The following transcript is provided for your convenience, but does not ... [PDF]

The following transcript is provided for your convenience, but does not represent the official record of this meeting. The transcript is provided by the firm that provides closed captioning services to the City. Because this service is created in real-time as the meeting progresses, it may contain errors and gaps, but is nevertheless very helpful in determining the gist of what occurred during this meeting.

>>> We have a quorum so I want to call the meeting to order. May with we have a roll call, please. >> Councilmember Khamis. >> Here. >> Councilmember Jones? >> Here. >> Councilmember Davis? >> Here. >> I believe councilmember diep. >> He is in the building. >> He is, and we have a quorum. >> All right. Thank you. So, we are going to make a order the agenda, and the reports to committee item number 5. I want to move that to be heard after the consent calendar, and so if I can get a motion. >> Motion to approve. >> Seconded. >> All in favor? >> Aye.



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>> All right. So we will move that to after consent. Next is -- there is nothing on item b and really nothing on, that and item c is the consent calendar, and can I have a motion to approve the consent calendar? >> So moved. >> Seconded. >> Move and seconded. All in favor? >> Aye. >> All right. Reports to committee, item d, number five. >> Good afternoon, Mr. Chair and members of the committee, and I'm kip harkness and I'm in charge of information technology and strategy and I want to take us through a quick update of the this is the first meeting since the summer break, I want to take us of the context and dust off a so, in terms of the innovation roadmap, we are now developing our planning maturity to have in our best cases, essentially live execution work that we are doing, so starting up in the beginning the high level of the policy and the smart city vision annual plan and the work for the where we will spend the vast majority of time here as a committee and council, because that is the intersection between all as policy makers and at the top level of execution. But I did want you to also know that there is a level three that we have started to operationalize the project execution to allows us to check in with the project for two month, and course correct, and make the modifications as we go, projects, we are beginning to work in the vie -- and then for number five and return it to the roadmap and the status for your interaction and feedback. So a reminder of the adopt a smart city vision, and we have five areas of the demonstration, and so it is number seven that we are working most strongly on, securing and empowering and making it accessible. Our innovation roadmap as it currently stands, we have re-organized ate a little bit both to demonstrate through the eight product lines if you will that are the main things that we want to come back to this in terms of the prioritization and status in a little bit, but this is going to remind you of the one-year look forward at the roadmap. So let's take a particular project are and go Tip-to-Tail from vision to sprint of how we are thinking of the execution. So look at a powered by people, one of the guiding principles. We know that the city has 800

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vacant positions across all of the departments and neither the approach to recruitment is bringing in the talented people and nor is it moving fast enough, so we put together on the innovation roadmap, the talent recruitment initiative and asked ourselves how we might reimagine the hiring experience to attract top board top talent, going to be translated into the release planning, and in the six-month cycle we are focused on the autonomous hiring system to take essentially an 18-state process going back and forth with the hr and the digital process to turn it into a two-step process where H.R. bookends it to ensure quality, but the individual hiring manager and department have the autonomy to move quickly to hire. And two other pilots working to scale within the release planning cycle are a recruiting sharepoint network to create a single source of truth for how we recruit and standardize the recruiting process, and expedited recruiting in the pilot phase that once we have realized how much of the staff we have hired that are internal hires and how to make that process very, very quick and rather than spending the same amount of time on the external hire we can promote those ready to go and a bring those from the outside in, for a quicker process. And the that so give you a sense of the six month, and this is going to translate down to six-month process execution, and that is the bottom line for, that and able to increase the number of hires in the process area for 244% which is extraordinary, and great process something real. We have seen a 20% lift in the number of hires overall in the organization even though we have sprint level. Excuse me. This is literally the team that is doing the actual work and prioritizing their several weeks and committing itting together as a team, and for the first time we are able to visibly see the work as single team and make time ever to do this work at the city vision. This is just meant to illustrate on the innovation roadmap to see so here again is our innovation roadmap to set out the annual work, and you can see the prioritization and generally speaking the darker the shading, implementation, and the desirable investments in primarily transportation, and demonstration projects and then two, the emerging projects. One is the I.O.T. strategy which L.E.D. street light, and the other is emergency management and technology and data which is a natural outgrowth of the response to the flood recovery and preparing for the next disaster and the flood and more likely the earthquake or something like that, and so this of the status, and about 45% of the projects are Green with no unmanageable issue, and 23% of them are facing minor issues in the case of Osome of the demonstration projects largely around electrical contracting and the extremely peak market that we are around in the scarce I do have to call out to be fair shortly to do the demonstration work and the project demonstration, and we have signs that will be moving from orange to yell low, but I take the conservative approach on the enterprise wise deployment until one that you will hear about today is the

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business tax system take us from orange to hopefully springs network which is through terms of resourcing. Let me stop here, because this is the kind of the in a single picture update of the roadmap and I will pause at this moment for any questions or comments or okay. Seeing none. >> I just want to thank you for the work in H.R., I think that a glad that we have made significant movements in the right direction. So I really like the idea. >> Thank you. I'm particularly impressed and I line team, because rather than being resistant of the way they were going to change the way they work, they were engineering behalf. >> Thank you. >> Mayor? >> Kip, obviously, you and your small but mighty team are managing a lot here. I am very appreciative for the work that we are really moving forward, and that is great work. Materials in a couple of days in for everything that you are doing. >> That is excellent feedback and I take responsible for miscalibration of this, and we managed the day of, but we need to do it in two days in advance and to that end, we are backing up the internal processes and including the dry run so by the next committee meeting you will have it in two full days in advance and appropriate request, we appreciate. >> And yes, thank you, kip. As with everyone, my gratitude for your work, and so with the Silicon Valley and doing the beta testing and that stuff, and roadmap that we had initially at >>ing having gone halfway into that, do you have any opinion or started with and the lift was huge and we prioritized five things or whatever, and do you have feedback as to whether those were the right five things differently? >> I feel like, I am still building the muscle on this, but to be able to force ourselves every month to come back with what is going to become as we standardize on sort of the image discipline on us, and if innovation is about saying yes, governance is about saying no, and so

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the hardest thing that We is a brutal priorization of this well, but at this point, I feel like the constellation of projects with the exception of the two red demonstration projects, we are going to be able to accomplish with the resources that you have provided us. And what I want to really be able to do is to in order to take some of the things from strategy to execution, there are we will lay out the findings and crucial go/no go to determine if I feel that the focus has helped >> Thank you, kip. Next item is that the tax billing project. >> And I would like to invite down the I.T. and the finance team to comment on this and work been able to engineer. So I will let each in turn introduce themselves. >> Good afternoon, committee members, I'm rob lowe, city cio for the city of San José. >> I I'm Lisa the city director of finance. >> In the update today, it is an >> On the business tax system. So this is a project by way of the background that was approved for the modernization of how the we have 85,000 accounts managed through the system, and generally about $22 million in revenue. The system of modernization was to replace the people soft system that was end of life and could not be supported and it was approved in 2014, October of date. It does serve the city of San José, and it is a revenue increasing focus project, and the total cost approved by council is $1.69 million and the cost of $125,000. >> There are many benefits that the city will receive from this system, and implementation. We will have a centralized system where we can maintain all and in addition to the city's customary business tax. Our current system only handles business tax receipt and the other business related taxes are support the monitoring of the receivables and the tax auditing the biggest benefit however is the improved customer experience. Currently, San José businesses complete and submit the tax returns using paper forms and manual processes. And online portal will allow the in one centralized location. They can complete and submit their tax returns from this online location without handling modern and streamlined customer

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experience. Next slide. To date, however, we have experienced significant project delays. They have primarily occurred in the data conversion, and software configuration, and quality assurance testing and acceptance testing and as a result of the delays, there was an intervention conducted in October 2016. Fortunately, in this time frame, the city did not pay for functionality that it did not receive. From the contractor perspective, the vendor had a change of ownership in early 2017, and they are now owned by build group. Also in this time, the city passed the business tax modernization ballot initiative requiring functionality enhancements to the update the tax tables in the system. In the end, the city required a project reset and a new project schedule. We are currently negotiating a change order three with the new ownership team. We are using this as an opportunity to memorialize any agreement between the city and csdc to reset the new project schedule and the enhancements needed because of the modernization measure. Next slide, please. Thank you. The project options that we considered in dealing with these challenges included three alternatives. One, we could return to the original bids. Two, we could go out with the new rfp. Three, continue working on the project with the original vendor. Returning to the original bid was not a viable alternative, because those bids were received we would have to renegotiate everything, and option two go out with the new rfp, and that is a viable alternative, but it is not desirable, and I would see that extending the go live at least one year and possibly two years. We selected the third alternative. And with the new owners the city has successfully negotiated four resources on site. Of course, our resourceses are already on site, and we have dedicated a war room for these efforts, and what we have required the vendor to do is to bring their project manager on site, and also some of the development team members are here for extended periods as well to support those efforts. 2.2, the vendor quality assurance process must be overhauled. We have seen some improvement in the issue resolution or bugs which has gone from 70 are resolved issues to 350 resolved issues. At 2.3, the vendor covers the city's maintenance expense in the current tax expense oracle if they don't meet the new deadline. That cost is $387,000, and they have accepted that deal term. Deal point 4. Other than the cost of the enhancements from San José's modernization measure, the reset does not increase costs for the city. This morning we met with a V.P. from csdc todd virtue to confirm renewed commitments needed from csdc and I am confident that our >> Thank you. And with that, the summary that we want to put forth in front of the council is that it is a very system for the city and impacts revenues. With that, there is a high level of urgency around this, and between the finance and I.T., we ownership group of the vendor to

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the structural, personnel, and cost issues facing the city to make sure that we get to completion. This is also part of the broader overall had a low I.T. project reset, and we are including the projects on our side as well, and the project and the -- project, and the rules and responsibilities so that people can dedicate to the are responsibilities, and technically as well that we are making improvements on our end as well. The ultimate decision that we make at the end is, is this reset the right things because everybody is invested in hitting the new goal. And the read between finance and indicators from the last really 2 1/2 months or 3 months of the reset activities, a and there is a been able to come across the threshold with some of the deliverables due, and we are confident in the commitments And you ell see some of the key dates. For the business tax modernization, there was a require date of July 2017 for being able to go online, register for the sales tax as well as having and online option working it as a retrofit and the retrofitted the system, and hit the deadline. And that is an option. And the installation was to be done in may of 2015 and we set, and data conversion, and we set a new date of September 15th, and on track to hit that. The new go live date is the critical one, and the one that is marked in yellow which is April 2018, and this is what everyone has agreed to meet. In terms of the system budget that is one of the things that you see, -- you will see that there has been a misstep of paying for things that were not receive and the team said that if it has not been vived, we would not pay for it, and the city has a good negotiating system of saying that we won't pay for anything that the city has not accepted as fully functional. And the only additional cost is for the functionality related to councilmember Davis? >> Thank you. And thank you for the update. You mentioned that it went from 70 or 75 issues resolved to 350 issues resolved and is that just company got bought some >> Since the intervention, so there has been some staff turnover on the city side as well since the inception of the project N. October 20616, we said that we see some major issues here where the progress is not there, and we wanted to make the progress on the issues and the bugs, and we reset the process and required them to bon months, we went from, I think it one of the things that we took from that is that it is not getting us closer to completion, and this is where we identified some structural issues here, and the progress is being made. >> And okay. After the system installation, and the data conversion is complete, what are the milestones between September and



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>> There is a large series of them, and so after data conversion that process is set, and we have a series of the data integrations and interfaces with then there's a number of weeks assigned to what we tall unit test, and so we will go from the functional test to the user test and if there are issues, it is into the prioritized scrums, and in April, are you doing a full rollout or are you doing a partial roll out? >> With the anticipation of the full rollout, and no reason to believe that we shouldn't at that point. We are actually very close in a lot of the goals as long as we can resolve the quality issues and get is successful testing completed. >> Okay. Thank you. >> Councilmember Khamis? >> Yes. Thank you. In your recommendation, we are staying with the same folks, and I'm not going out to the bid or even look at the ones that bid before. And you think that would be the most cost effective manner to go? >> They are under new management, and the new ownership, their willingness to accept our deal point, and to attend this morning's meeting was, gave a tremendous reassurance to us that they were we do still think that going out ownership with the reset and the improvement that we have seen since then, we think that continuing with this project of which we have made tremendous investment in is the smarter of the three options. >> And if I could, both Lisa and rob are much nicer people than I that they were not stuck with this vendor and I have been feeling very confident they have made the right choices, and the right decision because of the significant re-investment by this vendor the bringing this project back online, but it is one where they knew that they were not stuck this with this and they had other options. >> And the two things is the demonstration of the more effectiveness with the additional personnel and resources they have offered, and other options quickly, but to shift would be a lot of separation costs and reset and you are looking at a total project time line from the



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procurement to going live of 2 1/2 years out the to possibly three year, and so if they are willing and able to show that they can be successful, that that is the best route. >> On number 3, you referred to on site city project manager, and are we paying for the city project manager or csdc? >> They are paying for theirs and we are paying for ours. And in the past, we have paid for theirs, but it sin effective on the city side. So we have the track, and the coordination and the planning and that our side is represented, and internally, we want to deliver the workers' compensation system, and my San José, and others so that we are making sure that we have our eye project manager on their end to support all of the details. >> And looking at the macro level, if you are look over the last 12 monthses that rob has been in tenure of the cio, we came in with the enterprise project completion of South of 6% of the project wide implementation and over the last 57% success rate and we are going to continue to see it go North. And one of the reasons that it is shifting from 6% to 57% is the are renewed emphasis on the internal training of product management and project management capability. And so by having somebody who is position that the city is actually paying for, we are building that person's skills and abilities and be able to retain it across future enterprise projects. So it is a cost to us, but in this case, no longer lost when we are are the a tend of the project, but being retain and building our capability around the delivery of enterprise-wide projects. >> Okay. And your big goal of the go live tax system is in 2018, and if somebody needs to apply for a business and you have euphemistically called it a license, but they can go online and apply and pay for their business license? >> That is how we envision the system will be implemented, yes. Do any -- I mean, can they apply >> Right now, all of the processes are paper-based and even when they come in house, they are manually processed and that is the largest benefit that initiative, and we actually can have businesses going online and manual. You have to know what the account number is and what the number is and the improvements of the system is that your account will be there and



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your business and your persona will be there so it is all brought together and you can pay the other taxes, and fees that right self-reported and dissociated and not prompted. >> This may or may not pertain and I am sorry if it doesn't, but there's a whole new set of people operating and venting the be informed that they are now subject to our business tax. Is this system going to hem us out with any of that or -- I noticed that there was, if you, if you don't file a schedule c which some people don't for the rental income, how is it that We business-related taxes in that when we go into the system, we are going to be look at each business that is registered is going to be an account, and we can see the other businessrelated taxes that they have to pay as well which will trigger audit opportunities to find if they may not be -- because these are self-assessed right now. So it is going to give us the opportunity to see if they are reporting all of the tax forms that they need to be submitting to us and tax payment. So it does assist. >> And I would take the other half of the question that I am going the leaf it as a question, discuss internally, because it is an interesting one. So just to name a company that I happy to be a user of, and so if certain licensing fees, and we will will take a look and take the question back to look at how we are identifying the people who may be missing the taxes they should be paying, and this system is going to facilitate our ability to send them a quick to the question that Lisa asked, how we can go about approaching and finding and casting the net wider. >> And also, I don't want the people fined if they don't know. Renting a house, and you don't know that you have to apply for a business license, it is, you know, I don't want them penalized for not knowing, and if you could take that back. I don't expect an answer right now, but I have done my best in the news letter to inform people for us to have, hey, did you know that you have to pay this tax. >> Yes. I can think of a number of interesting ways to do some messaging around this at relatively low cost, but at the risk of getting ahead of my skis what councilmember Khamis, because people have contact med -- contacted me with concerns that if they are a landlord they first notification they have had, and I want to echo that concern. One quick question. The system budget, and originally it was $1.69 million and the current estimate is 1.74 and so first of all, it is considering all of the issues and the problems that have been with this project,



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and just to have a $54,000 difference in the is made up in terms of the requirements, or the tax ballot initiative? >> Correct, sir. It is a good things because usually when I.T. is tasked with have accidentally paid things that they should not have paid for, and so you are put in a bad negotiating position. So the staff did the right thing marketables that we v and that is a good habit and one that we have to continue which is to pay for only what you have received and that keeps it in the right spot. The vendor has agreed it is in the right status. >> And not the give away anything as far as our negotiating position with the vendor, but can you kind of give rebid, and kind of the broad range in terms of the financial impact that would have had on this? >> The tax systems vary a lot, and I don't know the bids, because I was not here for that, but you will get anything from the mom and pop shops that I will do it for $1 million and then it balloons away from you versus the large companies that say it is $10 million, a sound am not familiar with the bids, but the tax systems, because the pretty high. If we expected to bid today, it would be at a least this amount, but the technology has changed and what is also possible may also change, but we expect something comparable or higher. >> Thank you. Mayor, did you have a ->> Thank you for the presentation, and I appreciate that it has been very challenging. On page 5 of the report relating to the cost implications, and the additional financial request to reconcile that with the change in the estimate that you have here. Is it that we are essentially applying $153,000 annual maintenance cost to the implementation to the software? In the delay? >> The correct answer is that the direct system costs are about the $51,300 and there are internal costs related to the project management. >> And the staffing. >> And collectively they total up to the the $200,000 Mark, and and you have inherited this.

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>> And Lisa, too. And kip. >> Yes, actually everyone. That is the way of the City Hall believe me. Nonetheless, I got the sense that we really had not staffed up in project management adequately to manage this contract from the get-go, and is >> Yes, and the type of project management, and kip made an important point that I keep pressing in the organization, project management is a skill for the project manager, and the invested in teaching ourselves how to do that well. And getting the skills and getting them to stick around and goes, versus driving the completion, and the change orders and the contracts and those kinds of things. We saw a lot of weaknesses in resolving those over time. >> Right. Okay. >> Obviously, what we know now, we have a different decision to make, and some costs are what some costs are, and those should opportunity to go out forbid. And we would have a vendor who is stable, and here today and gone tomorrow, and have project management staffing appropriately at the appropriate the success, and you know, hopefully, a Bert level of project support as well from the vendor. So, knowing what we know about the additional costs here, are we sure that we don't want to go took the honest hard look at rebuilding, and do we push it out further? There are separation costs, and if we cancel the contract, there what isn't, and can we accomplish the project successfully with the new ownership? And the new ownership is not a lightweight and the executive management went are from a fortune 500 company, and rack space was the genesis of their folk, and the rigor of how they can handle a project is that we are convinced and with those three factors, and recommending this as the right approach, and if time and money weren't a concern, could we rebid, yes, but do we think that it is the best recovery option that we have. >> Okay. And again, I want to reiterate as bad cop on the three of us, I when this first surfaced to myt attention to say, okay, we are done,ed a rebid, and really no point given the history on this, iterations and conversations that we have got, and we have made the right decision with this to do the reset at the level that we've got, and really commitment to drive us towards the



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April 2018 delivery and we believe it is the right thing to do, but we are very much started, I very much started where you are, and that is if it is really worth it, and the answer is yes. >> And thank you, bad cop. >> Thank you. Thank you for that report. Next d 2, one of my favorite things, customer relationship and management. >> Good afternoon committee members, and I'm still rob beloit, city project manager, and the report in front of you have a report back on the customer relationship management

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This is a platform approach which means that we want to have a mobile app and web portal, yes, but it also has to be a platform to a allows us to it rate and grow and add new services over time, and to reengineer some of the city processes that are ripe for the engineering and offering through data through one system so that we can do analytics on that to make different decisions on how we render the decisions based on informative step of how to move forward. The status of the project, and I have with me, Margaret who is going to introduce herself momentarily, and we went live July 31st, 2017. And there were engineering steps important point is that also we are productizing government service, and that means that it is not just a project that we do city is going to may, and that means improving the city customer service, and improving the processes within the departments and collectively prioritizing and implementing the next features that the organizations have in the highest return in value. And with that, Margaret, will you introduce yourself? >> Yes. Good afternoon, Margaret lamb, assistant cio. We have completed the project and went live July 31st. The project has take an agile project management approach delivering sprints and I'm pleased to report some statistics that we have been having on the mobile app. At the end of August, my San José, the mobile app has reached the app operates between ranges of three and four, and we got high marks for user interphase and userability. And I must claire nay the number the ios platform which has reached about 7,500 downloads and the android platform with 2,800 download. So how many people are actually using the app? So on the mobile app there was a spike of download in the first go live period, and it is tapering off a little bit now. According to the statistics from defined as active and online for we are seeing about 2,500 active the google and apple have different measures on the analytics, and so sometimes it is hard to compare. But we are looking at the numbers at, on the overall one

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month period. The user ratings have spiked in the go live as high as 4s and 5s reflective of the android platform, because we are not seeing reports from the apple platform. From the reviews, we learned a that the areas that we need to improve are logins, and password resets which are somewhat clunky, and sometimes they require help from the system administrator the reset. Another area to get consistent position on is really the geo location from the google map interface. The multiple feature has also caused some issues on the graffiti reporting, and it is now being addressed. On the things that we do well are user interfaces, and userability. Our service requests dashboard is showing about 3,000-plus requests since go live and these the month of August. We have about 3500 cases open, and over 2,000 in progress. The high volume reported cases are general requests in fios. In drilling down to the general requests, most of the causes are related to utility. Water and garbage pickup. Now the agents enter all of the calls into the the my San José system so there is a way for us to track each requests. So the data coming in from the residents with the app, and most abatement. These requests are then sent back to the appropriate city departments. About 900 cases are now closed in August with the small number of those that are referred outside of our city jurisdiction gaining momentum, and getting popular, and the customer contact center is logging over 100 since that we went live. We have a new platform like my San José and the entire project team has shared many new experiences, and lessons learned. The top three lessons learned, and it is a reflection of the continuous improvements that need to be made to enable this change to work. This is process reengineering is a team sport. We continue the need change management, and the level of effort invested in backend business process reengineering. Customer experience has been the we still need to continue the incremental change to smooth out sometimes are told that need improvement. Sometimes the cases are closed and the work appears incomplete. Or a case that is outside of the reason behind the closed status, residents. These are the improvements that we are seeking to address in the next releases. For the past three weeks, the project team has been makings some good progress meeting with various departments, the mayor's feedbacks from the go live and more importantly to listen to new requests or the enhancements. These ideation sessions yielded over 70 requests which are extremely valuable feedback. I have listed some of the examples shown on the slide, and categories. There are the critical must-have feature, and a set of new service request types around and request, and the last bucket what we call the stretch which are requests needing more analysis to understand the needs harkness and seek his direction. First, we need to strengthen the we would define and re-define existing feature, and work on continuous processes and improvement, and address critical ability issues such as login and

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map pins, and so forth. And we should be focused on the ping point, and the announces, and finding the balances of the solution fits that would make a good impact. Next, we need to start a cadence two buckets since go live. We will continue to work on the userability improvement and business process reengineering and dashboard to adapt data for bead feedback, and finally, we are to conduct audit regulations. Thank you and we shall entertain >> Thank you. I love the new app and we have been promoting it heavily and I promoted it on national night out and people were looking at the apps I was talking, and I am night, and other councilmembers were, too. I appreciate the focus on userability and customer feedback. I appreciate your working on the especially which is one that we have heard over and off, and one because I had in Alpha tested which I expected to have closed status on something that I drove by and I said, that is closed, but it was not fixed. So that I think it will be helpful for people, because they creates more work for everybody. Is huge. I looked at it and tried to look gave up basically. Can you talk about how you are planning to make it more userfriendly? >> So the intent of the frequently asked question database is twofold. One, it is a collection of the answers that all context center people could use, and a good experience in that when were going through the city Website, and resources, we were finding conflicting information and so what we have put out to all of the city contact centers, is to keep this one as the single source of truth to refer to. But your comment is not alone, and that we have done such a good job of pop you are Lating the fact database, that it is now too huge to be usable. So we have talked about how to do a lighter touch of what the top ten are, but we have not honestly landed on what that right approach is. And truthfully, we have some conversations going on about as this grows hour, do we keep the user interface clean, because right now, it has six buttons, and what happens when we add the ninth services, so my point being that we will have some good tests, and efforts to make sure that it keeps on staying highly usable, but we don't have lighter touch for people so that but we have stumbled across the idea of saying what are the top questions so that people don't have to search for those, and maybe they are surfing them first. >> That would be great. Having maybe some decision trees under public works, but giving the general what would you like to do here, and the five option, and then things can narrow from there might be a way to go. Obviously a good search tool with key words is a good way for working on that. I did want to ask can one question, and I know it is more of the business

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process question and I thought that it was resolved and we got something in another user who basically forwarded the response that he got and went seriously? So if you could talk a little bit about really, if we are telling people to go to the app, thing that they need to do and how we are addressing that. >> So there's a couple at least two levels to the the question, and the request is that people will put requests in that the city can't handle itself, and we have caught ourselves giving abrupt answers. Which is basically closing and no response. Or we don't do this, good-bye. So we need to get better about having what we call the gracious answers, and so if we can forward it along, and we are starting to keep a database of the e-mail addresses that we can secondly, we have received questions about how I want to the call one group, and can't I just submit it to you, and you handhold it through caltrans or anyone else, and we have said in hard for us to do but we will shoot for the gracious handoffs. Improving on that, but we are working with the departments of trying to make more of the gracious responses where we have those and say if it is a caltrans thing and this is the right response and gracious one and e-mail to forward it to if there is one. >> And if I could, we are serving the function of what my therapist would call a flashlight, and it is if you take a flashlight and you turn it on in the closet, and the spiders are, there you did not have the flashlight to create the spiders, but now you know they are there. So this was there before we had the app, but we could not see them, and now with the flashlight of the app we have visibility is into them, and we can prioritize and fix them, and accept that and appreciate your continuing to close the loop with us, but at least now we can see the spiders. >> And to clarify the type of spider that I am talking about, and it is not a handoff go elsewhere outside of the city, but it is go elsewhere and here are three different numbers that you need to call based on the very specific say tree, but it is not tree. If it is this kind of tree, call options. If somebody has a problem with the tree, they just -- and they just want the city to deal with it. And it is our problem, like it is something that the city needed to handle and respond to, arborist, and we can't do that, because nobody cares. They just know that the city needs to handle this tree. >> Will and message understood and received.



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>> Thank you. >> Mayor? >> This is great. And I know with any project, there is a little bit of a bump in the start, but I want to thank all of you for all of the work that you have put in for this project, and the oracle team, and kip for your leadership, and this is tremendous and big difference from a lot of the other initiatives in the city in that we user-tested this one thoroughly before we launched. I know that there were people like me champing at the bit, when are we going to be getting this out, and fortunately all of doing that. F and first n terms of the what happens next, and we have 10,000 ideas about the 2.0, and like the way that you started to break it down and the must haves, and nice adds and so forth, and widespread debate, because I know that 200 items could go on there, and let me just throw out some more suggestions in addition to the ones that you have already -- I am sure that you have heard them before -- but is there space in a elegantly designed app that I would like to visually interface, a space for ads and in other words, could we generate ad local revenue to help us to the sustain the software and pay for the staff that we need to really make sure just a question that I don't expect you to answer, but to ponder, and if you are thinking of potentially driving revenue, and one of your user feedback blurbs said I would like to know something that I have heard anecdotally, and surprising when they want to know what is going on in my community, and after all, this is is San José, and it seems like a great opportunity, but the good news is that we don't have to actually organize that content, because, you know, organized the content and wouldn't it be nice way for us to do a quick link and ensure that folks can get to the content, and does that drive more users to our app, and that is in turn driving ad revenue, and so you get the idea. I know that there is a long list expanding for a lack of the better term of market share to get more people involved and does it help? I am excited about the potential the city has done many their neighborhood in the last week. I think that it could be transformative, and working within the next door framework and they are eager to work with us, and you know because you have been working with them, and next door. They love us, and we love them. It would be great to see how we could expand that partnership through the app. I want to encourage you the use the council offices for feedback. And in the iterations, and the testing and so forth, it took some nudging to get the everybody working on this, and vice versa, and I just wanted to phones, and customer support, you know, it is those people who more than anything else, and so to get back immediately. And another question about San José clean. How do we make it go away?

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>> So the my seven-day clean is offered by the are vendor under the contract and it is not a contract term, they put it out themselves, and we are having conversations to them to get the api and the integration between their system and ours solid and there is work to be done there, and once it is there, parks and rec, Olympia is the project manager there, and we have a had collapse on to the one solution. Contract happens of specifically management, because again, right it is a benefit of to the city to this point, but we can drive that conversation here in the next year and a half to say, this is where it is going the go. And our intent is to do it earlier once we get the pass through of the pictures and the cases solid. There have been a couple of drops on those. >> Are they willing to work with all of their users that there is they are somewhat possessive and was not addressed in the contract is murky. We will continue to work with them. >> Appreciate the willingness to thank you, rob. Okay. So, and then in terms of our own feedback and our own requests, and when we notice that something is clunky, and didn't work, who should we be pestering? Margaret? >> Let me answer that again, Margaret. Margaret. And once we hired the positions that we had and we reallocated two I.T. positions to project managers for crm and at the moment it is Margaret and as soon as we hire that position, we will communicate it out to folks who the new person s but we want it to be a good product, handholding and that person who we hire, we will let you know who that individual is. >> Okay. >> And let me just add that shireen has offered user help there with one of the fellows there, and Henry, and who has a user experience design, and we are trying to tap as much internal resources as we. >> And we will create a crm at the San José account so that we can publish it out to you to send the request and items to. >> And we can send a screen shot, and hey, can you fix this.

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>> Great. That is really cool. Thank you, guys. >> Councilmember Khamis. >> I do like the product, and in that are not working. >> Some father/son bonding? >> For the evening walks when the sun cools off. The key here is the response. We look at my request to have one that is pending for the 23 days, and well, two that are pending for 23 days, and the one they don't say it has been fixed. They will say anything else. Also, the ones that are still open after 23 days, you might want to have some kind of feedback on why it is taking so long or, you know, I don't know. Something. It is just to leave somebody with 23 days makes me feel like, hmm. Well, for me anyways, because I am a councilmember, I just call the D.O.T., and I can find out, but as a user, I don't believe I there is another ping at D.O.T. that this is not closed. >> That is internally the status is something that it is closed and does that mean that the trash is gone or closed because you have scheduled to pick up the trash and what we need to do, and what we will be doing as driveway, right. And closed to me means that the trash is not there, and the light is on, and I don't care whether you have it scheduled or business process reengineering and some changing of the ways that we can do that. And the other piece to the 23 days example are two aspects of that that we need to start diving into. One is to use data to manage. We don't have yet a full robust neighborhood data board, but we are using a dashboard that is going to habituate ourselves to the geographic patterns, and internal patterns that we have all of these 23 days overdue and what is going on here? How do you deal with that as a management issue, and communicate that, and the related piece with managed data is to set up to give a sla, a service level agreement, and what is around the certain requests, and when has this waited too long, and the service communicate back with the customer. At this point, we are non-existent to idiosyncratic to city, we don't have a culture of and when we communicate with the so when we use these first five services as the opportunity to go deeper into the business process of reengineering and working on those, and that is part of the reason that I'm going to continue to play bad copb and not add a bunch of

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new services until we have done the tip to tail research on these. And the good news is that owned by the services of the crews that are doing this work and we will be supporting them, and Michelle wong is going be using with the transportation department and others to work with the customer journeys within the business processes. >> Thank you. I appreciate that. That is the kind of the answer that I am looking for and we are not creating new service before we make sure that these work. So I am hoping that you consider some kind of clock, if you will, referred to. And so since you can only take one picture of a street light, you don't need multiple streetlights out, and it is unnecessary button, and so if you are asking for a description, you know, this is street light that is out. I mean, I don't know - [ LAUGHTER ] It is not necessary. Unless, I mean, the only other thing that I can think of is that the streetlight is flickering. But that is the only other description that I think that is trying to say that it is the more you simplify, the more apt that people are going to to be using it, and the more responsive that the application is, the more satisfaction that the customer is going to feel. >> I agree. I remember a conversation with Dan shulman when he was the president and CEO of paypal and I asked him what is the most important thing that you need in next generation of leaders and he thought about for it a second, and he said, I need engineers who look beyond the product launch. Because the product lawnch is not the end of the journey, but the beginning of the journey. So we are taking it seriously, and allowing ourselves to focus on the iterative approach, and allow the customer to have the first five and general requests before we take on new terrain. Thank you for the support, and continue to give us the feedback for example, there is a clear evidence that in customer relations that I won't be able to get to the street lamp for 30 thank you for the request, and because of the type of this, I won't be able to get to this for 30 years, aed we will keep you informed on the status, and we do keep you informed on the status, it allows you the let go is it fixed? And by closing the loop on the open-loop items, we will create a better customer experience even when we cannot improve the actual speed of the service delivery. >> That is exactly what I am looking for and I I understand that D.O.T. could be backed up and they don't have to respond within 24 hours necessarily. But 23 days is a bit long. Food for thought, and thank you all, because this is a great endeavor.



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>> Thank you. I had a question about the slide the requests and the closed requests and how much you had done, and there is one with where you said that you referred have the ability to track that to another D.O.T. or close the loop on that or referred to another county, and close that loop, and count that as our app helped to get that resolved? >> Right now, we refer to has the internal city departments and so referred is the same as ->> For the city. >> Yeah, right. And this is referring to those who are not participating in the currently have a way of tracking and we don't have a way of receiving that communication. So thising something that we can discuss to see how we can close the loop there on the internal communication. As far as the cases that are referred out to outside city jurisdiction like caltrans and county of Santa Clara or other jurisdictions, we currently, the request description to find out. Of tracking them more readily than reading all of the descriptions. But that is a metric we need to follow up. >> And these two examples which are perhaps helpful and where we prioritize the internal refers is those from the customer perspective in the same buck. For example, if I'm reer porting whether it is on the street or somebody's yard and to me, it is point, we consider them two sorts of things, and we will prioritize in cleaning up the system, and from the customer perspective feel like they are the same. And at this point, to be honest and fair, and interjurisdictionally, it is throwing it through the tunnel and you don't know how it lands on the other side and they pick it up. So the future set of work is going to be on the short list of what going to be crossing the jurisdictions a lot like graffiti to adopt a common text system to communicate with each other in an automatic way, and wouldn't bit nice to have an open api into the caltrans system or the other systems to know whether it is closed or not same thing back with us, and so that is a to do later kind of investment, but it is a way to go et the scale robust, and to identify the things that are most frequently getting tossed from one jurisdiction to another, but from the customer standpoint, I don't care whose land that is. And I suspect that graffiti is at the top of the list, and I will wait to see the data. >> I think it is going to be great to get the credit for that and the app to get things resolved. The mayor asked about the ad revenue and the space for the ads, which is all well and good,

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you pay the $1.99 and you will get no ads because you are paying for it. And also, perhaps, other bells and whistles that could justify charging for it, and this not true for San José, but Steve jobs, and Steve wozniak who founded apple, and this is where whatever, and like that. But more seriously, I am wondering, if we can improve the gps technology in the future to help people find answers to commonly asked questions within, or throughout the city, you know. There is a gas station that has been walled up and nothing is happening wit, and what is going accurate and things that we know bulletin board and everybody knows that this is the common certain of the city, and stop asking and calling us again and again would be helpful, and building off of that if we could expecting a storm and evacuate now. And so if we could get them register and the login information to ask them to register, but get their zip code compare that to the database with the city by district, and if the councilmembers could push out their own notices of the community meeting tonight on to the phone, that is district centric, but not everybody who is using the app is inundated with the messages would be cool, one reminder, and I mentioned it extent that the city could can prioritize the app coordinators, the requests, and that would be cool. And finally, I -- I am not sure if it is this one particularly, but I think that in the auditor's report, it was mentioned about you guys looking to do a customer relations management thing by December 2018, like either a Website or some sort of system to take requests throughout the city, and is there a way to get to the the council offices of that responsibility, and 1-800 number distinguish between the districts or the city, and the council office gets the call, we refer it back to the city anyway to do the clearinghouse? >> We do have a customers support system which is shrinking and not growing, and you are correct on the audit for the discussions to have and how the give a single front face to the community. But some council offices do prefer to keep their own for the center is there for everyone's use. If you want to use the e-mail and zip code, and they are there simple, complex and wicked. Wicked are those like the homelessness or the transportation that don't necessarily have a single solution, and very complex, and more than complex, and with this app, we are aiming at the range of simple. And so we won't get the call s on the wicked one or the complex at, but we hope that the people get the simple problems that we should get solved, solved quickly through the app, and you higher level. >> And to kip's point, we are seeing with the data where the calls have declined over the service areas, where they are asking if they can go ahead to take them on in the contact



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center and allow them to focus more on the service delivery and and benefit, and that is the great thing and what we are hoping for, sure. >> And thank you, guys. >> Mayor? >> Last question, I promise. To what extent and I know nothing about programming before to the extent to engage the smart people in the community or consider how to add the bells and whistles, and let them go ahead and mess around around do it, and we can look at it and say, we like that and we don't like that. So essentially crowd source 2.0. >> That is super interesting and to chunk out problems for the smart people sitting around us. And Michelle also pointed into this integration of the way she is active in the co-founders of a group, and so let's explore that and maybe some modules that might be feasible to approach from the open source, and maybe a repository to allows us to play with the code there, and then when it is ready to integrate it in and have the quality assurance on it, and we would not want to do or need to do that with the core functionality, and no reason that we could not potentially create the space to experiment with the bells and whistles, and step on that, we will start to figure out how we put mitt the roadmap, and then we will at least commit to testing the idea relatively lower relatively piece first, but it is a great idea. >> Thank you, kip. It has to be lower priority, because we have a lot of other things, and I don't want to have us chasing every foul ball out there, and I understand the challenge here. You are a friend of Michelle on our team, right? Who helped to co-found code for San José? >> Yes. >> And so, great, and wonderful, great network. And another concept that we could test out is to throw this into another it ration of unleash your geek and put that out as a formal challenge as well. >> And at least on the pilot level to have the open source infrastructure, and have to get hub, and understand how the integrate it in with the vendor, sure that the open source integrates

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with our approach of the development, and we would want to test that out before we put out a big call. >> Okay. Thank you. >> And mayor, I have a couple of there. And apple user ares are more savvy than the -apple user s are more tech savvy than the other users and so kip made up that word he has been using, and users early and often, because that is where we will get a lot of the frustration with the users is when they are not hearing anything, and you touched on, that kip. One of the things that I wanted to hear more about is that we talked about the front end, but how is the back end working once identified through the app, how is that working on the backend in terms the of flowing to the right department and how it is handled, processed, turned around in that whole process. >> And different variables, because some departments have adopted it more quickly and thoroughly than others, and on the alert, the councilmember Khamis was talking about activity that Margaret is working with the vendor to find out how the roll out the aginging reports, and other reports so that people can get those kinds of notification, and work to do with the department so they can be consistent with using the platform effectively, and there are a limited number of licenses, and only so many people in those departments have just enter the platform, and it is a good core group, and as we are more proficient, we will have the opportunity to grow it from there. And then a couple of items related to that question is that the analytics, and as kip referred to, to the more narrow views and getting to the predictive analytics, and that is the more analytics of the formal stages as the data builds

we do want to

emphasize and all of us are saying that we need to back and the elegant response rather than the abrupt one, and then we will go from there. >> And the departments have also new digital top to the existing archaic system. So in particular, we think that we want to take a look at the abandoned vehicle approach which is a little bit of the whack a mole, and always a little bit of can move them around, but give en the new technology and the fresh look if there are ways to do the incremental improvements on that and with the crews doing asking for support on, and that is something that I view as a good sign.



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>> I want to add that the integration engine is robust, and the thing that we need to help the public also understand is that the duration it takes To go through, and want to give you when employees work, and the employee hours and off hours as we shift to the mobile environment and we have to set ground rules around that, but we security officer with which is approved in the budget for this current fiscal year, and we are hoping to have something later in the year, and hire for November, and what this is going everything from credit card standard compliance to a audit readiness and we are seeing the credit rating agencies and auditors are asking questions in organization has, because it is serious now. We have taken serious significant feedback from the security ven do, and the external awe the city financial statements and it started out about 24 page, and now down to 18 and now down the 9, and we are still shooting for the outcomes-based policy. And the only one in the city's history is going to memorialize the security office and officer to coordinate the risks across the departments so it is not haphazard or fragmented. The third policy which is leapfrogging in some sense, because we rolled out my San José is that we need to put out a privacy and use application for the portal and since we collected the information on the personalized approach no the app rules are so that any users or residents or businesses know what we are asking and how we potentially use the data. We have been working with the city attorney's office and have a draft that is complete, and shoot to publish that within the thing, privacy news and policy, and this is the most formative of the four. And councilmember Khamis has prompted the staff a number of times as well as the mayor's office to say if we are going into the sensing technologies and the accumulation of the exponential growth of data of where things are, and what we track inside of the community, that we have to have a good policy foundation and approach to that. So what we have done is some research and outreach to the communities frontier, and Harvard law school, and codex and we need to find out how we make assurance that the staff and community that this is how we use the technologies in a responsibility way. In terms of the slide, these are problem with, and this is a multi disciplinary policy as well and not just one department who owns it is going to have to get well coordinated in the mayor's office and the councilmember's offices and multiple office, because how we use the I.O.T. technologies, and still at the tip of the iceberg and we want to use it in ways that we have not thought of yet, and so what is the foundation that we need to set? So, just in summary, we have a lot of the operations and requirements that have delayed some of the policies at work and of the priority ones that have been identified from the audits and council, we aim to finish the bulk of those by the end of December of this year. The I.O.T. ordinance and policies will take longer as we continue to do more research and as we do some use case, and then that question and

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answer and feedback back to council and departments as appropriate. And with that, that could be the >> Councilmember Davis? >> Thank you. I appreciate the discussion about privacy policies, and I would like to know if there is, and that we would like to have them as each individual and the Internetapp and things like that, but will we have an overarching privacy policy that we are going to discuss as a full council to guide these policies going forward for each individual app that comes along, want to be able to share as much about, we need a policy of privacy to cover everything even information. >> Yes, the I.O.T. approach, kip, and dolan and I and others have discussed about how the discuss privacy with the large "p" and we do need to get the app one out soon, and the larger discussion of the app to effect that policy. So we have some serious concerns internally, and we want to share but, we also have a growing risk pairing together marketing information and the police blotter and insurance and address information, you narrow down some highly specific personal information about individuals. So, how do we put data management in a way that is going to be effective to where number one we don't accidentally leak anything that is sensitive, measures at protecting the overall people's privacy as a whole and not just seeing the piece of data but the aggregate risk that comes with it. >> And so I wish that I had a perfect resolved answer for you, and some of it has to be continuing to emerge and formulate. >> We will have an opportunity to bring it back to the committee and the council as a whole, the privacy discussion. One of the tensions inherent in any policy problem is one that rob illucidated, you have to have privacy across the domains of data, but also iterative, too, because new technology, and conceived of. Example that we are looking a just as a point of departure is Oakland with the overarching policy, but a new device or app comes on board, they have a way to reviewing it, to say, yep, it is in line, and let's go or, no, so we will be having those discussions, and bring it back to you as we are debating the privacy policy, but it is a tension of having it all clear and the principles so that we can have a clear data link and flexibility as new stuff comes up that we can learn from it, and ip corporate -- and incorporate.

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>> And one of my previous lives working with data, you are right, to put it together, you can find the complete information, but it is like a needle in the haystack and you have to know who or specifically are finding that with a large set of data, it is nearly impossible, and so keep in mind that just because it can be done, does not mean that it will the anonymity of having a data Lake As well. Even if you put five things together, you would have to know combination. So there is a kind of the tension, I think that we are going to need to keep in mind about just because somebody can do it, so for example when we had the California education data, I couldn't even find my own children and I knew their exact test scores, because they just, and I knew which school they were going to and all of that, but I could not find them. Very specific set of criteria that you are looking for, it would mean that you already know that person, right. So they are not private from you. >> And the way I am framing it in talking about it is with the I.O.T. and the use of the privacy and we need to navigate between the hype and the horror. Perfect way to do it, and the Internet is going to solve everything, which it won't, and the horror is now I will turn it we can avoid. So that is guideline, and then within that for us are core pieces of security and privacy, but we need to do those in a way impact. >> That is helpful. Do you have a sense of when we will talk about this? Kind of the broader, the broader the framework yet, and it is linking in nicely with the work on the I.O.T. pilot and the funding that we have received and transmitted from the knight foundation to do the deep dive into the I.O.T. and all of those pieces of work are in motion, and we view the security and privacy policies in parallel to those so that by the time we make a deployment issue on the I.O.T., we will have a sound security and privacy and policy and we will be working in close coordination with the mayor's office and put together a tight time frame with the council and the stakeholders, but we don't have it done yet. >> I want to be clear, it is happening under I.O.T., but it is going to cover all of the data? >> We are going to be look broadly at the data and other things that focus down on, and look at data and privacy together. >> Thank you. Great.

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>> Councilmember Khamis. >> Yeah, thank you. Maybe this is tying more to the item c-1 on the things that we have already approved, but, you know, when you were looking at the data and, we were talking about the backing up our files and things like that, and I know way, and in the report, it says to ensure backups on tape. And are we still using tapes? >> Unfortunately yes. We are trying to devolve away from that and part of what keeps case, and active legal cases that initiated when the tapes were initiated and so we have to retain the ability to store them, so as soon as some of the legal items are resolved we will plan a party to eliminate the tapes. We can't burn them, because they are toxic, but we will do something to celebrate their departure. >> Are you foreseeing going on the cloud-based or dish know that we need to backup, and I am up in-house. It says something that we are backing up our programs, our data, but are we backing it up here, or are we backing it up off site somewhere? >> So without giving away too many secrets, we use every level resilience, but the the resilience is the goal, and good don't honor the retention policy, because if you back it up at that time, it will not expunge what is expired. So we are trying to use the more I am not asking you where you are storing it, but I want to know that all of the data is not in one building and so if an earthquake happens and not talking about the hacking, but if an earthquake happens and the recovery information as I walked that area, so as we are doing the emergency management planning in other venues a that is one of the areas that have been surfacing to the the top, and one that we need to seek to understand and make further investments. They are interrelated, but it is lot about. >> And are we backing up the applications, because the data without the applications, sometimes, and I mean, it is worthless, right? >> Yes. So the critical systems are backed up as whole. Virtualized so we can move those. There are some low priority ones city worker process and not impede anything life, safety,



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financials or any operation, but the short answer to the question buildings is on the virtual cloud. >> So when you do the viability tests and the backup test, do you test the complete system or just the single like, a single item or day the point recovery? >> Both. Depending upon the criticality and we did Mark the time to do some system recovery for critical systems where we are test restore the operation of and just because of the noncriticals that are going to the be firing up more elements, but it is not as thorough, and we will want to make more progress and more thorough about the true operational restoration to be taking the investment in work. So our backup environment has a couple of generations to mature. >> Yes, it is one of the priorities in the I.T. work plan. >> And lastly, it is saying that that we are using Microsoft as a not mean it is backed up, because if they delete my file here, it is deleted everywhere? >> No, with the implementation, that we have, it will destroy yours, but in mirrors, it will still exists, and there are three people in the city who can access to. >> And what did you call them? >> God accounts. >> God. >> And so they literally have the keys to everything, and lots in the case that if it deletes it, is not deleted on the others, and there are multiple versions of those that you could that you are doing. >> All right. Councilmember diep? >> I had a question, but I want to piggyback on councilmember Khamis' question.

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>> And we will just rein that in. >> Okay. >> Like the one share drive or the local -- all right. Anyways. So I -- what I wanted to ask is going to data pulse, and I don't overarching data account yet, and councilmember Khamis is pushing for one, but when we get around to it, what to you think about privacy by design or are we forward thinking in that sense? >> Privacy and the reason that you see it assism O.T. and privacy and use is that we don't see a way forward to see how they operate independently of one another. So it is privacy by design, and so for you approach it in multiple angles and do one and another and another and somehow merge together, and that is why we are taking the wholistic approach, and so we is do have a sharability, and analytics, but the levels of which privacy is addressed is something that we have to address going forward. >> And so, yeah, I see that is with what I was hoping for. So good, thanks. >> All right. The other questions, and thank you for the report, and we are on for the last report, item number 4, the citywide web content management system. >> I want to invite my colleagues to come down the join me, and walk you through the approach of the new citywide web give you alile break from rob. >> Good afternoon, Cheryl Wesley communicationsch it is great to be with you this afternoon and with me is ash goodell, the citywide communications manager, and so our new content management system is the opportunity to improve the Website. After five years with civic plus vendor, the renewal of the contract opened the door to consider the best vendor to help us to improve the Website. It is an opportunity to take our excellence, and ease and functionality for the residents, the goals with this new platform works well on all devices including mobile. Functions that enhance service delivery and transa actions and easy for the staff to use, and the staff has varying ways of skill with loading content into the platform, and so it is important that it is easy for staff to use. Also, it is important to the recognize that the platform really

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stands as our, the Website really stands as our most important customer service property or asset. The most visible part of the city government is the Website. Our customers like, nearly all Americans are accustomed to finding information and conducting transactions on the Web. They shouldn't need to and likely don't want to come to City Hall to get services. In 2016 we had 3 million unique visitors come to San Joséca.gov and I'm pretty sure that 3 million did not come through the so that is more than 8,000 visitors on average per day or at their convenience per night. Clearly, our most important and valuable customer service property is our Website. That means it deserves commensurate attention and care to the design and content. And while employees may not always recognize it, our customer attention is essential to the Website users. So who did we pick to handle this very important project? An interdepartmental panel selected vision Internet from among 15 vendors, and here's why. Vision Internet offers us impressable flexible designs for they offered us extensive user testing, and you will be sharing sortly, and you will see why that is so important. Vision Internet allows us to integrate with the third party app such as my San José with the requirements for smart cities and accessibility,ed a by accessibility we mean that people who are hearing I impaired, vision impair and mobility issues can easily use the Website which is a federal requirement, and they are alsoing us great customer service, and training to bring to the staff. With those features we selected them and on June 27th, the council approved the contract with vision Internet. With that I turn it over tos atra. >> Thank you. So on July 27, we had the kickoff with vision, and we had 32 representatives from various departments. They were able to give the platform and the time and effort first we sent out two user surveys and both the staff and the community members are asking for feedback in the areas of needed improvement. And then next, the focus groups of the staff and community members with the seven sites of usable and a accessibility, and not shown on this slide, but I will be talking about it a little bit more is the testing on the user journey. And lastly, we added a heat map to the subscript. So heat map is showing what is at a tracking the most level of activity. The darker color the lower and then the lighter, the most. This is an example of the heat map on the home page. The dark spots of the page are not the sign of a smudge or dirty screen, but those are low activity spots where users have clicked the mouse. Up on the top, you can see the brightest orange color meaning that this spot has the highest activity level. This is where the search bar is interpreted, and this is either, our home page and navigation ooptions to make the journey or the navigation option on the home page are not clearly intuitive to the use, and they are forced to go to the user bar. Circumstanceled in the

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link is the brightest and most used link in red also in bottom right is the employee link section. As I mentioned before, the vendor conducted user testing. They have recruited five users and videotaped them as they attempted to search for ten topics, the user was asked to verbalize the thought process as you live in an apart covered by rent control and find out the maximum allowable rent increase in your unit. We shared this with the staff last week, and the staff learned structure is not user-friendly, and in fact, downright painful to see what a user might go through. To see a couple of clips. >> If your landlord does not make repairs and how the report your landlord. And community? Housing maybe? Online services. Utilities, and go housing just to see. See if the landlord and so this is policy and building and the renters and the landlords and -- resources and references. Click on that. Maybe it will show me a place to go to have reporting. That is the general, and not that one, this one. This is back to what I was looking for the other time. And incomes, rent. Housing, community, permits -- looking up for another section. Reportlandlord. Let's see what it brings up. Okay. The renters and landlords. This is the first thing. This is just basically everything that we had before. Okay. So this is what seems to be my problem is the wording is way more complicated that I wanted it to be, and is my apartment covered, and how much can my rent be raised. Oh. I will come back to this. You need to rewire your single-family home to see if you so. single-family home, and so I would go to not business, but community, and housing -- I think it is like utility stuff, right? Environmental? Utility services, right. Yeah, that is what I thought. Let's see. Do I need to get a permit for this? So, not the water, wire, resources, rates, and neither. So not vendors, and maybe government. Newsroom, opening, nope. Back the community, and permit center. >> So you can see it was a little bit of the challenge, and so another use was consorting, and seeing that the users had a difficult time, the vendor asked them to participate in another exercise. The participants were given topics and asked to generate a category. In one server group they were asked to create useful category name morse the global navigation. Here, you can see what was discovered after the exercise. The top image is the global navigation which is not intuitive for the users. The card floating exercise shows a more intuitive categorization of the range of topics. Here is a sneak peek. So with a all of the data from the surveys and the userability testing and vendor and staff working together, we begin to build the structure and functional elements of the new Website home page. And please note that this is only a prototype and not a final layout, and most effective on the mobile devices, and the first popout

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to the right is a pop-up window accessible on all panes, and the words on the window read how can I help you, asks José. This is a direct service for the provides. It is a built-in component called the service finder. It will categorize all city services with the successive drill down menu to quickly help the user to find the service they are seek. And yet, we wanted to have another popular way to find the most commonly sought out items such as adoptable pets and other changes. This is the planned implementation time line. We are currently in the requirements gathering and user testing phase and soon begin the of the new Website. In November, we will begin the content strategy which is a training stage for staff. This is going to consist of the training staff of how the write for the web and content. And the vision is going to begin there is a period of a few months where we have parallel web sites and the current Website, and new sites will be dull and dark until it goes live. In the spring, we will have, we will be training the staff on how to use the new Website and in the end of April is when we plan to go live. I would like to turn it over the important ways. One is that it is going to shift department's Website to thinking customer or the user is coming here to meet. So that is maybe different from what web pages they end up on and the third shift is interrible to us that rob described in business tax system, and the also my San José departmental line, and create a brutally prioritized list of what is important and focus on creating the beautiful customer experience for our services that create a nice web page. This is an evolution in the service thinking and building on the experience of the my San José is the kind of the second it ration in our digital services strategy is the way I would describe it. So the changes that I have described in terms of the project owner and manager are starring to implement them now, and I am talking about them for the first time here. So some of the folks who are part of the web team may be surprised to hear them, but what to tail when those cross multiple departments will create so there is a lot to be done on this, and work into broad expertise and both in the council office and the mayor's office to assist with us, and as our success. I will close there and take any questions, comments or feedback that you might have for us. >> Councilmember Davis. >> Thank you. I'm excited for us to get a new Website. So I appreciate all of the work that you are putting into it, and it is a very thoughtful approach. I think it is very, very necessary. I, myself, I don't use the Website without using the search better results sometimes, so I a and two thoughts of the content migration, and I understand that content, because there is outdated information on the Website, and my office gets calls about it all of the time. And so

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just make sure that when you are migrating the content that is being checked for still being complete and up to date. Is that the process of not just taking what is here, but making sure you have the updates. >> Yes, there is current function and what should in house the write for the web and so we can make sure that it is easy to read the chunks instead of the long drawn-out pages. So we will be taking inventory each page and condense it down from five pages to one. >> And so the top line as a general level of what the page shift will be and I know it is not the ultimate measure of it, but if you could share with us what you are likely to go from to for the streamlining? >> We are at 5500 pages now. We actually went from 60,000 pages prior to the going live with the site. So we are hoping to condense it down. We have a loft content. So good quality site could be 1,500. >> And so one of the things that longer is if you called parking compliance with abandoned vehicle or using the app, and everything says 72 hours, but their backlog is so great right now, that they are not able to actually respond in that amount of time, and so really, the 72 hours is when the clock starts, so it is not clear that if you report something, within 72 hours that car will be gone so it sets up expectations, and not worked in the first place. >> Yes, those kinds of the things are the kind of what I am asking can. >> I would add the other thing that we found is that the people who are doing the real work are almost completely, and almost usually completely disconnected with the data and the traffic and the understanding of what is complete connection between both am -- if I am the owner of the illegal vehicles, I should also own the digital front door for vehicles and understand how many information is and how the update it, and with the system, we have a disconnect, and part of what we need to do is to reconnect or connect in many cases for the first time especially around the priority service areas so that the top five or ten or whatever is getting the most traffic will want to have that. The people in the field doing the real work have access to what is happening on the front door and understand what is current and accurate.



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>> Good. I am glad to hear that. And the other question is that I heard you say that our last contract was for five year, and in that means our Website is not changed the design in five year, new contract or are there any other causes for updating and reflecting as the top five or the top ten most frequently used dynamic site. Since we are the center of innovation, and those things don't go together? >> So as we roll it out, they will give it to us, and a redesign every three years. >> Okay. And in terms of those, the most frequently visited sites, and those were fresh every six months or something like that? >> The popular links on the home time, so that is all controlled by us in-house. >> Is a plan for looking at the statistics and updating that on the regular basis? >> Yeah. What we want the to do is to same kind of the discipline applied to the innovation roadmap to do that to a subset of digital services strategy and looking at not only the web piece but the app piece and making decisions on the every six-month basis and what is the priority for the next three weeks and popular site or working on the language capacity, and manage those in terms of prioritization, and I will see us beginning to develop release mapping culture that we have not had yet. A lot of it has to do with the -- I usually try to the avoid this, but a lot of it has to do with the resourcing, and we were in an interesting conversation with a large firm partnering with the facebook and where is the web team? And she said, atestimony web team. And so we are underresourced so we want to see about how we take empower them to do it, and how the properly resource it. The short answer is that we will be able to do that based on the planning and priority resourcing, and to develop a culture to bring you those priorities and show you the tradeoff. >> Thank you for taking a wholistic view of it and updating the Website does not solve the problem going forward and I appreciate your thinking through all of the other aspects did they find the Website to be busy? And two, were there other web sites specifically that you looked at and said, wow, this is come to top of mind? >> Yes, everybody said that our home page was very busy.

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>> It is very busy. >> And clutter and you name it. One site that stands out to me is the city of San Diego, because they have the director service right in the center, and we want our site to be is a service-friendly Website. >> This is probably really dumb, but, dumb in terms of how many clicks should a user have to go through to get to the information they are searching for? >> Well, it is kind of that we want them to find the information, and so it could be, the areas of information is ideal. So it could be -- it is not really what you are engaging at this point. You are just trying to get the information right there on the home page and on their screen. So I would like to stick with the two to three, but obviously, more information on the site, and it is very deep and has a lot of content. >> This is to me why the prioritization around is services is so important, because, let's say that we set a goal of everything is three clicks, and then you are creating a broad ocean of information that is not necessarily dealing with what people are actually coming to. And if you are saying, look, for 15 things that the people come to us, it is 85% of the traffic, great customer experience, then, the obscure piece of information is okay. It is not ideal, but it is okay. Information. >> Great. Thank you. >> So I want to make a motion to reports. >> Seconded. >> Move and seconded. All in favor? >> Aye.



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>> All right. And I don't -- see any questions. The meeting is adjourned. Thank you. [ ADJOURNED ]



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