1 Executive Summary 1.1 Findings from User and Provider Interviews 1.2 Common Themes of Successful Community Networks 1.3 Technology Forecast 1.4 Community Network Implementation Plan 2 Provider Inventory 2.1 Internet Service Providers - Primary 2.2 Internet Service Providers - Secondary 2.3 Infrastructure Mapping 2.3.1 Cameron County Telecommunications Infrastructure - Transportation Overlay 2.3.2 Cameron County Telecommunications Infrastructure - School District Overlay 2.3.3 Cameron County Telecommunications Infrastructure - Local Access Transportation Area (LATA) Overlay 2.3.4 Cameron County Telecommunications Infrastructure - Population Growth (1990-1999) Overlay 2.3.5 Cameron County Telecommunications Infrastructure - Population Density Overlay 3 Community Needs Assessment 3.1 Local Provider Interviews 3.2 User Interviews 3.2.1 Brownsville 3.2.2 Harlingen 3.2.3 Matamoros & Others 3.2.4 User Interview Summary 3.2.4.1 Internet Use 3.2.4.2 Internet Awareness and Perceived Importance 3.2.4.3 Future Internet Use 3.2.4.4 Telecommunications Technology 3.2.4.5 Telecommunications Issue Awareness 3.2.5 Interview Analysis - Quantitative 3.2.5.1 Classifications/Variables 3.2.5.2 Graphs 3.2.5.3 User Requirements 3.2.6 User Interviews - Additional Data 3.3 Review of Community Networks 3.3.1 Introduction 3.3.2 Community Network Principles 3.3.3 Community Network Examples 3.3.4 Exemplary Community Networks 3.3.4.1 Blacksburg Electronic Village 3.3.4.2 PrairieNet 3.3.4.3 Davis Community Network 3.3.4.4 MAIN 3.3.4.5 La Plaza Telecommunity 3.3.4.6 Seattle Community Network 3.3.4.7 Smart Communities - Canada 3.3.4.8 ACEnet 3.3.4.9 Pennant Alliance 3.3.4.10 San Diego Dialogue 3.3.4.11 Park-Ridge 3.3.4.12 Lockhart Community Network 4 Technology Forecast 4.1 Technology Growth Principles 4.1.1 Moore's Law 4.1.2 Some Exceptions 4.1.3 Metcalfe's Law 4.2 General Computer Technology Trends 4.2.1 Emerging Computer Architecture 4.2.2 System Complexity 4.2.3 Total Cost of Ownership 4.2.4 Thin Clients 4.2.5 Collaboration 4.2.6 Security 4.2.7 Licensing 4.2.8 Microsoft 4.2.9 Anti-Trust 4.3 Notable Technologies 4.3.1 General Telecommunication Technologies and Applications 4.3.1.1 DBS 4.3.1.2 GPS 4.3.1.3 Satellite Radio 4.3.1.4 e-Learning & Distance Learning 4.3.1.5 Virtual Community/Campus Applications 4.3.1.6 Online Collaboration 4.3.1.7 Gaming 4.3.1.8 Video Conferencing 4.3.1.9 Media Asset Management (MAM) 4.3.1.10 Content Delivery Networks (CDN) 4.3.1.11 Internet Radio 4.3.1.12 Digital Television 4.3.1.13 Public Key Infrastructure (PKI) 4.3.1.14 Streaming 4.3.1.15 XML 4.3.1.16 Cellular Phones 4.3.1.17 PDAs 4.3.1.18 Tablet PCs 4.3.1.19 ASPs 4.3.1.20 City Guides (e.g., City Search) 4.3.1.21 Data Warehousing 4.3.1.22 M-Commerce 4.3.1.23 T-Commerce 4.3.1.24 Telemedicine 4.3.1.24.1 Telemedicine Fundraising Procedures 4.3.1.24.2 Telemedicine Funding Resources 4.3.1.25 Unified Messaging 4.3.1.26 Video on Demand 4.3.1.27 Voice over IP 4.3.1.28 Digital Signatures 4.3.1.29 Digital Video Recorders 4.3.1.30 Wireless Applications 4.3.2 Telecommunication Infrastructure 4.3.2.1 Wired Technologies 4.3.2.1.1 ATM 4.3.2.1.2 SONET 4.3.2.1.3 Gigabit Ethernet 4.3.2.1.4 Cable Modem 4.3.2.1.5 DSL 4.3.2.1.6 Ethernet 4.3.2.1.7 Fiber (Definitions) 4.3.2.1.7.1 Next Generation Fiber Technologies 4.3.2.1.8 Hybrid Fiber Coax (HFC) 4.3.2.1.9 ISDN 4.3.2.1.10 Broadband 4.3.2.1.11 Internet2 4.3.2.1.12 Personal Area Network (PAN) 4.3.2.1.13 Wide Area Network (WAN) 4.3.2.1.14 Backbone 4.3.2.1.15 Storage Area Network (SAN) 4.3.2.1.16 Next Generation MAN 4.3.2.1.17 Quality of Service (QoS) 4.3.2.1.18 Virtual Private Networks (VPN) 4.3.2.1.19 Multi-Protocol Label Switching 4.3.2.1.20 Public Key Infrastructure (PKI) 4.3.2.1.21 Next Generation 4.3.2.2 Wireless Technologies 4.3.2.2.1 2.5G, 3G, 4G 4.3.2.2.2 802.11A/B 4.3.2.2.3 Bluetooth 4.3.2.2.4 Cellular Digital Packet Data (CDPD) 4.3.2.2.5 LMDS and MMDS 4.3.2.2.6 Microwave 4.3.2.2.7 Free Space Optical (FSO) 4.3.2.2.8 HALO Network Platform 4.3.3 Technology Issues 4.3.3.9 Digital Divide 4.3.3.10 Last Mile 4.3.3.11 Consumer Privacy 4.3.3.12 Workplace Privacy 4.3.3.13 Regulation 4.3.3.15 NSEP 4.3.3.16 Key Legislative Issues 4.3.3.17 Rural Broadband 4.3.3.18 Public Policy Goals 4.3.3.19 Government Help 4.3.3.20 Texas Infrastructure Fund (TIF) 4.3.3.21 E-Rate 4.3.3.22 TEX-AN 4.3.3.23 Formal Models for Knowledge Management and Network Implementation Planning 4.3.4 Technology Forecast Summary and Conclusions 4.3.4.1 Streamlined IP Network 4.3.4.2 Optical Bandwidth Increases 4.3.4.3 Bandwidth Demand 4.3.4.4 Voice over IP 4.3.4.5 Competitive Business Environment 4.3.4.6 IP Network Concerns 4.3.4.7 Wireless as Supplement 5 Network Implementation Plan 5.1 Community Concept - Step 1 5.1.1 City 5.1.2 Cameron County 5.1.3 RGV Region 5.1.4 Cross-Border 5.2 Community Involvement - Step 2 5.2.1 Charettes 5.2.2 Fee-based Membership 5.2.3 Reciprocal Mutual Assistance 5.2.4 Media Publicity 5.2.5 Involvement of Community Organizations 5.3 Update Needs Assessment - Step 3 5.3.1 Needs Identified 5.3.2 Individual Focus 5.3.3 Expanded Focus 5.4 Vision Statement - Step 4 5.4.1 Economic Development 5.4.2 Education and Access 5.4.3 Information Exchange 5.4.4 Services and Resources 5.5 Goals and Priorities - Step 5 5.5.1 Economic Development 5.5.2 Education and Access 5.5.3 Information Exchange 5.5.4 Services and Resources 5.6 Strategic Plan - Step 6 5.7 Grow the Network Infrastructure - Step 7 5.8 Education, Training, Access and Services - Step 8 5.8.1 Public Access 5.8.2 Access in the Home 5.8.3 Computer Recycling 5.8.4 Organizational Services 5.8.5 Training 5.9 Systems Engineering, Stakeholder Analysis and Zero Time - Step 9 5.9.1 Specified Work Elements 5.9.2 Zero Time 5.9.3 Implementation Strategy 5.9.4 Need for Real-time Knowledge Base 5.9.5 Benefits of Real-time Knowledge Base 5.9.6 Maturity Modeling for Success 5.9.7 Nurturing Growth of Network and Infrastructure 5.10 Create a Knowledge Network of Networks - Step 10 5.10.1 Unite Existing Network Organizations 5.10.2 Consult Experienced Community Network Personnel 5.10.3 Create a Communities Knowledge Network of Networks 5.14 Potential Act. 4 Concluding Comments - Policy & Regulation Recommendations 6 Appendices 6.1 Acronym Dictionary 6.1.1 Acronyms (A-O) 6.1.3 Acronyms (P-Z) 6.2 Telecommunication Company Web Links 6.2.1 Telecom Links (A-G) 6.2.2 Telecom Links (H-P) 6.2.3 Telecom Links (Q-Z) 6.3 List of Nationally Advertised ISPs 6.3.1 ISPs (#'s) 6.3.2 ISPs (A-Af) 6.3.3 ISPs (Ag-Az) 6.3.4 ISPs (B) 6.3.5 ISPs (C) 6.3.6 ISPs (D) 6.3.7 ISPs (E-F) 6.3.8 ISPs (G-H) 6.3.9 ISPs (I-K) 6.3.10 ISPs (L-M) 6.3.11 ISPs (N-O) 6.3.12 ISPs (P-R) 6.3.13 ISPs (S) 6.3.14 ISPs (T-V) 6.4 Major Telecommunication Service Providers 6.4.1 Interview #1 6.4.2 Interview #2 6.4.3 Interview #3 6.4.4 Interview #4 6.4.5 Interview #5 6.4.5.1 Interview #5, part B. 6.4.6 Interview #6 6.4.7 Interview #7 6.5 Interview Instruments 6.5.1 Introduction 6.5.2 Telecommunication Service Users 6.5.2.1 Interview Card #1 6.5.2.2 Interview Card #2 6.5.2.3 Interview Card #3 6.5.3 Telecommunication Service Providers Bibliography Glossary |
5 Network Implementation PlanThis Community Network Implementation Plan provides strategies, options, requirements, and suggestions for Harlingen and Brownsville that can guide these communities in their pursuits toward a significantly enhanced technology infrastructure capable of promoting economic development and improving the local quality of life. The Community Network Implementation Plan is a comprehensive approach that recognizes that community mobilization and community support are prerequisites to the implementation of technology improvement efforts. Consequently, this plan addresses strategies to build community consensus and support as well as strategies to determine, acquire, and implement the technology infrastructure required by the community. This plan presents scenarios and requirements that should drive technology infrastructure procurement, suggests potential sources that could provide this infrastructure, and assesses the likely technological environment of the near future. However, the plan intentionally avoids recommending specific technical characteristics or specific equipment associated with infrastructure development. This plan sets goals and offers choices; it does not mandate or advocate a single implementation solution. This plan emphasizes the importance of local community characteristics and local community involvement in providing a context for successful technology development; it does not assume that the mere existence of technology infrastructure will insure its use. This plan uses an inclusive definition of the concept “network” that addresses communication among people; it does not solely refer to the transmission of data signals between machines. Based on the review of community networks in section three, we have identified the following elements as steps and activities required for the successful implementation of a community network:
We recommend these steps as a focused and concise guideline for Harlingen and Brownsville because these steps have helped create successful community network plans elsewhere and because this guideline allows for and requires forming a community consensus and assessing the specific needs of a defined community. While the organization that eventually becomes responsible for the maintenance and oversight of the community network may change and evolve as a result of the process recommended below, it is presumed that the Harlingen Area Chamber of Commerce, the Brownsville Economic Council, and CBIRD will play key roles in the creation of this Community Network Implementation Plan. Because the actual characteristics of the final plan will be dependent on the specific results and outcomes of the steps above, this network implementation plan will include several scenarios based on likely and recommended responses to the steps above. While the scenarios include examples from existing community networks, these examples serve to illustrate and further clarify the process of the corresponding step rather than as specifically recommended courses of action.5.1 Community Concept - Step 1Cultivate a well-developed community concept - a Community Network Implementation Plan requires a working definition of "community" and an agreement on the parameters of the defined community (geographic or otherwise). Many have suggested that the characteristics and identity shared by the towns, cities, and people of the region are prominent strengths of the Rio Grande Valley region. While networking a single municipality could be beneficial, Metcalfe's Law states that the benefits of a network increase in proportion to the square of people using it. Thus, additional people, organizations, towns, and cities included in the network would exponentially increase the network's value and potential. The identification of community is essential not only to determining the scope of the technological network, but also to the social network required to implement the technology. Four possible community scenarios emerge: 5.1.1 CityCity (Brownsville and/or Harlingen independently) - Many successful community networking efforts have begun at the municipal level, most notably the Blacksburg Electronic Village (Blacksburg, Virginia - www.bev.net) and the Davis Community Network (Davis, California - www.dcn.davis.ca.us). Though these network efforts serve municipalities, in each case the local government is only part of a coalition of network sponsors . Each obtain funding and other support from local schools and universities, businesses, community organizations, and grants. These networks began at the city level, but have since grown to include and involve surrounding communities. While networks beyond the municipal level have greater potential value, certain assets of Harlingen and Brownsville would facilitate city networks. Major, high-bandwidth international backbone connections run through Harlingen which could enhance the city's external connectivity. Brownsville has a city-owned public utility (the Brownsville Public Utilities Board) that already owns and maintains a city-wide fiber infrastructure. 5.1.2 Cameron CountyCameron County - County-level community networks have also proven successful and innovative. San Diego County recently negotiated a $644 million 7-year contract with a business consortium called the Pennant Alliance (www.pennantalliance.com) to provide all of the county's IT services, including infrastructure, training, public access, and subsidized access and hardware for low-income residents. Though the apparent costs are considerable, San Diego County calculates this innovative contract will actually save $42 million annually because it allows the county to "buy results, not effort" from an expert corporate provider rather than relying on existing county personnel and management. Also, the San Diego example illustrates a long-term, intensive plan for a highly populated county. According to 2000 U.S. Census data, San Diego County has 2.8 million residents compared with Cameron County's 335,000 residents. Elements of San Diego County's innovative approach could be effectively applied on a smaller scale in Cameron County. A county-level network has the advantage of widening the network to a broader region under a single geographic and political framework. Also, Cameron County contains the two major cities of Harlingen and Brownsville with a history of and greater potential for collaboration and cooperation. The county comprises the U.S. Census Brownsville-Harlingen-San Benito Metropolitan Statistical Area (MSA) and, as an MSA, is nationally recognized a collective entity. 5.1.3 RGV RegionRGV region - The commonalities among the towns, cities, and people of the Rio Grande Valley make a regional community network an attractive option. Increasing communication would further unite the region and allow the region to collectively pursue goals beyond the capacity of a single city or county. Regional-level community networks have proven viable in other areas. The La Plaza Telecommunity of northern New Mexico, the PrairieNet network of Champaign-Urbana and Eastern Illinois (www.prairienet.org), and ACEnet of Southeastern Ohio (www.acenetworks.org) are all examples of effective regional-level community networks tailored to the specific needs and goals of their respective regions. While cities and counties have clearly delineated borders, the Rio Grande Valley Region is more ambiguous geographically. If the regional network becomes the chosen scenario, the specific identification of the region's boundaries should be part of this initial step. 5.1.4 Cross-BorderCross-Border - With strong social and economic ties to Matamoros, Tamaulipas, and Northern Mexico, an international community network has the potential to be extremely valuable to the development of Harlingen and Brownsville. However, this solution would be the most difficult to implement. While both sides of the border are socially and economically intertwined, they are politically separated by their respective federal governments. While some infrastructure exists with the potential for cross-border connectivity, there is no simple or universal way to reliably transmit voice and data across the border. Cross-border cellular phone connections are difficult and unreliable because of intentional efforts to block these calls. Also, interviews revealed that manufacturing plants in Matamoros with close ties to U.S. must often rely on inefficient hybrid Internet and network connections to their U.S. affiliates. While a cross-border community network may be beyond the scope and capabilities of Harlingen and Brownsville as individual communities, their affiliation with a wider coalition like CBIRD will enable these communities to pursue an unencumbered international network as an eventual goal. San Diego can serve again instructive example. In addition to the county's initiative to contract its IT services, the San Diego community has also recognized the need to consider a cross-border perspective. Formed in 1991, the San Diego Dialogue (www.sddialogue.org) is a public policy organization with the goals of "cross-border development, smart growth, and school reform" in the San Diego-Tijuana region. While the San Diego Dialogue does not place its emphasis on an international telecommunication infrastructure, it serves as a rare example of an established community development effort encompassing both sides of the U.S.-Mexico border. In some ways, the San Diego-Tijuana community and the San Diego Dialogue provide a scenario for the Harlingen/Brownsville-Matamoros community and the CBIRD initiative. In the early 1990s, defense cutbacks eroded San Diego's manufacturing economy. In the late 1990s, San Diego experienced an economic boom that led to a fundamental change in the area from a manufacturing-based economy to a knowledge-based economy with the arrival and growth of companies such as Qualcomm. Tijuana experienced a parallel boom that did not change the foundations of its manufacturing economy, but improved it through the arrival and growth of more high-tech manufacturing (primarily electronics components). The recent history of the San Diego-Tijuana community may foreshadow the imminent future of the Rio Grande Valley. Strengthening cross-border communities through different yet complementary types of economic growth would be a desirable outcome of a cross-border network 5.2 Community Involvement - Step 2Involve all community members in a communal effort for change - Once the community boundaries have been delineated, the community membership will be easy to identify. Through their participation in interviews and through their association with HACOC or BEDC, many key businesses and organizations in the Harlingen and Brownsville areas are already aware of and involved in efforts toward a community network. While their involvement is currently tentative and unspecific, several scenarios could increase and solidify their commitment. The scenarios, listed below, are compatible, and any number of them could be used simultaneously or sequentially to enhance community involvement. 5.2.1 CharettesCharettes would provide an interactive forum to give parties a voice. Charettes are open, public processes that involve public and private agencies, citizens, and outside experts in a planning partnership. In a Charette, a collaborative team of participants work within a finite time frame to identify and prioritize community concerns, outline different models of development, and make recommendations. The process involves forming a steering committee, organizing task groups, holding one or more conferences, scheduling public forums, and conducting a final presentation. Charettes would be particularly appropriate for a community network effort because they not only bring together community members to share ideas, but also actively involve the participants in a team work process. This collaborative team effort can foster a sense of a common purpose and participant/agency interdependence that reduces political conflict in the community. 5.2.2 Fee-based MembershipFee-based organizational membership - Soliciting paid organizational membership in a coalition or corporation dedicated to a community network effort would provide support and increase stakeholders' investment and involvement. In addition to providing a source of funding, an organization dedicated to promoting a community network would allow interested parties in the community (both individual and organizational) to contribute their ideas, resources, and voice in assuring that the network is used in the most effective ways. This scenario is a major component of a community network in Austin, Texas. While the Metropolitan Austin Interactive Network (MAIN - www.main.org) functions primarily as a forum for information exchange and does not emphasize the provision of technology access or training, their membership-oriented organizational structure could be widely applicable to a variety of community network types. MAIN offers individual memberships that allow one vote from $12 (students and seniors) to $1,000 (Sponsor-level membership) annually. Organizations can attain up to three votes with annual dues ranging from $250 to $1,000. While MAIN's specific price structure may not be optimal for other communities, membership-based contributions and participation based on this approach should be considered. 5.2.3 Reciprocal Mutual AssistanceReciprocal mutual assistance - Promoting an awareness of how members/supporters of the network could benefit encourages wider participation and increased commitment. Involvement in a community network need not be a one-way sacrifice on the part of an individual or organizational supporter. Community networks benefit their members and supporters indirectly by allowing them access to information and allowing others to access to them. However, community networks can directly provide needed services for their members. Discussed above as an example of a city-based community network, the Davis Community Network (DCN - www.dcn.davis.ca.us) is also a good example of the potential for reciprocity between a community network and its supporting members. For example, the University of California at Davis is a member and one of the primary supporters of the DCN, and some of the projects undertaken by the DCN are directly related to the research and grants pursued by the university. As local stakeholders' understanding of the potential to directly and indirectly benefit from an effective community network improves, their contributions and involvement will likely increase. Interviews with telecommunications service users in the Harlingen/Brownsville area identified a need and a demand for locally-based information technology resources. A community network could directly offer these services. 5.2.4 Media PublicityMedia publicity - The previously mentioned scenarios primarily target community businesses, institutions, and influential individuals. A media-based publicity effort would reach out to all the individuals in the defined community. A consistent complaint among both the telecommunications users and providers interviewed in this study was a lack of awareness of telecommunications resources present in the community. Service users could identify few sources of local support and assistance regarding telecom issues. Service providers stated that an unawareness of telecom options and issues seriously hindered their business. The potential utility and value of a community network increase as more individuals become involved and as the overall technical proficiency of the community improves. Traditional media publicity campaigns consisting of billboards, newspaper ads, flyers, and radio and television ads could increase awareness of and likely participation in the network among community residents. If organizations with media access were members of or stakeholders in the community network, costs and efforts toward a publicity campaign might be substantially reduced. 5.2.5 Involvement of Community OrganizationsInvolvement of community organizations - Public arenas (schools, libraries, etc.) could assist in publicity efforts. Our interviews revealed that schools and libraries had access to extensive grant funding for technology infrastructure and were consequently among the most technologically developed organizations in the community. Funding sources such as Texas' Telecommunications Infrastructure Fund (TIF) often encourage or even require fund recipients to make outreach efforts to the broader community, and a community-based counterpart such as a community network would enhance and facilitate outreach efforts. Research on other community networks revealed that in addition to schools and libraries, local government, local civic organizations such as chambers of commerce, and local colleges and universities are frequent core members and supporters of community networks. As these types of organizations already have considerable community presence, they are logical and desirable vehicles for efforts to publicize and promote a community network. 5.3 Update Needs Assessment - Step 3Periodically update and expand an assessment of community needs and strengths - Almost 50 in-depth qualitative interviews with telecommunications users and providers yielded detailed and specific identification of the needs of a variety of local businesses and organizations and the reader is referred to the summaries of these interviews included earlier in this report. While the needs assessment that accompanies this report serves as an example and a baseline assessment for the community, other needs assessment efforts would complement these results to enhance the current understanding of how technology can improve the community. 5.3.1 Needs IdentifiedNeeds identified so far - As discussed in the user and provider inventory summaries, there is a clearly perceived need for improved technological infrastructure and improved education and training for community residents. While respondents often expressed a need for education and training in the community, the interview process also revealed that telecommunication service users often had an incomplete awareness and understanding of the potential benefits offered by improved telecommunications services and infrastructure. Thus, the perceived need for improved infrastructure must be qualified by the fact that many users and potential users are unaware of existing potential. The need for education therefore exists at two levels; members of the community need more skills and training related to the effective use of telecommunications services and equipment and organizations need an improved awareness of existing resources and of the advantages and applications offered by up-to-date technology.> 5.3.2 Individual FocusIndividual focus - Most of the needs identified in the course of the research conducted for the report are targeted at the community or organizational level. However, a Community Network Implementation Plan should address the needs of all stakeholders and must take the needs of community residents into account. Residents may not benefit from a community network that they are not aware of, that they perceive as inaccessible, or from which they feel alienated. While the qualitative interview methodology employed with organizational users and telecommunications providers could also be applied to individual community members, a more quantitative approach such as a mail of phone survey would make sure that a broader segment of the population is represented. 5.3.3 Expanded FocusExpanded institutional or organizational focus - A quantitative approach would further assess the developing and diverse needs of a broader range of organizational stakeholders as well. While the qualitative interviews already conducted allow open-ended exploration of a variety of topics, these results could drive the design of a quantitative instrument to gather more input and feedback and rank the relative importance of various needs and to assess levels of awareness. A quantitative design would also be easier and less expensive to conduct among a much larger group of organizational respondents. A widespread survey would also serve the purpose of increasing the sense of inclusiveness among all community stakeholders. 5.4 Vision Statement - Step 4Develop a
vision and/or mission statement - After the needs of the community have been
assessed, community members should phrase their eventual goals for the community
network in the form of a vision or mission statement. The vision or
mission statement should be a broad conceptualization of the ongoing and
eventual purpose(s) of the community network; subsequent steps can establish
specific interim steps and short-term goals. While a the vision or mission
statement of a community network should remain focused, the vision or mission
statement may be multi-dimensional. Earlier community network examples,
such as some of those described below, broke new ground and consequently needed
more limited mission statements. The future efforts of Harlingen and
Brownsville can incorporate and expand on these examples. While the actual
vision or mission statement should arise from members of the network in response
to the community's needs, several scenarios suggest potential dimensions of
emphasis. 5.4.1 Economic DevelopmentLocal and regional economic development - The vision or mission statement can have the pragmatic goal of using the community network to improve the local economy. The Appalachian Center for Economic Networks (ACEnet - http://www.acenetworks.org/ in southeastern Ohio is a community network with a mission statement clearly reflecting this goal. ACEnet's mission statement reads, "The mission of ACEnet is to build the capacity of local communities to network, innovate, and work together to create a strong, sustainable regional economy that has opportunities for all." The statement identifies a long-term goal and focus of the organization, yet allows flexibility in the determination of specific tasks and efforts. 5.4.2 Education and AccessTechnology education, access, and training - Another vision or mission statement can visualize the advancement of community residents' technological knowledge and skills as an end in itself. Even if this is not the express vision or mission driving the network, education, training, and access are issues that each community network should address. Step 8 of this Community Network Implementation Plan further explores the need for education, training, and access specific to the resulting infrastructure established by this Plan regardless of vision or mission. However, this section provides some examples of community networks in which these issues ARE the explicit vision or mission. The PrairieNet community network of Champaign-Urbana, Illinois (http://www.prairienet.org/) has been in existence since 1993 with the following multi-faceted mission statement related to training, education, and access for the community: "Prairienet's mission is to:
La Plaza Telecommunity of northern New Mexico (http://www.laplaza.org/) has a similar mission statement: "La Plaza Telecommunity's mission is to improve communication and information sharing in Northern New Mexico by providing our rural tricultural communities with: 5.4.3 Information ExchangeInformation exchange - Although included as one facet of Prairienet's mission listed above, the goal of allowing, improving, and promoting information in the community is the sole mission of other community networks. Community networks with this type of mission usually place considerable emphasis on the development of a community web site that allows members to provide content and facilitates users' access to this content. Austin's Metropolitan Austin Interactive Network (MAIN - http://www.main.org/) is an example: "The Metropolitan Austin Interactive Network is a non-profit organization whose mission is to establish and operate efficiently a community-access computer network. The purpose of this network is information sharing and communication among the people and governmental, educational, commercial, cultural, religious, and civic organizations, in order to enhance lives and make the best use of community resources." 5.4.4 Services and ResourcesImprove
community services and resources - Both the social and technological
aspects of a community network can and should be used to enhance community
solidarity and quality of life. The mission statements of the Davis
Community Network (
http://www.dcn.davis.ca.us/)
and the San Diego Dialogue (
http://www.sddialogue.org/) both exemplify this dimension:
Davis Community Network mission statement: "The mission of the Davis Community Network is to strengthen the
community by helping people understand and benefit from participation in the
electronic information era." San Diego Dialogue mission statement: "San Diego Dialogue advances solutions now to this cross-border region's
long-term challenges in economy, environment and
equity." 5.5 Goals and Priorities - Step 5Establish goals and priorities - Once the overall mission of the community network has been established, measurable goals should be determined and prioritized. While the vision or mission statement outlines the general purpose of the community network, goals specify measurable outcomes that indicate the success of the network in fulfilling its vision or completing its mission. The goals of the community network and how they are prioritized are directly dependent on the vision or mission statement driving the network and are therefore also dependent on the specific needs identified by community stakeholders. The scenarios discussed below correspond to the mission statements discussed in the previous section. These scenarios are included primarily as illustrative examples; it is expected that goals and how they are prioritized will be largely unique for each community. Also, the scenarios of this step primarily illustrate how goals have been identified, phrased, and prioritized rather than how they have been pursued or accomplished. 5.5.1 Economic DevelopmentLocal and regional economic development - A Direct application of its mission statement, one of ACEnet's efforts to promote regional development was the establishment of the ACEnet Ventures Fund in 2000. This fund provides local business initiatives with start-up or expansion funds with flexible re-payment schedules when the initiative is considered too risky to qualify for banks or other loan funds. As described by ACEnet, a specific goal of this effort with a measurable outcome is identified as follows: "During the next five years, we expect that the fund will complete 180 investments, enabling 50 firms to move from a half million to $5 million in sales, and another 50 to grow substantially but less rapidly. This growth will create more than 1,500 new, high-quality jobs in our region. The fund staff will work closely with the businesses to ensure that the jobs created include benefits and career advancement opportunities through training for low-income community members." 5.5.2 Education and AccessTechnology education, access, and training - Prairienet was founded it 1993, but revised its goals in 1998 to update and clarify their focus and priorities. Most of these goals relate directly to the mission statement, but the list also includes more pragmatic concerns such as system reliability and obtaining funding. As posted on the Prairienet web site, the goals set in 1998 are:
5.5.3 Information ExchangeInformation exchange - Following it mission to facilitate the access and exchange of information, the Metropolitan Austin Interactive Network (MAIN) employs a web site that provides access. Other mission-driven goals are the provision of web site hosting to community organizations and web development training to give people and organizations better opportunities to share information and resources. MAIN clearly specifies that providing Internet access is not one of its priorities, though it voices it supports for the Austin Free Net that does pursue this goal. The delimitation of what a network's goals are not can be an effective way of prioritizing. 5.5.4 Services and ResourcesImprove community services and resources - The San Diego Dialogue's mission statement expresses the organization's emphasis on the "economy, environment and equity." Three equally important and overlapping goals further focus the activities and scope of the organization:
5.6 Strategic Plan - Step 6Draft a strategic plan to meet goals that includes responsibilities and timelines - Because this step is so dependent on the specific outcomes of the steps above and because the activities of this step are likely to be familiar to anyone with experience in a project-oriented organization, a listing of scenarios does not seem necessary nor appropriate. However, this fact does not diminish the importance of this step. Rather than a discussion of scenarios, this section will offer strategies to optimize the effectiveness of this process. The activities of Step 6 should continue the emphasis on widespread community involvement advocated in Step 2. Within the community network organization, each member should be assigned specific responsibilities corresponding to their area of strength or specialization. While concentrating responsibilities on the most experienced and familiar personnel would seem to further task-oriented efficiency, dispersing responsibilities heightens participants' feelings of inclusion and involvement. When a strong and stable community network is the goal, the means and processes, even if they are at first inefficient or awkward, are as important as the outcome. While a community network organization should strive for maximum involvement in decision-making, implementation can be left to specialists. This is particularly applicable to the implementation of the technological infrastructure. A community network organization should determine the outcome requirements of a data network; it should not spend time and resources on trying to specify its technical characteristics. However, the community network organization should be sufficiently informed of the overall technology environment to avoid being left at the mercy of profit-oriented vendors. The Technology Forecasting component of this report provides a comprehensive and detailed summary of relevant existing and likely imminent technological scenarios. Part of Harlingen and Brownsville's strategic plan(s) should include contact with as many potential vendors and service providers as reasonably possible. Once the community network organization has determined the outcome requirements of the technology network infrastructure or level of service needed from a provider, the organization should draft a Request for Information (RFI). The RFI will make potential vendors and providers aware of the network effort and their responses will provide estimates of costs and completion times that are likely to be more informed and more reliable than any internal estimates. Once the RFI has provided an awareness of alternatives, a Request for Proposal (RFP) will provide negotiable specifics and contractual requirements or service level agreements. 5.7 Grow the Network Infrastructure - Step 7Grow the network infrastructure - This step relates most directly to the technical aspects of the network infrastructure. While details of the network depend on the scope and needs of the community and the goals and mission of the CNIP, the network should have certain key characteristics regardless of the particular approach. Emphasis is on the need for the education and training of the local residents, businesses and service providers. The general rule is to use the public switched network and network service providers whenever possible. Avoid building or owning your own network infrastructure. The technology is too expensive and changes too quickly. It is better to let companies that provide communication services take this risk. Encourage the network infrastructure's growth, but do not try to create or recreate it yourself. Concentrate on educating users, aggregating demand, and articulating demand/needs to service providers. There are three primary technologies that will carry the bulk of network traffic: DSL, cable modems, and wireless (fixed and mobile, licensed and unlicensed). Think of these as the three legs of a tripod. To provide the variety of consumers, businesses, and geographic locations in the region with reliable network access, all three technologies are necessary. Encourage competition among the network providers employing these three primary technologies. Competition among them will help to bring prices down, but you need each of the three areas to be healthy businesses. TIF eligible parties should be encouraged to avoid infrastructure investments that harm CLEC's (and other competitors), especially in the wireless arena. TIF funding is a very valuable resource, but the emphasis in its use should be on connecting to public networks and filling in the coverage gaps (most likely with wireless and free space optical). Education, government and non-profit healthcare should be encouraged to use the services of Tex-AN in acquiring network connections and services. Southwestern Bell and AOL Time Warner are obviously the major players in DSL and cable modems respectively. Their presence in the market will bring tremendous advantages, and will become the primary network access method for most consumers and many small to medium-sized businesses. Southwestern Bell has made a multibillion dollar commitment to DSL. In some cases, the company may move more slowly than one might like, but its infrastructure is solid, and there are phone lines in many places where cable television does not pass (although DSL coverage is also limited). Southwestern Bell also has a major interest in and excellent relationship with Telmex, as well as extensive experience implementing wireless networks in third world countries. Southwestern Bell is a part of SBC, Inc. Its counterpart in California is Pacific Bell. Southwestern Bell can be encouraged to look to Pac Bell's activities in the several San Diego/Tijuana community network efforts as a model for possible initiatives in the Matamoros, Brownsville, and Harlingen. Southwestern Bell is also likely to react favorably to any initiative that tends to identify and aggregate bandwidth demand. In other words, find entities that need bandwidth and tell Southwestern Bell who and where they are -- this can significantly increase the rollout speed of DSL. AOL Time Warner will bring a major fiber optic regional network to the lower Rio Grande valley by the end of 2002. Their planned head-end in Pharr will serve as the central network node for twenty-seven cable television franchises and the associated Roadrunner cable modem service. Roadrunner's track record in Texas has been very positive. It typically gets much higher marks than the various DSL suppliers in terms of installation and customer service. Roadrunner is not inherently as secure as DSL (since it is a shared rather than dedicated connection) but this disadvantage may be overcome with VPN technology. AOL Time Warner is rumored to have conducted cross-border trials for both its television and cable modem services. Both Southwestern Bell and AOL Time Warner have a high level of motivation to pursue this possibility, and they should be encouraged to do so. The greatest untapped resources in terms of the network infrastructure are the electric utilities serving the region. Electric utilities can typically install fiber optic cable at much lower costs and more expeditiously than any other entity. It is true that communication is not their core business, so they may not have the interest or necessary management expertise to compete directly with other communication service providers, but this does not prevent them from entering this market. Utilities can install a fiber infrastructure and recoup their investment by simply using the network to "read the meter" and provide energy management and conservation services. If the utility does not want to enter the communication business it can lease the excess fiber capacity to communication service providers. Finally, the region has very good local ISPs, both wired and wireless. Also, Valley Telephone is a model of technology innovation and leadership. All these companies are highly motivated to participate in collective efforts to grow the network infrastructure and to educate users. 5.8 Education, Training, Access and Services - Step 8Provide education, training, access, and services for the community - As mentioned above, this step is the core mission of some community networks (particularly many of the oldest/earliest community networks). Because many exemplary community networks have already developed effective strategies for providing education, training, and access, the community network(s) proposed by Harlingen and Brownsville can incorporate this step and these strategies into a vision or mission with a wider or different focus. Providing education, training, and access is an essential activity of any community network, regardless of its specific vision or mission. Even if a general improvement of the technology-related knowledge and skill level of the community is not an identified goal of the network, the implementation of the community network will require the provision of education, training, and access relating to the specific characteristics of the community network. Several compatible and inclusive scenarios address these needs at either the general technology or specific network level: 5.8.1 Public AccessPublic Access Sites - A community network becomes more beneficial as more people use it. To benefit the entire community, the network should bridge the 'Digital Divide' and make a concentrated effort to include community members who lack the resources to obtain their own computer hardware, software, and Internet connection. Interviews with representatives from the public libraries of Brownsville and Harlingen found that the public libraries recognize the demand for public access and are working to improve the extent and quality of the public access they offer. With the implementation of a community network, the network organization should coordinate with the libraries to expand the availability of public access. The La Plaza Telecommunity of Northern New Mexico (www.laplaza.org) provides public access to its community network in a variety of locations among the communities it serves. In addition to the public libraries, schools, youth and family centers, municipal offices, and a dedicated community technology center provide public access, assistance, and training. 5.8.2 Access in the HomeHome Access - Some households may have hardware with the potential to access the Internet or a community network, but may be unable to afford the monthly fee typically charged for connectivity. In addition to public access sites, making connectivity available at low or no cost to economically disadvantaged community members would enhance the network and further facilitate bridging the Digital Divide. Many exemplary community networks (e.g., La Plaza Telecommunity, Prairienet, Park Ridge and Lockhart community networks) partially or completely subsidize access fees for those who could not otherwise afford them. 5.8.3 Computer RecyclingComputer Recycling - Access to a community network from the comfort and privacy of an individual's own home is the most desirable scenario for most community members. Though computer hardware and equipment often rapidly become obsolete for many uses, computers with minimal specifications can allow basic community network access. The Prairienet community network (www.prairienet.org) used an innovative approach by obtaining donated 486-model computers at minimal cost (an average of about $5 per CPU). Grant funding and corporate donations allowed the installation of modems and the addition of monitors for about $25 each per unit. Overall, Prairienet distributed about 700 of these recycled computers to low-income residents of the community. The recycled computers also served as an incentive to motivate these residents to attend the training sessions required to receive their computer. A detailed report of this initiative is available on Prairienet's web site at: http://www.prairienet.org/about/compfinalreport.phtml 5.8.4 Organizational ServicesOrganizational Services - Prairienet again serves as a good example of service and training initiatives. In addition to a widespread effort to provide training and access to low-income individuals, Prairienet targets services such as web hosting, consulting, and technical support to technology-poor social service agencies in the community. As mentioned in Step 2, The Davis Community Network provides technical assistance to its member organizations. Interviews with telecommunications technology users in the Brownsville-Harlingen area indicated an unawareness of and consequently a strong need for a community resource to provide technological assistance, information, and support. 5.8.5 TrainingTraining - A community network will be of minimal value if community stakeholders do not know how to use it effectively. Step 4 of this Community Network Implementation Plan recommends that general technology training and education be a goal of the network, but training specific to the network is necessary. Ideally, training specific to the network should be minimal. A well-designed interactive web site can serve as a user-friendly access portal for all community members to access all available services. Most users and stakeholders do not need to confront the "behind the scenes" infrastructure driving the network. An effective web site for the network can also reiterate the community identity. The Lockhart Community Network (www.lockhart-tx.org) web site illustrates the town with a cartoon drawing with banners promoting the town's identity as "the Barbeque Capital of Texas".
While an attractive web-based interface enhances the ease of the network's use, community residents on the technologically disadvantaged side of the Digital Divide may need to learn how to use computers and how to navigate the Internet. While interviews with local school districts indicate that most children in the area are learning these skills and experiencing computers and the Internet in their classrooms, interviews with telecommunications service providers indicate a widespread unawareness of technology-related skills and issues. Telecommunication users in the community further expressed a need for technology education and training, with one hospital administrator pointing out that some hospital nurses did not know how to use a mouse. While many community networks of the past rely extensively on traditional training methods such as classes, workshops, and seminars, a modern community network could allow interactive "hands-on" multimedia voice and video training. 5.9 Systems Engineering, Stakeholder Analysis and Zero Time - Step 9Apply Systems Engineering, Stakeholder Analysis and Zero Time principles throughout both the planning and the implementation processes of a Communities Network Solution - A systems engineering approach to communities networks begins with understanding the needs of the stakeholders and the articulation of requirements. It then becomes important to balance the needs of the stakeholders as well as capturing the derived and implied requirements through an stakeholder analysis. Perhaps the most important element in this process is the communication of all the requirements to everyone that is responsible for the execution so that pertinent specifications and task items can be derived. A creative element of this process is the evaluation of alternative solutions and the subsequent selection of an optimal one. One element that a communities-based network has in common with enterprises is that both need to do the following:
The stakeholders of an communities' network include suppliers, employees, customers, government (state, local, federal, international), standards bodies, competitors, not-for-profit agencies, investment community, economic development agencies, civic organizations, and academic institutions. Specific process elements to be considered include:
5.9.1 Specified Work ElementsSpecified Work Elements The use of specified work elements include the use of service level agreements (SLAs). SLAs are the formal specifications of work based on requirements. SLA's need to be verifiable and quantifiable. They are the staple of service transactions for the computer and telecommunication industries. Another work element is use of metrics. Common metrics are schedule-based and budget-based. Others involve cash flow analysis. More elusive metrics are connected to SLAs. These measure performance against SLAs or are product performance bound. 5.9.2 Zero TimeZero time is a strategy that accounts for the compression of time. As a strategy, it allows for the ability of an organization to react instantaneously, providing value for customers at every opportunity. Zero time allows for immediate response to when something needs to happen. At the heart of the process is its reliance on real-time networks enabled through the use of the Internet. Companies that have incorporated zero time principles have gained distinct advantage in the marketplace due to the swiftness of providing value to their customers. The characteristics of Zero Time Factors are as follows:
A Zero Time strategy needs to be at the heart of a network implementation plan for a communities knowledge network because the ability to manage knowledge in a timely and accurate fashion becomes a vital driver to create a network for the exchange of goods and services to and from the region, but also as a catalyst for the creation of a knowledge industry translating value to customers' profitability. 5.9.3 Implementation StrategyTo be able to manage a communities' based knowledge network a combination of different strategies are needed:
An example of this approach is to decide what the requirements are for high speed access (e.g., always on, uninterrupted video playback at 30 frames per second, maximum download time of seconds, not minutes) rather than specifying so many megabits per second or cache rates. Here the service level agreements agree to the performance characteristics of the stakeholders (which primarily means the user). Therefore, the implementation strategy is clear and concise, the party carrying out the service agrees to the level of service for the user (always on, uninterrupted video streaming, etc.). 5.9.4 Need for Real-time Knowledge BaseThe need for a real-time knowledge base is an absolute necessity to insure that the information is current. Therefore, all work flow must be initiated from a dynamic query. Processes and tools must also be embedded in the same workflow. Cooperative and collaborative tools are essential to be able to manage the communities' knowledge network. The real-time nature of the knowledge-base is perhaps the only to insure that instant feedback can occur and provide a mechanism for the network to mature toward a level five organization based on continuous improvement. In addition, it is also one of the best ways of incorporating zero-time practices within the organization in order to be transparent in both time and space. 5.9.5 Benefits of Real-time Knowledge BaseThe creation of a real-time knowledge base has real benefit for the communities' knowledge network because it serves as a tool to allow the organization to translate information into knowledge about operations at any given level at any time. In addition, it normalizes the database to place the information in one place accessible to all. Another benefit is that the knowledge base promotes cooperation throughout the region and throughout the world creating a distribution strategy whose power is its embedded knowledge of all aspects of the network and its operations. It also facilitates a 24/7 approach to workflow that allows for global interaction at any time of the day anywhere in the world. The net result is that performance is continuously moving forward because all work is captured in real-time and avoids the rehashing of previous work over and over. 5.9.6 Maturity Modeling for SuccessA communities' knowledge network needs to be managed by the process of using the Carnegie Mellon Maturity Model to set the goal toward a continuously improving organization capable of replicating quality measures across time and space. In addition, by using a common real-time knowledge database approach, all information created by a formal process of Requests for Information and Request for Proposals from vendors can be immediately indexed and interpolated for the creation of strategies that blend the requirements of all stakeholders. This truly serves as a catalyst for enormous cost savings and economies of scale particularly when this is combined as a regional response to wealth creation. 5.9.7 Nurturing Growth of Network and InfrastructureRequirements for Nurturing the Growth of a Communities Knowledge Network and its Technology Infrastructure:
The main propellant for the successful deployment of the network is the adherence and commitment for the sharing of real-time data in a zero time approach. If not used as a common language of network implementation, the network will fossilize and eventually die. The real advantage of this approach is that the network is not merely defined in terms of bandwidth, but rather in terms of the exchange of shared meaning; the ultimate response to effective communication for knowledge transfer and potentially the greatest accelerator for wealth creation. 5.10 Create a Knowledge Network of Networks - Step 10Create a network of networks with a commitment to education - As with step 9, this step is a universal approach that should be applied to all previous steps and all efforts pursued by the community network organization. The "knowledge network of network" principle applies at several levels.
5.10.1 Unite Existing Network OrganizationsFirst, Harlingen and Brownsville should bring together existing network organizations such as Digital Brownsville and the Valley Information Alliance (VIA) Consortium sponsored by the public libraries. Once the community has consolidated its existing resources, the community (however it has been defined) should expand the scope (and consequently the benefits) of the community network. While this project focuses on the municipalities of Brownsville and Harlingen, the project relates to the CBIRD initiative that encompasses a much wider area. 5.10.2 Consult Experienced Community Network PersonnelSecond, the network of networks principle should drive planning and decision making by using other community networks as examples and resources. In the extensive review of community network efforts conducted for this project, we found that most community networks are public initiatives and information about their efforts, characteristics, and experiences are widely and easily available. Overall, principle personnel in both specific community networks and in community network organizations were very helpful and responsive to requests for interviews, information, and suggestions. The community networking efforts of Harlingen and Brownsville should actively develop contacts and relationships with these types of knowledgeable people to gain the benefit of their experience and expertise. 5.10.3 Create a Communities Knowledge Network of NetworksThird, the network of networks principle applies to creating a Communities Knowledge Network of Networks to allow mutual education among the community stakeholders. This Communities Knowledge Network of Networks should include:
The Knowledge Network of Networks has several key needs:
5.14 Potential Act. 4 Concluding Comments - Policy & Regulation Recommendations"Cities tend to be the electronic hubs for telecommunications networks and they often are concentrated centers of business and communication that demand advanced telecommunications systems and services. Telecommunications infrastructure has long been considered a strategic tool for economic growth, and in today's information economy municipalities, rural towns as well as urban cities are well aware of the potential benefits that might be gained by possessing an advanced telecommunications network" (Strover, S. and Berquist, L. 1999, November). "Increasingly, city and county governments have economic incentives to develop internal communications networks to save taxpayer dollars. Local government's abilities to provide public information more efficiently online are enhanced with advanced telecommunications capabilities. In addition, cities with municipal utilities have existing telecommunications networks for utility management purposes. As the primary tenant of a public network, cities have the ability to share excess network capacity with other institutions, businesses, or residents" (Strover, S. and Berquist, L. 1999, November). "[U]niversal service is not exclusively a federal or state government interest. Cities desire telecommunications services (particularly advanced telecommunications services) for every residence, business, and institution in the city in order to realize the economic development possibilities. However, the Telecommunications Act of 1996, while maintaining universal service goals and promoting discounts to schools and libraries, does little to promote access to advanced telecommunications services for residences, nor does it adequately make provisions for regions in which normal market forces of supply and demand translate into a paucity of services or service choices" (Strover, S. and Berquist, L. 1999, November). |
Published On: 12/13/2001 1:52:42 AM Version:1.01a