1. There is excess parking demand and low availability during peak hours between 11am-2pm and 5pm-8pm, indicating rates may be too low during these times. 2. Analyzing occupancy rates by location reveals varying patterns of use that could inform price adjustments to specific spaces. 3. The data provides an evidence-based way for the city to change parking rates to influence driver behavior and increase space availability during high demand periods.

2. Internet of Everything in Action:
Value at Stake in Public Sector

3. The Internet of Everything (IoE) in
the Public Sector
Dan Kent, Senior Director of Systems Engineering & Chief
Technology Officer, U.S. Public Sector, Cisco

4. IoE & Fast IT
• IoE demonstrates the necessity for a much more limber infrastructure for IT
• IoE drives faster innovation, making organizations hyper-aware, predictive, and agile
• $19T potential IoE value that requires a new IT model – Fast IT– that is simple, smart
and secure
– Simplifies IT infrastructure and reduces complexity
– Cuts costs bringing together physical and virtual assets
– Creates single, unified infrastructure
• Fast IT helps organizations grow by increasing visibility, programmability, and control of
IT infrastructure
• Fast IT embraces today’s technology transitions of cloud, mobility, and security, along
with data analytics, and Internet of Things

5. Public Safety & Justice
City of San Antonio, Texas
• Advanced synchronized traffic light program and
a live video system for remote court hearings
• Video kiosks in high-traffic areas for routine
municipal court services to maximize resident
use
• Video captured in police cars automatically
records from two cameras when lights/siren
turned on and uploads video via wireless
• Expanded infrastructure to include sensored
LED street lighting system
• Planning a city-wide smart parking initiative

6. Public Safety & Healthcare
California Department of State Hospitals
• Revolutionized its physical security in response to
employee concerns around facility security
• RFID solution across Napa State Hospital and
utilized tag and breakable lanyards to create unique
alarm system to improve safety of patients and staff
• Personal Duress Alarm System (PDAS) is a Wi-Fi-
based alarm system
• Napa State Hospital estimates 100 alarms each
day for incidents; from physical altercations to small
accidental incidents
• Additionally, Metropolitan and Patton State
Hospitals have adopted the PDAS technology and
security approach

7. Education & Healthcare
University of Virginia Telehealth
• Expanded to medically underserved in Latin
America, the Caribbean, Africa
• Basic medical services in 40 specialties,
including psychiatry, cardiology, pediatrics, child
neurology, orthopedics, and genetics
• Uses video conferencing, digital imaging, real-
time digital scoping and patient monitoring, and
data management solutions, in particular
TelePresence and Jabber
• Starting to analyze patient encounter data that
is collected to improve and streamline care
delivery

8. Transportation & Emergency Management
City of Chicago, Illinois
• The Chicago Tech Plan aggregates and releases data
to the public; increases the efficiency of city programs
through analytics; encourages technology sector
growth; and builds modern infrastructure and smart
communities to propel technological innovation
• The Chicago Transit Authority uses technology to track
public transportation in the city and provide real-time
information to bus and train commuters by combining
onboard computers, GPS systems, smartphone
applications, SMS and web-accessible updates
• The Office of Emergency Management and
Communications operations center serves as a single
coordination and data analysis hub to assist city official
in responding to emergencies and incidents
• Chicago’s Streets and Sanitation Department uses
cameras, sensors, and tracking applications to ensure
Chicago’s roads and provide clear and open travel

9. Cisco Study Reveals Top 10 Ways
Public Sector Capturing IoE Value
Joseph Bradley
General Manager, IoE Practice, Cisco Consulting Services

10. What We’re Announcing
Augmenting its groundbreaking research, Cisco and Cicero
Group studied 40 public sector organizations globally1
2
3
Top 10 insights show how public sector organizations are
capturing IoE value today
The five steps public sector organizations can take
now to capture value from IoE

11. Governments Struggling To Do More with Less
§ Global recession
§ Lower taxes
receipts
§ Fiscal austerity
§ Improved services
- Transportation
- Education
- Healthcare
- And more
Financial Resources
at Breaking Point
Citizen
demands
Current
environment

12. To Thrive Today, Governments Must Be Hyper
Aware, Predictive, and Agile…
Hyper-Aware Predictive Agile
§ Sense the location,
status, and context
of public sector
assets and
environment
§ Collect citizen ideas
and inputs for
innovation
Accelerating Innovation
§ Optimize
performance of
assets, operations
§ Foresee and
proactively address
emerging threats to
safety and security
§ Build platforms for
new types of citizen
experiences
§ Transform service
delivery and
operating models at
speed

13. …by Connecting People, Process, Data, and Things
Delivering the right
information to the right
person (or machine)
at the right time
Process
Physical devices and objects
connected to the Internet
and each other for intelligent
decision making; often called
Internet of Things (IoT)
Things
Connecting people
in more relevant,
valuable ways
People
Leveraging data
into more useful
information for
decision making
Data
IoE

14. For Example, Nice City Increased Parking Revenues
40-60% without Raising Taxes
• Parking spaces
• Parking meters
• Space
availability
• Pricing
• Payment
• Finding spaces
• Traffic wardens
• Citizens/drivers
• City planners
• Increase compliance by 30%
• Parking Revenue increase 40% – 60%
• City data sales
• Reduced congestion, time-to-park
• Dynamic pricing — revenue increase
Process
Innovation
People
Impact
New Data
Flows
New Things
Connected
Value Impact

15. Cisco’s First Study Showed IoE Creates $19 Trillion in
Value for Companies and Governments
IoE Value at Stake
Trillion
Private Sector
Includes both industry-specific and horizontal use cases.
§ Customer Experience: $3.7T
§ Innovation: $3.0T
§ Employee Productivity: $2.5T
§ Supply Chain: $2.7T
§ Asset Utilization:$2.5T
§ Increased Revenue: $125B
§ Reduced Cost: $740B
§ Employee Productivity: $1.8T
§ Connected Defense: $1.5T
§ Citizen Experience: $412B
Public Sector
Includes cities, agencies, and verticals such as
healthcare, education, defense

16. Building on this Research, Cisco Studied 40 Public
Sector Organizations Benefitting from IoE
AmsterdamKorea Hamburg
§ Objective: Improve environment
§ Solution: 13 Smart Work Centers
§ Impact: 64 agencies / 71 public
organizations increase productivity,
save costs, improve job satisfaction
§ Objective: Economic development,
investment, quality of life
§ Solution: Smart grid, lighting,
parking, work centers, Wi-Fi, buildings
§ Impact: 9-14% energy savings;
fewer electrical outages
§ Objective: Improve infrastructure
and quality of life
§ Solution: Extensive sensor
system and management centers
§ Impact: Increased efficiency /
lower impact on surrounding traffic

17. Top 10 Public Sector IoE Insights
1. Public sector organizations among world’s leading IoE innovators
2. Cities using comprehensive strategies to capture IoE value
3. Powerful network foundation expands the art of the possible
4. Scalable pilot projects build support, momentum, and expertise
5. Data analytics magnify impact of IoE
6. It’s an app, app, app, app world
7. IoE solutions must address people / process, not just data / things
8. Transparency and open data drive stakeholder engagement
9. IoE is a catalyst for breaking down organizational silos
10. Senior leadership / tangible public benefits essential for success

18. What Public Sector Leaders Should Do Now
Develop an action plan to accomplish your objectives –
IoE is here today1
2
3
4
Select technology partners who have IoE vision and expertise –
unexpected answers will come from outside of your organization
Build the network foundation you need for multiple projects –
the platform is more important than the product
Start piloting – fail fast and often to win
5
Be open to the possibilities, believe the unbelievable, and get ready for
an amazing journey

19. The Internet of Everything incorporates the technology,
tries to build a control process, and includes people in
this process in order to build more intelligent systems. If
you try to approach this type of model and you leave out
processes and people, you are going to be left with half-
truths, or an incomplete solution.
— Dr. Sebastian Saxe, CIO
Hamburg Port Authority

20. Internet of Everything in Action:
Value at Stake in Public Sector
Sly James
Mayor
Dan Buckley
Principal Engineer
Matt Bronson
Ass. City Manager
Dan Kent
CTO Public
Sector
Joseph
Bradley
MD, IoE Consulting
Zia Yusuf
CEO

21. Kansas City, Missouri
Mayor Sly James

24. SFMTA : Putting IoE on the Road
Daniel Buckley
Chief Engineer

25. SF Municipal Transportation Agency
Connected Strategy
We work together to plan, build, operate, regulate, and
maintain the transportation network, with our partners, to
connect communities
SFMTA Mission Statement:

26. SFMTA – Connected Architecture
DSRC
V2I

27. SFMTA - Connected People
Transportation
Management
Center
Train
Control

29. Parking the great unsolved urban challenge
Culver
City
Sausalito
New
York
City
Roosevelt
Island
15
blocks
for
1
year
in
Los
Angeles
950,000
miles
–
excess
vehicle
miles
driven
47,000
gallons
–
wasted
gas
730
tons
–
carbon
dioxide
greenhouse
gas
• Based
on
2007
UCLA
Study
by
Prof.
D.
Shoup
• Based
on
IBM
Global
Parking
Survey,
2011
20
CiOes-­‐
Global
Parking
Survey
2011
6
of
10
drivers
–
abandoned
parking
search
at
least
once
18-­‐20
minutes
–
on
average
spent
finding
parking
All
this
driving
to
get
nowhere

30. Streetline™ Integrated Smart Parking Platform"
Streetline IoT Gateway for CGR:
Backhaul to the Internet "
Using Cisco Smart+Connected™ City WiFi"
Streetline™ & Cisco - Integrated Smart Parking Platform"
Data"
Center"
Internet"
R R R
Ultra-Low Power Wireless Sensing
Network:
Using Sensors or IP Cameras"
ParkSight™"
Parking Analytics
Web App"
Parker™ &
ParkerMap™ "
Consumer Guidance "
Mobile and Web"
ParkEdge™"
Parking Facility
Management"
Web App"
Guided
Enforcement™"
Violation Guidance
Web App"

31. Video detection integrated into Streetline applications
Streetline
Smart
Parking
ApplicaOons
Cisco
Camera
and
DetecOon
Engine

32. Streetline IoT Gateway For Cisco CGR 1240
• Manages low-power mesh network and up to 500 vehicle sensors
• Connects vehicle sensor network with Cisco WiFi or cellular backhaul
• Uses CGR power and backup supply to withstand power outages

33. DEMO

34. Matt Bronson
Assistant City Manager,
City of San Mateo

35. San Mateo, CA-- Case Study
Challenge
• Busy downtown area with high parking congestion
• Difficult for visitors to find parking & understand policy
• No integrated platform for on-street parking & nearby garages, lots
Solution
• Streetline’s Smart Parking sensing technology in collaboration with
Cisco including: Parker™, ParkSight™, ParkerMap™
Business Results
• Aggregated sensor data and static garage information provides
motorists with hands-free voice navigation to open spaces in real-time
via the Parker app
• Improved parking workforce management using apps and analytics
• Shifted policy to match measured demand patterns
• Located in San Francisco Bay
Area, CA
• Over 100,106 residents; (update)
• Downtown district - over 600 local
businesses

36. Is my parking priced correctly?
Spaces 8a 9a 10a 11a 12p 1p 2p 3p 4p 5p 6p 7p 8p 9p 10p 11p Avg.
100 E 3rd Ave (North) 23 19 28 52 80 94 92 85 79 79 89 94 94 93 86 57 21 70
100 E 3rd Ave (South) 25 6 14 37 72 96 94 87 80 80 91 97 97 95 83 54 22 66
200 E 3rd Ave (North) 16 55 67 85 93 97 95 92 89 92 96 97 97 97 94 80 58 86
200 E 3rd Ave (South) 17 56 66 78 84 95 93 88 84 86 94 98 98 97 92 75 58 82
200 S B St (North) 21 36 55 81 89 92 91 89 88 91 92 94 93 92 91 88 80 80
200 S B St (South) 10 33 46 68 84 93 90 83 80 88 94 96 96 95 91 79 64 76
300 S B St (North) 19 12 20 41 76 92 90 84 82 85 91 95 96 94 84 50 27 67
300 S B St (South) 3 58 62 80 91 96 95 89 89 91 94 96 97 97 90 65 42 85
Hourly Average 134 34 45 65 84 94 93 87 84 86 93 96 96 95 89 69 46 77
Occupancy (%) by Hour
Excess
demand
(low
availability)
during
peak
hours
Key
Takeaway
By
looking
at
hours
of
highest
demand,
City
change
rates
to
influence
behavior
and
increase
availability
Highest
demand
during
policy
hours
City
of
San
Mateo
Popula@on:
over
100,106
Suburban
city
with
ac.ve
downtown
merchant
area
1.
RATES

37. How to achieve TARGET OCCUPANCY?
Shi4
policy
hours
to
begin
3
hours
later
due
to
low
demand
8am-­‐10am
and
high
demand
from
5pm-­‐11pm.
-­‐
20
40
60
80
100
12a 1a 2a 3a 4a 5a 6a 7a 8a 9a 10a 11a 12p 1p 2p 3p 4p 5p 6p 7p 8p 9p 10p 11p
%
Occupancy
Occupancy
(%)
by
Month
&
Hour
June July August
Target
Occupancy
Key
Takeaways
City
can
increase
availability
and
turnover
rate
by
shi=ing
policy
hours
to
align
with
highest
demand
City
of
San
Mateo
Popula@on:
100,106
Suburban
city
with
ac.ve
downtown
merchant
area
2.
POLICY
HOURS

38. For press attending online, please pose your question in the chat window.

39. Q&A
Ashley Z. Hand
Chief Innovation Officer
Dan Buckley
Principal Engineer
Matt Bronson
Ass. City Manager
Dan Kent
CTO Public
Sector
Joseph
Bradley
MD, IoE Consulting
Zia Yusuf
CEO
Troy Shulte
City Manager

40. Thank you.