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economic development, students and education, and healthcare - especially related <br />to the on-going pandemic. The network also ensures the County will have control of <br />its broadband future and self-determination in supporting its residents. Important <br />elements included that should be reviewed in detail is the survey results, <br />conceptual network design, estimated cost both capital and operating cost, high- <br />level financial outputs, business model assumptions and recommendations going <br />forward. <br />PASSIVE AND ACTIVE MODELS <br />Risk aversity of key decision makers is a critical consideration in broadband not so <br />much for the infrastructure itself—deployed fiber generally has strong Icng-term <br />value as a real asset. Instead, risk comes from uncertainty about trade -o -f with <br />other infrastructure and programs that need investment and about who will use <br />the broadband infrastructure in the short-term. The County will certainly reduce its <br />recurring costs for connectivity as soon as its deployed. It will eliminate cost and <br />infrastructure barriers to new network -dependent applications or services, but <br />that's relatively ill-defined, future benefit. <br />Full Retail <br />Public - <br />Broadband <br />Private Services <br />Partnership v� <br />(P3) zone`�� .• Business -only Retail Active <br />taL0<+ .••' Broadband Services Models <br />�eyaa,. Open Access/Wholesale <br />U_ Transport Services <br />Public Sector <br />Connectivity Services <br />A,. <br />Infrastructure -only Passive <br />Provider Models <br />Public Policy <br />10 <br />Public Control <br />Figure 1: Risk Reward Model <br />H <br />www.MAGELLAN-ADVISORS.com 183 <br />