Carpinteria City Council
November 14, 2022

Key findings:
• Important take-away: Tribal residents on the Reservation are greatly underserved for high-speed Internet. Over 78% of respondents had either unsatisfactory Internet service (52%) or no reliable Internet service (26%). Several respondents reported no internet services and only 22% stated that their internet service was satisfactory.

CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 28
Figure 14: Household Survey Internet Service
• Average download speed of was 234 Mbps; upload speed averaged only 19 Mbps • Households with home businesses or students are most disadvantaged • Compounding issue that three-quarters of Tribal households either lack high-speed internet or are underserved is the fact that new Chumash lands earmarked for residential development are completely unserved
• With an average of 7 devices per household and 87% of households classifying their need for “Basic” internet/social media applications as “Great” or “Moderate”, Tribal members have indicated that they are indeed robust internet users • Probability for Tribal residents to expect greater access, reliability, and speed is fairly certain with greater than 50% of respondents noting their usage as “Great” or “Moderate” regarding video conferencing, video streaming, gaming, etc. (This is especially true for Tribal members who are also Chumash employees or members who are frequent users of the tribe’s many support services) • Since the tribe is undertaking a transition to enterprise software (much of which will be in the cloud), Tribal members will need much greater access, reliability, and speed to benefit from these Tribal improvements. A minimum of 500 Mbps will be required to access these cloud-based programs
• For telecommuters and residents with businesses, digital payments and credit card processing are key activities, 80% of respondents reported a “Great” or “Moderate” need for support of such activities
• Top item regarding expected needs for next five years: enhanced student access to internet, with greater speed and reliability
• Tribal member households with either home businesses, teleworkers or students are most impacted by being connectivity-challenged
• Suggestions for improving Tribal member household internet included two recommendations (1)Explore potential solutions of new internet providers and (2) Put Xfinity and Verizon towers on Casino parking structure 0 2 4 6 8 10 12 14
Satisfactory Internet
Unsatisfactory Internet
No Reliable Internet
No Available Internet
Household Survey Q3: How would you characterize
your household's current internet service and
reliability?
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 29
Gap Analysis
There are six main gaps in Chumash current connectivity profile:
• Several key areas are currently unserved completely (e.g. Camp 4) and other areas are significantly under-served or have reliability issues (existing residential area, Education Center, CERC, Fire Department, etc.).
• Tribal member service in existing residential area does not meet member expectations and presents the Tribe issues in serving its members in the areas of security, service delivery/efficiency, telework/entrepreneurship, educational opportunities, and leisure activities
• Customer expectations of the Tribe’s key tourism-related, revenue-producing entities are not being met
o Depending on carrier, guest cell users often need to go to lobby or valet area to make/receive calls at the Casino Resort
o Internet at off-site hotels (Hotel Corque/Hadsten House) inadequate for guest applications – guests experiencing latency issues, drop-offs, downed internet.

Note: Robust, reliable internet now an expectation as important as robust, consistent power
o Geo-fencing/proximity marketing needs greater connectivity, speed • Tribe now owns FCC-awarded 2.5GHz spectrum not yet deployed for Tribal benefit • Tribe’s new Enterprise Resource Planning (ERP) platform cannot be maximized at current connectivity levels; additional HR and cloud-based Tribal business/operating solutions projected
• Future connectivity needs are not yet being addressed The following table provides the gap analysis:

CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 30
Chumash Broadband Gap Analysis

DOMAIN IDEAL FUTURE CURRENT STATE GAP NEXT STEPS
Tribal Facilities Robust, reliable,
equivalent, state-ofthe-art connectivity
across greater Tribal
Enterprise: (a)
uninterrupted
service continuity
across all sites, even
during emergencies,
peak times (b)
accessible cloud
apps all sites, all
times (c) smooth
cross-facility,
outbound/inbound
call service, smooth
videoconferencing
even in peak times
(d) all inside/outside
facilities state-of-art
cell, & internet
Diverse connectivity
platforms, service
levels, issues
Numerous facilities
experiencing
inefficiencies due to
lack of robust, reliable
connectivity/broadband
Ensure gigabit
service all locations;
consider ownership
of broadband
infrastructure to
maximize asset
control and provide
Enterprise-wide
solution.

Evaluate Tribal
Broadband
enhancement
offerings in Options
Table, this
document, p.___ ,
with consideration
for ideal futures
articulated at left.

Tribal Member
Service
See above, also for
residences
Land lines, cell use,
internet all w/issues
or problematic
Tribal member daily life
impacted by basic
connectivity issues
See above
Customer
Expectations
See Ideal Future
above
Reliability and
speed not meeting
guest expectations;
Indoor cell use
issues
“Speed of life”
connectivity not
currently available at
some Tribal visitor sites
See above
Spectrum Award 2.5GHz awarded
spectrum providing
Tribe cost/service
benefits
Not currently
deployed
Spectrum is available,
but not yet deployed
Integrate 2.5GHz
into Enterprise
solution for benefit
of Tribe
ERP, Proj’d Cloud
Apps
See Ideal Future
above
Some areas@speed
of 500, others not
Not all sites may
benefit from new apps
See next steps
Facilities
Variance-Purchased
or Installed vs
Actual Connectivity
Services
Services expected
are received
consistently, even
during peak times
( Frequently)
Variance in
purchased, received
service, speeds
Lack of dependability in
quality, level of services
purchased
See next steps
Facilities
Broadband
Planning for Future
State-of-art
Enterprise
Broadband capacity,
speeds scalable,
expansion-ready
Diverse connectivity
platforms, service
levels, issues
Connectivity services
vary across facilities,
domains, no single
Enterprise solution
See next steps
Facilities
Figure 15: Chumash Broadband Gap Analysis
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 31
Broadband Strategy
The Chumash IT department can be applauded for continually enhancing internet service over the past several years. The tribe made a major investment by having Frontier build fiber from Buellton to the Casino and by getting redundant services from 2 additional carriers. The Tribal IT approach has been measured, deliberate, responsive, costconscious, and admirable.

The Santa Ynez Chumash have been fortunate to enjoy great growth and expansion over the years, both in business enterprise and Tribal member services, and the Tribe is positioned to continue that development and growth of enterprise and service delivery.

The impacts of this vitality, however, have been significant on demands for Tribal connectivity. Being in a rural area, the broadband solutions provided for high connectivity demands like those of the Chumash, are limited. The tribe’s IT department has done as much as possible to address new internet application needs, ameliorate issues, and provide reliability through multiple contracts, periodic upgrades and troubleshooting and new services from new provider assets as they become available.

This strategy, which has worked satisfactorily for several years, can now be seen to have drawbacks going forward. There is a hidden cost to the growing complexity of providing connectivity and services as more new businesses and lands are added to the Chumash enterprise, according to IT Infrastructure Director Kyle Schaffer. Additional ISP contract negotiations will be necessary and additional installation, maintenance, and troubleshooting will be required for the underserved locations. This is a draw on the IT staff’s limited time that could be used more productively for planning and for other IT projects.

Due to connectivity issues at all but perhaps the Casino/Resort and the Clinic, inefficiencies of Tribal operations in other areas besides IT also can be identified. Education Director Dawn Valencia and Fire Chief Joseph Zavalla, for example, both mentioned the numerous times a Zoom meeting suffered from internet drop-offs, or that Zoom log-in failed and other communications arrangements had to be made with the parties involved. An employee that cannot make a call from his/her office in the building in which he/she is located or needs to use a personal phone instead of a Tribe-issued phone, has a real, if difficult to quantify, episode of inefficiency, at a cost to the Tribe.

The question of whether these (inefficient) costs of connectivity would be more than the cost of a holistic Tribal enterprise broadband solution is probably not answerable, as not all inefficiencies are evident or subject to quantification.

But with the likelihood of continuing Chumash vitality and growth and the fact that the cost of these connectivity inefficiencies is already significant and certain to increase, it is clear CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 32
that it may be worth examining some infrastructure investment options not previously under consideration.

This is especially true as grant opportunities related to broadband, especially those available to tribes, continues to grow. Before grant opportunities existed to bring Internet to Tribal lands, the Tribe believed the cost to be prohibitive to get gigabit internet to the residential and commercial and service-delivery locations on the reservation.

Grant opportunities have the potential to change that. With grant funding, the Tribe can now feasibly consider a wealth of options for state-of-the-art connectivity. It has the opportunity to own and operate its own assets, even becoming a reseller under certain requirements, to partner with an ISP to build middle mile and last mile fiber optics to the reservation, to leverage its recently-awarded 2.5GHz spectrum to serve Tribal connectivity needs, to negotiate a Service Level Agreement for enhanced gigabit services for a onesolution approach – its options are numerous, both in regard to infrastructure and asset ownership.

Chumash broadband options are so numerous, in fact, that Study developers believe a firm strategy recommendation of at this time is premature. Study research has uncovered Tribal best practices that include options for Tribal asset ownership, ownership and management, and even becoming an Internet Service Provider. Since the Study grant was applied for, the Chumash are no longer just seeking, but have been awarded government spectrum.

New grant opportunities have arisen that could promise much greater infrastructure investment support. New provider and other partners have emerged since the Study began All this has added to the complexity of analysis, number and breadth of opportunities, but more importantly to the need for much more Tribal consideration of Chumash priorities, culture, business opportunity perspective, investment resources, etc., some of which cannot be completed in a Study such as this.

What can be accomplished on the Strategy front is an articulation of at least the key strategy options identified during the development of the Study, recognizing that new options could emerge or options identified could become less feasible, at any time.

This said, Study developers have created a “Chumash Broadband Strategy Options Table” to outline the six different options identified. A preliminary trade-off analysis, the Table includes categories for comparison of each option by Tribal leadership.

While inherent in the Table’s comparison categories, it is worth mentioning that several factors from the wealth of data presented thus far should hold special value for the Chumash in evaluating the Tribe’s Strategy Options:

CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 33
Consistent Connectivity Platform for All Tribal Facilities The tribe’s cloud service needs are heavily reliant on reliable and symmetrical broadband services offered by Internet Providers. With the growing need for robust connectivity, information management, and a supportable application environment, the Tribe should create an online platform that offers an enterprise approach to responding to the needs of the community. Once defined, a governance process (feedback, policies & standards) will assist in maintaining an understanding of performance through ongoing communications with users. The first step to developing an information technology platform for the Tribe is establishing a consistent fiber footprint across all locations where service is needed. The second step would be confirming the inclusion of a robust and ‘live’ monitoring platform to track the success in availability, throughput, and uptime across the Tribal network.

Gigabit Speed
A gigabit speed solution over the next few years to Tribal facilities and member homes is a future-proof approach to ensuring comprehensive, “speed of business, speed of life” internet service for the Tribe for at least the next few years. This solution would address all current and projected needs of the tribe for years to come. The Chumash IT Infrastructure lead (Schaffer), the HR lead (Nogal), and the Audio-Visual lead (Figueroa) all stated that gigabit service “would do it all”.

Asset Ownership Consideration
The Tribe is not currently in control of its broadband destiny. Having the ability to own and deploy fiber-based Internet assets and supplement its distribution with the 2.5 GHz spectrum would allow the tribe to gain control. Ownership of broadband assets in conjunction with future Tribal connectivity needs, existing Tribal success models, Chumash commercial investment priorities, and the desirability of connectivity control should be carefully considered, despite the potentially high investment costs if grant funding cannot be secured.

2.5 GHz Spectrum
The 2.5 GHz spectrum awarded the Chumash by the Federal government is suitable for both mobile coverage and fixed point-to-point uses. Complimentary to fiber optics, the 2.5 GHz spectrum can play an important role in the deployment of broadband and other advanced communications on the Chumash reservation. (See Figure ___ below) The FCC website provides the map above as areas of spectrum coverage assigned to the tribe. This initial strategy provides insight to underserved areas and potential needs. The next step is to do a cost benefit analysis of specific solutions (see Options Table below).

Managed spectrum is one option, but if the tribe is to internally support the wireless spectrum, they will need to gather information about hardware needed; network design; CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 34
training, installation, operation, and maintenance of the hardware; as well as staffing needed to support the services offered over the spectrum.

The two spectrum management options above are not mutually exclusive. The IT department should also consider a hybrid solution using the best aspects of each solution.

Figure 26: Chumash Lands for Potential Spectrum Use
Redundancy Assurance
The tribe should research what physical path the Frontier provided service takes to get to or from the reservation as well as what major peering point this bandwidth is connected to at the head end. For example, does Frontier take the service down to LA and meet AT&T and it’s upstream bandwidth at One Wilshire? If this is the case, for redundancy’s sake, it is important for the second carrier to ultimately bring the connection north to 11 Great Oaks or another Bay Area peering point. In a perfect world, the tribe would find an ISP that would build northern and southern paths off of the reservation and have the redundancy built into their backbone network; with this design, the ISP would be able to automatically route around issues in the backhaul or Internet.

Five-Year Planning Timeframe
Planning for at least five years out is a critical priority. Facility and service leads with programs and software options need the confidence of knowing that level and type of CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 35
connectivity they can count on for the foreseeable future in order to make wise purchases.

Planning for a five-year planning period can ensure continuity of service, efficiency, and cost-effectiveness. Evaluating options for a five-year window of performance, especially if phased, can make investment requirements more feasible, grant opportunities more numerous, and disruption less problematic.

Northern Santa Barbara County Fiber Ring
Tribal existing and proposed facilities and investment projects ae located in diverse cities across Northern Santa Barbara County (NSBC). Connecting these sites is critical for Tribal enterprise efficiency and connectivity control. The Chumash employees and Tribal members are also located throughout the region. Talks and needs assessments are underway in support of development of a middle mile network that interconnects the communities in the Northern Santa Barbara County area. The tribe can both leverage its infrastructure to support this effort and also benefit from development of phases of the Fiber Ring in which the Chumash are not engaged.

As a key member of the Northern Santa Barbara County Broadband Advisory Group, the Chumash will be included in planning conversations and potentially partner opportunities to accelerate development of the Fiber Ring Network development.

The Tribe is encouraged to evaluate Chumash Strategy options in light of the Tribe’s support for and benefit from accelerated development of the NSBC Fiber Ring.

CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 36
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (1)
Trust Lands
Midmile fiber from
Goleta to Trust Lands w/last
mile
fiber to all Tribal
svc & business sites
on fed landTribe owns fiber on
its Tribal lands
Off-Site Tribal Locations
Upgrade current
Contracts to gig svc to
accommodate
cloud ERP, business
competitiveness
High Infra
cost if selffunded,
Low if
grant and/or
providerfunded
Maintenance
Low
to Med
Infra: n/a
Monthly
Fee: High
Little
(once built)
GreatMultiple contracts
Great
Little
Yes
No
TBD,
Probably
Less than
w/multiple
service
contracts
Med-High
Contract &
Service
Monitoring
Yes in terms
of
Closer
Fiber
Access for
Local
Areas
(Less
Cost)
No re
direct svc
No
• Nat’l Telecom &
Information Admin
(NTIA)
(Provider Ptnrship
and/or State
Political Subdiv.

Partnership)
• Tribe or
Tribe/Provider
Ptnrship, w/o
Grant
Tribe
Next Steps: Next Steps: (through Chumash Leadership/IT discussions, select Option 1) For Trust Lands- Identify potential NTIA partner(s), support NTIA grant application development; For Off-Site Locations – Upgrade current contracts to gigabit service CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 37
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (2)
Trust Lands
Extend mid-mile fiber from
Goleta, Buellton or elsewhere
to reservation’s key anchor
facilities (Casino/Resort).

Provide last mile to
reservation sites with 2.5GHZ
fixed wireless Tribal spectrum.

Tribe owns fiber on fed lands;
Tribe owns spectrum
connecting fed lands.

Off-Site Chumash locations
Adopt Option 1 for Off-Sites
High Infra
cost for fiber if
self-funded,
Low if grant
and/or
providerfunded; Eqmt
costs for
spectrum fixed
wireless; Maint
Low
to Med
Infra: n/a
Monthly
Fee: High
Little-Medium
(once built)
GreatMultiple contracts
Great
Little
Yes
No
TBD,
Probably
Less than
w/multiple
service
contracts
Med-High
Contract &
Service
Monitoring
Yes - closer
fiber for
Local Areas
Yes for Santa
Ynez, where
spectrum
crossing
township; No
re others for
direct svc
No
• NTIA
(Provider Ptnrship
and/or State
Political Subdivision
Partnership)
• Tribe/Provider
Ptnrship, w/o
Grant
• Tribe
Tribe
Next Steps: (through Chumash Leadership/IT discussions, select Option 1) For Trust Lands (fiber and wireless)- Identify potential NTIA partner(s), support NTIA grant application development; For Trust Lands (wireless) Engage RF Engineering or Wireless Telecom firm to determine cost/equipment/tech deployment needs; For Off-Site Locations – Upgrade current contracts to gigabit service CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 38
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (3)
Trust Lands
Option 1 model for mid-mile
fiber to reservation’s (Resort &
Clinic). Last mile to Tribe’s fed
sites with 2.5GHz Tribal
wireless. Tribe owns fiber on
fed lands, spectrum
connecting fed lands.

Tribe seeks CLEC or other
Tribal authority to potentially
provide fiber to local areas,
off-setting svc costs of Tribe’s
off-site locations (see Klamath
River Rural BB model)
Off-Site Tribe Locations
Option 1 Off-Site model until
CLEC/other designation
secured; then extend owned
fiber to Tribe’s off-site
locations, local area
High Infra
cost for fiber if
self-funded,
Low
if grant and/or
providerfunded;
Eqmt costs for
spectrum fixed
wireless; Maint
Low to Med
Infra: High for
fiber build-out,
ROI TBD, Pot’l
cost off-sets
Little-Medium
(once built)
TBD-Medium (?)
<multi-contracts
once built;
maintenance
Great
Little
Yes
Yes
TBD,
Probably
Less than
w/multiple
service
contracts
Med-High if
Contracting;
once tribeowned fiber –
Med/Maint
Yes re closer
fiber
access for
Local Areas
Yes for Santa
Ynez, to
receive svc by
wireless
passing thru
SY; No re
direct svc to
others
No
• NTIA (Needs rsch
to see if Provider
can be included to
build but not own
fiber for which
application is being
made)
• Tribe/Investment
Partners, public or
private, Ptnrship
w/o grant
• Tribe
Tribe
Tribe or Tribe &
Investment Ptnrs,
Public or Private
Next Steps: Determine NTIA eligibility, if eligible: Identify potential NTIA partner(s) and service areas applicable, wireless rqmts, etc. support NTIA grant application development; If not eligible, or not all areas are eligible for NTIA, determine gaps and identify other grant and/or investment funding available to pursue, simultaneously researching CLEC and/or other Tribal designation options, requirements CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 39
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (4):

Trust Lands
Participate in MuralNet/Cisco
Sustainable Tribal Networks
Program re sovereign network
pilot program, an
infrastructure trial providing
data in exchange for Cisco
support, eqmt, etc. (would use
Tribe’s dedicated spectrum
throughout Tribal lands)
Off-Site Chumash locations
Adopt Option 1 Off-Site model
Low
High
Stated to be little
(simple tech
architecture, etc.)
Great
Great
Little
Yes, but
possibly not
as valuable
as fiber
No
Medium –
interface
w/MuralNet
and Cisco
Med to High
TBD,
probably
only for
Santa Ynez,
over which
the wireless
spectrum
needs to
pass
No
Tribal funding for
MuralNet (rsch grant
funding), Cisco
services free(?),
spectrum already
authoirized
Tribe
Next Steps: Trust Lands -Register with Cisco/MuralNet for Pilot Program/Trial; upgrade Off-Site agreements to gigabit service CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 40
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (5):

Trust Lands
Upgrade current fiber agmt
with Frontier to gigabit service
and provide non-anchor fed
land service/business sites
with Tribal spectrum
Off-Site Chumash locations
Upgrade current contracts
to gigabit service
Medium
(higher
contracts, no
infra build)
High
Medi (partially
Tribe-owned,
partially contract)
+ add’l agmts for
off-site, but no
build-out except
spectrum
deployment
Med
contract/service
monitoring
Little – Tribe
owns &
controls
only 2.5GHz
Little
Partially –
spectrum an
asset
No
High –
multiple
solutions
MediumContract,
Service
Monitoring
Yes, but only
for Santa
Ynez, as
spectrum
can cross
over
township
No
Tribe and/or
MuralNet/Cisco, if
spectrum piece of
solution facilitated
through their
program
Tribe
Next Steps: Upgrade Frontier contract for gigabit fiber to Casino/Clinic; register for MuralNet/Cisco program if desired, or seek RF engineering or telecom consulting firm to provide spectrum deployment guidance; upgrade off-site agreements to gigabit service CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 41
Chumash Broadband Strategy Options for Tribal Leadership Consideration Sample Options for
Chumash Broadband
Enhancment*
Infrastructure
Cost/
Maintenance
Cost
(low/med/
High)
Complexity
Inefficiency
(little/med/
great)
Tribal
Control
of Costs/
Services
Scalability (little/
med/great)
Tribal
Exclusive
Asset
(yes/no)
Tribal
Staffing
Rqmts
(low/med/
high)
Local
Community
Benefit
(if yes,
describe)
Pot’l
Funding
Option (6):

Trust Lands and
Off-site Locations
Adopt a Service-Level
Agreement (SLA) Model for
single point management and
control: SLA contractor would
assist the Chumash in
upgrading, investing,
transitioning and maintaining
gigabit service (outsourced
broadband management for IT
dept)
TBD,
depending
upon
fiber/wireless
spectrum
infrastructure
guidance
Little – single
point of contact
for upgrades,
installation,
investment,
maintenance
Great,
medium or
little,
depending
on tech
solutions
and quality
of SLA
service
Possibly but
not
necessarily,
depending
on solutions
selected
Low once
contractor
relationship
established,
initial
Possibly,
depending
upon tech
solutions,
governance
and other
decisions
made
Tribe for consulting,
grants etc for tech
solutions
Next Steps: Recruitment of Service-Level Agreement contractor…recommended that if this option is selected, contractor be engaged prior to Phase 2, or during grantwriting for NTIA or other grants
*Proposing these options for cost/benefit analysis Phase 2, with exception for any options requiring NTIA funding, apps for which are due Aug 2021; Options using Tribal spectrum must provide svc to 50% of population identified in spectrum application w/in 2 yrs of award CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 42
Funding Sources
The COVID pandemic has served as a catalyst to bring focus and funding to potential broadband investments. The time is now to take full advantage of the resources available. “Listening sessions” are underway for communities to present their needs, submit applications, and secure the needed resources. Sample grant opportunities thatthe tribe is pursuing include:

EDA: https://eda.gov/funding-opportunities/
CASF: https://www.cpuc.ca.gov/TribalAssistance/
NTIA: Tribal Broadband Connectivity Grants Program (TBCG): Written Input | BroadbandUSA (doc.gov)
USDA: USDA to Host Listening Session to Expand Broadband Access in Tribal Communities | Rural Development
Timeline & Action Plan
CY21, Q2 (Apr-June): Apply for USDA, EDA, CASF Funding to connect facilities CY21, Q3 (July-Sep): Perform cost analysis of spectrum / POP solutions CY21, Q4 (Oct-Dec): Engage in collaborative design and engineering CY22, Q1 & Q2 (Jan-Mar): Commence connecting Tribal facilities / spectrum CY,22, Q2(Apr-Jun): Collaborative participation in the Regional Fiber Loop CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 43
Appendix A: Results of the Business Enterprise/Department Survey
The questions from the Business Enterprise/Department Survey are located in Appendix B; the results to the 27 questions are as follows:

Question (Q)1 asked to indicate whether they were responding to the survey as an individual or as a representative (of an enterprise or department), all 12 respondents indicated that they were responding as a representative. The entity for which each person was responding can be seen in the chart above. Q2 asked for contact information.

Q3 asked for the type of entity respondents represented. 6 respondents (54%) indicated they were responding for a department, four (36%) for a division, and one respondent identified “an entire organization” as the entity for which he/she was responding.

Q4 asked for the name of the organization.

The size of respondent entities was requested in Q5, and as seen in the chart below, 50% of the entities were comprised of 11-100 people, 25% were 1-10 people, and 25% were 501 or more people.

Q6 requested the role of the respondent; these are listed in the table above (p. ___).

In Q7, respondents were asked the nature of the work of the surveyed entity. While the nature of the work of most entities surveyed can be assumed from the name of the entity (e.g. Clinic, Education Center, Museum, etc.), Q7 write-in responses were:
0 1 2 3 4 5 6 7
1-10 people
11-100 pp
101-500 pp
501 or more
Q5:

What is the size of the entity for which you are responding? CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 44
• Museum (Santa Ynez Chumash Museum & Cultural Center)
• Kita winery makes, sells and distributes wine made from the Camp 4 vineyard (Kita Winery)
• Technical Support for the enterprise (Chumash Casino: Technology Services) • Hospitality and resort operations and diversified businesses (Santa Ynez Band of Chumash Indians)
• Shared Services for Project Management, Analytics, Business Planning and Supply Chain (Casino/Resort: Strategy Division)
• Oversee the Human Resources function for the tribe and its 1,700 employees (Chumash Indians: Human Resources)
• Gaming and Hospitality (Chumash Casino)
• Philanthropic (Chumash Foundation)
• To provide educational services to eligible Tribal descendants (Chumash: Education Department)
• Fire fighting, EMS and rescue (Chumash fire department) • Hotel Management (Hotel Corque & Hadsten House)
Q8 was the beginning of the survey regarding current Internet service, and it asked how the respondent would categorize their representative entity’s Internet speed and dependability. 33% of respondents were satisfied with their entity’s Internet service (4 respondents/entities), while 58% (7 respondents/entities) indicated either “unsatisfactory internet” (42%/5 people) or “no reliable internet” (17%/2 people), with the Museum respondent checking “other”, indicating that the Museum and Cultural Center were still in development.
0 1 2 3 4 5 6
Other
Satisfactory Internet
Unsatisfactory Internet
No Reliable Internet
No Available Internet
Q8: How would you categorize your entity's
current internet service speed and dependability?
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 45
For those indicating that their internet service was unsatisfactory, Question 9 was an attempt to discern the reason why.

While 1 person indicated speeds were not adequate for apps desired, 33% responded speeds were “Too Slow” or “Not Reliable”, the majority of respondents checked “Other”, with the following in the comment box:
• In construction (Santa Ynez Chumash Museum & Cultural Center) • Wider availability and access (Santa Ynez Band of Chumash Indians) • There are blind spots in the organization, where certain functions cannot be served (Casino/Resort: Strategy Division)
• Only 1 provider with Comcast and at times the service goes out (Chumash Indians:

Human Resources)
• Satisfactory (Chumash Casino)
• To further define unreliable, our internet cuts out during zoom calls, our phones frequently don't work, and we frequently have issues logging in to online services such as on-time (Chumash: Education Department)
• Services comes in and out. weak signal. coverage is not wide enough for properties (Hotel Corque & Hadsten House)
Responses for Question 10 were for those respondents who selected “satisfactory” or “good” internet services:
• There isn't a huge demand for internet at the location, what we have installed is adequate for the workload (Kita Winery)
• Our service is reliable (Chumash Casino: Technology Services) 0 1 2 3 4 5 6 7 8
Other
Not Reliable
Audio Distortion
Visual Distortion
Not Adequate for up/down speeds for apps desired
Too Slow
Q9: If "Unsatisfactory", why?
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 46
• Ample speed for our current needs and redundant connections make it highly available (Chumash Casino)
• We lose internet service two or three times a week (Chumash fire department) Q11 polled survey respondents for their entity’s upload and download Internet speeds. The table below shows there is a significant discrepancy in speeds at the various entities, with the Chumash Casino/Resort at 500 Mbps up and down and having redundancy with 2 connections from separate carriers. The Tribal Clinic IT respondent also indicated a speed of 500 Mbps up and down. All other entities have significantly slower speeds - no doubt creating efficiency gaps and operating obstacles.

Chumash Enterprise: Internet Speeds
Wired
Upload
(Mbps)
Wired
Download
(Mbps)
Entity (ies) or
Domain
Wireless
Upload
(Mbps)
Wireless
Download
(Mbps)

19.3 72 Division- LLCs
Hotel Corque

3.9 47
17 73.5 Division LLCs
Hadsten House (Hotel)
18 56.47
Education Department 6.9 32.8
Chumash Fire
Department

22.9 180
500 - Comcast
500 - AT&T
500 - Comcast
500 - AT&T
Chumash Casino &
Resort
129.39 Frontier 296.30 Frontier Human Resources
Chumash Employment
Resource Ctr (CERC)
TBA 24.27
Tribal Clinic 500 500
309.5 432.7 Casino: Technology Svcs
Chumash Gas Station 38.3 48.6

3.1 Casino: Strategy Div
Question 12 polled respondents regarding various categories of usage, type of applications used, and level of use (great, moderate, little or none). Summarized in the chart below, the application of greatest need is “Facility Management” (59%). Facility-related automation needs articulated as a “Great” need included Building Access Control Systems (55%), HVAC (50%), and Fail-Safe Sensors or Alarms (50%). Additionally, 33% of respondents indicated that the need for Smart Building Monitoring/Metering was “Great”.

CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 47
0 1 2 3 4 5 6 7 8
Undergrd structure monitoring (cables, pipelines)
Smart bldgm monitoring/metering
Fail-Safe Sensors/Alarms
Facility Mgmt (sprklrs, elevators, etc.)
Environmental Monitoring
Smart transp sys infra (bus/fleet tracking)
Intelligent Transp (pkg, strux, signals, etc.)
Bldg Access Ctrl Syst
HVAC
Online Ordering
Machine Operations (slots, vehicle testing, etc.)
Automated Order Fulfillment
Automated "Smart" inventory mgmt (pkg spaces, etc.)
Automated operations
Q12: Automation Apps - Check all apps currently important to your entity, indication level at which they are needed
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 48
Q13 asked for the level of importance of business office applications (e.g. MS Office). 83% of respondents (10 people) indicated a “Great” need while 16% (2 people) claimed a “Moderate” need.

Q14 dealt with the needs for cloud computing applications. Respondents indicating cloud computing needs were “Great” totaled 64% while 73% said data storage need was “Great”.

Surprisingly, in regard to communications (Q15), only 50% of respondents indicated a need as “Great”, with call center applications nearly as important at 42%. 0 2 4 6 8 10 12
Business Office Applications
Q13: Business Office Applications Need
None Little Moderate Great
0 1 2 3 4 5 6 7 8 9
Grid Computing
Data Storage
Cloud Computing
Q14: Cloud Computing Service Application Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 49
Chumash Data Visualization Needs (Q16) at this time are not severely under met, with only 40% of respondents indicating a “Great” need for data visualization in the area of business analytics.
0 1 2 3 4 5 6 7

PSTN SIP
Call Center Apps
Emergency Dispatch & Coordination/Radios
Q15: Communications Applications Need
None Little Moderate Great
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
Big Data
Data Mining
Business Analytics
Q16: Data Visualization
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 50
Q17 surveyed broadband “Display” needs. The greatest needs were found in the areas of marketing and information (45% electronic signage, 45% informational kiosks). Interactive exhibits and learning stations were also important to the Museum and Cultural Center and less necessary elsewhere.

Question 18 requested Financial Data Application needs. Credit card processing and digital payment was a “Great” need among 73% of respondents (8 people). Financial data transfer was shown as a “Great” need by 50% (6 people). Financial application need seems to be a significant need across the enterprise.
0 1 2 3 4 5 6
Interactive Exhibits, Learning Stations
Info Kiosks, booths, message boards
Electronic Signage
Q17: Display Application Needs
None Little Moderate Great
0 1 2 3 4 5 6 7 8 9
Financial Data Transfer
Credit Card Processing, Digital Payment
Q18: Financial Data App Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 51
Gaming was the application topic for Question 19, and only 1 type of gaming application was queried: online and cloud-based gaming. While the majority of respondents indicated little or no need for gaming, this may be short-sighted, as the number of gamers and types of gaming applications is growing exponentially. There is also potential of off-site mobile betting becoming adopted in California, which may increase the need for cloud-based gaming.

Q20 indicates there is little demand for graphic and CAD applications. Nearly half of respondents checked “none” for 3-D graphic design, 8 of the 12 respondents reported little or no need for Computer-Aided Design or CAD (73% collectively), and 7 respondents (78%) saw no need for CGI server farms. 6 respondents indicated a moderate or great need for 3-D graphics. This need could increase for a marketing-heavy enterprise like the Chumash if they choose to adopt some of the newer simulation-oriented marketing strategies and/or bring more marketing and development in-house. 0 1 2 3 4 5 6 7 8
Online and Cloud-Based Gaming
Q19: Gaming Application Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 52
As indicated in Q21, Internet services are among the greatest needs of the Chumash enterprise. “Basic Wi-Fi Internal Needs” were identified as a “Great” need by 83% (10) of the respondents, 9 respondents indicated a “Great” need for “Open Access Wi-Fi, Public Access”, and another person called that need “Moderate”. 84% (10 respondents) also cited the importance of both internal and public Wi-Fi due to the heavy investment of the Chumash into guest services and convenience.
0 1 2 3 4 5 6 7 8
Computer-Aided Design
CGI Server Farms
3-D Graphic Design
Q20: Need for Graphics/CAD Apps
None Little Moderate Great
0 2 4 6 8 10 12
Open Access Wifi, public access
Basic Wifi-internal needs
Q21: Internet Service Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 53
Q22 asked about the need for IP TV and was fairly straightforward. 7 people or 70% of those surveyed found IP TV to be either a “Great” or a “Moderate” need. The other 30% found no need for it at all. In this age when there is a television in every direction keeping everyone up to the minute on news and information, it is critical for guest-services companies to offer IP TV.

Remote Computing and Control, the topic of Q23, is another important growth area as we enter the age of the Internet of Things (IOT). While Remote Network Management and Managed Services was a “Great” or “Moderate” need for 55% (6 responses) of respondents, this is one area set to increase over the next five years. 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
Internet Protocol TV
Q22: Need for Internet Protocol TV
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 54
Zoom meetings, teleconferencing, videoconferencing, virtual classrooms, and the like all came of age in 2020 when the pandemic forced meetings, lessons, forums, and consultations online. Chumash survey responses to Q24, dealing with Telecoms and Teleconferences confirmed this. 90% of respondents indicated that the need for online teleconsulting was either “Great” or “Moderate”. 64% of those respondents also noted a “Great” or “Moderate” need for cross-department, cross-campus, or cross-entity collaboration. The Chumash have a significant need for robust videoconferencing capability as the tribe has _____ employees to onboard, train, manage, consult, and guide. 0 1 2 3 4 5 6 7 8 9 10
Virtual Labs
Telework 101+
Telework 11-100
Telework 1-10
Telesurgery
Telepathology
Remote Public Svcs (Muni, utilities)
Remote Patient Monitoring
Remote Ntwk MonitoringManaged Svcs
Remote Med'l Imaging
Remote Instrumentation or Meter Rdg
Remote Diagnosis
Remote CAD
Q23: Remote Computing/Control Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 55
Video was the specific application explored in Q25. 75% of respondents selected either a “Great” (42%) or “Moderate” (34%) need for Video Streaming. Video Marketing was the next highest need, with 55% of respondents reporting either a “Great” (33%) or “Moderate” (22%) need. 50% of those queried also indicated a need for “place-shifted” video, i.e. video accessible on platforms other than that on which it was originally posted. 0 1 2 3 4 5 6 7 8 9
Virtual Wk Collaboration Spaces
Virtual Mtgs 101+
Virtual Mtgs 11-100
Virtual Mtgs 1-10
Telework 101+
Telework 11-100
Telework 1-10
Telesurgery
Virtual Classroom 101+
Virtual Classroom 51-100
Virtual Classroom <50
Videoconferencing 101+
Videoconferencing 51-100
Videoconferencing <50
Teleconsulting
Multi-campus, cross-dept, cross-entity collaboration
Q24: Telecom/Teleconference Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 56
Q26 had the write-in responses below to the question: “Are there broadband, internet or ‘smart’ applications you foresee needing in the next five years that should be mentioned?”:
• Yes, mobile gaming/sports betting, mobile offers, ERP use on mobile device, etc. (Casino/Resort: Strategy Division)
• Employee performance management, Smart Phone time and attendance with Geofencing (Chumash Human Resources) • Move to o365, cloud ERP, Cloud data analysis (Chumash Casino) • Wireless printing, security camera feed monitoring (Education Dept) The final Chumash Enterprise/Department survey question (Q27) asked for any “additional information” the respondent believed would be helpful in planning for the tribe’s broadband needs for the foreseeable future. 2 responses were received:
• With the decreasing labor pool, there is an increased demand for use of automation and technology. Our company will have to evaluate new tools to help offset the labor shortage and some of these items are still in early stages of development.

Having 1-GB is going to become necessary in the area in order to provide that ability for technology when it is available. (Chumash Human Resources) • With only a percentage of the staff working, we have access issues. Once we are at full staff, and the students return to the facility, our capacity cannot meet the needs (Education Department)
0 1 2 3 4 5 6
Video Transfer
Video Marketing
Video on Demand
Ultra High Def Streaming Video
Place-Shifted Video
High Def Streaming Video
Q25: Video Broadband Needs
None Little Moderate Great
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 57
Appendix B: Business Entity/Dept. Needs Assessment
Survey
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 58
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 59
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 60
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 61
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 62
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CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 64
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 65
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 66
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 67
Appendix C: Results of the Household Survey
Fifty-eight (58) Tribal member households were surveyed regarding their current Internet service and family broadband needs; 24 of those households (40%) completed the survey. • Q1 asked the number of people in the household using the Internet. 23 of the 24 respondents replied citing 1 to 6 household members - with an average of 3. • The number of devices per household reported by the 23 respondents answering Q2 ranged from 4 to 26 with an average of 9. If we dropped the outliers, the average number of devices per household is 7.
• In response to Q3, 26% respondents stated that their households have NO reliable internet, 52% said their Internet was unsatisfactory, and only 22% stated their internet service was satisfactory.
• In Q4, “Too Slow” and “Not Adequate for Download/Upload Apps Desired” were the reasons for dissatisfaction, with a 50/50 split for each. • Q6 requested upload and download speeds of household internet. o 10 respondents have upload speeds between 5 Mbps and 45 Mbps. A few responded “high” or “slow” with the average of 6 upload speeds of 19 Mbps o 9 responded regarding download speed, and 6 of these responses recorded speeds between 55 Mbps and 404 Mbps (average 234 Mbps). • Online banking was identified as the greatest basic internet need by the largest number of respondents (59% chose “Great” and 36% “Moderate” need), with “basic” internet/social media needs and home security, home systems each receiving over 45% in responses of “Great” need in Q7.
• In Q8 regarding entertainment applications, over 81% of respondents identified Video on Demand as either a “Great” (50%) or “Moderate” (32%) need, with 59% stating either a “Great” or “Moderate” need for gaming app support. • The greatest needs under telecommuting and home business were for credit card processing and digital payment, with an 80% identified need as “Great” or “Moderate”. Ultra-high definition video streaming was second most important of the six choices, with over 71% of respondents indicating a need at the level of “Moderate” or “Great” in Q9.
• Question 10 dealt with distance learning/teaching/training. Virtual classrooms and ultra-high-definition video streaming were the top 2 needs identified. 65% of respondents indicated virtual classroom apps were a “Great” or “Moderate” need, and 60% of respondents claiming the same for ultra-high-definition video streaming. • Q11 requested custom answers about applications that would need support in the next 5 years. Student access to internet speed and reliability was the top response. • Q12 requested suggestions for household internet improvement. Answers included:
o Explore potential solutions through evaluation from a new internet provider o Put an Xfinity and Verizon tower on the Casino parking structures o Enhance speeds of uploads, downloads
o Deploy 5G
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 68
Appendix D: Household Needs Assessment Survey
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 69
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 70
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 71
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 72
Appendix E: Highlights of Chumash Business
Enterprise/Department Interviews
Highlights of Post-Survey Interviews:

Chumash Broadband Study
Chumash Broadband Study Business/Enterprise Surveys were administered from mid-March through mid-April, 2021. The following table shows survey participants, and those interviewed.

Bus Entity/Dept
Survey Submitted
Entity (ies) or Domain Survey Respondent Interview
Date
3/22/21 Division- LLCs
Hotel Corque
Hadsten House
Hotels
Scott Gold, Director 3/26/21
3/23/21 Chumash Fire Department Joseph Zavalla, Fire Chief 3/23/21 4/02/21 Education Department Dawn Valencia, Director 4/09/21 4/02/21 Chumash Foundation Veronica Sandoval, Chief
Operations & Communications
Officer
4/05/21 Chumash Casino & Resort Kyle Schaffer, Director IT Infrastructure
4/05/21
4/05/21 Human Resources Dan Nogal, Chief HR Officer 4/07/21 4/05/21 Tribal Clinic Nathan Hawk, IT Security
Specialist
4/07/21
4/05/21 Strategy Division Halise Ekmen, Chief Strategy & Performance Mgmt Officer
4/16/21
4/06/21 Santa Ynez Band of Chumash
Indians
John Elliott, CEO 4/16/21
4/14/21 Technology Services Michael Figueroa, Audio Visual Supervisor
4/19/21
4/16/21 Chumash Cellars (Kita Winery);
Chumash Museum
Michael Figueroa 4/19/21
4/16/21 Santa Ynez Chumash Museum
& Cultural Center (in
development)
Kathleen Conti, Director
Chumash Broadband
Infrastructure – General
Kyle Schaffer, Director
IT Infrastructure
4/23/21
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 73
4/5/21 and 4/23/21 Interviews:

Kyle Schaffer, Director, Chumash IT Infrastructure
4/5/21 Interview Highlights (prior to most survey responses): Casino et al

1. Key Considerations
a. On premise solutions within next 5 years will require major new applications i. Adequate Casino services today could be broadband deficient in future based on cloud needs and other applications
ii. Tribe likely to find itself needing more capacity
b. Currently: Office 365 – all office products
c. Enterprise applications
i. Modern data analytics
ii. Hybrid cloud need
d. Software as a service (software in cloud) migrating to platform as a service (management of your own services)

2. Carriers
a. Frontier land lines engaged for phone services
i. Carrier seems to be wanting to get out of land line business b. Wifi modernization needed (see heat map of asset inventory) c. Possible new carrier needed to address “platform as a service”

3. Possible new spectrum uses – lighting up new areas? Improved phone service? 4/23/21 Interview Highlights (after survey responses): Chumash IT/Broadband

1. Key Considerations
a. Business/enterprise survey responses held few surprises, IT is aware of shortcomings called out in surveys
b. IT needs to upgrade to gigabit service to meet growing needs of service entities and businesses, to meet customer and resident expectations and for continuity across the enterprise-build for future even if some sites satisfactory now c. Tribal IT needs a strategy to ensure new acquisitions are under IT control d. Chumash residential area vastly underserved (Camp 4 area completely unserved at this point and is slated for new residential housing) e. Chumash has experienced no outages from Comcast last ten years, only a few days lost from Frontier…key provider service has been redundant f. Cost of entry probably too prohibitive for Chumash to pull fiber to individual Tribal business/service sites, or off-site Chumash locations g. Need greater reliability for new cloud-based Chumash Enterprise Resource Planning (ERP) solution
h. “Gigabit would do everything”
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 74
i. Would be great to own our own network fiber allowing ability to grow and expand as needed. Tribe currently dependent on carriers for access, capacity, speed. Have equipment, might need to upgrade equipment to own assets.

2. Issues
a. Patchworked wifi on reservation not a problem, but aged wifi – equipment and models – is a problem
b. Most reservation sites have LAN to the data center without having their own internet
c. Complexity of solutions growing…various contracts, various providers, various services, constant monitoring, renegotiating; Tribal business and service entities outside Trust lands subject potentially to different carrier plans, difficult to provide continuity in services from location to location – complexity will only increase with new Chumash business offerings
4/19/21 Interview:

Michael Figueroa, Audio Visual Supervisor, Chumash Casino Resort 4/19/21 Interview Highlights – Casino
• Casino connectivity (less than 500Mbps up/down) more reliable than most sites due to being hard-wired
• Satisfactory for concerts, guest use, etc., streaming works, lower speed in Casino • Near future needs will require greater speed, capacity: cloud-based apps, data storage
4/19/21 Interview Highlights – Winery
• Winery has minimal connectivity needs
o Back of the house ops
o Tasting room wifi
• Point of Sale is networked, not on internet
4/19/21 Interview Highlights – Museum
• Museum once developed will have significant needs
o Interactive exhibits
o QR codes
o Great need for archiving, data storage
o Online events
o Surveillance
o Streaming
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 75
o Point of Sale – gift shop
o Storage/inventory
o Multiple systems online simultaneously
• Gigabit service could run everything
4/16/21 Interview:

John Elliott, CEO
4/16/21 Interview Highlights: Chumash Tribal Broadband Needs Key Priorities
• Plan not for today but for five years of Tribal Business/Service needs -examples of already anticipated needs:
o Development of Camp 4, 360 acres – enhanced broadband, residential, entrepreneurship and basic business operation needs (homes, RV park, ballfield, other)
o Clinic – advanced diagnostics
o Chumash museum
o Possible four-year university coursework at Education Center; remote educational services for students out of state, elsewhere than Central Coast o Increasing use of digital applications for operations, entertainment, services • Growing need for inter-connectivity across enterprise, new Enterprise Resource Planning platform being rolled out
• For existing hospitality businesses, satisfying/exceeding guest expectations re connectivity, guest experience important to Chumash enterprise Note: CEO states “no preferred model” in mind for Chumash broadband enhancement, open to all feasible solutions, but optimal strategies will weigh costs/timeframe to deployment, etc.
4/16/21 Interview:

Halise Ekmen, Chief Strategy and Performance Management Officer 4/16/21 Interview Highlights: Chumash Tribal Enterprise Broadband Needs Key priorities/concerns:
• Viability of new cloud-based Enterprise Resource Planning (ERP) platform compatibility with mobile devices for those employees “on the go” or traveling o Teleworking
o Leadership approvals
o Vacation/time-off requests
CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 76
o Employee communication while en route
• Customer experience
o Most visitors not satisfied with adequacy of internet service o Those sites off network really inadequate
o Some cell service in hotel/Casino not adequate, customers, employees need to go to reception or valet area for cell service; blind spots in building • Scanning devices
• Security applications
o Blind spots during events, high traffic periods (capacity/speed) o Power also a security concern
• Moving analog to digital platform
• Preparedness for off-site betting
o Pending legislation re mobile sports betting
• Proximity marketing capability
4/9/21 Interview:

Dawn Valencia, Director, Education Department
4/9/21 Interview Highlights: Education Center & Resident/Student Needs

1. Three key considerations
a. New “Zoom” paradigm
i. 300 online clients/stakeholders
ii. Barely meeting capacity needs with (pandemic) skeleton crew, what will happen with full crew?
b. Purchasing uncertainty regarding best available infrastructure, but not sure i. Voice over Internet phones – spotty quality, problems with hearing person on other end or vice versa
c. Future plans include
i. More online coursework to serve both local and out of the area Tribal members
ii. Engagement with and connectivity needed with community colleges iii. Possible university partnerships

2. Positive outcomes from pandemic
a. Education Department serving more people (Tribal members in Los Angeles, TX) b. Tutors busier, due to online rather than in-person consulting

3. Education Center
a. Currently ~2500sf learning center (converted residence) b. Planning expansion of Learning Center within a year
c. Currently comprised of Classroom Center, small rooms for tutoring, library and digital center (computer lab – check-out laptops for students) CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 77

4. Anecdotal inputs re broadband needs for Tribal residents, students a. Tribal members currently without landlines cannot get them from Frontier – company says they are out of “ports”, so those desiring landlines would have to wait until someone gives up a landline – these Tribal members entirely dependent on internet and phone
b. Only cell service that works in residential area is Sprint – neither Verizon nor AT&T work there
c. During August 2020 blackout, no internet was available so no phone service was available to those without landlines – Sprint tower is on Casino, but generator did not electrify the Sprint tower, so no phone service for emergencies during blackout – Tribal member greatly inconvenienced with minor emergency (had to walk to get phone service), but could have been grave if emergency situation had been worse

5. Ancedotal inputs re Tribal Hall
a. Employees have Verizon, but they don’t work in certain areas, so if there is an emergency, you need to call the Tribal employee’s personal phone 4/7/21 Interview: Chumash Employee Resource Center (CERC) & HR Dan Nogal, Chief HR Officer
4/7/21 Interview Highlights: CERC, Employee, Enterprise

1. Telework and teleconferencing needs beginning in 2020 will continue a. Telework resource needs are permanent, space sharing of CERC building will require this as space is becoming a premium (moving up to 50% of work at home, 50% work in office)
b. Doubled number of video cameras for employees
c. Videoconferencing (101+) for HR compliance, training, etc. d. Travel dollar savings through online meetings with consultants

2. New Enterprise Resource Planning (ERP) system for warehouse inventory being launched across tribe
a. Human capital management tool
b. Need for employee shuttle to have connectivity for employee phone for clocking in, requesting time off, etc. (means bus pick-up spots need good service) c. Eventually employees will take training on their phones d. Rolling out more employee self-service online resources (e.g. Employee Handbook with keyword search capability)
e. More interactive online work (Benefit questions, training webinars)

3. Geo-fencing (proximity marketing) growing, will need greater bandwidth, speed

4. Right now on Casino property, connectivity adequacy dependent on carrier CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 78
a. Verizon – satisfactory
b. AT&T and Sprint – not adequate
c. Intranet okay for now, but not future needs

5. HR changing quickly, becoming more automated, 1G estimated need for near future automation
4/7/21 Interview:

Nathan Hawk, IT Security Specialist, Tribal Clinic
4/7/21 Interview Highlights: Tribal Clinic

1. Internet at Clinic (Frontier connection) pretty solid, “All’s well at the moment” Note: Some slight dissatisfaction with Clinic connectivity expressed by others

2. Main priority: Reliability/Redundancy

3. 80 employees currently – existing connectivity 500up/500down – adequate for current needs

4. Telemedicine usage – a little behavioral telemedicine, not much right now

5. Great need only applicable currently to office/business applications

6. Little to none most applications
a. Little to moderate – automated facility management
b. Moderate for cross-department, enterprise collaboration, teleconsulting

7. Does not see high need for greater connection any time in near future Note: CEO projected increase in remote diagnostics. telemedicine 3/26/21 Interview:

Scott Gold, Director, Hotel Corque & Hadsten House
3/26/21 Interview Highlights: Hotels

1. Two priorities:
a. Wireless internet for guests – reliable connection + bandwidth i. CRITICAL – families bring minimum of 4 devices x 122 rooms + devices in lobby, at pool, restaurant
ii. Hadsten House much worse, lots of complaints
b. Business and management applications for staff

2. Note: Almost as bad now to lose internet as to lose power

3. Principal hotel applications: email, games, internet, movies, Zoom, social media

4. Key issue
a. Wireless signal weak and unstable some parts of both facilities CHUMASH BROADBAND STRATEGY & FEASIBILITY STUDY 79
3/23/21 Interview:

JP Zavalla, Fire Chief, Chumash Fire Department
3/23/21 Interview Highlights: Fire Department/Emergency Response

1. Chumash Tribal Fire Department is affiliated with Forest Service, considered a national asset…Chief gone 21 days of a month sometimes, across the country

2. Chumash Fire Department is not currently the “official” first responder for Tribal emergencies, although it frequently responds voluntarily to reduce wait time for those in distress. County Fire is “official” Chumash first responder entity.

3. Applications dependent upon tribe’s repeater on top of Casino

4. Dispatch
a. Dispatch currently through Forest Service – Tribal system compatible b. Once Camp 4 in use, dispatch will need to be compatible with County Fire (narrowband?)

5. Greatest current broadband need
a. Zoom meetings, classes
i. Four classes, eight hours/day

6. Current issues
a. Mondays often have inconsistent internet, often with no service In the a.m., until IT is contacted to correct
b. At least twice a week, Fire Department loses internet, is down until ticket is submitted, addressed

7. Future needs
a. Anticipated increase in broadband need with Camp 4 establishment b. Even greater need if Tribal leaders determine to put Tribal Fire Department in leadership of reservation fire issues as first responder (in place of County as “official” first responder agency) Currently no knowledge regarding this decision Santa Barbara Public Library Broadband Connectivity
The Santa Barbara Public Library, a community destination, offers programs and services in education, culture, and the arts. Serving tourists, residents, and some of the community’s most vulnerable, the Library receives thousands of visitors daily, providing critical needs as community resource navigation, early literacy instruction, caregiver support, workforce development, and extensive free access to technology. With three locations in Southern Santa Barbara County and nearly $1,000,000 in overall technology assets, 20% of which are dedicated specifically to broadband connectivity, SBPL supports broadband efforts for the community through its wide range of equipment offered both on site and for at home use. Available resources include:

On Site Use
56 Public Access Computer Workstations $53,883.00
37 Laptops $39,627
16 Chromebooks $7,328
23 iPads $13,800.00

At Home Use
53 Hotspots $5,300.00
17 Chromebook and hotspot combination kits $9,486

Network Management
20 Access points for Wi-Fi $15,600
9 Managed network switches administered remotely or via web interfaces that allow us to create networks. $30,122
31 Unmanaged network switches. $1,395.00
Van broadband equipment (Cradlepoint Wireless Router and Modem) $3,359.00
5 Wi-Fi adapters $100.00
Backup equipment/Replacement Parts $20,000
With the Library investing $200,000 in total to fund initial equipment needed to provide connectivity, in addition to the one-on-one training and classes offered by staff to support its use, Library staff assess broadband needs on an ongoing basis and actively seek funding for critical upgrades and expansion. Most recently, the Library was in need of an entirely new Wi-Fi system with cloud-based management in order to better serve community members. The Library was awarded a $57,542.02 California State Library High-Speed Broadband grant, which partially funded these projects, but a large gap of over $140,000 remains for long term replacement and upgrade or remaining equipment.

A long-term plan is needed that incorporates a broadband needs assessment, including a cost and replacement schedule, and identifies funding sources. As community members continue to rely heavily on the Library for broadband access, there is the ongoing challenge of securing sustained funding to replace end-of-life equipment impacting Wi-Fi access, to update licenses needed to manage public computers and application updates, to backup critical servers, and most importantly to keep pace with expanding equipment needs.
2022 Federal Grant Programs
Broadband Infrastructure
Program Eligible Uses Funds
NTIA Tribal Broadband
Connectivity Program Round II
To bring high-speed internet to
tribal lands. The goal of these
programs is to promote the
meaningful adoption and use of
broadband services, and supports
telehealth, distance learning,
affordability, and digital inclusion
activities.

Broadband infrastructure builds,
broadband adoption activities,
workforce development, hybrid
projects.

Total Funding: $1 billion
Maximum Amount:
(anticipated $50 million
max for infrastructure,
$2.5 million max for
adoption projects)
No Match
EDA Economic Adjustment
Assistance
The Economic Adjustment
Assistance program is EDA’s most
flexible program, and grants
made under this program will
help hundreds of communities
across the nation plan, build,
innovate, and put people back to
work through construction or
non-construction projects
designed to meet local needs.

Technical planning, workforce
development, entrepreneurship,
public works, infrastructure projects.

Total Funding:

Approximately $300
million per year
Maximum Amount:

Regionally specific,
typically less than $5
million
No Match
USDA Community Connect
To assist the build of broadband
networks that provide service on
a community-oriented
connectivity basis in rural areas.

Construction of infrastructure, leasing
of facilities, providing broadband
service free of charge for 2 years to
essential community facilities, 10%
can be used for
improvement/expansion/construction
of community center.

Total Funding: $35
million
Maximum Amount: TBD,
anticipated $3 million
15% Match
Digital Equity
USDA Distance Learning &
Telehealth
The Distance Learning and
Telemedicine program helps rural
communities use the unique
capabilities of
telecommunications to connect
to each other and to the world,
overcoming the effects of
Broadband facilities (capped at 20%
or less), A/V and interactive video
equipment, terminal and data
terminal equipment, computer
hardware, network components and
software, inside wiring and similar
infrastructure.

Total Funding: $35
million
Maximum Amount: $1
million
15% Match
remoteness and low population
density.
(only applicable for populations
with less than 20,000)
FCC Affordable Connectivity
Program
The FCC Affordable Connectivity
Program helps those in need pay
for high-speed internet service
and technology.
$30 per month, or $75 per month if
on Tribal Lands. $100 to help pay for
desktop, laptop, or tablet computer.

Total Funding: $14
billion
Maximum Amount: see
eligible uses
No Match
FCC Affordable Connectivity
Outreach Grant Program
To assist in outreach efforts to
raise awareness about the
Affordable Connectivity Program
and increase enrollment in the
ACP.

Outreach activities, staff salaries,
training, hybrid projects.

Total Funding: $100
million
Maximum Amount: TBD
No Match
FCC E-Rate
This FCC program assist schools
and libraries obtain affordable
broadband.

Services to a library or school
(internet access) and services that
deliver internet within a school
(internal connections).

Total Funding: Annual
determination
Maximum amount:

Discount between 20-
90%, depending upon
level of poverty in
location
No Match
2022 State Grant Programs
Broadband Infrastructure
California Last Mile Federal
Funding Account Grant
The Federal Funding Account will
fund last mile connections to
unserved and underserved areas,
with equal funding to urban and
rural areas. The program
prioritizes unserved areas.

Construction of broadband
infrastructure, lease access to
property for backhaul services(5
years), upgrade of existing broadband
facilities, costs between 3/3/21 &
12/31/24 (2% admin, and 15%
contingency).

Total Funding: $2 billion
($1 billion for urban
areas, $1 billion for rural
areas)
Maximum amount: $25
million
No match required, but
earn points if provided
Local Agency Technical
Assistance Grant
These grants support tribes and
local agencies in their efforts to
expand broadband to
Pre-construction expenses, including
needs assessments, environmental
and engineering studies, network
design, strategic plans, joint powers
authority formation.

Total funding: $50
million
Maximum amount:
$500,000
communities lacking sufficient
internet. This program aims to
prepare eligible entities for last
mile broadband deployment.

No Match
2023 Federal Grant Programs (assumed)
Broadband Infrastructure
USDA ReConnect
The ReConnect program offers
loans, grants, and loan-grant
combos to facilitate broadband
deployment in unserved and
underserved areas of rural
America. The program will fuel
long-term rural economic
development.

Construction of broadband
infrastructure, leasing of
facilities for infrastructure,
administrative 2%.

Total Funding: TBD
Maximum amount: TBD,
anticipated $25 million
15% Match
EDA Economic Adjustment
Assistance
See 2022 for program outline
and details
Digital Equity
USDA Distance Learning &
Telehealth
See 2022 for program outline
and details
FCC Affordable Connectivity
Program
See 2022 for program outline
and details
FCC E-Rate
See 2022 for program outline
and details
2023 State Grant Programs
Broadband Infrastructure
California Advanced Services
Fund
Total Funding: Determined by
city and county
2024 Federal Grant Programs
Digital Equity
NTIA Digital Equity Program
This competitive program is to
promote digital inclusion and
equity to ensure that all
individuals and communities
have the skills, technology, and
capacity needed to reap the full
benefits of our digital economy.

Broadband adoption, education,
healthcare, workforce
development, hybrid projects.

Total Funding: $1.25 billion
Maximum amount: TBD
TBD Match Requirement
Appendix K: Regional Collaborative GIS: Service Details APPENDIX: SERVICE DETAILS
Operation as well as potential terms and conditions for maintaining the current tool is outlined as follows:
• Users have a unique authenticated presence with capabilities for data upload, map creation, and interaction with other members.
• Map remains in interactive format
• System library and current layers can be built out to any scale • Additional maps may be fitted with customized tool sets • Each member user may access without going through a centralized administrator pending agreements
• Each member user may administer its own data and maps for updates • Each member user would have access to a specialized broadband installation project management tool
As the State determines which of its properties may be important for broadband infrastructure development, this information should be added to the system.

Regional system cost to implement beyond current capacity is approximately $6,000 annually per collaborative partner or $60,000 regionally per project year. The business model can emerge on how to fully manage and subsidize with potential grant funding.

Each BCPC Member shall receive the following
~ one user account, with system usage limited to BCPC business ~ ability to upload unlimited map data layers (subject to a total storage limit of 1GB, which should be more than adequate for most cases, with extra space available on a no-markup basis). These layers may be shared the other users on the platform or to the public at large without restriction. ~ ability to develop an unlimited number of customized interactive maps (with different layer sets, covering different areas, and featuring different toolsets). These maps may be shared the other users on the platform or to the public at large without restriction. ~ ability to transact unlimited operations on maps (subject to a total data traffic limit of 1TB monthly, , which should be more than adequate for most cases, with extra bandwidth available on a no-markup basis)
Commented [TT1]: I moved the cost info to the appendis
as the primary item. Apart from that, there are just a few minor things to add.

Commented [TT2]: Cost is annual
City of Carpinteria

COUNCIL AGENDA STAFF REPORT
November 14, 2022

ITEM FOR COUNCIL CONSIDERATION
Adoption of Resolution No. 6175, concerning the formation of the Ad Hoc Civic/Youth Engagement Committee, and appointment of up to two Council members to the Committee.

STAFF RECOMMENDATION
Receive nominations and appoint two Council members to serve on the Ad Hoc Civic/Youth Engagement Committee to assist staff with developing program recommendations for City Council consideration.

Sample Motion: I move to adopt Resolution No.6175, as read by title only, approving the formation of the Ad Hoc Civic/Youth Engagement Committee to include Council members and _

BACKGROUND
The creation of a formal civic/youth engagement program, as a collaboration between the City and Carpinteria Unified School District (CUSD), has been a topic of discussion by the City Council/School Board Standing Committee (Councilmembers Lee and Alarcon) for many years. Since 2018, the creation of a Youth Engagement program has been a part of the City's Annual Work Plan under the responsibility of the General Government Department. While the original purpose of the proposed program was to collaborate with Carpinteria Unified School District (CUSD) to prepare students for civic life and college/career readiness, that was revised as a part of the 2020 work plan to include collaboration with CUSD and other youth organizations to increase youth engagement with Law Enforcement and to prepare students for civic life.

Progress developing program recommendations was delayed by the pandemic; however, the program has been renewed as part of the City's 2022 Annual Work Plan; supported by the City's Assistant City Manager and representatives from CUSD and the Santa Barbara County Sheriff's Office (SBCSO.)
Formation of the Ad Hoc Civic/Youth Engagement Committee November 14, 2022

The purpose of this agenda matter is for the City Council to consider forming the Ad hoc Civic/Youth Engagement Committee to work with City staff and agency representatives to develop program recommendations for City Council consideration. Staff has prepared draft Resolution No.6175 (Attachment A), which, if adopted, would establish the Committee.

DISCUSSION
The Civic/Youth Engagement Program may include one or several individual elements/activities under its potentially broad umbrella. Some example civic/youth engagement program elements shared at the recent Cal Cities Conference and Expo included: a Police Activities League (P.A.L.), which aims to improve relationships between youth, law enforcement, and the community; Summer at City Hall internship programs, which aim to provide work experience and mentorship to local youth while also promoting civic awareness and public service; and Youth Commissions, which include varying opportunities to support government boards, councils, committees, and/or commissions. Considering program elements, staffing and budget, in terms of program design, viability, and long-term sustainability, will require the concentrated efforts of key stakeholders.

By adopting Resolution No.6175, the City Council would initiate a process similar to that used historically to explore a new program and/or service. Recent examples of Ad Hoc committees used by the Council to facilitate stakeholder engagement and develop recommendations for its consideration are the ongoing Harbor Seal Committee and the Senior Services Planning Committee.

Formation of an Ad hoc committee
The City Council from time to time finds it beneficial to form a committee of its membership to address a particular subject or work matter and to make related recommendations to the City Council. Based on the current staff recommendation, staff has prepared Resolution No.6175, which proposes formation of the Ad Hoc Civic/Youth Engagement Committee. The following section summarizes the proposed type of committee, membership, and roles and responsibilities as set forth in Resolution No.6175.

Type of committee. Staff is proposing that the committee be formed as an Ad hoc committee, which allows the committee to move forward expeditiously and with greater flexibility in scheduling meetings than a standing committee or a meeting involving a quorum of the Council.

Membership. An Ad hoc committee would consist of less than a quorum of City Council members. Because the City Council has five members, the Ad hoc Committee Formation of the Ad Hoc Civic/Youth Engagement Committee November 14, 2022

would include no more than two City Councilmembers. As part of the resolution under consideration, staff is requesting the City Council appoint up to two councilmembers to the committee. As proposed, the Committee could also invite stakeholders and/or members of the public to join it on an informal basis but not as Committee members.

Alternatively, the Council's recent formation of the Harbor Seal Committee included designating members of the public as members of the Committee. The Harbor Seal Committee was also formed to be subject to State public meetings rules, i.e., the Brown Act, for meeting noticing and agenda requirements. In contrast, the recently created Senior Services Planning Committee included informal participation of interested community members representing several stakeholder groups. The Senior Services Committee is not subject to public meeting rules of the Brown Act.

Roles and Responsibilities. As contemplated in the attached resolution, the Committee would be tasked with assisting staff develop program recommendations for City Council consideration. Any committee formed by the City Council would report recommendations to the City Council for deliberation and final action.

Term. Staff proposes the Committee work be completed and the committee dissolved upon making its final program recommendations to the City Council but no later than December 31, 2023, unless extended by action of the City Council.

POLICY CONSISTENCY
The formation of committees on discrete matters determined by the City Council to require additional study and recommendations is consistent with its authority and its interest in efficient, transparent, and accountable local government decision-making.

FINANCIAL CONSIDERATIONS
If approved, it is anticipated that the work of the Committee will be supported by City staff with no additional cost to the City.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The City Council from time-to-time finds it beneficial to form committees from its membership to address a particular subject or work matter and to make recommendations to the City Council. When consisting of less than a quorum of the Council, e.g., two members, such committees are considered "Ad hoc" and are not subject to certain Brown Act requirements, including opening meetings to members of the public. Once an "Ad hoc" committee's prescribed work is complete, it dissolves automatically without the need for further action by the City Council.

Legal Counsel is available to advise on Brown Act compliance at this meeting as well as Formation of the Ad Hoc Civic/Youth Engagement Committee November 14, 2022

during the operations of the Committee.

OPTIONS
A. Adopt Resolution No.6175, approving the formation of the Ad Hoc Civic/Youth Engagement Committee and appoint two council members to the Committee.

B. Adopt Resolution No.6175, approving the formation of the Ad Hoc Civic/Youth Committee and appoint two council members to the Committee with changes and/or clarification of purpose.

C. Decline to form the Committee.

PRINCIPAL PARTIES EXPECTED AT MEETING
None.

ATTACHMENTS
A. Resolution No.6175.

Staff contact: Michael Ramirez, Assistant City Manager
805-755-4450, [email protected]
Reviewed by: Dave Durflinger, City Manager
(805) 755-4400, [email protected]
Formation of the Ad Hoc Civic/Youth Engagement Committee November 14, 2022

ATTACHMENT A
Formation of the Ad Hoc Civic/Youth Engagement Committee November 14, 2022

THIS PAGE INTENTIONALLY LEFT BLANK
RESOLUTION NO. 6175

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CARPINTERIA CREATING THE AD HOC CIVIC / YOUTH

ENGAGEMENT COMMITTEE
WHEREAS, the City Council from time to time finds it beneficial to form a committee of its membership in order to address a particular subject or work matter and to make related recommendations to the City Council; and WHEREAS, a civic/youth engagement program, as a collaboration between the City and Carpinteria Unified School District, has been topic of discussion by the City Council/School Board Standing Committee for several years; and WHEREAS, the creation of a Youth Engagement program has been a part of the City's Annual Work Plan since 2018, and the current Work Plan includes that the purpose of a program would be, in part, to increase youth engagement with law enforcement and prepare students for civic life; and
WHEREAS, inclusion of key stakeholders is desired in the formation of a Youth Engagement program; and
WHEREAS, youth in Carpinteria age 19 and younger comprise approximately 24% of the City's population; and
WHEREAS, the City Council has determined that an ad hoc committee consisting of not more than two of its members is desirable to work with staff and community stakeholders to assist staff with developing civic/youth engagement program recommendations for City Council consideration; and
NOW, THEREFORE, BE IT RESOLVED as follows:

SECTION 1. The above recitals are true and correct.

SECTION 2. The City Council hereby creates the Ad Hoc Civic/ Youth Engagement Committee consisting of Councilmembers _
and -----------
Resolution No. 6175

SECTION 3. The Ad Hoc Civic Youth Engagement Committee shall have the following roles and responsibilities: develop civic/youth engagement program recommendations for consideration by the City Council.

SECTION 4. The Ad Hoc Civic Youth Engagement Committee shall be dissolved upon making its report to the City Council, but not later than December 31, 2023, unless extended by action of the City Council.

NOW, THEREFORE, BE IT FURTHER RESOLVED the Ad Hoc Civic Youth Engagement Committee, in coordination with the City Manager (or the City Manager's designee), shall determine the frequency, place and times of its meetings and at the conclusion of its work shall provide a report to the City Council.

PASSED, APPROVED AND ADOPTED on this 14th day of November, 2022, by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):

Mayor, City of Carpinteria
ATTEST:

Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council of the City of Carpinteria held on November 14, 2022.

Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
Resolution No. 6175

APPROVED AS TO FORM:

Jena Shoaf Acos, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria

City of Carpinteria

COUNCIL AGENDA STAFF REPORT
November 14, 2022

ITEM FOR COUNCIL CONSIDERATION
Informational Report on the City's Emergency Services Management Program

STAFF RECOMMENDATION
Receive and file the report
Sample Motion: I motion to receive and file the report

BACKGROUND
The City maintains a comprehensive emergency services program designed to strengthen the City's ability to prepare for, respond to and recover from disasters and other emergencies. This program encompasses all phases of emergency management:
mitigation, preparedness, response, and recovery. This program also ensures that the City fulfills all legal requirements concerning emergency management practices and remains compliant with accepted emergency response systems, including the Standardized Emergency Management System (SEMS) and the National Incident Management System.

The City's Emergency Services Management program is a part of the Public Safety division of the General Government Department and is carried out by the Program Manager with cooperation of Department Heads and oversight by the City Manager.

The City collaborates with the Santa Barbara County Office of Emergency Management and is a member of the Operational Area Council for regional coordination under SEMS.

For 2020 and 2021 all CERT, LISTOS and Emergency Preparedness trainings were canceled until further notice due to the declared state of emergency followed by Executive Order N-33-20 instructing all individuals living in the State to stay home due to the COVID-19 pandemic.

The City moved all efforts into COVID-19 related activities. The City Director of Emergency Services issued a Proclamation of Local Emergency on March 17, 2020 followed by City Council confirmation via resolution. The Proclamation of Local Emergency Services Management Program
November 14, 2022

Emergency was ratified on June 8, 2020 and July 13, 2020. The City Emergency Operation Center was activated. City Hall was closed to in-person access and established logistical support for employees to work remotely. All meetings were held on the online platform, Zoom.

The City increased communications to the community as the amount of information concerning COVID-19 increased. As businesses were allowed to reopen, the City assisted local businesses with completing Santa Barbara County reopening selfcertification process. City Council approved the formation of the Ad Hoc COVID Communication Committee and community working group. To assist with Relief and Recovery efforts, City Council approved formation of the Ad Hoc COVID Recovery Committee. Through the actions of this committee, City Council has approved and distributed $100,000 supplemental allocation to the Community Services Support Grant Program, and appropriated $100,000 for COVID 19 Relief Small Business Restart Grant Program. The City received a $30,000 grant from the Santa Barbara Better Together Fund to assist with the small business grants program.

Coronavirus pandemic response actions were adopted and repeatedly ratified for the duration of the local emergency including the outdoor business program as well as authorizing remote teleconference meeting of the City Council and boards, committees and commissions.

DISCUSSION
In 2022, following all health mandates, most emergency services activities have resumed.

COVID -19
The state of emergency regarding the COVID-19 pandemic is scheduled to be lifted by the state of California in late February of 2023. The City's work regarding COVID-19 is now minimal, involving occasional communications with the community via the City newsletter. A pending matter is development and consideration of a plan for support of local businesses for mid and long-term economic recovery.

CERT
The Carpinteria Community Emergency Response Team Program (CERT) group met once this fall to ascertain level of interest and engagement and plan CERT refresher and new trainings in 2023. The Red Cross trailer has been maintained by volunteers and restocked, cleaned and is ready to respond to any emergency.

Meanwhile a time for the same care for the CERT trailer has been scheduled.

There was participation by a group of CERT program members at local's day at the opening of the 2022 Avocado Festival.

GDrive\Olivia\Emergency Services\Staff Reports\Emergency Services 2022 Staff Report.docx Emergency Services Management Program
November 14, 2022

LISTOS
The LISTOS Emergency Preparedness Spanish-speaking Carpinteria group has met and held one training to new participants. LISTOS volunteers were also present with an information booth at the 2022 Avocado Festival and the Carpinteria Children's Project Health Fair in the fall.

EVENTS
As events have resumed in 2022 including the 4
th of July and Holiday Parades
and Avocado Festival, the City's Emergency Services Program Manager has been engaged with the Public Works Department in reviewing the plans prior to the events and in participating in after event debriefs to incorporate lessons learned into future event planning.

EMERGENCY PREPAREDNESS
Community Emergency Preparedness presentations have begun by request and these have included a presentation to Kinderkirk Preschool Parent Education Night in 2021 and 2022, presentations have also been scheduled for San Roque and Rancho Granada Mobile Home Parks. More presentations and capacity building for volunteer trainers using CERT and LISTOS volunteers are planned for the upcoming year.

MITIGATION
As part of mitigation, the Local Hazard Mitigation Plan Update, which was presented to the City Council on August 8, 2022, has been submitted to the Federal Emergency Management Agency (FEMA) and an approval is expected soon. Upon FEMA approval, the Plan Update will be presented to the City Council for a formal vote to adopt the update. The management for the corresponding federal grant has also taken place in a timely fashion.

MEETINGS, CONFERENCES AND TRAININGS
The City Manager participates in the quarterly Operational Area Council meetings. The City's Program Manager attends the monthly Santa Barbara County Operational Area Emergency Managers committee meetings held by the County of Santa Barbara Office of Emergency Management. These meetings include discussions around topics that may be hazards relevant to the various agencies, as well as strategies and mitigation topics. Additionally there is an Operational Area Roundtable at the conclusion of all meetings where relevant updates are shared. Some of the topics recently discussed include the Santa Barbra County Association of Governments (SBCAG) Organization Overview and Transportation Emergency Preparedness plan, Winter Storm Season and Recent Burn Scar Discussion, Sesame Solar Nano grid Presentation, Drought Incident Overview and others.

GDrive\Olivia\Emergency Services\Staff Reports\Emergency Services 2022 Staff Report.docx Emergency Services Management Program
November 14, 2022

Additionally, at the California Joint Powers Insurance Authority Risk Management Conference, the Program Manager attended a session about an earthquake early warning system that can be implemented within the critical infrastructure and is available to the City as a member of the California Joint Powers Insurance Authority.

The City's Public Safety Committee is staffed by the Emergency Services Program Manager and the content has included the recent Fire Code Amendment presented by the Carpinteria -Summerland Fire District at City Council at its October 24, 2022 meeting.

In 2022, Program Manager Uribe Mutal successfully completed the CERT training in Santa Barbara, LISTOS training in Santa Barbara, and a two-day Mass Fatality Incident Management training provided by California Governor's Office of Emergency Services.

STAFF TRAINING
While most other activities have been phased-in during 2022, Staff Training, Drills and Emergency Exercises have not been resumed but will be a priority of the Emergency Services Program in 2023.

POLICY CONSISTENCY
The City's Emergency Services Management Program aligns with the purpose and policies of the City's General Plan Safety Element including reducing death and injuries, property damage and economic and social dislocation from natural and man-made disasters.

FINANCIAL CONSIDERATIONS
The Emergency Services Program is funded through the General Fund - Annual budget of $15,350, not including staff costs.

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
N/A
Staff contact: Olivia Uribe Mutal, Program Manager
805-755-4401; [email protected]
Reviewed by: Dave Durflinger, City Manager
(805) 755-4400, [email protected]
GDrive\Olivia\Emergency Services\Staff Reports\Emergency Services 2022 Staff Report.docx Take Action
Home I Advocacy/ Take Action
The League of California Cities advocacy efforts are strongest when joined by the voices of city leaders. Gov. Gavin Newsom signed off on the last bills of the 2021-22 legislative session by the Sept. 30 deadline with some big wins for cities. Cal Cities appreciates all the hard work and advocacy efforts by city officials during this legislative session. Visit Cal Cities' online bill search to view the outcome of specific measures.

Legislative Outcomes
• October 12: New laws and grant programs expected to help improve mental health among first responders
• October 5: Cities fare well in final days of the 2022 legislative cycle
• September 28: New laws clamp down on catalytic converter theft
• September 21: AB 1985 signed into law, giving cities more time to comply with organic waste procurement requirements • September 21: Governor vetoes sales tax bill that would have cost cities and counties more than $2 billion
• September 14: Milestone behavioral health care bill signed into law
• September 2: A pack of positive bills for cities awaits the Governor's pen
• August 17: Biannual financial culling surprisingly tame: Most priority city bills pass off suspense file
• July 20: Landmark single-use plastics bill to set new recycling and reduction rules
• July 6: Record state budget agreement includes many new, one-time funding opportunities, but misses the chance to support shared city-state priorities
• June 29: City voices ring loud and clear in the Capitol, helping to protect critical local transportation projects
• June 29: Brown Act modernization legislation suffers setback

MEMORANDUM
Date: 11/9/22
To: City Council
From: Steve Goggia, Community Development Director
Subject: November 7, 2022 Planning Commission Actions
On Monday, November 7, 2022 The Planning Commission considered two Public Hearing requests:
1) Palms Hotel Conceptual Review
Project# 22-2188-CON
Applicant: Paul Ashley, architect, for Xorin Balbe
Location: 701 Linden Avenue
Planner: Nick Bobroff
Hearing on the request of Paul Ashley, architect, for Xorin Balbes, to consider Project 22- 2188-CON for conceptual review of a proposal for a change of use from a restaurant, office, and five residential apartments to a 17-room hotel and attached bar/cafe. The application involves APN 003-311-007, addressed as 701 Linden Avenue.

The Commission received staff's presentation and comments from the public and provided comments to the applicant.
and
2) Downtown T Parklet Permit Program
Project# 22-2171-ORD
Applicant: John Ilasin, Public Works Department, City of Carpinteria Planner: Nick Bobroff
Location: Downtown T
Hearing at the request of John Ilasin, Public Works Director, on behalf of the City of Carpinteria Public Works Department to receive a staff report on the Downtown T Parklet Permit Program, and to provide recommendations to the City Council regarding adoption of the Program, as determined appropriate.

The Commission voted to continue the hearing to December 5, 2022 at the applicant's request.

Planning Commissioners present included Glenn La Fevers, Acting Chair, John Callender, and John Moyer. Jane L. Benefield, Chair and David Allen were absent.