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HomeMy WebLinkAboutCouncil Packet - 4/17/2023CITY OF %4(4TERLoo THE CITY COUNCIL OF WATERLOO, IOWA WORK SESSION TO BE HELD AT Harold E. Getty Council Chambers Monday, April 17, 2023 3:40 PM RULES FOR WORK SESSION PUBLIC COMMENT Iowa Code Chapter 21 gives the public the right to attend council meetings, but it does not require cities to allow public participation except during public hearings.The city council shall not receive any public comment during a work session. Roll Call. Agenda, as proposed or amended. Approval of Minutes of April 3, 2023, as proposed. 3:40 p.m. Discussion of solar group purchasing. Submitted by: Jonathan Grieder, Ward 2 Council member Approx. 4:00 p.m. Discussion of FY2022 audited financial statements. Submitted by: Bridgett Wood, Finance Manager Approx. 4:20 p.m. Discussion of Honeywell Smart City Initiative. Submitted by: Mayor Hart ADJOURNMENT Kelley Felchle City Clerk Page 1 of 47 April 3, 2023 COUNCIL WORK SESSION Harold E. Getty Council Chambers 4:05 p.m. Roll Call. Members present: Mayor Hart in the Chair, Boesen, Nichols, Creighton -Smith, Chiles, Grieder. Mr. Feuss arrived at 4:31 p.m. Absent: Wilder. Agenda, as proposed or amended. Nichols/Grieder that the agenda, as proposed or amended, be approved. Voice vote -Ayes: Five. Motion carried. Approval of Minutes of March 20, 2023, as proposed. Nichols/Grieder that the minutes of the March 20, 2023 Council Work Session, be approved. Voice vote -Ayes: Five. Motion carried. 4:05 p.m. - Discussion of Procurement Policy. Bridgett Wood, Finance Manager, provided an overview of the proposed changes to the purchasing policy, which would put the policy more in line with Iowa State Code. Council reviewed and discussed the proposed changes with Ms. Wood. Approx. 4:20 p.m. - Discussion of 4th, 5th, 6th, Street Conversion to Two -Way. Mark Durbahn, AECOM Project Manager, provided an overview and update on the 4th, 5th and 6th Street Conversion Study. Mr. Durbahn responded to the council's questions and concerns. Doug Schindel, AECOM, commented that citizens may contact AECOM or City staff in the Planning and Engineering departments with questions and concerns. Approx. 4:50 p.m. - Discussion of Brownfields Grant. Noel Anderson, Community Planning and Development Director, commented that representatives from HR Green and EPA are here tonight to speak about the Brownfields grant. Mayor Hart explained that city staff member, Tim Andera, has been attending Brownfield Bootcamps on the federal level to determine how we can work together with our federal agencies on some larger Brownfield grants as well. Rose Ahmundson and Steve Prideaux, HR Green, provided an overview and status update of the Brownfield Program. Page 1 of 2 Page 2 of 47 Jennifer Morris, EPA -Project Officer, reviewed the EPA Direct Technical Assistance Redevelopment of Brownfields. Mayor Hart requested another work session be scheduled soon to continue the discussion. ADJOURNMENT Feuss/Grieder that the meeting adjourn at 5:15 p..m., be approved. Voice vote -Ayes: Six. Motion . Page 2 of 2 Page 3 of 47 A program where homeowners & businesses come together as a community to purchase and install solar at reduced prices. Overview: The Grow Solar or Solar Group Buy approach allows groups of homeowners or businesses to work together to collectively negotiate rates, competitively select an installer, and increase demand through a creative limited -time offer to join the campaign. They work by: • Aggregating demand (increasing operational efficiency) for solar, which lowers solar prices for home and business owners. • Providing up -front consumer education through community -based Solar Power Hour events Top 5 reasons why your community should Grow Solar! 1) Another tool in your economic development toolbox - attract business by demonstrating commitment and access to renewable energy 2) An innovative way for your community to meet its sustainability goals 3) Provides local economic impact by enabling homeowners and businesses to control their energy costs 4) Generate local enthusiasm through heavily promoted Solar Power Hours 5) A no -cost program for your community For more information contact: Patrick Snell, Climate and External Affairs Associate at The Nature Conservancy 515-244-5044 I patrick.snell@tnc.org How does a Solar Group Buy work? A Solar Group Buy works by coordinating a time -limited group buy with educational sessions that teach attendees about solar and provide professional resources. Group Buys are increasingly popular because they also provide: • Price breaks: The competitive request for proposal process selects a reputable solar installer that commits to volumetric price breaks. Aggregating individual contracts, price breaks are rewarded to participants at 50, 150, 250, and 350kW. • Solar Power Hours: 15-20 sessions throughout the community provide solar education and professional resources in one place. • Grassroots energy: With a 4-month window and participation milestones, Group Buys develop the energy of a grassroots campaign. Advertising includes yard signs, newsletters, social media, flyers, and word of mouth. What are Solar Power Hours? The cornerstone educational event repeats 15-20 times over a 4-month period throughout the County during the Solar Group Buy campaign. • The Solar Power Hour is a free, one -hour long information session that teaches the basics of solar, its financial implications for your household, and how the Grow Solar program works. • Interested attendees schedule a site assessment with the Solar Group Buy solar Installer, get any questions answered and then sign a contract based on the Solar Group Buy pricing if comfortable. What support is needed for a successful program? Several partners play unique roles in building the credibility and success of a Solar Group Buy: • Project Coordinators: o Provide organizational support and technical guidance. o Partners: The Nature Conservancy (TNC), 1000 Friends of Iowa, and the Midwest Renewable Energy Association (MREA). MREA is a 501(c)3 nonprofit that provides professional training, certification and education around renewable energy. • Advisory Team: o Ensures RFP language and process meets the community's interests. Monitors program from start to finish. o Partners: TNC, 1000 Friends, MREA, Cities, County, City or County Agencies, and Nonprofits • Sponsorship Team: o Organizations with captive and connected audiences whose brand adds credibility and wide appeal to Solar Group Buy. Helped schedule and promote Solar Power Hours through social media, newsletters, and media o Partners: TNC, 1000 Friends, MREA, Cities, County, City or County Agencies, Nonprofits, and businesses DID YOU KNOW? The City of Waukee and Dallas County celebrated the completion of central Iowa's first Solar Group Buy program in the fall of 2019. Passing the initial benchmarks of 50kW, 100 kW and 200 kW, the program ended at 270 kWs - which translates to: • 268 attended 13 educational events • 29 households, 3 businesses, and 1 church investing in solar • $730,000 dollars in local investments The program was completed as a partnership between the City of Waukee, Waukee APEX, Midwest Renewable Energy Association, and The Nature Conservancy. CITY OF WATERLOO, IOWA Financial Presentation June 30, 2022 Data portrayed in the attached graphic presentations were derived from the City's comprehensive annual financial report which was audited by RSM US LLP, whose report thereon is dated March 31, 2023. The data presented should be read in conjunction with the City's annual comprehensive financial report. © 2022 RSM US LLP. All Rights Reserved. ■= RSM Page 4 of 47 Agenda • Summary of the Audit Process • Summarize June 30, 2022 Financial Performance • Internal Control and Compliance Reporting • Auditor Communications 2 © 2022 RSM US LLP. All Rights Reserved. .- RSM Page 5 of 47 Summary of the Audit Process • External audit required by state statutes and federal guidelines • Provide reasonable assurance that the financial statements are fairly stated, in all material respects, with GAAP • Consideration of internal controls over financial reporting and compliance • Tests of compliance with federal grant requirements • Tests of compliance with certain state requirements 3 © 2022 RSM US LLP. All Rights Reserved. .MI RSM Page 6 of 47 Revenue All Governmental Funds $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $- Property Taxes Total 2021 $118,762,986 Other Taxes Licenses and Permits Investment Income Rent Total 2022 $127,141,550 Intergovernmental Charges for Services Interfund charges for Services Special Assessments NM Miscellaneous ■ 2021 $52,877,346 $20,765,591 $1,392,173 $124,727 $1,268,940 $25,735,011 $10,073,458 $2,416,493 $169,139 $3,940,108 ■ 2022 $53, 591,030 $24,018,215 $1,345,096 $215,140 $1,458,217 $26,244,859 $13,279,053 $2,426,381 $248,787 $4,314,772 4 © 2022 RSM US LLP. All Rights Reserved. M MI RSM Page 7 of 47 Expenditures by Function All Governmental Funds $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 ■ 2022 Total 2021 $146,600,055 Public Safety $35,398,81 $37,912,338 Ism mil Public Works $28,042,204 $25,770,839 Health and Social Services $286 $293,448 Ism mil Culture and Recreation Total 2022 $149,671,735 $10,310,829 $11,460,361 L Community and Economic Development $14,554,888 $17,600,621 • ii. General Government $10,540,061 $8,012,627 dm Debt Service $12,512,748 $14,013,872 • Ism ii Capital Outlay $34,953,743 $34,607,629 5 © 2022 RSM US LLP. All Rights Reserved. ■r RSM Page 8 of 47 General Fund June 30, 2022 Fund Balance 6 © 2022 RSM US LLP. All Rights Reserved. $26, 996, 945 Assigned 22% Nonspendable 2% II MI RSM Page 9 of 47 General Fund 1O—Year History $70,000,000 $60,000,000 $50,000,000 $40,000,000 - $30,000,000 - $20,000,000 - $10,000,000 $0 7 © 2022 RSM US LLP. All Rights Reserved. L Revenue Expenditures y Fund Balance 4 our ■ 2013 ■ 2014 ❑ 2015 ❑ 2016 ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 ■ 2022 NMI RSM Page 10 of 47 General Fund Balance, Unrestricted (In Days) 2022 2021 2020 2019 2018 2017 2016 2015 8 106 ISEIMir 113 111 105 113 118 0 20 © 2022 RSM US LLP. All Rights Reserved. 40 60 80 100 120 140 ■M- RSM Page 11 of 47 All Enterprise Funds —Operations $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $(5,000,000) - June 30, 2022 N if) Lf) CO Ef} co N ti N M co N N Efl June 30, 2021 •Operating Revenues •Operating Expenses ❑Nonoperating Revenue, net ■Change in Net Position 9 © 2022 RSM US LLP. All Rights Reserved. 00 Lf) EF? ■ MI RSM Page 12 of 47 Internal Control and Compliance Reporting • Internal Control Over Financial Reporting - No significant deficiencies or material weaknesses over financial reporting reported • PFC Compliance Reporting • Single Audit - 3 Major Federal programs tested: Lead Hazard Reduction Grant Program Airport Improvement Program (includes COVID-19 funding) Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) - Unmodified ("clean") opinion on major programs - No significant deficiencies or material weaknesses reported - 2 compliance findings reported for late report filings — Airport Improvement Program and CSLFRF 10 © 2022 RSM US LLP. All Rights Reserved. ..I RSM Page 13 of 47 Auditor Communications with City Officials • Unmodified "Clean" Opinion Over the Financial Statements • Management Judgments and Significant Accounting Estimates • Adoption of GASB Statement No. 87, Leases • Audit Adjustments 1 immaterial adjustment • Passed adjustments None • Disagreements with Management None • Significant Issues Discussed with Management None • Difficulties Encountered in Performing the Audit None 11 © 2022 RSM US LLP. All Rights Reserved. II MI RSM Page 14 of 47 THANK YOU FOR YOUR TIME AND ATTENTION 12 © 2022 RSM US LLP. All Rights Reserved. RSM Page 15 of 47 QUESTIONS AND ANSWERS? ■ 13 © 2021 RSM US LLP. All Rights Reserved. RSM Page 16 of 47 RSM US LLP 4650 E. 53rd St. Davenport, Iowa 52807 563 888 4000 www.rsmus.com This document contains general information, may be based on authorities that are subject to change, and is not a substitute for professional advice or services. This document does not constitute audit, tax, consulting, business, financial, investment, legal or other professional advice, and you should consult a qualified professional advisor before taking any action based on the information herein. RSM US LLP, its affiliates and related entities are not responsible for any loss resulting from or relating to reliance on this document by any person. Internal Revenue Service rules require us to inform you that this communication may be deemed a solicitation to provide tax services. This communication is being sent to individuals who have subscribed to receive it or who we believe would have an interest in the topics discussed. RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent audit, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/aboutus for more information regarding RSM US LLP and RSM International. RSM, the RSM logo and the power of being understood are registered trademarks of RSM International Association. © 2022 RSM US LLP. All Rights Reserved. ■= RSM Page 17 of 47 CITY OF TERLOO Community of Opportunity SMART CITY STRATEGIC ACTION PLAN PREPARED BY HONEYWELL SUSTAINABLE CITIES Version 0.9c, 23 March 202 PIONEER PARTNERS EAMERICA MAYOR HART INTRODUCTION LETTER (OPTIONAL) The City of Waterloo strives for continuous improvement of the quality and efficiency of the services we provide our residents. Over the last few years we have implemented cutting edges technologies in some of our most critical departments: public safety, sanitation & waste management, and city planning to name a few. It is critical to our long-term success, and our fiscal responsibility to develop a comprehensive SMART CITY STRATEGIC PLAN to pull these systems together, avoid costly duplication and underutilization, and operate as a cohesive unit. In addition, we recognize that this is a unique point in history as Federal funding for these types of programs is abundantly available as never before. We must act now before these opportunities are gone. am proud Waterloo was chosen by Honeywell and the Accelerator for America to participate in this Smart City Accelerator. It shows that we have the skill and the will to chart a bold path to the future. So many of our residents and stakeholders participated in the formation of this plan, demonstrating their desire to keep pushing forward. Their voices were heard and are reflected in this plan. My thanks to everyone who engaged at any level. This plan is ambitious and courageous, but it is also `doable' We have already laid the groundwork for many of the recommendations and are seeing the benefits of SMART CITY technology in real-time cost savings and improved service delivery. Equally important is our ability to collect valuable data for continuous process improvement and more accurate planning. As we further develop this plan, I encourage you to stay engaged, ask questions, and provide feedback. This is our plan for our future. — Mayor Quentin Hart Page 19 of 47 DISCUSSION AGENDA • Transformation Reflections • Summary of the Smart City Strategic Plan v0.9 • Recommendations • Discussion �v+S�oN ) ccessLAV Pee+ P W -► toelcovm wagon PW pp5n rn le st _� e� I Jkce/2euSe/Recycle S'hIck0 Fbles PW a6se{5 , ,curio` s Sgf SMort r�e�5 D , kVic l stc-Hoh5 9 Kcioknt toted on P+Kf4Ct's AP\I `tda4a cauec+ion, Leakde4 61404 J3US Exp.kr Secure d" b7. WI9 An,,.. ^a e, T1e. -f' VISION nnec}ec access �i nclu v2 1 oticeo4e,s Fi Der- tcle.bLne safe access PD App GNilrz�{;� Publlc v'i4e S S1xns T-rrkdr 41orl 1 i r\+fa5krwc4Are S+Aapo-f- sire. s koY}ened ca,r.,s Ica{, ')151)a%l1. ark"( friOciene6,4- ion - Cdlab. vo;#\,1 pu.^ale clack-nal { -Fe&It A-5kandarckaok on �nlque c iv,e,`se guS�ranSi1- n{ormakion Modern 2a1-ian Map Ntcq(Pp nSibel-$kseS) ROL)4 oP+)rrii7Aklon S,on2.e o JImp( Jed 14616, C ne ` C78, (Weathe�Wi�i ouk Qr -I-- r-, VIr0.i� X 7) mpg' .Perc F 1611 Sotu4ion & en-kli-m (Cuti-{Ack ACT ON l 1• Lk R;q4- 5u��aar� U, a �}e rnedlaie I51oN �J We heard you. Then we crafted a bold vision for Waterloo's future that enables Mayor Hart's desired transformational trajectory. Page 20 of 47 SMART CITY STRATEGIC ACTION PLAN - TRANSFORMATION MAP Smart City Maturity Model —The Stages Framework of stages, measure, actions, and a Managed outcomes required to effectively transform 5 Stages with each building on its predecessor • Waterloo today is `Intentional / Opportunistic • Waterloo 2028 could be `Integrated / Repeatable • Waterloo 2032 could be `Sustainable / Optimized' Intentional Stakeholder buy -in begins led by executive sponsor, proactive collaboration within and between some departments Business Outcome Foundation for governance and strategic planning; increased investment Repeatable So Integrated Recurring projects, events, and processes identified for integration and build -out based on improved outcomes Business Outcome Repeatable success in project process and outcomes across multiple organizations perationalized Technology and data assets shared and governed by formal systems for work/data flows, new services and policies nudge behavior change Business Outcome City-wide strategy and operations transformation bring improved service delivery Optimized I Sustainable A sustainable, citywide platform providing agile innovation, strategy, IT, and governance for an integrated system of systems Business Outcome Agility, innovation, and continuous improvement bring competitive differentiation Siloed 1 Opportunistic Ad Hoc I I I' 1 Tactical, experimental act hoc projects or pilots; 1 department -based planning without formal governance or citywide coordination Business Outcome 1 1 Technology -enabled pilot success; proof of I concept demonstrated A 7-year roadmap to transform Waterloo into a first -tier city Page 21 of 47 AFA COHORT RELATIVE SELF -RANKING Questions (on a 1-10 scale) 1. How `smart' do you think your City is? 2. How reliable is the data you get? 3. Do you get all the data you need? 4. Do you get data quickly enough? 10 9 8 7 6 5 4 3 2 I. a Smart City Maturity AFA Cohort Self Ranking Data Reliability Data Completeness ❑ata Timeliness WLO —City 1 City 2 —City 3 —City 4 Waterloo is a more advanced smart city overall, but lags in data completeness & timeliness WHAT WE HEARD DURING VOICE OF COMMUNITY From City Leaders and Staff "How we could potentially get better at our own snow and ice control on our bridges and overpasses. And instead of being more reactive, we could possibly be more proactive." "My hope in what I'm doing is helping people be able to connect to resources... we could use technology to help people better engage with local resources." "There's a huge need and opportunity for getting people to work other than by car" "1 think having a smarter city with interconnected systems would give our citizens some ease that we are making the best decisions for the future." "People still don't know what's happening. So, trying to create avenues to reach even further into our community, to be able to share more data with people in our community, not just sharing that data, but also helping them to understand how that data has an impact on their daily lives." "The city always has an issue with reputation. There's a negative reputation across the state as far as not being safe. In actuality, [it is] as safe as any other community of our size, if not safer." "Stigma"... "skeptical "... "low expectations"... "image problem"... were all descriptions of the reputation challenges. Across two dozen interviews we consistently heard a need for modernization of city operations, fully integrated resident engagement, and an improved city reputation Page 23 of 47 WHAT WE HEARD DURING VOICE OF COMMUNITY • Residents generally live here due to a family connection • Respondents like the activities, parks, fire department, and public library • Areas that residents see room for improvement include the following (in order of most mentioned to least) - Very concerned about safety and crime Transportation -related (state of roads, speed cameras, transit options & hours, traffic lights) Lack of entertainment, retail, restaurants and activities Rundown housing and commercial buildings and landlord issues Insufficient street lighting • General acceptance and curious optimism about smart city in Waterloo — it's something people desire Resident Survey Ran for 14 days following two public events in November 293 survey responses and 395 total written responses were analyzed with notes from the live events Resident Quotes: "To me it's more than 'technology'. That'll happen regardless -- we will be forced to modernize technology if we don't do it voluntarily. What we will not be forced to do and what will make us a more modern, desired place to live is the amenities we offer as a community." "Waterloo deserves to be a city ready for the technological changes that are already here and will be here in the future. But along with that, our city needs to solve problems for residents, not create new ones. As we grow, we need to grow our marginalized folk, making sure that people of all races, ethnicities, refugee statuses and others are not only invited to participate in this but actively are part of this process and are instrumental in creating any solutions that arise from the newly gathered data. Anything less is empty promises and a further entrenching of what has plagued it thus far." Significant data was gathered from the survey and incorporated in the Plan development. _ . WHAT WE HEARD DURING VOICE OF COMMUNITY Like the Most About Waterloo Would Like to See Improved or Changed Diverse Population The Ease of Getting Around Quality, Affordable Housing Options Urban Environment with Small -Town Feel Options of Restaurants/Places to Eat Career Opportunities (or Proximity to) Other (please specify) The Culture of the City Good Schools (including Colleges) Opportunity to do Business/Entrepreneurship Local Leadership Options for Entertainment/Attractions Internet Connectivity 1 Economic Opportunity (Jobs / Employment) Overall Quality of Life Education Transportation and Mobility Experience Street Lighting Safe and Accessible Sidewalks Responding to Housing Concerns Environmental Impact Police Services Other (please specify) Recycling Programs Access to City Information/311 Garbage Collection 911 Services Fire Protection I I I I I I I I 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% C 1 1 1 1 1 1 1 1 1 I 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Significant data was gathered from the survey and incorporated in the Strategic Plan. age 25 of 47 STRATEGIES TO COUNTER PUBLIC MISPERCEPTIONS • Data Visualization to Support Messaging, Especially re: Public Safety — E.g., Optimize Police Department Assets & Complete Streets Recommended Smart City Projects • Resident -Friendly Messaging as Part of Multi -Pronged Communications Strategy CtrftVATE QmrnhydCppr•rar¢ OUR SMART CITY JOURNEY ar■ +le®stf bwaum raamwrrauNn yurwmsp9EE. Weuen err tLrri. im•eqiin ilff °EFMIXB �rrr�a_r� Honeywell Confidential - ©2020 by Honeywell International Inc. All rights reserved. Page 26%f 47 SMART CITY STRATEGIC ACTION PLAN - SUMMARY "Waterloo's Smart City Strategic Action Plan is a comprehensive, integrated, and thoughtfully phased approach for transforming Waterloo by addressing the City's immediate operational challenges while establishing a strategic foundation for the future." Mary Ellen Wiederwohl, Accelerator for America CEO • Ambitious Yet Achievable 7-Year Smart City Strategic Action Plan — Addresses city's key challenges and provides integrated Smart City approach — Note: `smart city' is not a separate thing, it is a journey of continuous change management (budget, policies, staff) • Provides Roadmap for Waterloo to Objectively Become First -Tier Smart City (ISO 3712X) — Enables Waterloo to more effectively deliver essential city services & ROI now while building world -class capabilities • 12 Recommended Smart City Projects Can Transform Waterloo's Quality of Life — Some enhance or expand existing plans & capabilities, and some create new capabilities; all help transform the City — Projects can be accelerated depending on City priorities and resources (e.g., Smart City Testbed) Recommend Council adopt Strategic Plan v1.0 in April. Page 27 of 47 SMART CITY STRATEGIC ACTION PLAN - SMART CITY MODEL • Foundational Infrastructure Enables strategic advantage (e.g., Chattanooga municipal fiber) — Physical: fiber, grid, light poles... — Digital: smart city platform... • Solution Pillars — Often overlap yet still helpful model for categorizing projects • Cross -Cutting Themes — Critical lenses to view potential impacts from any project — Help ensure projects are understood and evaluated holistically Data -Driven Decision Making Equity & Inclusion Economic development Public Policy Citizen Engagement Culture & Organization Smart City Pillars and Cross -Cutting Themes Foundational Infrastructure (Physical and Digital) A framework for thinking about all future investments, policies and processe Page 28 of 47 SMART CITY STRATEGIC ACTION PLAN - PROJECTS & PILLARS Recommended Smart City Projects Mapped to Smart City Pillars Data -Driven Decision Making Equity & Inclusion Economic Development Public Policy Citizen Engagement Culture & Organization it E-Government Ubiquitous Connectivity Accelerate e-Gov Transformation Innovation Districts Sustainability Sustainable Waste Management Climate Action Program Renewable Natural Gas 6i6441 Transportation Complete Streets Strategy Smart City Testbed Electric Vehicle Readiness P3 Public Safety Optimize Police Dept Assets Smart Parks Program Cybersecurity Monitoring Service Foundational Digital & Physical Infrastructure Smart City Operating System Recommended Smart City Projects address current and future city challenge Page 29 of 47 ACCELERATE UBIQUITOU CONNECTIVITY PROGRAM Problem Statement - Residents currently experience overpriced, unreliable internet options making it difficult to retain and recruit young populations to the community and sustain economic development. Waterloo's current and future OT/IT systems need complete, reliable and secure internet connections (i.e. digital infrastructure) to increase operational efficiency. Recommended Solution - Expand Connectivity Strategy - Waterloo's current strategy for middle mile and Fiber-to-the-Home/Premise (FTTH/FTTP) buildout is expected to take three years and $115 M to complete. Residential connectivity will increase the quality of life, educational and job opportunities. - Implement a branded, public Wi-Fi program in key public areas, especially downtown (2030 Vision - Power Up Downtown!) and public spaces to complement the vvaterioo wiuniclpai t..ommunications utility uvi�.0 - Explore the feasibility of other connectivity options (point-to-point, 5G, CBRS, etc.) to fill in gap coverage and prepare for the future of connectivity demands (autonomous vehicles, loT, etc.) Expected Benefits 1. Accelerated and expanded connectivity, especially for households with no or poor internet 2. Increased economic activity and improved visitor experience with Wi-Fi as placemaking amenity 3. Increased operational and technical readiness for future connectivity technologies This project modernizes our city and unlocks economic value. Page 30 of 47 ACCELERAT E-GOVERNMENT TRANSFORMATION Problem Statement - For residents interacting with the city is cumbersome and inefficient with few electronic options available for service requests, permitting, and payment options. E-commerce and translation services for a growing immigrant population are basically nonexistent. - The City has 557 FTEs, not enough to meet the needs of 66,941 residents, and limited financial resources. With limited resources, the City needs to be much more efficient and effective with communications and delivering services. - Many of Waterloo's key services and departments are not digitally accessible. For example, Public Safety (the largest portion of the 2023 budget) provides 5 services yet does not have an alternative option other than phone or email to request services (especially non - emergency services). The City is not aligned with the modern needs of residents. The lack of technology -enabled services inhibits data driven decision making and operational efficiency. Recommended Solution — Implement Digital Transformation Solutions - Implement a 311 system and Smart City Operating System to provide residents and businesses a modern, people -centric portal and mobile application (mobile web app or native app) to communicate with the city that feeds digital back -office operations. - Bring all city services online to streamline services requests and focus initially on departments that have higher reliance on personnel costs or labor gaps to serve Waterloo's 61.4 square mile service area. Expected Benefits 1. Improves service delivery and makes more services available to residents 2. Increases resident and business engagement and satisfaction, making Waterloo a city that is 'easy to do business with' 3. Reduces cost by streamlining operations, reducing inefficiencies & automating workflows 4. Accelerates City Hall modernization and maximizes value of data to support data driven decision making 5. Future -ready integrated architecture increases organizational flexibility, which also helps prepare for future unforeseen crises This project modernizes City Hall, makes our city future -ready, and improves resident satisfaction. 1 of 47 EMENT COMPLET gm& ?In Problem Statement Residents want a safer, more connected mobility experience, and businesses want to streamline the flow of goods. City staff need advanced technology tools to further reduce traffic accidents towards Vision Zero strategies and zero fatalities goal beyond what can be done with current paper -based workflows, traditional tools, and IT systems that do not readilyinteroperate traffic safety. Recommended Solution — Create a Bold, Integrated Mobility Approach - Implement a digital twin city and using Al based predictive crash models for existing conditions and to evaluate safety of new and proposed roadway and transportations projects online base on calibrated model for Waterloo conditions - Integrate multiple intelligent transportation systems (ITS), connected vehicle (V2X) systems, Internet of Things (loT) systems, city services, and resident engagement tools with a Smart City Operating System to reduce congestion and emissions, improve public safety, reduce truck accidents and congestion while streamlining city operations. - Elements include public safety IT and operational technology integration with existing video cameras, predictive public safety and emergency response analytics, flexible notification functionality, and support for first responders with real-time access to intelligent assets. - Interact with existing Complete Streets Advisory Committee to implement solutions. Expected Benefits - A safer city with safe streets for all users including motorists, pedestrians, bicyclists, scooter ric - Streamlined traffic flow. - Better cross -departmental coordination. Zero Vision is an internationally adopted strategy to eliminate all traffic fatalities and severe injury, safety, health, equitable mobility for all. VISION ZERO This project will transform the mobility experience for residents and visitors. Page 32 of 47 �Y INNOVATION DISTRICTS 1 Problem Statement - Residents want greater job opportunities and business demands a skilled workforce. - Waterloo seeks to implement it's 2030 Strategic Vision — Waterloo Works initiative, increase its tax base and reduce its reliance on the City's two largest employers (Deere & Company and Tyson Fresh Meats) and single largest industry sector (Agriculture) that employs 26% of Waterloo's employment. Waterloo also needs to provide opportunities for residents to develop new knowledge and modern work skills (including re-skilling older workers) and attract new industries and companies of all sizes (including startups and early -stage companies). Recommended Solution — Develop Partnering Programs and Innovation Districts • Create a strategic innovation program to attract businesses, diversify existing economic base, and develop a local innovation ecosystem. — Identify industry clusters and likely companies for innovation partnering including Ag/AgTech, Advanced Manufacturing, Logistics, and Financial Services. — Develop an innovation competition to catalyze partnering opportunities and attract new businesses to the Waterloo area. — Develop closer alignment with Hawkeye Community College, University of Northern Iowa, Waterloo Career Center, and Grow Cedar Valley to create a skilled workforce that can support key employment sectors (Ag Business Management, Animal Sciences, Information Technologies, Manufacturing and Engineering, etc.). Work with the TechWorks Campus (Tech 1 or Tech 2) to develop a physical innovation workspace in conjunction with programs that support early -stage companies / startups. Locations should focus on providing comparative advantages for Waterloo and/or the activity needs, especially rail served. Expand physical placemaking efforts, combined with innovation partnering programs, to the six industrial park areas to maximize value. Expected Benefits 1. Creates a new, more vibrant city image that can boost civic pride while promoting Waterloo to new companies that may not have previously considered Waterloo as an option (skilled workforce, innovative and supportive of startups). Community of Opportunity! 2. Promotes more cost-effective economic growth with a deep knowledge base that is highly aligned with industry partners. 3. Creates new jobs and additional revenue which will help attract new residents, increasing the tax base. 4. Helps promote downtown, which can make the community feel more vibrant, attractive and progressive (especially compare to neighbors). This project allows Waterloo to grow and diversify its economic base in support of the 2030 Community Vision. 3 of 47 OPTIMIZE POLICE PARTMENT ASSET Problem Statement - Residents have an inaccurate perception that the crime rate for the City of Waterloo is higher than average. * - Waterloo has limited staff and resources to expand its analytical capabilities and implement a Smart City Operating System.* Recommended Solution - Enhance Existing Capabilities - Integrate video cameras and other public safety sensor systems with advanced predictive analytics and a Smart City Operating System to better detect and respond to crime. - Deploy a public communications strategy that promotes a more accurate understanding of crime based on factual statistics, data and research — helping to reduce misperceptions and increase transparency while building trust. Expected Benefits 1. Reduced violent and property crime. 2. Improved response times for routine and emergency situations. 3. Improved asset utilization of officers and vehicles. 4. Improved public perceptions for a more accurate understanding of City safety. For development purposes aoogle For .e' Crime l egend O_ I. men ueb'ele. Then Robbery Axbcln Ass.0 Domestic Violence Clime Against rimmert 11aR1•e15z019 00111.801u.8 0.e,1. e Build Missions brat Patrol Unl6: Juitsdietynn Patrol units_ . Assigned Mission Pawl T Laotian ;Wines RRY EI 2019{6-02161JR00 0 rp 053,1146 2019{e-D21600'00 13 1r31' KA53 V6166 201903-02 16AP.00 16 y 101.42V1822 201909-0216.R00 21 Ep Activate Windo I This project helps us reduce crime across the city and improve our quality of life. Page 34 of 47 SMART PARKS PROGRAM Problem Statement - Residents and visitors want park and trail experiences that are equitable, engaging, and safe for all outdoor enthusiasts. - Waterloo needs to modernize its park and trail systems to improve public safety, address physical health, drive economic development, improve air quality and reduce urban heat islands. Recommended Solution - Deploy Tech to Deepen Park and Trail Experiences - Integrate video, micro -mobility vendors, Community Wi-Fi, networked LED lighting, interactive kiosks, loT sensors, city services, and citizen engagement tools powered by a Smart City Operations System in city parks and trail systems including Waterloo's two signature parks - Gates Park and Byrnes Park, the Cedar Valley's extensive trail system, Riverfront Sports Park, the Cedar Valley SportsPlex, Exchange Park, the Waterloo Riverfront Renaissance Trail, and Island Park. Expected Benefits 1. Improved public health and wellness through greater community activity. 2. Improved safety and security for residents. 3.Seamless and more equitable mobility experiences for all. 4. Reduced transportation -related GHG emissions for improved air quality. 5. Greater use of Waterloo's park and trail systems (e.g., Atlanta BeltLine). This project will transform Waterloo's park and trail amenities for residents and visitors. Page 35 of 47 IMPLEMENT SUSTAINABLE SOLID WASTE MGT Problem Statement - Residents have limited options for waste diversion, continue to put recyclables into main waste streams and want cost-effective disposal. - Waterloo wants to better manage its landfill (which is a major source of emissions) and be seen as a leader on climate action. Recommended Solution - Implement More Advanced Solid Waste Management Systems - Continue to monitor trash collection pickup using RFID monitoring to make sure all revenue is captured that can be re -invested into new technologies and systems. - Implement a compostable waste program and educate the public to increase awareness for new waste diversion opportunities such as food waste, upcycling, and reuse. - Install smart sorting systems to separate recyclable materials from non -recyclable materials automatically. - Deploy smart bins to ensure routes are optimized to reduce unnecessary vehicle miles traveled (VMT) and GHG emission by trash trucks. Expected Benefits 1. Help reduced waste going to landfills, promoting sustainability and reducing the need for new landfill sites while increasing revenue. 2. Reduced carbon emissions which improves air quality and mitigates climate change. 3. Demonstrates climate action leadership, elevating Waterloo's image as a progressive city. 4. Increased efficiency: Smart waste collection systems can help optimize garbage truck routes, reducing time and fuel needed to collect. This project allows Waterloo to reduce waste costs and demonstrate climate action leadership. Page 36 of 47 PROCURE MANAGED CYBERSECURITY M • , ORING Problem Statement - Residents ultimately pay the price for compromised city OT and IT systems. - As technology expands it is crucial to secure all systems from increasingly sophisticated cyber-attacks, especially given the increase in loT devices throughout the city's networks - With the rollout of City Broadband, being able to provide secure connectivity to citizens strengthens our status as the premier broadband offering in the Cedar Valley. Recommended Solution — Strengthen Existing Capabilities - Procure a managed cybersecurity monitoring service from a proven national security -focused firm to buttress existing systems, policies and procedures. - Partner with the Vaterloo Municipal Communications Utilit, to boost cyber security. Expected Benefits 1. Waterloo's IT & OT networks remain better protected against cyber threats. 2.Waterloo can continue to provide essential city services uninterrupted. 3. Saves taxpayers money from denied ransomware attacks. This project makes our city safer from cyber attacks. Page 37 of 47 PLOY IMMERSIVE SMART C Y TESTBED Problem Statement - Residents and other stakeholders struggle to understand the benefit of smart city initiatives which are often quite complex and interrelated (e.g., what exactly does `smart curb management' mean for residents?). - Waterloo lacks an integrated strategy and platform to thoughtfully evaluate future smart city technologies, and lacks an ability to co -create with residents, businesses, staff, and other key stakeholders. Recommended Solution - Create New Capabilities - Deploy a robust mix of smart city technologies including but not limited to smart parking, connected lighting, advanced metering, environmental, traffic and public safety sensors, interactive kiosks, smart trash, community Wi-Fi, augmented / virtual reality, EV charging infrastructure, etc. in a multi -block area collectively managed by a Smart City Operating System. Expected Benefits 1. Increased stakeholder understanding, alignment, and support of smart city initiatives. 2. Enhanced departmental coordination, public policy development, and city workforce upskilling. 3. Creates foundation for a rich partnership ecosystem of private and academic organizations. 4. Visualization can educate & influence residents on public safety data. This project will help us build the muscles needed to navigate a complex and ever -changing future. Page 38 of 47 IMPLEME FOR EV READIN Problem Statement - Local businesses are increasingly electrifying their vehicle fleets and need robust charging infrastructure. - With 57% of all delivery costs incurred from last -mile deliveries', Waterloo needs to deploy robust EV charging infrastructure along its highly -trafficked trucking routes to address EV charging demand for local manufacturers and distributors who are already making significant investments in decarbonizing their fleets. - Relevant examples: John Deere's fully electric tractor, called SESAM (Sustainable Energy Supply for Agricultural Machinery), with a 150kWh battery pack and 34-miles of range; and Amazon's purchase of 100,000 Rivian EDV700 EV delivery vans with 135-kWh battery pack and averaging 150-miles of range'-. 1. Source: McKinsey, "Delivering the last mile: Today's challenges, tomorrow's opportunities", 2018 2. Source: Motortrend, "Take a Look Inside Amazon's New Rivian Delivery Van", November 24, 2022 Recommended Solution — EV Fast -Charging Plazas with Smart Parking and Resilience Hub - Partner with MidAmerican and/or private entities in a P3 delivery model/roadmap to build fast -charging plazas for fleet traffic along the Avenue of the Saints (US Route 20), Interstate 380, US Route 63, Iowa Highways 218 and 63. Include City owned assets likethe Waterloo Regional Airport and 3 City golf courses. - Integrate the EV fast chargers, IT and OT systems with a Smart City Operations System. - Include an interactive smart parking app that allows fleets to secure parking spots in advance of arriving to the EV charging plaza. - Integrate battery storage and PV with the EV charging plazas to create Community Resilience Hubs (CRHs) to increase community resiliency. Expected Benefits 1. Enhances electric grid and transportation system reliability to meet upcoming EV demand. 2. Addresses range anxiety by deploying greater grid reliability at city scale. 3. Achieves greater community resilience to respond to extreme weather events. 4. Ensures EV charging availability for truckers in advance of arriving at the plaza. This project will draw heavy duty EVs, increase the City's attractiveness, and improve community resilience, 9 of 47 DEVELOP CLIMAT ACTION ' ROGRAM Problem Statement Residents are increasingly concerned with Waterloo's efforts to combat climate change especially related to long-term health effects (i.e., Waterloo's air quality is rated as 'moderate' and is consistently higher than national average of 40). - Waterloo's current climate action resolution is not paired with an implementation plan. Addressing climate change is complex, requiring a well thought out plan with specific actionable strategies, tactics, and metrics to help ensure success towards any meaningful climate change goal across all departments. The lack of a clearly articulated strategy can waste time and money and create frustration while also producing subpar results. Recommended Solution - Develop a Detailed Climate Action Implementation Plan - Define a detailed plan with specific, measurable, achievable, and realistic goals aligned with city timelines. Identify technologies and systems that can be implemented at the asset level to identify which department will implement the climate strategy to include Rough Order of Magnitude (ROM) budgets. Possible partnership with University of Iowa CEEE. - Partner with MET Transit's Comprehensive Transportation Plan strive for a Zero Emission Bus Service Plan. Expected Benefits 1. Improves public health by decreasing air pollution. 2. Saves money on energy costs, waste management, and related expenses. 3. Creates green jobs and promotes economic growth by prioritizing sustainability and climate action to attract businesses and residents who value environmental stewardship. 4. Supports local employer sustainability goals. 5. Improves perceptions of Waterloo as a progressive city with a reputation as a thought leader, innovator and more progressive than peer cities. This project allows Waterloo to expand and achieve its climate action goals and become a sustainability leader, _ IMPLEMENT RENEWABLE NATURAL GAS PROJECT Problem Statement - Residents will increasingly experience poor air quality from increased methane gas generation as Waterloo's waste collection demands increase. - The City is focused on managing methane gas in a responsible, prudent manner while also recognizing the economic development opportunities increased waste collection can create. High strength waste stream diversion strategies are of top priority. Recommended Solution - Use Technology To Support Waterloo's Renewable Natural Gas Lagoon & Plant Program - Assess feasibility of implementing a methane gas lagoon program. Tyson's effluent must be considered in evaluating the availability of organic waste and the potential for generating methane gas. - Identify industry partners - especially financial as public -private partnerships may provide the best options. Create and operate the lagoon from collection of organic waste to anaerobic digestion to the capture and storage of the methane gas. - Implement technologies to monitor gas collection, storage and transmission. Implement gas detection sensors nearby to ensure that GHG emissions are not escaping the collection system and supporting processes. Expected Benefits 1. Reduces greenhouse gas emissions: RNG is a low -carbon fuel that can be used in place of traditional natural gas. By producing RNG from waste, the city can reduce greenhouse gas emissions from its waste management operations. 2. Generates revenue: RNG can be sold as a commodity and generate new revenue for the city. 3. Increase energy independence: RNG can be used to power city vehicles or buildings, reducing dependence on fossil fuels. 4. Improve waste management: The production of RNG requires the proper management of organic waste. Implementing an RNG lagoon can help improve the efficiency and effectiveness of the city's waste management operations, reducing the amount of waste sent to landfills. 5. Promote sustainability: Implementing an RNG lagoon can help the city promote sustainability and environmental stewardship. This project allows Waterloo to reduce greenhouse gases while creating a new revenue stream. Page 41 of 47 Draft for review RECOMMENDED PROJECTS - HONEYWELL'S WEIGHTED RANKING Project Category Community Impact Operational Efficiency Grant Alignment Ease of Deployment Economic Development Relative Scoring 25% 25% 1 15% Weighted Score 1 Accelerate Ubiquitous Connectivity Program 10.0 9.0 10.0 6.0 10.0 9.2 2 Accelerate e-Government Transformation 9.0 10.0 8.0 8.0 9.0 8.9 3 Implement Complete Streets Strategy 9.0 9.0 10.0 7.0 7.0 8.6 4 Deploy Innovation Districts 9.0 8.0 7.0 8.0 10.0 8.4 5 Optimize Police Department Assets 9.0 8.0 8.0 8.0 8.0 8.3 6 Implement Smart Parks Program 10.0 7.0 8.0 8.0 8.0 8.3 7 Implement Sustainable Waste Management 9.0 6.0 9.0 7.0 9.0 8.0 8 Procure Managed Cybersecurity Monitoring 8.0 9.0 8.0 9.0 5.0 8.0 9 Deploy Immersive Smart City Testbed 8.0 8.0 9.0 7.0 7.0 7.9 10 Implement P3 for EV Readiness 7.0 7.0 9.0 8.0 9.0 7.9 11 Develop Climate Action Program 10.0 5.0 8.0 9.0 7.0 7.8 12 Implement Renewable Natural Gas Project 9.0 6.0 8.0 7.0 7.0 7.5 10 - All 10 - Highest 10 - Highest 10 - Easiest 10 - Highest Impact 1 - Few 1 - Lowest 1 - Lowest 1 - Hardest 1 - Lowest Project weighting determines relative ranking; not intended to serve as single project Tens RECOMMENDED PROJECTS - WATERLOO'S WEIGHTED RANKING Project Category Community Impact Operational Efficiency Grant Alignment Ease of Deployment Economic Development Relative Scoring 0.25 0.25 0 0.15 Weighted Score 0.15 1 Accelerate Ubiquitous Connectivity System 10 9 9 10 8 9.2 2 Optimize Police Department Assets 10 9 9 10 8 9.2 3 Implement Smart Parks Program 10 8 9 9 10 9.2 4 Accelerate e-Government Transformation 9 10 8 8 9 8.9 5 Implement Complete Streets strategy 9 9 10 7 7 8.6 6 Deploy Innovation Districts 9 8 7 8 10 8.4 7 Implement Sustainable Waste Management 9 6 9 7 9 8.0 8 Procure Managed Cybersecurity Monitoring 8 9 8 9 5 8.0 9 Deploy Immersive Smart City Testbed 8 8 9 7 7 7.9 10 Implement P3 for EV Readiness 7 7 9 8 9 7.9 11 Develop Climate Action Program 10 5 8 9 7 7.8 12 Implement Renewable Natural Gas project 9 6 8 7 7 7.5 10 - All 10 - Highest 10 - Highest 10 - Easiest 10 - Highest Impact 1- Few 1- Lowest 1- Lowest 1- Hardest 1 - Lowest Project weighting determines relative ranking; not intended to serve as single project len- 43 of 47 WATERLOO SMART CITY STRATEGIC PLAN - ECONOMIC VALUE 25% Improvement in annual O&M productivity when streamlined workflows are deployed 4.5-7.5% Reduction in annual operating costs when intelligent asset management strategies are in -place Operations Maintenance Technolog Instal Is Smart City Platform~ Smart C ity Plans Proof -of - Concepts 4X $1 worth of maintenance deferred could quadruple to $4, in saved capitaI renewal costs for the City_ Annual opex savings are driven by: 30-40% 15-20% 5-15% Predietr a Ftec:hsrlelvairen .irearnlinad 6larntenance },York Prrsr.e-ses Strateghi 5-10 Halide. i ar-a Plannirj & I rreestrnerrt ii'Atee� iP., Sources: • Accenture, "You'll reclaim the IT and ops gap with intelligent assets", June 13, 2022 • Jones Lang LaSalle, "High Cost of Deferred Maintenance — And How to Avoid It", June 5, 2019 • AECOM, $4B County of Los Angeles Deferred Maintenance Program for 88 Cities An integrated platform saves time and money Page 44 of 47 WATERLOO 2045 - MANAGING ACCELERATING RATE OF CHANGE Tectonic Technology Shifts • Remote Work • Artificial Intelligence • Augmented / Virtual Reality • Robotics • Fleet Electrification • eVTOL (Flying EVs) • Climate Change & Community Resilience • Social Networks Impact on Public Safety The accelerating pace of change ... 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IP17E10 IMV cwww 1a'rC #sOPO bae13 ARE[ PVn f11rn1 NOW Irleles 8 4.31�arc � Apple II At ei plea of$1.298. treeilmpect machine w#9 emecr the 11rst illEitSbouV popula•personal Cum pelt ers Mind Merman Wide *- Vrc a .64121,161M WbI sequenced MIK Earring Pisan Pmire 1 PC rG ...will lead to the Singularity {fll1. PC 51.1.re PM lane ei. AIM Parer Mao 44 The 11r . 06PE43l63. C w111.JtEd 1.0 deliver IYIdre• ilea 1 Gillian rioatinl{'porrl operations per socacd . _ICIfiCr�'vFl,vilr�VL eELSYS--MMULri TUBES—.TriM'SISTORS—i•i—.- IrltPGRATE4..••'..-. Ty�6 44. icso lL�C • 2045 1D _....... Surpasses brernriawar equvalrrrt ha Uoil u f • hU11ary brains yirnh nag 113 1 o,m0.o p.ou6 5ourc e: Time Magazine agazine 162{I Sufpaasea 6cynprixer O f !usual In 7073 tl'.i Yi:: •.'lr::l• n' 1i.'' . ' _ Source: Ray Kurzweil Smart City Strategic Action Plan solve today's challenges & prepares City for tectonic shifts underway RECOMMENDED PROJECT GRANT FUNDING FIT SM. RT Strengthening Mobility & Revolutionizing Transportation • $500M 1 5-yr DOT -led program • No match • Planning: '$2M • Implementation: <$15M • First awards expected 2Q23 5 5 Safe Streets for All • DOT -led $5B program • 20% match • Planning: <$1M • Implementation: <$30M • 510 awards for $800M 1 Q23 ($16M avg Implementation) Project ■ Complete Streets Plan SMART Stage 1 grants highly competitive (392 apps for —40 awards in first tranche). SS4A awarded 473 Planning grants 1 Q23 (ATL got $30M Implementation grant). Cyber Monitoring DHS or FEMA likely a better fit PD Asset Justice Department or DHS likely a better fit unless bundled with Complete Corridors Implementation Optimization Project Smart City Testbed SMART Stage 1 best fit ($2M) SS4A could also be a good fit ($1 M) Ubiquitous Connectivity Department of Commerce may be a good fit Smart Parks Waste Management Climate Action Plan Natural Gas Department of Commerce may be good fit Department of Energy may be good fit Department of Energy may be good fit Department of Energy may be good fit Not recommended for grant consideration: - Streamlined e-Government Digital Transformation (OPEX funded) - EV Readiness (P3 funded — possible grant opportunity) - Innovation District (P3 / OPEX funded) Next steps: 1) Review Strategic Plan for v1.0 submission. 2) Prioritize Projects. 3) Select grant focus APPENDIX - ISO 3712X GLOBAL SMART CITY INDICATORS SUSTAINABLE CITIES AND COMMUNITIES ISO 37120 [rrdicatars for City Services ISO 37122 'Indicators for Smart Cities uality of Life ISO 37123 Indicators for Resilient Cities Theme ISO ISO ISO 37120:2018 37122:2019 37123:20 Economy 11 4 7 Education 6 3 4 Energy 9 10 3 Environment and climate change 9 3 9 Finance Governance 6 2 7 4 4 6 Health 6 3 4 Housing 10 2 6 Population and social conditions 9 4 5 Recreation 2 1 0 Safety 10 1 1 Solid waste 10 6 1 Tracking & reporting these indicators will objectively make Waterloo a smart cit Page 47 of 47