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A
A
A
D
F
F
A
A
E
Good
afternoon
mr.
chair
members
of
the
committee,
members
of
the
public,
Kip
Harkness,
deputy
city
manager,
I,
want
to
kind
of
bring
us
back
to
where
we
last
left
our
heroes,
as
we
talked
about
the
innovation
roadmap
and
then
later
the
second
item,
so
for
the
innovation
roadmap.
As
a
quick
reminder,
you
know
if
we
go
back
in
ancient
history
to
2015,
we
have
externally
the
strong
innovation
imperative
to
meet
our
customer
and
our
citizens
expectations,
but
internally
we
do
not
have
a
strategy
around
innovation.
E
Our
government
customer
experience
is
what
I
would
politely
call
traditional
government.
Our
processes
are
inefficient,
often
not
documented,
often
inconsistent.
Our
technology
is
outdated
and
many
of
our
people
exhausted
fast
forwarding
a
bit.
We
get
the
adoption
and
direction
from
you
in
the
smart
cities
vision
and
then
we
begin
to
work
on
what
we
focus
on
within
the
innovation
roadmap,
which
is
defined
by
these
three
questions.
Is
it
important
because
it's
causing
a
lot
of
people,
pain
or
annoyance?
Is
it
court
or
what
they
said?
E
He
can
and
should
do,
and
is
it
actually
achievable
at
scale
with
technology
or
process
improvement
or
both?
Equally
important
is
what,
as
what
we
work
on
is
how
we
work.
We
have
three
interrelated
behaviors,
which
we
think
drive
innovation,
just
like
with
health.
If
you,
if
you
adopt
a
series
of
interrelated
behaviors,
getting
enough
sleep,
exercising
eating
well,
you're
gonna
have
healthy
outcomes.
We
think
that
with
innovation,
if
you
champion
the
customer
learn
through
data
and
iterate
to
improve,
you
will
overall
have
innovation
and
improvements
that
come
out
of
that
work.
E
So
2017,
which
is
now
in
the
rearview,
mirror.
We
were
able
to
adopt
a
framework
for
innovation,
both
the
vision
level
and
at
the
roadmap
level.
We
still
have
the
traditional
government
experiment
experience,
but
we
are
gaining
empathy
and
moving
toward
digital
we're,
exploring
improvements
to
the
process.
We've
narrowed
down
our
focus,
we're
updating
our
technology
with
the
idea
of
becoming
brilliant
at
the
basics
and
investing
in
both
creating
more
of
a
platform
approach
and
security,
and
we
are
increasingly
engaging
our
people
across
the
organization.
E
So,
where
we're
gonna
spend
a
few
moments
a
day,
is
this
intersection
between
these
two
levels
of
planning?
The
top
level
is
the
long
term
vision
and
the
smart
city
vision
that
you've
mapped
out
for
us
and
then
the
12
to
18,
month
time
frame
of
the
innovation
roadmap.
Again.
As
a
reminder,
we
went
through
an
analysis
of
over
a
hundred
potential
backlog
items
and
focused
in
on
about
23
or
24
items
to
place
onto
the
roadmap
for
prioritizing
those.
E
E
E
We
cannot
put
into
place
the
architecture
that
we
want
in
order
to
be
able
to
do
IOT
and
combine
our
existing
systems.
So
this
is
not
a
crisis
that
needs
to
be
dealt
with
today,
but
we
wanted
to
be
honest
that
unless
we
make
the
investments
with
the
annual
budget,
we
will
will
not
be
able
to
meet
the
expectations
around
this
on
the
radar
sensor
module
strategy,
it's
a
different
red
for
a
different
reason.
We
have
a
technology
that
was
very
cutting
edge.
E
That
allows
us
to
look
at
an
intersection
and
look
at
the
traffic
in
that
intersection
and
translate
that
analog
information
into
digital
information
and
be
able
to
keep
track
of
cars
and
movement
in
a
very
precise
digital
way.
Unfortunately,
when
our
staff
went
back
and
ground
truth
that
data
comparing
the
radar
Center
module
information
with
actual
closed-circuit
television
of
the
same
intersection,
we
saw
extreme
inaccuracies
in
the
data
up
to
50
percent
inaccurate.
The
reason
I
think
this
is
actually
a
good
example
of
being
red
is
that
this
was
a
demonstration
policy.
E
So
there's
no
city
money,
that's
been
expended
on
procurement
and
the
the
purpose
of
it
was
to
test
and
learn
with
a
new,
innovative
technology.
What
we've
learned
is
that,
at
its
current
state,
this
is
not
a
technology
we
would
want
to
deploy
at
scale,
so
we're
working
with
the
vendor
right
now
to
see,
if
there's
the
opportunity
to
improve
the
accuracy
of
that
data,
or
if
this
is
one
of
those
ones
that
will
end
up
peeling
off
of
this
and
saying,
we've
learned
a
lot
about
the
new
technology.
E
We
understand
what
we
want
when
we
move
forward,
so
moving
onward.
I
did
want
to
update
you.
We've
done
kind
of
the
next
levels
down
which
which
you
shouldn't
need
to
worry
about,
but
I
want
to
inform
you
up
to
give
you
a
sense
of
the
whole
picture.
We've
done
summit
beginning
to
have
more
of
a
discipline
in
release
planning
and
in
particular
thinking
about
the
six
months
ahead
and
breaking
the
work
in
two
chunks.
E
So
last
month
we
held
an
innovation
road
map
project
release
planning
session,
with
over
two
dozen
project
leaders
celebrating
victories
from
the
past
six
months,
engaging
on
best
practices
and
identifying
top
priority
clear
goals
for
each
project
for
the
next
six
months.
In
addition
to
that,
six
months,
release
planning
we've
now
developed
a
project,
execution
rhythm
and
cadence,
where
essentially
every
two
months
or
so
each
project
comes
before
us
and
we
are
able
to
understand
the
current
status
and
then
work
together
on
solutions.
E
So
we've
gone
through
and
been
able
to
demonstrate
and
engage
with
all
of
the
items
on
the
roadmap
in
the
last
since
since
August
now
and
then
on
the
individual
level.
Many
of
the
projects
are
working
on
sprints
and
in
an
agile
fashion,
very
quickly,
out
of
those
demonstration
projects
and
the
24
reviews
that
we've
done
since
August
I
wanted
to
highlight
two
execution
examples
of
successes.
E
E
It
also
that
last
one
is
a
particular
point
toward
the
double
edge
sort
of
what
we're
doing
and
how
we're
learning
we've
been
using
the
closed
methodology
as
a
way
of
talking
about
things,
and
it
really
didn't
connect
with
how
a
customer
experiences
the
service
at
all
and
so
an
immediate
upgrade
that
we're
doing.
We
just
released
our
one
point:
four
on
the
31st
it
dealt
with
some
systems
changes
and
some
improvements
to
the
customer
service.
E
E
Second
example
of
success
is
our
talent,
recruitment
initiative.
We
did
some
very
innovative
design
thinking
led
by
the
HR
team
itself
bottom
line.
They
have
been
able
to
take
a
system
that
had
15
steps
and
reduced
that
to
two
and
they
have
been
able
to
over
the
past
year,
double
their
recruiting
capacity
and
output
vacancies.
Every
crease
decreased
by
25%
from
890
to
670.
E
This
number
is
actually
even
better
than
it
looks
in
my
opinion,
because
you
have
to
remember
at
the
same
time,
we've
added
a
couple
hundred
new
positions
and
we
continue
to
see
a
wave
of
the
kind
of
the
silver
tsunami
of
retirements.
So
we
are
decreased
bacon
seas
by
25%
in
an
environment
where
we
have
a
high
natural
attrition
from
retirements,
and
we
have
increased
and
added
the
positions
as
a
whole.
E
This
is
an
example
of
a
more
mature
innovation
effort
where
the
HR
team
itself
now
has
the
capacity
to
continue
the
work
and
continue
the
innovations
they've
actually
identified
about
six
pilots
and
they're
working
their
way
through
those
pilots,
testing,
learning
and
scaling
them
as
they
go.
So
this
is
one
of
those
items.
Probably
pretty
soon
could
actually
come
off
of
the
innovation
roadmap,
and
that
brings
me
to
my
last
point
about
the
innovation
roadmap,
which
is
in
2018.
E
We
want
to
bring
more
of
the
real
projects
to
you
and
demonstrate
some
of
the
interesting
cool
and
complex
things
that
we're
doing
so
that
you
can
interact
with
them.
A
little
more
viscerally
and
provide
us
feedback,
we
also
need
to
define
a
process
for
graduating
victories,
removing
D,
prioritized
projects
and
adding
new
projects.
We've
had
a
great
success
in
using
this
as
a
tool
to
focus
the
organization,
but
it's
got
to
be
able
to
evolve
and
grow
with
new
opportunities
and
as
we
complete
the
work.
E
Finally,
we've
realized
that
the
naming
of
it
as
an
innovation
roadmap
is
perhaps
too
too
narrow
and
that
we
need
to
expand
the
naming
to
fit
with
what
we're
really
trying
to
do,
which
is
this
larger,
smart
city
vision
and
this
enterprise
priority
that
the
city
manager
is
identified
around
smart
and
sustainable
cities.
So
with
that
I'll
close
on
our
our
goal,
which
is
by
2020
to
be
as
innovative
as
a
community
that
we
serve
and
be
moving
toward
these
delightful
customer
experiences,
which
are
increasingly
digital
and
mobile.
E
A
more
agile
process
where
we
have
the
innovation
behaviors
of
champion
the
customer,
learning
from
data
and
iterating
to
improve
and
our
technologies
are
enabling
real
platforms
with
a
data
architecture
that
is
open
and
communicates
and
secure
and
that
our
people
are
engaged.
So
with
that,
I
will
pause
and
take
any
question
or
feedback
from
the
committee.
C
You
thank
you
kept
for
the
presentation
and
the
update
about
the
upcoming
change
to
the
my
San
Jose
app
I.
Have
one
question
about
the
duplicate
request
item:
will
the
person
who
made
the
duplicate
request
be
subscribed
automatically
to
to
the
one
that
remains
open
so
that
they
can
continue
to
know
what's
going
on
with
that?
Will
that
just
automatically
be
put
into
their
their
list
of
items
right.
G
Thank
you
for
the
question.
Councilman
Davis,
the
normal
normal
procedure.
Right
now
is:
if
we
see
that
there
is
a
duplicate
request,
we
added
a
comment
to
the
resident.
That
says
this
is
the
duplicate
request.
Please
follow
this
request
and
we
provide
the
service
request
number
for
them
to
follow
if
they
have
not
subscribed
to
it
and.
G
F
G
E
I
think
but
I'd
make
sure
I'm
I
think.
Let
me
see
if
I'm
following
your
logic,
council,
member
from
a
customer
standpoint.
So
if
I'm,
if
I'm
logged
in
and
I
click
on
this
abandoned
vehicle
and
it's
a
duplicate
request,
I
think
the
the
logic
that
you're
suggesting
is.
We
can
make
the
assumption
that
it's
important
to
me
and
I'd
want
to
subscribe
to
it
so,
rather
than
making
an
opt-in
to
a
subscription,
have
we
considered
making
it
an
opt-out
of
the
follow-up
right
and
do
you
have
a
perspective
on
that
Margaret.
G
We
we
have
to
take
a
look
at
how
exactly
where
can
I
have
to
implement
this
smoothly,
because
this
is
across
all
the
different
service
types,
and
some
of
the
service
types
do
not
really
necessarily
need
to
provide
explanation,
for
example,
the
graffiti
abatement
or
pothole
removals,
because
it's
basically
when
the
job
is
done,
the
residents
can
see
it
right.
This
is
more
akin
to
like
abandoned
vehicle
streetlights,
where
there
are
longer
lead
times
to
getting
it
resolved
right.
C
Yeah
exactly
and
I
think,
even
if
you
subscribed
to
their
graffiti
one
I,
don't
think
I,
don't
think
anybody's
gonna
get
mad
if
they
are
subscribed
to
something
that
is
then
closed
and
has
the
picture
in
it
that
it's
already
done
I
think
what's
more
likely
to
happen
so
I,
don't
think
that's
a
downside.
Risk
I
think
the
downside
risk
of
not
subscribing
them
automatically
is
higher
because
I
think
well.
C
Kip
knows
because
I
forward
him
all
the
emails
that
I
get
about
my
San
Jose,
where
something
is
closed
and
not
completed
that
if
you
just
automatically
subscribe
them
like
they
don't
care
what
their.
What
the
request
number
is
right.
It's
just
that's
on
our
end,
where
the
the
requests
are
duplicate,
because
we
have
multiple
requests
members,
they
don't
care
they
all
they
care
about
is
whether
they
can
track
it
right
and.
G
C
E
C
E
E
E
So,
for
example,
in
the
case
of
the
citywide
data
architecture,
we
really
do
feel
we
need
to
bring
back
to
you
some
of
the
budget
related
issues
as
well
as
some
of
the
policy
approaches
around
that,
and
we
can
do
that
within
the
annual
with
the
radar,
essentially
modular
modular
strategy.
This
is
something
where,
at
this
point,
we
don't
need
any
roadblocks
cleared.
E
So
my
I
guess
my
basic
piece
is
that
you
know
we
will
try
to
bring
items
in
those
categories
back
to
you,
through
this
committee
or
through
the
council
as
a
whole
as
appropriate.
If
there
are
pieces
out
of
these
discussions
in
the
innovation
roadmap
updates
that
you
think
spark
and
may
our
merit
a
greater
conversation,
let
us
know,
and
then
we
can
build
those
into
the
work
plan
for
the
next
six
months
and
come
back
with
a
more
robust
discussion.
A
Second
question
is:
on
the
the
closed
requests
and
I'm
glad
that
you
you,
you
went
right
there
and
talked
about
it
in
detail,
obviously
I'm
having
some
issues
with
some
of
my
residents
in
terms
of
they
report,
something
they
get
a
response
back.
This
close,
and
you
know
it's
still-
it's
still
broken
or
potholes
still
there,
so
it
did
create
some
confusion.
A
The
feedback
loop
I
know
that
you
know
my
office
has
been
sending
those
types
of
feedback
that
feedback
to
to
your
department.
Davis
has
been
doing
the
same
thing:
I'm
just
I'm,
assuming
that
the
other
council
offices
have
been
doing
the
same
thing
as
well.
Is
there
another
feedback
loop
that
we
can
that
we
can
do
whether
it's
you
know
having
the
designers
of
the
app
actually
go
out
and
do
you
know
their
own?
You
know
testing
of
the
app
on
potholes
and
debris
and
other
other
things
that
they
can
disappear.
E
E
Part
of
where
we
have
a
a
disconnect
is
that
some
of
the
hard-working
crews
in
the
field
are
don't
have
the
visibility
into
some
of
this
direct
feedback
and
don't
have
all
of
the
data,
and
it's
not
as
directly
connected
to
the
way
they
do
their
day-to-day
work
as
it
needs
to
be
to
be
responsive.
So
there's
a
fair
amount
of
both
supporting
those
teams
and
also
taking
a
hard
look
at
the
business
processes.
So
we've
started
some
light
touch.
E
Look
at
some
of
the
business
processes
mostly
to
seek
to
understand
how
much
work
there
is
that's
needed
to
be
done,
and
our
initial
kind
of
assessment
is
that
you
know
if
we're
serious
about
this
and
I
would
like
us
to
be
we're,
probably
going
to
need
to
to
put
some
time
into
training
those
teams
and
bringing
some
outside
resources
to
helping
them
work
through.
What's
that,
customer
journey
line
looked
like
spending
some
time
listening
to
their
actual
customers,
interviewing
them
watching
them,
use
the
app
and
see
how
they
react
on.
E
All
of
that
I
think
can
be
very,
very
powerful,
because
when
the
people
who
do
the
real
work
and
who
are
really
committed
to
doing
it,
well
see
and
feel
their
customer
feedback.
My
experience
is
that
voice
of
the
customer
really
encourages
people
to
deliver
better
service.
So
I
want
the
connection
not
to
be
between
me
and
the
customer.
I
want
to
be
between
the
customer
and
the
people
delivering
that
service.
E
E
In
the
meantime,
we'll
do
some
lightweight
prototyping
on
that
we
started
a
little
bit
of
work
with
the
abandoned
vehicles,
which
is
one
of
the
more
complicated
ones
to
figure
out
and
we'll
use
those
lessons
learned
to
inform
how
we
think
we
can
get
a
tighter
connection
between
the
customer
and
the
actual
team's
delivering
the
work.
Great.
B
E
It's
a
fair
question
and
I
think
the
this
is
not
all
of
the
emergency
management
work
that
has,
as
you
know,
its
own
road
map
that
you
all
have
approved
that
we're
working
along.
This
is
specifically
kind
of
the
innovation
tech
component
of
it
and
the
ability
to
use
more
innovative
technology
and
more
modern
technology
in
our
Emergency
Operations
Center
and
in
the
work
that
we
do
to
respond
to
emergencies.
E
If
I
were
to
color
code
it
at
this
point,
it
would
actually
be
a
red
rather
than
a
yellow,
because
I
this
isn't
yet
resourced
with
where
we
want
to
be
and
so
part
of
what
I've
done.
Just
a
judgment
call
is,
since
your
direction
as
a
council
to
us
on
the
emergency
management
work
was
to
focus
on
a
core
of
the
flood
recovery
and
then
planning
around
the
relate
to
the
flood,
and
then
the
pivot
toward
the
earthquake
that
this
becomes
more
of
a
question
within
the
context
of
the
annual
budget.
E
B
So
this
is
more
of
the
technology
and
not
necessarily
the
preparedness.
Current
and
teaching
our
population
about
training,
I
should
say
not
teaching,
but
so
that
correct.
Okay
on
on
the
talent,
recruitment
initiative,
I
see
it's
green.
Is
there
what
kind
of
measurements
are
you
using
to
to
to
measure
your
success
in
in?
In
our
you
know,
our
work
on
this
this
area
and
I
know
you
used
to
take
a
heck
of
a
long
time
to
get
through
HR
to
get
a
job
here?
Is
there
is
there?
E
So
a
couple
of
the
key
measures
that
we
use
around
the
talent
recruitment
in
particular
are
how
many,
how
fast
is
the
recruitment?
What's
the
time
it
takes
in
a
recruitment,
how
many
positions
we
can
move
through
in
a
given
time
and
then
how
many
positions
were
able
to
move
kind
of
per
recruiter
are
some
of
the
key
measures
that
we
look
at.
E
We
also
keep
an
eye
on
quality,
to
make
sure
that
we
aren't
just
moving
faster
and
getting
poor
quality
recruits
in
so
of
those
first,
three
measures
we're
not
so
much
focused
on
shortening
the
time,
because
we'd
actually
had
a
pretty
decent
amount
of
time
in
the
50-day
range.
What
we
realized
was
we
had
a
come
Holy
an
adequate
number
of
people
going
through
the
process
there.
E
So
at
one
point,
I
remember
talking
to
you
all
and
we
had
about
eight
positions
open
for
the
entire
city
on
the
on
the
website,
and
so
our
emphasis
on
the
measure
was
maintaining
that
that
relatively
adequate
speed
through
the
process
and
radically
and
dramatically
increasing
the
number
of
positions
we
could
hire
at
the
same
time
without
decreasing
the
quality.
As
based
on
feedback
from
employee,
the
hiring
employees
and
some
of
the
performance
results
that
we
get
in
the
first
six
months
on
probationary
employees,
so
I
can
bring
back
more
detail.
E
Data
and
HR
has
a
more
detailed
data
on
that,
but
the
but
the
bottom
line
is
we've
been
able
to
maintain
about
the
same
hiring
timeline
and
go
to
a
much
higher
volume
while
maintaining
the
same
quality.
So
at
this
point,
where
we
are,
we've
been
tracking
a
high
level
of
data
on
all
of
those
areas
and
we
can
come
back
with
a
more
comprehensive
report.
But
that's
that's
how
we've
been
doing
the
work
as
we
piloted
it
and
now
as
we
scale.
Thank
you.
F
F
It
just
adds
an
incredible
dimension
to
the
idea
of
what
customer
service
can
be,
and
you
know
this
with
what
wasn't
mentioned
in
your
2018
roadmap
at
all-
was
the
idea
of
how
to
invite
a
Civil
Protection
process
and
public
process
and
guidelines,
and
those
kind
of
things
that
I
just
think
we
just
knocked
the
socks
off
the
community.
I
think
the
community
would
just
be
in
love
with
you,
I
think
they
would
just
say
this
is
democracy.
F
We
are
really
working
this
and
they'd
be
really
happy,
so
I
hope
you
can
learn
how
to
incorporate
that
kind
of
thinking
into
your
roadmap
plans
and
yeah
pretty
much
pretty
much
it
for
now.
I'll,
be
your
your
board.
Your
your
smart
board,
I've
noticed,
is,
is
made
up
of
nothing
but
corporate
people.
Large
corporate
IT
people
and
you
know,
take
a
page
from
the
SAG
lessons
from
the
City
Council
meeting
a
few
days
ago.
It
would
be
nice
to
invite
just
more
every
day
public
to
this
process.
Thank
you.
H
You
yeah:
could
we
go
back
to
the
road
map,
John
I'm,
sorry
as
you're
working
on
that
just
ask
a
question.
This
may
have
already
been
asked.
That's
the
case.
I'll
just
take
my
answer.
Another
time
offline,
the
whole
issue
about
closed
cases.
Yeah,
that's
already
been
asked.
Okay,
so
we're
working
on
that.
Okay,
great!
Thank
you.
My
apologies
for
the
redundancy
and
again
I'm
sorry
to
be
coming
in
late,
cuz.
I
know.
Some
of
these
questions
have
been
asked
already.
You
know.
H
Okay,
we've
had
some
conversation
offline
about
this
there's,
certainly
smaller
innovations,
smaller
pilots
that
we
can
launch
with
seemingly
much
less
staff
engagement
than
some
of
these
projects
right
and
the
problem
we
have
is
that
we
just
don't
have
room
sort
of
on
this
road
map.
The
way
it's
structured
now
and
it's
its
structure
is
accession.
Some
way,
I
think
that
maybe
inhibiting
our
ability
to
take
on
things
that
could
be
relatively
low
effort,
but
but
significant
benefit,
and
so
how
do
you
propose?
We
create
room
for
that
kind
of
opportunity.
E
So
I
think
you
are
correct
that
the
kind
of
the
double-edged
sword
of
the
innovation
roadmap
is.
It
gives
us
a
clear
focus
on
on
what
we're
doing,
but
it
is
more
of
a
12
to
18
month
time
round
frame.
It
doesn't
allow
us
necessarily
to
be
as
flexible
to
emergent
smaller
opportunities
in
particular.
I
think
that
there
is
a
possibility
to
create
the
capacity
to
do
that.
E
That's
my
thinking
is
pretty
vague
at
this
point,
but
I
do
I
do
feel
like
in
order
to
have
that
capacity.
We
could
test
and
learn
on
that
in
the
course
of
the
year.
If
we
had
the
ability
to
bring
a
the
right
nonprofit
into
partnership
and
somebody
on
board
on
the
city
side,
who
can
run
that
process.
H
Okay,
I
guess
the
other
concern
and
I
know.
We've
had
some
conversation
about
that
is
there
items
on
this
there's
simply
business
as
usual.
These
are
things
we
have
to
do
integrated,
permitting
system
business
tax
system.
These
are
software
implementations.
We
have
to
do.
There's
nothing
I'd
ever
unique
about
these
beyond
the
fact.
It
just
takes
a
lot
of
work
and
integration,
and
we
know
that's
that's
a
bandwidth
and
staff
time.
H
H
And
so
I'm
concerned
that
this
has
been
become
a
bit
of
a
sclerotic
model:
it's
not
allowing
us
to
be
able
to
be
more
nimble,
and
so,
if
that
means
you
know,
we
should
go
back
to
council
and,
let's,
let's
have
council,
weigh
in
and
say
this
isn't
where
we
want
to
focus
our
energy
in
time.
That
I
think
it
might
be
helpful
but
I'm
not.
H
This
is
a
roadmap
to
innovation,
I
feel
as
though
this
is
kind
of
a
structure
that
is
not
giving
us
collectively
as
an
organization
the
ability
to
be
able
to
take
advantage
of
opportunistic
to
be
opportunistic.
What
do
we
need
to
be
and
then
obviously
be
strategic,
where
we
critically
need
to
be
over
the
great
majority
of
our
work,
and
so
I'm
just
wondering?
Have
we
thought
about
how
exactly
this
roadmap
changes
moving
forward?
What
does
this
look
like
six
months
from
now
a
year
from
now,
and
how
does
that
change
happen?.
E
Well,
I
would
say:
I
have
a
very
different
perspective
of
the
value
and
the
the
utility
of
this
rythmic,
especially
focusing
on
the
core
systems,
but
in
terms
of
how
it
changes.
What
we've?
What
we
talked
about
a
few
moments
ago,
was
the
idea
of
what
is
the
process
to
graduate
victories,
to
deprecate,
lower
priority
items
and
to
be
able
to
add
on
new
ones
and
I
do
think
it
is
the
time
in
in
2018
to
do
that.
E
Engagement
and
I
think
it
is
appropriate
to
bring
council
more
into
that
prioritization
because
I
again,
it
is
a
matter
of
it's
simply
a
matter
of
prioritization,
and
so,
if
we
want
to
pivot
towards
some
of
the
more
pure
innovation
work,
I
think
that's
quite
possible
to
do
within
the
context
of
the
innovation
roadmap.
The
caution
I
would
say
and
I
think
the
business
tax
system
and
the
integrated
permitting
system
are
actually
very
good
examples.
E
We
recently
brought
in
the
the
business
tax
system
to
our
regular
execution
rhythm
conversation
and
one
of
the
really
engaging
and
positive
conversations
we
had
with
the
team
was
really
problem.
Solving
and
thinking
beyond
the
product,
launch
and
understanding
about
how
you
get
customer
feedback
from
small
businesses
who
may
use
the
system
only
once
a
year,
and
how
do
you
incorporate
a
way
of
getting
that
customer
feedback
in
to
a
pretty
highly
structured
and
complex
procurement
process?
And
so
I
would
absolutely
agree
with
you.
E
There's
really
nothing
innovative
about
a
business
tax
system,
but
without
the
attention
and
an
approach
around
championing
the
customer
learning
from
data
and
iterating
to
improve
that
is
inherent
in
our
innovation
approach.
I
think
we
missed
some
opportunities
on
some
of
these
core
systems,
so
if
that
needs
to
be
on
the
innovation
roadmap
or
if
that
should
simply
be
business
as
usual,
taking
elsewhere,
I
think
we
could
have
that
discussion
with
Council,
and
so
it
sounds
like
for
2018.
E
There's
an
appetite
to
to
look
at
this
differently
on
your
part,
but
I
have
a
very
different
perspective
on
whether
this
is
a
sclerotic
roadmap.
I
think
it's
a
very
dynamic
roadmap
that
puts
us
ahead
of
the
curve
of
almost
every
city
I've
seen
out
there
in
terms
of
moving
the
actual
organization
forward
on
a
number
of
very
important
items,
yeah
I,
guess,
I
guess.
H
What
I
would
suggest
is
that
if
we
think
you
know
look
championing,
the
customer,
for
example,
is
principled
I
appreciate
that
you've
been
very
strong
and
advocating
in
this
organization.
It's
a
principle.
We
should
be
adopting
in
every
department
right.
This
is
not
just
the
innovation
team's
principle
and
so
I
guess.
H
So
it
doesn't
look
the
same
as
it
did
last
year,
except
for
a
few
different
colors
that
we're
really
actually
seeing
things
move
and
move
off.
In
some
cases
where
we
know
it's
just
not
like
Silver
Spring
networks,
we
know
it's
been,
it's
been
dead
for
a
year,
I
mean
it's
probably
time
just
to
take
it
off
and
think
about.
You
know
filling
forward
and
moving
on
to
other
things.
So
that's.
E
What
do
you
want
to
see
come
off,
and
what
do
you
want
to
see
the
focus
on,
because
it
is
a
matter
of
what
the
eyes
on
the
prize
are
right
and
if
the
eyes
of
the
prize
is
creating
more
space
to
be
very
rapidly
and
nimbly
innovating
on
opportunities
as
they
come,
this
may
not
be
the
way
to
get
you
there.
So
I
would
suggest
that
we
would
probably
want
to
do
that
first
within
this
committee,
and
do
that
sooner
rather
than
later
so
I'll
see.
E
If
what
we
can
do
about
adding
something
to
the
agenda
and
a
future
committee
session,
that
we
can
deep
dive
into
that
and
get
your
direction
on.
What
would
the
criteria
be?
The
appropriate
criteria,
B
for
moving
things
off,
adding
things
off
and
focusing
the
limited
resources
of
this
team?
Okay,
great.
H
E
Unfortunately,
it's
not
that
easy.
We
need
a
significant
amount
of
hardware
and
we
need
the
investments
in
the
software
architecture
in
order
to
be
able
to
have
the
capacity
to
create
the
kind
of
data
link
that
we
want.
So
Dell,
EMC,
very
generously
under
demonstration
agreement
had
worked
with
us,
donated
temporarily
some
VMware
and
some
other
hardware
that
allowed
us
to
kind
of
create
a
small
scale
version
of
what
we
need,
but
the
long
term
investments
is
a
combination
of
both
hardware,
software
and
people.
Yeah.
H
E
D
Actually,
yes,
so
we
do
want
to
give
a
proper
credit.
We
had
Delhi
MC
as
our
partner.
They
brought
in
the
hardware
as
well
as
the
services
we
proved
out
the
architecture
at
scale.
What
we're
missing
is
the
environment
that
we
own
to
carry
that
forward,
so
that
architecture
allowed
us
to
do
scale
up
to
IOT
level
usage,
which
is
potentially
tens
of
thousands
of
Isis
and
terabytes
generated
per
day,
and
that
additive
use
plus
use
cloud-based
resources
on
the
simple
number.
D
The
immediate
needs
in
terms
of
getting
an
environment
stood
up
is
right
around
the
200
or
300
thousand
mark,
plus
the
transparency
portal
and
other
components
to
be
about
150
to
250.
The
the
long
swing
on
the
millions,
though,
is
as
IOT
continues
to
grow
that
continuous
data
is
ginormous
and
how
do
we?
How
are
we
hospitable
to
that?
And
how
do
we
manage
that?
What
are
the
retention
rules,
the
records
management
component
of
that
so
still
has
to
be
worked
out
over
time,
but
and.
E
D
E
D
So
the
way
the
architecture
is
built
is
that
there's
not
going
to
be
one
cloud
provider,
but
they
will
be
using
lots
of
them
because,
depending
on
your
use,
will
be
a
different
vendor
in
a
different
cloud
environment.
But
yes,
we're
seeing
the
costs
decrease
but
more
slowly
than
we're.
Seeing
the
data
increase
right
and
that's
why
you
see
a
select
few
like
Amazon,
Facebook
and
Google
they've
been
able
to
harness
this
new
era,
but
tumbling.
H
E
In
the
grand
scheme
of
things,
this
actually
replay
a
number
of
inadequate
individual
system
so
to
a
certain
degree
over
time,
it's
a
wash
because
we
as
we
invest
in
a
centralized
system
that
does
this
right.
We
deprecate
the
old
systems,
but
in
the
immediate
it's
a
dual
dual
investment
that
needs
to
be
parallel,
because
we
can't
just
turn
off
everybody's
other
database
that
they're
already
using,
but
in
the
long
run
there
are
some
efficiencies
to
be
gained
that
make
this
a
little
bit
less.
So.
D
That's
absolutely
right
in
and
what
we
suffer
from
right
now
is
a
lot
of
fragmented
data
systems
yeah,
and
so
when
we
try
to
make
smart
IOT
plays,
the
data
is
all
strung
out
and
we
can't
make
those
smart
perceptions
and
see
those
patterns
and
make
those
actions
and
decisions.
So
one
system
that
by
default
is
the
home
of
all
of
our
utilization
and
then
the
data
is
what
we
pursue
and
that's
that
architecture
and
what's
built
to
do
Hadoop
spark.
E
E
So
when,
when
my
crew
ran
the
the
cut
over
from
from
eBay
to
PayPal
and
stood
up
all
the
new
systems,
you
essentially
have
to
block
out
a
period
of
time
where
the
entire
organization
is
committed
to
taking
all
that
stuff
off
and
standing
it
up
on
the
new
devices.
And
so
that's
a
period
where
the
one
time
money
is
not
just
for
the
hardware
and
the
software
and
the
services
that
are
required,
but
also
the
focus
internally.
That
we
need
to
make
sure
that
we're
spending
the
time
to
to
migrate
that
all
over.
E
H
The
bright
minds
might
converse
and
provide
some
input
around
along
the
lines,
but
I
see
managers
as
a
document
that
could
articulate
sort
of
what
those
short-term
costs
are
and
so
forth,
particularly
their
long-term
savings.
I
think
the
council
would
really
want
to
know
you
know
what
could
we
get
with
an
investment
now.
E
Appreciate
and
understood,
and
that's
exactly
the
reason
for
putting
this
read-
is
that
it
at
the
moment
we've
tested
out
and
proved
out
the
architecture,
which
is
what
the
pilot
was
intended
to
do,
but
in
order
to
scale
we're
going
to
need
significant
investment.
So
this
was
essentially
intended
to
signal
that
and
then
our
work
now
is
to
put
together
a
coherent
approach
to
this
and
come
forward
as
part
of
the
annual
budget
cycle,
with
with
some
recommendations,
cool
thanks.
B
E
It's
a
good
point:
it
is
actually
part
of
the
work
that
is
inherent
in
the
IOT
strategy
and
the
led
any
compilot,
so
both
a
privacy
policy
and
a
security
policy
around
data,
our
use
of
data
and
a
security
approach
are
absolutely
essential.
I
would
view
them
and
maybe
we'll
put
them
in
there
almost
bars
that
go
down
both
sides
of
this
roadmap.
E
If
we
don't
create
a
modern
approach
to
privacy
and
a
robust
and
modern
approach
to
security,
much
of
what's
in
between
here
can't
or
shouldn't
be
done,
so
those
are
essential
and
I
think
we
need
a
better
way
of
illustrating
that
those
are
our
core
components
of
the
work
that
we're
doing
so
could
call
out.
Well.
B
E
Have
a
working
group
that
we're
starting
to
work
with,
and
it
was
in
synced
up
with
the
work
on
the
NE
compilot,
but
we'll
be
working
over
the
next
several
months
to
be
developing
an
internal
draft
and
then
bringing
that
through
this
committee,
n2
council,
it's
so
how
many
months
did
you
say?
I,
don't
have
a
timeline
yet
because
I'm,
a
bass
I've
worked
the
working
group
to
come
back
with
me
with
a
schedule.
I
don't
have
a
schedule
yet,
okay,.
B
H
H
E
H
A
I
Thank
you
good
afternoon,
honorable
mayor
City
Council.
The
presentation
will
be
up
in
a
second
here.
So
since
we
I'm
sorry
I'm
dolan
Bekele,
I
assume
to
everyone,
do
that
that's
a
bad
assumption.
Don't
want
Beckel
office
of
civic
innovation,
since
the
digital
inclusion
in
broadband
strategy
was
approved
on
November
12th,
we've
made
significant
progress
in
two
areas
that
I'm
going
to
summarize
here
and
then
we'll
provide
more
detail
throughout
this
verbal
report.
I
I
We
received
a
commitment
to
deploy
200
Giga
bit
level,
small
cells
throughout
the
city
in
an
equitable
fashion,
and
that's
important
just
because
we
have
a
master
license.
Agreement
doesn't
mean
there's
any
actual
demand
from
the
broadband
providers
to
deploy
it.
There's
no
commitment.
We
shepherded
the
permitting
process
to
bring
the
first
wave
of
small
cells
online.
In
December,
we
agreed
on
significant
private-sector
investment
and
by
significant
it's
over
a
million
dollars
to
help
the
city
improve
its
permitting
processes.
We
generated
new
revenue
commitment
to
support
proposed
additional
staff
at
mid-year
and
by
new
revenue.
I
I
mean
revenue
from
small
cell
leases
and
small
cell
permitting
fees,
despite
having
a
master
licensing
agreement
since
2015
the
city
had
not
collected
any
small
cell
revenue
until
last
month.
In
the
area
of
vertical
infrastructure,
small
cell
permitting
remains
a
focused
top
priority.
The
first
wave
of
small
cells
are
in
Santana
row.
They
were
permitted
installed
and
inspected
are
now
in
service.
We're
currently
working
with
broadband
providers
on
the
next
wave
of
small
cells
and
fiber,
and
that
next
wave
will
be
more
equitable
than
the
initial
deployment.
I
Just
to
recap,
the
strategy
from
November
12th.
During
that
meeting
we
discussed
the
spectrum
of
intervention
the
city
might
take
anywhere
from
being
purely
market
driven,
which
is
where
we've
been
about
the
last
decade,
to
being
purely
government
lead,
and
the
accepted
recommendation
was
the
hybrid
approach
and
that
recommends
first
pursuing
with
the
broadband
providers
exploring
the
tipping
point
were
just
enough
city
intervention
and
investment
in
cents,
private
sector
build-out.
I
We
also
discussed
the
fact
that
the
recommendations
approved
support
government-led
interventions
in
municipal
broadband
were
appropriate
in
areas
including,
but
not
limited
to
equitable
deployment
and
Digital
Inclusion.
So
our
hope
is
that,
through
investment
from
the
city
side,
we
reach
that
tipping
point
to
the
point
we
incent
private
sector
build-out,
but
that
does
not
exclude
us
if
necessary,
from
going
to
more
of
a
government-led
approach.
I
The
next
slide
is
a
recap
of
the
benefits
that
we
would
see
in
the
city
of
San
Jose,
with
a
new
citywide
wired
and
wireless
build-out.
These
are
from
a
recent
Accenture
study
and
also
study
from
the
University
of
Oklahoma.
It's
a
significant
addition
of
construction
equipment
over
a
period
of
seven
years.
I
Over
a
two
billion
in
GDP
growth,
six
hundred
million
and
select
smart
city
benefits
from
having
an
infrastructure
in
place,
80
million
indirect
economic
benefit
to
those
who
have
been
excluded
and
now
having
internet
access
at
home,
more
choice,
better
quality
and
lower
price.
If
we're
able
to
incent
the
competition
through
the
lower
cost
of
build
and
additional
policies
and,
of
course,
increased
opportunity
from
Digital
Inclusion
for
higher
educational
job
acquisition,
Career
Development
and
improve
mental
health.
Just
a
recap
of
the
strategy
and
the
expected
benefits,
as
we
also
discussed
finding.
I
That
tipping
point
requires
unlocking
the
value
we
have
in
city
assets.
Currently
there's
two
assets
that
we
have
found:
immediate
value
to
the
broadband
providers.
Those
are
street
light
and
our
traffic
poles,
which
their
ideal
sighting
for
wireless
devices
and
also
we
found
value
in
working
on
streamlining
our
policies,
processes
and
governance,
which
can
be
used
to
improve
the
speed
and
predictability
of
permitting
to
install
while
retaining
local
control
over
equitable
and
inclusive
build-outs,
and
each
of
these
assets
is
being
leveraged
in
our
current
partnership
discussions.
I
Another
recap
here
is
the
concept
of
the
value
exchange.
In
this
case,
when
we
look
at
our
small
cell
lease
rates,
the
city
can
invest
lowering
the
cost
of
broadband
deployment
and
promoting
investment
in
broadband
outcomes,
those
outcomes
being
the
private
sector,
investment
in
economic
development
for
the
city,
Digital
Inclusion
for
our
underserved
and
third
priority
smart
city
and
IOT
support.
I
We
also
strategy
also
recognize
the
need
for
two
forms
of
upfront
investment.
First,
to
ensure
we
have
a
critical
mass
of
staff
or
just
just
muscle,
to
accelerate
the
permitting
process
strategy
recommended
that
we
incent
the
broadband
providers
to
front
the
costs
of
permitting
in
lieu
of
transactional
permitting
fees.
I
This
provides
basic
fiscal
confidence
in
securing
the
people
for
the
Dumanis
to
come,
and
second,
our
strategy
also
recognized
the
need
for
significant
technology
and
process
improvement
to
achieve
a
run
rate
of
approximately
twenty
small
cell
installs
per
week
and
in
the
short
term,
we
may
need
to
value
trade,
some
of
that
lease
asset
value
foreign
investment
in
our
permitting
improvements.
So
you
might
think
of
this
as
the
broadband
providers
helping
us
help
themselves.
I
It's
a
near
term,
one-time
investment
that
if
we
accelerate
the
permitting
process
and
multiplies
across
every
permit
that
any
broadband
provider
would
would
apply
for
and
then
in
the
medium
and
long
term.
Of
course,
our
asset
lease
revenue
becomes
the
primary
tool
to
promote
an
equitable
build-out
and
Digital
Inclusion.
I
So
we
began
our
discussions
by
identifying
the
interests
that
the
city
and
the
broadband
providers
would
have
in
accelerating
broadband,
and
some
of
these
you
might
expect,
but
it
was
a
good
process
to
go
through
from
the
broadband
providers,
their
interest
in
priority
order,
our
speed,
predictability,
cost
savings
and
then
specific
location
based
project
barriers.
The
challenges
of
putting
fibre
downtown,
for
example,
San
Jose's
interest
or
our
broadband
strategy,
had
already
been
defined.
Clearly
number
one
was
economic
development,
more
choice,
better
quality,
lower
price.
I
The
second
was
support
for
Digital
Inclusion,
and
the
third
relative
interest
was
support
for
IOT.
We
did
not
and
will
not
fully
agree
on
all
of
these
interests.
We
came
to
understand
each
other's
interest
and
we
found
some
joint
interest
to
move
forward.
The
first
was
speed
and
predictability
while
ensuring
public
safety
and
infrastructure
longevity.
We
agree
that
is
in
both
sides,
interest
to
accelerate
broadband
speed
and
predictability
as
fast
and
as
much
as
possible,
given
the
current
state
of
our
infrastructure.
I
Moving
at
the
speed
of
business
accelerates
deployment,
and
if
we
do
that
in
conjunction
function
with
revised
policies,
the
foster
competition,
we
can
translate
to
reduce
costs
for
the
public
we
agreed.
There
are
improvements
to
be
made
to
our
permit
to
install
process
and,
as
I
mentioned
earlier,
the
private
sector
agreed
to
make
an
investment
and
are
improving
our
own
process
capability.
That
has
much
broader
multiplication
for
everyone,
all
the
broadband
providers
who
might
use
our
processes.
We
agreed
that
there
is
value
in
the
private
sector
making
that
upfront
revenue
contribution
for
permitting
fees.
I
So
we
have
agreement
that
the
providers
would
front
about
800,000
in
capital
so
that
we
have
the
confidence
to
then
hire
the
people
to
do
the
permitting
in
an
in
turn,
where
the
that's
in
lieu
of
the
actual
permitting
fees.
We
agreed
that
there
is
value
to
the
private
sector
and
the
public
sector
to
publicly
publish.
I
Excuse
me
jointly
agreed
improvements
in
the
permitting
process
to
help
out
local
authorities
and
broadband
providers
accelerate
while
retaining
local
control,
and
we
did
agree
that
an
equitable
ployment
of
infrastructure
and
support
for
breaking
down
the
Digital
Inclusion
barriers
can
be
supported
in
a
value
exchange
for
lease
rates.
So
from
these
joint
interests,
we
entered
into
partnership
negotiations,
to
which
I'm
going
to
take
the
somewhat
theoretical
discussion
we
just
had
and
make
it
specific
to
the
nature
of
these
two
negotiations.
I
This
information
is
they're,
suing
the
bounds
of
our
NDA
and
has
been
approved
by
our
attorney's
office.
So
I'm
going
to
go
through
two
negotiations.
We
have
one
I
call
the
incremental
negotiation
and
the
other
is
the
citywide
negotiation.
In
the
incremental
negotiation,
we've
agreed
on
a
framework
for
a
larger
city,
wide
scale
deployment,
but
for
many
reasons
we
chose
to
date
before
we
walk
down
the
aisle.
I
It
should
be
noted
that
this
discussion
started
with
a
very
strained
relationship
due
to
some
missteps
by
the
city
and
our
small-cell
permitting
and
we've
come
a
long
way
from
the
broadband
provider
not
wanting
to
deploy
any
next-generation
technologies
in
San
Jose
to
where
we
are
today
with
this
agreement.
So
elements
of
this
green
incremental
negotiation
is
the
technology
is
focused
on
wireless.
The
initial
scope
and
scale
will
be
240
small
cells.
I
There
are
additional
value
propositions
that
we're
discussing,
including
not
only
an
equitable
deployment,
but
support
for
Digital
Inclusion
in
future
amendments
to
the
agreement.
The
in
this
negotiation,
the
permitting
improve
and
improve
rating
improvement
and
grant
in
the
amount
of
1
million
dollars
will
help
us
begin
to
re-engineer
our
processes
and
our
technology.
There's
an
upfront
investment
quote:
unquote
an
investment
of
about
850,000
to
allow
us
to
bring
on
staff
too
rapidly
to
ramp
up
the
team,
and
that
will
be
in
lieu
of
those
cost
recovery
permitting
fees.
I
And
thirdly,
we've
agreed
to
a
deployment
of
those
small
cells
equitably
without
San
Jose
I
mentioned
the
first
round
in
in
Santana
row.
But
if
you
overlay
our
digital
and
our
infamous
Digital
Inclusion
heat
map
with
the
map
of
the
small
cells,
there
is
a
good,
equitable
distribution
of
these
200
small
cells
that
all
elements
of
the
community
will
be
able
to
begin
to
leverage.
I
The
new
lease
revenue
over
five
years
is
1
million
five
hundred
thousand
dollars
and
the
new
permitting
revenue
which
again
is
cost
recovery,
but
is
considered
revenue
will
be
500
thousand
dollars.
The
status
of
this
negotiation
is,
we
have
joint
signature
of
a
letter
of
intent.
Our
attorney's
office
has
agreed
on
the
agreements
and
we
are
expecting
some
red
lines
back
from
the
broadband
providers
legal
view
today
or
tomorrow.
So
we
have
high
confidence.
This
is
going
to
move
forward.
One
line
item
that
I
missed
was
the
San
Jose
value
traded.
I
882
citywide
negotiation
and
this
broadband
provider
is
basically
betting.
Their
business
model
that
this
is
the
future
and
wired
connections
to
the
home
is
not.
This
is
a
citywide
negotiation.
The
bro
man
provider
chose
to
negotiate
a
complete
citywide
seven-year
deployment
of
the
technology.
The
scope
of
the
the
initial
scope
and
scale
is
wireless
through
small
cells
and
for
commercial
wired
fiber
again
not
going
to
wired
fiber
to
residential
is
they're,
not
betting,
that
that
is
the
future.
I
There
are
additional
value
propositions
in
the
area
of
Public,
Safety
and
transportation
that
we're
looking
at
in
this
agreement,
part
of
the
value
traded
from
the
provider
is
they
proposed
a
reengineering
project
also
they
have
their
own
re-engineering
team
of
Six,
Sigma
black
belts
and
they
propose
bringing
those
people
in
to
look
at
our
processes
and
and
help
us
think
of
smarter,
faster,
better
ways
of
doing
that.
Well,
of
course,
retaining
the
local
control
that
we
need
over
aesthetics,
equity
and
inclusion.
I
They
also
agreed
to
up
the
upfront
investments
of
fronting
of
that
permitting
fees
so
that
we
have
the
fiscal
confidence
in
bringing
on
staff
and
this
being
a
citywide
deployment
by
our
own
policy.
It
was
an
equitable
deployment,
but
also
was
including
a
contribution,
a
significant
contribution
of
hotspots
and
free
access
through
those
hotspots.
I
I
The
new
permitting
revenue
over
over
the
seven
years
would
be
seven
million
five
hundred
thousand
approximately
and
the
negotiation
status
is
as
we're
working
on
a
letter
of
intent
that
we'll
move
into
an
agreement,
and
one
note
for
council
is,
as
this
agreement
might
deviate
from
existing
policy
on
the
small
cell
lease
and
and
given
the
timing
of
modifying
our
policies
versus
getting
this
agreement
in
place.
We
decided
best
approach
was
to
bring
to
council
an
agreement
that
might
have
a
deviation
from
existing
policy
on
the
next
slide.
I
I
thought
this
might
be
an
appropriate
time.
Speaking
of
a
policy
is
to
talk
about
our
much
aligned
and
misunderstood
leasing
policy
for
small
cells.
It
seems
pretty
straightforward
to
me.
This
was
our
policy
established
in
2015,
but
there's
been
a
lot
of
questions,
so
we
felt
it
was
a
proper
to
bring
the
right
attention
to
it.
The
city
is
zoned
into
three
tiers
to
incent
small
cell
deployment
and
economic
development
in
underserved
areas.
I
So
you
see
here
we
have
three
zones
which
have
rates
annual
lease
rates
that
go
from
a
lower
number
to
a
higher
number.
In
addition,
the
director
of
economic
development
within
the
existing
policy
may
discount
an
additional
50%
to
support
economic
development
and
underserved
communities.
This
is
the
tool.
This
is
the
unlocking
of
the
value
that
we've
been
doing
over
the
last
seven
weeks
to
get
those
first
200
small
cells
agree
to
and
negotiate
future
agreements,
so
we're
taking
advantage
of
that
foresight
that
was
put
into
our
lease
agreement
from
2015.
I
I
So,
with
with
the
additional
I
guess,
I
should
call
it
new
quote:
unquote:
revenue
that
being
from
the
small
cell
leases,
as
well
as
the
permitting,
as
well
as
the
investment
we're
proposing
some
mid-year
staffing
additions.
I.
Look
at
this
simply
as
broadband
governesses
generating
demand
and
the
vertical
infrastructure
team
is
fulfilling
the
demand.
It's
an
interesting
chicken
or
the
egg,
because
I
generate
too
much
demand
and
we're
not
ready
to
fulfill
it.
We
fail.
I
And
that
would
make
sense
because
we
ourselves
want
to
know
if
there
are
faster,
cheaper
ways
than
digging
down
two
feet
to
lay
fiber
and
coax
also
under
vertical
infrastructure.
We're
proposing
bringing
on
four
people
the
most
important
of
whom
and
probably
the
most
important
right
now
across
the
board.
And
broadband
is
a
principal
engineer
to
lead
the
team
in
Public.
Works.
I.
Look
at
this
as
a
factory
and
it's
not
an
art.
It
is
a
science
and
we
can.
I
We
can
get
better
faster
and
cheaper,
but
we
need
a
leader
there
to
drive
a
number
of
different
principles
and
this.
This
role
is
really
the
intersection
of
a
leader,
a
manager,
an
engineer
and
almost
I
call
it
a
visual
aesthetic
Titian,
because
we
have
to
work
with
the
public
on
how
we
are
going
to
where
and
how
we
we
put
the
small
cell
devices
up,
and
so
it's
a
very
unique
role
and
it
is
really
key
to
getting
the
factory
moving
better,
faster
and
cheaper.
I
We
have
have
actually
added
already
a
key
resource,
which
is
an
electrical
engineer.
It's
very
challenging
to
find
electrical
engineers
who
aren't
working
for
private
sector
companies,
making
lots
more
money,
and
we
were
fortunate
enough
to
find
a
retiree
who
would
come
back
and
help
us
with
the
electrical
engineering
reviews
that
are
necessary
for
these
small
cell
permits,
something
that
we'll
need
to
pay
attention
to
is
their
three
heavy-lift
policies
that
are
on
the
council
prioritization
session
for
April
May,
that
being
privacy
and
data
security.
I
We
do
have
a
working
group,
but
in
looking
at
the
lift
that
it
took
other
cities
to
do
this,
we're
understaffed
and
we
need
support
and
priority
for
that.
The
dig
once
is
also
a
heavy
lift,
because
it's
not
just
making
things
less
obtrusive
as
we
do
construction.
This
is
working
with
the
private
sector
and
the
broadband
providers
to
develop
an
approach
that
will
accelerate
broadband
across
everyone.
I
That
is
also
a
heavy
lift
and
then
the
third,
which
will
be
a
little
bit
easier
if
the
small
cell
master
licensing
agreement,
both
all
three
of
these
are
on
the
council
policy
priority
session
set
for
April
May,
and
we
need
your
support
to
sorta
to
be
able
to
move
them
forward
and
continue
to
develop
policies
that
accelerate
broadband.
So
next
steps
are
to
conclude
the
first
round
of
negotiations
and
bring
forward
agreements
for
council
consideration
and
approval,
as
I
mentioned,
these
may
require
an
exception
to
policy.
I
The
second
is
to
to
prioritize
those
policies
and
the
revised
policies
that
reflect
broadband
Fennelly
approaches,
because
we
do
need
additional
resources
to
work
those
we
need
to
recruit
an
on
board
those
additional
team
members
to
both
the
the
Civic
innovation
team
in
Public,
Works
and
transportation,
and
last
but
not
least,
we
need
CMO
approval
on
a
major
enhancement
to
our
asset
management
database.
That
will
allow
the
city
to
retain
more
holistic
and
more
accurate
data
on
our
poles
and
attachments.
It's
a
funded
project.
I
It
just
needs
CMO
approval,
and
this
will
be
a
major
step
forward
and
actually
knowing
what
infrastructure
we
have
out
there
and
what
stated
us
in
and
how
many
attachments
it
has
because,
right
now,
our
data
is
not
very
accurate
in
terms
of
process
improvements
that
we
have
made
and
that
we
have
in
backlog
to
make.
We
recognize
there's
a
lot
of
room,
but
we
have
implemented
things
that
make
things
that
make
the
process
go
faster.
I
We
found
the
optimal
batching
within
our
infrastructure,
which
is
actually
to
batch
small-cell
permits
by
lighting
circuit
leave
it
at
that.
We're
also
doing
immediate
sites
surveys
because
we
have
found
the
accuracy
of
our
data
is
so
low.
That's
better
to
get
the
broadband
providers
out
there
day,
one
to
look
at
the
sites
to
make
sure
what
we
see
in
our
data
is
actually
what
we
see
with
our
eyeballs.
We're
having
weekly
conference
calls
with
the
two
broadband
providers
who
have
small
cells
in
flight.
I
It's
a
fairly
open
door
policy,
though
both
the
city
and
the
public
works
team
and
the
engineering
teams
from
the
broadband
providers
are
working
closely
together,
not
leaving
issues
open.
But
if
there's
an
issues
and
an
email
make
a
call,
we
resolve
the
issue
and
the
team
moves
forward
and,
lastly,
very
important
because
most
of
our
light,
poles
are
powered
by
the
traffic
signal
system.
We
published
electrical
load
calculation
guidelines,
so
people
aren't
guessing
how
we
calculate
a
part
of
our
approval
process
so
seems
like
small
steps
but
they're
there.
I
They
are
steps
toward
making
things
go
faster
things
we
have
in
our
backlog
that
will
make
a
bigger
difference,
is
aesthetic
design
guidelines
by
pole
type.
We
have
10
different
poles
and
we
have
to
develop
guidelines
and
standards
to
make
it
very
clear
how
to
submit
an
application
so
that
it
goes
faster.
I
That'll
it'll
take
us
out
of
out
of
the
middle
once
they've
been
pre-approved,
understand
our
guidelines
and
because
of
a
factory
approach,
it
makes
sense
to
adopt
scrum,
which
you
may
have
seen
the
invasion
of
the
stickies
throughout
the
the
city
hall
tower
and
as
soon
as
we
get
the
mid-year
staffing
in
place,
we
have
a
encore
fellow
scrum
master
targeted
that
will
start
working
with
the
Public
Works
team
to
be
in
working
in
a
more
more
repetitive.
Scrum
approached
agile
approach,
doing
work
so
putting
that
all
on
the
page.
I
Beyond
that,
this
timeline
is
pretty
straight
forward,
we'll
be
recruiting
and
onboarding
additional
people
pending
the
mid-year
budget.
Approval
will
continue
to
work
on
improving
process
technology
and
data,
and
once
these
agreements
are
signed,
we'll
have
funding
or
black
belts
here,
helping
us
improve
our
processes
and
then,
of
course,
we'll
be
continuing
to
deliver
broadband
throughout
throughout
the
next
seven
years.
H
I
I
think
the
key
is
you
might
expect
mayor
from
the
from
from
the
current
discourse
is,
but
the
challenge
is
going
to
be
if
we're
able
to
get
what
I
would
consider
a
total
project
cost
that
includes
equity
and
inclusion,
supported
and
I
think
we
are
probably
two
weeks
away
from
looking
at
numbers
and
determining
if
that
pans,
out
or
not
and
and
we'll
do
everything
we
can
to
make
it
pan
out
and
if
it
doesn't,
then
we
we,
the
broadband
clock,
is
one
in
a
closer
to
midnight.
Okay,.
H
I
Correct
we,
we
have
some
other
pricing,
algorithms
that
are
mentioned-
that
that,
admittedly
have
been
confusing
the
market
yeah
and
can
also
be
misrepresented
on
purpose.
Yes,
so
in
these
negotiations,
the
first
thing
we
have
done
is
clarified
that
these
are
our
numbers
and
there's
no
other
numbers,
and
so
yes,
for
this
year
are
our
lease
rates
are
running,
but
27
and
37
and
on
a
transactional
basis.
That's
what
they're
gonna
be
until
we
change
the
policy
right
as
we
have
incentive.
We
can
discount
the
up
to
50%
beyond
these
numbers
for
batching.
H
I
H
So
when
we
I
know
you've
been
involved
in
this
too,
when
we're
in
Sacramento
or
do
you
see,
we
can
say:
aha,
here's
the
numbers,
correct,
okay,
good,
yes,
so
then
I
know
you've
also
seen
industry
efforts
of
various
kinds
of
streamline
some
of
them.
Good
ideas
right,
a
checklist
of
various
kinds
are
those
things
that
we're
incorporating
ourselves
into
our
process.
H
I
H
Understand
constrained
by
staff,
so
I'm
glad
to
see
it's
in
mid
year,
because
I
know
I
have
exceed
would
go
a
lot
easier
if
we
could
say
we're
a
model
and
the
industry
loves
us,
because
we've
got
all
this
stuff,
we're
doing
and
I
know
the
industry
I
know
doesn't
love
us,
because
we're
also
advocating
for
the
public
in
ways
that
they
don't
appreciate.
But
it
would
just
be
great
if
we
could
hold
ourselves
out
in
that
way,
particularly
for
those
who
are
skeptical
on
the
other
side,
yeah.
I
Absolutely
a
lot
of
these
ideas
that
are
on
the
in
the
backlog
are
are
all
things
we
want
to
do,
but
we've
so
far
with
the
limited
staff
we've
had,
we've
been
balancing
getting
the
we
had.
We
have
400
small
cell
applications
in
flight,
so
we're
trying
to
balance
the
speed
of
getting
them
through
with
becoming
more
efficient
through
process
engineering,
which
is
why
we,
we
will
be
able
to
use
the
additional
staff,
especially
the
senior
engineer,
it's
a
principal
engineer-
to
to
develop
these
backlogged
process
improvements.
Okay,.
H
I
Are
trials
going
on
now
in
cities
like
San,
Jose
and
others
where
based
on
where
San
Jose
is,
we
need
to
get
our
4G
enhancements
in
place
before
5g,
which
I
think
is
okay,
because
we
that
gives
us
that
gives
the
technology
time
to
harden
and
bake
and
go
through
a
few
iterations.
So
so
I
think
that
we
will
be
in
the
citywide
negotiation.
I
We
are
looking
at
two
years
of
4G
work
on
the
small
cells
and
the
new
macro
cell
towers,
and
then
in
year,
three
through
seven
is
when
the
5g
would
come
online.
There's
no
leap,
frogging
opportunities
here,
one
of
the
demonstration
projects.
We
are
talking
about
that
micro,
trenching
and
nano
trenching.
We
would
propose
hooking
that
we
would
be
testing
that
trenching,
as
well
as
the
fiber,
to
a
supply
of
G
small
cells.
I
I
H
H
I
E
Part
of
what
we're
seeing
in
the
adoption
of
this
is
an
acceleration
of
the
acceleration
right,
so
it
took
a
long
time
to
go
from
3G
to
4G.
It's
gonna
take
a
lot
less
time
to
go
from
form
four
g25
for
you
once
they
once
they
decide
on
it,
partly
because
they'll
make
all
of
our
equipment
obsolete,
but
so
I
think
I
think
what
we
like
structurally
about
this
is
that
we,
by
the
time
5g,
is
real.
E
B
I
So
so
Philips
was
a
limited
number
and
Anna
and
a
pilot
and
I
believe
there's
a
couple
of
Verizon
cells
in
those
Phillips
and
there's
been
no
activity
to
enhance
or
expand,
expand
those
this.
So
one
of
our
existing
broadband
providers
I
was
in
scented
through
these
negotiations
to
begin
deploying
what
will
ultimately
be
a
citywide
deployment
of
these
small
cells.
So
these
are
so.
B
I
Not
at
all
those
Phillips
were
in
there
smart
polls,
so
we
had
big
polls
yeah.
We
had
big
polls
and
large
footprints.
These
are
so
so
within
our
existing
policy
and
with
it
and
within
the
existing
law.
I
believe
these
are
devices
that
the
communication
providers
are
allowed
to
put
on
poles
with
a
discretionary
review
by
the
Public
Works
Department,
and
so
these
are
going
these.
These
have
public
noticing
they
have.
I
B
D
I
I
So
as
part
of
so
understand
that
the
way
are
the
way
this,
the
way
this
works
within
our
city
is:
there's
a
master
license
agreement
that
a
sign
that
that
outlines
the
rules
around
attaching
small
cell
devices
to
poles,
yes
and
and
the
rates
that
they
have
to
be
paid
in
the
process
we
go
through.
That
doesn't
mean
that
any
provider
needs
to
do
that,
because
there's
no
individual
agreement
put
in
place
with
that
provider
to
do
for
a
commitment,
so
you
can
sign
a
master
licensing
agreement
with
the
city.
I
You
don't
have
to
do
anything
with
it.
What
these
negotiations
are
doing
is
working
with
those
Broadband's
writers
to
get
commitment
to
actually
deploy
the
infrastructure,
as
opposed
to
just
have
an
agreement
that
allows
them
to
deploy
it
if
they
want
to
so
with
recognizing
that
we
have
a
need
to
improve
our
processes,
and
we
also
have
a
need
to
give
fiscal
confidence
that
this
demand
is
going
to
come.
B
B
E
F
F
B
I
No,
it
is,
it
is
because
we
set
out
a
framework
for
a
long-term
agreement,
yeah
that
included
that
4G,
5g
and
fiber
in
the
same
way
we're
doing
with
another
provider.
In
this
situation,
there
was
a
desire
to
walk
before
we
can
run
so
we
set
the
agreement
only
to
200
and
that
if,
after
that,
it's
open,
it's
basically
back
to
the
master
lease
rate.
I
We
expect
that,
after
this,
the
next
phase
is
going
to
be
an
even
larger
deployment,
and
it's
going
to
include
support
for
Digital
Inclusion,
so
not
only
an
equitable
deployment,
but
hotspots
free
service,
and
in
that
we
will
also
be
then
we
will
be
negotiating
some
of
that
back
and
forth
on
our
lease
rates.
Now.
B
F
I
B
I
B
B
I
B
I
E
D
So,
along
those
same
lines
with
the
Digital
Inclusion
aspect
of
this,
if
we're
dealing
with
4G
and
not
Wi-Fi,
how
do
these
micro
cell
providers,
how
are
they
eligible
for
the
50%
discount
when
all
they're
doing,
is
increasing
the
speed
of
the
4G?
So
in
order
to
be
inclusive
for
a
kid
to
be
able
to
do
internet
from
at
home
when
their
family
can't
afford
you
know
at
home
wired
service?
How
are
they
getting
a
benefit
right
so.
I
So
in
the
citywide
negotiation
what's
on,
the
table
are
what's
what
our
position
is
is
is
that
this
provider
would
have
33%
of
the
market
share,
so
they
should
be
providing
33%
of
our
hundred
thousand
people
a
free
hotspot
and
free
service.
So
they
can
basically
take
this
hotspot
and
use
it
to
get
free
service,
and
so
that
that
is
the
ultimate
model
we
want
to
use
because
in
we
this
so
there's
two
elements
we
want
to
promote
as
an
equitable
deployment
and
then
Digital
Inclusion.
I
D
I
D
I
It's
a
great
question
and
the
the
the
current
thinking
is
is
that
this
will
be
an
upgrade
to
the
existing
equipment
in
place
plus
new.
So
the
reason
it's
plus
new
is
because
5g
transmits
at
a
higher
frequency.
So
that's
a
shorter
distance,
so
you
just
need
more
of
them,
so
we
I
think
the
previous
statement
about
4G
will
be
thrown
out
or
taken
down,
isn't
isn't
true,
then.
H
I
Work
that
is
done
to
run
fiber
to
the
polls
and
to
power.
The
polls
24
by
7
will
be
leveraged
and
we'll
just
be
swapping
out
new
equipment
which
will
make
things
go
faster.
So
so
there
is
no
sunk
cost
on
the
city's
part
and
there
isn't
a
lot
of
sunk
cost
on
the
providers.
Part
because
they're
upgrading
equipment
and.
D
I
One
so
our
our
broadband
strategy
we
adopted
basically
said
we're
going
to
continue
to
be
opportunistic
until
we
have
clarity
on
the
Facebook
trial,
as
well
as
excess
Eastside.
Once
we
have
a
little
bit
better
insights
into
how
well
this
is
adopted
and
how
well
some
of
the
new
technologies
work
versus
the
Oh
technologies,
we
need
to
develop
a
citywide
Wi-Fi
strategy.
I
G
I
I
Palo
Alto
just
rejected
citywide
Wi-Fi,
but
yeah
part
of
the
question
is:
is
there
a
free
level
of
service
at
a
lower
level
and
a
paid
level
service
at
a
higher
level
to
pay
for
to
pay
for
the
capital
and
the
underlying,
and
those
are
all
things
that
we
have
to
figure
out,
but
we're
waiting
for
some
of
these
projects
that
are
on
the
roadmap
to
come
to
a
point
that
we
know
enough
to
make
that
decision.
Sure
and
then
my
last
question
I
guess.
D
Is
could
you
outline
some
of
the
things
that
the
city
needs
to
do
to
entice
the
private
sector
to
invest
the
two
billion?
Like
you
say,
the
curve
there
was
like
if
we
do
some
things
and
we
can
put
out
there,
that
we
encourage
the
private
sector
to
start
investing
to
pick
things
up,
and
one
of
the
examples
you
cited
was
the
permitting
thing
we
invest
in
the
permitting
and
they
get
to
move
faster,
correct
but
other
than
that.
What
else?
What
else
do
we
got
to
do?
Well,.
I
From
their
from
their
perspective,
if
we
reduced
our
lease
rate
and
our
permitting
fees
to
zero,
then
then
we'd
see
a
lot
of
investment,
but
what
we
would
typically
wouldn't
have
any
leverage
to
incent
the
equitable
deployment
and
and
the
Digital
Inclusion,
which
is
really
our
policy.
So
so
that's
why
we're
we're
we
have
latitude
and
we're
using
that
latitude
on
the
lease
rates,
but
at
the
end
of
the
day,
they
want
speed
and
they
want
predictability,
and
so
it
really
really
and
in
third
cost
savings.
I
A
Thank
you.
I
just
actually
have
a
two
quick
questions
that
actually
you
I
think
you
answered
the
first
one,
and
that
was
on
the
citywide
negotiations,
whether
three
three
hundred
four
G
small
sales
would
cover
the
whole
city
and
in
with
the
contrast
that,
with
the
five
at
the
three
thousand
five
G
small
sales,
and
if
I
understood
you
correctly
that
the
the
four
GE
has
a
broader
spectrum,
and
it
requires
less
so
three
hundred
cell
sites,
the
small
cells,
but
cover
the
whole
city
of
sales.
A
right.
I
So
what
what
small
cells
are
doing
is
amplifying
the
transmissions
from
the
macro
cell
towers
at
slower
speeds,
but
farther
distance.
So
two
hundred
three
hundred
is
about
what
a
telecom
provider
would
need
to
provide
basic
level
enhancements
throughout
the
city,
but
that
is
not
going
to
deliver.
The
gigabit
level
speeds
the
massive
input,
massive
output,
the
low
latency
that
things
like
autonomous
vehicles
need.
So
so,
when
you
look
at
the
explosive
growth
of
data
and
the
Internet
of
Things,
the
4G
technology
just
isn't
going
to
cut
it.
So
we
could
stop
it.
I
We
could
stop
it.
Let's
say
we
have
five
major
providers
times
four
hundred
small
cells.
We
could
stop
at
1600
small
cells,
but
that's
not
going
to
give
us
a
21st
century
infrastructure
we
want
and
are
autonomous
fully
autonomous
vehicles
would
just
get
stuck
at
intersection.
You
can't
move
because
they
can't
transmit
fast
enough
to
figure
out
what
to
do
so,
so
yeah,
so
we're
we're
we're.
We've
estimated
part
of
the
numbers
that
my
clue
in
public
works
and
I
looked
at
it's
looking
over
seven
years.
I
What
is
the
projected
volume
of
these
4G
and
5g?
Small
cells,
assuming
we
generate
the
demand
and
fulfill
the
demand
and
we're
looking
at
we're.
Looking
at
6,000
7,000
was
our
number
in
collaborating
with
other
cities.
Los
Angeles
is
looking
at
over
10,000,
which
makes
sense
because
they're
bigger,
but
you
know
not
in
the
same
way
geographically,
so
so
yeah.
So
we
to
take
our
infrastructure
into
the
21st
century.
We
need
several
hundreds,
if
not
a
few
thousand
forty
small
cells,
but
we're
looking
at
six
thousand
five
see
small
cells,
a.
A
A
I
I
I
said
the
when
we're
looking
at
the
entire
city
and
we're
including
equity
and
inclusion,
what
we're
looking
at
is
making
sure
all
costs
are
covered
and
the
cost
of
closing
the
digital
divide
is
one
of
those
costs,
so
we're
we're
looking
at
it
from
a
total
cost
basis.
In
the
way
the
World
Bank
would
look
at
so
solving
an
entire
problem
and
we're
gonna
see
where
that
gets
us,
because,
right
now
the
positional
negotiating
on
lease
rates
isn't
gonna,
get
us
there
in
this
situation.
I
So
so
that's
where
we'll
I'll,
let
you
know
where
we
are
in
a
couple
weeks
and
and
and
if
again
our
strategy
is
everything
we're
doing.
If
this
negotiation
doesn't
work,
there
are
other
options
which
is
moving
closer
to
some
government-led
interventions,
but
we
hope
to
be
able
to
within.
We
hope
to
be
able
to
find
that
tipping
point
with
a
citywide
negotiation.
I,
don't
know
we're
gonna
land
on
that
lease
revenue.
Great.
I
H
I
The
way
that
I
the
way
this
is
so
the
most
effective
use
I
mean
if
you
were
gonna,
hire
someone
to
do
this
role.
You'd
probably
want
someone
with
about
30
years
of
telecom
experience
that
still
has
relationships
in
the
telecoms
and
you
hired
that
person.
So
so
it
makes
sense
that
I'm
at
the
table
doing
these
negotiations
yeah
in
the
background
I'm
consulting
with
Kip
I'm,
also
consulting
with
Kim
Wallace
on
economic
development.
I
H
I
F
Hi
I
guess
I'm
going
to
try
to
practice
my
I'm
gonna,
just
gonna,
try
to
dive
in
I'm
gonna
talk
about
stuff
and
I
may
be
really
really
limited
in
how
to
talk
about
it.
I'm
sorry,
but
hopefully
it
can
if
it
doesn't
make
a
good,
broad
point.
Okay,
it's
a
good
way
that
I
can
learn
how
to
talk
about
this
stuff.
So
what
I
guess
to
say
that
I
hope
the
5g
stuff
can
be
healthy
as
you
practice
that
into
the
future.
F
I
hope
you,
you
learn
how
to
talk
to
that
really
talk
to
the
public
more
as
you
plan
to
put
5g
in
different
places-
and
you
know
like
the
committee
that
was
on
Hostetter-
that
put
up
a
cell
tower
in
Cappy
Jones
district
of
a
year
ago.
That
was
quite
a
battle
and
you
worked
out
a
quite
a
good
compromise
out
of
that
I
think
and
I
think
I
hope
that
can
just
be
the
model
and
standard
of
how
you
work
the
future
of
5g
that
you
really
get
the
public.
F
The
neighborhood
involved
in
each
location
and
setting
I
find
5g
pretty
unhealthy
and
I'm
pretty
nervous
about
it.
I
really
hope
that
you
can
practice
the
ideas
of
underground
cabling
that
I
hear
around
the
city
hall.
That's
really
comforting
that
I
don't
know
how
yg
exactly
works,
but
I
just
wish.
There
was
a
way
that
you
know
from
some
few
simple
transmitters.
It
can
then
all
be
put
underground
and
I
think
it
would
just
solve
a
lot
of
problems
but
I,
don't
know
I,
don't
know
the
depth
of
that.
F
A
F
A
F
It
away
okay,
try
to
make
a
few
points
of
interest.
I
feel
5g,
as
its
called
small
cell
III,
really
think
it's
name
from
what
I've
seen
other
large
cabinets
that
it
should
be
something
called
like
medium
cell
and
from
the
earlier
conversation
pace,
the
Facebook
stuff,
you're
working
on
that
that
small
cell
I
mean
that's
the
very
definition
of
what
looks
like
small
cell.
Where
is
live,
G
cabinets
that
looks
more
like
a
medium
cell
kind
of
thing.
I
hope
you
can
learn
to
work
on
that
language.
F
Just
for
your
information
data
collection,
I.
Think
it's
going
to
be
an
important
issue
in
2018,
and
you
know
with
the
body
camera
work
with
your
rental
registry
work,
there's
important
work
going
on
in
the
East,
Bay
and
Oakland,
and
in
Berkeley
right
now
on
this
subject
that
I
hope
your
city
government
could
really
look
into
I.
Think
you'd
be
really
be
impressed
with
the
work
that's
going
on
there.
I
guess
with
that
in
mind.
F
Thank
you
very
much
for
for
coming
up
with
a
privacy
policy
group
in
a
working
group
in
San
Jose
this
year.
I
think
that
would
be
a
great
idea
and
again
you
know
just
as
a
civil
civil
rights
and
civil
protections.
They
have
to
be
an
a
very
important
component
in
in
how
you
think
of
privacy
policy
and
it's
a
very
important
part
and
it's
fun,
and
it's
hopeful
and
it's
good
hobby
and
all
that
stuff
and
yeah
and
they're
from
a
hobby
edge.
It
just
becomes
a
real
nice
part
of
our
lives.
F
Finally,
I
guess
Oh
about
the
mayor
wanting
to
expand
his
thinking.
I
really
hope
to
remind
you,
the
good
of
civil
rights
and
civil
protection
ideas
and
guidelines,
and
all
that
good
stuff
is
so
much
more
important
if
you're
going
to
make
the
attempts
to
enter
the
you
know,
capitalist
business
world
and
at
this
time
and
good
civil
protections
good
guidelines
that
can
help
that
process
and
keep
yourself
secure,
hate.