In 2014, Broward County completed its transition from an expensive leased data, video, and voice communications system to its own fiber network. The southern Florida county is now saving $780,000 per year with plenty of room to grow. With the transition to an IP-based telephony system, the County also saves and additional $28,000 per year.
Pat Simes, Assistant CIO of the county, recently contributed a profile on the project to Network World.
In 2009 when the network was too slow to be effective, county staff knew they had to act. Costs were increasing 15% each year as the number of lines grew and the demand for bandwidth increased. The County also had to provide funding to reach locations that the carrier’s network did not serve. The situation made it difficult to budget; there was always a need to fund unexpected expansions and increasing service.
Several groups in Enterprise Technology Services (ETS) began working together to develop a way to improve systems for both groups:
Working together the teams developed a 3-year strategic initiative to upgrade Broward County to a 10 GigE core network infrastructure. Part of the plan called for reducing complexity and duplication of infrastructure, so the County also decided to converge the voice and data networks and, with voice and data traversing the same circuits, network redundancy would have to be increased because a single line outage could cause a location outage for both critical services.
As Broward County developed the new network, they faced an 18 month deadline. The contract with the incumbent was set to expire and the parties would then move to a month-to-month arrangement. That plan would increase the County’s costs by 50%. Martin County, located north of Broward, faced a similar situation when they set to develop their county-woe network. Read more about Martin County’s incredible savings in our report, Florida Fiber: Martin County Saves Big with Gigabit Network.
Fortunately, the ETS Team was able to share conduit space with the state Department of Transportation (DOT) to cut costs and reduce deployment time. Martin County struck up a similar working relationship to dramatically reduce time and expense.
After a six-month design phase and a four-year construction period, the County’s 41-mile underground fiber optic backbone now provides voice, video, and data. The network provides 10 gig capacity to 21 county facilities. The County spent approximately $2.5 million to build the fiber network.
One of the most important characteristics of local government will always be accessibility to constituents; reliable telephony is a must. Broward County knew that the new network would mean a phone system change. ETS chose an IP-based system, which was half the cost of a non-IP based system.
County staff now engage in video conferencing and have access to soft phone technology, allowing them to make phone calls over the Internet. The IP system is scalable to tens of thousands of phones as the county’s needs grow.
The IP-based system cost a total of $2.3 million, which included telephones, applications, licenses, voice mail, call centers and servers for 30 locations. The system costs $100,000 per year as compared to the legacy system, which was $700,000 per year.
We have encountered a number of other agencies that found significant savings by using publicly owned infrastructure for telephony. Notably, Austin Independent School District (AISD) in Texas. AISD partnered with several other Austin area agencies to eventually deploy the Greater Austin Area Telecommunications Network (GAATN), completed in 1998. AISD faced an estimated $3 million cost for telephones in 1988. Their $18 million contribution to the project paid for itself in less than 3 years.
Broward County has positioned itself to save millions over time, ensured a reliable system, and controlled its telecommunications costs. Florida has state barriers limiting how the county can use its fiber for economic development or to improve residential service but if that situation changes in the future, Broward County has a valuable economic development tool already in place.