SmartCitiesCourdl PROJECTAGTIVATOR 2019 Smart Cities Council Readiness Challenge Submission deadline: February 1sth, 2019 08:00 City of Racine R,\("tNl,. {}N',ilil,. l,,,\KI,j ff //E\ /fffi\ !g!6m[ 2019 Smart Cities Council Readiness Challenge Pirds-t!:+'! ft ,{ r }'i tili.'! {:rr;:i Section: Welcoffie, lnstructions and Help lntroduction Welcome to the 2019 Smart Cities Readiness Ghallenge application. The challenge is open to North American cities, towns, regions, states, transportation authorities, utility-city and university-city collaborations, and even innovation districts and smart developments. By applying, you are taking an important step towards a more livable, workable, sustainable future. First, you will be answering the questions every community should ask itself before it embarks on a smart cities journey. Second, your information will now be more valuable to you because it will be stored in the Smart Cities Project Activator, a collaborative tool that will help you strengthen your plans and align stakeholders. This application stores your information as you go along. Using your login and password, you can come and go as many times as needed. Your application isn't final until you submit it. Once you do hit Submit, you can still return to this site as often as you like to review and download your information. lmportant Note: Not all questions will count towards your final score. Some of the requested information is simply to give the judges context so they can understand how your plans fit into your community's long-term needs and aspirations. The application clearly notes which sections are for judging and which are simply for context. Please read the lnstructions for more information on how the Readiness Challenge is scored. As you will read, you will not be judged on your past accomplishments or current state of "readiness." Rather, you will be scored on the quality of your future plans and projects you wish to undertake. Use the arrows at the top of the page and the [next] and [back] buttons at the bottom of the page to navigate to the different pages of the section. I have read the introduction. 17 Yes Benefils of the Readiness Challenge At least five applicants will be named 2019 Smart Cities Council Readiness Challenge Winners. They will receive a full year of hands-on mentoring, outcome-oriented stakeholder workshops, smart city roadmap support, and help scoping projects and accessing financing or lunding through the Smart Cities Council and our partner network. ln reality, however, everyone wins. Just the process of applying for the Smart Cities Readiness Challenge will help you advance your smart city program and attract expertise and financing for your projects. The application process is designed to help you strengthen stakeholder ecosystems, build consensus and more clearly define your initiatives. And even after submitting your application, you can use the Smart Cities Project Activator free through December 2019. This online tool for gathering, storing, organizing, analyzing, managing, and (optionally) sharing data about smart city projects, will help sustain and grow the momentum gained through your application process. We will be unlocking additional Activator features and providing associated training in the weeks ahead. Benefits and Features ol the Smart Cities Proiect Activalor //F\ /ITTT\ 2019 Smart Cities Council Readiness Challenge Emt Fr!\$4!H_if;r d .r4.d::-! t dt:!i {'..ijt:j The Smart Cities Project Activator is a powerful new tool delivgred through an online portal that helps communities like yours reach consensus faster, scope projects quickly and, in the future, identify financing and funding options. And, as part of the Smart Cities Council's proven Readiness Program, it helps you develop truly cross-cutting solutions that deliver lasting benefits across your community. People from across your community can work together in a shared software environment that allows you to improve program collaboration and analysis. With web-based visual models and dashboards using principles developed in the Council's Readiness Program, you can see the impacts and dependencies across departments and stakeholder groups. These different groups can work together, seeing the results of their shared decisions in real-time, driving consensus up to 30% faster and developing stronger, more cross-cutting solutions. Use other Activator templates to define your smart cities vision and goals, outline new business models and revenue streams, and create projecl blueprints. You can even expand the collaboration beyond your community to see what other cities are working on or access advice from industry or financing experts. Getting Started Watch this video to get overall help in understanding how the application works. Click the small box in the bottom right of the video to watch in full screen mode. You can click the gear in the same area and watch the video in 1080p for best resolution. lnstructions Key Dates: o October 18,2018: Application goes live. o February 15, 2019: Application closes. o Early March: Finalist announcement r Mid-Late March: Finalist interviews o April 16: Winner announcement at Sma{ Ciiies Week San Diego . May - December 2019: Readiness Workshops in the winning cities. How to proceed. You may proceed through the application in any order. You can bring in other people to help you answer and review your work. Your work will be saved as you go along. You may leave questions blank and return to them later. You may skip questions altogether - there is no requirement to answer every question to enter or to win. However, the more questions you answer, the greater your scoring opportunities. Scoring Entries will be judged on the following criteria lmpact: The Applicant's projects will provide significant benefits to a large group of people. lf the project is a pilot, the Applicant has demonstrated how it can later be scaled and replicated. Cross-cutting and collaborative: The Applicant has involved multiple city departments and is looking for synergistic ways to share infrastructure and costs. And the Applicant has built a strong process for engaging external stakeholders. Inclusiveness: The Applicant is making a bona-fide effort to reach vulnerable and underserved populations and to use technology as a force for social good. Sustainable: The Applicant's projects incorporate the principles of environmental, economic, and social sustainability. Extra credit opportunities. You have many ways to increase your total score, such as completing unrequired questions that have scores. For instance, you can receive extra points by supplying letters of support, as explained at the end of this application. I have watched the Getting Slarted Video ,a\ / .iTfi, \ t@[ 2019 Smart Cities Council Readiness Challenge FndrJEeT',i$,*T*VffgSA 17 Yes I have read the instructions 17 Yes I have read the Benefits and Features ol the Smart Cities Proiect Activator ly' Yes I have read the Benefits ol the Readiness Challenge ly' Yes Make Your Answers Better Watch this video to learn how to understand the questions and improve your answers. Click the small box in the bottom right of the video to watch in full screen mode. You can click the gear in the same area and watch the video in 1080p for best resolution I have walched lhe Make Your Answers Better Video 17 Yes Administration: Users and Your Organization ll you are the Administrator of your account watching this video will help you learn how to invite people to your account and how to update your organization's prolile and upload a logo. Glick the small box in the bottom right of the video to watch in full screen mode. You can click the gear in the same area and watch the video in 1080p for best resolution ,a\ tlro.I @ 2019 Smart Cities Council Readiness Challenge $lF*(!}-il F,*T Ar{i'if 8V}X Fd}R Section: lnformation and Communications Technology (lCT) ICT Section lnstructions o This section will NOT be scored, but it will provide important context for the judges about your use of enabling smart city technologies and associated processes. o Questions . labeled with a red * are required questions. Use the arrows at the top of the page and the lnext] and [back] buttons at the bottom of the page to navigate to the different pages of the section. How many employees are responsible lor lnformation and Communications Technology (lCT)? -0 - 1to4 -5to9 V 10to 19 - 20+ KR: lnformation and communications technology (lCT) enable cities to deliver on their smarl city promises. ICT enables a smart city to provide its citizens with a livable, workable and sustainable environment to live in. A smart city collects inJormation about itsell through sensors, other devices and existing systems. Next, it communicales that data using wired or wireless networks. Then it analyzes that daia to understand what's happening now and what's likely to happen next' How will you implement new technologies so lhey can be shared with multiple departments and agencies? central to the ciry of Racine's ability to share data across multiple departments is its use of Cityworks, a software application specifically designed for municipalities and utilities. Cityworks is a robust platform tully integrated with ESRI's ArcGlS with application, which not only allows individual departments to track public assets, but also work flows-from inspeclions and permitting to mainlenance. ln addition to serving as the central platform for data collection and sharing, Cityworks offers functionality to analyze data from an individual department as well as cross-departmentally and gain spatial insights as part of the analysis. The City of Racine has adopted Cityworks, but is still in the stage of migrating data and certain departmental processes to the platform. Over time, as part of the Racine Smart City lnitiative, the senior managemenl team will begin using cross-departmental analysis to provide greater insights and inform more strategic decision-making. The City of Racine anticipates building on this loundation and gaining additional capacity by integrating an afiay of new technologies, including but not limited to: -integration of new forms of audio and video data -integration of mobile and remote data collection applications -expansion of its public infrastructure to support new low latency high-speed wireless netvvorks ln 201 9, the City of Racine will expand its use of body cameras to 100% of its sworn officers. The City already has installed and operates over 250 Wi-Fi-enabled cameras in certain locations throughout the municipality's corporale limits. The City envisions greatly expanding its network ol cameras as part of its effort to embrace autonomous vehicle transportation. All of these technologies will generate a substantial amount of new audio/visual data, which may be shared across departments for various purposes. As the Gity of Racine adopts 5G technology, public officials believe the network will support both mobile applications for staff in the lield (e.9., multidepartmental inspections, health-related activities across the Fire and Health Departments, etc.) as well as remote applications in which cameras andior sensors automatically report data to be shared and analyzed by various departments (e.9., grass/nuisance/dumping violations, etc.) lt should be noted that there are strict guidelines under state statutes limiting how, and the degree to which, law enforcement and fire/emergency services may be shared. Notwithstanding, the City of Racine will explore more avenues for sharing data within the confines of those guidelines for the benefit of analyzing data and cross-departmental resource demands. KR: Privacy policies encourage citizens to trust cities with their personal data. /-E\. t-Jlfl-] @ 2019 Smart Cities Council Readiness Challenge p Ft{9"s Ef. T es"{' \rA} F $n Unless citizens know their personal data is safe they will be reluclant to $hare it, even il that datais a critical part of an irnprovement project. There are steps.cities can take to secur€ the data they collect and reassure eitizens that their privacy is proieeted. ll a smarl city project requires Ithe collection of personal data, cities need to clearly demonstrale its value to the comrnunily. , Do you have an organization-wide privacy policy? It Yes (-No KR: A citywide data architeoture is essenlial to optimize how your inlormation is used. Oigilal government solutions need data - data sour,ces that are sometimes locked away, thal don:t talk ts each othsr, or lhat are just being collecled for the iirst time. Strong smart city leadership vision focuses on the possibilities ol new data-driven solutions - or,more impoflantly sees the missed opporlunities of not ueing data - when looking lo use innovative approaches to meet its community challenges. Describe your progress in sharing data belween departments or agencies. The adoption of Gityworks has increased the ability to share within and across departments. Additionally, the City operates an Enterprise Resource Planning (ERP) system in use across departments. Of course, the City of Racine has a robust capacity to leverage ESRI's ArcGlS across depailments and will continue to grow its use of cross-departmental geospatial analysis to make more informed and strategic decisions. Data sharing does not happen simply within city government, but across county and municipal governments in the Racine County area, given the adoption of ProPhoenix public safety software. This application integrates centralized dispatch with the operations of the Racine County Sheriff's Otfice, City of Racine Police Department, and other law enforcement agencies in the area. Do you have islands of data to be integrated? 6 Yes CNo Describe the data that you would like to integrate. The City of Racine collects and stores a substantial amount across its departments. However, it is the integration of those data that would provide the municipality's elected and administrative leadership a more comprehensive understanding of challenges and lrends and offer a more robust basis for strategic decision-making. There are a wide variety of data the City of Racine would like to integrate. Take, for instance, the fact that no fewer than four departments may conduct a building inspection, but the City has not yet mapped the data required for the various inspections each of the four departments conducts. lntegrating building inspections data would allow departments to access overlapping data already collected recently by fellow local government officials, reducing redundancy, saving expenses, and making the process more efficient lor the public. A number of departments receive calls for neighborhood-based services, lrom the Racine Police and Fire Departments to the Departments of Building lnspection/Code Enforcement Division, Health, Public Works, and City Development. While the specifics of police- and fire-related calls may have to be segregated, the City of Racine has not yet analyzed cross-departmental data to understand the most frequenl blocks generating those service requests. lntegrating those data could lead to innovative approaches to learn the basis for high utilization and potentially coordinated service teams to address needs more effectively. The more that the City of Racine explores case studies and researches more about Smart Cities initiatives, lhe clearer possibilities become. One of the reasons the City of Racine is eager to be awarded the Smart Cities Council Readiness Challenge grant is to obtain the technical assistance and exposure that would be offered as a result. Undoubtedly, local government officials, residents, and businesses would benefit from the Council's assistance in imagining many more potential areas that would benefit from data integration. KR: Smart cities are built on connected, multi-faceted telecommunications networks. 5G will create the crucial communications links needed lo connecl billions of smart devices to th€ massive lnternet of Things to produce major productivity enhancements across industries and governments. 5G will also expand into a new area of mission-critical services that will require high reliability, ultra-low latency, strong security and availability. Describe your progress in telecommunications. .ZF\ IJE.I @ 20'19 Smart Cities Council Readiness Challenge pHc'"$K*? A.CT gwAT',or4 Mention any relevant projects and plans, including, but not limited to, 5G, fiber, high-bandwidth internet, municipal WiFi and citywide connectivity All City of Racine traffic signals and street lights are equipped with municipal Wi-Fi. Over 250 city-operated cameras are controlled through that system of municipal Wi-Fi. Currently, the City of Racine has established 27.5 miles of fiber optic network. The City has budgeted to expand that network, and has developed a plan to install additional conduit and fiber to this public infrastructure as the Department of Public Works makes road repairs and improvements. The network also will be expanded to support one of the City's primary Smart City initiatives-autonomous vehicle transportation testing, operation, and evaluation. The City's fiber optic network will be integrated with small cells to enable low latency high-speed 5G wireless technology. The ultimate goal is to make this powerful new public infrastructure ubiquitous and establish communitywide connectivity. Municipal leaders are working closely with its technology and higher education'partners, including Foxconn Technology Group-FEWI Development Corporation (hereinafter referred lo as Foxconn Technology Group)-the world's fourth largest technology company, University ol Wisconsin-Madison College of Engineering-a leader in autonomous vehicle research and development, and Gateway Technical College-the nation's first publicly lunded institution for technical education, to define hardware needed and mitigate potential risks such as technological obsolescence. KR: A top-level citywide lT architecture is criticallto consolidating data assels. Srnart cities musl set up an open, cilywide, service-oriented slrategic lT platform where "open" means easy innovalion and evolution and "service-oriented" means convenient replicabilily and scalability. City pariners and suppliers are then able to develop a multi-level competilive landscape and ecosystem that covers the platform, service and application layers. - and better enables data and resource sharing. Describe your progress towards an open integration (web services) architecture and API management. The City ol Racine is making steady progress in this area, integrating multiple new technologies and making increasing use of existing platforms. For instance, the City of Racine has adopted CitySourced, which it will roll out to the public in 2019. CitySourced is a citizen engagement mobile application allowing residents to contact the City about a number of service needs, from garbage collection to code enforcement issues. The Racine Water Utility is currently working with the private sector to launch a mobile application that will allow residential and corporate customers to access data regarding their water usage. Likewise, Gityworks, which was mentioned earlier, acts a system of record and provides an ability to manage and sctiedule a wide range of city services. Even as the City of Racine makes progress in this area, it recognizes the enormous benefit that Smart Cities Council technical assistance and advice could provide. /zE-\ 201 9 Smart Cities Council Readiness Challenge /lTfi\ rslmn $It*t9.! n{:T.scT} $s:E'{}m Section: Governance Governance Section lnstructions o Governance is all about the people, processes, policies and structures that are critical to the success o This section will be scored. lf you look for that question. r * Questions labeled with a red are required questions. r Use the arrows al the top of the page and the [next] and [back] buttons at the bottom of the page to navigate to the different pages of the at of your smart city program each question you will see a number ln ihe top right corner of the question if there is a point value section. KR: Develop a disciplined, iniegrated procuremenl plan. A city's procurernent ptan for smart eity technologies should include a disciplined business case that identilies and quantilies costs and benefits over the project lifetime. Secondly, all city departments need to be integrated in the procuremenl plan to ensure economies of scale, best practices, elimination of redundant purchases and interoperability. How long does it typically take to complete a project lrom identification lhrough procurement? [1 Points] Please select one item from the list. ly' Less than 2 years - 2-4 years - More than 4 years KR: Sustainability: a key componenl of the srnart cities mission. Cities today face numerous serious challenges. Among them are steadily increasing populations, growing slress, aging and inadequate intrastructure, climate change and environmental challenges, growing economic competition between cities and more. Smart cities undertake sslutions to those challenges that en$ure a sustainable future for their citizens. Does your organization have a senior decision maker (or a group) accounlable lor developing and [2 Points] monitoring sustainability initiatives? It Yes fNo Has your organization received any certifications or awards over the past two years? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. l- We have received no awards l- Arts and culture l- Buildings City services f- Community needs - Cybersecurity V V Economic development Education Energy / /-E\. .]TTT \ 2019 Smart Cities Council Readiness Challenge $5Ftd,.3FS'r A.g'{ f \ff$'$'&fi @ 17 Emergency response l- Environmental Health l- General (e.9. most livable, top 10 listings) l- Human services l- Privacy 17 Public safety l- Social impact l- Technology (including telecommunications) 17 Transportation l- Waste management V Water F other Does your organization have a dedicated role, such as a Chief lnnovation Ollicer, to direct your smart cities efforts? [5 Points] G Yes CNo KR: Assess your ciiy's periormance. There are a number of standards developrnent organizations that otfer a variety of models and techniques lcr measuring. how well cities are performing. Those measurements can provide valuable insights into a city's perforrnance - and keep it on track to meet iis targets. Have you performed any lormal assessments or evaluations in the pasl three years? [3 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x' to delete an item from your list. I' Not applicable l- Citizen satisfaction or well-being P Community needs l- Cybersecurity f- Energy efficiency l- Environmental impact V Health impact llll- Human rights Information and communications technology Privacy Besilience 17 SafetY ll- Social impact P Transportation/urban mobility Statt productivity/eff iciency Do you use agile methodologies lor rapid planning, prototyping, and delivery ol key initiatives? (. Yes GNo KR: The lirst step to becoming a smar:t city: an organization-wide plan [5 Points] .ZF\ /ITR\ !w 2019 Smart Cities Council Readiness Challenge pffi&"3scra#vsuAff)R Call it a rnas{er plan, a lramework or a roadmap. The firsl steps cit;es should take to beeome smart cilies is to lake a highlevel view ot what they hope to accomplish and how. A,n organization-wide smart city plan backed up with policies and targets and supported by engaged citizens is central.ls the success of a eity's transformation. Do you have an organization-wide smart cities framework, plan or set ol policies? F [5 Points] Yes fNo Does your organization have a senior decision maker (or group) responsible for resilience issues? 6 [1 Points] Yes fNo Please select any of the following vehicles you use to gather leedback from the community. [2 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x' to delete an item from your list. 17 Canvassing lf Participating in community groups 17 Public meetings 17 Social media [7 Task forces l- Telephone outreach 17 Web portal KR: Policies help shape (and reinforce) ciiies' smart city visions. Smart city transformations are complex and it can be easy to get distracted lrom goals by the miautiae ol daily operations and responsibilities. Dedicated policy makers create guidelines that help clarify and reinlorce lhose Eoals and ensure thal decisions, strategies and projects are in line with smart city visions. Does the City Council (or similar) have an individual or committee designated lor smart city topics? f [5 Points] Yes fNo KR: Resilience must be built into smart ciry- master plans. Extreme weather, seasonal and man-made ev€nts and other forces put cities at risk for loss ol life, severe economic disruption and inirastructure damage. Energy network resilience is noi the only solution ciiies have at their disposal to mitigate losses and accelerate recovery However, a resilient energy network is the critical resource cities must have in place to enable responsive. effective loss mitigation and recovery. Does your organization periodically assess the vulnerability of its assets and infrastructure? [2 Points] Answer yes if you have assessed your vulnerability to environmental and social shocks and stressors, including historical hazards, natural disasters, man-made disruptions and climate change. l' Yes fNo Have you executed (signed) public-private partnerships in the past? [1 Points] ,a\ 2019 Smart Cities Council Readiness Challenge t-ffi,t @ tr-trFt(}"! HC ? .,f{C'e E'UAlr{}F} G Yes fNo Does your organization have clear, specific, publicly available sustainability objectives? (. [2 Points] Yes trNo KH: KPls and rnelrics are critical for tracking city perforftlanee. A smart eity tracks its euccesses and tailures with key pedormance indicators and olher metrics ts deterrnine if it is serving its citizens well and to identify when course €otreelisns are necessary. Technology can help city governments become mor€ "seli-aware." However, KPls and metrics hetp them undersiand how they are perlorming frsrn their citizens'Befspective. Do you have quantitative metrics or key perlormance indicalors in place? [4 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. l- Not applicable l- Citizen satisfaction or well-being [7 Community needs lll- Cybersecurity Energy efficiency Environmental impact 17 Health impact lll- Human rights l- Resilience Information and communications technology Privacy 17 Safety l- Social impact [l- Statt productivity/eff iciency Stakeholder engagement l7 Transportation/urban mobility What type of stafling do you have to support your smart cities ambitions? [5 Points] - No defined resources - Ad hoc teams - Dedicated program office - Contingent staffing [7 Crossjunctional team Brielly describe key elements or principles of the plan. You can also upload your plan below. [3 Points] While there is much more planning ahead, the City of Racine recently established the Office of lnnovation and is developing a framework for the Racine Smart City Plan. The City's planning is being drafted to include: -Smart City Vision Statement & Principles...The section will review the City's overarching vision, rationale, and foundational principles upon which the Racine Smart City lnitiative is based, such as equity and inclusion, sustainability, livability, and workability. -Current City of Racine Challenges & Smart City lnitiatives...The section will provide an overview of current community challenges which the Racine Smart City lnitiative seeks to address. The section will serve as a baseline for related social and economic conditions of concern as well as opportunities. Additionally, the section will outline current Smart City projects, .ZE\ [-JE[.t @ 2019 Smart Cities Council Readiness Challenge pFt{1,}"68*? AC Tl \dArsft associated timelines lor implementation, milestones, budget, and parties responsible for activities, oversight, and evaluation. -Transformational Change Strategy through::---Stakeholder Engagement...The section will articulate the City's strategy for engaging a diverse cross-section of the community and sustaining inclusive engageinent to continue deepening Racine's Smart Cities movement over time. ----Multi-disciplinary Planning...The section will outline how the Gity and its partner will approach planning from a multi-disciplinary perspective, and how these efforts will be institutionalized within local government and beyond. ----Cross-Systems lmplementation...The section will describe the implementation strategies the City and its partners will adopt to launch and maintain Smart Cities initiatives over time. ----Benchmarking & Evaluation...This section will identify the types of statistical data regarding the City of Racine and comparable communities to be collected and reviewed. Additionally, it will delineate evaluation processes the Racine Smart City lnitiative will utilize in determining progress, effectiveness, and overall success. --Planning to Protect Privacy...This section will detail the City's privacy policy and protections for residents and corporate citizens. The City ol Racine believes the plan must be a living document, and would appreciate Smart Cilies Council mentorship and technical assistance in developing an actionable, stlengths-based Smart City Plan. KR: lnnovate and collabsrate on social issues. Urban social issues, lrom homelessness to vulnerable populations, can be difficult to resslve because they can be controversial and fudher complicated by legal and regulatory reguirements. Cities should consider recruiting local tech companies and universities to lend their expertise and resources to help develop polieies for pressing social issues. Many have been willing to support city efforts to improve their city's livability. Does your organizalion have policies on social issues? [3 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. l- Child labor ly' Community development l- Citizen satisfaction V Discrimination lf Employee engagement lll- Forced or compulsory labor Freedom of association Gender and diversity 17 Health and safety F Labor standards and working conditions 17 Underserved neighborhoods ll- Vulnerable populations Overall well-being Cross-Departmental Framework Plan Please upload a copy of your plans if you have one. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 4 What departments are represented on your cross-lunctional team? [2 Points] - The following City of Racine oftices, agencies, and departments are represented as part of its cross-functional team: --Office of the Mayor Office of the lnnovation -Office of Communications --Office of Strategic lnitiatives & Community Partnerships -Office of Sustainability & Conservation -Management lnformation Systems Department -Racine Police Department -Racine Fire Department -RYDE/Racine Public Transit -Department ol City Development --Department of Public Works --Racine Water & Wastewater Utilities -Office of City Assessor Parks, Recreation & Cultural Services Department -Public Health Department -Finance, Budget & Purchasing Department -Building - ,/-E\. / .ITTT \ lwr 2019 Smart Cities Council Readiness Challenge rrffi (}".$ gc "f AeY \faTcjffi € lnspection Department --Office of City Attorney ln addition to City of Racine ofiices, agencies, and departments, the following key partners also serve as a part of the cross-functional team: -Foxconn Technology Group, the world's fourth largest technology company -Gateway Technical College, America's first publicly lunded technical college -University of Wisconsin System, including UW-Madison College of Engineering-a leader in autonomous vehicle applied research--and UW-Parkside, which has launched Smart Cities classes as well as an annual conference and talk series Brielly describe your progress on those metrics or indicators. [2 Points] - The City of Racine is on the move, and most ol our metrics are moving in the right direction according to a number of metrics. Consider this: The number of property-related crimes (e.9., burglary, theft, motor vehicle theft, arson, etc.) in the City of Racine has fallen to a S2-year low Despite still having one of the highest unemployment rates (3.9%) in Wisconsin, the unemployment rate for the City of Racine declined more rapidly than in any other of the state's 32 largest cities when comparing 2017 lo 2018 -While still unacceptably high, the percentage of City of Racine residents living at or below the federal poverty level has declined each year since 2013 Notwithstanding the progress, there are metrics that are pointing in the wrong direction, particularly in the area of transportation: -The City of Racine public transit system's annual revenue miles has declined by 15% since 2014, even as expenses increased As with so many municipalities, the City of Racine has cut year after year where it can. The city's new Mayor and a number of other city otficials know it is time to find innovative ways to invest in the future of Racine, its people, and business community. This is one of the very real reasons why the Racine Smart City lnitiative is so vitally important. Do you have requirements (e.9. policies, guidelines) for public-private partnerships? [1 Pointsl 6 Yes cNo KR: A disaster recovery plan and related metrics are essefitial. A published plan for resilience and disaster recovery. one that includes metrics, enables cities to monitor and evaluate their preparedness and available assets over time is essential. lt also provides a channel to engage and educate citizens in procedures to lollow during emergencies, what the city's responses will be and which agencies t0 contact for specilic services. Does your organazation have a published plan for resilience and disaster recovery, including obiectives, strategies and metrics (such as key perlormance indicators)? [2 Points] (- Yes 6No KR: Use existing data io monitor sustainability. ln many inslances cities already have the data lhey need to rnonitor the eflectiveness ot their suslainability efforts. For example, building energy management syslerns can significantly reduce energy and water use in a building as well as lower its greenhouse gas emissions - and those technologies collect data cilies should be able to use to determine the elfectiveness ol their energy- efficiency and related programs. Does your organization have a published sustainability plan, including objectives, strategies and melrics [2 Points] (such as key performance indicators)? f Yes ilNo KR: Embrace crealive partnerships. Cities don't need to go it alone when embarking on smart city pro.iects, Local businesses, academic institutions, utilities and others can provide expertise and other resources. lt's usually in their best interests to do so' Brielly describe your eflorts to build capacity with your current stalf, through outside assistance, or a combination of both. [3 Points] While the City of Racine //-T>\ 2019 Smart Cities Council Readiness Challenge /lTfi\ rmn f r;.ii0,.1i:,d-:''I lii.i:r ttilr ir t-r-r::i would greatly benefit from the resources ol the Smart Cities Council, the City already has been building capacity rapidly through a series of internal stralegies and leveraging partnerships with external resources. Those strategies have included: --City of Racine otficials participated in a series of Smart Cities conferences ...ranging from those hosted by University of Wisconsin-Parkside to those hosted by the Smafi Cities Council... to understand concepts, learn through case studies, and discuss the impacts/benefits of such initiatives -City of Racine, Racine County, and area business leaders organized and participated in a fact-finding visit to Kansas Gity...a leader in Smart Cities initiatives...during which the delegation received an overview of that municipality's Smart Cities initiatives; obtained sample documents and templates; gained "lessons learned" recommendations -The Mayor...visited Nanjing, China, and had the opportunity to see firsthand how that culture has launched and integrated Smart Cities initiatives -The City of Racine is working closely with Foxconn Technology Group, which is investing $10 billion to build in the region the first-of-its-kind advanced manufacturing and research facilities; is opening an lnnovation Center and other related facilities in the Cily's downtown; and has launched its own Smart Cities, Smart Futures Competition challenging the University of Wisconsin System and those associated with it to propose "smart" solutions using technology to improve the life of communities and sustainability -The City of Racine has partnered with the University of Wisconsin System, including UW-Madison College ol Engineering...a leader in autonomous vehicle applied research and development...and UW-Parkside, which is offering Smart Cities classes, an annual conference, and talk series -The City of Racine has engaged Chelsea Collier, who founded Digi.City; has authored numerous articles and thought pieces on digital transformation; and continues to be a leading voice on Smart Cities and the integration of technology to improve lhe lives of individuals and communities -The City of Racine also has appointed an lnnovation Officer effective January 14,2019 to help facilitate and support Smart Cities initiatives; coordinate with partners; support the cross{unctional team; work with stakeholders to develop a Smart Gities vision, goals and objectives, and an action plan; and coordinate across the implementation of initiatives -The City ol Racine established the Racine Smart Cities Lakefront Vision Advisory Council, which has engaged a range of business, community, and economic development leaders to consider how Smart Cities initiatives could be integrated to transform Racine's downtown, which is located alongside Lake Michigan. Please describe your requirements lor public-private partnerships? [1 Points] - The City of Racine has developed a number of public-private partnerships. At their core, those partnerships are based on several factors: Shared Public-Private Goals & Objectives -Unique Private-Sector Capabilities or Resources Being Offered to Enhance City Services & Outcomes for Community Residents & Businesses -Partner Roles & Responsibilities -Delineation of Public-Private lnvestments in lnitiative(s) & Community --Timeline or Duration of the Memorandum of Understanding The City of Racine recently created an lnnovation Officer position. The lnnovation Officer, under the guidance of the Mayor, is working with public- and private-sector partners to develop a model Racine Smart City lnitiative Memorandum of Understanding. This, too, is an area in which the City of Racine would benefit from Smart Cities Council mentoring and technical assistance. Public-private partnerships documents Please upload any Public-private partnerships documents. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx Maximum uploaded files is: 4 Do you have specific procurement requirements that address environmental, social or issues? governance [2 Points] Please click in the area 'x'to item from your list. delete an Use the items all options that apply. and add below to add an option to your list. You can click additional l- Not applicable 17 Business ethics 17 Diversity 17 Environmental siandards 17 Health and safety standards l- Human rights l- lnclusivity 17 Local content (requirements to purchase or hire locally) /4. hffiJ 2019 Smart Cities Council Readiness Challenge Please specily the types ot funding mechanisms you have previously used to pay lor your PROJECTAGTIVATOR initiatives. [3 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. l- Not applicable ly' Energy efficiency loans 17 Federal grants [7 General obligation bonds J- Green bonds 17 lmpact fees [/ Pay for performance l/ Philonthropic grants l- Property tax increase ly' Public-private partnerships l- Revenue bonds J- Sales tax increase J- Social impact bonds l- Structured finance 17 User lees l- Other -/F\ /rn\ @ 2019 Smart Cities Council Readiness Challenge F?r*oJBeYd\*Tgt.A?offi Section : Stakeholder Engagement Stakeholder Engagement lnstructions o This section, about the stakeholders you would invite to your Smart Cities Readiness workshop, will be scored. Effective smart cities programs bring diverse stakeholders together; this section and your Readiness Workshop, il you are selected for one, recognizes that. Not all groups are required. The points available for each stakeholder group are located next to the group's name. r * Questions labeled with a red are required questions. o Use the arrows at the top of the page and the [next] and [back] buttons at the bottom of the page to navigate to the different pages of the section. KR: City-utility partnerships are essential. City-utility partnerships are an extremely valuable collaboration. First, because ifs about energy and therefore about essential outcomes such as sustainability, efliciency and economic developmenl. Second, because it is perhaps the biggest single opportunity 1o make smart cities affordable by sharing infrastructure, costs and data. List the utilities you will invite lo a Smart Cities Readiness Workshop (electricily, water, gas). [2 Points] Below ls a listing of utility-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: -RACINE WATER UTILITY, the region's largest water utility serving the residents and businesses of the City of Racine as well as surrounding communities within Racine County -WE ENEHGIES, the region's utility providing energy in a variety of forms, including electricity, natural gas, and renewables (e.9., biogas, landfill gas, solar, agricultural waste, wood waste, wind, and hydro) --TOWER ENERGY INTERNATIONAL, LLG, a leader in water conservation, advanced building automation, energy management, high efficiency lighting, waste heat recovery, sustainable roof ing List the organizations representing residents or neighborhoods you will invite. [1 Points] Below is a listing of residenl/neighborhood advocacy association stakeholders the City ol Racine will invite to be active partners in the process as well as the Gity's rationale for extending the invitation: --HISPANIC ROUNDTABLE, which is dedicated to enhancing the quality of life in the Racine Hispanic community by promoting leadership, unity, community, family and education -NMCP, which has a mission of ensuring the political, educational, social and economic equality of rights of all persons, and eliminating racial hatred and racial discririrination --LGBT Community Center, which serves as a safe and welcoming place for lesbian, gay, bisexual, and transgender Racinians and allies can gather to improve equity and inclusion as well as the overall quality of life List the organizations representing workers you will invite. [1 Points] Below is a lisling of worker-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --SOUTHEASTERN WISCONSIN BUILDING & CONSTRUCTION TRADES COUNCIL, which is comprised of local building trades unions-including COMMUNICATIONS WORKERS OF AMERICA, which is involved in installing infrastructure required lor many Smart Gities initiatives-representing building trades members who live and work in our three-county area --INTERNATIONAL BROTHERHOOD OF ELECTRICAL WORKERS-LOCAL 430 promotes better wages, benefits and safety for all electrical workers, and also is actively involved in lhe infraslructure needed for Smart Cities initiatives List the organizalions representing tourism you will invite. [1 Points] Below is a listing of tourism-related stakeholders the City of Racine will invite to be active partners in the process as well as the Clty's rationale ,z-F\ /rTn\ $lFt$.!E*TfaSTgVA"*H 2019 Smart Cities Council Readiness Challenge rw for extending the invitation: --REAL RACINE (Racine Gounty Convention & Visitors Bureau), which produces an annual guide of Racine County activities and events of interest to individuals and families visiting the area -DOWNTOWN RACINE CORPORATION, which supports annually over 4,200 visitors from approximately 40 states and 14 countries -BELLE Clry MAGAZINE, which prints 1 0,000 copies monthly and distributes through 100 locations List the organizations representing arts and culture you will invite. [1 Points] Below is a listing of ads and culture-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --RACINE ARTS COUNCIL, which supports and advocates on behalf of emerging and established artists, artistic groups, and residents interested in the arts --RACINE ART MUSEUM, which holds the largest and most significant contemporary craft collection in North America, with more than 9,500 objects from nationally and internationally recognized artists -PRESERVATION RACINE, which encourages the preservation of buildings, sites, and districts in the Racine, Wisconsin area which have historical, architectural, and cultural value -ONERACINE, a festival sponsored by multiple entities to highlight and celebrate race, cultural diversity, equity, and inclusion KR: Work with local spo*s stadiums. Stadiums can be a tremendsus asset fqr cities that want to initiate enelgy conseruation and efficiency programs. While they operate intermittently, the facilities typically use tremendous amounts of energy and bring increased traffic to their locations during events. Collaboration on those two areas alone can be a win for cities. List the organizations representing sports you will invite (stadiums, sports teams, etc.) [1 Points] Below is a listing of sports- and venue-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --RACINE PARKS, RECREATION & CULTURAL SERVICES DEPARTMENT, which manages over 1,100 acres of parks, five community centers, and many other facilities designed to host a wide variety of sports teams and other recreational opportunities --HORLICK FIELD, a stadium that seats 5,000 and hosts a series ol sports and entertainment events, from minor league football to baseball tournaments to drum and bugle corps competitions -PERSHING PARK, which features a range of ramps, a street course, and beginner's area for skateboarders, in-line skaters, and BMX bikers only KR: Organizations representing the disadvantaged are stakeholders too. Local organizations dedicated to helping low-income, disabled, homeless and other disadvantaged residents have a lot to offer cities. They can ofler practical insights and advice on policy issues. And many are already doing the heavy lilling through their assistance programs. List the organizations representing the disadvantaged you will invite (low-income, handicapped, homeless' elderly, [1 Points] etc') Berow is a risting of stakeholders representing the disadvantaged the City of Racine will invite to be active partners in the process as well as the City's ralionale for extending the invitation: --UNITED WAY OF RACINE COUNTY, which represents over 50 nonprofits serving individuals facing challenges based on income, former incarceration, disability, housing insecurity, etc. -RESCARE, which is contracted to serve thousands of the region's residents in need of public food assistance and custodial parents in need of cash assistance --SAFE HAVEN OF RACINE operates a shelter for runaways, the homeless, and abuse victims; provides crisis intervention services; and confronts human trafficking KR: Tap the talents of local environmental groups. Local groups and local chapters of national organizations working on issues such as the environment, air quality and renewable energy can help cities address issues they may not be able to handle on their own. Collaborating with those groups adds knowledge and experlise to city policy discussions and aligning lheir programs with city initialives can help ensure success{ul outcomes - and sharing costs is a bonus for both parties. List the organizations representing sustainability you will invite (air quality, water quality, renewable energy, local chapters of national organizations, etc.) [1 Points] Below is a listing of p5${{$"$g(}TAeT6VA3SFr 2019 Smart Cities Council Readiness Challenge environmental sustainability-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --GREENING GREATER RACINE is an inclusive environmental movement of people, organizations, businesses, and government leaders working to make the Greater Racine area healthier and more sustainable --RACINE DOMINICANS ECO-JUSTICE CENTER, which not only provides environmental education for over 6,000 visitors annually, but is operated as part of the Sisters' campus using such renewable energy sources as solar, geothermal, and wind --ROOT-PIKE WATERSHED INITIATIVE NETWORK, a nonprofit lormed by the Wisconsin Department of Natural Resources and other stakeholders lo restore, protect and sustain the five watersheds of the greater Racine/Southeastern Wisconsin region and help municipalities meet their storm water permit requiremenls .KR: Bring local businesses into the srnart city convetsalion. A city's large employers have a lot !o offer the cities they operate in, and many realize they have "skin in the game." lt3 in their best interests to contrib-ule io efforts to ensure quality of liie, a grow,ing economy and olhel spponunities lor improving the urban environrnent. List the large employers you will invite. [1 Points] Below is a listing of stakeholders representing major employers the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --RACINE SMART CITY LAKEFRONT VISION ADVISORY COUNCIL, which is comprised of the largest employers in the region, including SC JOHNSON, CNH INDUSTRIAL, TWIN DISC, ASCENSION ALL SAINTS, and EMERSON USA, as well as the RACINE COUNTY ECONOMIC DEVELOPMENT CORPORATION, GATEWAY TECHNICAL COLLEGE, and RACINE UNIFIED SCHOOL DISTRICT -FOXCONN TECHNOLOGY GROUP-FEWI DEVELOPMENT CORPORATION is a particularly important stakeholder as it is not only the world's lourth largest technology company, but also is creating 13,000 jobs in the region and partnering with the City of Racine to integrate new technologies to improve an array ol city services, including transportation and public safety KR: Citles should partner with telecom providers.. Telecommunications companies can be great partners for cities. They provide valuable services cities require, but rnany are becoming increasingly involved in the smart cities space. That means they have a solid understanding ol what cities need, how io ensure services are inclusive and scalable - and how those services can help a city be competilive. List the telecommunications providers you will invite. [1 Points] Below is a listing of telecommunications-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: -CHARTER COMMUNICATIONS is one of the nation's largest telecommunications providers, and certainly the largest the region -TDS is another of the region's largest providers of wireless products and services, cable and wireline broadband, and voice services List the organizations representing local business you will invite (e.9. chamber ol commerce, improvemenl district' elc') business [1 Points] Berow is a risting of business association stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --RACINE AREA MANUFACTURERS AND COMMERCE, which represents over 500 of the region's corporations of every size and from every sector --BUSINESS IMPROVEMENT DISTRICT DOWNTOWN RACINE, which not only assists in attracting people to the downtown, but also helps the district's businesses access financing and other supports to improve their businesses and buildings KR: The advantages of partnering with academic institutions. Utililies and telecommunications companies have a lot to o{fer cities in a partnership. So do colleges and universities. ln addition to a growing focus on STEM education which helps train tomorrow's smart city engineering and technology professionals, many academic institutions have partnered with cities to support innovative technology projects. List the colleges and universities you will invite. [1 Points] Below is a listing of higher education-related stakeholders the City of Racine will invite lo be active partners in the process as well as the City's /'F. 1 {r-TI \ 2019 Smart Cities Council Readiness Challenge r@ i,'JFi{S,.!ilflr'f l,ii:.r,t iF,fl!'t ?.rri t ration4e for extending the invitation: --GATEWAY TECHNICAL COLLEGE, which is recognized as America's first publicly funded technical college, annually prepares 18,000 students and offers 70 areas of study --UNIVERSITY OF WISCONSIN-MADISON COLLEGE OF ENGINEERING, which is leading the federally designated Wisconsin Automated Vehicle Proving Grounds collaboration (WiscAV), and advancing autonomous and connected vehicle research --UNIVERSITY OF WISCONSIN-PAHKSIDE is one of 13lour-year institutions within the University of Wisconsin System, educating over 4,000 students annually across 41 majors, 56 minors, multiple certificates, pre-professional programs, and online degrees List the organizations representing education and/or teachers you will invite' [1 Points] Below is a listing ol K-12 education-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --RACINE UNIFIED SCHOOL DISTRICT, which operates nearly 30 schools and educates over 18,000 students List the organizations representing health and healih care you will invite (hospitals, doctors, nurses, etc.) [1 Points] Below is a listing of health and healthcare-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's ration{e for extending the invitation: --ASCENSION, the largest non-profit health system in the U.S., which operates several healthcare facilities throughout the region List the legional authorities you will invite (transit, transportation, ports, airports, elc.) [1 Points] Below is a listing of transportation-related stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --BYDE, the City's public transit system, maintains a fleet of 42 buses operating on B bus routes in the city of Racine and outlying areas seven days a week in addition to offering providing paratransit services for persons with disabilities and other special needs List any state agencies or departmenls you will invite. [1 Points] Below is a listing of state agencies the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --PUBLIC SERVICE COMMISSION OF WISCONSIN is an independent agency thal regulates Wisconsin public utilities including electric, natural gas, water, combined water and sewer utilities and certain aspects of local telephone service --WISCONSIN DEPARTMENT OF TRANSPOHTATION, which plans, promotes and financially supports statewide air, rail and water transportation, and bicycle and pedestrian facilities, including sharing costs associated building and operating local transportation systems ln addition to state agencies or departments, the Gity of Racine believes a key public sector partner for participation will be: --RACINE COUNTY, which provides a wide variely of services for city and countywide residents, including workforce development, veterans services, emergency management, and child support. List any lederal agencies you will invite. [1 Points] Below is a listing of federal stakeholders the City of Racine will invite to be active partners in the process as well as the City's rationale for extending the invitation: --U.S. HOUSE OF REPRESENTATIVES, in the person of U.S. Rep. Bryan Steil who represents the people of Racine in the U.S. House of Representatives and brings with him experience from both the private sector and service on the Board of Regents-the governing board for the University of Wisconsin system -U.S. SENATE, in the persons of U.S. Senators Tammy Baldwin and Ron Johnson, who represent the great State ol Wisconsin in that body and both maintain excellent intergovernmental relations. ,/-F\ /]TR\ 2019 Smart Cities Council Readiness Challenge Fr Rc!-I F:4:'!' S{{: T,',8 gAIl}F{ @t Section : Project Priorities KR: individual projects are part of an inlegrated plan. lndividual smart cily projects are part of a larger. integrated plan. Those plans help,city departrnents collaborate on pre,iecls when possible to reduce the likelihood of redundanl work and, equally important, redundanl invostmeRts. Please make sure to choose three priority areas. From the list below, choose three priority areas and then describe why they are priorities. ln the next section of the application, you will be asked to provide information about at least one project in each of the three priority areas you select. Your application will be evaluated based on your highest-scoring project in each ol those priority areas. Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. l- Buildings 17 Digital City Services l- Economic Development l- Education and Workforce Development l- Emergency Response and Resilience l- Energy l- Environmental Services l- Health l- Human Services l- Payments 17 Public Salety l- Sports, Culture, Leisure and Tourism f Street lnfrastructure P Transportation lll- Waste Management Water and Wastewater other Click the line above to see your Priority Area choices. Your Public Salety Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects laler in the application. - Putting Public Safety First Your Public Safety Projects Projects /.F\ ItTn\ 2019 Smart Cities Council Readiness Challenge ;f.a{t}ql!:i j t,t':i::i l rrf;r: i t.:!' @ Project: Putting Public Safety First Briel description [1 Points] Like police departments across the nation, the Racine Police Department reports violent and property crimes, sometimes referred to as Part 1 Crimes, to the U.S. Department of Justice. Those crimes include homicides, rapes, robberies, aggravaled assaults, burglaries, thefts, motor vehicle thefts, and arsons. Between 2007 and 2016 (the most recent year for which data are available), the Racine Police Department successfully reduced violent and property crimes by 43.4o/". From 201 1 to 2016, these Part 1 Crimes declined by 35.2"/". The Racine Police Department has used a series of innovative approaches to achieve those results over the years, including: --Adopting and maintaining an ongoing commitment to Community-Oriented Policing since its adoption in 1996 --Establishing and maintaining COP Houses, facilities within targeted neighborhoods wherein police officers are stationed and the neighbors have embraced participating in positive police-community activities -Launching and maintaining S.A.F.E. (Special Assignment Focused Enforcement) Vehicles, which are outfitted with cameras and other equipment and can be requested to be stationed in a given block or neighborhood upon resident request Similarly, the Racine Fire Department has continued to offer an increasingly diverse array ol value-added services. lndeed, its original mission of fire suppression equals just 15% ol all calls the Department receives annually. Some 85% of all calls lor service received by the Department are for emergency medical services, with the majority of those calls requiring advanced lite support. Today, not only does the City of Racine recognize the Fire Department as providing so much more value in terms of public safety, so does the Slate of Wisconsin. The City of Racine Fire Department is the designated Regional Type 2Hazardous Materials Team for Southeastern Wisconsin, and also is the agency providing emergency water, confined space, and high angle rope rescues. The Racine Police and Fire Departments are keeping residents and businesses safe. Both Departments are using data and technology to increase their effectiveness and impact. However, there are multiple ways that additional integration of technology would advance public safety. The Putting Public Safety First project will involve a number of City of Racine offices and departments, including the Racine Police & Fire Departments, Oftice of the Mayor, the Management lnformation Systems Department, Office of the lnnovation Officer, Otfice of Communications, Department ol Public Works, and Finance, Budget & Purchasing Department. Additionally, the City of Racine will work with Foxconn Technology Group, other technology partners, regional businesses, and community stakeholders in order to improve public safety by: --integrating OptiCom or similar technology that would allow activated emergency services/public safety vehicles to communicate with traflic control systems; provide those vehicles prioritization; and align tratfic signals accordingly to expedite such services -leveraging a combination ol Cityworks, G.l.S., and other software and private-sector stakeholder engagement to obtain, store, and make accessible in real time to police and fire otficials the three-dimensional layouts of office, commercial, civic, social, and industrial facilities as well as the location of toxic or other dangerous materials, which would be invaluable during emergencies-from fires to active shooter crime scenes -installing high-resolution and thermal cameras along the lakefronl to provide emergency services with greater ability to pinpoint individuals who may be in distress in Racine Harbor or other areas along Lake Michigan-areas which have proven to be particularly difficult in darkness -incorporating the use of autonomous vehicles equipped with cameras and other crime-deterring equipment to conduct random public safety tours through blocks/neighborhoods with higher rates of burglary activity, thereby reducing windows of opportunity without requiring additional personnel -ensuring the City of Racine autonomous vehicle public transit fleet is equipped with technology to prioritize activated emergency vehicles Expected project start date [1 Points] - Less than one-year [7 One to three years - Four to seven years - Seven to ten years - More than ten years Supporting File(s) [1 Points] Please upload supporting documents. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 4 Expected project budget range 17 Less than $1 million [1 Points] /-F\ 2019 Smart Cities Council Readiness Challenge I.ELI @ p Ft{:}",! p.4t'F re gj' t' € wf t'fl {}ps - Between $1 million and $5 million - Between $5 and $1 0 million - Between $10 and $50 million - Between $50 and $100 million - Between $100 million and $500 million - More than $500 million Culrent proiect status [1 Pointsl - Underway - Approved V Planned - Under consideration [1 Points] Project scale - Pilot project (confined deployment) - District-wide deployment 17 City-wide deployment - Regional deployment What existing assets may be available for use by the proiect: [2 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. l- Not applicable 17 Buildings [7 Computer Hardware V Computer Software 17 Data [- Field Equipment 17 Streetlight or utility poles 17 Streets/roadways/highways 17 Telecommunications 17 Trained Personnel Check each potential linancing mechanism that your organization is willing to consider. [1 Points] Please click in the area below to add an option to your list. You can click additional ilems and add all options that apply. Use the'x'to delete an item from your list. o Traditional loans and leases. r o . r o r o Repayment can come from public funds, or third-party payments, or a combination. As-a-service financing. Rather than purchase technology, city consumes it as a service, thereby reducing or eliminating capital costs. Examples include but are not limited to street lights as a service, smart grid as a service, mobility as a service, etc. Concession financing. City gains revenues and/or reduces costs without paying for the projecl Consumption financing. Repayment based on usage. Equity financing. Raise funds by selling an ownership interest in an asset or service. Proiect linancing. Assesses the financial viability of the individual project, not the city as a whole. Repayment comes all or in part from revenues generated by the project Revenue share financing. Repayment through a share of the revenues Vendorfinancing. From an equipment vendor or a project contractor. /--F\ t-JIrr-l 2019 Smart Cities Council Readiness Challenge &]1..,"Cry,.*H(:::'i.li {: ? fi\'ffi i S.eii.t @ V Traditional loans and leases 17 As-a-service financing 17 Concession f inancing J7 Consumption financing ll l/ Equity financing Project financing 17 Revenue share financing 17 Vendor financing Gheck each potential procurement option that your organization is willing to consider. [1 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x' to delete an item from your list. r o Conventional procurement. Public sector defines its requirements and procures them via traditional procurement methods Direct delivery. Public sector provides proprietary services directly to customers using public sector assets and staff (e.9. selling lnternet access) r . Franchising. Agreement to operate government-owned assets to generate revenue streams Licensing. Perpetual license is a one-time, up{ront expense funded from the CAPEX budget. Subscription license is ongoing payments funded from the OPEX budget Long-term lease. r o r Operating contracts. Contract with private sector vendor to provide services Public private partnership. A longterm contract between a government and a privale party lor providing a public asset or service, in r which the private party bears significant risk and management responsibility Privatization. Private sector becomes responsible for assets or services previously provided by the public sector 17 Conventional procurement lll- Direct delivery Franchising Licensing 17 Long-term lease 17 Operating contracts 17 Public private partnershiP l- Privatization What problem or challenge will the project address? [2 Points] The Putting Public Safety First project will address the following challenges: -Potential for crashes at intersections betlveen emergency services/public safety vehicles responding to calls and the general public -Signalization delays for emergency services/public safety vehicles - responding to calls -lnability to pinpoint timely individuals associated with Racine Harbor/Lake Michigan-related water emergencies Extraordinary overtime to supporl city events -Lack of data about structural layouts of facilities and hazardous materials below mandatory reporting limits stored onsite --Burglary rates in high-incidence areas -Potential crashes with autonomous public transit fleet in emergencies Who will the project alfect and how will it benefit them? [2 Points] The Putting Public Safety First project will benefit a variety of populations: POPULATION & BENEFIT: --RESIDENTS...Residents, particularly those living in blocks and neighborhoods with a higher incidence of burglaries will benefit from having the autonomous mobile unit randomly conducting public safety tours and acting as a deterrent --PROPERTY OWNERS, BUSINESSES & WORKERS...Property owners, businesses, and workers will benefit from police and fire otficials having a much better understanding of structural layouts and hazardous materials stored on grounds, so they can respond lo emergencies more efficiently --FESTIVALGOERS & LAKEFRONT/DOWNTOWN V S TORS...Visitors will benefit as emergency services/public safety has greater visibility from above for crowd management, pinpointing problems, and making water / //]\ rr-TT. \ EIS@T 2019 Smart Cities Council Readiness Challenge i ri,:,r{b"'i: r{l: i l::i. r't I rrrtL i i,ii I related rescues more rapidly --TAXPAYERS...Taxpayers will benefit with technology reducing City-vehicle-related accidents (and any associated financial liability), overtime, and need for additional sworn personnel to focus on burglary prevention efforts Describe the project risks, including but not limited lo technology obsolescence, policy and blockers, cash flow, and construction delays. regulatory [1 Points] Potential project risks or vehicle focused reducing burglaries through on project primarily of the autonomous With the exception costs. are factors that may delay the random public safety tours through high-incidence blocks and neighborhoods, the other technologies to be integrated has been proven across a wide range of communities. The City of Racine currently plans for public safety enhancements through its annual operations and capital budgets. These Smart City proJects will be addressed in similar fashion. Describe any elliciencies or cost savings made possible by the proiect. The requirement for emergency services/public safety vehicles to move cautiously through intersections in response to calls is not only dangerous for police and fire otficials and the public, it is highly inefficient. lntegrating OptiCom technology will improve response times and save lives and property. The City of Racine has miles of shoreline along Lake Michigan, and police and fire officials have faced a variety of waterrelated emergencies, from the vehicles driving into the lake to children falling into this deep body of water. lnstalling higher-resolution and thermal cameras will greatly improve the ability ol lire and police officials to pinpoint locations and respond to water-related emergencies associated. The lakefronVdowntown area hosts many of the community's highest density events. Just for the Fourth (of July) Fest, which attracts tens ol thousands ol visitors, the Racine Police Department spends $40,000 in overtime. Higher-resolution cameras along the lakefront/downtown area would allow the Department to monitor events more etfectively, pinpoint problems, and respond with fewer oflicers. There are 29,000 parcels in the City of Racine. Structures across these parcels range in size from garages and modestly sized homes to millions of square feet, each with a different layout. As a city of manufacturers, many of the community's companies store onsite a myriad of chemicals and other hazardous materials which may not exceed reporting thresholds. This combination of unknown layouts and undisclosed hazardous materials can slow response times simply because fire and police officials do not know what to expect upon entry. Creating a voluntary disclosure process for owners of office, commercial, industrial, and other facilities, and leveraging a combination of technologies to convert layouts into three-dimensional graphics will allow police and fire statf to respond more rapidly to a range of emergencies, including fires, medical emergencies, hazardous spills, workplace violence, and active shooter incidents. Sworn officers do an excellent job of responding to, and helping reduce, crime. However, they cannot be everywhere. Parking a crime reduction vehicle in a given block or neighborhood acts as a further deterrent, but only for that specific block or neighborhood while the vehicle is stationed there. Having an autonomous mobile unit equipped w1h high-resolution cameras and capable of randomly conducting public safety tour through high-incidence areas will serve as a higher-impact deterrent without increasing the personnel budget. Please briefly describe any ways in which the project may contribute to your economic growth. [1 Points] Public safety is a precursor for economic development and community well-being. No company will (re)locate to, or expand in, a community that it perceives as being unsafe. Families are less likely to buy homes or invest in neighborhoods they perceive as unsafe. Just take a look at any real estate website, and crime is one of the key data points provided for those considering a given neighborhood or community. While the number of violent and property-related crimes in the City of Racine has been halved over the last decade and reduced by more than a third in the last tive years, there is still more to do. lntegrating OptiCom technology; leveraging G.l.S., Cityworks, and other software applications and business/community engagement to provide three-dimensional layouts of facilities and understand hazardous materials stored onsite; installing high-resolution and thermal cameras along the lakefront; and expanding the public safety fleet to include aulonomous vehicles focused on reducing burglaries in higher-incidence neighborhoods all will contribute greatly toward improving response times for emergency calls and saving lives. lmproved response times and more positive emergency services/public safety outcomes will lead to greater numbers of families living, and businesses expanding, in the city. Your Economic Development Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a briel overview of these projects later in the application. / /F\ .ITTT \ 2019 Smart Cities Council Readiness Challenge p'F:[L },iF:c.:] 11"$;? i"*.f,,1 a i:!i,; @ Your Economic Development Projects Projects Your Buildings Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview ol these projects later in the application. Your Buildings Projects Projects Your Education and Workforce Development Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Education and Workforce Development Projects Projects Your Energy Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projecis later in the application. Your Energy Projects Projects Your Environmental Services Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Environmental Services Projects Projects Your Health Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the applicalion. Your Health Projects Projects Your Human Services Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. / 'zF\ rTfT \ 2019 Smart Cities Council Readiness Challenge fl 3 $1t g.i r,:Cr "r a e) T' g hfsls{*rFl @ Your Human Services Projects Projects Your Paymenls Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Payments Projects Projects Your Sports, Culture, Leisure and Tourism Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Sports, Culture, Leisure and Tourism Projects Projects Your Street lnlrastructure Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Street lnfrastructure Projects Projects Your Transporlation Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. - Autonomous Transporlation Your Transportation Projects Projects Project: Autonomous Transportation Current proiect status [1 Points] 17 UnderwaY - Approved - Planned - Under consideration Project scale - Pilot project (confined deployment) - District-wide deployment - City-wide deployment [1 Points] .z-F\ 2019 Smart Cities Council Readiness Challenge Lrml @ trfB(9J HeT' fed)T'l Cr*,!Y{3fi 17 Regional deployment What existing assets may be available for use by the project: [2 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x' to delete an item from your list. f- Not applicable 17 Buildings 17 Computer Hardware 17 Computer Software 17 Data ly' Field Equipment FZ Streetlight or utility poles [7 Streets/roadways/hi V V g hwaYs Telecommunications Trained Personnel Gheck each potential linancing mechanism that your organization is willing lo consider. [1 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. o r o o r o r o Traditional loans and leases. Repayment can come from public funds, or third-party payments, or a combination. As-a-service financing. Rather than purchase technology, city consumes it as a service, thereby reducing or eliminating capital costs. Examples include but are not limited to street lights as a service, smart grid as a service, mobility as a service, etc. Concession financing, City gains revenues and/or reduces costs without paying for the project Consumption financing. Repayment based on usage. Equity financing. Raise funds by selling an ownership interest in an asset or service. Project financing, Assesses the financial viability of the individual project, not the city as a whole. Repayment comes all or in part from revenues generated by the project Revenue share financing. Repayment through a share of the revenues Vendor financing. From an equipment vendor or a project contractor. V V V Traditional loans and leases F Consumption financing As-a-service financing Concession linancing 17 Equity financing 17 Project financing 17 Revenue share linancing V Vendor financing Expected proiect budget range - Less than $1 million - Between $1 million and $5 million 17 Between $5 and $10 million - Between $10 and $50 million - Between $50 and $100 million - Between $100 million and $500 million - More than $500 million [1 Points] /'_E\ / 'rR \ 2019 Smart Cities Council Readiness Challenge rs@ Supporting File(s) F)!1(!"rfi{."l li &{:T}fuA'lti}f I [1 Points] Please upload supporting documents. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx Maximum uploaded files is:4 Gheck each potential procurement option that your organization is willing to consider. [1 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. e Gonventional procurement. Public sector defines its requirements and procures them via traditional procurement methods e Direct delivery. Public sector provides proprietary services directly to customers using public sector assets and staff (e.9. selling lnternet access) r Franchising. Agreement to operate government-owned assets to generate revenue streams Licensing, Perpetual license is a one-time, up-front expense funded from the CAPEX budget. Subscription license is ongoing payments o funded from the OPEX budget Long-term lease. . r o Operating contracts. Contract with private sector vendor to provide services Public private partnership. A long-term contract between a government and a private party for providing a public asset or service, in . which the private party bears significant risk and management responsibility Plivatization. Private sector becomes responsible lor assets or services previously provided by the public sector 17 Conventional procurement V Direct delivery Jy' Franchising ly' Licensing 17 Longterm lease 17 Operating contracts 17 Public private partnership l- Privatization Expected project start date l/ [1 Points] Less than one-year - One to three years - Four to seven years - Seven to ten years - More than ten years Please brielly describe any ways in which the proiect may conlribute to your economic growth. [1 Points] Manufacturing remains the second highest employment sector in Wisconsin's economy. Many of the jobs in this sector have starting wages of g15.00 per hour, and regional employers are having an increasingly ditficult time accessing sufficient labor to meet their needs. ln some cases, businesses are foregoing sales because of a lack of employees. Job growth is abundant in Racine County, but the rate of job growth is not equal across the region. For well over a century, the City of Racine has been known for its manufacturing seclor. Since the wrenching losses in manufacturing jobs during the 1980s recession, the City of Racine has had a persistently high unemployment rate. ln fact, its unemployment remains the highest of any major city in the State of Wisconsin. The countywide unemployment rate is 3.1% and the unemployment rate of Mount Pleasant-the suburban community surrounding the City of Racine, where many newer manufacturing plants have been constructed-is 3.0%. ln comparison, the unemployment rate for the City remains a full percentage point higher at 4.Ooh.The contrast is much greater when /,'F\ / .]Tfi \ W 2019 Smart Cities Council Readiness Challenge I rtS,.i 6i f tir{.;t : ii:rf 1.itti; : considering poverty rates: City of Racine, 20%; Racine County, '10.94/o; Mount Pleasant, 6.6%. The City of Racine has a significant population available to work. However, given the high level of poverty, many lower-income city residents do not have the personal transportation to reach the high-job areas outside the city's corporate limits. Staffed bus routes to job growth pockets dispersed outside the city have proven cost prohibitive for relatively small ridership. The development and expansion of an autonomous fleet of shuttles would support more flexible transit solutions; reduce the cost by operating small, driverless vehicles; attract new corporate partners desiring to participate in testing driverless technologies; and allow more city residents to gain those manufacturing job opportunities. City resident employment, earnings, and benefit coverage would increase, which would translate into greater economic impact and activity in the City of Racine. More families would be able to afford to buy and improve a home, rather than rent. ln addition to increasing mobility and employment, and helping meet regional employers' demand for the labor needed to continue competing and growing, the project will augment the City of Racine fiber optic network. Just as roads, rail, ports, and utilities laid the foundation for future economic growth in earlier periods, the fiber optic network is the new public infrastructure that will fuel economic growth in the digital age. The City of Racine will seek to solicit corporate partners which may be interested in leasing the expanded fiber optic network and/or are attracted to expanding their business in the City of Racine because of the introduction of Smart Cities initiatives, such as the autonomous vehicle transportation and City-supported 5G integration. These are just a couple of examples of how the autonomous vehicle transportation project and related infrastructure would increase economic growth in the City of Racine. What problem or challenge will the project address? [2 Points] There are a number of challenges the autonomous vehicle transportation project will address, including: --FINANCIAL CONSTRA NTS...the inability to provide additional routes due to an inability to afford additional costs -FUEUENERGY...the public transit system's complete dependence on fossil fuels --ROUTE CONCENTRATION...the focus on highest-volume routes due to diminishing federal/state public transit financial support --FLEET AGE...maintaining an increasingly aging fleet of buses that continue to be operated beyond their expected and optimal-performance lifespan REPUTATION/PERCEPTlON...public transit system being perceived as the transportation mode largely for those who have few-to-no-other alternatives --SUSTAINABlLlTY...the significant carbon footprint associated with operating the City's diesel-drlven public transit system Brief description [1 Points] The City of Racine has developed an ambitious partnership with Foxconn Technology Group, University of Wisconsin-Madison College of Engineering, and Gateway Technical College to launch the testing, operation, evaluation, and expansion of the use of autonomous vehicle technology. The project will build on the experience and expertise of the University of Wisconsin-Madison College of Engineering and Foxconn Technology Group, which have piloted earlier iterations of autonomous vehicle technology and other software applications in China. The City of Racine will leverage its substantial fiber optic network and the integration of 5G to support road-based units for autonomous vehicle systems operations. Gateway Technical College will train area residents to install on-board units into the vehicles to communicate with road-based units incorporated into the City's light poles along downtown streets and other corridors. Phase 0 will test the technology using retrofitted golf carts. Phases 1 & 2 will build upon Phase 0 to test those same golf carts on public roads with an initial focus on the downtown. Using further lessons learned in Phases I & ll, Phase lll will begin initiating transportation of residents and visitors-from technical college students and workers to festivalgoers and currently transportation-challenged populations (e.9., seniors, persons with disabilities, lower-income individuals, etc.)-using shuttles and electric buses. Phase lll also will witness an expansion in the radius and diversity of travel routes as well as the category of destinations (e.g., retail establishments, healthcare institutions, government agencies, etc.). Phase 0 is anticipated to begin before the end of 2019. Phases I & ll are expected to lollow thereafter based on progress. The partnership believes Phase lll-autonomous vehicle transportation of residents-will be launched during 2020. Further expansion of the autonomous vehicle transportation system envisions transporting workers throughout the region, from the City of Racine employers to major corporate facilities located in western Racine County, including Foxconn Technology Group's advanced manufacturing campus which will employ 13,000 workers when operational. Not only will the autonomous vehicle project provide additional options in mobility and enhanced independence for transportation-challenged populations, including low-income individuals, persons with disabilities, and seniors, it will allow the City of Racine and its partners to reduce significantly the carbon footprint associated with local public transit. Describe any elliciencies or cost savings made possible by the proiect. Over the years, public transit cost-sharing from the federal and state governments has declined, while the costs of operations (e.9., diesel fuel, labor, maintenance, etc.) have continued to increase. ln the City of Racine, this financial pressure has resulted in several negative impacts: --a diminished capacity to replace older buses in the public transit fleet -a requirement to coniinue operating existing inventory well beyond its expected life -decrease in number of drivers and, therefore, the number of routes -reduction in the frequency of the routes being available Based on cost per passenger mile considerations, the City of Racine has had to focus only on the highest volume routes. Public transit financing has not afforded the opportunity to be more nimble and use smaller passenger vehicles. ln other words, when it comes to conventional /1=\ /rTn\ 2019 Smart Cities Council Readiness Challenge i : il r{* iit: ra:: tr,i'.{ i'! l.'lt.lal'i :. lri li @ public transit, the City has had to do less with less. The addition ol autonomous vehicle transportation and relaled technology to the City's public transit mix by leveraging public-private partnerships will allow: -the public transit system to continue focusing its drivers and full-scale buses on the highest volume routes while adding new, more targeted routes using autonomous shuttles -an increase in route diversity without correspondingly increasing labor costs --the City to leverage its expanding public infrastructure of fiber optic network in order to operate routes in non-lraditional hours or in heavily tratficked hours when drivers would simply not be available --the ability to coordinate tralfic management in order to prioritize signalization for autonomous vehicles, thereby reducing travel time This project will allow the City of Racine to be more responsive, more expeditious, and more cost-effective for its residents and businesses. The City's goal is to become the transportation mode of choice for an increasing number of residents and visitors of all socioeconomic backgrounds-all while reducing the carbon footprint of public transit. Describe the project risks, including but not limited to technology obsolescence, policy and blockers, cash flow, and construclion delays. regulatory [1 Points] Primary potential project risks or factors that may delay the project, include: --COSTS: Cost is always an issue for municipalities of any size. The City of Racine has already allocated funding to launch its Smart City lnitiative, including expanding its fiber optic network. Additionally, the City is partnering with Foxconn Technology Group, University of Wisconsin-Madison College of Engineering, and Gateway Technical College. Each partner is bringing 1nanci{ resources and other assets to the project. Additionally, the City of Racine, with the support of its public-private partnership, intends to apply for federal, state, and private-sector funding to provide further financial support. Lastly, the City of Racine intends to lease use of its fiber optic network in order to create a funding stream to invest in yet more systems expansion. -STATE REGULATIONS: Part of the proposed test routing includes not only public city roads, but also state highways traversing through downtown Racine. The State of Wisconsin has been an early proponent of testing and advancing autonomous vehicle transportation, and the City of Racine is reaching out to the Department's leadership in order to develop a partnership for the project. -LOCAL ORDINANCES: State statutes are silent with regard to the integration and implementation of aulonomous vehicle operations. The City of Racine will need to take proactive sleps to adopt new city ordinances permitting the operations ol autonomous vehicles on public roads with the municipality's corporate limits. Also, the City will need to adopt new ordinances authorizing autonomous golf carts to be operated on certain public roads between fixed positions in downtown Racine. --TECHNOLOGY OBSOLESCENGE: lt is true that technology continues to evolve. Technology obsolescence over time is inevitable. To address this, the City of Racine has lormed its robust public-private partnership with the Foxconn Technology Group, the world's fourth largest technology company; the University of Wisconsin-Madison College of Engineering, which has been a pioneer in this technology; and Gateway Technical College, which is actively developing curricula and credentialing associated with training students to install on-board units and related technologies in order to retrofit vehicles tor autonomous operations. The City and its partners will coordinate regularly to test, operate, and evaluate the elficacy of associated technology (software and hardware) and recommend regular improvements in the public and private infrastructure. Who will the proiect affect and how will it benetit them? [2 Points] perhaps, no project will have a greater etfect on a more diverse and inclusive array of stakeholders than autonomous vehicle transportation. pOpULAT ON & BENEFIT: --TRANSPORTATION-CHALLENGED POPULAT ONS...Seniors, persons with disabilities, and lower-income individuals-people who may be wholly dependent on public transit-will have greater and more frequent route diversity --WORKERS...City residents across the socioeconomic spectrum will have more attractive and expeditious alternatives to travel to job sites --EMPLOYERS... Businesses that have had an increasingly difficult time gaining access to available labor -FESTIVALGOERS...Residents and visitors, alike, will have an opportunity to move more rapidly through the lakefronVdowntown district -COLLEGE STUDENTS...Students at Gateway Technical College will not only have a greater transportation connection with the downtown and surrounding businesses, but also have the opportunity to earn credentialing in installing technology in, and retrofitting, vehicles for autonomous use; University of Wisconsin-Madison College ol Engineering students will have the opporlunity to test their applied research in autonomous vehicles on public roads and highways within the city's corporate limits as well as across jurisdictions -SMALL MUNlClPALlTlES...While major metro areas have launched significant Smart Cities initiatives, small-to-medium-sized municipalities-the vast majority of cities-have not yet been as engaged, particularly in the autonomous vehicle transportation space; this project will provide an opportunity for the City of Racine lo advance the small-to-medium-sized progression into Smart Cities development and use of cleaner public transit technologies --FEDERAUSTATE POLICYMAKERS...The testing, operation, and evaluation of autonomous vehicles in this project will afford the City of Racine an opportunity to share lessons learned with state and lederal government officials. The City of Racine will be able to participate, and represent small-to-medium-sized cities, in the emerging debate about how autonomous vehicles should be recognized and addressed in statutes and regulations Your Waste Management Proiects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief -/'E\. /rrT\ 2019 Smart Cities Council Readiness Challenge WA'!"fJ gt PFq$"! H4; ".Fi#"$'F @ overview of these projects later in the application. Your Waste Management Projects Projects Your Water and Wastewater Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Water and Wastewater Projects Projects Your Other Proiects Click on ihe plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Other Projects Projects Your Emergency Response and Resilience Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. Your Emergency Response and Resilience Projects Projects Your Digital City Services Projects Click on the plus sign to add a project that relates to this priority area. You may add up to five projects. Each project will be evaluated, but only the highest-scoring project in each of your three priority areas will count toward your overall point total. You will be asked to provide a brief overview of these projects later in the application. - Connecting Our Community Your Digital City Services Projects Projects Project: Connecting Our Community Current project status V [1 Points] Underway - Approved - Planned - Under consideration Project scale [1 Points] //E\ L]Ea-] @n 2019 Smart Cities Council Readiness Challenge g: FB C!,"! a::qtr T r'i$.; Y & \ff,i"l'i;.r F - Pilot project (confined deployment) - District-wide deployment lf City-wide deployment - Regional deployment What existing assets may be available for use by the proiect: [2 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item trom your list. l- Not applicable ly' Buildings V V V Computer Hardware lf Field Equipment Computer Software Data 17 Streetlight or utility poles 17 Streets/roadways/hig hways 17 Telecommunications ly' Trained Personnel Who will the proiect affect and how will it benefit them? [2 Points] The project will benelit a variety of populations: POPULATION & BENEFIT: -STUDENTS. ..who will have internet access, enabling them to compete regardless of their family's financial status -ADULTS.. .who will have access to a world of city (and other) services BUSINESS/PROPERTY OWNERS...who will benelit from having more efficient building inspections --NEIGHBORHOODS...which will benefit from cross-departmental collaboration, particularly in high-service-demand blocks --ENTREPRENEURS...who will have the opportunity to innovate using the tools available as a result of low latency, high-speed 5G wireless technology --TAXPAYERS. ..who will benef it from the estimated $1 18 million in additional GDP and 724 new jobs resulting from the installation and adoption of 5G -EMPLOYERS...which will find it easier to attract and retain quality candidates as the City of Racine takes a leadership role in the integration of technology - Expected project start date lf [1 Points] Less than one-year - One to three years - Four to seven years - Seven to ten years - More than ten years Gheck each potential financing mechanism thal your organization is willing lo consider. [1 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x' to delete an item from your list. o Traditional loans and leases. Repayment can come from public funds, or third-party payments, or a combination. o As-a-service financing. Rather than purchase technology, city consumes it as a service, thereby reducing or eliminating o . o o capital costs. Examples include but are not limited to street lights as a service, smart grid as a service, mobility as a service, etc. Goncession financing. City gains revenues and/or reduces costs without paying for the project Consumption financing. Repayment based on usage. Equity linancing. Raise funds by selling an ownership interest in an asset or service. Project financing. Assesses the financial viability of the individual project, not the city as a whole. Repayment comes all or in part from revenues generated by the project t -/'-F\ 2019 Smart Cities Council Readiness Challenge tlllr.-] ISEMN . . 'i- ,'l i(!),jit! "(.; t .{1a.':'i i ij,a}'r {.fi.i Revenue share financing. Repayment through a share of the revenues Vendor financing, From an equipment vendor or a project contractor. 17 Traditional loans and leases 17 As-a-service financing V Concession financing f7 Consumption financing lf lf Equity linancing Project financing 17 Revenue share financing 17 Vendor financing Supporting File(s) [1 Points] Please upload supporting documents. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx Maximum uploaded files is: 4 Brief description [1 Points] The Connecting Our Community project is vital to the future of the City of Racine and its economy. The City of Racine project aims to accomplish a number of important objectives: -advance equity and inclusion, -enhance the competitiveness of its human talent across all socioeconomic backgrounds and age cohorts -make city services more accessible to residents, businesses, and visitors, and --accelerate the community's economic growth by embracing high-speed ubiquitous 5G wireless technology installation and encouraging rapid adoption. The City of Racine already has in place a network of over {NUMBER} miles of conduit and fiber optic cabling. The City's goal is to extend that network throughout the municipality and integrate with it small cells, which will be mounted to its light poles and other available assets. The add1ion of small cells to the City's existing public infrastructure will offer ubiquitous connectivity, creating the foundation for, and making possible, public-private lnternet of Things (loT) projects that cannot be imagined today. The City of Racine became known as the "lnvention City" because so many products were invented here that have improved the quality of life for millions-including the blender, hair dryer, and garbage disposal. This new SG-enabling public infrastructure will support a new era of innovation in Racine, attracting those interested in leveraging these new tools of technology to innovate and advance quality of life for millions more. The public infrastructure combining its fiber optic network with SG-enabling small cells will be launched along the lakefront/downtown area to support the testing, operation, and evaluation of the City's autonomous vehicle project. The plan is to expand that combined infrastructure into additional areas of the community to coincide w1h the expansion of the autonomous vehicle transportation service delivery routes. The City will work with Foxconn Technology Group, University of Wisconsin-Madison College of Engineering, and Gateway Technical College to ensure the small cell units procured meel optimal specifications for the testing and operations for autonomous vehicle transportation. The City also will work closely with the telecom industry and other sector leaders to determine devices needed to launch, operate, and maintain an effective SG-enabled network. ln addition to investing in the hardware necessary to establish a 5G network, the City ol Racine also will partner with the private sector and invest in developing/adopting new applications to make city data more available lo residents and businesses; leverage technology to make city-community communications more interaciive; and enable the city to analyze more etfectively city data to advance more etfective service solutions. The City of Racine already has adopted CitySourced, and is in the process of conducting a rollout to residents and businesses in Second or Third Quarter 2019. CitySourced is an application specifically designed to support city-citizen interaction with data collection, analysis, and reporting as well as email and push notification functionality all built within the platform. The Connecting Our Community project is underway, and the City of Racine is looking fonrvard to a myriad of positive impacts to be achieved as a result. Please brielly describe any ways in which the proiect may contribute to your economic growth. [1 Points] The Connecting Our Community project will establish the loundation for public-private innovation by combining the City's fiber optic network with small cells. This combination will lead to ubiquitous connectivity throughout the community and offer low latency, ingredients for a new era of invention. By making low latency SG-enabled connectivity ubiquitous, the City will be able to introduce autonomous vehicle transportation; reduce commute times; make high-speed internet access available to households of all socioeconomic backgrounds and age cohorts, including those who currently do not have any access; the City of Racine will set the stage for more inclusive economic growth. lndeed, Foxconn //-T\ / ITTT \ Eq@ 2019 Smart Cities Council Readiness Challenge :r;i€i;.tF,:(:'i Jrf, i: !i.il: ! i iii Technology Group-the world's fourth largest technology company, already has announced it will open an lnnovation Center within the city's lakefronVdowntown area. The lnnovalion Center will house approximately 125 engineers and other professionals, and will serve as a hub for research and development. Other corporations have approached city officials as well about the potential of expanding their existing research and development facilities and/or building new facilities to meel their future needs. Besides the economic development the City of Racine is already seeing in anticipation of new, more technology-driven tools fueling the future, CTIA, the wireless communications industry association, estimates that installation of SG-enabling technology and adoption of high-speed internet access will result in an additional $1 18 million in GDP and 724 jobs for the City of Racine. The association estimates the increase in GDP to be $l.18 billion across Southeastern Wisconsin; over 7,200 jobs are expected to be created, all because of the integration and adoption of this powerful new tool. [Source: Retrieved February 10, 2019 from: https://www.ctia.org/the-wireless-industry/the-race-to-59, CTIA, 5G Economic lmpact by State: Wisconsinl ln its publication, "Smart Cities: How 5G Can Help Municipalities Become Vibrant Smart Cities," Accenture offers similar estimates, indicating that small-medium-sized cities with population of 30,000-100,000 could see 300 to 1 ,000 jobs created as a result of embracing 5G technology. [Source: Retrieved February 9, 2019 from: https://www.accenture.com 1t20170222T202102_wJus-en/_acnmedia/PDF-43/Accenture-SG-Municipalities-BecomeSmart-Cities.pdf, Accenture, Smart Cities: How 5G Can Help Municipalities Become Vibrant Smart Citiesl To accelerate the adoption of 5G technology and innovation deriving thereof, the City of Racine will partner with the private sector, including leading corporations, educational institutions, and philanthropies to develop a series of challenges. ln the 1870s, following the invention of the steam-powered automobile in Racine, the Wisconsin State Legislature established a challenge with a $10,000 prize-the first U.S. long-distance automobile race-for the inventor who designed a self-propelled automobile capable of winning a 200-mile race from Green Bay to Madison, Wisconsin. Building on that Wisconsin challenge as well as the Smart Cities Council Readiness Challenge itself, the City ot Racine and its partners envision issuing a series of challenges to encourage innovation that leverages the new technology to improve the quality of life in the community and beyond. Expected proiect budget range [1 Points] - Less than $1 million - Between $1 million and $5 million [7 Between $5 and $1 0 million - Between $10 and $50 million - Between $50 and $100 million - Between $100 million and $500 million - More than $500 million Describe any elficiencies or cost savings made possible by the proiect. At least four city departments may be involved in conducting inspections of a given property: Building lnspections, Health, Police, and Fire. ln some instances, data required for one inspection also may be required in an inspection conducted by another department. However, there is no universal database regarding inspections. Neither has an analysis been conducted to streamline the inspections processes, share data as appropriate, and eliminate redundancies. Undoubtedly, addressing lhis area will lead to efficiencies for residents and businesses as well as cost savings for the City of Racine and its citizens. As of this writing, the City of Racine Water Utility is working with the private sector to launch an app within the next two quarters that would allow residential and corporate customers to track and analyze their water consumption trends and act accordingly, This, too, will lead to cost savings as consumers alter behaviors and/or identify with the Racine Water Utility possible breaks. The City of Racine responds annually to thousands of public health and safety requests for service from the Police Department, the Fire Department, Building lnspection, and Health Department. Yet, the City does not currently have the means to analyze and track over time trends in service demands, including understanding iflwhere there are high-demand geographic areas and whether a cross-departmental service approach might be beneficial. The City of Racine is currently using Cityworks, an application which would allow that level of ongoing data collection and analysis, and is working with the private sector to develop new applications and metrics that would inform city officials and the public more effectively and make local government more responsive. Clearly, savings and more innovative service delivery will be possible. The combination of the existing liber optic network with SG-enabling small cells will make it possible to introduce autonomous vehicle transportation, reduce commute times and public transit's carbon footprint. The City of Racine, like so many other cities across the nation, has to find innovative ways to examine its expenses and translate as much of them as possible into investments that will yield future returns for local government and its citizens. This project is a prime example of investing for a future stream of efficiencies and savings. Check each potential procurement option that your organization is willing to consider. [1 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. /,'F. LILI.I @ r r 2019 Smart Cities Council Readiness Challenge I iii*,{h,'r..l f'li';,{r'i [!t/ti]r t]rtl Conventional procurement. Public sector defines its requirements and procures them via traditional procurement methods Direct delivery. Public sector provides proprietary services directly to customers using public sector assets and staff (e.9. selling lnternet access) r r Franchising. Agreement to operate government-owned assets to generate revenue streams Licensing. Perpetual license is a one{ime, up{ront expense funded from the CAPEX budget. Subscription license is ongoing payments funded from the OPEX budget Long-term lease. . . o Operating contracts. Contract with private sector vendor to provide services Public private partnership. A long-term contract between a government and a private party for providing a public asset or service, in . which the private party bears significant risk and management responsibility Privatization. Private sector becomes responsible for assets or services previously provided by the public sector V Conventional procurement ly' Direct delivery 17 Franchising 17 Licensing 17 Long-term lease 17 Operating contracts 17 Public private partnership l- Privatization What problem or challenge will the project address? [2 Points] The Connecting Our Community project will make possible low latency, high-speed 5G wireless technology. lt will address a number of socioeconomic and cross-departmental challenges. Nearly three-quarters of all households in the City of Racine have an internet subscription of some type. However, inlernet access is not universal. ln fact, U.S. Census data indicate that over 90% of all Racine households with annual earnings of $75,000 or more have internel access at home. However, only slightly more than one in five Racine households has annual earnings of 975,000 or more. Approximately, one quarter of all Racine households annually earn $20,000 or less. Nearly half (49%) of Racine households in this income range have no internet subscription of any kind at home, according to the U.S. Census Bureau. In the case of Racine households annually earning incomes between $20,000 and $75,000, more lhan a quarter (26%) ot them do not have an internet subscription of any kind at home either. Access to the digital highway-the new infrastructure for future success-has proven to be highly dependent on a family's current financial standing. Lack of access to the internet is having a daily impact that will be felt for decades into the future. Take for example the fact that Racine Unified School District-the fifth largest school district in the State of Wisconsin-has invested in software applications to enrich student learning and provide opportunities for all enrolled youth to learn beyond the classroom. However, in a majority minority school district in which over 60% of students are eligible to receive free or reduced-price lunch, many youth simply do not have the internet access needed to complete homework assignments and compete more effectively with their more affluent counterparts. As mentioned earlier, this project also will provide tools to address cross-departmental challenges, such as the inelficiencies and redundancies in a number of areas, including those experienced in building inspections and public health and safety service requests. This project will give our citizens of every socioeconomic background cutting-edge tools to compete. Likewise, it will provide the city government new tools to make its operations more transparent and base its decision-making on more comprehensive data. lt will do all this while also providing the infrastructure needed to support and promote private-sector innovation. Describe the project risks, including but not limited to technology obsolescence, policy and blockers, cash flow, and construction delays. regulatory [1 Points] The following are among the potential project risks: --TECHNOLOGY OBSOLESCENCE.. .The generations of cellular technology continues to accelerate. There are already mentions of 8G research and development. However, each generation has built to some degree on the infrastructure of the last generation. Accordingly, the City of Racine believes it is important to invest in building a robust network now in order to be competitive when subsequent generations are deployed. To mitigate its risks, the City is working closely with university researchers and private-sector leaders to ensure technology investments are prudenl and aligned with the direction of future developments, to the greatest degree possible. --POLICY & REGULAT ON...Regulations pertaining to installation of small cells and the siting of those assets are incomplete. The City of Racine will establish its own pro-technology policies and reflect them in local ordinances as well as work with industry partners to educate relevant State ol /--D.. tiru twI 2019 Smart Cities Council Readiness Qhallenge !.::,*1;{l}" ?j;f!:"i, Ji a; "i i llti'. :'i,t' i i Wisconsin administrators and members of the Wisconsin Legislature. --FINANCIAL CONSTRAINTS...As with every project and municipality, there are numerous worthy initiatives all competing for resources. The City of Racine has prioritized its investment in its Smart City lnitiative and projects comprising it. Monies lor initial phases of the projects have already been allocated in the Fiscal Year 2019 budget; additional resources will be allocated in the Fiscal Year 2020 budget as that process gets underway in May. Lastly, the City of Racine is working with the private sector and advisors to consider how it can monetize the investments it is making in Smart City infrastructure, and would welcome Smart Cities Council technical assistance with respect to this topic. Monetization is a key strategy for continuing future investments. Why is Environmental Services a priority area lor you? [5 Points] Why is Human Services a priority area for you? [5 Points] Why is Public Salety a priority area lor you? [5 Points] There is no more important role of government than protecting the safety of its residents, businesses, and visitors. The City ol Racine has made public safety one of its top priorities, and it is clearly demonstrated in the City's sustained record of continuous improvement. Like police departments across the nation, the Racine Police Department reports violent and property crimes, sometimes referred to as Part 1 Crimes, to the U.S. Department of Justice. Those crimes include homicides, rapes, robberies, aggravated assaults, burglaries, thefts, motor vehicle thefts, and arsons. Between 2007 and 2016 (the most recent year for which dala are available), the Racine Police Department successfully reduced violent and property crimes by 4g.4yo. From 201 1 to 201 6, these Part 1 Crimes declined by 35.2k. Similarly, the Racine Fire Department has continued to offer an increasingly diverse array of value-added services. lndeed, its original mission of fire suppression equals just 15% of all calls the Department receives annually. Some 85% of all calls for service received by the Deparlment are for emergency medical services, with the majority of those calls requiring advanced life support. Today, not only does the City of Racine recognize the Fire Department as providing so much more value in terms of public safety, so does the State of Wisconsin. The City of Racine Fire Department is the designated Regional fype 2Hazardous Materials Team for Southeastern Wisconsin, and also is the agency providing emergency water, confined space, and high angle rope rescues. Why is the Public Safety Area a priority? Continuing the trend of making the city and its citizenry safer will require augmenting its experienced and highly trained public safety/emergency services staff with new and broader technological tools. Specifically, the City of Racine Public Safety project will improve public safety by: -integrating OptiCom or similar technology that would allow activated emergency servicesipublic safety vehicles to communicate with traffic control systems; provide those vehicles prioritization; and align traffic signals accordingly to expedite such services -leveraging a combination of Cityworks, G.l.S., and other software and private-sector stakeholder engagement to obtain, store, and make accessible in real time to police and fire otficials the three-dimensional layouts ol office, commercial, civic, social, and industrial facilities as well as the location of toxic or other dangerous materials, which would be invaluable during emergencies-from fires to active shooter crime scenes --installing high-resolution and thermal cameras along the lakelront to provide emergency services with greater ability to pinpoint individuals who may be in distress in Racine Harbor or other areas along Lake Michiganareas which have proven to be particularly ditficult in darkness --incorporating the use of autonomous vehicles equipped with cameras and other crime-deterring equipment to conduct random public safety tours through blocks/neighborhoods with higher rates of burglary activity, thereby reducing windows of opportunity without requiring additional personnel -ensuring the City of Racine autonomous vehicle public transit fleet is equipped with technology to prioritize activated emergency vehicles The Public Safety project will reduce response times, improve outcomes, and literally save lives. Why is Buildings a priority area for you? [5 Points] What other area is a priority area lor you? [5 Points] Why is Payments a priority area lor you? [5 Points] Why is Emergency Response and Hesilience a priolity area for you? [5 Points] Why is Transportation a priority area lor you? [5 Points] Not only is the City ol Racine faced with a digital divide, it also faces a transportation divide. There is a real divide between the location of //F\ /ITrT\ 2019 Smart Cities Council Readiness Challenge l:il-r{t.lil:ij r /::{: 1 i'ir,r:f i i.ii ; ISINN family-supporting jobs-particularly in manufacturing-compared to the location of available labor. Additionally, the City of Racine is facing rising costs for a public transit system that cannot financially support operations of smaller passenger shuttles needed to transport workers to outlying employers. For well over a century, the City of Racine has been known for its manufacturing sector. Since the wrenching losses in manufacturing jobs during the 1980s recession, the City of Racine has had a persistently high unemployment rate. ln fact, its unemployment remains the highest of any major city in the State of Wisconsin. The countywide unemployment rate is 3.1% and the unemployment rate ol Mount Pleasant-the suburban community surrounding the City o{ Racine, where many newer manufacturing plants have been constructed-is 3.0%. ln comparison, the unemployment rate lor the City remains a full percentage point higher at 4.0%. The contrast is much greater when considering poverty rates: City of Racine, 20%; Racine County, 10.9%; Mount Pleasant, 6.6%. The City of Racine has a significant population available to work. However, given the high level of poverty, many lower-income city residents do not have the personal transportation to reach the high-job areas outside the city's corporate limits. Staffed bus roules to job growth pockets dispersed outside the city have proven cost prohibitive for relatively small ridership. The development and expansion of an autonomous fleet of shuttles would support more flexible transit solutions; reduce the cost; attract new corporate parlners desiring to participate in testing driverless technologies; and allow more city residents to gain those manufacturing job opportunities. City resident employment, earnings, and benefit coverage would increase, which would translate into greater economic impact and activity in the City of Racine. More families would be able to afford to buy and improve a home, rather than rent. Autonomous vehicle transportation is about jobs, economic prosperity, equity and inclusion, and continuing Racine's legacy of being an "lnvention City." lf the City of Racine can achieve autonomous vehicle transportation in a small{o-medium-sized communily with its partners and the technical support of the Smart Cities Council, it will be a model for rest of the nation's municipalities-the vast majority of which are similarly sized. Why is Waste Management a priority area for you? [5 Points] Why is Economic Development a priority area for you? [5 Points] Why is Health a priority area lor you? [5 Points] Why is Education and Workforce Development a priority area for you? [5 Points] Why is Digital City Services a priority area lor you? [5 Points] ln many ways, the Digital City Services project the City of Bacine is proposing is its most important in that il serves as the foundation for achieving the other two priority areas: Autonomous Vehicle Transportation and Public Safety, and addressing so much more. By way of summary: -The City of Racine faces a significant digital divide as well as extraordinary poverty...challenges that has been linked inexorably to race and household income for years. A major goal of the Digital Gity Services project is to address these challenges and help both youth and adults of all socioeconomic and ethnic backgrounds leverage communitywide connectivity technology to realize their full potential to compete in, and contribute to, the economy. -The City of Racine has historically high unemployment rates following an extended period of deindustrialization. According to CTIA research, the City of Racine stands to gain an additional $1 18 million in GDP and724 jobs through installation and adoption of low latency, high-speed 5G wireless technology-a foundational element of the Digital City Services project. -The City of Racine aims to become first Smart City to test, operate, and evaluate autonomous vehicle transportation. The public infrastructure development to take place under the Digital City Services project will build and expand the network necessary to support driverless transportation. --The City of Racine seeks to make services and service-related data more accessible to the public and engage residents and businesses more meaningfully. Part of the Digital City Services is focused on integrating technology that will afford residential and corporate citizens greater opportunities to inform municipal government officials and get involved. --The City of Racine has been known as the "lnvention City" because of the wide-ranging inventions that were borne out of this small community, from the blender and hair dryer to the self-propelled, sleam-powered automobile. The Digital City Services will build the public infrastructure needed to encourage a new generation of innovation, particularly as relates to the lnternet ol Things (loT). Access to the digital highway-the new infrastructure for future success-is having a daily impact that will be felt for decades into the future wilhout the successful implementation of the Digital City Services project. Why is Energy a priority area lor you? [5 Points] Why is Water and Wasiewater a priority area for you? [5 Points] 2019 Smart Cities Council Readiness Challenge Ir'rrl*.iia.li:; r li:{,:i'r'ti,tlill'{,}(rl Why is Sports, Gulture, Leisure and Tourism a priority area tor you? [5 Points] Why is Street lnfrastructure a priority area for you? [5 Points] What are your long-term goals for making progress in is other area? [5 Points] What are your long-term goals for making progress in the Digital City Services area? [5 Points] - The City of Racine Digital City Services project aims to accomplish a number of important long-term goals: -advance equity and inclusion, enhance the competitiveness of its human talent across all socioeconomic backgrounds and age cohorts --make city services more accessible to residents, businesses, and visitors, and -acceler4te the community's economic growth by embracing high-speed ubiquitous 5G wireless technology installation and encouraging rapid adoption. Because of the importance of the project to the future of this city, its people, and business community, municipal otficials and project partners very much encourage the Smart Cities Council to select the City ol Racine as an example of how small-mid-sized can be transformed with local public,private commitment and world-class technical assistance. What are your long-term goals for making progress in the Energy area? [5 Points] What are your long-term goals for making progress in the Buildings area? [5 Points] What are your long-term goals for making progress in the Sports, Culture, Leisure and Tourism area? What are your long-term goals for making progress in the Public Safety area? [5 Points] [5 Points] The City of Racine seeks to achieve the following long-term goals through its Public Safety project: -reduce all lorms of crime impacting residents, businesses, and visitors, particularly violence- and property-related crimes, --reduce loss of life and property due to fire and other emergencies, and --improve resident and business perceptions about public safety lf technology is integrated meaningfully into the pertormance of public safety/emergency services, the City of Racine will experience a number of positive impacts, including: --INCREASED ECONOMIC ACT V TY...The City of Racine should see more economic activity as businesses find it increasingly safer to locate and operate in neighborhoods and areas of all backgrounds. This economic activity will help fuel further funding for additional services and service improvements. --INCREASED RES DENCY...More individuals and lamilies should take advantage of lower-than-average housing costs. The median housing price for a home in the City of Racine is $50,000 less compared to the statewide median housing price. What ale your long-term goals lor making progress in the Payments area? [5 Points] What are your long-term goals lor making progress in the Economic Development area? [5 Points] What are your long-term goals for making progress in the Health area? [5 Points] What are your long-term goals lor making progress in the Waste Management area? [5 Points] What are your long-term goals for making progress in the Education and Worklorce Development What are your long-term goals lor making progress in the Transportation area? area? [5 Points] [5 Points] 2019 Smart Cities Council Readiness Challenge Hr ;l\d)"t F:1(-l'i /'iri:'l':'F v4,l t {. 1+' i Long-range goals for the Transportation project are ambitious, including: -{esting, operating, and evaluating the integration of an array of autonomous vehicles on public roads among conventional transportalion -augmenting the City of Racine public transit system with autonomous vehicle transportation to allow drivers to continue focusing on high-volume routes while still accommodating more flexible transportation to outlying employers -informing the state and federal dialogue regarding autonomous transportation and the adoption of new policies and regulations relating to its use and operations on public roads and highways -reducing the City of Racine public transit carbon footprint establishing a sustainable transportation strategy to support City of Racine residents gaining family-supporting jobs with outlying employers - What are your long-term goals lor making progress in the Emergency Fesponse and Resilience area? [5 Points] What are your long-term goals for making progress in the Environmental Services area? [5 Points] What are your long-lerm goals lor making progress in the Street lnlrastruclure area? [5 Points] What are your long-term goals for making progress in the Human Services area? [5 Points] What are your long-term goals lor making progress in the Water and Wastewater area? [5 Points] Which, if any, ol the following does your long-term vision address for this other area? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Which, if any, of the lollowing does your long-term vision address for Environmenlal Services? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Which, if any, ol the tollowing does your long-term vision address for Health? [5 Points] Please click in lhe area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, il any, ol the following does your long-term vision address lor Economic Development? [5 Pointsl Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x' to delete an item from your list. Which, il any, ol the following does your long-term vision address for Payments? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, il any, ol the lollowing does your long.term vision address lor Energy? [5 Points] Please click in the area belowto add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Which, il any, ol the following does your long-telm vision address lor Sports, Culture, Leisure and [5 Points] /"-E\ rTT @ / 'l 2019 Smart Cities Council Readiness Challenge F,Fr[C]"]HC ? Ad;'F E US{?C]]F{ Tourism? Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, if any, of the following does your long-lerm vision address for Digital City Services? 15 Pointsl Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. l- Not applicable 17 Economic development 17 Social equity 17 Digitalequity 17 Resilience [7 Sustainability ly' Efficiency V P Citizen engagement Safety 17 Public Health Which, il any, ol the lollowing does your long-term vision address lor Emergency Response and Resilience? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, il any, ol the lollowing does your long-term vision address lor Water and Waslewater? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Which, il any, of the following does your long-term vision address for Education and Worklorce Developmenl? [5 Points] please click in the area 'x'to item from your list. delete an apply. Use the below to add an option to your list. You can click additional items and add all options that Which, il any, of the lollowing does your long-term vision address lor Human Services? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Which, if any, ol the following does your long-term vision address lor Public Safety? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x' to delete an item from your list. l- Not applicable V Economic development l7 Social equity f Digitalequity 17 Resilience [7 SustainabilitY 17 EfficiencY 17 Citizen engagement /-_L.. /rfi\ 2019 Smart Cities Council Readiness Challenge #IF?{}" * E *'I A"{: ?T t$rlT 8R E@ 17 Safety 17 Public Health Which, if any, ol the lollowing does your long-lerm vision address lor Transportation? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. l- Not applicable 17 Economic development 17 Social equity l/ Digital equity l- Resilience 17 Sustainability Jl Efficiency 17 Citizen engagement 17 Safety V Public Health Which, il any, ol the following does your long-term vision address for Waste Management? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, il any, ol the following does your long-term vision address tor Buildings? [5 Points] Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the 'x'to delete an item from your list. Which, if any, of the following does your long-term vision address lor Street lnfrastructure? 15 Pointsl Please click in the area below to add an option to your list. You can click additional items and add all options that apply. Use the'x'to delete an item from your list. Brielly describe your effoils to date and their results in this other area? [5 Points] Briefly describe your efforts to date and their results in the area ol Transportation. [5 Points] Autonomous vehicle transportation is an ambitious project, no matter the size of the community attempting it. However, the City of Racine and its partneis are moving aggressively, and have made the following progress, to date: -analyzed the localion, age, and density of the City of Racine's 27.5 miles of conduit and tiber optic network as well as its light poles -identified potential testing grounds as well as public road routes for Phases 0-3 -developed a preliminary timeline and milestones -met with leadership of Wisconsin Department of Transportation regarding its participation in the project and associated policy-making --formed a public-private project team Brielly describe your efforts to date and their results in the area ol Economic Development. [5 Points] Brielly describe your efforts to date and their results in lhe area ol Street lnfrastructure. [5 Points] Briefly describe your efforts to date and their results in the area ol Waste Management. [5 Points] /--F\ /rn\ g@ i)f'{$"i rt-l 1 r!* 2019 Smart Cities Council Readiness Challenge fi Brielly describe your efforts to date and their results in the area of Public Safety' *'H \fF"i 4.-,lf'rir [5 Points] There are a number of initiatives underway to integrate technology in public safety, including: -introducing and rolling out body cameras for all Racine police otficers '-using the more than 250 City-owned cameras -leveraging the camera assets of individual residents, as needed (Example: Racine Police Department solved within 24 hours a shooting by gaining voluntary access to a nearby private citizen's Ring security system video) -positioning Community-Oriented Policing (COP) Houses in high-risk areas with neighborhood, equipped with cameras and ability to increase lighting -locating mobile unit(s) equipped with cameras and other devices to deter crime in high-risk areas Brielly describe your eflorts to date and their results in the area ol Environmental Services. [5 Points] Brielly describe your efforts to date and their results in the area of Education and Worklorce [5 Points] Development. Brielly describe your efforts to date and theil results in the area ol Energy [5 Points] Brielly describe your efforts to date and their results in the area of Human Services. [5 Points] Brielly describe your etforts to date and their results in the area ol Payments. [5 Pointsl Brielly describe your efforts to date and their results in the area ol Health. [5 Points] Brielly describe your eflorts to date and their results in the area ol Digital City Services. [5 Points] The City of Flacine has initiated a number of activities to drive forward its Digital City Services, including but not limited to: -adoption of Cityworks, which has provided the City of Racine and its various departments a common platform for data collection and analysis, including geospatial --adoption of Legistar, which has provided the residential and corporate citizens alike access to the agendas and minutes of the Common Council and city committees as well as opportunities to serve on boards -installation of 27.5 miles of conduit and fiber optic network, which supports public safety and emergency services and will contribute toward making autonomous vehicle transportation and lnternet of Things (loT) 5G technology possible -development of a public-private partnership with technology and higher education leaders capable of helping the City ol Racine identify certain technology investments and mitigate risk of technological obsolescence Briefly describe your eflorts to date and their results in the area of Water and Waste Water [5 Points] Brielly describe your efforts to date and their results in the area ol Sports, Culture, Leisure and Tourism. [5 Points] Brielly describe your efforts to date and their results in the area ol Emergency Response and Brielly describe your eflorts to date and their results in the area ol Buildings Resilience. [5 Points] [5 Points] .Z-F\ /ITR\ @c 2019 Smart Cities Council Readiness Challenge F, ffi g "fr [:.jt: T &e; T' g tfl.t?'o R Section: Smart City Plans and Progress Smart City Plans and Progress lnstructions lnstructions o This section provides a quick overview ol your past, current, and planned smart city projects. Please provide a name and a summary paragraph for each project. e This section will not be scored, but it will provide important context for the judges. There are no wrong or right answers in this section. progress graded to date, only on their ambitions for the future. Applicants will NOT be on their o * Questions labeled with a red are required questions o Use the arrows at the top of the page and the [next] and [back] buttons at the bottom of the page to navigate to the different pages of the section. I have completed some smart city projects in the last two years? (r Yes t-No Please list the smart city proiects completed in the last two years, The City of Racine has completed a number of Smart City projects over the last lwo years, including: -adopted Cityworks as its platform for data collection and analysis -selected CitySourced, an application supporting greater citizen engagement, and will roll out the application in early or mid-2019 --continued to expand its liber optic network, which now totals 27.5 miles in coverage -continued to expand and maintain municipal Wi-Fi, which supports traffic signals and over 250 City-owned cameras I have smart city proiects underway but not yet complete? tr Yes fNo Please list smart city projects underway but not yet complete. The City of Racine has a number of Smart City projects underway, but not yet complete, including: -launching body cameras for 100% of Racine Police Department's sworn officers --rolling out Citysourced, the alorementioned citizen engagement application -rolling out new citizen engagement application for the Racine Water Utility's 120,000 residential and corporate customers, allowing them to monitor water usage and modify behaviors accordingly I have smart city proiects approved but not yet underway? t^ Yes .?No I have smart city proiects planned but not yet approved? f Yes tt No ./-E\. /ITrT\ 2019 Smart Cities Council Readiness Challenge 5:r t1(€) !It[M[ J ru€j T "Afi ?' g b4ll'ii{}[4 I have smart city projects under consideraiion, bui not yet approved or planned? (' Yes CNo Please list the smart city proiects under consideration, but not yet approved or planned. The City of Racine established its lnnovation Olficer position in mid-January 2019. A number of potential projects have been discussed, but not evaluated or programmed. Following submission of the City of Racine 2019 Smart Cities Council Readiness Challenge application, the City lnnovation Officer will host a planning session with senior city management and principal partners to begin developing an official pipeline of projects under consideration. I have infrastructure projects approved but not yet underway (telecommunications, roads, highways, bridges, airport expansions, stadiums)? r YeS GNo I have large developments approved but not yet underway (neighborhoods, large apartments or condos, housing, re-development)? ta Yes aNo Please list the large developments approved but not yet underway (neighborhoods, large apartments or condos, housing, re-development). The City of Racine is particularly prime but not the downtown area adjacent to garnering extraordinary interest in (re)development of locations, exclusively throughout just in 2018, which will include nearly 250 was announced December the Lake Michigan shoreline. A $50 million lakefront redevelopment place in 2019. For more will take early feet new construction. Groundbreaking of market-rale housing units and close to 365,000 square please Times https://journaltimes.com/business/local/with-video-racine-unveils-details-oFmillion-lakefrontvisit The Journal article: information, developmenVarticle_0ba88fa0-eda9-5e4d-9645-3b6d659d9fd3.html Future redevelopments which are currently under consideration exceed 9600 million. The Mayor and lnnovation Officer are working to raise a substantial amount of private capital to support these and a number of other developments, leveraging such federal investment tools as Opportunity Funds and New Market Tax Credits, as part of an lnvesl Racine campaign. The City ol Racine does not see the lnvest Racine campaign as separate from its Flacine Smart City lnitiative. Rather, it is part of the City's continuum of smart (re)development and tools to finance/accelerate them. / ./-F\ 2019 Smart Cities Council Readiness Challenge tTrT \ ft:imtl},BFi( I i, A{i t'11rf,ri:1"(}9:j @ Section : Statements, Confirmations and Attachments Statements, Gonfirmations and Attachments Section Instructions o This section will help the ,iudges better understand what the Smart Cities Readiness Challenge means to you and your community. lt's also where you can share letters of support from stakeholders who would assist in making your Smart Cities Readiness Program a success. o This section will be scored. lf you look for thal question. r * Questions labeled with a red are required questions. . Use the arrows at the top of the page and the [next] and [back] buttons at the bottom of the page to navigate to the different pages of the section. at each guestion you will see a number ln the top right corner of the question if there is a point value Why did you enter the Readiness Challenge? [5 Points] The City of Racine is excited to enter the 2019 Smart Cities Council Readiness Challenge. The City of Racine, Racine Gounty, Gateway Technical College, the University of Wisconsin System, and Foxconn Technology Group, and so many other local public- and private-sector partners have invested significant time researching Smart Cities and conducting fact-finding tours nationally and internationally to see firsthand Smart Cities initiatives in action. The following are among the reasons the coalition has entered the Readiness Challenge: - The Smart Cities Council Readiness Challenge has been an excellent exercise to help the greater Racine area coalition to organize around the lessons learned from others and the projects we collectively believe will have the greatest impact in advancing our community in an inclusive and sustainable way. --The Readiness Challenge presented a real challenge locally as the members of our broad public-private paftnership considered what it would truly take to launch and implement the Racine Smart City lnitiative. -The City and its partners see the Racine Smart Ciiy lnitiative as a way of leveraging technology, public infrastructure, and public-private partnerships to address communiiy challenges more proactively. The coalilion sees the Readiness Challenge as an opportunity to test local assumptions and proposed strategies against the expertise of Smart Cities Council leaders, past Readiness Challenge winners, and private-sector judges. -The City of Racine, like so many communities that thrived because of industrialization, has had to confront extraordinary challenges in the aftermath of deindustrialization. The Readiness Challenge is helping the local coalition to envision how to embrace the Dlgital Age and harness technology to accelerate inclusive and sustainable growth. -Simply having dedicated public servants work more hours no longer constitutes a strategy or sufficient investment to change the future direction of the City of Racine. Local government staff need access to the tools that will help them offer the community more efficient and effective services, and the Smart Cities Council's mentoring can guide the City of Racine and its staff in making better choices sooner on behalf residents and corporate citizens. Are you authorized to submit this application on behalf of your organization? .? YeS fNo I would like to upload a letter of support from your organization's top executive? I can earn [5 Points] if I upload a document. G Yes cNo Please upload a letter ol support from your organization's top executive. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 [5 Points] /'-E\. /lTfi\ qM! 2019 Smart Cities Council Readiness Challenge F)[qo-.bd;$:"-f &6] itw,t{$ {}i{ Uploaded file(s): r Mayor.pdf Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 4 ln the event your organization wins the competition, are you prepared to supply venue, food, audio-visual, and other event expenses, either directly or by securing contributions? 6 Yes fNo Whal would winning mean lor your community? [5 Points] Winning the 2019 Smart Cities Gouncil Readiness Challenge will: -provide the Gity of Racine with access to the Smart Cities Council's expertise, lechnical assistance, and other extensive resources, which would help local public-private partners crystallize the Racine Smart City lnitiative --raise the visibility of the City of Racine as several hundred million dollars of major (re)development projects are at various levels of consideration and planning --introduce corporations to the City of Racine and assist in forming new public-private partnerships --allow the City of Racine to accelerate its concept of blending the local Smart City lnitiative with its nascent lnvest Racine campaign-a proposed effort to establish a substantial private equity fund that would leverage federal tax benelits for individual and corporate investors while investing monies into both Smart Cities projects and other major (re)developments in eight targeted Racine census tracts The City ol Racine also believes its winning would have meaning for the other similarly sized cities, particularly those which need to reimagine themselves in a post-industrial period. No city with a population under 100,000 has ever been selected by the Smart Cities Council as a Readiness Challenge winner. Racine's selection would demonstrate that smallto-medium-sized cities also have relevance in the Digital Age and can contribute toward advancing the Smart Cities movement. would like to upload a letter of support from a utility, agency or similar organization relevant to one or more of your priority projects? I I can earn [5 Points] if I upload a document. G Yes (.No What is the total population of the Applicant and all supporting local governments? - No Greater than 10,000 - 10,001 to 25,000 - 25,001 to 50,000 V 50,001 to 100,000 - 100,001 to 150,000 - 150,001 to 200,000 - 200,001 to 350,000 - 350,001 to 500,000 - 500,001 to 750,000 - 750,001 to 900,000 - 900,001 to 1,500,000 - Greater than 1,500,001 What will you do wath the help provided? 15 Pointsl First, the City ol Racine and its public-privale partners will celebrate with the Smart Cities Council, its corporate atfiliates, and other interested /,F\ /ffrTI dMu 2019 Smart Cities Council Readiness Challenge i: "i t{}.lF {:}? l\i:r i'rwiti"d.}F1 parties. Then, the City of Racine would like to meet with the Smart Cities Council to develop an introduction to the resources available as well as the frequency of their availability. Upon understanding the resources and availability, the City of Racine would seek to establish a schedule and tentative itineraries that would maximize the use and impact of Smart Cities Council's invaluable help over 2019. lt is important to note that the City of Racine is not simply interested in taking, but also seeks to give. Should the City of Racine be selected as a 2019 Readiness Challenge winner, the City offers to partner with the Smart Cities Council to document Smart Cities lessons learned from the unique perspective of a small-to-medium-sized city in the post-industrial era. The combination of the Smart Cities Council's global expertise and perspective twinned with the City of Racine's experiences and unique vantage point would provide a powerful partnership for educating others. Please upload a leiter ol support from a utility, agency or similar organization relevant to one or more ol your priority proiects. [5 Points] Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Uploaded file(s): o Racine_Water_Utility.pdf Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 4 How wil! you factor vulnerable and underserved populations into your smart city program? [5 Points] Equity and inclusion are a central pillar of the City of Racine's Smart City lnitiative. Among those benefiting from the: --Digital City Services project being proposed are the significant number of individuals and families who currently have no access to the internet...those who are on the wrong side of the Digital Divide -Public Safety project being proposed are the individuals and lamilies who are impacted by a crime, fire, or medical emergency, and for whom response times could mean the difference between lite and death, salvaging one's property or losing it all Autonomous Transportation project being proposed are job candidates and workers who may not be able to afford their own personal transportation; those seniors and persons with disabilities that may not be able to drive independently and whose destinations may be beyond the high-demand routes currently being managed by the City of Racine public transit system As is reflected in the Stakeholder Engagement section, the City of Racine will invite and welcome the involvement of people of every background in the planning and evaluation ol Smart Cities projects. What is more, the City of Racine just created the Strategic lnitiatives & Community Partnerships Officer position, which will focus heavily on equity and inclusion challenges and opportunities, including engaging vulnerable and underserved populations. - I would like to upload a letter Letter ol support from a college or university? I can earn [4 Points] if I upload a document. G Yes (^No Please upload a letter ol support from a college or university. [4 Points] Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Uploaded file(s): r UW-Parkside.pdl Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 4 What else should judges know when considering your application? [5 Points] Judges should know that the City of Racine has embraced the Smart Cities movement as a meaningful way to advance equity, inclusion, livability, workability, and sustainability. Not only has the City's new Mayor traveled domestically and internationally to meet with Smart Cities .ZE\ /]TTT\ tw 2019 Smart Cities Council Readiness Challenge f :. ;'i&, r !, (.t'i: Jil{.: : 4 t1.1!:t:ii.ril: j officials and partners and understand the types of projects they are implementing to benefit residents and businesses, the City's Common Council adopted a resolution endorsing the advancement of the Racine Smart City lnitiative. The City of Racine is not only stopping at investing in expanding its existing 27.5 miles ol conduit and fiber optic network, rolling out new mobile applications to provide residents and corporate citizens greater access to their local government and data, and participating in advancing autonomous vehicle testing, operations, and evaluation. The City recently appointed its first lnnovation Officer to coordinale and oversee Smart Cities and other related development initiatives. Equally importantly, the City has established two other positions that also will play important roles in advancing Smart Cities principles: the Slrategic lnitiatives & Community Partnerships Officer, and Sustainability & Conservation Officer. The City of Racine is a ready, willing, and eager partner for the Smart Cities Council and its corporate paftners. The City brings with it: -the University of Wisconsin-Madison College of Engineering, which is a leader in autonomous vehicle research and development, --University of Wisconsin-Parkside, which is already teaching courses, hosting a speakers' series, and presenting an annual conference on Smart Cities -Gateway Technical College, America's lirst publicly funded technical college *Foxconn Technology Group, the world's fourth largest technology company Lastly, the judges should know that small-to-medium-sized cities have a resilience, creative spirit, and passion for partnering that is uniquely borne out of both necessity and their civic DNA. Often, America's largest cities-"first-class cities"-have llexibility under slate law that simply does not exist for cities of smaller populations. This impacts everything from the types of taxes and fees that may be levied to the types of services it may control locally. Cities of smaller cities have to confront an array of social and economic challenges without the same range of tools, requiring them to explore different strategies and approaches in order to compete and thrive. Racine is such a city. To use a boxing phrase, Racine-its diverse people and businesses-punches above its weight. lf judges are going to select a small-to-mid-sized city for the 2019 Smart Cities Council Readiness Challenge, Racine is the city ready to represent and make the most of the opportunity! Why should they choose this application over others? [5 Points] The City of Racine believes it would be an ideal selection for the 20'19 Smart Cities Gouncil Readiness Challenge. The City has provided a number ot reasons throughout the application, particularly in this section. Undoubtedly, the City, its residents, and businesses would benefit f rom being selected as one of the 201 9 Smart Cities Council Readiness Challenge winners. However, as mentioned earlier, the City of Racine also recommends its selection because of what it would mean for similarly sized communities across the country. ln the 2017 and 2018 Smart Cities Council Readiness Ghallenges, the winners included the cities of Austin, Texas; lndianapolis, lndiana; Miami, Florida; Orlando, Florida, and Philadelphia, Pennsylvania; Birmingham, Alabama; Cary, North Carolina; Las Vegas, Nevada; and Louisville/Jefferson Gounty, Kentucky, ranging in population from 1 65,000 to 1 .6 million residents. There are approximately 300 U.S. municipalities with populations over 00,000. To put it into perspective, cities with a population of 100,000 or more represent just 1.5o/o ol all incorporated U.S. municipalities. The City of Racine is representative of the 98.5% of all U.S. incorporated municipalities, which have populations under 100,000. Selecting the City ol Racine would provide the Smart Cities Council with an enthusiastic small-to-medium-sized municipal laboratory and partner that could more effectively inform the advancement of Smart Cities efforts of similarly sized communities nationwide. would like to upload a letter Letter of support lrom a chamber of commerce or business improvement district? I I can earn [4 Points] if upload a document. 6 Yes fNo Please upload a letter ol suppor4 from a chamber of commerce or business improvement district. [4 Points] Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Uploaded file(s): o RAMAC.pdf Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx Maximum uploaded files is: 4 The Council seeks to make a lasting difference. Should you win, please discuss how you would continue [5 Points] your smart city elforts after the conclusion of the Readiness Program. Even without any I -/'-E\. /rm\ INTW 2019 Smart Cities Council Readiness Challenge 6'g€&""*$:6.:? ..1 {.i ^X't trgf g'd-} ii designation from the Smart Cities Council, the City of Racine has budgeted funding in both its operations and capital budgets to continue making investments. lt has invested in the creation and continuation of the lnnovation, Sustainability & Conservation, and Strategic lnitiatives & Community Parlnerships Officer positions reporting directly to the Mayor. lt has made commitments to continue investing in expanding its conduit and fiber optic network, as the City has done for well over 20 years. The traditional approaches taken to fund these efforts will allow the City of Racine to continue investing. However, as the Racine Smart City lnitiative grows, it will require greater resources to maintain and continue expanding it. To provide greater resources to continue advancing the Smart Cities movement in Racine, the City will: -leverage its recently conceptualized lnvesl Racine campaign, which would raise private equity as part of an Opportunity Fund to invest in Smart Cities projects and related (re)developments in Racine's three Opportunity Zones-allowing individual and corporate investors to defer, discount, or eliminate unrealized capital gains liability while also making a reasonable rate of return from Racine-based investments --leverage an array of tederal and state tax credits and other incentives, including New Market Tax Credits, Housing and/or Historic Preservation Tax Credits that can be incorporated as part of the capital stack for Smart Buildings/Smart Cities projects --monetize its Smart Cities-related public infrastructure, including its existing 27.5 miles of fiber optic network and more than 3,000 light poles, and reinvest proceeds into maintaining and expanding the Smart Cities assets The City of Racine is committed to the Smart Cities movement, and views it as an initiative of strategic importance to the community and its future success. I would like to upload a letter Letter of support lrom a neighboring city or regional association? I can earn [4 Points] if I upload a document. C YeS fNo Please upload a letter ol support from a neighboring city or regional association. [4 Points] Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Uploaded file(s): o RCEDC.pdf Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx Maximum uploaded files is: 4 lwould like to upload a letter of support? I can earn [3 Points] if I upload a document. For cities: A letter of support from your county. For counties: A letter of support from at least one city in your jurisdiction. For states: A letter of support lrom at least one city or county in your jurisdiction. For regional authorities, ports, districts, and private developments: A letter of support from a significant entity in your region, such as a city or county. tr Yes fNo Please upload a letter of support, [3 Points] For cities: A letter of support from your county. For counties: A letter of support from at least one city in your jurisdiction. For states: A letter of support from at least one city or county in your jurisdiction. For regional authorities, ports, districts, and private developments: A letter of support from a significant entity in your region, such as a city or county. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 4 Uploaded file(s): r Racine_Gounty.pdf Maximum upload file size: 50MB Allowed Extensions: pdf ,doc,docx ,a\ / ]Tfi \ @q 2019 Smart Cities Council Readiness Challenge *1t{$-} E*? A{,\'f sAYsR g Maximum uploaded files is: 4 I would like to upload something else: Other, including background documenls, RFls, smart cily plans, etc? I can earn [4 Points] if I upload a document. (? Yes fNo Please upload a something else: Other, including background documents, RFls, smart city plans, etc. [5 Points] Describe and upload each document separately. Please upload a DOC, DOCX or PDF File. Maximum size: 50Mb. Maximum number of files: 10 Uploaded file(s): r City_of_Racine_Common_Council_Resolution_Advancing_Racine_Smart_City_lnitiative.pdf Maximum upload file size: 50MB Allowed Extensions: pdf,doc,docx Maximum uploaded files is: 10 End ol Application This is the end of the application. lf you feel you have completed the application and uploaded all required files you can go to the top of the page and click the orange SUBMIT APPLICATION button located on the top right WARNING: Please make sure to check everything twice before you submit this application. Once you have submitted your application you can not make any changes or updates. City Hall 730 Washington Avs Racine Wl 53403 Office of the Mayor Mason 262 636-91 Gity of Racine, Wisconsin 1 1 262-636-9570 FA,\ lebruary 1412079 Jesse Berst, Chairman Smart Cities Council, Inc. 1900 Campus Commons Drive, Suite 100 Reston, VA 20191 Dear Chairman Berst: The City of Racine is an incredible communi_b/ with a storied history. No city !1s morg of a claim on U"inS t"o*" to innovation. From the first sslf-propelled, sfeam-driven automobil e ayd gasoline- powlrea lawnmower to the blendeqgarbageiisposat, hafu clippers,andmaltedmilk, all were invented here. Ttre combination of the ingenuity of our people andthe investments both public- and private-sector (now CNHI), entities madeled,to an exilosion of innovation. S.C. Johnson, HamiltonBeachr-Case here. founded all were companies Modine, T11rin Disc, and s'o many more intewntronally recognized Such was the economic growth thattheCify of Racine became the second 1ary,9$ clty ll Wisconsinby- fipulatin. Jobs were pTentiful and family-supporting,and success wasavailable to all, irrespective of t ace, nattonality, gender, or religion. Confronted with the aftetmathof deindustriahzation,the City of Racine hasfaced significant economic and social challenges like so many other cities. As the Digital Age continues to unfold, the City-of nu"in. is poised fir aneconomic Lomeback. My fellory city officials and I believe the formula for iitui"ro&"s includes investing in our people, our public-private partnerships, and our infrastluctE€; iiiigiitiogu"d leveraging techilology; indbeiiginientional aboat equity, inclusion, and sustainability every step along the waY. Ttre City of Racine has embraceAfully thepotentiaLttat the Smart Cifie1 apprqach.could mean for its pmpte,lusinesses, andthe quality of fife for the overall community. -Jhe Qrtf's.submission for the ZOig SmartCities Council Readiness Challenge represents our besf efforis based on lessons learnd from research andfact-finding tours to Smart Cities as diverse as Nanjing,- China and Kansas City, Missouri. However, to rcalizelthat full plentialrthe City needs access to the expertise, technical assistance, and other resources of the Smart Cities Council. T6e City of Racine has been home to innovation for nearly ZoO-years. With the support of the Smart Cities Council, this community wil ignite a new era of innovation,_ equify', and' sustainability. Together, o"r r"rpr"ti* entities canmik"thisiommunity alaborutory capable of informing the future work of hundreds of similar-sized, post-industrial cities. On behalf of the City of Racine, I urge you, your colleagues, andpangl o{ judges. to select this community as one oi the five ZOtg Smart Cities Council Readiness Challenge winners, cory \R ac ine Coun ty \s, JONATHAN DELAGRAVE Office of the CountY Executive 730 Wisconsin Avenue Racine, Wl 53403 262536-3273 tux 262-636-3549 jonathan.delag rave@racinecounty. com February 14,2019 The Honorable Cory Mason, Mayor City of Racine Racine Gity Hall 730 Washington Avenue Racine, Wl 53403 RE: 2019 Smart Cities Gouncil Readiness Challenge Dear Mayor Mason: With Foxconn Technology Groufthe world's fourth largest technology company+stablishing locations in the City of Racine and Village of Mount Pleasant, there has been an explosion of interest in finding new innovative ways to use technology to serve our communities' residents and businesses more efficiently. Together, we have had the opportunity to research Smart Cities initiatives, visit metro areas that have become nationally recognized leaders in the Smart Cities movement, and discuss what Smart Cities could mean for our local governments and region. Racine County is pteased to partner with the City of Racine as it continues to develop the Racine Smart City lnitiative and cornpetes in the 2019 Smart Cities Council Readiness Challenge, Located along Lakb Michigan and home to nearly 80,000 residents and 5,000 companies, the City of Racine is poised for extraordinary redevelopment and economic growth. The Racine Smart City lnitiative will accelerate that redevelopment and economic growth, while increasing residents' access to quality city services. The City of Racine is leading the way on Smart Cities initiatives in Wisconsin, and Racine County is proud to support the City's efforts. Sincerely, ^< Jonathan Delagrave Racine County Executive Michael L. Gitter, PE. Chiel of 0perations Racine Water and Wastewater Utilitles Rr\('lNli ON I lllL I.AKI'l Keith E. Haas, Kenneth M. Scolaro, C.P.A, Administrative Manager P.E. General Manager GIU ol Raclne, Wlsconsin Chad W. Regalia, P.E. Chiet Engineer February 1i, zo19 The Honorable Cory Mason, Mayor City of Racine Racine City Hall 73o Washington Avenue Racine, Wl 534oj Dear Mayor Mason: The Racine Water Utility is pleased to participate in the Racine Smart City lnitiative and support the City of Racine 2o19 Smart Cities Council Readiness Challenge submission. The Racine Water Utility supplies potable water to over 120'ooo residential and corporate consumers across much of Racine County. Already, in coniunction with the Racine Smart City lnitiative, the Racine Water Utility is actively working to launch a mobile application that will allow consumers to monitor their water usage. Empowering consumers by providing them with greater access to data is an important pillar of the Racine Smart City lnitiative. The zorg Smart Cities Council Readiness Challenge has served as a catalystfor shaping community leaders'thinking about leveraging technology to improve servlces and the quality of life of residents. The Racine Water Utility is proud to be a partner in the Racine Smart City lnitiative's planning and implementation, and urges the Smart Cities Council to designate the City of Racine as one of the zotg winners. Sincerely, Keith Haas General Manager Racine Water Utility 800 Center Street, Room 227 Racine, Wisconsin 53403 262-636-9181 (Phone) 262-636-3933 (Fax) RAMIAC TACNES ru3NE33 CHAfiI?ION Fcbnary l4,20l9 Tlrc Honorablc CoryMason, Mayor City of Racine RarineCityHall 730 trrashington Avenue Racinc, WI 53403 Dcu ltfiayorMason: For ncarly two centurics, Racine has bccn an ideal location for business and innovation. Over that poriod of time, native Racinians and immigrants atkc have recognized Racine as a spccial placc to &eam big, and translatc thosc droame into products ard s€rvices that havc changed the quality of life literally for millions of pcople around thc nation and world. Now, as a way of laying a solid foundation for firture public- and private-Bector innovation in the digital agc, thc City of Rncine is conpoting in the 2019 Snnrt Citics Cormcil Rcadinees Challenge, Racine Area Manufacturers and Cornmce supports your efforts to invest in the City's own innovativc uscs of technology pmviding greeter acccss to local governrncnt for rpsidonts and businesses; its development of public infrastructurc b foster grc*er cntroprenpuship, particularly focuced to fumovative applicrtionr relating to the Intcrnot of Things (IoT); and its putnership with global corponatiors, $uch as Foxcoan Tecbnology (houp-which will be taunching an Innovation Center in downtown Racinc. On bchalf of its nore than 500 members, Racine Aroa Manufacturrcrs and Commoroe cndoncs thc Cily of Racinc Smart City Initi*ive, and encouragcs tbe Smart Citios Council to sotect thp City of Racine as ono of the 2019 Snrart Citics Council Rcadiness Challonge winners. Shcerely, J. PrcsidenUCEO R CNF ANFA MENI'FI''IINTRS AND C.OTiM'RCF im $ Irnc Rrtm, Ull Slr4l W 6*71,4 wJ&,h{rfirillrra;tr Ph ?6el 6Y-1911 F!( io.lh Clunly Lrlt.mlc DrvrLPn.nl csp. Corrnectirtg Conrtrutrities I Facilit;rtirrg Jobs j Growitrql Busitlesses February 13, 2019 Cory Mason, Mayor City of Racine Racine City Hall 730 Washington Avenue Racine, Wl 53403 Dear Mayor Mason: For years, Racine Coung Economic Development Corporation (RCEDC) has partnered with the City of Racine and Racine County in recruiting new businesses and development to Racine Coun$. The arrival of Foxconn Technology Group and its $10 billion investment in the development of the Wisconn Valley Science & Technology Park has prompted each of us to consider how technology is changing so many sectors of the economy and creating new ones. The fact-finding visit to Kansas Ci$ to meet with Smart City leaders challenged regional leadership to think about how localgovernment can reinvent itself in the digital age. The City of Racine is taking a leadership role in convening public- and privat+sector partners to discuss municipal challenges and how the community may be able to integrate technology as part of a more comprehensive strategy to solve them. lts submission for the 2019 Smart Cities Council Readiness Challenge reflects the best of lessons learned through our research and fact-finding as well as the expertise of Racine officials, corporate leaders, and associations. RCEDC strongly supports the City of Racine submission to the Smart Cities Council and I look foruard to the Smart Cities Gouncil's technicalassistance and other support upon award. Respectfully, t:r ) iItl,'t t (t --- - I I Jenny Trick Executive Director 2820 Renaissance Boulevard lSturtevant, W 53177 lTel:262,898.7400 Fax:262.898.7401 linto@rcedc,org February 14, 201.9 Hon, Cory Mason, Mayor City of Racine, Racine City Hall 730 Washington Avenue Racine, Wl 53403 Dear Mayor Mason: The University of Wisconsin-Parkside has been an enthuslastic partner wlth the City of Racine in embracing the Smart Cities movement, Like the Clty, the University of Wisconsln-Parkside believes Smart Cities initiatives-when conceptuallzed and implemented wlth equlty as a guiding principle-can be powerful accelerants for incluslve and sustainable economlc growth, As part of its commitment to advancing Smart Cities, the University of WisconsinParkslde has hosted a Smart Cities speaker serles; has developed currlcula and begun offeringSmart Clties classes; and has planned and hosted an annual Smart Cltles conference. lt also has partnered with the City of Racine as part of lts Smart City lnltiative, and ls pleased to offer this letter of support for the 2019 Smart Cities Council Readiness Challenge, From the City to the University of Wisconsin-Parkside to Gateway Technical College to our newest major employer-Foxconn Technology Group, Racine has come togetheras a region around the proposltion of using technology to realize Breater livability, equity, workability, and sustalnability. The submisslon for the Smart Cities Councll Readiness Challenge reflects our public-private partnerships and provides an ideal opportunity for the Smart Cities Council to learn from the next phase of Smart Cities planning and lmplementatlon in this small-to-mid-sized Midwestern city. lencourage the Smart Cltles Councll to give careful consideration to the City of Racine and lts Smart CitV lnltlative, and believe that the Raclne Smart Clty lnltlative ls worthy of selection as a 2019 Smart Cities Council Readlness Challenge winner. Sincerely, Dr, Deborah L. Ford Chancellor University of Wisconsi n-Parkside Officc' ol thr: Cfr,rtrci'llot ,)o0 w( ),. l()_r r)')rr,r/)il )tr li( r/\l ), li.l J l( r"l lA, wl r, ll4,'l \^/1,/w ( JWI ,.t I )l r tffit IIr.t rt,'r'rrsttt'ot \;i,/1,,( ( rl,t5lf'l Pnnr