
is
going
to
do
the
intro
comments.
J
J
We
have
chief
williams
and
chief
belton
from
fire,
as
well
as
matt
lesch
from
public
works
which
make
up
the
the
core
of
our
development
services
partners
and
then
obviously
we're
joined
by
our
partners
in
I.t,
which
include
rob
as
well
as
jerry,
dryzen
and
armory
brand
and
then
rosalind
from
the
cmo
who
keeps
an
eye
on
us
all
as
well.
So
so,
let's
dive
into
the
presentation
alex.
So
you
want
to
hop
to
the
next
slide.
J
So
just
a
little
background
just
to
get
us
going.
So
obviously
the
development
services
transformation
project
is
is
part
of
the
bigger
process.
Improvements,
work
that
started
back
in
2016
as
part
of
the
management
partners
report.
It
started
out
as
our
integrated
permitting
system
upgrade
back
at
that
time,
and
it
really
continues
to
be
a
cornerstone
for
that
work
and
that's
been
especially
important
over
the
last
18
months
through
the
pandemic,
as
this
works
really
sort
of
brought
many
of
the
priorities
for
for
our
improvements
into
focus.
J
You
know
we
really
see
this
effort
as
a
total
transformation
across
people
process
and
technology,
and
we
really
take
that
approach
as
a
team
of
looking
at
it.
Next
slide,
please
alex
so,
although
it
started
back
in
2016
beginning
in
december
of
2018,
we
really
undertook
a
new
approach
with
the
process
by
instilling
an
okr
basis
for
our
work,
so
objectives
and
measured
by
key
results.
J
So
obviously
simple,
self-service,
digital
experience
so
how
the
customers
are
coming
into
our
process
and
then
a
clear,
consistent
and
effective
process
which
I
know
is,
is
absolutely
a
priority
for
us
all.
And
then
the
last
two
really
focus
on
improving
the
experience
for
our
internal
team
for
our
employees
and
that's
really
focused
on
building
a
strong,
collaborating
team
and
then
creating
great
internal
tools
that
enable
that
teamwork
and
and
make
us
more
efficient.
J
So
we're
really
using
these
objectives
to
to
guide
our
work
as
we
move
forward.
We're
going
to
revisit
these
a
little
later
in
the
presentation,
as
we
think
about
how
we
move
forward
and
where
we're
really
trying
to
make
an
impact
with
this
work.
But
if
you
go
to
the
next
slide,
alex
just
to
kind
of
give
you
a
a
glimpse
of
how
we're
using
that.
This
is
just
an
example.
J
Don't
dwell
too
much
on
what's
on
here,
but
this
is
a
template
of
what
our
exact
team
debates
and
decides
on
each
quarter
to
really
center
the
team's
work.
So
we
can
focus
on
execution.
So
just
to
give
you
that
insight,
our
transformation
team
is
meeting
daily
for
a
stand-up.
They
do
bi-weekly
sprint
and
planning
retrospectives,
and
then
the
exact
team
meets
monthly
to
track
where
we're
at
with
those
key
results
and
then,
as
I
said,
on
a
quarterly
basis,
we're
assessing
priorities
within
that.
J
So
the
last
time
this
topic
was
presented
to
smart
cities.
You
know
there
have
actually
been
four
more
sets
of
key
results,
so
we've
moved
on
quite
a
way,
so
instead
of
diving
through
each
one
of
those
we're
going
to
pull
back,
to
focus
on
the
bigger
picture
and
some
of
those
bigger
picture
projects
that
are
key
to
the
the
work
that
we're
doing
and
so
to
do
that.
K
So,
as
chris
mentioned,
as
opposed
to
trying
to
go
through
five
sets
of
objectives
and
key
results,
we're
going
to
do
a
higher
level
sort
of
review
of
our
process,
what
it
historic,
the
historical
operations
have
been,
what
our
current
operations
are
given
in
sort
of
a
hybrid
between
where
we've
been
and
where
we're
hoping
to
go
in
the
desired
future.
So
we'll
revisit
this
slide
in
a
few
slides
actually
a
few
times
in
this
presentation
to
go
through
the
three
main
phases
of
the
development
services
process.
K
K
After
a
successful
intake
process,
the
plans
be
routed
up
to
the
plan
review
team.
Where
they'd
be
marked
up
in
paper.
Those
plans
would
be
reviewed,
it
would
be
scanned
would
be
sent
back
to
the
applicant
emails
would
go
back
and
forth
or
potentially
an
applicant
could
actually
come
by
and
pick
up
the
paper
plants
after
the
review
was
completed
successfully
and
after
all
needed
revisions.
K
Finally,
following
you
know,
construction
at
the
project
site,
our
inspectors
would
go
from
city
hall
to
pick
up
inspection
slips
paper
inspection
slips
out
into
the
field
to
handwrite
their
inspection
notes,
bring
those
back
into
city
hall,
have
them
scanned,
have
them
are
processed
and
then
scanned
and
then
uploaded
for
the
customer
to
access,
and
so
this
provides
just
a
brief
background
of
sort
of
what
our
operations
have
been
on.
The
next
slide
we'll
go
over.
What
is
our
current
operations
we'll
go
through
these
five
high-level
steps?
K
And
again
this
is
a
a
dramatic
simplification
of
our
operations.
We'll
go
through
these
five
level
steps
looking
at
them
of
what
technology
we
have
implemented
and
we'll
measure
that
against
for
right
now,
where
we
hope
to
be
in
the
future
and
you'll
see
that
in
the
top
right
hand,
corner
of
each
of
these
process
boxes
you'll
see
a
little
sort
of
pie.
Chart
circle.
Measuring
the
progress
towards
that
end
result
that
we
would
like
to
have
measured
in
yellow.
K
K
This
process
step
has
probably
been
the
most
impacted
from
prove
it,
because
it's
had
the
great
it
originally
required
the
greatest
interaction
with
in-person
interaction
with
our
customers
being
in
person
quickly
during
in
the
early
days
of
the
pandemic,
the
development
service
partners
similar
to
many
jurisdictions
throughout
the
country,
quickly
transitioned
to
email
for
maintaining
a
queue
for
their
applicants
and
for
processing
that
queue,
but
quickly
that
became
overrun.
It
was
hard
for
applicants
to
understand
where
they
were
at
in
their
process
when
they
were
going
to
receive
service
and
oftentimes.
K
So
today,
we'll
talk
a
bit
more
about
the
application
system.
Are
they
excuse
me
the
appointment
system
set
up
today,
but
today,
applicants
are
now
setting
up
appointments
online
for
a
guaranteed
spot
where
they
can
actually
meet
with
the
permit
specialist
they'll,
be
providing
their
application
materials
through
email
or
through
uploading.
Through
a
secure
file
transfer
website
city
website,
then,
applicants
will
actually
go
through
two
different
tracks,
and
this
is
a
hybrid
of
where
we're
at
today
and
where
we
hope
to
be
for
our
public
works.
K
Some
of
our
planning
and
our
fire
permits.
Applicants
will
actually
move
through
steps
two
and
three
which
uses
our
sje
plans,
plan,
review,
submission
and
review
software,
but
then
for
the
building
division
and
for
some
of
our
planning
division
they'll
actually
continue
to
what
it
was.
Our
traditional
process
submitting
their
plans
again
through
the
applicant
application,
submittal
process
and
having
them
reviewed
through
various
means,
having
email
comments
back
and
forth
and
iterating
on
that
process.
K
Next
they'll
go
into
the
review
process
where
our
staff
can
actually
make
make
markups
into
the
plans,
provide
comments
and
iterate
with
the
applicant
in
a
shared
platform,
and
we
contrast
that
to
step
number
four
which
again
isn't
integrated.
The
plans
have
to
be
triaged
manually,
meaning
emails
to
staff
members
or
putting
them
into
share
drives
and
comments
are
sent
individually
to
applicants
or
different
members
of
the
applicant
team,
a
bit
of
a
disjointed
process
and
different
from
steps.
Two
and
three
upon
the
completion
of
steps.
K
Three
and
four
you
know
the
review
has
been
completed
successfully.
They
all
move
into
the
digital
inspection
form
process.
This
inspection
is
similar
to
what
happened
before
with
inspectors
out
in
the
field,
but
we
have
now
with
the
digital
inspection.
Reforms
have
removed
the
need
for
inspectors
to
come
into
city
hall
to
pick
up
their
inspection
slips
to
fill
them
out
by
hand.
K
They
actually
now
can
actually
use
their
devices
or
tablets
in
the
field
to
actually
input
their
inspection
notes
and
they
automatically
get
uploaded
into
our
integrated,
permitting
system
for
public
posting,
where
it
took
probably
two
to
five
days
for
inspection
notices
to
get
posted
to
the
public.
This
has
now
actually
been
reduced
down
to
no
more
than
two
hours
and
has
saved
a
significant
inspector
time
from
having
to
pick
up
and
drop
off
paper
inspection
forms.
K
This
was
part
of
the
update
that
we
provided
the
smart
cities
committee
back
in
2020,
but
since
that
update
with
the
initial
building
team
using
the
digital
inspection
forms,
the
fire
inspection
team
has
started
using
this.
The
digital
inspection
forms
in
march
2020
2021
and
experienced
similar
benefits
of
time
savings
and
also
reduction
in
use
of
paper.
K
So
first
we'll
talk
about
the
permanent
center
appointments
and
again
this
is
for
applicants
to
go
online
book,
their
own
appointment
time
and
meet
with
a
permanent
specialist
to
process
their
applications.
In
march
2021,
we
launched
the
initial
phase
of
this,
and
this
was
limited
only
to
the
building
division.
This
was
limited
to
or
is
targeted
towards
four
different
service
types,
80
submittals
over
the
counter
plan
review
and
simple
projects.
K
We'll
now
move
on
to
the
next
technology
for
sje
plans,
our
electronic
plan
review
and
submittal
tool
on
this
slide
I'll
talk
about
the
operational
impacts
from
this
tool,
providing
a
brief
overview
of
what
it
does.
Then
we'll
talk
about
the
sort
of
the
day
in
the
life
of
sje
plans.
What
is
actually
happening
and
then
we'll
go
into
what
the
quantitative
both
outputs,
as
well
as
the
impact
of
this
work.
K
K
The
third
is
the
digital
plan
review
and
markup
oftentimes.
These
markups
were
happening
in
various
ways:
different
software's
being
used
and,
and
was
the
plans
were
marked
up
using
different
softwares
today,
it's
all
in
one
place
all
the
markups
from
the
different
reviewers,
whether
it
be
fire
or
drt
or
public
works
on
a
single
project
all
happen
in
one
place
for
the
applicant
to
see
in
a
single
location.
K
Similarly,
comments,
maybe
not
on
the
plans
but
generically
applied
to
all
of
the
plans,
also
are
coordinated
in
one
location
and
not
tracked
in
three
four
or
five
different
emails
and
so
trying
to
get
a
sense
of
what
does
that
mean
and
what
was
really
the
the
you
know,
the
output
of
this
work.
We
picked
a
random
day
in
october,
tuesday
october
5th,
to
really
measure
what's
really
happening
and
think
about
and
compare
this
to
what
happened
before.
So
on
an
average
day,
we
had
four.
K
On
october
5th,
we
had
four
and
four
files
that
were
actually
uploaded
into
the
software
again.
These
were
files
that
would
previously
had
been
manually
triaged
by
staff
with
staff
members
at
178
markups
on
these
plans
or
prior
plans
that
were
submitted
prior
124
comments
that
were,
you
know,
responded
to
and
then
100
1
363
emails
sent.
That
number
may
be
a
bit
high
because,
as
you
can
send
one
email
to
five
individuals
at
one
time,
the
system
sends
five
different
ones,
just
as
the
nature
of
the
way
it
works.
K
Given
environmental
review
and
the
long
process
timelines
associated
with
that
public
works
and
fire
have
actually
started
to
see
some
immediate
impact
to
the
adoption
of
the
software.
The
administrative
congress
necessary
have
likely
reduced
the
time
to
permanent
issuance
for
public
works
down
15
measured
in
days
and
for
fire
prevention
down
29.
K
So
now
we'll
move
on
to
sj
permits
our
public
and
again
this
is
a
multi
multi-space
project.
The
first
phase
was
really
updating
the
platform
to
be
a
new
modern
interface
for
our
customers,
that
new
interface
really
relied
on
the
same
existing
features
that
were
there
before
that
we'd
like
to
review
before
jumping
into
those
new
improvements,
so
we'll
first
review
the
five
major
existing
features
industry
permits
that
customers
can
self-administer
the
building
permits
they
can
schedule
and
pay
for
building
inspections.
K
They
can
pay
for
any
type
of
permanent
fees.
They
can
search
for
permit
status,
information
and
documents
and
finally,
they
can
actually
self-certify
for
the
code
enforcement
residential
occupancy
program,
we'll
do
a
deeper
dive
of
the
self-administered
building
permits
and
talk
about
sort
of
how
that
works.
We
on
the
earlier
side,
we
talked
about
what
the
typical
process
are
for
our
permanent
applications,
but
for
self-administered
permits
they
actually
follow
a
pretty
simple
five-step
process
that
enable
them
to
get
a
permit
in
about
15
minutes.
K
So,
first
customers,
all
they
need
to
do
is
create
an
account
on
sj
permits.
They
select
the
permit
type
and
complete
the
forms
associated
with
it,
agree
to
permit
terms
and
conditions
pay
for
their
permanent
online
and
they're
able
to
receive
a
printout
or
pdf
of
their
permit
of
their
of
their
permit
or
job
card.
K
This
is
again
in
contrast
to
setting
up
an
appointment
meeting
with
us
having
us
set
up
the
application
for
them
a
huge
time.
Savings
for
staff
and,
of
course,
for
customers
gives
them
complete
ability
in
the
digital
tools
to
do
things
themselves,
and
so
one
of
the
major
improvements
that
the
team
has
made
to
sj
province
over
the
past
year
in
a
little
over
a
year
has
been
the
introduction
of
new
permit
types
onto
s3
permits.
K
K
K
K
We
did
that
transition
for
about
a
period
of
six
months
to
april
2021,
when
the
full
transition
or
hard
cutover
of
the
new
portal
took
place,
and
this
relates
to
the
diagram
you
see
on
the
right.
This
measures
or
the
diagram
on
the
right
shows
all
the
building
permits
that
have
been
issued
over
the
past
couple
of
years,
measured
by
those
that
are
issued
online
in
yellow
and
then
those
issued
manually
by
staff
in
gray.
K
But
you
also
will
notice
that
in
november,
and
probably
a
little
bit
due
to
the
holidays,
but
also
the
new
portal,
there's
actually
a
dip
in
the
demand
or
application
for
online
permits.
But
that
has
actually
since
rebounded
in
in
may
and
june,
where
we
expect
that
customers
have
actually
started
getting
used
to
the
new
portal
and
in
june
2020
we
actually
hit
a
new
all-time
high
for
our
permanent
center
issue
online,
nearly
1900
in
a
single
month
and
getting
close
to
that.
That
record
mark
in
the
months
falling
more.
K
So
finally,
we'll
go
back
to
this
desired
feature.
Operation
diagram
to
talk
about
where
those
technologies
fit
into
our
longer
term.
Customer
digital
journey
map
so
we'll
go
through
the
five
steps
and
the
really
big
changes
had
that.
That
is
on
this
side,
as
opposed
to
the
previous
one,
for
our
current
operations
is
moving
where
the
the
intake
appointment
takes
place,
giving
the
digital
tools
to
our
customers
up
front
so
that
they
can
actually
start
their
process
and
can
meet
with
us
for
those
complex
applications
that
are
necessary.
K
So
in
step,
one
allowing
sj
permits
to
actually
allow
customers
to
start
their
applications
for
a
much
broader
variety
of
permit
types,
not
just
those
that
they
can
self-administer
online,
but
those
that
they
can
create,
and
then
it
will
create
an
sje
plans
project
that
they
can
upload
their
plans
into
getting
through
both
those
stages
without
actually
ever
needing
to
meet
with
a
development
service
staff.
Member
for
complex
applications
will
oftentimes
still
require
to
take
appointment.
We
want
to
make
sure
that
their
application
was
filled.
K
In
correctly,
their
fees
are
correct
and
they're
not
paying
anything
incorrectly,
but
for
many
customers
they
actually
be
able
to
proceed
directly
into
the
review
process
over
into
step.
Four
in
that
review
again,
similar
benefits
of
the
sje
plans,
platform
sharing
comments
and
the
markups
in
a
single
in
a
single
platform
and
then
finally
ending
with
a
digital
inspections
form
and
this
sort
of
maps
to
what
we,
how
we
expect
or
would
like
our
software
or
our
customers,
to
move
through
these
different
technologies.
K
We'll
now
sort
of
close
on
the
these
three
major
projects
and
where
we're
at
talk
about
what
the
expected
impact
are
against
those
four
objectives
that
chris
mentioned
earlier
I'll
cover
a
little
bit
of
what
the
status
is.
Recap
of
that
and
then
talk
about
the
next
steps.
What
we
expect
the
timeline
are
for
these.
K
The
three
projects
course
that
I'll
cover
is
essay
permits
two
variable
we're
calling
version
2.1,
which
is
that
ability
for
applicants
to
start
their
applications
online.
The
second
project
will
be
sje
plans
and
particularly
expanding
it
to
the
building
division
and
then,
finally,
the
permanent
center
appointments
and
trying
to
innovate
and
tweak
that
model
to
a
rapid
intake
model
that
allows
more
flexibility
for
our
customers
and
our
staff
to
process
applications
quicker.
So
first
rescue
permits
2.1
with
the
ability
to
start
applications
online.
This
is
the
main
objective
of
a
digital
customer
experience.
K
We
measure
these
impacts
across
four
different
excuse
me
measure
these
impacts,
again
sort
of
being
green
to
be
significant
in
light
green,
to
be
a
moderate
impact,
yellow
to
be
a
small
impact
or
red
to
me,
a
negative
impact,
something
to
be
aware
of,
and
maybe
to
mitigate
frustrated
permits.
The
biggest
impact,
of
course,
is
around
the
digital
customer
experience
that
they
have
the
ability
to
submit
their
application
online
and
really
own
and
control
the
process.
From
the
very
beginning.
K
We
do
expect
some
improvements
to
the
clear
process
as
well,
but
we
also
expect
that
there'll
actually
be
some
diminishment.
There
will
be
an
impact
towards
the
internal
operations
of
our
team,
with
the
applicants
having
the
ability
to
start
and
create
to
create
and
to
process
their
own
applications
online.
It's
going
to
require
slightly
more
work
for
our
staff
to
actually
manage
and
make
sure
that
they're
doing
it
correctly.
K
This
isn't
a
fatal
issue
with
this
software,
but
rather
one
that
we
risk
that
we
want
to
be
aware
of
and
be
prepared
for
during
and
through
the
the
rollout.
Currently,
this
product
is
being
developed
by
our
vendor
and
we're
expecting
development
to
be
completed
in
late
january.
2022
we're
already
doing
some
of
the
testing
but
final
user
acceptance.
K
We
are
currently
modifying
our
amanda
permitting
system
and
expect
that
to
be
completed
in
january,
2022,
we'll
complete
the
configuration
of
sge
plans
sometime
in
the
summer
of
2022,
with
launching
the
building
version
of
the
sj8
plans
in
fall,
2022
and
finally,
for
the
permit
center
appointments
for
the
rapid
intakes.
We're
currently
we're
currently
in
development
and
ready
to
do
a
soft
roll
out
of
this.
Later
later.
K
So
we
could
do
the
intake
as
seamlessly
as
possible,
and
so
this
review
is
really
the
three
main
technologies
that
that
the
development
service
partners
are
focused
on
next
year
that
help
get
our
staff
our
customers
closer
to
that
future
digital
road
map
for
them.
So
that
concludes
staff's
presentation.
We
are
available
for
any
questions.
B
Great,
thank
you
thanks.
Chris
thanks
alex
very
impressive
presentation,
a
lot
of
content.
There
really
appreciate
it.
Well
done:
okay,
I'm
looking
over
to
public
comment.
It
does
not
appear
that
we
have
any
so
we
will
stay
with
the
committee.
I
think
it's
especially
exciting
to
see
that
estimated
staff
time
savings.
I
think
that's
to
just
see
that
we're
able
to
deploy
technology
to
to
better
use
our
own
staff
times,
especially
exciting.
I
see
that
my
colleague,
councilmember
cohen,
has
his
hand
up
so
we'll
hear.
B
G
G
You
know,
and
I
mean
these
fees
and
the
complications
are
very
high.
I
mean-
and
you
know
the
customer
service,
if
you
will
sometimes
isn't
always
there,
it's
gotten
better
because
you
guys
have
done
good
work
with
a
computer
using
computers
and
whatnot,
and
you
know
with
the
pandemic.
Things
have
been
streamlined,
it
seems
like,
but
I
wanna
my
question
is:
is
the
you
know,
because
we're
always
sensitive
here
in
san
jose
about
pronoun
usage
and
everything
else,
I'm
a
little
bit
sensitive
to?
G
L
Cohen,
yes,
thank
you
and
thank
you
for
the
presentation.
I'm
excited
that
we
we're
starting
to
use
technology
to
streamline
the
process.
Try
to
make
our
process
more
efficient,
help
free
up
staff
time
to
do
some
of
the
tougher
more
more
labor-intensive
things.
So
we
can,
you
know,
get
the
process
more
get.
You
know,
work
more
people
through
the
permitting
process.
I
guess
is
the
ultimate
goal.
I
have
some
questions
about.
Obviously,
there's
the
technology
side
getting
this
automate
or
getting
this
automated
there's.
L
Also
the
question
of
how
users
can
have
how
easily
users
can
navigate
the
system
in
terms
of
terminology
and
the
things
that
users
need
to
know
as
they're
trying
to
do
permits
and
obviously,
if
they're
not
no
longer
interacting
with
a
planner
to
help
them
walk
through
the
process.
They're
trying
to
do
this
online.
K
K
So
for
us,
I
think
the
main
mechanism
that
we've
been
using
has
been,
I
think,
most
effective
during
the
pandemic,
is
really
recognizing
that
a
lot
of
the
same
conversations
are
happening
over
email
or
in
phone
calls
with
customers,
and
what
we
need
to
do
is
actually
make
those
more
available
for
them.
The
you
know,
our
historical
operations
were
successful
because
of
the
customer
service.
We
provided
somebody
sitting
across
the
table
from
us
that
we
can
explain
the
terminology
and
we
could
show
them
the
way.
K
The
way
to
actually
get
their
permits,
but
obviously
that's
been
a
bit
limited
even
with
technology
that
we
have
available
today,
so
what's
been
really
effective
for
us
is
actually
starting
to
identify.
Where
are
confusion,
points
happening
where
are
questions
coming
in
and
either
creating
new
guides
or
actually
what
we've
been
really
pushing
is
create
videos
again
if
they
can
actually
hear
what
we
are
explaining
and
then
we
also
can
see
it
both
for
how
to
use
the
technology.
K
I
think
it
really
helps
customers
who
maybe
don't
understand
a
particular
phrase.
They
actually
see
what's
happening
as
we
go
through
this,
so
I
think
we
at
this
time
have
probably
about
a
half
dozen
for
the
sje
plan
software
for
hey.
This
is
how
you
use
various.
We
haven't
broken
up
into
various
operations
of
that
software
and
then
for
sj
permits
that
you
know
for
getting
self-administered
permits.
We've
continued
to
identify
different
types
of
permits
that
customers
have
had
some
confusion
on.
K
Maybe
we
don't
even-
and
I
think
it's
a
great
question
you're
asking
because
we
don't
understand
exactly
where
they're
getting
hung
up
on
all
the
time,
but
if
we
actually
walk
them
through
what
the
full
process
is.
I
think
that
has
been
helpful
for
no
matter
where
they
get
hung
up
in
that
in
that
process.
L
Now.
I
know
you're
not
fully
launched
with
your
system
yet
so
that
you
know
you
can't
necessarily
say
it's
because
of
the
new
system.
But
it
would
be
good
for
us
to
try
to
figure
out
how
to
understand
where
people
get
stuck,
what
they
understand,
what
they
don't
and
how
to
make
those
parts
of
the
process
more
user-friendly.
L
C
L
K
I
think
there
is
that
opportunity,
I
think
a
lot
of
times.
We
look
towards
customers
that
successfully
navigated,
because
they've
obtained
a
permit
and
again
we
sort
of
do
a
lot
of
repeat
business
with
a
lot
of
customers,
but
actually
maybe
looking
at
those
that
have
actually
failed
in
that
process.
I
think,
would
be
really
helpful.
K
I'll
say
too,
just
speaking
to
the
the
application
status,
I
will
say:
that's
actually
one
of
the
we
didn't
focus
on
it,
but
one
of
the
key
key
results
for
this
current
quarter
is
actually
creating
a
guide
for
customers
to
better
understand
how
to
find
what
their
status
of
their
application
is.
Sj
permits.
L
Yes,
thank
you
yeah.
Obviously
anything
we
can
do
to
streamline
the
process
for
our
residents
and
then
that
will
help
free
up
the
ability
to
streamline
the
process
for
everybody
else
will
really
make
a
big
difference.
I
think
we've.
We
know.
We've
heard
so
many
times
over
the
years,
that
this
is
one
of
the
biggest
complaints
in
terms
of
doing
development
and
projects
in
san
jose,
and
so
I'm
really
appreciative
that
we're
focused
on
this,
and
hopefully
we
can.
L
B
Thanks
councilmember,
I
had
a
few
comments
and
questions
so
first,
I
actually
I
want
to
just
echo
councilman
cohen's
point
about
user
research,
to
the
extent
that
we
can
find
the
bandwidth
to
do
this
as
you're
building
out
the
new
the
new
system,
I
think,
following
users
through
the
process,
is
essentially
sitting
down
and
shadowing
them
without
saying
a
word.
Don't
don't
show
them
what
to
do
but
just
observe.
B
I
know
from
my
own
experience
developing
software
for
about
a
decade
that,
when
you
just
kind
of
randomly
identify
users
and
ask
if
you
can
watch
over
their
shoulder
and
they're
willing,
it's
amazing
what
you
can
learn
just
in
terms
of
what
is
not
intuitive.
That
seems
so
obvious
to
those
of
us
who
are
in
it
day
to
day.
So
I
just
I
really
want
to
echo
that
comment
about
finding
ways
to
do
user
research
and
certainly
following
up
with
folks
who
have
bad
experiences
to
understand
and
kind
of
troubleshoot.
B
Why
and
I'll
just
make
a
couple
of
comments
and
then,
obviously,
if
staff
wants
to
respond
to
any
that's
fine
and
then
I'll
get
to
a
couple
questions
on
the
so
other
quick
comments
here
on
the
high
level
objectives.
I
was
really
glad
to
see
those
in
there.
I
think
it's
slide
three
in
the
presentation
I
I
did
want
to
observe.
I
mean
they
all
feel
right
to
me.
B
Being
a
core
objective
of
of
of
this
department
of
the
work
that's
being
done
and-
and
then
I
guess
kind
of
related
to
that-
I
also
want
to
comment
on
the
next
slide,
which
is
the
the
the
okrs.
I
know,
that's
just
a
template.
It
was
just
an
example
totally
get
it,
but
even
so
I
think
examples
can
be
indicative
and
in
the
example
I'm
just
looking
at
the
slide
now
I
noticed
that
of
the
external
goals,
they're
all
basically
completion
goals,
which
makes
sense
you're
implementing
a
new
system.
B
It's
mostly
about
just
getting
things
done,
completing
steps
in
the
process,
but
I
want
to
again
just
advocate
that
we
try
to
also
push
ourselves
to
have
external
kr's.
The
key
results
have
them
reflect
a
measure
of
value
from
the
customer's
perspective,
so
the
so
you
might
reframe
the
completion
goal
of
getting
the
videos
out
to
some
success,
metric
tied
to
people
using
the
videos
and
how
it
reduces
complaints.
B
As
an
example
right,
I
think
you
can
take
every
every
completion
goal
can
also
be
sort
of
translated
into
a
mere
key
result
related
to
the
value
of
the
customer
and
how
we
might
get
it
measuring
that.
So
I
just
wanted
to
kind
of
advocate
for
that
as
well,
and
then
I
did
and
then
on
the
question
so
in
slide
eight,
I
thought
that
it
was
good
to
see
those
green
arrows.
B
B
I
think
it
could
be
very
helpful
to
see
that
those
numbers
in
in
terms
of
concrete
number
of
days
for
different
steps
in
the
process
such
as
permit
issuance
and
then
or
inspections
or
whatever
it
might
be,
and
then
see
that
as
a
basically
over
a
time
series.
So
it's
great
to
see
that
it's
down,
but
if
it
was,
if
it
was
up
in
the
time
period
before
and
now
it's
down,
then
we're
just
back
to
baseline.
J
Yeah,
council,
member
chair,
sorry,
my
apologies,
you
know,
I
think
it's
all
good.
You
can
call
me
matt
chris
you're,
hitting
on
a
really
important
point,
and
I
want
to
sort
of
provide
some
framing
around
kind
of
the
specifics
of
this
work
and
kind
of
what
it
relates
to
some
of
the
points
that
you're
making
to
come
up
to
that
sort
of
first
one
around.
You
know
where
does
speed
exist
in
our
in
our
objectives?
J
Right,
you
know,
the
objectives
are
really
focused
around
this
development
services,
transformation
project
and
it's
a
little
misleading
right,
because
the
title
just
lends
itself
to
we're
going
to
transform
the
entire
development
services
process
and
really
what
this
project
is
is
about
the
sort
of
technology
components
that
are
a
part
of
that
process
right.
So,
as
far
as
our
speed
to
deliver
service
to
the
customer,
it's
absolutely
a
priority.
It's
something
that
we're
really
trying
to
hone
in
and
provide
focus
to
the
the
parallel
objective.
J
That
sort
of
sits
within
this
framework
is
that
clear,
consistent,
effective
process
right,
because
our
ability
to
be
able
to
deliver
quickly
to
our
customers
relies
on
a
system
that
backs
that
up
and
doesn't
have
us.
You
know
doing
inefficient
processes
like
uploading
plans
and
trying
to
figure
out
where
stuff
goes.
It's
an
automated
process.
So
so
I
think
that's
the
sort
of
context
of
this
presentation
just
to
kind
of
provide,
provide
that,
but
but
I
think
it's
an
important
point
right.
J
It's
certainly
one
that
myself
and
the
exec
team
in
pvc
are
really
taking
a
hard
look
at
right
now,
trying
to
understand
how
we
provide
that
that
insight
and
that
transparency
around
process.
So
people
can
understand
you
know
as
we're
making
these
and
other
improvements
around
our
process
around
our
service
delivery.
You
know
what
does
that
translate
to
into
results?
You
know
that
will
be
an
ongoing
process,
but
those
are
certainly
some
of
those
things
that
we're
figuring
out
right
now.
J
I
think
the
other
thing
that's
really
important
to
bear
in
mind
is
just
the
the
sort
of
breadth
and
expansive
process
that
we're
dealing
with,
and
we
kind
of
touched
on
this
a
little
bit
through
the
slides.
But
you
know
we
talk
about
the
the
building
permit
process,
but
there's
a
whole
host
of
different
things
that
occur
in
there.
We
have
you
know
four
different
intake
lines
for
whether
it's
a
residential
customer
that's
doing
self-service,
whether
it's
major
development
review,
that's
coming
in
for
a
multi-family
project
or
right.
J
For
us,
one
of
our
sort
of
core
principles
now
is
to
really
be
able
to
manage
the
process
and
manage
the
department
from
an
important,
an
informed
stance
right,
we're
trying
to
get
to
those
data
points,
so
we
can
make
key
decisions.
I
think
you've
seen
that
over
the
last
few
months
you
know
chu
has
really
headed
our
efforts
around
looking
at
streamlined
intake.
You
know
that
comes
from
really
looking
at
those
individual
pieces
of
the
process
and
realizing
that
we
have.
You
know
a
challenge
around
the
multitude
of
single
family
work.
J
B
Thanks
chris
and
just
in
terms
of
being
able
to
publish
some
of
those
timelines,
I
understand
you
have
different
processes.
I'd
advocate
for
just
identifying
one,
starting
with
one
like:
what's
the
what's
the
highest
value
or
what's
what's
a
customer,
we
want
to
focus
on
and
a
common
flow
and
then
sort
of
understanding
the
gates,
if
you
will
in
the
process
and
then
understanding
the
average
number
of
days
and
then
making
our
technology
investments
or
process
improvements
to
reduce
the
number
of
days.
B
Is
there
a
timeline
for
getting
to
that
point
where
this
committee
could
see?
Okay,
here's
one
sample,
customer
and
common
flow
or
application
right
and
permit
type,
and
then
here
are
all
the
steps
or
stages
that
that
are
discrete
stages.
Here's
the
average
number
of
days
and
here's
what
we're
doing
to
reduce
those
is
that,
what's
the
timeline
for
getting
to
a
place
where
we
can
actually
see
that
in
data.
J
J
How
long
does
it
take
right
and
benchmarking
that
against
average
timelines
over
prior
year-
and
things
like
that,
so
we
can
really
dig
in
on
some
of
these
issues
and
understand,
obviously
we're
working
through
those
different
steps
right
so
yeah
again,
you
know
we
imagine
we
talk
about
the
permit
process
as
a
single
continuum,
and
you
know
it
is
a
continuum,
but
it's
all
these
different
parts.
So
our
intake
process
is
very
different
to
our
review
process.
J
B
Yeah
understood
and
I
they're
discreet,
so
they
should
be
measurable.
I
will
just
I'm
going
to
go
to
roosevelt.
I
will
just
advocate
for
it's
good
to
baseline,
even
if
the
date
is
bad,
because
then
we
get
to
celebrate
the
win
when
we
make
these
improvements
and
a
year
from
now
when
things
are
going
better,
we
get
to
show
how
much
progress
we've
made
and
we
kind
of
know
where
we,
where
we
really
were
so.
B
A
Thank
you
so
much
chair,
mahan
and
I
see
chu,
has
his
hand
up
and
I'm
about
to
reference
some
of
the
work
that
chu
and
lisa
and
alex
have
done.
So
we
do
have
some
data,
it's
now
a
bit
dated,
but
we
were
pulling
data
last
year,
particularly
when
we
had
to
pivot
our
operation,
so
we
took
some
sample
permit
so,
for
example,
I'm
actually
looking
at
some
data
on
home
additions
and
alterations.
A
So
just
looking
at
those
particular
permits,
we've
got
by
month
between
august
2019
and
july
2020,
for
example,
we
did
the
same
thing
for
tenant
improvement
permits
as
well
as
new
construction.
So
at
least
we've
got
some
of
that
baseline
data
that
we
should
be
able
to
to
share
with
the
committee
and
I'll.
Let
you
chime
in.
M
Thank
you.
Maybe
you
invite
me
just
as
some
chairman.
I
think
you
are
looking
for
what
we
used
to
call
chess
clock.
We
actually
chest
clock
measuring
when
the
customers
submit.
We
accept
the
time
stop
when
the
plan
reviewer
received
class.
Stop
when
the
plan
reviews
send
review
comments
out,
stop
the
next
thing
we
don't
have
a
control
is
when
the
customer
returns.
So
that's
what
we
just
call.
Basically,
we
are
tracking
every
phase
of
our
process.
How
long
you
take
on
the
city
site,
how
long
you
take
on
the
customer
site
yeah.
M
I
don't
need
to
double
check
with
alex
because
used
to
our
sj
permit
each
individual
project.
We
have
a
chest
clock
there,
so
customer
can
actually
see
that.
Where
is
their
project
right
now,
it's
in
the
still
processing
or
is
in
the
plan
review
the
harder
part
we
cannot
track
or
we
can't
talk
about,
though,
is
the
inspection
noise,
the
construction,
because
construction
part
becomes.
M
We
have
no
control,
because
the
construction
schedule
is
pretty
much
controlled
by
the
contractor
or
the
developer
when
how
fast
they
do,
we
just
respond
when
they
call
inspection,
but
we
do
track
when
the
contractor
cover
inspection,
we
track
how
fast
we
can
respond
that
you,
you,
then
you
come
to.
We
we
do
track.
Can
we
respond
the
inspection
request
from
the
daily
request,
24
hours,
48
hours
or
beyond,
so
that
we
also
check
in
that.
Thank
you.
B
Thanks,
that's
great,
and
that
is
that
is
very
much
what
I'm
describing.
I,
I
think
what
I'm
part
of
the
reason
I'm
sort
of
pushing
on
it
here
is
that
I
I
think
it
would
be
ideal
if
we
could
design
that
into
the
systems
we're
building
as
we're
upgrading
our
software,
to
the
extent
that
it's
possible
to
automate
that
reporting,
so
that
we
don't
have
to
go,
go
back
and
find
it
and
find
a
time
series
somewhere,
but
just
have
dashboards
set
up
where
it's
baked
into
the
software
we're
building
and
then
it's
automated
reporting.
B
We
can
kind
of
just
have
those
dashboards
automatically
populate
and
see.
Okay,
this
particular
permit
flow.
We've
been
able
to
cut
the
timeline
in
half
and
here's
the
here's
the
stage
in
the
process
where
we
got
the
most
impact
and
here's
what
you
know
because
we
implement.
We
simplify
the
step
where
we
add
we
we
put
it
online
or
whatever
whatever
it
might
be,
but
I
think
you
got.
I
think
you
I
mean
obviously
where
it
seems
like
we're
heading
a
really
good
direction.
So
just
you
know.
Hopefully
this
is
an
additive
comment.
B
H
Thanks
I
it's
first,
I
just
want
to
say
thank
you
for
the
work,
that's
being
done
as
I
look
at
slide.
Seven,
I
just
want
to
offer
that's
a
very
refreshing
view
to
see
how
we're
really
taking
a
strategic
approach
and
being
very
clear
about
in
our
metrics,
how
we're
reducing
delay
to
the
customer
and
those
two
measures
that
are
depicted
on
the
right
side
of
that
slide.
H
H
It
really
seems
to
me
the
most
important
metric,
the
most
important
output
or
outcome,
rather
that
we
should
be
focused
on
is
that
issue
of
delay,
because
that
is
what's
ultimately,
the
the
big
source
of
frustration
to
any
and
all
customers
in
any
city
in
the
country.
I
know
we're
no
exception,
and
I
appreciate
that
this
work
is
being
done
at
a
time
when
we're
mightily
challenged
right
now
in
terms
of
human
resources,
staffing.
I
know,
there's
been
some
some
challenges
with
loss
of
staffing
and
particularly
planning
side.
H
You
know
there
is
value,
even
if
the
the
information
or
the
data
is
not
pretty
it's
putting
it
out
there
early
and
demonstrating
progress.
I
think
we
all
understand
that
we've
got
dirty
laundry
by
virtue
of
the
fact
that
we're
simply
understaffed
and
we've
got
a
huge
volume
of
requests
coming
in
that
we're
not
able
to
satisfy
if
we
as
we
would.
If
we
were
better,
I
think
we
just
need
to
understand
it
and
understand
how
big
the
gaps
are
and
how
we
can
improve
and
understand
where
those
improvements
are
happening.
H
H
K
Yes,
if
you
thank
you
mayor
for
the
question,
if
you
go
on
to
our
shape
currents
portal,
you
flip
by
address,
find
an
active
permit.
It
lists
the
individual
processes
that
list
the
you
know
what
happened
you
know
comments
were
sent
back
or
you
know
you
were
successful
and
you
would
see
the
user's
name.
H
Okay,
that's
great,
and
are
we
able
then,
to
sort
of
take
all
the
data
that
we've
got
and
aggregate
in
a
meaningful
way
that
helps
managers
understand
you
know,
sort
of?
Where
are
the
pain
points
in
the
process,
or
maybe,
where
are
those
staff
where
which
staff
maybe
need
a
little
more
training
in
one
area
or
another?
To
improve
our
process?
Is
that
something
that's
readily
doable.
J
Yeah
man,
I
think
that's
a
really
important
question
and
one
that
we're
definitely
asking
ourselves
right
now
and
I'm
not
sure
that
it's
as
readily
available
as
it
needs
to
be.
So
it's
something
we're
sort
of
working
to
to
really
understand.
I
think
the
the
question
around
what
metrics
are
relevant,
how
we
measure
what
we
measure
is
really
the
key
and
so
far
out
a
lot
of
our
reporting
really
just
focuses
on.
You
know
the
aggregate
of
the
process.
J
So
to
your
point,
what
we're
trying
to
do
is
understand
a
little
bit
more
of
that
kind
of
finite
data
on
a
work
team
perspective
so
that
we
can
make
those
informed
decisions
around
you
know
either
it's
a
process,
change,
there's
additional
work.
We
need
to
do
with
different
staff
members
or
we
just
need
to
reconfigure
or
rethink
the
work,
the
workflow.
So
I
think
it's
the
right
question
anything
we're
there
yet,
but
something
with
a
different
work.
H
Okay
and
then
finally,
I
just
want
to
offer
a
suggestion
that
sorts,
maybe
a
potential
solution
if
it
works
for
you
guys.
You
know,
I
really
agree
with
that
notion.
I
think
both
councilmembers
felony
and
mayhem
mentioned
about
paying
attention
to
user
experience
and
quietly
sitting
there.
While
someone
is
trying
to
navigate
the
system
and
see
if
they're
able
to
navigate
it,
where
are
they
getting
stuck?
Where
aren't
they?
And
I
know
we
don't-
have
a
lot
of
planning
staff
just
building
staff
to
sit
around
and
do
that.
H
But
you
know
the
mayor's
office
technology,
innovation.
We
work
with
a
lot
of
universities,
san
jose
state,
stanford
and
others,
santa
clara,
and
undoubtedly
you
know
we
could.
This
is
something
where
we
could
deploy
young
people
who
are
pretty
savvy
in
this
stuff
and
maybe
they're
business
students,
maybe
they're
process
management
students,
whatever
they
might
be.
Who
may
be
very,
very
interested
in
participating
in
a
project
like
this
and
really
doing
the
data
collection
for
us
and
providing
good
reports
to
the
extent?
H
I
know
that
ordinarily
cost
a
lot
of
money
with
consultants,
but
I
think
we
could
probably
do
it
using
some
really
smart
university
students.
So
anyway,
I
just
throw
that
out.
There
I'd
be
happy
to
volunteer
our
team
to
sort
of
manage
that
effort
to
see
how
we
could
help
with
the
user
experience
study.
J
A
G
B
B
D
Chair,
as
you
know,
one
area
of
the
city
that
has
accelerated
in
demands
and
initiatives
over
the
course
of
covet
has
been
our
housing
team.
The
community's
needs
are
clearer
than
ever
in
this
area.
Item
d3,
as
you
noted,
is
a
coverage
of
what
the
housing
department
has
been
doing,
to
use
technology
more
broadly,
more
deeply
and
in
partnership
with
other
agencies,
rachel
vanderveen
and
drew
hermati.
Please
lead
us
into
our
final
item
of
the
day.
N
So
we
first
wanted
to
start
with
establishing
a
housing
technology
mission
to
tie
into
the
smart
city
overall
vision.
It's
intended
to
utilize
data
and
technology
to
continuously
improve
and
provide
effective
services
to
the
public.
We
also
want
to
serve
the
diverse
backgrounds
of
renters
owners
and
affordable
housing
providers
next
slide
as
a
part
of
our
tech
housing
technology
mission.
There
are
three
guiding
principles
that
we
keep
in
mind.
The
first
is
utilizing
technology
to
make
housing
information
and
looking
for
housing
more
accessible.
N
N
N
Impacted
tenants
for
ineligible
rent
increases
that
were
given.
Furthermore,
using
this
system,
we
were
able
to
learn
trends
that
many
landlords
were
actually
not
increasing
rents
for
tenants
living
in
rent
stabilized
units,
but
rather
had
decreased
rents
in
in
many
cases,
for
the
doorway,
affordable
housing
portal,
we
are
able
to
help
people
who
are
seeking
affordable
housing
help
their
experience
be
easier.
N
So
our
goal
is
to
build
a
regional
platform
and
simplify
the
process
to
help
affordable
housing
providers
and
seekers
automate
applications.
The
third
initiative
is
the
housing
loan
management
system.
This
system
has
been
used
by
our
entire
team
since
2009,
but
it
has
been
refreshed
in
order
to
develop
more
workflow
and
quality
of
our
data
for
loan
management.
N
O
Hello,
hello
committee,
chair
members
of
committee
and
honorable
mayor,
my
name
is
freshly
zachary
and
I'm
the
technical
lead
for
rental
for
rent
registry
portal
and
other
internal
technology
in
housing
department.
Rent
registry
is
managed
by
grant
stabilization
program.
It
is
an
annual
registration
for
rent
stabilized
apartments
with
three
units
or
more
built
before
1979..
O
O
The
rent
register
system
has
been
developed
three
years
ago
and
in
this
new
version
of
the
system,
we
are
offering
three
more
services:
three
services.
Through
this
main
portal,
the
the
main
portal
actually
is
the
owner
portal,
which
allows
the
property
owners
to
log
in
directly
and
register
or
update
the
tenancy
of
their
rent
control
units.
O
O
O
Another
enhancement
in
this
version
was
adding
a
select
all
button
on
the
rent
upload
module.
This
helped
our
landlords
and
property
managers
of
large
complexes
to
quickly
make
selections
and
update
to
the
rent
registry
through
a
couple
of
guided
screens
by
downloading
and
populating
its
existing
data
into
an
excel.
O
P
Ahead,
thank
you,
hello
committee,
chair
members
of
the
committee
and
mayor.
My
name
is
dhruv
vamati
products,
projects
manager
from
the
it
department
so
really
after
making
these
functionality
updates.
The
team
has
been
tracking
landlord
feedback
through
online
surveys
upon
registration,
one
rent
registry
landlord
shared
their
perspective,
and,
and
you
know
that
the
annual
update
this
year
was
really
simple
and
a
breeze.
P
So,
as
you
look
at
the
trend
since
the
initial
registration
period
in
2018,
we're
excited
to
share
that
there
has
been
an
increasing
trend
in
registrations
in
the
first
30
days
from
the
first
registration
period
to
the
most
recent,
there
was
more
than
a
1
000
increase
in
initial
registrations
during
the
first
30
days.
You
know,
and
really
most
of
this
credit
can
be
attributed
to
the
ease
and
use
of
functionality
of
the
registry
and
through
education,
outreach,
online,
webinars
and
external
communications.
P
Now
I'll
move
on
to
doorway
doorway
is
an
online
portal.
We
are
jointly
building
with
san
mateo
county
to
simplify
the
application
process
for
affordable
housing
for
our
residents.
Really.
The
two
key
components
are
the
applicant
portal,
which
allows
prospective
tenants
to
both
view,
affordable
listings,
as
well
as
submit
a
common
application
to
multiple
openings,
as
well
as
the
partners
portal,
which
allows
property
managers
and
affordable
housing
developers
to
easily
post
listings
and
process
applications.
P
So
moving
our
san
jose
portal
to
the
same
regional
server
as
other
jurisdictions
has
really
a
couple
of
key
benefits.
First,
it
allows
the
city
to
share
maintenance
and
support
costs
with
other
jurisdictions,
which
really
results
in
significant
savings
for
the
city
in
the
long
run,
compared
to
maintaining
our
own
server.
P
So,
moving
on
to
the
housing,
loan
management
system
or
homes,
it's
really
an
internal
database
that
is
used
by
the
housing
department
to
lend
city
funds
to
affordable
housing
developers
in
order
to
create
more
affordable
housing
in
our
community
through
homes.
We
are
able
to
enter
and
track
the
information
about
production
and
preservation,
we're
able
to
process
loans
to
developers
and,
finally,
we're
able
to
generate
reports
and
overall,
affordable
housing,
production
data
and
trends.
P
So
there
were
really
a
few
challenges
that
the
department
faced
using
homes
prior
to
our
latest
upgrade
really.
The
most
significant
that
I
want
to
highlight
was
that
a
different
teams
would
really
step
on
each
other's
toes
through
the
data
entry
process
by
entering
and
overwriting
data
in
fields,
they
shouldn't
touch
leading
to
sub-optimal
data
quality.
O
O
This
upgrade
also
offers
new
types
of
visualization
and
analytic
tools.
Through
this
advanced
system,
the
staff
of
different
system
teams
now
are
easily
can
track
affordable
housing
properties,
revenue
versus
expenditure,
so
the
department
can
do
a
better
job
of
predicting
and
obtaining
payments
on
our
loans
that
we
use
to
help
funds,
staff
and
or
new,
affordable
projects.
N
I
wanted
to
take
a
moment
to
highlight
the
teams
that
have
all
come
together
to
make
these
initiatives
happen.
First,
I
want
to
recognize,
drew
dave
and
feresta
for
taking
the
lead
on
implementing
these
projects.
Their
expertise
and
dedication
extends
beyond
expectation
and
is
key
to
the
success
of
all
of
these
three
projects.
N
B
C
C
You
know-
and
it's
good
to
you
know,
see
those
testimonials.
I
haven't
received
any
complaints
about
the
registry,
and
so
you
know
I
just
felt
like
you
know:
the
housing
department
did
an
outstanding
job
of
rolling
that
out
getting
people
on
board.
It
kind
of
answering
questions,
addressing
concerns
and
and
now
we're
at
the
point
where
we
are
now
so
I
want
to
say
kudos
to
you
and
and
the
whole
department
for
for
executing
on
that
that
program.
C
C
And
my
question
to
you
is
some
of
the
cities
in
the
county
are
using
a
different
portal
or
different
technology.
Home
keys,
and
I
just
want
to
ask:
is
there
any
way
for
us
to
integrate
the
two
different
platforms
or
technologies,
or
do
they
have
to
migrate
over
from
what
they're
currently
using
to
our
platform
that
we're
using.
N
So,
thank
you
for
the
question
councilmember.
I
think
that
I
think
we
need
to
just
take
a
take
a
close
look
at
the
technology
and
understand
how
it's
set
up
and
how
it
might
possibly
relate
to
the
doorway
system.
I
don't
think
at
this
point
that
we've
done
a
real
match
up
between
the
two
technologies
to
understand
the
differences.
So
that
is
something
that
we
can
look
at,
and
we
also
just
want
to
work
with
the
other
jurisdictions
to
understand.
C
H
Hey
thank
you
and
thanks
for
all
the
the
work,
and
particularly
getting
these
two
really
important
systems
up
and
running
the
rent
registry
and
the
the
affordable
housing
portal
question.
I
guess
I
had
first
about
the
rent
registry.
I
think
I
gathered
from
that
chart
that
we've
so
far
had
a
little
more
than
12
000
of
the
units
registered
is.
Is
that
right,
so
12
100,
something.
N
I
N
H
H
A
N
Yeah,
okay,
so
for
the
the
30
to
go.
What
we
have
found
is
that
you
know
there's
just
different
behaviors
and
in
our
first
round
we
were
actually
able
to
get
into
the
90
of
registered
so
but
how
we
got
there.
First,
we
have
our
our
compliant
folks
right.
So
for
the
first
60
days
we
say
this:
is
our
registration
period
come
register?
You
know
it's
just
like
an
open
invitation
and
this
time
around
that
that
actually
achieved
over
70
percent
of
participation,
which
is
we're
very
happy
with.
N
So
the
next
round
is
a
warning
letter
right.
So
the
next
time
we
say,
hey
you
haven't
registered.
You
need
to
register
now
you
have
till
you
know
another.
I
don't
know
30
days
or
something
and
then
otherwise
we're
going
to
basically
assess
a
penalty,
and
so
then
we
get
more
people
to
participate,
and
then
we've
just
progressively
worked
down
that
road
and
we
have
found
that
people
respond
so.
H
N
About
the
rest,
we
just
need
to
continually.
We
need
to
continue
to
track
them.
I
mean
there's
things
that
happen
like,
for
example,
there
could
be
a
sale
where
it's
a
new
owner
and
they
just
don't
know,
and
we
have
to
figure
out.
We
have
to
find
them.
There's
I
mean
it's
just
a
whole
lot
of
working
with
them.
But
again
I
would
say
that,
after
our
threatening
letters,
we've
been
able
to
see
strong
response,
and
so
we'll
continue
to
do
that.
H
Helping
people
along
yeah
and
then
of
that
universe
of
people
that
have
responded
people
I
mean
landlords,
essentially
right
what
percentage
have
we
really
had
verification
from
tenants
who?
I
know
we
offer
this
tenant
verification,
I'm
kind
of
interested?
In
what
extent
we're
able
to
actually
check.
N
A
N
We
we
have,
we
have
in
place
an
administrative
citation
process
which,
which
has
a
whole
list
of
different
violations,
that
we
can
actually
assess
penalties
for
so
yeah.
If
there's
you
know,
if
I
mean
if
we
would
reach
out
right,
is
it?
Oh,
I'm
sorry
it
was
just
a
misunderstanding
or
whatever,
but
but
sometimes
it
doesn't
take
long
to
figure
out
that,
oh
well,
what
does
the
rental
agreement
say?
N
Oh
well,
that's
a
different
number
than
what
I
actually
pay,
and
this
is
a
I
mean
there
can
be
just
really
interesting
kind
of
stories.
So
we'll
definitely
dig
into
that,
and
we
have
used
the
rent
registry
to
kind
of
to
identify
problems
like
that
already
right.
So
we'll
have
conversations
find
out
what
it
is
and
if
it
does
look
like
it's
fraudulent,
then
we
can
assess
a
penalty.
H
Okay,
well,
I
know
that's,
ultimately,
what
we're
getting
at
is
trying
to
make
sure
that
folks
are
following
the
law,
and
I
know
that
just
the
mere
fact
of,
as
in
science,
the
mere
act
of
observation
changes,
the
thing
that
is
observed,
and
so
it's
it's
good
that
people
know
that
there's
a
light,
that's
being
shine
shown
here.
I
I
guess
the
last
question
is:
how
can
the
public
get-
and
I
guess
equally
important,
policymakers
here
on
the
council?
How
can
we
get
access
to
that
aggregate
data
that
we're
getting
through
the
registry?
N
Yeah,
that's
a
good
question.
I
feel
like
that's,
definitely
an
area
where
we
continue
to
grow
and
we
can
build.
I
mean
we
could
do
so
much
more,
but
we
do
have
an
annual
report
that
we
put
together
for
our
program.
That's
using
the
data
within
the
registry,
and
so
that's
that's
a
very
concrete
way
of
of
having
public
information
available.
We
bring
that
to
our
housing
commission
each
year.
N
A
H
Okay,
I
just
want
to
suggest
that
we
take
advantage
of
the
data
junkies
out
there
in
the
world
and
our
community
by
ensuring
that
we're
utilizing
our
open
data
portal
make
sure
this
data
gets
into
a
data
lake
that
the
public
can
get
access
to.
Somehow,
even
if
we
don't
have
the
time
to
do
much
with
it
or
you
know
beyond
cleaning
it
just
being
make
sure
just
making
sure
that
it's
available,
I
think,
could
be
really
valuable
to
folks
who
maybe
ultimately
may
be
helping
us
and
understanding.
A
H
H
N
B
Thanks
mayor
great
questions
and
comments
just
to
follow
up
on
your
last
question,
I
was
curious
on
slide
15
when
you
discussed
the
metrics.
I
assume
we'll
want
to
look
at
a
metric
related
to
the
success
rate
of
applications
and
how
many
people
were
actually
able
to
help
connect
with
affordable
housing.
I
didn't
see
that
in
the
chart,
yeah.