INNOVATION AND
TECHNOLOGY PROJECTS
STATUS REPORT
Public Safety, Finance, & Strategic Support Committee
April 16, 2026
Khaled Tawfik, Chief Information Officer
Jesse Juarros, Division Manager
Shirley Duong, Products-Projects Manager
Committee Agenda: April 16, 2026
Item: (d)1
Agenda
2 Item: Accept status report on projects managed by the Project Management Office, the Information Technology Department’s Strategic Work Plan for Fiscal Year 2025-2026, and other current and planned activities. 01 Project Management
Status Reporting
02 Project
Highlights
03 Information Technology
Strategic Plan Status
Update
04 Questions
and Feedback
2 Project Management Office (PMO)
OBJECTIVE
Focus on high-profile City projects in
collaboration with departments to
ensure successful implementations
and business objectives are met.
PROJECT ASSIGNMENT
Projects are selected if they meet one or more of
the following criteria:
• High strategic or political visibility
• Cross-departmental coordination required
• Significant budget or resource impact
• Tight timeline or regulatory deadline
3 PMO – Benefits for Residents
Stewardship of
Public Funds
Structured oversight of $46.4M in
active projects ensures every dollar is
tracked, justified, and delivers
measurable value to residents.
Better Services
for Residents
From 311 enhancements to constituent
CRM, PMO-managed projects directly
improve how San José residents
access and experience City services.
Cross-Department
Coordination
Complex city challenges require many
teams working in sync. The PMO
serves as the connective tissue across
15+ departments, reducing duplication
and gaps.
Transparent
Accountability
92% of projects on schedule with
public reporting to the City Council
Committee ensures elected officials
and residents are informed of progress
and results.
Reduced Risk
to the City
Early identification of delays and atrisk projects protects the City from cost overruns and service failures.
Modernizing the City
Projects like the Business Tax System
and SJ Learning Portal update aging
infrastructure, keeping San José
competitive and operationally resilient.
4 PMO Accomplishments - 11 Projects
March 2025 – March 2026
1 CRM for Council and Mayor
2 Emergency Operations Center (EOC) IT Infrastructure
3 OneCity Workplace
4 SJ Training Portal
5 Business Tax System
6 SJ311 – Service Enhancements
7 eFile System Replacement
8 Rent Registry 7.0
9 Road Safety Conditions Pilot
10 Community Wi-Fi Study
11 Automate Bereavement Form
5 PMO Status Update
Active Projects Aggregate Budget On Schedule
24 $46.4
Million 92%
DELAYED — RECOVERABLE
Automated Metering Infrastructure Project
Slight delays due to overall City priorities. Staff is currently finalizing the contract.
AT-RISK
Citywide Camera & Video Management System
Significant challenges emerged during contract negotiations with the previous vendor. Staff is currently processing a new Request for Bid.
6 Project Highlights
Launched Jan 2026
Business Tax System
$30M annual revenue
generated
• Modernized end-of-life
PeopleSoft Revenue
Management system
• Ensures operational continuity &
system reliability
• Meets City’s technical,
functional, and business
requirements
Launched Mar 2025
CRM for Council &
Mayor’s Offices
9 out
of 11
offices onboarded
and active
• Centralized constituent
communications across all
district offices
• Replaced fragmented
Excel/disparate tools with unified
platform
• First step in citywide customer
experience transformation
Launched Jan 2026
SJ Learning Portal
150+ courses available
online & in-person
• City’s first Learning Management
System — all trainings
centralized
• Full training history accessible
per Senate Bill 513 compliance
• Drives employee retention,
satisfaction, and professional
growth
7 ITD Strategic Plan 2026–2030
Guiding technology investments and innovation through June 2030
CURRENT STATUS
The 2026–2030 Strategic Plan is in development. ITD
continues under the current plan (expires June 2026) to ensure continuity of direction and alignment with City
priorities.
FOUR - YEAR COMMITMENT
The updated plan anchors ITD's technology and data
investments to City Council's Focus Areas through June 2030 — advancing equity, efficiency, and innovation citywide.
HOW IT WORKS
The Strategic Plan sets long-term goals. The Annual Work Plan translates those goals into specific projects, milestones, and measurable outcomes each fiscal year.
Guided by Three Core Principles
Equity · Effectiveness · Accountability
FY 2023–26
Current Plan
FY 2026
Transition
FY 2026–30
New Plan
Performance & Accountability
Progress tracked via performance metrics and
dashboards to ensure transparency across all five
strategic areas, reported to City Council each fiscal
year.
8 Five Strategic Areas
How ITD translates City Council priorities into technology action 1 Community
Engagement
Expand SJ311 with
social media
integration, advanced
language capabilities,
and AI chatbots to
reach all residents
equitably.
2 Innovation
Powered by People
Leverage technology
and collaborative tools
to cultivate a culture of
engagement, creativity,
and productivity across
departments.
3 Artificial
Intelligence
Responsible and
purposeful AI
deployment that
prioritizes safety,
protects privacy, and
delivers long-term value
for residents.
4 Cybersecurity
Strengthen the City's
security posture with
advanced digital
solutions and proven
risk management to
defend against evolving
threats.
5 Data-Driven
Transformation
Harness data and AI to
foster transparency,
protect privacy, and
improve the
effectiveness, efficiency,
and equity of City
services.
9 AI Focus Areas
Draft/Summarize/Analyze
• Memos, reports & policies
• Meeting minutes
• Data sentiments
• Contract and Procurement
Individuals
Process Automation
• Invoice processing
• Helpdesk automated Services
• Traffic optimization
• Fraud Detection
Systems
Seamless Government
Services
• Identify & process 311
services
• Review and approve permits
• Process & pay invoices
Operations
10 Data Governance & Strategy
Published May 2025 — San José's first citywide Data Governance Policy & Data Strategy 6 1 Develop Data
as a Service
Enable reliable, accessible, and
reusable data assets across
departments — breaking down silos
and improving coordination.
2 Foster Communities
of Practice
Build shared knowledge and skills
around data use, governance, and
analytics across City staff at all levels.
3 Measure
Impact
Track outcomes from data
investments with clear metrics to
demonstrate value and drive
continuous improvement.
Current Initiatives
Data Infrastructure
Centralized data platform piloted with the Dept of
Transportation, now expanding to Housing. Unifies
datasets to improve coordination on homelessness
services and cross-department programs.
Data Analytics & Dashboards
Standardized dashboard templates developed with the
City Manager's Office. All dashboards meet Americans
with Disabilities Act (ADA) accessibility requirements, ensuring data is equitably available to all staff.
San José continues to set the national standard for technology-driven civic service — grounded in resident needs and guided by the ITD Strategic Work Plan 2026–2030. 11
Data & AI Upskilling Programs
Building organizational capacity for data-driven government Data Upskilling Program
Launched March 2023 to build citywide data literacy
Year 1
Pilot — tested and refined
15 staff · 3 depts 50% complete
Year 2
Demand increased; improved design
15 staff · 9 depts 80% complete
Year 3
Sustained demand; growing interest
22 staff · 10 depts 91% complete
Monthly Data Lunch & Learn launched Oct 2025 — grew
to 50 attendees by Feb 2026
AI Upskilling Program
Launched 2024 — building AI fluency across City departments 80 Staff Trained
200+
Custom AI Assistants
Built
15–20%
Reported Efficiency
Gains
For Residents
Faster response times
Real-time translation & automated summarization
Proactive issue detection for roads, grants & policy
For City Operations
Tasks that took hundreds of hours now take minutes
Supports workforce retention & evidence-based decisions Automation of repetitive processes across departments
12 People
Process
Technology
GovAI Coalition
San José as Founding Leader in Public Sector AI Governance 4 3,000
Members
up from 2,000 last year
900+
Agencies
local, state & federal
600+
Summit Attendees
25 states & Canada
182K
Hotel Revenue
generated by Nov. Summit
Coalition Milestones
1 Shared AI model for road issue detection (obstructed
signs, potholes)
2 Registry of AI products — improved transparency for 100s of AI tools
3 Data governance handbook on AI and secure data
sharing
4 Nationwide RFP for generative AI solution with strong vendor response
Transitioning to Nonprofit
$150K Packard Foundation grant (fall 2025) funding nonprofit incorporation to unlock philanthropic support and expand the Coalition's impact.
GovAI Summit – November 2025
Hosted at SJ Convention Center · 91.3% positive rating · 83% plan to return
Attendance grew despite nationwide decline in govt
conference attendance
GovAI Summit – December 2026 Coming Soon! 13
San José: Detecting potholes, street-level blight
Advancing innovation through measurable outcomes
Le ve ra g in g AI-e n a b le d c a m e ra s o n Cit y ve h ic le s t o id e n t ify p o t h o le s, ille g a l d u m p in g , g ra ffit i, a n d m o re . • Co n t in u o u s le a rn in g a n d im p ro ve d a c c u ra c y • P e rso n a lly id e n t ifia b le in fo rm a t io n a u t o m a t ic a lly b lu rre d t o p ro t e c t re sid e n t p riva c y.
• P h a se d im p le m e n t a t io n a p p ro a c h
• P u b lic -p riva t e p a rt n e rsh ip
• Sh a rin g o p e n -source resources
• Me a su ra b le a n d im p a c t fu l o u t c o m e s Pothole
14 THANK YOU
Questions and Feedback
Khaled Tawfik, Chief Information Officer
Jesse Juarros, Division Manager
Shirley Duong, Products-Projects Manager