Maricopa County Regional Broadband Initiative - American Rescue Plan Act (ARPA) Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) IGA Broadband IGA Project 1: Broadband Mapping Pilot Broadband IGA Project 2: Maricopa County Digital Equity Ecosystem Project oversight and management Assemble stakeholders and hold preparatory meetings alignment Determine project and meeting cadence Project kickoff Discovery: Conduct resource-community-fit assessment Deploy Digital Literacy (including literacy basics, digital health, digital workforce, and financial literacy) training to a goal of 50,000 Maricopa County residents. ($3m). Establish project KPIs in collaboration with Maricopa County project representatives Identify measurable objectives and mechanisms for documenting and promoting awareness, use and affinity of digital equity programs Identify and advise best practice for assessing use and programmatic impact Implement robust stakeholder engagement model. Identify public-private partnerships to help the county advance digital equity goals Identify appropriate and best fit mechanisms to promote the meaningful adoption and use of digital equity services across the full spectrum of vulnerable populations including: low-income households elderly adults racial and ethnic minorities people living in rural areas incarcerated individuals veterans individuals with disabilities individuals with a language barrier Tribal communities people in rural and remote areas Provide no less than 15,000 and no more than 18,000 network enabled devices to Maricopa County residents in need, including one year warranty. ($4m) Identify best-fit device deployment models Determine prioritization for device deployment The Digital Equity institutes digital navigator program will set a goal of 25,000 contact points in year one and a goal of 35,000 contacts in year two ($3m). These will be measured by both outbound contacts and inbound inquiries and touch points. Via the Digital Equity Institute, the ASU Experience Center, a contact center focused on providing 24x7 phone support will partner to drive consistent service by communicating the needs of our constituents and driving first call resolution. Experience Center staff are assigned to work with the Digital Equity Institute as a point of contact for knowledge transfer and service escalations, ensure elevated access to supported product, Available seven days a week, 24 hours a day support through multiple channels to assist customers. o Hiring o Dedicated Staff o Training o Supervision o Dedicated toll-free number (TFN) o Customer callback Options o Call Satisfaction Surveys o IVR Outgoing Messaging o Language Services o Outbound Campaigns o Data/analytical reporting Handle Inbound call volume, assignment, drive to first call resolution or escalation to Tier 2. Ticket management by recording details of comments, inquiries, complaints, and actions taken. Managing administration, communicating, and coordinating with internal departments. Identify and escalate priority issues. Routing calls, requests, questions, or complaints to the appropriate resources. Workforce management enables appropriate staffing and built-in staffing redundancy. Extensive supervision, coaching, training, and performance feedback for quality management Professionally respond to customer inquiries. Provide customers with the organizations service and product information. Obtain and evaluate all relevant data to handle complaints and inquiries. Complete call notes and call reports as necessary and update them in the Case Management and Internal Knowledge database systems. Monthly Metrics and Statistics The Quality Management team provides assessments and surveys for customer satisfaction and performance feedback. Dashboards for call metrics to enable actionable insights. Case data is available for deeper dive analytics and trend reporting. Provide Escalation path for tier 2 support when applicable Escalation points of contact the for recipients of the services being offered Provide all Tier 1 information for our knowledge base as well as provide us with any updates to this information Weekly/Monthly/daily meetings to review services as applicable Broadband IGA Project 3: Maricopa County Broadband Mapping to Scale Project oversight and management Assemble stakeholders and hold preparatory meetings alignment Determine project and meeting cadence Project kickoff Discovery: Dissemination of summer pilot program findings and documentation of work completed to date. Recruitment and management of key project personnel Management of existing ASU personnel Technical effort: Iterate on the design and licensing of the pilot ARC GIS environment and move from on-prem pilot server to infinitely scalable AWS instance of ARC GIS with baseline mapping layers. Test and move into production cloud-enabled ARC GIS solution Secure licensing to data sources that are not publicly available. Incorporate existing open and public data sources into production environment Add all new layers of data into the production GIS environment, including, but not limited to private digital infrastructure deployments in the County, publicly funded fiber builds in the County, privately available wireless hotspot services in the County. Publicly funded wireless hot spots, federally, state, and local grant funded (including loans for) digital infrastructure, digital equity hubs and service and resource centers across the County, new carrier data sources provided to the FCC, new NTIA sources, new State Broadband Map sources relevant to the County, socio-economic data layers, school-eligible households, property values and tax collection, crowd-sourced broadband reporting, and other sources. Maintenance and publishing workflows as needed Implement new functionality on a quarterly schedule based on input from the technical and community engagement committees (below). Iterative work on user interface and user experience to advance the value and use of the platform. Support the technical development of a publicly available version of the broadband map for the County. Dissemination and education: Establish county and city broadband mapping technical advisory committee in partnership with The Connective Establish county and city broadband mapping community engagement advisory committee with The Connective and the Digital Equity Institute. Develop presentations for county and city elected officials and staff on new capacity to support policy and decision making In partnership with the Digital Equity Institute and the Sun Corridor, provide and engage the network of community anchor institutions and community organizations across the County on the meaning and effective use of the GIS Broadband Mapping platform In partnership with staff at the County and within Cities develop a final report to advance policy work into the future. Approach: Develop Detailed Project Plans, as Needed Review Current Business Processes Document Business Requirements Research New Collaboration Opportunities, and Evaluate their Value Document Data Policy Changes Assess Cloud Platforms and Software Requirements Develop Implementation Plans Develop New Systems/Data Develop User Acceptance Test Plans Test New System/Data Develop User Training Develop User Documentation, SLA, Disaster Recovery Toolkit, Service Center Knowledge Documents Train/Notify Users of New System/Data Conduct Change Control Release New System/Data into Production Broadband IGA Project 4: Expanding Middle Mile Infrastructure Projects to Increase Internet Access Project oversight and management Assemble stakeholders and hold preparatory meetings alignment Determine project and meeting cadence Project kickoff ASU has completed a comprehensive design of the optimal logical network design to achieve an open access middle mile for the remaining 380,000 underserved and unserved households in the County. The methodology for the design includes analysis of the least connected census tracts in the county, the socio-economic status of households in the census tracts and analysis of carrier and Ookla speed tests for connectivity within those census tracts. A detailed analysis will be shared with the County and the Broadband Taskforce reviewing the methodology summarized in the diagram below. The diagram below will be refined based on stakeholder engagements, support from the County for access to County digital infrastructure and rights of way and other engineering considerations. Upon agreement, the Sun Corridor Network will work within the fixed contract to develop detailed engineering feasibility drawings and manage the build as well as operations and maintenance of the open access middle mile initiative. For sake of transparency and clear understanding, ASU and Sun Corridor have broken down the middle mile initiative into three separate geographical sectors. Additionally, ASU and Sun Corridor will prioritize the first deployment of network segments 3 & 5 above. These two segments include the most underserved and unserved third of the Countys communities with between 30% and 70% of the households in those communities lacking connections to broadband. Depending on the final design of the middle mile network assets, additional funding may be necessary to complete the full scope of the middle mile network. One-third of the fiber assets will be made available for public-private partnerships (see related SoW) as part of the middle mile initiative. One-third will be made available to the County for its public purposes. Sun Corridor and ASU will each receive one-sixth of the fiber for its purposes. All digital infrastructure of the middle mile initiative will be open access with no legal constraints or limitations in subsequent IRUs codifying the distribution of digital assets. Sun Corridor will, as noted above retain responsibility for O&M of the conduit and integrity of the fiber assets. Broadband IGA Project 5: Leverage Public-Private Partnerships to Address Last Mile Broadband Gaps The Connective will provide project oversight and management for the RFP and will seek to release the RFP within 60 days of contract agreement. In anticipation of the RFP, ASU, which will not participate in the RFP response will aid The Connective as subject matter experts. That work will include: Assemble stakeholders and hold preparatory meetings alignment Determine project and meeting cadence Project kickoff Drafting of RFP Working legal considerations Aligning with procurement Issuance of the RFP Review of responses Recommendation Broadband IGA Project 6: Connect Underserved Parts of the County with Reliable Service & Increase Internet Speeds to Symmetrical 100 Mbps Project oversight and management Assemble stakeholders and hold preparatory meetings alignment Determine project and meeting cadence Project kickoff ASU, in collaboration with the Sun Corridor Network, has completed a comprehensive design of a network to connect approximately 150 community organizations that serve the citizens in the County with the greatest need as defined by being unserved or underserved. As outlined in the network design and the attendant investment model, we will work with the County and its stakeholder community to identity approximately 200 community organizations in total to be connected to the network at an average cost of $44,000 per organization. The equipment and installation estimates are included below. This initial investment is estimated at $8.8m. In the model, we further assume that some indeterminant number of community organizations will require upgrades in their cabling infrastructure to support their LAN. For budget estimating we are assuming another $0.7m in funding based on a building-by-building assessment based on field engineering. Finally, we assume that some number of organizations and agencies will need additional switching and wireless access equipment, if they are a multi-building agency. For purposes of planning, we have estimated $1.0m. If either estimate is too conservative, we propose working with the County and its stakeholder network to identify additional organizations and agencies to be brought onto the network until funds in this SoW are exhausted based on the objective of the investment. Total project management for this SoW is calculated at $2m subject. The estimate is based on the initial scope of work as outlined here and is subject to revision based on final agreement. The diagram below is based on ASUs analysis of the first 150 community anchor organizations in the least connected regions of the County based on the ASU index of neighborhood broadband needs. This represents the first pass as outlined below. The Digital Equity Institute, The Connective, and Sun Corridor Network will work with the County to review and validate this set as well as establish and prioritize a final set of a total of 200 initial organization facilities. Upon agreement, the Sun Corridor Network will work within the fixed contract to develop detailed engineering feasibility drawings and manage the build and operations and maintenance of organizations on the network. For sake of transparency and clear understanding, ASU and Sun Corridor are not representing any costs or assumptions for providing the organization and facilities being brought on to the network with broadband Internet services. Internet service provisioning and subscriptions are beyond the scope of this scope of work. Further, ASU and Sun Corridor Network can only represent support for the network switches and access points consistent with the manufacturers warranties. No other coverage is included. As the Sun Corridor Network concludes agreements with the County and the agency and facilities being brought onto the network, the SCN will outline options for ongoing maintenance and support of the switches and wireless access.
|Effective start/end date||9/14/22 → 12/31/26|
- LOCAL: Arizona Municipal Government: $12,500,000.00
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