SOW - ISP NG911 Strategic Plan V11.pdf

Statement of Work (SOW) A. Project Name

9-1-1 Statewide Strategic Plan

B. Client

Illinois State Police Division of Statewide 9-1-1 (DSW911)

C. Objective

The purpose of this engagement is to facilitate a structured, inclusive process that enables the Illinois Statewide 9-1-1 Advisory Board and its stakeholders to co-create a Board-recommended 3-year NG911 Strategic Plan that is actionable, measurable, and aligned with national best practices while reflecting Illinois’ unique 9-1-1 environment.

D. Background

Illinois’ 9-1-1 system ensures that residents and visitors anywhere in the state can obtain an immediate response to emergency requests for help. This critical service functions as a network of stakeholders, with responsibilities distributed across public and private partners, including a central coordinating hub within the Illinois State Police and the active participation of more than 176 independently managed Public Safety Answering Points

(PSAPs) across the state.

E. Scope

This engagement will connect and align the diverse perspectives to define a unified statewide direction for the next three years.

a. Providers (PSAPs, 9-1-1 system managers, PSAP Supervisors, Telecommunicators, 9-1-1 IT staff)

b. Contributors (first responders, emergency management, telecommunication providers, and vendors)

c. Customers (the public, residents, local governments, elected officials)

Our services will include:

1. Lead statewide stakeholder engagement through workshops, surveys, focus groups, and interviews, capturing the full universe of ideas, identifying inhibitors to success, and integrating perspectives from all stakeholder categories.

2. Establish a clear current-state baseline, which will be used to identify future-state opportunities, define the implementation roadmap, and quantify improvements achieved.

3. Improvement opportunities will leverage the use of TFOPA NG911 Readiness

Scorecard, National 911 Profile Database, and targeted analysis of Illinois’ statutory, governance, operational, financial, and technical environment.

4. Guide prioritization of initiatives using a transparent Level-of-Impact vs. Level-of-

Effort (LOI/LOE) matrix, supported by peer-state benchmarks, to build consensus on the most urgent and high-impact actions.

5. Define and document inhibitors and enablers, including legislative, funding, technical, operational, and organizational factors, with proposed mitigation strategies.

6. The strategic roadmap, which is a time-phased sequence of strategic initiatives with clear timelines, milestones, resource requirements, and dependencies.

F. Final Deliverables (Target: June 2026)

1. A Board-recommended 3-year Strategic Plan.

2. An actionable strategic roadmap including step-by-step tasks, assigned owners with defined responsibilities, required resources, estimated costs, and identified funding sources.

3. Define Key Performance Indicators (KPIs).

4. Develop a Risk Mitigation plan.

5. Change Management Plan.

6. Develop an Executive Summary suitable for inclusion in the Board’s Annual Legislative

Report.

G. Key 911 Strategic Plan Stakeholders

1. Division of Statewide 9-1-1

The Statewide 911 Administrator’s Office provides and supports the 911 emergency communications systems and works with the 911 Advisory Board to coordinate these efforts. The Division of Statewide 9-1-1 staff will use the Strategic Plan to inform strategic decisions and guide statewide initiatives to enhance 9-1-1 service delivery.

2. Statewide 9-1-1 Advisory Board

The 9-1-1 Advisory Board represents 911 Systems, as well as a variety of perspectives from first responders, 9-1-1 System Managers, state agencies, and vendors. The Strategic Plan will provide a cohesive set of statewide strategies to support local PSAPs, including support for continuous improvement in service and technology.

*Statewide 911 Advisory Board Representation – The names listed reflect current roles;

however, this does not preclude future communication with others should responsibilities shift.

Name Role Affiliations Ralph Caldwell METCAD, Champaign

County Illinois Association of Public Safety Communications Officials

Chief Carla Redd Rockford Police Department

Illinois Association of Chiefs of Police

Sam McClerren Illinois Commerce Commission

Chief Demond Dade Urbana Fire Department Illinois Fire Chief’s Association

Appointment Pending Illinois Sheriff’s Association

Assistant Deputy Director Michael Yokely

Assistant Deputy Director, Chair

Illinois State Police

John Ferraro Northwest Central Dispatch, Cook County

Illinois National Emergency Number Association

Randy Nehrt President Illinois Broadband and Telecommunications Association

Phil McCarty Emergency Management & 9-1-1 Coordinator, Morgan County

Representing a County 9-1-1 System from a County with a Population less than 37,000

Melinda Woker Director, Jackson County Representing a County 9-1-1 System from a County with a Population between 37,000 and 100,000

Appointment Pending Representing a County 9-1-1 System from a County with a Population between 100,001 and 250,000

Linda Zerwin Executive Director, DuPage County ETSB

Representing a County 9-1-1 system from a County with a Population more than 250,000

Appointment Pending Representing a Municipality or Intergovernmental Cooperative 9-1-1 System, Excluding Any Single Municipality with a Population over 50,000

Deno Perdiou Director External & Legislative Affairs – AT&T Illinois

Representing an Incumbent Local Exchange 9- 1-1 System Provider

Tim Hightower Carrier Relations Director, Adams Telephone Cooperative

Representing an Incumbent Local Exchange Carrier

Lauren Neill Senior State Legislative Affairs Manager - T- Mobile

Representing a Large Wireless Carrier

Appointment Pending Representing a Non-Incumbent Local Exchange 9-1-1 Service Provider

Debra Piscola Senior Director of Government Affairs - Comcast

Representing the Illinois Broadband and Cable Association

Laura Daley Vice President - Bud’s Ambulance Service

Representing the Illinois State Ambulance Association

Senator Bill Cunningham Senator Representing the General Assembly

Senator Neil Anderson Senator Representing the General Assembly

Representative Angelica Guerrero-Cuellar

Representative Representing the General Assembly

Representative Michael Coffey

Representative Representing the General Assembly

Alicia Atkinson Administrator Statewide 9-1-1 Administrator

3. Other Key Stakeholders

The following shows stakeholders organized into three categories: Providers, Contributors, and Customers. Each category includes representation from large and small counties and municipalities, rural and urban areas, multilingual communities, and individuals with disabilities.

It also outlines the information needed from each group to inform the Strategic Plan.

Providers Provide 9-1-1 Service

PSAP

Telecommunicators 9-1-1 System Managers PSAP Supervisors 9-1-1 IT Staff

Emergency Telephone

System Board (ETSB)

Contributors Supporters of the 9-1-1 function

First responders Law Enforcement Emergency Medical

Services (EMS) Fire State and Local

Emergency Management

Crisis lines

Telecom providers

Vendors

Customers Served by 9-1-1

Illinois State Residents

Elected Officials

Counties

Municipalities

Information Needed

Identify statewide priorities and challenges that need to be addressed. (e.g. NG911)

Explore strategies related to:

Increased collaboration, alignment, and efficiency.

Mental health and career support of telecommunicators.

Leverage technology.

Understand first responders’ priorities and vision for the future of 9-1-1 services

Gain insight into the mental health resources and vision for services in the future including collaboration opportunities with 9-1-1.

Understand the current and future landscape of

Understand expectations, hopes, and vision for the 9-1-1 system.

Understand funding challenges and opportunities.

telecommunication services and technology.

H. Change Management and Engagement

To engage Providers, Contributors, and Customers during the Information Gathering Phase, we will use a variety of engagement tactics. Representatives from groups in the Providers and

Contributors categories will also participate in regular meetings through the 911 Advisory

Board, providing both general input and feedback on emerging ideas and strategies.

1. Communications Plan Activities

Strategic Communications Framework

Develop a clear communications framework aligned with stakeholder engagement milestones (e.g., focus groups, board updates, draft reviews).

Establish core messaging and tone for the project.

Message Development and Audience Mapping

Identify stakeholder audiences and define what each group needs to know, when, and how.

Provide sample messages, talking points, and recommended delivery methods.

Communications Calendar

Build a schedule of communications touchpoints to align with the project timeline.

Include Advisory Board meetings, public briefings, and major project milestones.

Feedback Strategy Design

Recommend tools and methods for collecting stakeholder feedback during the planning process.

Develop example survey questions or discussion guides for focus groups or interviews.

2. Survey Stakeholder Community Illuminative Strategies will distribute stakeholder specific surveys.

Interviews Illuminative Strategies will conduct 10 interviews with Provider and Contributor groups, including elected officials, as well as representatives from PSAPs like Directors and Coordinators, first responder organizations, and individuals from IEMA, and telecommunications companies.

Focus Groups Illuminative Strategies will hold 10 focus group sessions with Contributor and Customer groups that may include telecommunicators and supervisors at PSAPs with representation across the state’s 8 INENA Regions to understand priorities and challenges, including ideas for strategies to support the mental health and career trajectory of telecommunicators.

3. Information Sharing Illuminative Strategies will collaborate with the Division of Statewide 9-1-1 to maintain and update information on the existing central website, ensuring transparency and accessibility throughout the strategic planning process. The information provided on the website will serve as a hub for stakeholders and the public to stay informed on progress, milestones, and key documents related to the plan.

4. 9-1-1 Advisory Board The Advisory Board will be consulted and updated monthly and at key moments throughout the project.

In coordination with the Division of Statewide 9-1-1 Office, there will be regular updates at

Advisory Board and Director/Coordinator meetings, in addition to periodic email updates.

I. Project Timeline & Budget

The following timeline outlines key activities and deliverables for the development of the

Strategic Plan.

1 2 3 4 5 6 7 8 9 1 Kick-off and Project Initiation. 300 300

Develop a Current State Understanding across: People, Process, Technology, Legislative, Funding, Policy, and Procedure 520 260 780

3 Assess and Identify Opportunities to Improve (OTIs) 392 392 784

4 Develop Future State Vision & Goals 400 400 800

5 Develop Future State Strategy 400 400 800

6 Develop Implementation Plan 520 260 780

7 Finalize and Publish Strategic Plan 520 520 1040

300 520 652 792 800 400 520 780 520 5,284

Illinois State Police

9-1-1 Strategic Plan

Totals

Hours by

Phase

Timeline by Month (Oct 25 -Jun 26) ID Activity

1 Kick-off and Project Initiation.

1.1 Initial Project Planning Meeting (Advisory Board members and Sr. Leaderships)

1.2 Define Scope & Goals

1.3 Develop Project Charter

1.4 Develop Budget and Timeline

1.5 Secure funding / resources

Develop a Current State Understanding across: People, Process, Technology, Legislative, Funding, Policy, and

Procedure

2.1 Document NG911 Maturity

2.2 Review Documents (organizational structure, legislation, policies, procedures, and other relevant documents)

2.3 Survey/ Interview stakeholders

2.4 Interview with Division and Advisory Board SMEs (Advisory Board, PSAPs)

2.5 Focus Groups with Provider and Contributer Groups (8 INENA Regions)

2.6 Gather Data (Legacy 911 data, surcharge, Grants, Cost/Expense, Legislative Developments, Emerging

Technologies, Industry Best Practices, and other relevant data)

3 Assess and Identify Opportunities to Improve (OTIs)

3.1

Perform a Current State Process Assessment Identifying Opportunities to Improve (OTIs) and Root Causes

3.2 Evaluate the Voice of the Customer (Providers, Contributors, Customers and Advisory Group)

3.3 Assess NG911 Maturity

3.4 Identify Best Practices - State, Federal, etc.

3.5 Perform SWOT Analysis

4 Develop Future State Vision & Goals

4.1 Define the Future State Derived from Current State Findings and OTIs

4.2 Define long-term Vision & Mission

4.3 Set goals based on best practices, Maturity Model, NG911 standards

5 Develop Future State Strategy

5.1 Define Strategies

Technology

Governance

Operations

Funding

Stakeholder Outreach

5.2 Identify Future State Risks

5.3 Define Future State RACI

5.4 Create Final Report Summarizing the Future State Strategy

6 Develop Implementation Plan

6.1 Identify Tactial Implementation Steps

6.2 Develop Implementation RACI

6.3 Develop Implementation Roadmap

6.4 Define Implementation Milestones

6.4 Define Implementation Timeline

6.5 Develop Risk Mitigation Plan

7 Finalize and Publish Strategic Plan

7.1 Utilize Outcomes Based Key Performance Indicators (KPIs) to Monitor Task Completion and Success

7.2 Create Final Report Summarizing Findings and Outcomes

ID Activity

Illinois State Police

9-1-1 Strategic Plan

The project cost Not to Exceed (NTE) is: $999,320.00

Invoicing will occur monthly based on hours consumed by resource type and deliverable completion.

All Services will be performed in Illinois. Service locations will include:

1. ISP HQ office locations in Springfield, Illinois

2. ISI in Springfield, 5300 S 6th St, Springfield, Illinois

3. ISI in Springfield, 5201 S 6th St, Springfield, Illinois

2. Acceptance of Work

Completion of each milestone and deliverable outlined in this SOW and the related criteria for acceptance shall be determined jointly by ISP and ISI.

3. ISP Point of Contact

Michael Yokley Assistant Deputy Director

Illinois State Police | Division of Statewide 9-1-1 801 South 7th Street, Suite 700S Springfield, IL 62703

1 2 3 4 5 6 7 8 9 1 Kick-off and Project Initiation. 300 300 $ 58,200.00

Develop a Current State Understanding across: People, Process, Technology, Legislative, Funding, Policy, and Procedure 520 260 780 $ 147,000.00

3 Assess and Identify Opportunities to Improve (OTIs) 392 392 784 $ 147,920.00

4 Develop Future State Vision & Goals 400 400 800 $ 151,600.00

5 Develop Future State Strategy 400 400 800 $ 151,600.00

6 Develop Implementation Plan 520 260 780 $ 147,000.00

7 Finalize and Publish Strategic Plan 520 520 1040 $ 196,000.00

300 520 652 792 800 400 520 780 520 5,284 $ 999,320.00

Illinois State Police

9-1-1 Strategic Plan

Totals

Hours by

Phase

Cost by

Phase

Timeline by Month (Oct 25 -Jun 26) ID Activity

Sr. Workflow

Analyst

Sr. Organizational Change

Manager Engagement Executive

Hourly Cost: $185.00 $185.00 $230.00

Hours: 3,200 1,600 484

Staffing Hours by Resource Type

Michael.Yokley@illinois.gov

4. ISI Point of Contact

Kent James

MBA, PMP, CCMP, LSSMBB, CSM, CQA, CMQ/OE, Prosci OCM

Executive Director

Illuminative Strategies Inc.

3309 Robbins Rd., 139

Springfield, Illinois 62704

E: Kent.James@illum-strat.com

P: (847) 421-7274

If any ISI Key personnel identified in this SOW need to be replaced, a resource with similar or better qualifications will be assigned. A two-week knowledge transition will be scheduled to ensure no negative impact on project schedules.

AGREED TO and ACKNOWLEDGED BY

Illuminative Strategies Inc. By:

Signature:

Title:

Date:

Illinois State Police By:

Signature:

Title:

Date:

Services cannot be initiated until all approvals are obtained in the eprocurement system and the SOW is executed by authorized signatories of the parties.

General Notes

The deliverable should paint the picture of the direction 911 should be going in the State of Illinois. It should also identify areas of opportunity for improvement. The audience for the strategic plan will include a variety of individuals including but not limited to citizens, PSAPs/ETSBs, first responders, local municipalities, elected officials, etc.

The strategic plan also needs to take into consideration other statues/regulations that impact 911 i.e. CESSA, EMS, Sexual Assault, etc.