2026-06-12_Buckeye ITS Strategic Plan - 2026 FINAL.pdf
Extracted text (via pymupdf)
145301 characters
June 2026 i Acknowledgements The development of this ITS Strategic Plan would not have been accomplished without the continued participation, input, and direction from the following City of Buckeye departments: Program Management Office Information Technology Police Water Resources Public Works Fire ii Definitions and Abbreviations ADOT: Arizona Department of Transportation ARIS: AZTech Regional Information System ATSPM: Advanced Traffic Signal Performance Metric System AV2: Advanced Vehicle-to-Infrastructure Communications BUSD: Bus Department CCTV: Closed Circuit Television CIP: Capital Improvement Project DMS: Dynamic Messaging Systems EMC: Emergency Management Center EOC: Emergency Operations Center EVP: Emergency Vehicle Preemption FTE: Full-Time Employee GIS: Geographic Information Systems HAWK: High-Intensity Activated Crosswalk IGA: Intergovernmental Agreement IMSA: International Municipal Signal Association ISP: Internet Service Provider ITS: Intelligent Transportation Systems JOC: Job Order Contract LIU: Light Integration Unit LPA: Local Public Agency MAG: Maricopa Association of Governments MCDOT: Maricopa County Department of Transportation O&M: Operations & Maintenance OSP: Outside Plant P3s: Public-Private Partnerships PD: Police Department PHB: Pedestrian Hybrid Beacons iii PIO: Public Information Officer PSAP: Public Safety Answering Point PSEP: Public Safety Executive Partnership RADS: Regional Archive Data System RCN: Regional Community Network ROW: Right of Way RRFB: Rapid Rectangular Flashing Beacons RTIC: Real Time Information Center RWC: Regional Wireless Cooperative TCP: Traffic Control Plan TIP: Transportation Improvement Program TMC: Traffic Management Center TMP: Transportation Master Plan TSOP: Traffic Signal Optimization Program iv Table of Contents Definitions and Abbreviations ............................................................................................................ ii Vision and Overview ..........................................................................................................................1 ITS Network Vision .................................................................................................................................... 2 Growth Since 2017 .................................................................................................................................... 3 Benefits of a City-Owned ITS Network ...................................................................................................... 7 Needs for Updated Plan ............................................................................................................................ 7 ITS Network Strategy Development .................................................................................................. 10 Strategy and Deployment Phasing .......................................................................................................... 10 Implementation Timing ........................................................................................................................... 11 Priority Facilities for ITS .......................................................................................................................... 11 Aligning ITS with Other City Plans and Projects ...................................................................................... 12 Network Topology Alternatives .............................................................................................................. 14 ITS Network Recommendations........................................................................................................ 17 Infrastructure Track ................................................................................................................................ 20 Network Topology Recommendations ............................................................................................... 20 Fiber Infrastructure ............................................................................................................................. 24 Future-Ready Infrastructure ............................................................................................................... 30 Systems Track .......................................................................................................................................... 32 Staffing Track .......................................................................................................................................... 33 Proposed Staffing Plan ........................................................................................................................ 33 Operations and Management Staffing ............................................................................................... 35 Maintenance Staffing .......................................................................................................................... 39 Partnering Track ...................................................................................................................................... 40 Buckeye ITS and Other Internal Departments .................................................................................... 40 Buckeye ITS and Other Arterial Agencies ........................................................................................... 41 Buckeye ITS and ADOT ........................................................................................................................ 42 Buckeye and MAG ............................................................................................................................... 42 Implementation Funding Plan .......................................................................................................... 43 City Capital Improvement Program (CIP) ............................................................................................ 43 Joint Funding Between Departments ................................................................................................. 44 Development Driven Projects ............................................................................................................. 44 Regional Funding Sources ................................................................................................................... 45 Competitive Grant Funding................................................................................................................. 46 ADOT Local Public Agency Program .................................................................................................... 46 Privatized Sources ............................................................................................................................... 47 Operating and Maintaining the ITS Network ..................................................................................... 48 v ITS Network Operations Plan .................................................................................................................. 48 Daily Recurring Management ............................................................................................................. 48 Non-Recurring Event Management (Incidents, Work Zones, and Special Events) ............................. 48 Traveler Information Management .................................................................................................... 49 ITS Network Maintenance Plan ............................................................................................................... 50 Fiber Maintenance .............................................................................................................................. 50 Equipment and Maintenance Requirements ...................................................................................... 51 Lifecycle Replacement ........................................................................................................................ 51 Recommended Funding Program ........................................................................................................... 52 Staff Training and Resources ................................................................................................................... 54 Updating the ITS Strategic Plan......................................................................................................... 55 Reasons to Revisit ITS Recommended Strategies ................................................................................... 55 When to Update the ITS Plan .................................................................................................................. 55 Summary of Figures Figure 1: Uses of ITS Network Infrastructure or Systems ............................................................................. 1 Figure 2: Existing City ITS Network Map ....................................................................................................... 4 Figure 3: Existing City TMC Located at Buckeye City Hall East at the Landing.............................................. 5 Figure 4: City Fiber Rings and 10-Gig Locations .......................................................................................... 22 Figure 5: City Traffic and HAWK Signal Locations ....................................................................................... 23 Figure 6: City ITS Wireless Network Map .................................................................................................... 25 Figure 7: City ITS Network Master Plan Map .............................................................................................. 26 Figure 8: City ITS Fiber Phasing Plan Map ................................................................................................... 27 Figure 9: Future Staffing Plan for ITS Network ........................................................................................... 35 Summary of Tables Table 1: Network Topology Alternatives .................................................................................................... 15 Table 2: ITS Network Recommendations by Timeframe ............................................................................ 18 Table 3: ITS Network Cost Estimator .......................................................................................................... 28 Table 4: Cost Estimates for Fiber Ring #1 Completion ................................................................................ 29 Table 5: Cost Estimates for Fiber Ring #2 Completion ................................................................................ 30 Table 6: Cost Estimates for Fiber Ring #3 Completion ................................................................................ 30 Table 7: Guidelines for Future Technology Options ................................................................................... 31 Table 8: Fiber Infrastructure Maintenance Guidelines ............................................................................... 51 Table 9: Fiber Infrastructure Lifecycle Timeframe Guidelines .................................................................... 52 Table 10: Annual Operations and Maintenance Funding Recommendation ............................................. 53 1 Vision and Overview The goal of the Intelligent Transportation Systems (ITS) Strategic Plan is to identify strategies and tools that enable the City to manage its transportation network more efficiently. ITS includes communications and field technologies that are integrated into the transportation network such as traffic signals, cameras, fiber optic communications, and central management software, as well as connectivity to city buildings, water facilities, public service buildings, parks and other vital city infrastructure. ITS technologies are widely deployed throughout the Maricopa Association of Governments (MAG) region, Arizona, and the world. Figure 1 shows various connections made through ITS network infrastructure or systems. Figure 1: Uses of ITS Network Infrastructure or Systems The City of Buckeye is in a unique position to update its plan and continue to support the growth of the City in both geographic size and population as it faces distinct and complex challenges in establishing reliable connectivity across its expansive 600-square-mile planning area. Natural and man-made barriers — including isolated communities, interstate highways, state routes, railroads, and canals — further complicate this effort. As one of the fastest-growing cities in the country, Buckeye must develop infrastructure that is not only robust and scalable but also agile enough to adapt to rapid growth and regional development. To address these demands, the City of Buckeye has crafted a strategic, multi-layered approach to building a resilient communications network, ensuring continuous operations across all departments, particularly those critical to public safety, water resources, transportation, and emergency response. 2 ITS Network Vision The goal of this ITS Strategic Plan is to provide the City with guidance for assembling a complete and robust ITS network so that Buckeye can actively coordinate, operate, and manage their transportation network. The goal of the City is to deploy fiber conduit and fiber capacity strategically and economically based on development, growth, and operational priorities. In addition, to ensure continuous investment in maintenance, operations, management, and budgeting to support ongoing and future deployment. The ultimate objective is to provide every city facility with robust, redundant, and reliable connectivity. As such, City staff has an ultimate vision for an ITS network that allows the City to: Optimize the capacity of the transportation system, improve safety, and reduce peak-hour demand on gateway arterials by facilitating active operation and management of the transportation network and coordinating with neighboring agencies for cross-jurisdictional operations. The vision statement established as part of the original plan was broken down into manageable and implementable recommendation “tracks” to guide the City in the development of their ITS Network: Optimize the capacity of the transportation system, improve safety, and reduce peak-hour demand on gateway arterials…. INFRASTRUCTURE …by facilitating active… SYSTEMS …operation and management of the transportation network… STAFFING …and coordinating with neighboring agencies for cross-jurisdictional operations. PARTNERING These tracks will be used throughout this update to identify updated recommendations for the City to work towards for the next 10+ years. 3 Growth Since 2017 The ITS Strategic Plan outlines the existing conditions and future needs for the City of Buckeye’s ITS infrastructure and management. Since the completion of the original plan in 2018, several structural and operational changes in the City warrant an update to address the current vision and goals. INFRASTRUCTURE The City of Buckeye has made significant progress in deploying fiber optic infrastructure to support ITS operations. However, there are specific needs identified to ensure the ongoing development of an ITS network: Transportation Network: As indicated in Chapter 1 of the City’s Transportation Master Plan (TMP), Buckeye’s population is anticipated to increase by more than 500 percent between 2016 and 2050. The growth of the transportation network is being led by development. There are currently no construction moratoriums allowed within the City that would support City growth while preserving community and livability. The City has experienced significant growth, becoming one of the fastest growing cities in the United States with a greater land area than the City of Phoenix. To support this growth the State of Arizona has planned new roadway construction including SR 30 (Tres Rios Freeway) that will run through Buckeye as a new east-west freeway south of I-10, starting near SR 85 (Hazen Road area) and heading northeast, eventually connecting to Loop 303, then Loop 202 in Goodyear/Avondale, and continuing to I-17 in Phoenix, relieving West Valley congestion with segments planned over time. Fiber Network Expansion: The current fiber network connects key traffic signals and infrastructure but requires expansion to meet future demands. Future tasks include linking well sites, water facilities, park locations, fire and police departments, and the airport, among others, which will significantly improve the reliability and coverage of the network. Expansion is necessary not only to accommodate the growing demands of the City's infrastructure but also to enhance operational efficiency during high traffic periods and emergencies. The expansion should focus on establishing direct connections and ensuring that all critical areas are integrated into a unified network that can support real-time data flow and communication. To support the fiber expansion the City should update their fiber infrastructure details and specifications to support design and construction in City Capital Improvement Program (CIP) and development. While collaborations with ADOT remain vital for regional connectivity and data sharing, developing self-reliant rings will better safeguard city operations against potential disruptions. These rings form the backbone of the City's ITS infrastructure, providing stable and reliable communication channels. Figure 2 provides a map of the existing ITS network and identifies ownership of the fiber. 4 Figure 2: Existing City ITS Network Map 5 GIS Data Integration: The existing GIS database, which contains mapping of the current fiber deployment, shows what devices and city buildings are connected by fiber and will need to be combined with locations of future ITS infrastructure. An updated GIS database will map out current fiber connections and plan new deployment areas (fiber paths, signals, city buildings). Centralizing this data will provide a comprehensive view of the city's fiber network, facilitating efficient planning and implementation of new projects. Micro-Duct Installations: The Engineering Department has developed a joint trench detail to include two 7-way micro-duct conduits in water line projects that offer the ability to close ITS network gaps or to provide a connection to new facilities (i.e., well sites or pump stations). In addition, Section 6.2 of the City’s Design Standards has been revised to include 7-way micro-duct conduits for developer and City CIP projects. These standardizations will be utilized to future-proof the city’s infrastructure. By embedding micro-ducts in water line projects, developer/CIP projects, the city leverages the "Dig Once" principle to minimize disruption and reduce costs related to infrastructure deployment. Regular updates and adherence to this standard will facilitate continuous expansion and maintenance of the city's fiber network, keeping pace with technological advancements and growing demand. SYSTEMS • Current Traffic Management Center (TMC) and TMC Operations: The existing TMC is currently located at the Program Management Office off I-10 and Verrado Way and is only temporary. Given their current setup, the TMC must adapt to managing a growing inventory of traffic signals and ITS devices efficiently. The current connection to the Regional Community Network (RCN) is a 10G link to ADOT on one side and an incomplete connection to Goodyear on the other. Analyzing the effectiveness of the current setup and identifying areas for improvement will be key to optimizing TMC operations. Figure 3 shows the existing City TMC implemented in 2025. Figure 3: Existing City TMC Located at Buckeye City Hall East at the Landing • Future TMC Location Considerations: Preferred locations for the final upgraded TMC include proximity to major transport arteries like I-10, ensuring robust connectivity. The Public Safety Admin Building is highlighted as a potential site requiring adequate square footage for operations and accessibility to fiber communications. The current TMC configuration needs to be adjusted as the number of signals managed approaches and exceeds 100. There are currently 44 signals managed by 6 the City. Over this threshold, considerations for upgrading, moving, or combining as a joint Emergency Operations Center (EOC)/TMC become crucial. Closed-Circuit Television (CCTV) Camera Expansion: Extending CCTV coverage to city parks and other critical areas ensures comprehensive monitoring capabilities. Expanding coverage to include high-traffic and vulnerable areas, and other city-owned buildings, will enhance the City's ability to monitor and respond to incidents swiftly. Dynamic Message Signs (DMS): Addressing the current lack of DMS for real-time traveler information is needed. Collaboration with existing systems like Waze to integrate and utilize traffic data will enhance the City's ability to manage traffic conditions dynamically. DMS will provide timely updates to drivers, informing them of traffic conditions, incidents, and alternative routes. Strategically placing DMS at key locations will ensure broad coverage and maximize their impact on driver behavior and traffic management. Wireless Backhaul: Wireless backhaul acts as a secondary communication pathway, ensuring continuous data transmission even in the event of fiber outages or damage. Wireless backhaul facilitates rapid deployment in areas where fiber installation may be delayed or impractical due to environmental or logistical constraints. Maintenance Schedules: Instituting end-of-life schedules for equipment and maintaining a preventive maintenance plan will ensure ongoing functionality of all ITS devices. STAFFING Current Staffing: The current City staffing consists of traffic signal technicians, GIS analysts, and other specialized personnel who support the day-to-day operations and maintenance of the ITS network. The IT staff supporting the City’s ITS Network are currently contracted staff from a contractor, not employees of the City. Future Staffing Requirements: As the ITS infrastructure grows, the City will need additional technicians to manage and maintain the network effectively. This includes deploying an adaptive control solution system. This software solution provides City staff with the ability to enhance traffic signal control and incident detection capabilities all from the TMC. Discussions have suggested that one technician can handle 10 to 15 signals. Currently, the city has 80 signals which include those running, in design, under construction, or about to activate, and expects to reach 100 signals within the next three years. Identifying clear roles and responsibilities for each technician will streamline operations and ensure efficient utilization of resources. Investing in training and development will equip staff with the necessary skills to manage advanced ITS infrastructure and adapt to evolving technologies. PARTNERING Collaboration with ADOT and ISPs: Exploring partnerships with ADOT and Internet Service Providers (ISPs) such as Crown Castle, Zayo, Cox, and Wyyred to complete fiber rings and reduce blind spots in the city’s network. These partnerships will facilitate the expansion of the fiber network, leveraging the expertise and infrastructure of established providers to enhance coverage and reliability. Regional Sharing Initiatives: Engaging in West Valley's regional sharing plan and connecting to the Regional Community Network (RCN) will advance better data sharing and coordination across municipalities. Sharing data and insights with neighboring municipalities will be used to improve response times to incidents. Coordinating efforts and resources at a regional level will optimize traffic flow and enhance public safety across broader areas. 7 Public-Private Partnerships (P3s): Investigating opportunities for public-private partnerships and Co-Op agreements to facilitate infrastructure development and maintenance while adhering to the Dig Once preference. Collaborating with private entities will also ensure that maintenance and upgrades are conducted seamlessly, reducing the burden on city resources and enhancing the sustainability of the ITS program. STAKEHOLDER INVOLVEMENT City Departments: Key departments such as IT, Transportation, Public Works, Police, and Fire in workshops and meetings align the strategic components of connectivity infrastructure. Collaboration within these departments was used to create a comprehensive ITS strategy that will ensure all departments are aligned with the strategic goals and that their needs and insights are considered in planning and implementation. Benefits of a City-Owned ITS Network Some qualitative benefits of a City-owned fiber network include, but are not limited to: Having a City-owned and operated fiber network, the City will not require contracts with third party private providers like Century Link, Cox, Verizon, AT&T, etc. for network communications, service, and maintenance between City facilities. The City can (and has) taken advantage of disturbed dirt during capital or development construction projects in the roadway to include pull box, conduit, and fiber cable infrastructure at a fraction of the cost of installing individual fiber projects. With a municipal fiber network, each piece of the communications network is controlled and managed by the City. The City can control who manages, maintains, operates, and uses the network. This can be an added layer of security. No longer restrained by scarce bandwidth, the City would be able to meet its future needs as they emerge, and scale to greater speeds without needing to wait to be able to afford the additional bandwidth. The City can make the conduit infrastructure available to commercial clients, providing more services for commercial clients and allowing them to expand their businesses in the City while generating revenue for the City. City departments can improve the operations and maintenance of their own existing utilities. A farther-reaching fiber network with better, faster, and expanded services will increase the efficiency of City operations and reduce costs. Using the improved fiber network, the City can improve security by quickly accumulating more data from more City locations. Centralized management and redundancy in the network will allow for a more reliable network. Improved asset management and trouble ticketing will identify failures and repairs needed before the public user calls into the City for help. Law enforcement can better perform their duties as they can monitor them more effectively for any possible incidents. Needs for Updated Plan An ITS strategic plan and a city ITS network can affect and benefit many facets of a city and its different departments. Because of this, it is important, as part of this ITS Strategic Plan effort, to ensure that the process of developing the Plan is highly participatory and reflects the needs of the entire City, not just 8 for traffic purposes. Having citywide support for the ITS network will enhance the longevity of the Plan, as well as maximize the efficiency of the ITS network and the investments that the City makes as part of it. One Technical Advisory Group meeting was held in October 2025 and another in January 2026 comprised of City staff from a variety of departments. The structure of the original plan was held intact and refreshed through coordination with the Technical Advisory Group to confirm direction for the City’s ITS network for the next 10+ years. The following are a set of needs generated through group discussions as referenced by the original plan and forecasted based on existing conditions and interdepartmental coordination shown beneficial for the City to pursue. INFRASTRUCTURE Needs include: Build out “equipped” corridors for active traffic management including a baseline of the following infrastructure: • Fiber Communications -- To all assets (preferred), with backup being wireless backhaul to fiber backbone which is not as reliable or redundant as fiber communications. • Detection -- Including lane-by-lane detection at the intersection, advanced detection where applicable (preferred), and Automated Traffic Signal Performance Metrics (ATSPM) provided by signal controllers. • Closed-Circuit Television Cameras (CCTV) -- At all major arterial intersections with pan, tilt, zoom capabilities and potentially integrated detection (preferred), shared viewing capabilities of CCTV on City vehicles that can serve as probe vehicles moving around City (public works, transit, etc.). Arterial Dynamic Message Sign (DMS) -- Only to be used where the City plans to utilize them regularly for freeway incident detour routing, special events, or other relevant traveler information messages, for example, along Yuma, Miller, Watson, Verrado, Sun Valley Parkway and future Turner Road. High-Intensity Activated Crosswalk (HAWK) -- Generally used along bicycle or pedestrian trails crossing major arterials to support vulnerable road users’ mobility and safety, preferred over Pedestrian Hybrid Beacons (PHB) or Rapid Rectangular Flashing Beacons (RRFB) that do not get treated like a traffic signal by vehicles. Emerging Technologies -- Advanced Vehicle-to-Infrastructure (AV2) communications, IoT-based real- time monitoring, autonomous vehicle readiness, and Smart City traffic optimization initiatives will all become realistic and viable considerations for the City to pursue, but not until the communications to the City facilities and assets are reliable, redundant, and robust enough to carry the data traffic required for this advanced computing. Moratorium Process -- The City currently does not have a process for limiting construction times or lane closures when there is an anticipated heavy travel demand on the transportation network. As the City is experiencing increased traffic delay caused by growth and economic development, it will be important for the City to reduce the impacts of that growth on the ability to live, work, and play in the City to maintain a high standard of living in the community. Construction moratoriums are regularly employed by other agencies in the region and across the country to support community mobility through growth. Centralized Location -- The TMC’s final location needs to be identified. The City will need to find a centralized location with proximity to existing fiber infrastructure and should be combined with Police Real Time Information Center (RTIC) or training/Emergency Management Center (EMC). 9 SYSTEMS Needs include: Enhanced and dedicated traffic signal timing along key corridors could support detouring freeway traffic onto the City’s transportation network more effectively. Utilize regionally available data from the public or private sector. The City will continue to look for more detailed data. Establish a mechanism to track fiber assets and ITS path management that will be important as the City’s ITS network grows, and usage is more widespread across Departments and in sharing with other agencies. Establish a mechanism to track maintenance activities and lifecycle replacement needs over time. STAFFING Needs include: Limited staffing cannot support 24x7 traffic management capabilities such as managing detouring freeway traffic or traffic incidents – operations and management staffing is needed to react to activities occurring on the network that may impact incident and emergency response times and create additional traffic congestion and delay. The City will need employee staff capabilities to manage the network and not always rely on contracted staffing. At minimum, a redundant set of staff that can serve as a backup to contracted staff should be in place. As the amount of infrastructure and assets increases, there needs to be associated growth in number of staff to operate and manage assets to make the most use of investments. Dedicated staffing or available contracts need to be established to support ongoing maintenance of assets, repairing damaged assets, and blue staking of assets to make sure investments are well-kept and functioning. PARTNERING Needs include: Continue partnering between City departments to support the ITS network build-out, including fiber conduit, pull boxes, cabling, and ITS equipment at traffic signal installations. IT, Police, Fire, and Public Works are all strong existing partners to the Transportation staff managing the ITS network to bolster the communications and capabilities of supporting public service for the City. Continue to leverage the relationships with private sector telecommunications providers to share conduit and pole assets, collaborate on planning, and lower deployment costs for both the private providers and the City. Where fiber or wireless deployment is not immediately feasible, leased circuits from private telecommunications providers can ensure continuity. These leased paths should be carefully selected to provide diverse, resilient routes. As fiber rings are complete, leased lines should be evaluated if they are needed for redundancy or can be cancelled for cost savings. Work with neighboring jurisdictions to strategically plan for, cooperatively fund, and regionally operate infrastructure that crosses jurisdictional boundaries serving regional purposes. Key partnerships will include ADOT, MCDOT, the City of Goodyear, and the City of Surprise. 10 ITS Network Strategy Development Strategy recommendations involve identifying specific strategies or recommended projects that will help develop and expand the Buckeye ITS network. These recommended ITS strategies are aligned with funding sources and other funding opportunities to provide the City with a prioritized list of projects that may qualify for regional funding (to help build the City’s ITS infrastructure). Strategy and Deployment Phasing The City’s ITS network infrastructure has been developed and designed by a phased approach strategy that allows deployment of ITS devices in areas where permanent communication infrastructure is not yet available. Although some of these strategies may be temporary, it ensures all sites have some sort of network connectivity which supports not only transportation operations but also public safety situational awareness through the integration of traffic signal cameras and roadway monitoring systems into the City’s RTIC. Below is the recommended progression of communication connectivity as infrastructure expands throughout the City: Phase 1 – Initial Deployment Newly developed areas or locations where communication infrastructure does not exist. For projects that fall into the Phase 1 category, it is recommended that ITS devices such as traffic signal controllers, CCTV cameras, detection equipment, environmental sensors, and temporary message boards initially rely on cellular or satellite communications for connectivity until higher capacity backhaul infrastructure can be implemented. Phase 2 – Wireless Backhaul Deployment As the City expands the ITS network system, the next step is to deploy high-speed wireless backhaul links between ITS field devices and City network aggregation points. These high-capacity point-to-point or point-to-multi-point wireless systems are recommended for areas where fiber construction may be delayed due to development timelines, right-of-way constraints or funding availability. Wireless backhaul links should be designed to connect to strategically located aggregation hubs that will eventually tie into the City’s fiber backbone. Phase 3 – Fiber Backbone Integration The City’s long-term goal is to migrate all wireless connections over to a fiber-based communications backbone as fiber infrastructure becomes available along a corridor. This will provide full operational capabilities of the ITS infrastructure including high-definition and multi-stream video surveillance, real- time traffic signal coordination, regional data sharing, advanced traffic management systems and Smart City applications and data analytics. Phase 4 – Hybrid Architecture with Wireless Redundancy Given that the City’s long-term goal is to have all ITS devices connected to a fiber-based communications backbone, strategic wireless backhaul links should be retained to provide redundancy and resiliency in critical locations. This hybrid architecture will provide multiple communication paths and support continuity of operations during fiber cuts/construction damage, equipment failures, and emergency incidents or disasters. It is also recommended to provide redundant wireless paths at major traffic 11 corridors, TMC connections, public safety facilities, key ITS aggregation hubs and regional network interconnection points. Implementation Timing Timing plays a vital role in achieving the goals set for the ITS network in Buckeye. Some strategies are outlined as smaller tasks that can be implemented in-house, while other strategies will require coordination with other departments and/or other agencies and may take many years to implement. Because of the number of strategies that have emerged that are important to the future of the City’s ITS network, a phased approach is recommended to strategically build out the network infrastructure and capabilities. Timeframes are described below: Near-Term (1-2 Years) Activities that should be started right away. While some near-term projects have no associated costs and require minimal effort (low hanging fruit), they are still important steps towards growing a City Fiber network. Other near-term recommendations should be started now, or as soon as funding can be identified for them and may require a greater amount of time and coordination to accomplish. Mid-Term (3-5 Years) Activities that may require funding, time for integration or planning, assistance or participation from interdepartmental or regional partners, and/or a moderate amount of effort to implement. Long-Term (5-10 Years) Activities that require funding, a planned implementation process, extensive support, and/or external support and are likely dependent on the successful implementation of immediate and near-term activities. Priority Facilities for ITS The process of strategic planning guides the City in further bolstering the City’s fiber network and TMC capabilities now that a solid foundation has been set in both areas. The City identified in the original plan to implement a TMC by the year 2025, which was completed. The City desires to expand its capabilities to support functions that impact the traveling public and emergency responders daily. Priority facilities have been identified in the City for various reasons. During meetings with various City departments, certain roadways and intersections were consistently identified as having safety and mobility challenges that could be directly addressed through an ITS network or infrastructure solution. Buckeye roadways shown below are identified as current high-priority facilities warranting robust situational awareness infrastructure including communications, detection, and cameras (* indicates new corridor identified since original plan): Miller Road Watson Road Dean Road* Southern Avenue Monroe Avenue 12 Apache Road Broadway Road Jackrabbit Trail* Yuma Road* Sun Valley Parkway* Indian School Road* Verrado Way* Pavement preservation ensures that roads are in good condition, which prevents subsequent damage from additional utility work. Installing conduit in well-maintained pavement helps avoid premature road degradation, reducing future maintenance costs. Given that the City’s standard is to install conduits outside of the existing pavement, there may be projects where bore pits may be required to be inside the pavement to avoid utility impacts such as irrigation structures/canals. For any new conduit, fiber, and pull box standalone projects where this is applicable, they should be coordinated with the City’s pavement preservation program schedule. Other priority facilities in Buckeye that require strong partnership with ADOT and MCDOT because heavy traffic will detour onto City streets when incidents or construction occurs and provide strong links to the regional management of the transportation network include: I-10 State Route (SR) 85 Maricopa County Route 85 (MC 85) Future SR-30 and I-11 Any events on these roadways or improvements made to these roadways have subsequent impacts on the Buckeye transportation network; thus, the City needs to be well in tune with the roadway current condition by establishing data sharing and/or coordination procedures with the Arizona Department of Transportation (ADOT) and Maricopa County Department of Transportation (MCDOT) as part of the ITS Strategic Plan. As Buckeye continues to grow and expand, this list of priority facilities will likely change and will need to be evaluated again. The City should regularly undergo a prioritization exercise for its roadways, coinciding with an update to the five-year Capital Improvement Program (CIP) or an update to the City General Plan or Transportation Master Plan (TMP). Aligning ITS with Other City Plans and Projects Along with the ITS Strategic Plan, the City is in the process of developing or updating a variety of planning documents that guide future City investments, including the Buckeye General Plan, the Buckeye TMP, Buckeye CIP, and the City’s Smart City Strategic Plan (2026-2030). It will be important to consider how the ITS Plan and ITS network can be incorporated into these other planning documents and programs. The future transportation network conditions identified in the ITS Strategic Plan should align seamlessly with the approach found in the City TMP and General Plan, and it is suggested that ITS eventually becomes a section within the TMP. 13 The City has recently finalized its Transportation Master Plan. This ITS Strategic Plan update to the 2018 ITS Strategic Plan was developed in alignment with the Transportation Master Plan, including the following components: The 2018 ITS Strategic Plan recommendations have been summarized in Section 9 of the TMP. The Buckeye 2050 General Plan (called the Imagine Buckeye General Plan) cites the following ITS- related policy that should be addressed in implementing the recommendations: Goal S-9 Buckeye is a connected community with an efficient multimodal transportation network. • Policy S-9.1 The City of Buckeye will require new development to provide connectivity to existing transportation networks to provide accessibility and efficient connections to adjacent parcels, neighborhoods, Activity Centers, and the region. • Policy S-9.3 The City of Buckeye should ensure that the transportation network is managed, operated, and maintained efficiently. Goal S-11 Buckeye has a roadway system that is safe and efficient. • Policy S-11.5 The City of Buckeye should continue to support the update and implementation of the ITS Strategic Plan. As indicated in Chapter 1 of the TMP, Buckeye’s population is anticipated to increase by more than 500 percent between 2016 and 2050. As recommended in the 2018 ITS Strategic Plan, the City should reevaluate and update priority roadways as growth and expansion continues (this is being done in this plan update). All fiber corridor recommendations from the 2018 ITS Strategic Plan are incorporated into the TMP, many of which have been completed through federally funded projects or City IT installations. The City is updating the corridor recommendations in this plan’s development and the resulting fiber corridor projects should be incorporated into upcoming CIP project listings as soon as this plan is completed. There are several traffic signal/intersection improvements listed as recommendations in Section 10 of the TMP – all of which include ITS infrastructure such as cameras and detection but will need to include communications connectivity as well during construction, consistent with a “dig once” initiative. Adopting and consistently applying the Dig Once strategy provides several key benefits including the following: o Reducing long-term construction costs for fiber deployment. o Minimizing repeated roadway disruption and construction impacts. o Accelerating expansion of the City’s communication infrastructure. o Supporting rapid deployment of ITS and Smart City technologies. o Enabling future connectivity for new developments and corridors. There are a number of roadway widenings or extension projects listed as recommendations in Section 10 of the TMP that will be completed by the City or by another agency within the City boundaries – all of the projects will need to include ITS network infrastructure such as fiber cable, conduit, pull boxes, and all ITS infrastructure required to be included with new traffic signal installations. The City should look for creative ways to incorporate ITS and multi-path conduits into other roadway construction, widening, utility projects or development projects, similar to how they will incorporate ITS into development-driven projects. ITS projects that are included as part of other roadway construction or utility projects offer significant efficiency gains and cost savings. For example, conduit can be installed whenever there is trenching activity along a roadway, which creates significant cost savings because trenching is often the most expensive part of conduit installation. Similarly, cost savings can be realized 14 by coordinating construction activities to eliminate multiple instances of traffic control and mobilization needs; this will also reduce the number of times that the traveling public is impacted by a construction activity. In addition, strategic benefits of installing additional conduits along arterial corridors include: o Providing dedicated pathways for ITS communications infrastructure. o Supporting City enterprise fiber network expansion. o Enabling connectivity for traffic signals, cameras, and field devices. o Supporting public safety and Real Time Information Center video integration. o Providing excess capacity for future Smart City technologies. o Allowing accommodations of regional transportation or interagency connectivity. The City’s ITS Strategic Plan was developed in alignment with the City’s Smart City Strategic Plan (2026- 2030) as both plans recognize that modern municipal operations increasingly rely on robust digital infrastructure, advance data systems and integrated communications networks. The ITS network is a component of the City’s broader Smart City vision by providing communications to support a range of technology driven initiatives including real-time traffic management, public safety situational awareness, connected infrastructure and sensors, data analytics/operational dashboards, and smart mobility and transportation services. Network Topology Alternatives An ITS communications network being a primary goal of the near-term recommendations requires strategic design of a network topology to maximize bandwidth of field assets and facilities and maintain network reliability and security desired by the City. The term “network topology” refers to how the various devices within the network are interconnected both physically (e.g., cables between network devices) and logically with data routing (e.g., network switch/router configurations). This section provides background of viable network topologies the City should consider, and the levels of reliability associated with each one. This will help the City understand where the network could be vulnerable to failures at different levels within the physical layer to appropriately design and build for the network redundancy desired. It is important for City staff to understand where vulnerabilities exist today, where they will exist at different levels within the implementation process of future network expansions, and as decisions are made between critical network paths and not so critical paths moving forward. The network topologies are focused on the physical arrangement of how the Outside Plant (OSP) fiber optic cables are used to interconnect the network switches between various City facilities. Basic types of network topologies are shown in Table 1. 15 Table 1: Network Topology Alternatives Topology Type Topology Description Topology Design Point-to- Point / Star Topology This is the most basic type of topology where there are two devices that need to be connected and the cable between them provides the connection. However, most networks need to interconnect multiple devices, and this is typically accomplished by adding a hub (i.e., a network switch) that is connected to multiple devices and provides connections between devices. Daisy- Chain This is used to reduce the number of fibers needed to connect many devices along the cable path. This is accomplished by adding additional hubs, distributing them along the fiber cable path, and using the same pair of fibers to interconnect each of the hubs. Ring (Folded and Physical) This uses an additional pair of fibers within the cable for a return path back to the main hub. This adds levels of reliability when compared to the daisy-chain topology approach. 16 Mesh This adds additional connections between various hubs which reduces the latency on the network and reduces the aggregated bandwidth impact on each path by having more direct cable path options that can be used when routing the network traffic. The overall available bandwidth capacity that the network can support is also increased by each additional cable path that is added between the various hub locations. Hybrid These types of networks combine two or more topologies in such a way that the resulting network does not exhibit one of the standard topologies previously described. 17 ITS Network Recommendations The recommendations for the City’s ITS network are provided for inclusion in the City’s CIP program or can be used to apply for external funding sources and may require a City local match. Each recommendation is provided enough detail for project scoping and costed separately by design (or field contractor), database update, capital, and O&M planning estimates to allow the City to combine or keep separate recommendations as desired for inclusion in the CIP. Table 2 provides a summary of all actions recommended in the associated timeframes for the City’s fiber network needed to transition the City’s fiber toward a more reliable, redundant, robust, and managed network. Further detail about the recommendations are provided in subsections after the table. 18 Table 2: ITS Network Recommendations by Timeframe NEAR-TERM (1-2 YEARS) MID-TERM (3-5 YEARS) LONG-TERM (5-10 YEARS) FOCUS Build out fiber network to connect to all existing assets to utilize full TMC functionality Expand network to new areas and bolster TMC services Leverage emerging technologies to support City initiatives INFRASTRUCTURE Inventory all existing City conduit and traffic signal infrastructure in GIS Build out high priority City facility connections and City roadway corridors Evaluate ALL CIP and developer projects to ensure that any project touching a roadway or city asset includes ITS network infrastructure within the scoping and budgeting for the project Develop budget line items to support maintenance and operations of the fiber network and include a line item for federal projects local match funds, and line item for CIP fiber projects Leverage partnerships with departments and neighboring agencies to build out I-10, SR 85, and SR 30 Deploy emerging technology projects SYSTEMS Establish fiber tracking and path management software to track existing fiber and wireless assets, protect assets through Blue Stake requests, and maintain detailed fiber splicing records Utilize the City’s fiber management software, MPower, to capture and map conduit and cable routes, splices, and asset data in GIS. This tool will also help for planning, CIP project estimation, and coordination with development projects Pre-determined signal timing plans within standard operating procedure to support detour routing through City Leverage existing regional available private-sector data acquisition through ADOT and MAG contracts Expand TMC system capabilities to include advanced traffic signal performance metrics for operational decision-making Join EOC and TMC Expand TMC system capabilities to incorporate additional data sources STAFFING Dedicate needed TMC staffing to support real-time operational functions Dedicate ITS network maintenance staffing (or establish on-call job order contracting service) to support number of assets needing maintenance and blue staking Dedicate ITS network maintenance staffing (or establish on-call job order contracting service) to support Dedicate ITS network maintenance staffing (or establish on-call job order contracting service) to support 19 NEAR-TERM (1-2 YEARS) MID-TERM (3-5 YEARS) LONG-TERM (5-10 YEARS) Dedicate GIS staff to support ITS asset management and maintenance software One full-time employee (FTE) manages Job Order Contracts (JOCs) for installation, repair, and maintenance Trained FTE for Blue Stake underground efforts One FTE to build and maintain the communications asset database in GIS Dedicate staff to support/monitor real time operations Senior staff (supervisors) to manage monitoring staff, JOC contract manager, and staff overseeing the database Dedicate staff to support/monitor real time operations Manager to oversee everything associated with the TMC PARTNERING Apply for funding for projects with partners Establish Citywide Dig Once Policy to coordinate across all Departments for underground infrastructure needs during singular construction effort Establish IGA with ADOT and MCDOT to “build once” to install City infrastructure for future use Deploy foundational projects with partners Pursue MAG TIP funding for joint projects with partner agencies for fiber projects Investigate partnering with private sector to conduit share with demarcations to build out ITS network Deploy emerging technology projects Continue to investigate partnering with private sector to conduit share with demarcations to build out ITS network 20 Infrastructure Track The infrastructure track recognizes the physical infrastructure that needs to be put in place or connected to build out and support the City’s ITS network. From the original plan, the City has implemented the process that any traffic signal installation is required to include the installation of CCTV cameras, Emergency Vehicle Preemption (EVP), and detection equipment. Outfitting signalized intersections with ITS devices and connecting everything to a fiber backbone communications network will enable the City to actively operate and manage the transportation network in real time. This cannot be accomplished efficiently without installing fiber optic cable communications to ITS infrastructure and developing a fiber optic ring structure back to the Buckeye central signal system and temporary TMC, located at the Project Management Office. Therefore, the focus of this track is to deploy fiber and conduit along key corridors to build out a fiber backbone network that can support the growth of the City’s ITS infrastructure. Identifying the appropriate phasing for deploying new infrastructure is dependent on several factors that may change over time. Infrastructure deployment priorities are outlined in this section and generally follow a near-, mid-, and long-term timeframe phasing plan; however, length of an identified timeframe may be increased or decreased based on the City’s ability to leverage staff or development- driven improvements for deployment or funding. This section breaks down the infrastructure activities recommended for the City. Network Topology Recommendations The City goal is for robust, redundant connectivity for all City facilities. A resilient network is essential for every city facility, from remote water sites and ITS cabinets to public safety centers and recreation facilities. To achieve this, Buckeye is adopting a fiber ring topology, designed to provide at least two physical paths to each connected site to maintain operations even if one path is disrupted. General topology recommendations listed below should apply to any future fiber topology design for the City: City should standardize on 288-strand microfiber optic cable. Building entrance cable sizes may vary based on the facility type (i.e. a core node building would require more fibers than a non-core node building). It is the intent of the City fiber network moving forward that the City fiber network would be a shared network in that individual City departments will have specific fiber strands dedicated to their individual networks in a shared fiber cabling system. Any future building should have at least one connection to the street backbone fiber and have two different direction paths along the backbone to minimize points of failure. Active electronics for core switches should be Layer 3 capable with 10-Gigabit optics, at minimum. Active electronics for facility switches and traffic signal cabinet switches should be Layer 2 capable with two 1-Gigabit optic connections to each switch, at minimum. Buffer tubes throughout City should be designated for the various City networks, if possible. o IT Network (which supports all other networks in the City) o TMC Network o Regional Use 21 Demarcation for all fiber networks is the Light Integration Unit, LIU, panel. Location access to the LIU panel will need to be managed by the individual networks (i.e. for the TMC Fiber network, jumper cables in traffic signal cabinets only can be accessed by International Municipal Signal Association (IMSA) certified personnel). Migration to any new configuration or topology should consider downtime and use of alternate paths to provide redundancy during transition. Implement physical security for all the networks by only routing fiber paths into a facility that is intended for connecting that facility and the room containing the LIU should be locked and monitored by an access control system. Figure 4 identifies the recommended fiber rings, denoted as “Zones”, that shows the border of trunk fiber that will be used as the main fiber path to each City operation building and City equipment within the highlighted zone sections. This figure also identifies the fire stations that will also be utilized as 10- gig locations throughout the zones, creating redundancy in the fiber system. Figure 5 identifies the existing, programmed, and proposed future signals across the City. Also identified are the programmed HAWK signals. The programmed signals came from the City’s FY25-FY29 Capital Improvement Program. These signals are another tool that was used to identify future fiber paths. 22 Figure 4: City Fiber Rings and 10-Gig Locations 23 Figure 5: City Traffic and HAWK Signal Locations 24 Fiber Infrastructure Fiber optic communications are the standard practice and should be the only communications medium used. This is supported by other partner agencies’ experiences while deploying an ITS network. Buckeye already requires developers to install conduit as part of their half-street improvements. Typically, conduit availability is limited within a jurisdiction; however, because the City includes conduit in all half- street improvement projects, conduit will be available throughout the City to support the implementation of ITS fiber communications as needed for City transportation functions. The City’s Engineering Design Standards have recently been updated to include a provision for construction of ITS infrastructure (two 7-way micro-duct 18/14mm conduits—microfiber optic cables and appropriate pull box infrastructure). This will be the standard for all arterials and parkways. This will ensure that as developments are built in Buckeye, necessary ITS infrastructure is also built to connect existing infrastructure to new infrastructure. Investments are underway to support ITS by delivering dual-path (fiber and wireless) connectivity to traffic signals. This will ensure high uptime (percent of time the circuits are fully functional) for: Signal coordination Camera surveillance Emergency vehicle preemption Advanced vehicle-to-infrastructure (AV2) communications IoT-based real-time monitoring Autonomous vehicle readiness Smart City traffic optimization initiatives Figure 6 provides a mapping of the current and proposed ITS Wireless Backhaul network from which the City can utilize to connect to devices/signals that are not currently accessible by fiber. The programmed tower, referred to as “vertical assets” is currently programmed through the City’s FY25-FY29 Capital Improvement Program. Figure 7 provides a mapping of the overall proposed ITS Network Master Plan. The map compiles existing and proposed city operation facilities such as water, fire, police, etc. The map displays the proposed fiber rings in relation to the existing, programmed, and future fiber. Figure 8 provides a mapping of the recommended timing of the proposed fiber installation. Near-Term project recommendations were derived from projects that City staff have deemed as critical in the goal of advancing fiber. Mid-Term project recommendations were developed from roadway and facility projects withing the City’s FY25-FY29 Capital Improvement Program. Projects in the CIP plan that included roadway widening, intersection improvements, and City facility upgrades/installations were used as a map for where fiber can, and should, be installed in the mid-term. Long-Term projects are projects that can easily branch off fiber rings or other runs of fiber to connect to City facilities and/or infrastructure. 25 Figure 6: City ITS Wireless Network Map 26 Figure 7: City ITS Network Master Plan Map 27 Figure 8: City ITS Fiber Phasing Plan Map 28 Cost Assumptions Detailed ITS Construction Cost estimator calculations for priority corridor projects are provided to the City in Table 3 below for ease of ITS cost estimating in the future. The ITS cost estimator includes a breakdown of ITS costs by item including above-the-line capital costs by ITS device; below-the-line design and construction costs to help calculate total project cost in specific future years; inflation rates to calculate project costs in future years; and suggested Operating and Maintenance costs associated with ITS devices. Table 3: ITS Network Construction Cost Estimator Item Quantity Unit Price Total 2, 7-WAY MICRO-DUCT (DIRECTIONAL DRILL) (Assume 60%) 3168 $45.00 $142,560 2, 7-WAY MICRO-DUCT (TRENCHED) (Assume 40% Trench) 2112 $30.00 $63,360 SINGLE MODE FIBER OPTIC CABLE (MICRO CABLE 288 FIBERS) 5280 $5.00 $26,400 SINGLE MODE FIBER OPTIC CABLE (12 COUNT) (4 signals per mile @ 250' each) 1000 $5.00 $5,000 NO. 8 PULL BOX 2 $4,500.00 $9,000 NO. 9 PULL BOX 4 $8,000.00 $32,000 TERMINATION PANEL 4 $750.00 $3,000 FIBER OPTIC SPLICE CLOSURE 4 $3,000.00 $12,000 FIELD HARDENED ETHERNET SWITCH 4 $11,000.00 $44,000 SUBTOTAL $337,320 TRAFFIC CONTROL 10% $33,732 MOBILIZATION 10% $33,732 CONTINGENCIES (to cover Survey, Layout, Admin, Contingencies, Overhead, Etc.) 25% $84,330 OPERATING & MAINTENANCE 10% $33,732 Total Per Mile of Fiber and Infrastructure (Planning Level) $522,846 (round up to $550K) All dollars shown in this Master Plan are in Fiscal Year 2026 dollars. If recommendations are to occur after 2026, the City will need to take the responsibility to escalate/inflate the cost as needed to estimate future years values for each recommendation. This allows the City flexibility to allocate recommendations toward appropriate timeframes based on CIP priorities. Distance is based on the shortest route between access points along local streets in the City’s right of way. Planning level construction costs were estimated based on the length of the potential fiber connection. A conservative cost estimate for furnishing and installing conduit and fiber of $100/linear foot was used. The cost to terminate fiber at a City facility is estimated to be $10,000 per connection. Costs were verified by historical database of bid tabs collected from cities throughout the Valley as well as Arizona Department of Transportation (ADOT) and added 29 conservative buffer for planning purposes. The individual cost elements may fluctuate depending upon the current conditions in the construction industry. The added cost of construction administration, design phase services, and planning-level contingencies typically totals an estimated 25% additional. Factored in programming-level cost based on the year the improvement is going to be programmed. Costs provided for design, construction, field verification, and database update support assumes that the City will determine whether a project will be completed in-house or contracted out, through CIP funds or apply for external funds, and what kind of contracting mechanism to utilize for each recommendation. If design and construction can be completed in-house, then there would be significant cost savings on the order of 50% or more from what is identified in each recommendation. Some fiber rings will require coordination with external agencies and permits to construct within their ROW. Complete Fiber Ring #1 While some of the prioritized City corridor projects, and fibers allocated from ADOT, complete a portion of Fiber Ring #1, gaps exist in the ring where additional fiber and conduit should be put in place to complete Fiber Ring #1 and provide a backbone to support the City’s current infrastructure south of I-10 in the future. Some of these connections may require coordination with neighboring jurisdictions/agencies and will require permits to construct within their right-of-way. Table 4 provides cost estimates for the corridors that need to have fiber and conduit installed to complete Fiber Ring #1. Table 4: Cost Estimates for Fiber Ring #1 Completion Corridor Limits Quantity of New ITS Infrastructure Needed Estimated Costs in 2026 Dollars Miles of Fiber Miles of Conduit I-10 Jackrabbit Trail to Perryville Road 1 0 $150,000 Perryville Road I-10 to MC 85 6 6 $3,300,000 MC 85 Perryville Road to Jackrabbit Trail 1 1 $550,000 Jackrabbit Trail MC 85 to Beloat Road 1.2 1.2 $660,000 Beloat Road Jackrabbit Trail to Miller Road 8.5 8.5 $4,675,000 Miller Road Irwin Avenue to MC 85 .5 .5 $275,000 Total Infrastructure Once Fiber Ring #1 Is Completed: 7 miles + 18.2 new miles = 25.2 miles of backbone fiber $9,610,000 in capital funding to complete Fiber Ring #1 $4,805,000 if completed in- house Complete Fiber Ring #2 Once the primary fiber and conduit infrastructure is in place in the existing developed area of the City to complete Fiber Ring #1, it will be important to identify a future fiber network that will support the 30 facilities and future growth south of I-10 and west of SR 85. Table 5 provides cost estimates for the corridors that need to have fiber and conduit installed to complete Fiber Ring #2. Table 5: Cost Estimates for Fiber Ring #2 Completion Corridor Limits Quantity of New ITS Infrastructure Needed Estimated Costs in 2026 Dollars Miles of Fiber Miles of Conduit Hazen Road Miller Road to SR 85 2 2 $1,100,000 Old Hwy 80 SR 85 to Johnson Road 5.5 5.5 $3,025,000 Johnson Road Old Hwy 80 to I-10 7 7 $3,850,000 I-10 Johnson Road to SR 85 5.5 2 $1,625,000 Total Infrastructure Once Fiber Ring #2 Is Completed: 2 miles + 20 new miles = 22 miles of backbone fiber $9,600,000in capital funding to complete Fiber Ring #2 $4,800,000 if completed in- house Complete Fiber Ring #3 With the growing development in the Sun City Festival area, it is recommended that Fiber Ring #3 be deployed north of I-10, outlined in Table 6, utilizing Sun Valley Parkway and partnerships with ADOT, MAG, and City of Suprise. Buckeye owned fiber from I-10 to Sun City Festival is currently proposed as a near-term connection. A partnership with the City and the City of Surprise through a MAG Regional Community Network (RCN) could achieve the connection needed from the City limits to SR 303, where a partnership with ADOT to install fiber down SR 303 and west on I-10 would complete the fiber ring. Table 6: Cost Estimates for Fiber Ring #3 Completion Corridor Limits Quantity of New ITS Infrastructure Needed Estimated Costs in 2026 Dollars Miles of Fiber Miles of Conduit Sun Valley Parkway I-10 to City of Buckeye Limits 20 20 $11,000,000 Sun Valley Parkway City of Buckeye Limits to SR 303 11.5 11.5 $6,325,000 SR 303 Bell Road to I-10 12.5 0 $1,875,000 I-10 SR 303 to Perryville Road 2 0 $300,000 Total Infrastructure Once Fiber Ring #3 Is Completed: 9 miles + 46 new miles = 55 miles of backbone fiber $19,500,000 in capital funding to complete Fiber Ring #3 $9,750,000 if completed in- house Future-Ready Infrastructure Other types of emerging technologies will be important for the City to consider providing additional services to the public over time. Some of these emerging technologies expand traveler information, 31 support a connected vehicle environment, and collect additional real-time data that can be used for operations. However, these other technological deployments will occur in the future after the City builds out a robust ITS fiber network to support existing assets. Therefore, these other types of technologies are identified as “options” for the City to consider when conditions result in a technology being warranted. Table 7 provides guidance for recommended ITS treatment options that could be applied, as well as the conditions when they may be warranted, which might include specific roadway characteristics, congestion, incident history, or other factors. Determining when and where to use a technology will depend on how funding and deployment opportunities arise. The options included in the table are focused on field infrastructure technologies that support ITS functions and do not include software or systems that would be used to manage the field infrastructure. Another future technology consideration for the City is using smart technology investments as a foundation for a larger smart city vision. Smart cities are municipalities that use information, communications technologies, and data analysis to increase operational efficiency of City services and functions, share information with the public, and drive economic growth to improve citizens’ quality of life. Connected vehicles are expected to be one application that contributes to smart cities; other examples include smart streetlighting to improve efficiency and conservation of energy use, or smart buildings that allow for monitoring the structural health of the building. The City can use this ITS Plan and its investments in communications infrastructure to define and work toward a larger vision of becoming a smart city that is related to all City services. Table 7: Guidelines for Future Technology Options ITS Strategy/ Technology Typical Application Conditions (Application guidelines for each ITS strategy/technology are provided in Tech Memo 5/6) Adaptive Traffic Signals Technology • Adaptive signal management is effective where variability and unpredictability in traffic demand result in excessive delay and stops that cannot be reasonably accommodated by updating coordinated signal timing parameters on a frequency consistent with agency traffic signal operations objectives. • Under-saturated corridors experience the best opportunity and greatest benefits from the use of adaptive signal technology applications. • Adaptive signal management is sometimes applied when the reduction in the costs to retime signals every three to five years pays for the adaptive system installation. Arterial Travel Times • Real-time traffic data is collected from deployed vehicle detection, Bluetooth technology, vehicle probes, or a third-party data supplier, if available. Detection – Bicycle • Locations where cyclist volumes may become heavy. • Locations where there are marked and signed routes for bicyclists. Detection – Pedestrian • Manual on Uniform Traffic Control Devices and Department of Justice Accessibility Guidelines need to be met. • Locations where buttons can be positioned to be easily activated and near crosswalks. • Signalized intersections where pedestrians are not anticipated to arrive during every cycle. • Midblock locations where pedestrians frequently need to cross. Detection – Vehicle • At signalized intersections to detect vehicle demand and identify gaps to determine when phases need to be served or terminated. • Locations where count and/or speed data is needed. • Locations where adaptive signal timing is used. • In parking spaces to track parking availability. DMS – Permanent In order of priority for Buckeye implementation: 32 ITS Strategy/ Technology Typical Application Conditions (Application guidelines for each ITS strategy/technology are provided in Tech Memo 5/6) Arterial 1. To direct or inform traffic approaching the I-10 or SR 85 corridors in the event of a freeway closure, incident impacting major corridors, or freeway access or congestion. 2. To inform travelers that a roadway is closed in advance of flooding areas, if warranted. 3. To provide travel time information for major corridors that experience regular commuting traffic congestion. 4. To direct event traffic for ingress/egress near major traffic generators along high-volume corridors. 5. To provide paired DMS locations for those that have been implemented prior – e.g., if northbound corridor DMS has been provided, implement southbound corridor DMS. DMS – Portable • To inform traffic of upcoming construction activities or reroute traffic around construction. • To inform travelers of changes in traffic control. • At entrance and exit points of planned events. Parking ITS • Locations where parking is frequently at or near capacity and travelers must circle the block to wait for spaces to open. • Locations where similar parking alternatives are nearby where travelers could be redirected. Video Monitoring Technology • Locations/intersections that experience high crash rates per City records. • Locations where signal timing may need to be changed frequently based on traffic- or weather-related conditions. • Locations where unplanned events frequently have negative impacts on progression and cause severe delays. Connected Vehicle Infrastructure • Along primary corridors at all signalized intersections that experience recurring congestion, indicating a need to provide traveler information. Emerging Technologies • Smart City Technology (i.e. mobility/wi-fi, buildings, transportation, open data) • Data • Analytics • Dashboards • AI • EV • Advanced vehicle-to-infrastructure (AV2) communications • IoT-based real-time monitoring • Autonomous vehicle readiness • Smart City traffic optimization initiatives Systems Track The systems track identifies the types of systems and supporting equipment that the City will need to have operational to utilize and manage the ITS infrastructure that is deployed. Three major central systems have been established in recent years to centrally manage the ITS system: a video management system to centrally monitor the City’s transportation network visible by field cameras, an advanced traffic management system to centrally control all traffic signals in the City, and a traffic management center from which to operate all ITS assets. Starting with the existing infrastructure and system capabilities, the City should establish pre- determined signal timing plans within standard operating procedure to support detour routing through the City for standard situations such as a closure along I-10 between Jackrabbit Trail and SR 85. This is an 33 important TMC function that can increase the economic viability and livability in the City for immediate return on investment. Next steps would be to start to get some more advanced metrics and processes into the system. The City should consider an advanced traffic signal performance metric system (ATSPM) for understanding corridor conditions. ATSPMs utilize signal information coming from the field to track operational and system performance in near-to real time. Uses can include signal timing plan development, signal operation fine tuning, performance issue triage and troubleshooting, overall system performance tracking, and dissemination of information to stakeholders. ATSPMs leverage the data generated by field devices to promote a safe and efficient road network for the travelling public. Utilizing third party data sources could provide more metrics without the need for additional infrastructure. As the City continues to deploy its fiber network, it will become more important to be tracking cable routes, splices, and asset data in a GIS-based system for planning, CIP project estimation, and coordination with development projects. The City should consider an ITS asset and maintenance tracking software. The City could also consider corridor management system like a decision support system to support incident routing or adaptive corridors as traffic begins to fluctuate over the course of the day. Other enhancements such as cloud-based emergency vehicle preemption could enable the City to support incident and emergency response times. Staffing Track New staff dedicated to the ITS network must be identified. There are many activities involved in managing a set of technical foundational assets, like fiber, detection, and cameras, that serve the entire City. It would be a missed opportunity to not appropriately allocate resources toward supporting its lifecycle. A well-crafted staffing plan should fulfill the following key objectives: Ensure appropriate staffing levels. Ensure the organization employs staff with the requisite knowledge, skills, abilities, and other characteristics in the appropriate positions when needed. Ensure that the organization adapts to changes internally and externally. Provide career growth opportunity. Provide ongoing training in the functionality that the ITS network is required to provide. Provide a systematic approach for human resource management. Provide a shared vision of human resource functions. Proposed Staffing Plan This Plan recommends the acquisition of new dedicated staff to support ITS operations. If new staff is not acquired, the responsibilities for those positions need to be accounted for by reallocating existing staff. 34 Existing staffing allocation for maintenance of infrastructure: Fiber optic cabling – Staffing managed by City IT Department, 2 staff. Wireless Radios - Staffing managed by City IT Department, 2 staff. Traffic signals, ITS connections to traffic signals, and streetlights – 5 FTE’s (1 Foreman, 2 Traffic signal technicians level 2, and 2 Traffic signal technicians level 1. Traffic signal timing/TMC Operations/Warrant Analysis/Reviews – 2 FTE’s (Senior Transportation Engineer and Transportation Engineer). Within this strategic planning process, the City has a valuable opportunity to identify a staffing solution for the City ITS network that is founded within the defined vision and needs of the agency. All ITS networks will require staffing to be dedicated to operations and maintenance and to act on behalf of the City customers that utilize the network. A proposed staffing plan for both operations and maintenance to support the City’s ITS network will be important to make sure there are the right City personnel involved, and to identify any additional staff needed to operate and maintain the City's physical infrastructure. The following staffing needs have been determined: The City has established the ITS network through the Transportation Department. All staff supporting the ITS network should be allocated within the Transportation Department. ITS network staff need to be dedicated City-employee FTE staff (not contracted) that actively manage the traffic network, manage an asset replacement program (reviewed annually), and are funded to support the program. This includes operations, management, and technicians. The ITS network personnel will need to be objective about the needs of the City fiber and ITS infrastructure customers and advocate for what is in the best interest of the City. To ensure proper performance of the ITS network, some level of permanent staff will likely be needed to manage, monitor, operate, and maintain the database and citywide fiber systems. There are currently no established City fiber operations or maintenance staff dedicated to this service. The City Transportation and Public Works should jointly manage the ITS network, with key staff in each department responsible for coordinating the overall management and O&M of the ITS network. Staff will cover roles and responsibilities for both management and day-to-day activities, as well as responsibilities covering the entire lifecycle of an ITS system. City Transportation’s responsibilities would include tasks such as project and budget management, changes in signal timing plans and device configuration. Public Works’s responsibilities would include operation and maintenance tasks such as detection and CCTV maintenance, and fiber and conduit repairs, which are typically issued through a work order process. Now that the City has invested in a centralized traffic management system, a dedicated staffing structure will be needed to support the operation and management of the ITS network. The City acknowledges that it does not currently have the staff resources, including number of staff, staff positions, technical resources, nor the necessary funding required to successfully operate the ITS network envisioned for the City. Due to the anticipated growth of ITS and traffic signal infrastructure in the City and the establishment of a City TMC, Figure 9 proposes the future ITS network staff organization required to manage, operate, and maintain the ITS network. 35 ITS network operations management function, shown in red ITS operations functions, shown in blue ITS maintenance functions, shown in green Figure 9: Future Staffing Plan for ITS Network It should be noted that in the future condition, multiple staff will likely fill the ITS/TMC Operator and Traffic Signal/ITS Technician positions. The red highlighted boxes indicate new positions that would need to be established to serve in the functions described on the next few pages. As the City’s ITS network expands, more positions may be needed which are not depicted in this staffing plan. Operations and Management Staffing This staffing plan is designed to be practical and prevent periods of overstaffing or understaffing. Overstaffing causes excessive and unjustified payroll costs. Understaffing the ITS network could result in slower response rates; less capability to manage incidents or traffic network performance; and infrastructure that is not adequately maintained or remains broken for longer periods of time. Understaffing could also mean that investments such as detection and monitoring capabilities could be underutilized with no staff to manage these technologies. Regarding the ITS network, the City should consider staffing that solely deals with fiber projects and operations/maintenance of the fiber network. Outside plant fiber requires engineering, designing and construction practices that are different than anything else other departments are typically experienced in dealing with. Fiber staffing would oversee all fiber projects and serve as a single point of contact for communication and coordination of fiber installation and remediation across all departments. They would also oversee new fiber service requests/department needs which will promote more 36 communication between all departments. The fiber personnel will need to be neutral advocates with the primary concern being the state of the City fiber network overall, without bias to any end user. Based on industry trends, including those of other cities in Arizona that have TMCs, a relative threshold for indicating the need for an additional staff person to support the Operator role is when the TOC is responsible for operating more than 100 traffic signals. For the City’s calculation of operations staff requirements, a staffing guideline of 100 traffic signals for one operations staff is recommended. In the long term, the City should tie the number of FTE required to operate the ITS Network to the number of traffic signals (1:100) needing to be operated in the City as a sum total of the number of devices (traffic signals and wireless radios) and the number of miles of fiber communications. This tie between assets and FTE operating assets will support the City in warranting additional FTE as required for future growth. Recommended staffing levels for ITS network operations and traffic management center will change over time and will be dictated by the level of ITS device deployment in Buckeye. The following are descriptions of the types of operations staffing the City should consider in support of the ITS network: ITS Network Manager The ITS Network Manager is a traffic engineer or experienced manager of ITS assets who will oversee the overall Buckeye ITS Network and coordinate with the Public Works staff who are responsible for the on-the-ground functions. The ITS Network Manager will interface with other ITS managers throughout the region and be the agency representative at regional ITS meetings and activities. This position will also oversee the design of traffic signals and other ITS devices and manage the development and implementation of signal timing plans and changes to timing plan policies and procedures. Other expected responsibilities of the ITS Network Manager include: Manage all TMC software and device passwords. Manage CIP budget process for TMC activities and traffic signal projects. Oversee conformance with City ITS standards and maintain the City Standard Drawings. Interface with equipment manufacturers and developers. Review communications failure system reports produced by the ITS/TMC Operator. ITS Network & Fiber Operations Manager The ITS Network and Fiber Operations Manager would function as a hybrid IT/Engineering ITS Infrastructure Governance that provides strategic oversight, governance, and operational coordination for the City’s ITS network, fiber infrastructure, and outside plant programs. They would be responsible for the following: Establish network reliability standards and monitor thresholds for ITS infrastructure. Maintain configuration management, documentation standards and operational governance. Oversee cybersecurity posture for field ITS devices, traffic cabinets, and network equipment. Coordinate fiber program management, including Dig Once initiatives, developer-installed infrastructure, and CIP projects. Ensure alignment between GIS, mPower and network documentation systems. 37 Provide long-term planning for fiber expansion, resiliency, and redundancy. Function as the incident escalation lead during major network or infrastructure outages. Transportation Engineer/TMC Manager The Transportation Engineer/TMC Manager is responsible for the management of all TMC staff and TMC operations. He or she will be responsible for managing the ITS asset database, including tracking of TMC equipment lifecycles. The Transportation Engineer/TMC Operations Manager will be responsible for setting and managing the IP address scheme for ITS devices and the network address assignments for ITS, including system configuration and network management of the ITS fiber optic communications network. This position is also responsible for coordinating with the ITS maintenance staff, as needed, to address issues with ITS equipment in the field. The Transportation Engineer/TMC Operations Manager will also coordinate with the ITS Maintenance Manager for maintenance and device installation and configuration updates or changes. During major traffic-generating events or incidents, the ITS Network Manager and the Transportation Engineer/TMC Operations Manager may work with the Public Safety Liaison and the Public Information Officer (PIO) to support traffic management and the dissemination of traveler information. The Transportation Engineer/TMC Operations Manager may also coordinate with TMC staff at other agencies when inter-jurisdictional coordination is needed. ITS/TMC Operator The ITS/TMC Operator will be responsible for the real-time and remote operation and management of all ITS equipment and systems, including CCTV cameras, detection, and traffic signals. The ITS/TMC Operator would work with the TMC Operations Manager and the ITS Network Manager to implement new signal timing plans or temporary construction signal timing plans in the field, and with the approval or direction of the ITS Network Manager, they would select the appropriate signal timing plan(s) in real time to respond to congested conditions, an incident, or special event ingress and egress traffic. The ITS/TMC Operator would also create communications failure system reports, identify communications failures (field to servers to workstations), and alert the maintenance manager/technician to address communications failures in the field. GIS/OSP Asset Analyst A GIS and Outside Plant (OSP) Asset Analyst would serve as the authoritative owner of geospatial accuracy and asset intelligence for ITS and municipal network infrastructure, ensuring fiber, wireless, cabinets and field devices are accurately inventoried and maintained across GIS and mPower systems. The GIS/OSP Asset Analyst would be a shared resource between ITS and IT to not only inventory and maintain ITS infrastructure but would also validate and incorporate as-built documentation from CIP projects and developer-installed infrastructure. This position will provide future value to the City by enabling accurate asset inventory, lifecycle planning, capital forecasting, improving incident response, outage impact analysis, maintenance coordination and prevent undocumented/conflicting infrastructure records. The GIS and OSP Asset Analyst position would require an additional mPower FiberPro user license in the near term. 38 Operational Support Model (Non-FTE) An operational support model will be a contracted (24/7) ITS Network Operations support to provide continuous monitoring and break-fix response without requiring shift-based City staffing. Their responsibilities would include monitoring the ITS network infrastructure and traffic cabinets, incident response and troubleshooting, field dispatch coordination, vendor coordination and escalation, and root cause analysis and incident report. The operational support model would escalate operational issues to the ITS Network and Fiber Operations Manager. Public Works GIS Technician A Public Works GIS Technician will support the ITS Network in terms of inventory tracking and centralization of as-built information for traffic signals from the Program Management Office, PMO, Department. The Public Works GIS Technician position will work closely with the GIS Analyst in the IT Department to accomplish this task. Public Safety Liaison The Public Safety Liaison would interface with the ITS Network Manager and Transportation Engineer/TMC Operations Manager. The TMC will provide the City with data and situational awareness information and the ability to monitor real-time road conditions, which will support incident response and management by the Police and Fire departments. However, to facilitate this exchange of information and real-time coordination, an identified liaison from the Public Safety Department should understand the TMC functions and provide this coordination between departments. Initially, this liaison will have a method of real-time communication with the Transportation Engineer/TMC Operations Manager to allow for coordination during incidents or special events. Eventually, the City may consider co-locating a Public Safety Liaison in the TMC to allow for more direct coordination among the TMC, police dispatch, and officers in the field. The groundwork for this type of liaison and cooperation is already in place in Buckeye with its highly acclaimed and successful Public Safety Executive Partnership (PSEP) concept, where the directors from the Police, Fire, and Public Works departments work together closely on matters of public safety and response. Public Information Officer The Public Information Officer would interface with the ITS Network Manager and Transportation Engineer/TMC Operations Manager. One of the major goals of developing an ITS network is to improve the amount of data and information about the transportation network to inform decision making and improve operations. Thus, the movement of data and information is essential for the City to see success from the ITS Network. While the City Public Information Officer will not be directly involved with the O&M of the ITS Network, he or she will play a critical role in facilitating the exchange and dissemination of information among the TMC, other City departments, and the public. The City Public Information Officer will have the following responsibilities: Facilitate direct and frequent communication with the ITS Network Manager and Transportation Engineer/TMC Operations Manager to collect and disseminate information collected by the ITS Network, as appropriate. Follow and manage information sources, such as social media, and providing the Transportation Engineer/TMC Operations Manager with any information that will affect the transportation or ITS system, as it becomes available. 39 Maintenance Staffing The citywide fiber system should work properly unless there is specific damage that occurs somewhere in the network. The primary maintenance will stem from damage to infrastructure like cables, conduit, or any damage to the end equipment, such as a splice cabinet knockdown or a patch panel disconnection. With constant new development occurring in the City, there will be an increase in possible locations that have issues. Other maintenance activities will also include cleaning out pull boxes, checking/replacing damaged pull box lids, and construction inspection services to verify the installations are per the standards. Dedicated staffing or support for maintenance will guide the City toward implementing a proactive maintenance program as well as a comprehensive inspection program to protect the City's investments and keep the network operational and supported. The International Municipal Signal Association (IMSA) recommends 30-35 signals to be maintained per maintenance staff. Assuming maintenance staff will perform many duties beyond traffic signal maintenance, such as fiber maintenance, ITS device maintenance, and blue staking, the number of traffic signals that can be maintained by a single maintenance staff person should be in the lower range (assuming this is the maintenance staff person’s main responsibility). For the City’s calculation of maintenance staff requirements, a staffing guideline of 15 traffic signals or 100 miles of fiber for one maintenance staff is recommended. This number acknowledges Buckeye’s faster rate of growth compared to the average city identified in the IMSA recommendation. Sufficient City staff will need to be in place to respond to the pace of infrastructure growth. In the long-term, the City should tie the number of FTE required to maintain the ITS Network to the number of traffic signals (1:15) and number of miles of fiber (1:100) needing to be maintained in the City as a sum total of the number of devices (traffic signals and wireless radios) and the number of miles of fiber communications. This tie between assets and FTE to maintain the assets will support the City in warranting additional FTE as required for future growth. The following are descriptions of the types of maintenance staffing the City should consider to support the ITS network: Traffic Signal/ITS Foreman/ITS Maintenance Manager The ITS Traffic Signal/ITS Foreman/ITS Maintenance Manager will be responsible for overseeing the ITS and traffic signal equipment maintenance and the technicians who perform maintenance in the City. He or she will coordinate with the ITS Network Manager and TMC Operations Manager on device configuration protocols and will communicate with the Traffic Signal/ITS Technicians accordingly. They will be responsible for maintaining traffic signal inventory using an appropriate asset management system, including as-builts via coordination with the Geographic Information Systems (GIS) Technician; purchasing the traffic signal and ITS equipment; and managing the CIP budgeting process for ITS maintenance needs. Other duties of this position include: Being responsible for TMC and ITS fiber communications to field equipment and software systems, including managing contracts for needed support or upgrades of infrastructure Manage manufacturer services contracts for equipment tied to the signal shop. Provide and maintain up time of mobile/remote access to systems. Coordinate traffic signal work with developers. 40 Provide inspection for all traffic signals and ITS installations and modifications. Traffic Signal/ITS Technician The Traffic Signal/ITS Technician will be responsible for performing maintenance on City ITS equipment in the field and could be responsible for Arizona Blue Stake locate duties. They will maintain the online status of uptime of ITS fiber communications, traffic signals, CCTV cameras, and other traffic control devices in field. The Traffic Signal/ITS Technician will coordinate with the ITS Maintenance Manager for inventory needs, fiber and equipment malfunctions, and device configuration protocol changes. They will also be responsible for testing traffic signal equipment in the shop and field. This function may be two separate positions at such time when it becomes needed. OSP Fiber Repair Contractor (Job Order Contractor) The OSP Fiber Repair Contractor via job order contractors (JOC) would consist of 1-2 qualified fiber and outside plant construction contractors to provide the City with rapid response capabilities to repair any unforeseen fiber cuts, conduit damage and splice repairs that affect ITS and municipal fiber infrastructure. By having OSP JOC’s in place, they cannot only provide rapid physical infrastructure restoration but can also help avoid delays associated with traditional procurement during outages and support resiliency and uptime for mission critical ITS and municipal networks. Partnering Track Partnerships with arterial agencies, ADOT, the ITS Regional Connectivity Network (RCN), and the Regional Wireless Cooperative (RWC) strengthen regional interoperability, optimize use of existing infrastructure, and minimize redundant investments. Partnerships and agreements give the City the ability to leverage internal and regional initiatives and collaborate on successes of new technology or operations. These suggested partnerships and agreements are directly related to the purpose and function of the recommended ITS strategies. Individual relationships as previously defined in this document are organized into the appropriate partnership descriptions in this section to support the future creation of agreements or standard operating procedure language. Buckeye ITS and Other Internal Departments The City’s PMO, Public Works, Information Technology (IT) and Public Safety departments—and other potential departments, as required—should coordinate efforts related to City management of systems and infrastructure, particularly during incidents. These include activities such as detour plan Partnerships provide the opportunity to capitalize on local and regional initiatives and funding programs. These encompass internal, local, and regional partnerships that should be pursued to improve the effectiveness and efficiency of communication and data sharing. Recommended partnerships to be established within the City and with other agencies include: INTERNAL • PMO • Public Works • Police • Information Technology • City Manager’s Office/Public Information Office • Development Services LOCAL • City of Goodyear • City of Avondale • City of Surprise • City of Glendale REGIONAL • MAG • ADOT • MCDOT RECOMMENDED PARTNERSHIPS 41 development and implementation for ADOT freeway incidents. For such incidents, the City should leverage and expand the strong existing relationships that have been established through the Public Safety Answering Point (PSAP). Coordination with the City’s Emergency management Team should occur to ensure there is a consistent approach during emergencies. Buckeye ITS and Other Arterial Agencies In addition to the MAG RCN, the AZTech Regional Information System (ARIS) using the backend Regional Archive Data System (RADS) data repository are important resources to support the sharing of traffic, incident, and traveler information between jurisdictions. ARIS provides each agency with web-based access to view traffic signal timing plan information from other jurisdictions on an as-needed basis without being able to modify others’ timing plans. ARIS also provides each agency with a username/password with web-based access to retrieve the latest status of incidents occurring on the freeway network in their jurisdiction. An area of interest is established for each agency based on where that agency would like to receive information about the freeway network. Arterial incident information is programmed to be an upgrade to the system and will help the City know what is happening in neighboring jurisdictions. The City could benefit by connecting to the neighboring cities of Goodyear and Surprise as well as MCDOT and ADOT. Coordination with neighboring agencies to share information and signal timing plans to coordinate corridor mobility will be an important step as the region expands and populations continue to increase. There is also a need for MCDOT to extend their ITS network to MCDOT-owned ITS/signal system infrastructure within and adjacent to Buckeye’s city limits. As with the intra- jurisdictional connectivity needs, telecommunications security policies are needed for any inter- jurisdictional connections to the City of Goodyear, City of Surprise, MCDOT, and ADOT. Additional opportunities to partner could be through conduit or fiber-sharing where partner agencies give the City of Buckeye a microtube, conduit space, or fiber strands with the City. Utilizing the neighboring arterial agencies to build out a fiber ring topology through connections with the City of Surprise and City of Goodyear will be important as the City grows. Within MCDOT’s jurisdiction, the operations of MC-85 through the Buckeye jurisdiction have a significant impact on the Buckeye transportation network, especially when operations are interrupted due to a construction activity or incident. For the City to manage and operate their transportation network, frequent coordination and communications with MCDOT operations staff may be necessary, including formalized notification processes and procedures for when events occur on the highway or roadway as well as coordination on the planning and eventual expansion of the west valley roadway network. An IGA with MCDOT could be established to include a “build once” joint effort to install conduit and future sleeves under Sun Valley Parkway. Further collaboration along Sun Valley Parkway could include building fiber connections to the City of Surprise either through joint CIP efforts between the Cities or in conjunction with cooperation or trade of an outside dark fiber provider’s infrastructure. The City partnership with the Regional Wireless Cooperative (RWC) to operate, maintain, and regularly upgrade the shared network to support regional law enforcement, fire, and emergency medical services partners. 42 Buckeye ITS and ADOT Buckeye is surrounded and intersected by ADOT facilities, including I-10 and SR 85, as well as the future SR 30. The operations of the freeways within the Buckeye jurisdiction have a significant impact on the Buckeye transportation network, especially when operations are interrupted due to a construction activity or incident. For the City to successfully manage and operate their transportation network, frequent coordination, and communications with ADOT operations staff may be necessary, including formalized notification processes and procedures for when events occur on the freeway as well as coordination on the planning and eventual expansion of the west valley roadway network. This is especially important as the design and construction of critical facilities, such as future freeways SR 30 and I-11, have been moving forward in the region. Formalizing the process for ADOT to notify the City about any construction or incident closures that occur on I-10 and SR 85 will be an important step toward better notification of freeway conditions that will impact the City. The City has an Intergovernmental Agreement (IGA) with ADOT to use 6-strands of ADOT fiber along I-10 on each side for City use. An extension of the IGA could include a “build once” joint effort to install conduit and future sleeves under I-10 and SR 85. Additional opportunities to partner could be through conduit or fiber sharing where ADOT gives the City a microtube or conduit space, or fiber shares with ADOT. Buckeye and MAG Managed by MAG, the MAG RCN is the regional communications backbone that allows agencies to share data such as traffic signal timing plans and real-time video feeds. MAG also provides licenses for the Luxriot video management system, which was previously described and is the agency in charge of compiling and administrating funding programs such as the Regional Transportation Improvement Program (TIP) and Traffic Signal Optimization Program (TSOP), which are used by many agencies to help fund ITS capital and operations projects, respectively. It will be important for the City to maintain its fiber link to ADOT at I-10 to stay connected to the RCN at I-10 and Verrado Way. The City is connected to that interchange via a fiber link from Verrado Way and Van Buren Road as a 10G connection. The City should maintain a close relationship with MAG to ensure that the City is apprised of regional initiatives and priorities and to put the City in the best position to leverage available ITS resources. 43 Implementation Funding Plan The implementation of the recommendations in this Plan will rely on the following transition or migration of the current fiber network over to the new topology and redundant design, ongoing and sustained funding to support the network, and a plan for lifecycle and replacement of the various components of the network. Implementation of many ITS strategies is contingent upon funding availability. There are a variety of funding sources to support ongoing implementation, deployment, and O&M of the City’s ITS network. Being aware of annual funding schedules will allow the City to have time to prepare necessary materials and applications to capitalize on regional funding opportunities. A variety of other funding sources are for transportation-only use and cannot be used to implement ITS network infrastructure. While privatized funding is an option, the City may not want to consider public- private-partnership (P3) because of the desire to keep the City’s ITS infrastructure separate and secured from outside influences. Currently, the City considers itself primarily development-driven, so the location and timing of development will influence the implementation of many strategies. However, some existing corridors within Buckeye are not expected to be significantly influenced by development. The combination implementation perspectives will be required to build and support the City’s ITS network. The City needs to stay appraised of the development-driven activities throughout Buckeye and refer to the ITS network planned maps and alignments identified in this document to guide ITS network buildout. This section identifies and describes some of the relevant funding sources that may be leveraged to support the expansion and operations of the City’s ITS network in the future. City Capital Improvement Program (CIP) Already-developed areas of Buckeye will not be redeveloped in the near future. Therefore, it will be important to identify key projects that the City will need to pursue independently of development activity to work toward establishing a complete ITS network. Infrastructure activities that will need to be City-driven may include outfitting fiber communications along corridors that have existing traffic signals to establish communications connectivity to existing infrastructure. Other City-directed activities may include acquiring appropriate staff for the ITS network and identifying costs and procedures related to the management of ITS devices. This City-driven implementation perspective acknowledges the need to build out infrastructure and provide support unrelated to development needs. The City will need to address this set of activities to support the ITS network in parallel with development-driven improvements. The City has formally adopted a multi-year CIP which completes an annual budgeting process that identifies the departmental budgets, programs, and projects that will be funded for the next fiscal year. Each year, each City department submits project or budget requests to be included in the CIP, who then provides the recommended 5-year CIP budget to the CIP Committee for concurrence before submitting to City Council for approval. A significant portion of the existing fiber and conduit infrastructure within 44 the City was funded by federal money in conjunction with CIP road widening projects. Additional sections of the City fiber network were funded by IT. The City CIP funding will need to be leveraged to support the implementation of some fiber network projects as well as the annual operating and maintenance costs for the fiber network. Table 10 provides a detailed breakdown of both annual budget needs and estimated annual asset replacement costs that City Transportation staff should generate and submit to City CIP annual budgeting process. The CIP may be a potential source of funding for capital projects such as installation of conduit and/or fiber or upgrades to the network servers. Any project the City is undertaking is included in the City CIP, regardless of whether it is funded by the City general fund, the MAG TIP, or other funding sources. Joint Funding Between Departments One of the core purposes identified for this City ITS Strategic Plan is to leverage fiber network investments to support multiple City departments. The implementation of these recommendations will provide benefits to the City beyond the reach of the City fiber network itself, and there is justification to propose that the implementation and sometimes maintenance of these recommendations be funded by the City rather than individual City departments’ budgets. Another justification for encouraging City departments to partner on implementing fiber network recommendations is that certain departments have access to external funding sources or opportunities that the IT or PMO Departments do not. A primary example is related to public safety, where the Police and Fire Departments may have access to grant or other funding opportunities specific to public safety. When considering a strategy such as where Police work with IT or Transportation to set up a system that allows them to record roadway camera video feeds to support accident and crime investigations, where the Police Department can seek out a public safety grant opportunity to implement this strategy. Development Driven Projects Many parts of Buckeye continue to be developed as the City grows and it is critical that ITS infrastructure be included in the development’s infrastructure improvements. Conduit is installed adjacent to new roadways as they are developed. Depending on proximity to the active ITS network, fiber will be installed or paid for in half street improvements, capital improvement projects, bond funds or through partnerships with third party providers. Monitoring where conduit is installed and providing developers with the City’s standards and specifications for ITS conduit will assist in delivering this needed support infrastructure. Conduit and its associated costs for trenching, permitting, or clearances represents the costliest portion of communications infrastructure. It will be important for the City not only to continue outfitting new transportation corridors with conduit but also populating appropriate conduit with fiber communications in a fiber ring topology to connect to new ITS infrastructure as it is installed. These conduit and fiber projects will be integral in achieving the foundational ITS infrastructure for buildout. As the City roadway network gets expanded and upgraded based on development-driven needs, there should continue to be consideration for how the fiber network can be simultaneously upgraded and expanded in conjunction with development. “Mainstreaming” is a process by which various project 45 elements, including fiber and conduit infrastructure, can be integrated with other planned projects and construction activities, thereby minimizing impact on the corridors due to multiple construction projects over time, often reducing costs of multiple construction efforts (permitting, right-of- way, utility clearances, etc.). This means that for all roadway projects in the City that involve new roadway construction, widening, pavement reconstruction or trenching, there should be a review to see if fiber and/or conduit infrastructure can be included in the project or installed simultaneously. All these activities create opportunities for the City to leverage development-driven projects in support of fiber network expansion. Regional Funding Sources MAG TIP The MAG TIP is a funding program that identifies the five-year schedule of specific projects to be constructed across the MAG region. The MAG TIP involves roadway improvements, ITS infrastructure, landscaping, complete streets, and other capital improvements. Local agencies can typically obtain funds for qualifying ITS projects by submitting applications during MAG’s Call for Projects. It is recommended that the City reviews the MAG criteria when developing specific ITS project applications for City arterials or connections to the freeway or neighboring agencies. Local agencies can typically obtain funds for qualifying transportation improvement projects by submitting applications during MAG Call for Projects. All proposed projects are reviewed and ranked by the MAG Committees, of which the City of Buckeye is a member. The MAG Regional Council provides the final recommendation and approval before projects are formally included in the TIP. It is recommended that the City review the recent MAG criteria when developing specific project applications for City arterials or to connect to the freeway or neighboring agencies; it is important to show regional cooperation and participation to support a TIP application. MAG is currently in the process of updating their TSMO Plan to outline criteria important for regional funding to address. The City should stay involved in MAG Committees to stay apprised of the outcomes of the MAG TSMO Plan, the use of Proposition 479 funding allocations on ITS network activities, and the required local match (currently set at 5.7% although could increase in upcoming years). Recent applications for TIP funding for use in replacing infrastructure or upgrading fiber have received less enthusiasm compared to new infrastructure or fiber installations. This is important to note in crafting future City TIP applications for certain project types that would be more likely to receive high rankings by the MAG Committees. The City of Buckeye is not self-certified for design and construction of federal projects and any use of federal funding through the MAG TIP will need to go through the ADOT Local Public Agency Section for management. There have been opportunities for close-out funding through MAG, whereby surplus federal funds received by MAG are made available for projects already programmed in the TIP. This is not the case every year and should not be viewed as a consistent funding source. MAG informs agencies when there is funding available during the close-out process. MAG TSOP The MAG TSOP is an opportunity to obtain technical assistance from MAG for improving traffic signal operations and coordination over roadway corridors and networks. The MAG annual work program sets aside approximately $500,000 (expanded in recent years) for this program to provide local agencies with 46 technical assistance in improving traffic signal operations. Agencies can submit multiple TSOP applications each year that meet MAG criteria. An individual project is typically $25,000 to $30,000 and includes signal optimization for around 10 signals. There is no required local match for TSOP projects that are accepted. Competitive Grant Funding Some options exist for additional federal funds, such as through competitive grants or competitive research/testbed opportunities. Typically, these would be led by agencies such as ADOT or MAG, with local agencies as partners. Recent examples of these opportunities include the USDOT grant received by MCDOT for the Connected Arizona project bringing large-scale connecting vehicle infrastructure deployment to the region. To be well positioned to be included as partners in these types of projects, the City should continue active participation in the MAG ITS Committee and other regional ITS partnerships such as AZTech where these opportunities are discussed and pursued as multi-agency partnerships. Other grants such as educational grants or equity grants (such as through the U.S. Department of Education, National Communication Association, or Arizona Commerce Authority) may be applicable because fiber communications provides access to internet in a more equitable manner to allow for education and business opportunities that otherwise may not be obtainable. It is encouraged that the City be creative in grant funding opportunities and look for ways to collaborate with regional partners to support broader communications objectives. Grant funding may also be available to the City to offset implementation costs. Grants are typically available for construction capital expenses only (sometime first year of warranty and maintenance can be included). While there may be some grants that specifically target fiber optic cable installation (e.g., Smart Cities Challenge), the City should also consider grants for similar uses, such as traffic signal coordination and communications, or public safety network enhancements. A traffic signal coordination project could install additional fiber and/or conduit to be utilized by the City fiber network. The City needs to carefully review the requirements of such grants for any restrictions that could limit the use for other purposes. For example, federally funded grants typically do not allow the City to commercialize or monetize construction funded by them. Such grants could be utilized for construction for the City Facility network, but not the Commercial Client network. The City should consider partnering with the school districts within the area as communication to support education is a community benefit. The school districts should be included in fiber network processes related to disaster recovery and connecting school districts. This could be leveraged to request federal funding from a school communications perspective. A formal agreement would be needed between the school districts and the City before funding can be utilized to communicate service level expectations. ADOT Local Public Agency Program ADOT Local Public Agency (LPA) is a program that allows local agencies to utilize ADOT’s on-call services with administration of federally funded projects. Local agencies are either certified or non-certified. Certified cities can manage their own projects as the project manager, while non-certified municipalities must have an ADOT project manager for their LPA projects. The City is not a self-certified agency 47 currently. The four-step process through the LPA program to see a project through final implementation includes: Planning/programming (7-14 months) Development/design process (18-24 months) Construction (6-26 months) Final acceptance (1-4 months) Privatized Sources Public-private partnerships could help reduce overall costs and accelerate deployment timelines. Leveraging the private sector for implementing solutions is a more accepted/proven method of implementing innovation to expand functionality within an agency. Fiber network infrastructure and operations provides a unique opportunity for public-private partnerships, as well as cost sharing with other capital projects. Examples of such relationships include: Combining conduit installation/construction as part of other roadway capital projects to minimize disruption to right-of-way. Demonstrations/pilots of technology within the City to gain functionality in exchange for the private sector to acquire data they otherwise would not have access to. Partnering with private telecommunications companies for shared use of conduit for telecommunications networks. Integrating equipment upgrades into other intersection or corridor enhancements. This strategy emphasizes partnerships among City agencies and with the private sector. While privatized funding is an option, the City must consider implications of using public-private-partnership because of the desire to keep the City’s fiber network infrastructure separate and secure. As a result, it will require some advanced planning, particularly to work through any potential policies, agreements, or schedule coordination. Since government grants sometimes have strict usage requirements, another option for funding may include partnership with a private entity, such as a foundation or investment fund. One such example includes the Cisco Foundation, which is a foundation dedicated to identifying investment areas and projects that will benefit education, economic empowerment, and critical human needs. The Cisco Foundation partners with the beneficiaries of the grants to achieve these goals. Venture capital investments would provide a second opportunity for funding. The City may consider an outside investor who may provide partnerships in funding the initial infrastructure of the system and could benefit from the successful implementation of a commercialized system. The City has had some initial discussions with possible venture capital firms about such a partnership. 48 Operating and Maintaining the ITS Network The City of Buckeye’s ITS network strategy is deliberate, data-driven, and designed for long-term resilience. Through strategic hub sites, fire station infrastructure, fiber rings, and future-focused traffic signal investments, Buckeye is building the critical backbone needed to support the city's growing needs, maintain public trust, and embrace future technologies. This network is not just about connectivity — it is a mission-critical system underpinning Buckeye’s operations, safety, innovation, and growth. This section describes the intended operations and maintenance of the City’s ITS network. ITS Network Operations Plan This section describes the operations functions and related activities that City staff should perform. Daily Recurring Management Traffic management is the primary function of the Buckeye TMC and the primary impetus for the ITS network. TMC staff will interact with the ITS system and programs to make sure traffic is moving efficiently and reliably in Buckeye. Below are some examples of day-to-day activities for traffic management: Incorporate traffic signal timing plans into the central signal system. Utilize video wall to display traffic management information, if available. View CCTV camera images. View signal timing plans and status of Buckeye signals. Monitor social media for new information. Monitor construction or incident activities. Coordinate signal timing on regionally shared corridors (where applicable). Verify status of signal preemption at traffic signals for emergency vehicles. Notify ITS Network Manager if a timing plan needs to be adjusted. Non-Recurring Event Management (Incidents, Work Zones, and Special Events) Non-recurring events include planned special events that generate out-of-the-ordinary traffic including incidents, construction/work zones, or special events. Of these non-recurring events, the one that impacts the Buckeye transportation network the most is freeway incidents that result in freeway traffic detouring onto Buckeye streets. The Buckeye TMC will support special event management as needed through collaborative traffic management with local law enforcement. Events are typically after-hours (evenings and weekends), and TMC support is provided in the form of adjusting timing plans, monitoring CCTV views where available, and conducting other typical day-to-day activities. As the City continues to grow, the amount of traffic traveling to, from, and within the City will grow and more non-recurring 49 events will occur on the network. The City needs to bolster its capabilities to support the real-time need to actively manage the network effectively. Activities desired for the City to have the capabilities to support non-recurring events in the City include: TMC: Operate during business hours with after-hours on call 24x7 coverage, as needed. TMC and PD (including Real-Time Crime Center): Pan-tilt-zoom and view all City CCTV camera images to monitor the incident or event. TMC: View ADOT CCTV camera images. TMC: Change video wall display to new configuration to allow for incident or event monitoring, if needed. TMC: Access RWC to support dispatching resources. TMC: Coordinate with law enforcement dispatch and field officers to support response to and management of the incident—includes checking routes for responders and monitoring the incident or event scene. TMC: Receive text/email from ARIS or notification from other agencies about an incident or event. TMC: Monitor social media for new information. TMC: View signal timing plans and status of City signals. TMC: Coordinate signal timing on regionally shared corridors. TMC: Utilize pre-determined signal timing detour response plans to support routing freeway traffic through City streets and utilize standard operating procedure for response plan use, as needed. TMC: Coordinate with City PD and Maricopa County Sheriff’s Office, as needed, to support Buckeye as a 911 Public Safety Answering Point (PSAP). TMC: Coordinate with Emergency Operations Center (EOC) managed by the Fire Department. PD: Request assistance for arterial incident traffic control support provided by Public Works responders that is provided 24x7 through an on-call service with response time of 30-45 minutes or less. TMC: Coordinate with Public Works responders, as needed, for arterial incident traffic control support. Development Services Department: Traffic control plan (TCP) review of all work zones and special events planned in and adjacent to City jurisdiction through access to Survey 1-2-3 GIS application – includes coordination with the TCP manager and inspectors assigned to work zones and special events as well as confirming information is being displayed in AZ511. Development Services Department: Permit process for work zones and special events – coordinate with Public Works Department to verify conformance with Phoenix Barricade Manual and inspection personnel. Traveler Information Management In addition to working directly with a City Public Information Officer, the TMC should support traveler information functions for the City, including: Notify City Public Information Officer regarding traffic alerts and PIO will send out e-mail. Provide information to the AZTech ARIS system, which integrates into AZ511 for arterial incidents and events. Post messages to arterial DMS, if applicable. 50 Participate in social media alerting when incidents and closures warrant traveler information dissemination. Investigate coordination with Google mapping services to recommend detour routing or non-routing by publicly accessible third-party services. Coordinate with regional agencies to support regional traveler information messaging needs (such as ADOT incident messages, evacuation messages, truck parking information messages, or other alerts). ITS Network Maintenance Plan The maintenance plan proposed in this section identifies the criteria for device replacement and preventive maintenance and identifies the need for ongoing support for ITS network equipment. The number of devices and systems that need to be maintained throughout Buckeye will increase as the City grows. These devices and systems need to be appropriately maintained and effectively operated to provide accurate, reliable, and timely information. ITS O&M needs should be evaluated before implementing any technology. Lifecycle cost analysis can compare the use of higher-priced components to reduce regular maintenance costs. O&M of ITS technologies and systems extends beyond simply keeping the equipment working. Reacting to emergency failure conditions, maintaining accurate maintenance logs, and conducting preventive maintenance programs requires fully trained staff. A maintenance management system can also be used to track failures and decrease the time needed to repair them. A comprehensive inventory will help to plan for when device upgrade or replacement should occur and can track the tradeoff costs of maintaining equipment beyond its lifecycle versus replacing it. Fiber Maintenance One benefit of a fiber network is the relatively low amount of maintenance needed to keep the system up and running. There are three types of maintenance that fiber infrastructure requires to attempt to fulfill its intended design for operations and lifecycle: Minor Maintenance – Minor maintenance includes tasks that can be accomplished without large scale testing or the use of heavy equipment. It includes visually inspecting and checking many items, elementary testing, cleaning, and minor repairs that can be conducted with hand tools or portable instruments. Major Maintenance – As well as all items covered under minor maintenance, major maintenance also includes extensive testing and overhauling, and replacing components that require a scheduled network outage, and using heavy equipment. Major Rehabilitation – Major rehabilitation or complete replacement, is contemplated for fiber infrastructure segments that experience frequent malfunctions or failures. Major rehabilitation would be the first step unless the cost for rehabilitation exceeds the cost of replacement. Table 8 identifies the frequency of minor and major maintenance, and major rehabilitation for each of the fiber assets. These guidelines should be updated as new technologies are implemented, or devices are upgraded to incorporate the increased reliability that may be involved with the implementation or upgrade of fiber infrastructure. 51 Table 8: Fiber Infrastructure Maintenance Guidelines Infrastructure Type Minor Maintenance Major Maintenance Major Rehabilitation Fiber Optic Cable Plant 1 year 5 years 25 years Fiber Optic Pull Boxes 1 year 5 years 25 years Fiber Switches 26 weeks 1 year 5 years Servers 26 weeks 1 year 2 years Rack Equipment - 1 year 2 years Costs for replacement are expected to be relatively low for the first twenty years following fiber construction. However, because the City has had a fiber network in place for the past few years and the exact age of cables are not known, the City should consider allocation of a portion of funding for a replacement fund. These funds would be utilized in the event of a catastrophic failure where entire portions of infrastructure would be required to be replaced. This could also include end equipment such as switches or routers, which may have expired warranties after 3-5 years, or identified by the manufacturer as “end-of-life” which means they are going to stop supporting replacement parts or software upgrades for the product. Equipment and Maintenance Requirements Additional equipment and staff will be needed for the ITS network buildout. The City will need to decide to purchase the necessary equipment for City use or secure contractors to perform the work, as well as hire the necessary maintenance staff. The City will need to address this during the budgeting process once the TMC is established and infrastructure is in place that requires ongoing maintenance. A Job Order Contract (JOC) mechanism can be useful in supporting individual activities required for equipment and maintenance management over time. Establishing a standard operating procedure for O&M of infrastructure may be needed to stay up on the asset maintenance activities of the ITS network. The City will need to budget for on-call ITS support for anything that cannot be performed in-house, which may include specialized equipment necessary to complete proper maintenance activities or replacement/upgrade design for construction. Lifecycle Replacement Equipment should be replaced if a device has experienced frequent malfunctions, communications or operation failures, or irreparable damage, or if the device has exceeded its lifecycle expectancy. While some agencies replace components of a device as they fail, the City is encouraged to utilize preventive maintenance to decrease the frequency of ITS device replacement. The Traffic Signal/ITS Technician will need to maintain ITS devices and the system and will require appropriate training to serve that role. Table 9 provides fiber infrastructure lifecycle timeframes for the City to understand when to consider replacement. 52 Table 9: Fiber Infrastructure Lifecycle Timeframe Guidelines Infrastructure Type Lifecycle Timeframe Fiber Optic Cable Plant 25 years Fiber Optic Pull Boxes 25 years Fiber Switches 10 years Servers 5 years Rack Equipment 5 years Recommended Funding Program As the City’s ITS network infrastructure was initially being deployed over the last decade, the focus was on capital design and implementation. Over time, the City has built the infrastructure necessary to manage the system, with minimal updates/additions required. As such, the funding needs will shift from design and implementation to also including operations and maintenance. Funding can be challenging when issues are not focused on one department, but rather the general City network outside of a facility/building. This represents a very different funding strategy in that operations and maintenance are not covered by all funding programs. This is a challenge for many agencies as maintenance budgets rarely increase to keep pace with deployment and level of infrastructure in the field. To help address this known and upcoming need, this plan needs to factor in the shift in funding needs over the next decade. This section contains some recommendations for the way funding is used or becomes available that are identified to best support the ITS network. Costs for replacement are expected to be relatively low for the first twenty years following construction. However, the fiber network can be vulnerable to accidental cuts by other construction, traffic accidents, and severe weather. Ongoing support for the City’s ITS network requires a reliable funding source to maintain ITS device functionality through all device and system lifecycles. Funding of ongoing support will need to be built into the PMO (for Operations) and Public Works (for Maintenance) annual budgets. Based on the existing inventory and proposed ITS network in the City, an evaluation of the recommended funding levels for the operations and maintenance of the ITS network are summarized in Table 10. 53 Table 10: Annual Operations and Maintenance Funding Recommendation Category Unit Cost Quantity in 2026 Quantity at Full Build Out Existing Annual Funding Amount Allocated Recommended Annual Funding Amount Allocated INFRASTRUCTURE AND COSTS Fiber Network $550,000 per mile new install 37 miles 227 Miles $0 $8,800,000 $16,500 per mile annual maintenance 3% of cost of fiber initial investment including maint. cost of OSP fiber, infrastructure, and network equipment $610,500 $4,000,000 $0 $265,000 Traffic Signals $900,000 per location new install 80 traffic signals 8 more traffic signals within the City are owned by ADOT 394 traffic signals Including assumption that all existing arterials are equipped $0 $2,700,000 (Assuming 3 traffic signals/yr) $4,500 per location annual maintenance $360,000 $1,800,000 $0 $15,000 Arterial DMS $150,000 per location new install 0 4 If City determines appropriate locations for maximum use $0 $350,000 $5,000 per location annual maintenance $0 $20,000 $0 HAWK Beacons $350,000 per location new install 2 20 $0 $1,000 per location annual maintenance $2,000 $20,000 $0 Wireless Radio $3,000 per location new install 57 35 Assume 60% remain in place $0 $10,000 $250 per location annual maintenance $14,250 0 $0 $500 TOTAL ANNUAL INFRASTRUCTURE FUNDING RECOMMENDATION $0 $ STAFFING AND COSTS ITS Network Operations Staff $125,000 per FTE for annual compensation 1:100 operations staff per total traffic signals Based on # number of total traffic signals $250,000 1 City ITS Transportation Engineer 1 City Transportation Operator $375,000 Existing staff plus 1 Transportation Engineering GIS Analyst ITS Network Maintenance Staff $80,000 – $120,000 per FTE for annual compensation 1:15 maintenance staff for total traffic signals or 1:100 for total miles of fiber Based on # number of total traffic signals and miles of fiber $240,000 2 City ITS Technician $360,000 Existing staffing plus 1 ITS Maint. Manager overseeing JOC contract TOTAL ANNUAL STAFFING FUNDING RECOMMENDATION $0 $ 54 The anticipated asset replacement cycle will naturally warrant the capital cost funding to go up and down each year depending on the age of the equipment. Budgets for fiber network and conduit infrastructure program should be carried over for at least one year so that budgets are not reduced in an annual City budgeting evaluation because of a surplus from a previous year. It is expected that there will be years where operations and maintenance funding for the fiber network and conduit infrastructure may need to be accelerated from future years to cover a higher or unanticipated number of failures or issues. Similarly, there may be years where a smaller budget is required because of a smaller number of events or malfunctions. The budgets do not designate between asset replacements based on asset lifecycle timeframes and replacements because of an upgraded/updated function that warrants technology replacement before the natural end of lifecycle. There are times when upgrades to fiber network and conduit infrastructure may be warranted to accommodate an expanded or enhanced function. The evaluation of these budgets shows there is additional funding support needed to allow the current City ITS network to operate at its intended level and support planned expansion as the City grows. Staff Training and Resources In addition to having an appropriate number of staff to support the ITS network, ITS staff will need specific skill sets and knowledge to properly operate, implement, and maintain ITS devices and systems. Some of the necessary skills sets and knowledge are unique to ITS, and the City may look to hire people who provide those skill sets or may have to seek out training for current or future ITS staff. City staff should leverage various resources in the region that provide technical training for ITS-related systems and processes as they develop and grow their ITS network. 55 Updating the ITS Strategic Plan The Buckeye ITS Strategic Plan is a dynamic plan that focuses on documenting current and future ITS infrastructure and strategies as well as relationships with other departments and agencies. To stay relevant amidst constantly changing needs and evolving technologies, this Plan and its associated tools should be revisited and reviewed periodically by the PMO Department. Components to be updated include: GIS Maps Priority Strategies ITS Cost Estimator ITS Maintenance Plan from Final Document Executive Summary and Presentation Slides As projects are implemented or expanded, agency priorities change, or other changes occur that impact ITS in Buckeye, the resulting changes should be documented through an update to the ITS Strategic Plan. Reasons to Revisit ITS Recommended Strategies Changes in Regional or Local Needs – The Buckeye ITS Strategic Plan was created to support transportation planning by addressing City and significant partnering opportunities that meet local regional needs. Over time, these needs can change, and the focus or efforts of the City’s ITS strategy implementation may need to be reconsidered. New Stakeholders – New stakeholders (internal City departments, partnering agencies, or public groups such as Homeowners Associations or private sector builders) become involved in the implementation or use of a new ITS technology or system. The City’s ITS Strategic Plan should then be updated to reflect their role, involvement, or lead in the ITS strategies. When to Update the ITS Plan Early March – Following the inclusion of projects into the MAG TIP o Review strategies and prioritization for updates based on recent projects included in the MAG TIP June/July – Following adoption of CIP (when implemented) and City budget o Update the ITS Strategic Plan document and tools Early August – In advance of MAG TIP and City CIP program request for projects o Review recommended and priority strategies for potential CIP/TIP projects and links to other agencies/ departments to leverage the request for funding