Approach to PartneringApproach to Partnering — Section Overview Rationale: Complex relationship management context creates need for more systematic and structured approach to partnering + Multiple potential roles that partners can play + Multiple potential points of contact on the partner side and on the Smart Columbus side + Both inbound and outbound engagement with potential partners ‘apman © 2017 ose Delgment L.A hs saves Roadmap intent: Provide framework through which to create clear expectations and consistent engagement with partners and maximize value of relationships through coordinated relationship management + Principles - what are the truths about partnering that we hold + Needs - what are we looking for partners to provide + Expectations - what do we expect of partners and what can they expect from us + Process - what steps will we follow to create consistent engagement with partners rE CECE EE ELE EEC CLEC CC CCC CCEL CECE ECE LCE Ee LeeLee ee eo eePrinciples Guiding Smart Columbus Partnerships The guiding principles establish the basis for forming partnerships with Smart | Columbus Partnerships are a mechanism to create long term commitment to the Smart Columbus initiative as well as the Columbus region helping to drive job growth and stimulate impactful research A successful Smart Columbus initiative is built on the foundation of committed, collaborative, and sustained partnerships. Partnerships are a way to leverage thought leadership, capal benefits of the design and implementation of Smart Columbus External organizations, whether private or public, often have the expertise and knowledge that will help Smart Columbus mitigate risk, speed up Implementation, and ultimately maximize the benefits of the effort. jes, and necessary resources in order to maximize the Expectations, roles, and outcomes are clearly defined A clearly defined scope of work will minimize confusion between parties with respect to expected outcomes, Early establishment of expectations will also help to confirm that the scope of work is fair to all sides. Purpose of partnerships are clearly communicated, easily understood, and transparent A transparent partnering process, achieved through open commurication and active information-sharing, facilitates stakeholder buy-in and support. Partnerships help achieve both Smart Columbus and broader Columbus region economic development objectives Enhanced economic development is a critical, expected outcome for the Smart Columbus initiative. Partnerships will not only aim to achieve the Smart Columbus economic development goals, but also stimulate economic vitality in the region. Partnerships are a continuous process, not “one-and-done” The process for maintaining a successful partnership is ongoing and requires frequent evaluation of goals and outcomes for both partners. Partnerships are rooted in the Columbus Way—a spirit of collaboration The City of Columbus has a long standing tradition of collaboration, the Columbus Way, to work together and achieve what is best for This spirit,of collaboration is critical to realizing the goals that Smart Columbus has set forth, o mf BSGSmart Columbus Partner Needs and Roles Partners can play one or multiple roles throughout the implementation based on Smart Columbus needs ‘aOR © 2017 Botte Degrees a Smart Columbus Needs A partner that provides capital / cash that helps fund the initiative A partner that provides specialized research capabilities and shares the knowledge that supports the execution of the initiative A partner that provides the technology (e.g., hardware, software) required to deliver the initiative A partner that provides the resources and tools to support project management activities A partner that provides resources (e.g., human capital, facilities, training Programs) to train and develop the workforce A partner that advises and supports the development of policies that drive the initiative forward A partner that encourages the adoption of or promotes new technologies and services implemented as part of the initiative Role Capital Provider Seed Project Euer eas err) Pec aad Pt Paucar rr Creu) A ry g a sPartner Categorization Partner categories ensure expectations and benefits are clearly defined and communicated, and standards of partner engagement are maintained rected Strategic Partner Partners that have the resources, knowledge, and influence Integral to steering the strategic direction of Smart Columbus Execution Partner Partners that contribute to the deployment of technologies and delivery of services for select projects Advisory Partner Partners that have a vested Interest in the success of Smart Columbus and are sought out for input Vendor Companies that seek to provide products and services in exchange for a fee oy ‘Commit significant resources (e.9., financial, non-financial) to Smart Columbus initiative Invest for the long-term Potentially independently lead and projects/workstreams / See RCs fore tery \\ Columbus initiative (e.9., drive economic growth, improve quality of life) //+ Enhanced recognition, reputation, and influence >| \ ~ Benetts rom the outcomes ofthe smart] \\ Provide capital or in-kind resources towards the delivery of select projects Execute terms in the cooperative agreements: Opportunity to pilot technologies and services in a smart city setting and learn from the experience Media exposure and brand recognition Official affiliation with Smart Columbus } L ) L \ i / Provide input/feedback on select projects, Share knowledge and best practices with relevant Smart Columbus parties (e.9., projects, enabling functions) Indirect benefits from the outcomes of the ‘Smart Columbus initiative (e.g, ability to take Smart Columbus learnings and replicate success, increased economic activities) Undergo the procurement/RFP process Deliver products and services in accordance to the contract signed by both parties + A fee for the products and services, provided A contract for a pre-determined duration Security of contracting with a government organization Frequent: Partners will be ‘consulted on key decisions ‘and engaged regularly on the progress of the initiative Project-based: Partners will deliver specific aspects of a project and receive updates fn the overall project As-needed: consulted on an as-needed basis for knowledge sharing and other purposes Deliverable-based: Vendors will be engaged throughout the delivery process ‘Sart cours meget Rendap | Fe Deel |e $6, 2017 aThe Continuous Process of Partnership + Identify and assess the strengths and weaknesses of each potential partner + Determine fit for partnership + Define the initiative, workstream, or project capability that has a need + Define role or roles that the partner would fulfill + Develop short-term and long-term vision for the partnership Develop the “call for partners” (RFP) Partner has ee Partner fulfilled its cannot fulfill commitmen the role or the ts and vision and chose to exits the exit the partnership or partnership Cea partnership is or partner 0 has failed to oe deliver Draft and negotiate Key Elements to Consider | During Partne: Negotiations Data-sharing requirements and final product ownership | decisions ‘Awareness of existing city vendors and conflicts Policy and regulatory agreement, which | constructs | + Perform partner define scope of work | evaluations and and level of document successes ‘commitment and lessons learned + Partner delivers on the commitments + Managed partner relationships using technologies and tools (e.g., CRM) to track activity, progress, and funding Simo ous nage Kina | aoe une 16 2017 5 coop ©2017 Date Onoprat LE hs estApproach to Partnering — Next Steps Moving from approach to action: + Map partners and assign responsibilities to partner classes * Create communication materials to clarify process and expectations * Stand up CRM system and related processes for tracking engagementMeasuring ImpactMeasuring Impact - Section Overview Rationale: For Smart Columbus to declare success of the initiative and describe the value that it created and the impact that it had on the Columbus citizens and the region at large, a set of quantitative metrics need to be established and tracked. This panel consists of both outcome and operational metrics that can be applied at the initiative, workstream, and project levels, Roadmap intent: + Identify quantitative outcome metrics that measure Smart Columbus’ success against its goals + Identify quantitative operational metrics that measure Columbus’ progress in becoming a smart city + Establish a Columbus baseline for the outcome metrics to measure progress against + Illustrate a preliminary set of benchmarks as comparison for the Columbus baseline and as guidance to setting the targets + Identify targets that have been set by other programs, initiatives, and organizations where possibleSmart Columbus Outcome Metrics Quantitative outcome metrics will measure Smart Columbus commitment Paeeencnee nt peer enero a paren Other Near-Term Measures quality of life of Success Crier + Completion of USDOT and eee us ee ee) Vulcan grant projects + Established a functioning ‘Smart Columbus Operating System that facilitates new + Smart Columbus job + | Infant mortality + | GHG emissions + | Vehicle crashes mobility service transactions Sestion + | Poverty + 1 % of Households + | Pedestrian collisions and serves a large Columbus + 1 Use of public transit _-—«Wnin"gmore than one — | Vehicle collision population in their mobility ‘success against its Se rer eee wom Se ae tenuate ag Pay reeks ee ea es a ee ed + 1 Venture capital investment car needs fatalities and serious + 1 sink + LEED ceried gross Single ormupancy as v penetration in. injures (FSI) rate + Substantial Columbus citizen square footage (GSF) Seine new car purchases awareness of projects and per capita : re programs under the Smart + Median household + 1 Transit Score Columbus initiative hheome en + Instituted a favorable policy + Total intermodal environment that drives volume smart ty development +1 Oty brand valueMetrics Quantified Sots eee ry Job creation associated with the 150,000 new jobs from 2009- ‘Smart Columbus initiative: vehicle 2020 (Columbus 2020) ~ not testing, smart grid installation, ‘Smart Columbus specific EV/AV fleet maintenance, sensor infrastructure monitoring, etc. Peers ee art’ $57.0M (National Venture Capital Pittsburgh = $199M; Cincinnati = + $1B transformative Smart Association MoneyTree™ Report, 496.6M; Cleveland = $109M; Columbus investment (Mayor 2015) Detroit = $77.7 ‘Andrew Ginther) feet 1.51 GSF per capita in Ohio, 11% + 9 = Washington, 2.25 GSP per + TBD een o rari) state in the U.S. (U.S. Green capita; 10 = Texas, 1.67 GSP Building Council, 2016) per capita Ceeneee ait + $47,401 (Data USA, 2015) * National average: $53,889 (Data + Related target: raise personal per usA, 2015) capita income by 30% (Columbus 2020) Peer nna ity + 411,000 containers and trailers + Detroit / Pontiac, MI and Toledo, + ‘TBD originated and terminated in OH = 509,000; Norfolk / Columbus / Marion / Marysville, Portsmouth, VA = 522,000; OH (Association of American Jacksonville, FL = 559,000 Railroads, 2014) ore ne ke Ts Ranked 41** in the U.S. Place + Ranking: Pittsburgh = 36%; + TBD Equity Index, out of 100 cities in Cincinnati = 72%; Cleveland = the U.S. (Resonance Consultancy, 87"; Detroit = 60" 2016) Setting process” © aseline metrics are given; Its not an exhaustive Ist; "The existing targets are st by other organizations In Columbus and act asa reference to Smart Columbus target setting processMetrics Quantified (cont’d) (a TTS aC ee Tel sae pea * 8.6 per 1,000 live births (City of + National average: 5.82 per 1,000. Reduce current infant mortality by Columbus, Q4 2016) live births (CDC, 2016) 40% and cut racial health disparity + Infant mortality rate for black {gap in half (Celebrate One) babies is 2.5 times that of white babies MEE - 20.7% of populationiive below = National average: 14.7% (Data + TBD poverty line (Data USA, 2015) USA, 2015) Cesar 3.6% use public transit as + National average: 5.2% (Data USA, + TBD commuter transportation (Data 2015) USA, 2015) Soret ena 79.1% of workers drive to work + National average: 76.6% (Data + 10% reduction in single occupancy alone (Data USA, 2015) USA, 2015) vehicles (Smart Columbus) aro Score of 40 in 2016, falls into + Ranked 62" out of 108 U.S. cities + TAD second lowest category "Car with population 200,000 and Dependent” (Walk Score, 2016) greater ene Score of 31 in 2016, falls into + Ranked 54! out of 88 U.S. cities TBD Second lowest category "Some with population 200,000 and. Transit” (Walk Score, 2016) ‘greater and has a transit score rer’ Score of 47 in 2016, falls into + Ranked 54" out of 88 U.S. cities + ‘TBD lowest category “Somewhat with population 200,000 and Bikeable” (Walk Score, 2016) greater and has @ bike score Setting process Daselme metrics are given; t's not an exhaustive Ist; "The existing targets are set by other organizations In Columbus and act as a reference to Smart Columbus’ target setting process eoyicht ©2017 Debts Oevepet L.A is reseed Sart como negates Rndnap| fn ale | une 16,2017 8 ROAGAAEARAGRAGAEEEEEEEEEEEARAAEEABEeneananananaanaedMetrics Quantified (cont‘d) Soe 240,000 metric ton GHG emitted + Midwest region has per capita + Reduce GHG emissions by 30% from city operations and 10.9M emissions of GHG more than 20% from city operations and by 20% ‘metric ton GHG emitted from the higher than the national average from the community (The community (2013) (National Climate Assessment Columbus Green Community Plan, Report, 2014) 2015) % of Households owning more 66.9% (Data USA, 2015) + National average: 74.4% (Data. + TBD Cras a USA, 2015) to 9.37% (Vulcan Electrification Plan, + 2-69: San Francisco + 1.8% (Vulean Electrification Plan) 9% ciety 2015) Atlanta = 4%; LA = 3%; San Diego = 3%; Seattle = 2%; Portland = 2% Setting process | bastine metres are ven; isnot an exhaustive Ist; "The existing targets are set by othe organization In Catimbus end act aso reference to Smart Columbus’ target setting processMetrics Quantified (cont’d) a Ba eR iis Perens 37,755 crashes in the MORPC + Past performance: 1.5% reduction + TBD region in 2014 (MORPC Regional from 2010 levels in the MORPC Crash Fact Sheet, 2015) region Pedestrian collisions 2,590 pedestrian collisions and Benchmarked against other types. + TBD. 19.3% fatalities and serious Of collisions, pedestrians collisions injuries (FSI) rate in 2014, have the highest FSI rate (MORPC Regional Crash Fact Sheet, 2015) Pee ur Mme - 610 FSI rate per 100,000 + Past performance: 19.5% + TBD Peer CoCo on Ty Population in 2014 (MORPC reduction from 2010 levels in the Regional Crash Fact Sheet, 2015) MORPC region Note: Examples of baseline metrics are given; Its not an exhaustive list; “The existing targets are set by other organizations in Columbus and act as a reference to Smart Columbus’ target setting process @GEBEABABEBBAaBABBAAAAABAakAaeeaeeneaneanenennaennennnnannannanaSmart Columbus Operational Metrics Operational metrics track the operational perspective Traffic ® Internet of Things Progress of Columbus becoming a smart city from an ® Citizen Safety and Satisfaction + Number commuters use electric autonomous vehicles for job commute + Percentage of ridesharing Penetration + Percentage of multi-modal trip planning app and common payment app penetration + Number and utilization of charging stations + Number or percentage of intersections with sensors and cameras + Commute time and travel time reliability + Congestion Index + Percentage of intersection throughput during peak traffic hours Percentage of fixed broadband internet subscription Number of smart meters Number of connected vehicles on the road Number of sensors Number of incoming streams of data Number of 3rd party app developers using IDE Emergency response time Crime rate Number of complaints registered in 311 Citizen awareness, engagement, and satisfaction of smart city initiativesMeasuring Impact - Next Steps Moving from approach to action: + Reassess the “Bold Goals” and establish the 3-4 measures for the Smart Columbus initiative as a whole + Define Smart Columbus targets where roadmap shows “TBD” + Allocate staff to: 1) establish baseline where necessary for both outcome and operational metrics; 2) create a process to collect data and metrics; 3) develop a dashboard to track and manage the metrics ‘coy ©2017 Delta Seve LE its ened Src Columbus tegrated Rao | Fn eae | une 62017 7Future Smart City Considerations As the Smart Columbus platform makes meaningful progress against the city’s mobility needs, smart city efforts can be expanded to include other public goods } Environment + Smart meters, sensors, and water management software and technologies are deployed to optimize the city’s consumption and management of water + Trash collection is data-enabled to ensure route optimization and encourage recycling ing * Senior citizens have the ability to “age in-place” rather than moving to senior homes, and receive care in the comforts of home using technologies and technology-enabled services * Pregnant women and patients receive convenient healthcare services on-demand and at home (e.g., telemedicine, on-demand care) + Homes and buildings are smart and efficient Safety + Sensors, data analytics, machine learning, and Al are increasingly used to reduce public safety concerns: = Video analytics monitoring surveillance cameras can be used to detect suspicious activities — Social Media Listening tools can predict crime — Shot detection sensors that increase reports on shootings can be used for predictive policing Economy + Government is able to leverage technologies to streamline procedures such as permitting and licensing, improving business registration lead times and supporting economic development efforts + Digitation and big data analytics improve city regulators’ ability to track performance and outcomes Education + Digitization of education can be used to identify patterns that have led to success or failure in delivery + Blended learning such a mix of online, in-person, and experiential learning environments helps prepare the workforce + An ecosystem of continuous, lifelong learning is created around smart cities eojrt © 2017 Dante Delt LEA seme Sra counts grate Roatan | nl sere | un 36,2017Deloitte. 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