USDOT NG9-1-1 InitiativeTask 4 Overview

5th Standards Development Organizations (SDO)Emergency Services Workshop

October 10, 2008 – Vienna, AT

Task 4a: Final Analysis of Cost, Value, and Risk

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Task 4a: Final Analysis of Cost, Value, and Risk

• Revised the Preliminary Analysis, based on:– Results of the Proof-of-Concept demonstration (specifically,

impacts to the architecture and implementation costs)

– Additional stakeholder working group sessions to refine the value structure and value and risk surveys

– Revised scenarios for NG9-1-1 deployment

• Final deliverable will provide an updated summary of value, costs, and risks across the current and NG9-1-1 scenarios

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In assessing the 9-1-1 environment, multiple stakeholder perspectives were incorporated into the value framework

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The Value Structure is comprised of key value factors to represent viewpoints across stakeholders

• Although each of the factors below represents important stakeholder value, the factors are not necessarily equal in importance and therefore should not carry equal “weight” in the decision making process.

• The weighting was accomplished through the administration of a standardized Value Survey to a diverse group of stakeholders.

VALUE MEASURES WEIGHT

Direct User 34.4%

Accessibility 28.5%

Call-Taker Timeliness 24.7%

Reliability of Service 27.0%

Ease of Use 19.8%

Operational / Foundational 28.9%

Scalability and Adaptability of System Functionality and Usage

24.1%

Information Accuracy 23.8%

Data Management and Sharing 15.1%

Operational Efficiency 17.9%

Security and Privacy 19.1%

VALUE MEASURES WEIGHT

Strategic / Political Value 18.4%

Alignment of Strategic Goals 15.8%

Technology Standards, Laws / Regulations

24.5%

Coordination Between PSAPs at Local, State and International Levels As Well As With Other Public Services

28.2%

Strategic Use of Resources and Data 19.1%

Value to Industry 12.4%

Social and Financial Value 18.3%

Public Safety 43.30%

Safety to Responder 40.63%

Energy and Environment 16.07%

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Direct User and Operational benefits comprisedthe majority of the “top 10 benefits” for NG9-1-1

• The greatest benefits identified through our Value Survey process were largely “direct user”-related:

– Accessibility totaled almost 10% of the total value identified– Reliability of service was second with 9.3% of the overall value– Timeliness was third with 8.5% – Ease of Use came in eighth with 6.8% of the total value

• Of the top ten benefits, four related to Operational and Foundational issues– Scalability & Adaptability topped this list with 7.0% of the total value (sixth overall)– Information Accuracy and Security and Privacy came in seventh and ninth with 6.9% and

5.5% of total value respectively

– Operational Efficiency tied for tenth with 5.2% of total value • Of the social benefits, Public Safety and Safety to Responder appeared in the top

ten, coming in fourth and fifth with 7.9% and 7.4% of the overall value respectively• The only Strategic/Political Value to make the top ten was Coordination Between

PSAPs, which tied for tenth with 5.2% of the total value

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Based on our value analysis, NG9-1-1 is expected to deliver significantly more value than the current environment

• The value analysis considered multiple stakeholder perspectives in an attempt to leverage expectations in identifying the key objectives of 9-1-1 and the potential migration to NG environment

• Stakeholders estimated the level of expected value each NG9-1-1 scenario would provide

• Based on our value analysis, NG9-1-1 is expected to deliver more than 60 percent additional value over the current operating environment to the 9-1-1 community

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Risk categories were identified to serveas a basis to develop the risk inventory

• Risks may degrade performance, impede implementations, and/or increase costs.

• Risk that is not identified cannot be mitigated or managed, and may cause new (NG9-1-1) or existing (current 9-1-1) organizations to miss performance targets, or to fail either in the pursuit of funding, or during implementation.

• The greater attention paid to mitigating and managing risk, the greater the probability of success.

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The risk inventory is designed to capture the full spectrum of risks to estimate the likelihood of occurrence and impact on value and costs

Risk Category Definition

Project Resources / Acquisition

Monopolies in the supply chain lead to increasing costs or incomplete/untimely design & standards

TechnologyInability of system to meet functional requirements; Use of proprietary standards (open standards not developed); Vendors systems do not keep pace with required system goals, workarounds prevent system development and evolution

SecurityInadequate security levels due to bandwidth limits, internal controls, or degradation of security performance over time results in loss of public confidence; Unauthorized access to confidential information over time results in loss of public confidence

Political / StrategicInadequate Federal, State, and Local legislative / regulatory support (outside of funding)

Organizational and Change Management

Minimal stakeholder adoption of new technologies & processes; Volume and complexity of incoming data increases call processing time; Loss of Human Capital; Unwillingness of jurisdictions to set aside traditional/historical parochial interests and collaborate with one another

Business / IndustryLack of Vendor 9-1-1 expertise; Current private sector service providers do not keep up with changing service level requirements

FundingUnwillingness to share costs (e.g. backbone, interfaces); Funding models cannot meet project needs due to surcharge assessment and remittance inadequacies; Urban-rural funding disparities result in inequity in service

Public Lack of public knowledge and awareness of 9-1-1 system capabilities and functionality8

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The likelihood of a risk occurring is weighed, and then the magnitude of its effect on the identified value or cost is assigned

• Risk Probability and Impact are measured based on a notional scale of “High”, “Medium” and “Low”

• Not every value or cost was impacted by every risk factor.

• Employing the defined scale, the degree of impact was assigned to each risk factor. Then, the impact was applied to the affected value and cost factors

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Timing and Availability of the Report

http://www.its.dot.gov/NG911

• Preliminary report has been briefed to USDOT

• Expected final by 11/30/2008

• Likely available on the USDOT website by 12/31/2008

Task 4b: Final Transition Plan

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Understanding Transitional Challenges and Mitigation Options helps manage risk, decrease implementation time and overall cost

• The NG9-1-1 Transition Plan summarizes key funding, standards and technology, operations, governance and policy, and education and awareness issues that will affect the transition from today’s 9-1-1 to a nationwide NG9-1-1 system.

• The Plan (at a high level) identifies potential strategic options from which each affected stakeholder type can select to mitigate or resolve the transition issue.

• The Transition Plan can inform public policy officials at all levels of government on considerations for legislative or regulatory attention to ensure successful transition to NG9-1-1.

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Task 4b: Final Transition Planning

• Summary of Major Changes to the Preliminary Transition Plan:

– Added a new executive summary (replaced “Overview”)

– Funding: Added more emphasis on the decline in funding due to changes in consumer technology usage

– Funding: Added five funding options from the NENA Next Generation Partners Program (NGPP) document

– Added information from the POC including several operationally-focused lessons learned to help increase awareness of operational issues needing more attention

– Updated “SDO Standards Efforts” in the “What has been done?” section

– Governance / Policy: Added more detail outlining legislative and regulatory barriers and gave multiple specific examples of issues that need to be addressed

– Updated liability section to reflect impact of the NET 911 Improvement Act

– New “Education and Awareness” section added

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Stakeholders are Key to the NG9-1-1 Transition

• Early and continued participation by all 9-1-1 stakeholder groups is critical to successfully deploying an NG9-1-1 system.– 9-1-1 Authorities and PSAP

Administrators– State Government (Legislative

and Regulatory Bodies)– Federal Government Agencies

and Regulatory Bodies– Non Governmental Organizations– Service and Equipment Providers

& Third Party Call Centers– Responder Agencies– General Public

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Planned and coordinated deployments of NG9-1-1 will most likely be governed by authorities to enable a cooperative deployment.

• Single Statewide 9-1-1 Authority: – Usually created by statute or executive order, or operate as a function of existing

authority (like a state utility commission, for example). Authority generally covers both funding and implementation, although the latter ranges from statewide systems and outright authority over PSAP service migration and enhancement, to limited powers of encouragement, coordination, and guidance of the same.

• Regional Authorities Without a Statewide Authority: – Local governments are authorized to join together in regional efforts to coordinate service

delivery and share resources. May occur through specific enabling legislation or a by-product of existing joint powers/inter-local cooperation legislation. May operate as political subdivisions of the state.

• Informal Mechanism, Locally-Initiated Coordination: – Generally, local initiatives coordinate services across traditional jurisdictional boundaries

where more formal mechanisms do not exist. These efforts vary and are more informal in nature (e.g., conducted through regional and state associations, and other cooperative endeavors), but can be quite effective, depending on the organizations involved.

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Strategic Elements Description

Most state and local Authorities obtain funding by imposing and collecting fees on telecommunications services such as landline, wireless, and IP‑enabled voice services. Legislation and regulation in many instances have not kept pace with changes in consumer use of telecommunications services, leading to a decline in revenue. Jurisdictions must be willing to commit the resources necessary to ensure the success of any next generation effort. For example, ongoing maintenance and support of the system must be planned for and incorporated into the budget.

Operations include PSAP operations, as well as broader SOPs, formal written guidelines and/or instructions for calls and incidents (e.g., PSAP goes down), as well as training, exercises, and operational optimization (e.g., business process reengineering, change management).

Progress in each of the other elements is essential to proper planning, use, and implementation of NG9‑1‑1 technology, and should drive technology procurement. Technology is highly dependent on existing infrastructure within a region and/or what is available to states and PSAPs from service providers. Multiple technology solutions may be required to support unique situations. Similarly, several outstanding technical standards will need to be resolved to enable the full spectrum of NG9‑1‑1 capabilities.

The NG9-1-1 agenda for transition is defined by five strategic and interdependent elements

FundingFundingFunding

OperationsOperationsOperations

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Strategic Elements Description

Governance and policy includes leadership and planning—both key to entities transitioning to NG9‑1‑1. For example, many regions face difficulties related to political issues and the relationships within and across jurisdictions and disciplines. Leadership can help to work through these challenging internal and jurisdictional conflicts, as well as set the stage for a region's commitment to the NG9‑1‑1 effort. Success in this element is also based on public’s awareness, use, and satisfaction with NG9‑1‑1 services.

Education has emerged as a key component of the transition to full implementation of NG9‑1‑1. The purposes of education related to NG9‑1‑1 are to frame a vision for what NG9‑1‑1 is and can do, to convey the need for change in the way 9‑1‑1 occurs, to encourage all stakeholders to work together to accelerate the implementation of NG9‑1‑1, and to reduce the barriers to transition planning. Targets for education programs include those within the 9‑1‑1 community responsible for implementing NG9‑1‑1, those who fund NG9‑1‑1, those who develop technical standards and SOPs, and the public. Effective educational messages must be developed for each target audience in order to accelerate the implementation of NG9‑1‑1.

The NG9-1-1 agenda for transition is defined by five strategic and interdependent elements

Governance and Policy

Governance and Governance and PolicyPolicy

Education and

Awareness

Education Education and and

AwarenessAwareness

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The Plan includes potential options to address issues and provides a potential indicator of which stakeholder has the power to take future action

Identifies which stakeholder has

the power to take future action

Identifies the options stakeholders could pursue to progress toward NG9‑1‑1

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Selected Strategic Options for StandardsDevelopment Organizations (SDOs)

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Timing and Availability of the Plan

http://www.its.dot.gov/NG911

• “Pre-Final” version is currently under review

• Expected final by 10/31/2008

• Likely available on the USDOT website by 11/30/2008