Agenda, special meeting — Fairfield City Council, June 28, 2022

CITY OF FAIRFIELD
SPECIAL MEETING
FAIRFIELD CITY COUNCIL
TUESDAY, JUNE 28, 2022; 5:00 PM
COUNCIL CHAMBER, 1000 WEBSTER STREET,
FAIRFIELD, CA 94533 OR VIA ZOOM
AGENDA
Pursuant to AB 361 regarding public meetings held during the COVID19 emergency, councilmembers may attend via teleconference. Members of the public can observe the meeting on Comcast Cable Channel 26, ATT UVerse 99 and webstreamed live at www.youtube.com/user/FFCATV/live . The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/87958112780?pwd=eXFUcjJSVUlDL2pSUzZsTy8zc0F0Zz09 or via phone (408) 6380968, Webinar ID: 879 5811 2780, Passcode: 64070549 CALL TO ORDER 5:00 PM
ROLL CALL
Councilmember Pam Bertani
Councilmember Cat Moy
Councilmember Doriss Panduro
Councilmember Chuck Timm
Councilmember Scott Tonnesen
ViceMayor Rick Vaccaro
Mayor Harry Price
PUBLIC COMMENTS
PROCESS FOR PUBLIC COMMENTS
Persons wishing to address the City Council on subjects not on the agenda but within the jurisdiction of the council may do so at this time. The council cannot discuss or take action on matters not on the agenda for this meeting, but councilmembers may briefly respond to statements made or questions raised by the public, ask for clarification from staff, refer the matter to staff, request staff to report back to the council at a subsequent meeting, or place the matter on a future agenda. To speak on an agenda item please use the “raise your hand” feature or press *9 on your phone. Speakers are limited to three minutes per item.

NEW BUSINESS

1.Discussion and Direction Regarding the City’s Broadband Strategy Recommended Action
Receive report, open discussion, and provide direction to staff.

Funding Source
N/A
Contact:Marisa Cumpian, (707) 4287494
a

ADJOURN
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CITY OF FAIRFIELDSPECIAL MEETINGFAIRFIELD CITY COUNCILTUESDAY, JUNE 28, 2022; 5:00 PMCOUNCIL CHAMBER, 1000 WEBSTER STREET,FAIRFIELD, CA 94533 OR VIA ZOOMAGENDAPursuant to AB 361 regarding public meetings held during the COVID19 emergency,councilmembers may attend via teleconference. Members of the public can observe the meeting onComcast Cable Channel 26, ATT UVerse 99 and webstreamed live at www.youtube.com/user/FFCATV/live . The public may join the meeting via Zoom at https://fairfieldca.zoom.us/j/87958112780?pwd=eXFUcjJSVUlDL2pSUzZsTy8zc0F0Zz09 or viaphone (408) 6380968, Webinar ID: 879 5811 2780, Passcode: 64070549CALL TO ORDER 5:00 PMROLL CALLCouncilmember Pam Bertani Councilmember Cat MoyCouncilmember Doriss PanduroCouncilmemberChuck TimmCouncilmember Scott Tonnesen ViceMayor Rick VaccaroMayor Harry PricePUBLIC COMMENTS PROCESS FOR PUBLIC COMMENTSPersons wishing to address the City Council on subjects not on the agenda but within the jurisdictionof the council may do so at this time. The council cannot discuss or take action on matters not on theagenda for this meeting, but councilmembers may briefly respond to statements made or questionsraised by the public, ask for clarification from staff, refer the matter to staff, request staff to report backto the council at a subsequent meeting, or place the matter on a future agenda. To speak on anagenda item please use the “raise your hand” feature or press *9 on your phone. Speakers arelimited to three minutes per item.NEW BUSINESS1.Discussion and Direction Regarding the City’s Broadband StrategyRecommended ActionReceive report, open discussion, and provide direction to staff.Funding SourceN/AContact:Marisa Cumpian, (707) 4287494 a

ADJOURN
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the City of Fairfield to all or a majority of the Fairfield City Council less than 72 hours prior to that meeting are available for public inspection at City Hall, in the 4th floor lobby, 1000 Webster Street, Fairfield, California during normal business hours.

The City of Fairfield does not discriminate against any individual with a disability. City publications will be made available upon request in the appropriate format to persons with a disability. If you need an accommodation to attend or participate in this meeting due to a disability, please contact the City Clerk's Office, in advance of the meeting at (707) 4287400 or (707) 3995623 (TTY).

PUBLIC NOTIFICATION
I, Esther Beavers, Deputy City Clerk, do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Fairfield City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 1000 Webster Street, Fairfield, California on June 23, 2022.

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Agenda Item No: 1.

AGENDA REPORT
DATE:June 28, 2022
TO:Mayor and City Council
FROM:David Gassaway, Interim City Manager
SUBJECT:Discussion and Direction Regarding the City’s Broadband Strategy RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.

STATEMENT OF ISSUE
Staff recently concluded work with Magellan Advisors (Consultant) to develop of the Broadband Action Plan (BAP). Several initiatives that can advance broadband throughout the city have been identified.

The staff has prepared broadband strategy options for City Council consideration.

DISCUSSION
Broadband is a term commonly used to describe highspeed internet access that is always on. During 20192020, the Consultant produced a Broadband Development Plan (BDP) for the City of Fairfield that focused on internal municipal requirements and potential private partners. The BDP included an in depth consideration of broadband business models and technologies, an employee inventory of municipal and other local network assets, and a vision for a network to incorporate those assets to meet the City’s connectivity issues.

Since then, new City leadership become interested in exploring the feasibility of taking a more active role and establishing a “broadband utility.” However, broadband operations can be quite complex and laborintensive. The City determined that it should undertake a feasibility and business model exploration focusing on “open access” or wholesale business models. This plan aimed create a transparent process to identify and prioritize opportunities to expand broadband access.

Staff requested an addendum to the BDP to include input from the community, as well as:

A gap analysis to determine areas of the city that are unserved or underserved Conceptual network design adjustments to meet the needs of a more diverse range of stakeholders
Costsaving and revenuegenerating opportunities
Financial analysis of various business scenarios to ensure that the City has a complete understanding of the business and financial suitability of various options Community Input
The City attained community input via a community survey and interviews with representatives of some Packet Page 3 of 153

2.5% of Fairfield’s 4,750 organizations).

Survey Findings
Generally, affluent consumers (relativity older and more educated) in Fairfield have reasonably fast broadband. Unfortunately, younger residents with lower levels of educational achievement did not respond, so we cannot draw clear conclusions about their connectivity. Options and cost were the major issues for respondents. While respondents generally indicated low willingness to pay (many said they would not pay more than $50 for 50 megabits per second (Mbps) which is common in noncompetitive markets), they were paying relativity high monthly bills for their internet.

Uses among consumers and issues for employers suggest Fairfield may have a shallow pool of technical talent. Households were less likely to use the internet for making money and for personal improvement. Telehealth and, to a lesser extent, remote or gig work seem to be areas in which people could use the internet more. Connectivity was a critical issue for many organizational respondents, particularly for management and customer service, which, combined with a lack of options, may be a cause for concern.

Stakeholder Findings
Stakeholders generally indicated that connectivity options were limited. For example:

At Solano Town Center mall, connectivity was identified as a significant issue. According to management, AT&T was the only service offering with no plans to invest in any additional infrastructure. As a result, tenants within the mall had been quoted $5,000 to $10,000 to install fiber in a single location. In Solano Town Center’s central office, users could not connect to WiFi and instead had devices connected via hard wire due to limited bandwidth on the property.

Recently, management signed a deal with Comcast to provide service to the entire center, replacing AT&T entirely.

In other areas with more limited options, owners of an auto dealership near Auto Mall Parkway reported paying $600 per month for 50 Mbps.

Businesses and industry locations along the freeway and the Cordelia area seem to have the highest cost and limited options.

The FairfieldSuisun Unified School District indicated they handed out over 750 hotspots, costing $40 per month before a state subsidy.

Smaller organizations relied more on mobile cellular connections that use cell phones and other mobile devices instead of broadband options, whereas larger companies used dedicated lines.

Fairfield’s development is being profoundly limited by “adequate” broadband. Businesses and industries appear to have unmet requirements to support basic operations, which means they don’t have the abundant connectivity necessary for tech innovations that would give Fairfield the competitive edge.

Unserved and Underserved
The Federal Communications Commission (FCC) has long defined a broadband internet connection as an alwayson connection achieving speeds of at least 25 Mbps download and 3 Mbps upload (25/3).

The Infrastructure Investment and Jobs Act (IIJA) defines a location as “unserved” if it cannot access broadband service of at least 25/3 (Section 60102 – Grants for Broadband Deployment). The Digital Equity Act of 2021, part of the IIJA, considers any speeds less than 100 Mbps download and 20 Mbps Packet Page 4 of 153

There are situations where two neighboring households may not get the same internet speeds and won’t have reliable broadband speed when the network serves all subscribers. Given inaccuracy in the FCC’s broadband availability data, it is critical to allow the flexibility to use a variety of datasets to obtain the best understanding of where broadband is not available or easily accessible and where funding should be deployed. To address the broadband challenge, it is important to go beyond addressing broadband infrastructure deployment and address broadband adoption, including assistance to defray the cost of subscriptions, devices, and training. There are many federal and state grant funding sources for completely unserved/underserved communities, but none easily cover whole communities that are a mix of unserved, underserved, and served (but unreliably). Last mile access to an affordable highspeed internet connection, suitable devices, and digital literacy programs remain barriers for many.

Digital Inclusion Programmatic Efforts
Broadband access is becoming a prerequisite for improving economic and social welfare. It provides a conduit to enable open and accessible government, enhance business competitiveness, and improve the quality of residents’ lives through improved delivery of services such as telework, telehealth, distance learning, and digital inclusion. The staff has made a concerted effort to collaborate with local partners in concert with creating the BAP. Digital inclusion efforts were not identified as deliverables within the BAP. Over the last sixmonths staff has performed the following:

Established a monthly meeting with chief information officers from Solano County, City of Vallejo, City of Vacaville, and the City of Benicia to discuss strategy and opportunities for collaboration.

As a result, Solano County has engaged a consultant team to create a Broadband and Digital Equity Plan. The City of Fairfield was the first city to engage with its team to provide substantive input and discuss strategy. The completed plan is expected to go before the Solano County Board of Supervisors in August 2022. Staff anticipates a programmatic funding request from the County to support a regional equity effort.

Researched and collected a variety of equity initiatives within other cities, counties, and consortiums.

Provided current and successful examples to the Solano County consultant to consider in developing a regional strategy. For example, the San Diego SD Access 4 All program model was shared, along with an outline of how $500,000 was deployed for digital equity.

The City and County of San Francisco Digital Equity Playbook was used as a guide to create a City of Fairfield Digital Equity Playbook (attachment 2). This document captures current programs, opportunities, and training for individuals to connect.

Met with Comcast and AT&T representatives to learn about their programs and discussed co hosting community fair(s) to connect eligible community members with discounted services and hardware.

Infrastructure Strategy
Staff is currently developing an infrastructure strategy, including evaluating changing regulations and policy requirements related to broadband infrastructure, to identify impacts on City policies. A significant component of proper planning includes a current assessment of fiber assets and resources.

The two initiatives outlined below are suggested as immediate first steps. Staff is finalizing scopes of work for asset management and inventory for underground and aboveground mapping.

To being mapping this asset, the underground component will capture the current fiber locations and conditions. The expected contract for this service is estimated at $200,000 The aboveground component will capture vertical assets, and this assessment would assist in future smart city WiFi implementation and possible replacement of current microwave systems (due for replacement in FY2024). The expected contract for this service is estimated at $250,000 Packet Page 5 of 153

Agenda Item No: 1.AGENDA REPORTDATE:June 28, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Discussion and Direction Regarding the City’s Broadband StrategyRECOMMENDED ACTIONReceive report, open discussion, and provide direction to staff.STATEMENT OF ISSUEStaff recently concluded work with Magellan Advisors (Consultant) to develop of the Broadband ActionPlan (BAP). Several initiatives that can advance broadband throughout the city have been identified.The staff has prepared broadband strategy options for City Council consideration.DISCUSSIONBroadband is a term commonly used to describe highspeed internet access that is always on. During20192020, the Consultant produced a Broadband Development Plan (BDP) for the City of Fairfieldthat focused on internal municipal requirements and potential private partners. The BDP included an indepth consideration of broadband business models and technologies, an employee inventory ofmunicipal and other local network assets, and a vision for a network to incorporate those assets tomeet the City’s connectivity issues. Since then, new City leadership become interested in exploring the feasibility of taking a more activerole and establishing a “broadband utility.” However, broadband operations can be quite complex andlaborintensive. The City determined that it should undertake a feasibility and business modelexploration focusing on “open access” or wholesale business models. This plan aimed create atransparent process to identify and prioritize opportunities to expand broadband access. Staff requested an addendum to the BDP to include input from the community, as well as:A gap analysis to determine areas of the city that are unserved or underservedConceptual network design adjustments to meet the needs of a more diverse range ofstakeholdersCostsaving and revenuegenerating opportunitiesFinancial analysis of various business scenarios to ensure that the City has a completeunderstanding of the business and financial suitability of various optionsCommunity InputThe City attained community input via a community survey and interviews with representatives of somemajor stakeholder organizations and key community sectors. The City promoted the survey via variousmeans, including postcard mailers to all active business licenses, partners' emails, and multiple socialmedia touchpoints in several waves between early August and November (2021). The city received 300responses which yielded 247 unique, usable responses. Respondents tended to be more educatedand older than Fairfield’s general population. Unfortunately, given the distribution methods, the numberof responses, and demographics, the Consultant could not indicate the survey results as statisticallyreliable. However, they did attest that the survey results document the experience and perspectives of211 households (approximately 0.57% of Fairfield’s 37,310 households) and 36 organizations (about2.5% of Fairfield’s 4,750 organizations). Survey FindingsGenerally, affluent consumers (relativity older and more educated) in Fairfield have reasonably fastbroadband. Unfortunately, younger residents with lower levels of educational achievement did notrespond, so we cannot draw clear conclusions about their connectivity. Options and cost were the majorissues for respondents. While respondents generally indicated low willingness to pay (many said theywould not pay more than $50 for 50 megabits per second (Mbps) which is common in noncompetitivemarkets), they were paying relativity high monthly bills for their internet.Uses among consumers and issues for employers suggest Fairfield may have a shallow pool oftechnical talent. Households were less likely to use the internet for making money and for personalimprovement. Telehealth and, to a lesser extent, remote or gig work seem to be areas in which peoplecould use the internet more. Connectivity was a critical issue for many organizational respondents,particularly for management and customer service, which, combined with a lack of options, may be acause for concern. Stakeholder FindingsStakeholders generally indicated that connectivity options were limited. For example:At Solano Town Center mall, connectivity was identified as a significant issue. According tomanagement, AT&T was the only service offering with no plans to invest in any additionalinfrastructure. As a result, tenants within the mall had been quoted $5,000 to $10,000 to installfiber in a single location. In Solano Town Center’s central office, users could not connect to WiFiand instead had devices connected via hard wire due to limited bandwidth on the property.Recently, management signed a deal with Comcast to provide service to the entire center,replacing AT&T entirely.In other areas with more limited options, owners of an auto dealership near Auto Mall Parkwayreported paying $600 per month for 50 Mbps.Businesses and industry locations along the freeway and the Cordelia area seem to have thehighest cost and limited options.The FairfieldSuisun Unified School District indicated they handed out over 750 hotspots, costing$40 per month before a state subsidy.Smaller organizations relied more on mobile cellular connections that use cell phones and othermobile devices instead of broadband options, whereas larger companies used dedicated lines.Fairfield’s development is being profoundly limited by “adequate” broadband. Businesses andindustries appear to have unmet requirements to support basic operations, which means they don’thave the abundant connectivity necessary for tech innovations that would give Fairfield the competitiveedge.Unserved and UnderservedThe Federal Communications Commission (FCC) has long defined a broadband internet connectionas an alwayson connection achieving speeds of at least 25 Mbps download and 3 Mbps upload (25/3).The Infrastructure Investment and Jobs Act (IIJA) defines a location as “unserved” if it cannot accessbroadband service of at least 25/3 (Section 60102 – Grants for Broadband Deployment). The DigitalEquity Act of 2021, part of the IIJA, considers any speeds less than 100 Mbps download and 20 Mbpsupload as “underserved” (Section 60302 – Definitions). There are situations where two neighboring households may not get the same internet speeds andwon’t have reliable broadband speed when the network serves all subscribers. Given inaccuracy in theFCC’s broadband availability data, it is critical to allow the flexibility to use a variety of datasets toobtain the best understanding of where broadband is not available or easily accessible and wherefunding should be deployed. To address the broadband challenge, it is important to go beyondaddressing broadband infrastructure deployment and address broadband adoption, includingassistance to defray the cost of subscriptions, devices, and training. There are many federal and stategrant funding sources for completely unserved/underserved communities, but none easily cover wholecommunities that are a mix of unserved, underserved, and served (but unreliably). Last mile access toan affordable highspeed internet connection, suitable devices, and digital literacy programs remainbarriers for many.Digital Inclusion Programmatic EffortsBroadband access is becoming a prerequisite for improving economic and social welfare. It provides aconduit to enable open and accessible government, enhance business competitiveness, and improvethe quality of residents’ lives through improved delivery of services such as telework, telehealth,distance learning, and digital inclusion. The staff has made a concerted effort to collaborate with localpartners in concert with creating the BAP. Digital inclusion efforts were not identified as deliverableswithin the BAP. Over the last sixmonths staff has performed the following:Established a monthly meeting with chief information officers from Solano County, City of Vallejo,City of Vacaville, and the City of Benicia to discuss strategy and opportunities for collaboration.As a result, Solano County has engaged a consultant team to create a Broadband and DigitalEquity Plan. The City of Fairfield was the first city to engage with its team to provide substantiveinput and discuss strategy. The completed plan is expected to go before the Solano CountyBoard of Supervisors in August 2022. Staff anticipates a programmatic funding request from theCounty to support a regional equity effort.Researched and collected a variety of equity initiatives within other cities, counties, andconsortiums.Provided current and successful examples to the Solano County consultant to consider indeveloping a regional strategy. For example, the San Diego SD Access 4 All programmodel was shared, along with an outline of how $500,000 was deployed for digital equity.The City and County of San Francisco Digital Equity Playbook was used as a guide to create aCity of Fairfield Digital Equity Playbook (attachment 2). This document captures currentprograms, opportunities, and training for individuals to connect.Met with Comcast and AT&T representatives to learn about their programs and discussed cohosting community fair(s) to connect eligible community members with discounted services andhardware.Infrastructure StrategyStaff is currently developing an infrastructure strategy, including evaluating changing regulations andpolicy requirements related to broadband infrastructure, to identify impacts on City policies. Asignificant component of proper planning includes a current assessment of fiber assets and resources.The two initiatives outlined below are suggested as immediate first steps. Staff is finalizing scopes ofwork for asset management and inventory for underground and aboveground mapping.To being mapping this asset, the underground component will capture the current fiber locationsand conditions. The expected contract for this service is estimated at $200,000The aboveground component will capture vertical assets, and this assessment would assist in future smart city WiFi implementation and possible replacement of current microwave systems (due for replacement in FY2024). The expected contract for this service is estimated at $250,000 Depending on council’s direction regarding the preferred business model, staff may also require additional support outlined below:

Options BE: Broadband Technical Consultant – Estimated at $100,000 Options D and/or E will have additional costs: Engage with a Broadband Strategy & Deployment Consultant Firm to prepare a request for proposal (RFP) to market assets and establish Public Private Partnerships – Estimated at $200,000
We are also evaluating the need for longterm staffing for a broadband manager Business Models (Infrastructure)
A) Status Quo:Fairfield could choose to take no action and rely on market forces to meet the community needs. The council should be advised that because most telecommunications companies are market takers, not market makers, they invest based on demand, not to generate it. When fewer investments are made, new infrastructure serves communities where demand has not reached a clear tipping point, allowing internet service providers to return any investment by capturing a large market share rapidly. In Fairfield’s case, the likely outcome of this scenario is that little investment will be made, especially in lowincome or low density areas. This creates challenges for solving issues or equitable access for the community.

B) Work with Current Providers:The City could open and maintain dialogue with incumbent internet service providers in Fairfield about their plans and needs for continued investment in the community. While this approach is unlikely to disrupt the existing broadband environment in Fairfield, it could lead to constructive improvements in services for residents and businesses.

This option has the least risk for the city.

C) Programmatic Options: The City could provide incentives for private investment in network infrastructure by assisting providers with pursuing funding opportunities to build new assets in Fairfield. Although most grant programs are targeted at more rural, underserved communities, it is possible that Fairfield could be eligible for some future funding opportunities that could attract the interest of internet service providers. Having a public partner in these situations is often beneficial, and Fairfield could leverage that position to ensure investment is targeted in a way that aligns with the City’s goals. This option has a low risk for the city.

D) PublicPrivate Partnership:Fairfield could establish relationships with internet service providers (either incumbent or new entrants) in which a variety of business model options are possible, including for the City and the partner to coinvest in new infrastructure. This option has many varieties and could be explored through a competitive Request for Information (RFI) or RFP process to engage interested parties. Resultant agreements might include revenue sharing for Cityowned assets in exchange for a private partner to oversee network operation and management. This option has a low risk for the City.

E) CityOwned Utility: The most aggressive option the City has is to invest in its broadband infrastructure and offer dark fiber or lit service via a City of Fairfield Broadband Utility. This option will require the most investment and risk, but would give the City the most control over how infrastructure is deployed, ensuring equitable access and targeting areas that are most in line with Fairfield’s needs.

FINANCIAL IMPACT
There is a $10 million allocation for Broadband in the Intergovernmental Services Fund (Fund 551).

There are no immediate financial impacts. Based on tonight’s discussion and council direction, staff will bring forward funding needs for approval.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
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Agenda Item No: 1.AGENDA REPORTDATE:June 28, 2022 TO:Mayor and City CouncilFROM:David Gassaway, Interim City ManagerSUBJECT:Discussion and Direction Regarding the City’s Broadband StrategyRECOMMENDED ACTIONReceive report, open discussion, and provide direction to staff.STATEMENT OF ISSUEStaff recently concluded work with Magellan Advisors (Consultant) to develop of the Broadband ActionPlan (BAP). Several initiatives that can advance broadband throughout the city have been identified.The staff has prepared broadband strategy options for City Council consideration.DISCUSSIONBroadband is a term commonly used to describe highspeed internet access that is always on. During20192020, the Consultant produced a Broadband Development Plan (BDP) for the City of Fairfieldthat focused on internal municipal requirements and potential private partners. The BDP included an indepth consideration of broadband business models and technologies, an employee inventory ofmunicipal and other local network assets, and a vision for a network to incorporate those assets tomeet the City’s connectivity issues. Since then, new City leadership become interested in exploring the feasibility of taking a more activerole and establishing a “broadband utility.” However, broadband operations can be quite complex andlaborintensive. The City determined that it should undertake a feasibility and business modelexploration focusing on “open access” or wholesale business models. This plan aimed create atransparent process to identify and prioritize opportunities to expand broadband access. Staff requested an addendum to the BDP to include input from the community, as well as:A gap analysis to determine areas of the city that are unserved or underservedConceptual network design adjustments to meet the needs of a more diverse range ofstakeholdersCostsaving and revenuegenerating opportunitiesFinancial analysis of various business scenarios to ensure that the City has a completeunderstanding of the business and financial suitability of various optionsCommunity InputThe City attained community input via a community survey and interviews with representatives of somemajor stakeholder organizations and key community sectors. The City promoted the survey via variousmeans, including postcard mailers to all active business licenses, partners' emails, and multiple socialmedia touchpoints in several waves between early August and November (2021). The city received 300responses which yielded 247 unique, usable responses. Respondents tended to be more educatedand older than Fairfield’s general population. Unfortunately, given the distribution methods, the numberof responses, and demographics, the Consultant could not indicate the survey results as statisticallyreliable. However, they did attest that the survey results document the experience and perspectives of211 households (approximately 0.57% of Fairfield’s 37,310 households) and 36 organizations (about2.5% of Fairfield’s 4,750 organizations). Survey FindingsGenerally, affluent consumers (relativity older and more educated) in Fairfield have reasonably fastbroadband. Unfortunately, younger residents with lower levels of educational achievement did notrespond, so we cannot draw clear conclusions about their connectivity. Options and cost were the majorissues for respondents. While respondents generally indicated low willingness to pay (many said theywould not pay more than $50 for 50 megabits per second (Mbps) which is common in noncompetitivemarkets), they were paying relativity high monthly bills for their internet.Uses among consumers and issues for employers suggest Fairfield may have a shallow pool oftechnical talent. Households were less likely to use the internet for making money and for personalimprovement. Telehealth and, to a lesser extent, remote or gig work seem to be areas in which peoplecould use the internet more. Connectivity was a critical issue for many organizational respondents,particularly for management and customer service, which, combined with a lack of options, may be acause for concern. Stakeholder FindingsStakeholders generally indicated that connectivity options were limited. For example:At Solano Town Center mall, connectivity was identified as a significant issue. According tomanagement, AT&T was the only service offering with no plans to invest in any additionalinfrastructure. As a result, tenants within the mall had been quoted $5,000 to $10,000 to installfiber in a single location. In Solano Town Center’s central office, users could not connect to WiFiand instead had devices connected via hard wire due to limited bandwidth on the property.Recently, management signed a deal with Comcast to provide service to the entire center,replacing AT&T entirely.In other areas with more limited options, owners of an auto dealership near Auto Mall Parkwayreported paying $600 per month for 50 Mbps.Businesses and industry locations along the freeway and the Cordelia area seem to have thehighest cost and limited options.The FairfieldSuisun Unified School District indicated they handed out over 750 hotspots, costing$40 per month before a state subsidy.Smaller organizations relied more on mobile cellular connections that use cell phones and othermobile devices instead of broadband options, whereas larger companies used dedicated lines.Fairfield’s development is being profoundly limited by “adequate” broadband. Businesses andindustries appear to have unmet requirements to support basic operations, which means they don’thave the abundant connectivity necessary for tech innovations that would give Fairfield the competitiveedge.Unserved and UnderservedThe Federal Communications Commission (FCC) has long defined a broadband internet connectionas an alwayson connection achieving speeds of at least 25 Mbps download and 3 Mbps upload (25/3).The Infrastructure Investment and Jobs Act (IIJA) defines a location as “unserved” if it cannot accessbroadband service of at least 25/3 (Section 60102 – Grants for Broadband Deployment). The DigitalEquity Act of 2021, part of the IIJA, considers any speeds less than 100 Mbps download and 20 Mbpsupload as “underserved” (Section 60302 – Definitions). There are situations where two neighboring households may not get the same internet speeds andwon’t have reliable broadband speed when the network serves all subscribers. Given inaccuracy in theFCC’s broadband availability data, it is critical to allow the flexibility to use a variety of datasets toobtain the best understanding of where broadband is not available or easily accessible and wherefunding should be deployed. To address the broadband challenge, it is important to go beyondaddressing broadband infrastructure deployment and address broadband adoption, includingassistance to defray the cost of subscriptions, devices, and training. There are many federal and stategrant funding sources for completely unserved/underserved communities, but none easily cover wholecommunities that are a mix of unserved, underserved, and served (but unreliably). Last mile access toan affordable highspeed internet connection, suitable devices, and digital literacy programs remainbarriers for many.Digital Inclusion Programmatic EffortsBroadband access is becoming a prerequisite for improving economic and social welfare. It provides aconduit to enable open and accessible government, enhance business competitiveness, and improvethe quality of residents’ lives through improved delivery of services such as telework, telehealth,distance learning, and digital inclusion. The staff has made a concerted effort to collaborate with localpartners in concert with creating the BAP. Digital inclusion efforts were not identified as deliverableswithin the BAP. Over the last sixmonths staff has performed the following:Established a monthly meeting with chief information officers from Solano County, City of Vallejo,City of Vacaville, and the City of Benicia to discuss strategy and opportunities for collaboration.As a result, Solano County has engaged a consultant team to create a Broadband and DigitalEquity Plan. The City of Fairfield was the first city to engage with its team to provide substantiveinput and discuss strategy. The completed plan is expected to go before the Solano CountyBoard of Supervisors in August 2022. Staff anticipates a programmatic funding request from theCounty to support a regional equity effort.Researched and collected a variety of equity initiatives within other cities, counties, andconsortiums.Provided current and successful examples to the Solano County consultant to consider indeveloping a regional strategy. For example, the San Diego SD Access 4 All programmodel was shared, along with an outline of how $500,000 was deployed for digital equity.The City and County of San Francisco Digital Equity Playbook was used as a guide to create aCity of Fairfield Digital Equity Playbook (attachment 2). This document captures currentprograms, opportunities, and training for individuals to connect.Met with Comcast and AT&T representatives to learn about their programs and discussed cohosting community fair(s) to connect eligible community members with discounted services andhardware.Infrastructure StrategyStaff is currently developing an infrastructure strategy, including evaluating changing regulations andpolicy requirements related to broadband infrastructure, to identify impacts on City policies. Asignificant component of proper planning includes a current assessment of fiber assets and resources.The two initiatives outlined below are suggested as immediate first steps. Staff is finalizing scopes ofwork for asset management and inventory for underground and aboveground mapping.To being mapping this asset, the underground component will capture the current fiber locationsand conditions. The expected contract for this service is estimated at $200,000The aboveground component will capture vertical assets, and this assessment would assist infuture smart city WiFi implementation and possible replacement of current microwave systems(due for replacement in FY2024). The expected contract for this service is estimated at $250,000Depending on council’s direction regarding the preferred business model, staff may also requireadditional support outlined below:Options BE: Broadband Technical Consultant – Estimated at $100,000Options D and/or E will have additional costs: Engage with a Broadband Strategy & DeploymentConsultant Firm to prepare a request for proposal (RFP) to market assets and establish PublicPrivate Partnerships – Estimated at $200,000 We are also evaluating the need for longterm staffing for a broadband managerBusiness Models (Infrastructure)A) Status Quo:Fairfield could choose to take no action and rely on market forces to meet thecommunity needs. The council should be advised that because most telecommunicationscompanies are market takers, not market makers, they invest based on demand, not to generateit. When fewer investments are made, new infrastructure serves communities where demand hasnot reached a clear tipping point, allowing internet service providers to return any investment bycapturing a large market share rapidly. In Fairfield’s case, the likely outcome of this scenario isthat little investment will be made, especially in lowincome or low density areas. This createschallenges for solving issues or equitable access for the community. B) Work with Current Providers:The City could open and maintain dialogue with incumbentinternet service providers in Fairfield about their plans and needs for continued investment in thecommunity. While this approach is unlikely to disrupt the existing broadband environment inFairfield, it could lead to constructive improvements in services for residents and businesses.This option has the least risk for the city.C) Programmatic Options: The City could provide incentives for private investment in networkinfrastructure by assisting providers with pursuing funding opportunities to build new assets inFairfield. Although most grant programs are targeted at more rural, underserved communities, itis possible that Fairfield could be eligible for some future funding opportunities that could attractthe interest of internet service providers. Having a public partner in these situations is oftenbeneficial, and Fairfield could leverage that position to ensure investment is targeted in a way thataligns with the City’s goals. This option has a low risk for the city. D) PublicPrivate Partnership:Fairfield could establish relationships with internet serviceproviders (either incumbent or new entrants) in which a variety of business model options arepossible, including for the City and the partner to coinvest in new infrastructure. This option hasmany varieties and could be explored through a competitive Request for Information (RFI) or RFPprocess to engage interested parties. Resultant agreements might include revenue sharing forCityowned assets in exchange for a private partner to oversee network operation andmanagement. This option has a low risk for the City.E) CityOwned Utility: The most aggressive option the City has is to invest in its broadbandinfrastructure and offer dark fiber or lit service via a City of Fairfield Broadband Utility. This optionwill require the most investment and risk, but would give the City the most control over howinfrastructure is deployed, ensuring equitable access and targeting areas that are most in line withFairfield’s needs.FINANCIAL IMPACTThere is a $10 million allocation for Broadband in the Intergovernmental Services Fund (Fund 551).There are no immediate financial impacts. Based on tonight’s discussion and council direction, staff willbring forward funding needs for approval.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
Council authorized entering into a consultant services agreement with Magellan Advisors at their public meeting on May 18, 2021. The City received no other advisory board or public input.

ALTERNATIVE ACTION
The council may choose to not act at this time.

STAFF CONTACT
Marisa Cumpian, Senior Management Analyst
(707) 4287494
[email protected]
COORDINATED WITH
Community Development Department, Information Technology ATTACHMENTS:

Description
Broadband Action Plan
City of Fairfield Digital Equity Playbook
REVIEWERS:

Reviewer Action Date
Kaushal, Paul Approved 6/22/2022 6:52 PM
Beavers, Esther Approved 6/22/2022 8:23 PM
Beavers, Esther Approved 6/23/2022 1:20 PM
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CITY OF FAIRFIELD, CA
Broadband Action
Plan
JUNE 2022
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Contents
Executive Summary ........................................................................................................ 7

1. Introduction ........................................................................................................... 11

2. Community Input ................................................................................................... 13 Community Internet Survey ........................................................................... 13 Stakeholder Input ........................................................................................... 33

3. Gap Analysis .......................................................................................................... 38 Asset Gaps ...................................................................................................... 38 Service Gaps ................................................................................................... 39 Capital Project and Development Plans ........................................................ 42 Commercial and Industrial Areas .................................................................. 44 Network infrastructure and services ............................................................. 45

4. Business Model Options ....................................................................................... 47 Maintain Status Quo ....................................................................................... 49 Working with Current Providers .................................................................... 49 Establish Programmatic Approaches ............................................................. 49 Public Private Partnership ............................................................................. 50 City -Owned ISP ............................................................................................... 60

5. Conceptual Network Design ................................................................................. 61 Network Architecture ..................................................................................... 63

6. Phased Implementation Plan ................................................................................ 81

7. Recommendations ................................................................................................. 93 Decide on A Business Model .......................................................................... 93 Packet Page 9 of 153Attachment 1 Page 2 of 132

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Partner to Maximize Benefits ........................................................................ 94 Address Digital Inclusion ............................................................................... 95 Maintain Up -to-Date Broadband Policies ...................................................... 95 Track Funding Opportunities ......................................................................... 96 Explore Options for a Pilot Project ................................................................ 97 Build a Citywide Backbone ............................................................................. 97 Determine whether to Establish a Broadband Utility ................................... 98 Appendix A: Broadband Utility Financial Analysis .................................................... 100 Capital costs ................................................................................................. 101 Operating Costs ............................................................................................ 107 Total Cost Estimate ....................................................................................... 109 Cost Savings .................................................................................................. 109 Customer Segmentation and Growth .......................................................... 111 Proposed Rate Schedule .............................................................................. 113 Business scenarios ....................................................................................... 115 Appendix B. Stakeholder Interviewees ..................................................................... 121 Appendix C. Glossary of Terms ................................................................................. 123

Figures
Figure 1. Heart of Fairfie ld Pilot Area .................................................................................... 10 Figure 2. Percentage of 239 Survey Responses by Type and Internet Service ..................... 14 Figure 3. Occupation by Percentage of 132 Survey Responses and in the Population Compared ............................................................................................................................... 15 Packet Page 10 of 153Attachment 1 Page 3 of 132

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Figure 4. Level of Educational Achievement by Percentage of 135 Responses and in the Population ............................................................................................................................... 16 Figure 5. Percentage of 22 Survey Results by Sector Compared to the Local Economic Base Population of Firms ................................................................................................................ 17 Figure 6. Internet Service Providers by Percentage of 180 Responses ................................. 18 Figure 7. Locations of 180 Responses by Broadband Provider ............................................. 20 Figure 8. Geographic Distrib ution of 176 Responses by Speed Tier in Mbps ....................... 21 Figure 9. Aggregate Throughput of Broadband Connections by Percentage of 176 Responses ............................................................................................................................... 22 Figure 10. Frequency of Performance Issues by Percentage of 174 Responses .................. 25 Figure 11. Perceptions of Various Aspects of Broadband Service by Percentage of 167 Responses ............................................................................................................................... 26 Figure 12. Percentage of 154 Respondents' Willingness to Pay for Various Broadband Speeds ..................................................................................................................................... 27 Figure 13. Frequency of Opportunity Indicator Activities by Percentage of 131 Responses 28 Figure 14. Value of Broadband for Various Purposes by Percentage of 134 Responses ..... 29 Figure 15. Importance of Internet for General Business Function by Percentage of 22 Organizational Responses ...................................................................................................... 30 Figure 16. Difficulty of Getting Various Technical Capabilities by Percentage of 21 Responses ............................................................................................................................... 31 Figure 17. Likelihood of Moving to Get Better Broadband by Percentage of 22 Responses 31 Figure 18. NTIA Indicators of Broadband Need Map ............................................................. 41 Figure 19. CPUC Broadband Map ........................................................................................... 42 Figure 20. Potential Focus Areas for Broadband Development Based on Public Works Plans and Priorities .......................................................................................................................... 43 Figure 21. Inputs to Selecting the Right Broadband Business Model ................................... 47 Packet Page 11 of 153Attachment 1 Page 4 of 132

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Figure 22. Continuum of Municipal Broadband Business Models ........................................ 48 Figure 23. The Tech Stacks for Fairfield Broadband, Retail Providers, and Users ............... 62 Figure 24. Passi ve Optical Network Structure Divided Between Fairfield Broadband Utility and Wholesale Customer Retail ISP ....................................................................................... 66 Figure 25. Passive O ptical Network Broadband Model ......................................................... 68 Figure 26. How Wireless Networks Connect Communities ................................................... 70 Figure 27. CBRS User Tiers ..................................................................................................... 74 Figure 28. The Radio Access Network (RAN) Model ............................................................... 78 Figure 29. City of Fairfield Fiber Backbone Conc eptual Design Showing Phases/Rings and Their Service Areas Along with City Facilities ........................................................................ 82 Figure 30. Phase 1 Detail with 750 ft Buffer .......................................................................... 85 Figure 31. Phase 2 Detail with 750 ft Buffer .......................................................................... 86 Figure 32. Phase 3 North and South with 750 ft Buffer ........................................................ 88 Figure 33. Phase 4 Detail with 750 ft. Buffer ......................................................................... 89 Figure 34. Heart of Fairfield Pilot Area .................................................................................. 92 Figure 35. Overall Financial Performance of Business Scenarios Compared ..................... 118

Table s
Table 1. Descriptive Statistics for Broadband Cost and Performance Among Survey Respondents ........................................................................................................................... 23 Table 2. Average Reported Cost and Tested Speed by Provider for 180 Responses ............ 24 Table 4. Backbone Coverage and Distance Estimates by Conceptual Design Phase ............ 82 Table 5. Number of Prospective Customers per Service Area .............................................. 84 Table 6. Estimated Backbone Constructions Costs for Two 2 -inch Condu its and One 432- strand Fiber Cable ................................................................................................................ 102 Packet Page 12 of 153Attachment 1 Page 5 of 132

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Table 7. Estimated Backbone Constructions Costs for Two 4 -inch Conduits and One 432 - strand Fiber Cable ................................................................................................................ 103 Table 8. Estimated Costs for Laterals to City Facilities ....................................................... 106 Table 9. Management and Marketing Staff .......................................................................... 108 Table 10. Operations and Maintenance Staffing ................................................................. 108 Table 11. 5 -year Total Estimated Conceptual Network Costs ............................................. 109 Table 12. Prospective Telecommunications Savings by Phase ............................................ 110 Table 13. Dark Fiber Lease Rates for Fairfield Broadband Utility Revenue Projections .... 115 Table 14. 20 -year Financial Performance Estimates for the Business Scenarios Compared .............................................................................................................................................. 117

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Executive Summary
This Broadband Action Plan is an addendum to the previous Broadband Development Plan. After review of the Broadband Development Plan, Cit y of Fairfield leadership is exploring options to invest in broadband because it is critical to the community and well -aligned with government innovation and economic vitality . The City seeks to capitalize on network investment to attract industry, specifi cally internet service providers and similar companies, to Fairfield.

This Broadband Action Plan considers and provide s options for the City to develop broadband infrastructure . While the foc us is a wholesale network business model with publicly -owned infrastructure that can be leased to and used by third parties for community benefits including economic development , enhance d quality of life , and greater resilience to manmade and natural disasters , there are a number of other options the City can take to enhance broadband .

O ptions available to Fairfield for considering the development of broadband includ e :
 Status Quo : Fairfield could choose to take no action and rely on market forces to meet the needs of the community. The City should be advised that because most telecommunications companies are market takers, not market makers, they invest based on demand, not to generate it. This means that few investments are made in new infrastructure that serves communities where demand hasn’t reached an obvious tipping point, allowing internet service providers to achieve a rapid return on any investments they make by capturing a large market share.
 Working with Current Providers : The City could open and maintain dialogue with incumbent internet servi ce providers in Fairfield about their plans and needs for continued investment in the community. While this approach is Packet Page 14 of 153Attachment 1 Page 7 of 132

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unlikely to disrupt the existing broadband environment in Fairfield, it could lead to constructive improvements in services for resident s and businesses.

This option has no risk for the City.
 Programmatic Options: The City could provide incentives for private investment in network infrastructure by assisting providers with pursuing funding opportunities to build new assets in Fairfield. Al though most grant programs are targeted at more rural, underserved communities, it is possible that Fairfield could be eligible for some future funding opportunities that could attract the interest of providers. Having a public partner in these situations is often beneficial, and Fairfield could leverage that position to ensure investment is targeted in a way that aligns with the City’s goals. The City could consider collaboration with Non Profits for digital literacy programs, and other options such as don ation programs, low cost internet options, etc. for addressing digital equity. This option has no risk for the City.  Public Private Partnership: Fairfield could establish relationships with internet service providers (either incumbent or new entrants) in which a variety of business model options are possible, including for the City and the partner to co -invest in new infrastructure. This option ha s many varieties and could be explored through a competitive Request for Information (RFI ) or Request for Proposals (RFP ) process to engage interested parties. Resultant agreements might include sharing of revenue for City -owned assets in exchange for a pr ivate partner to oversee network operations and management This option has little risk for the City .
 City -Owned Utility: The most aggressive option the City has is to invest in its own broadband infrastructure and offer dark fiber or lit services via a City of Fairfield Broadband Utility. This option will require the most investment and risk , but will give the City the most control over how infrastructure is deployed, ensuring equitable access and targeting areas that are most in line with Packet Page 15 of 153Attachment 1 Page 8 of 132

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Fairfield’s needs. This option is modeled in this report to demonstrate the financial feasibility of a Fairfield Broadband Utility .

Whether or not the City decides to move f orward with the Broadband Utility option, Fairfield should partner with key stakeholders to target network investment where it will have the most value and identify prospective private sector broadband, cellular, and similar companies to lease network infr astructure and services. These tactics will enable the City of Fairfield to ensure robust citywide broadband is available, connecting more community members who require high -speed internet for daily functions and future growth .

This Plan analyzes the feasi bility of a city -wide future -proof network capable of delivering high -speed broadband and other services to the community for decades 1.

This concept is used for a design that allows for general cost and coverage estimates based on available data and multi ple assumptions. Various options for services and business scenarios are compared to ascertain the feasibility of the conceptual network and show interaction between various cost components and revenue streams.

A ctionable steps and options for the City to build abundant, robust broadband are at the heart of the P lan , leveraging current infrastructure , planned projects , and partnerships with other public and private organizations. P otential p ilot projects along the Texas Street corridor in the Heart of Fairfield , shown below, would allow the City to proof the concept and validate business assumptions . This area contains many businesses and C ity facilities, providing immediate benefits to the community.

1 See the City of Fairfield Broadband Development Plan (Aug 2020) for additional details about broadband technologies including fiber -optics.

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Network development through key industrial areas may be priorities depending on stakeholder needs and opportunities.

Antenna Site
¢ Business Site
l CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water Telemetry
--- Conduit,
planned
--- Conduit, existing
—Phase 1 route
—Phase 2 route

Figure 1. Heart of Fairfield Pilot Area
T he City of Fairfield could choose to establish a Broadband Utility division with an enterprise and initial staff and b uild a citywide fiber optic backbone similar to the conceptual design in alignment with capital projects, C ity requirements, and community demand. The financial analysis shows that a combination of services can provide acceptable results with the conceptual network.

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1. Introduction
During 2019 -2020, Magellan Advisors produced a B roadband D evelopment P lan2 for the City of Fairfield that focused on internal municipal requirements and private providers as potential partners. The P lan included a n in -depth consideration of broadband business models and technologies , a n employee inventory of municipal and other local network assets, and a vision for a network to incorporate those assets to meet the City’s connectivity needs.

Since that time, new City leadership became interested in taking a more active role in exploring the feasibility of establishing a “broadband utility.” Recognizing that the City could not practically take on such an enterprise, as broadband operations can be quite complex and labor -intensive , it was determined that a feasibility and business model exploration focus ing on an “open access” or wholesale business model should be undertaken . The City asked Magellan Advisors for an addendum to the original plan to include input from the community , a s well as :
 G ap analysis to determine areas of the City that are unserved or unde rserved  C onceptual network design adjustments to meet the needs of a more diverse range of stakeholders, better align with Fairfield’s broadband goals, and identify cost savin g and revenue generating opportunities  F inancial analysis of various business scenarios to ensure that the City has a full understanding of the business and financial suitability of the various optio ns

2 Final reported delivered August 4, 2020.

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The goal is for Fairfield to make informed decisions on ensure connectivity for the City and community , including strategies that require no General Fund funding.

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2. Community Input
Community input was acquired via a community survey and interviews with representatives of some majo r stakeholder organizations and key community sectors. An analysis of survey results is below, followed by a summary of findings from stakeholder interviews. Although results from the survey and interviews is not statistically reliable due to distribution methods, the data does provide key insights into the current broadband environment in Fairfield and the need for a City - sponsored broadband program .

COMMUNITY INTERNET SURVEY
Magellan Advisors provided online and print survey instruments, the latter with only two pages specifically for those without internet service. All responses were received via the online instrument; n o print surveys were submitted. The City promoted the survey via various means, inc luding email, partners’ email, and multiple social media , in several waves between early August and the end of November (2021). The re was a total of 300 responses , which yielded a total of 247 unique, usable responses , 64% of which (158) were complete . Eig hty five percent (211) were from households, 15% (36) were from organization s. Half of responses came from each of Fairfield’s two zip codes, 94533 and 94534.

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Figure 2. Percentage of 239 Survey Responses by Type and Internet Service As s hown in Figure 2 , all respondent households had internet, and 91.5% had broadband. Two organizations indicated having no internet , and 90% had broadband.

Of th e 132 households that provided demographic data , the average household size was 3.0 persons with a medi an age of 4 6.5 years. The US Census Bureau 3 estimated the population mean household size was 3.1 and the median age was 35.3 .

3 Unless otherwise indicated all estimated population statistics were so urced from the U.S.

Census Bureau, 2019 American Community Survey, 1 -year estimates, accessed via https://data.census.gov/cedsci/
0%20%40%60%80%100%
Household
Organization
Broadband Low-speed Internet only No Internet
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Figure 3. Occupation by Percentage of 132 Survey Responses and in the Population Compared
The occupations of survey respondents , illustrated in Figure 3 , were similar to those in the population as indicated by US Census data . The re were two notable exceptions . N o persons employed in production or transportation occupations, which represented 8% of the local workforce, responded to the survey. Census data indicate that about 17% of the working age population was retired or out of the workforce, but over a third of survey respondents were retired or out of the workforce . Survey respo ndents were generally more educated than the population overall, as shown in Figure 4 . Seventy percent of respondents were college -educated, and nearly 40% had graduate degree. The percentage of responses from those with some college was half of the popula tion estimate (13.3% verses 26.3%), and percentage of respondents with high school only was one tenth the percentage in the population (2.2% verses 23.8%).
0%10%20%30%40%
Arts, business, management, or science
Construction, maintenance, or natural
resources
Office or sales
Production or transportation
Service
Retired or otherwise out of the workforce
Responses Population
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Figure 4. Level of Educational Achievement by Percentage of 135 Responses and in the Population
A bout 15% of responses were from organizations. Of the 22 that provided firm information, about a quarter (5) were in retail. Two responses came Fairfield’s accommodation and food services sector , two from h ealth c are and s ocial a ssistance, and two from manufacturing. A total of six were from companies providing professional and other services . Construction, educational services , finance and insurance , real estate and rental and leasing , and transportation and warehousing sectors each had one response.

Relative to the local economic base ,4 the survey had most responses from retail , manufacturing, transportation and warehousing, finance and insurance, and real

4 Local industry data is for Solano County from the California Employment Development Department, online at
https://www.labormarketinfo.edd.ca.gov/LMID/Size_of_Business_Data.html . This data does not include disaggregated service sectors.
0%10%20%30%40%
Elementary, middle school, or some high
school but did not graduate
High school graduate or GED
Some college but no degree
Associate degree
Bachelor degree
Graduate or professional degree
Responses Population
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estate sectors. See Figure 5 . Each responding compa ny had one location in Fairfield and only one was not headquartered in the city. In total, respondents employed 99 people in Fairfield and 468 at all locations . The largest respondent had 20 local employees . T he median size of responding companies was 2.5 employees.

Figure 5. Percentage of 22 Survey Results by Sector Compared to the Local Economic Base Population of Firms
Professionally, respondents roughly mirrored the C ity’s economy. Respondents tended to be more educated and older than Fairfield’s general population . Given the distribution methods, number of responses and respondent demographic s, we cannot say that the survey results are statistically reliable . We can say that the survey results document the exper ience and perspective of 211 households (approximately 0.57% of Fairfield’s 37,310 households) and 36 organizations (approximately 2.5% of Fairfield’s approximately 4,750 organizations) in Fairfield. 0%20%40%60%80%
Ag, Forestry, Fishing, Hunting
Finance And Insurance
Information
Manufacturing
Mining and Construction
Real Estate & Rental And Leasing
Retail Trade
Services
Transportation And Warehousing
Utilities
Wholesale Trade
Results Population
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The survey yielded useful empirical indicators of broadband in the city. Recognizing results of survey analysis as indicators, we report statistics but use approximate language in discussing the findings. Generally, these results should be consider ed the “best case” for the more affluent and informed residents of the community .

Additional effort would be required to determine the situation for younger, less educated residents . The same applies to large, multi -location service and wholesale companies.

Broadband Providers
While 225 respondents indicated having broadband, only 180 provided the name of the internet service provider. As shown in Figure 6 , Comcast appears to dominate the Fairfield market with three quarters of subscribers, while AT&T has less than a quarter. Respondents had broadband Direct TV, T -Mobile, and Valley Internet. We know all these companies offer broadband although our market a ssessment found only Valley Internet with active service offering in Fairfield . Each had about 1% of responses.

Figure 6. Internet Service Providers by Percentage of 180 Responses

22.8%

74.4%
AT&T
Comcast
T-Mobile
Valley Internet
Direct TV
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The average reported monthly recurring costs for broadband was just over $100, and about $60 more for all services. See Table 1 of this document for a breakdown by provider. About a third of respondents got only broadband internet service from their providers . Over half got three or more services, including broadband, and over a third of respondents got four or more. Telephone and HDTV were the most common other services, each of which were used by about 60% of respondents.

Reponses appear to be geographically diverse, as illustrated in Figure 7 . A r eas of low response were between Dover Ave and North Texas St. and the Rancho Solano neighborhood. AT&T and Comcast appeared throughout the city . Comcast dominated responses in the Heart of Fairfield and Cordelia areas and across the northern portions of t he city. AT&T was more common in central neighborhoods , which is also where alternate providers, Direc t TV and T -Mobile had nominal presence . The outliers to the northwest are included to show the geographic limits of coverage. AT&T and Comcast appear to cover Green Valley but do not reach the county line on Suisun Valley .

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AT&T Comcast
Business
Comcast
xfinity
DirectTV T-Mobile Valley
Internet
Figure 7. Locations of 180 Responses by Broadband Provider Broadband Costs and Performance
Respondents were asked how much they paid for broadband and related services a long with basic service characteristics . These were “best guesses” by the person responsible for choosing and paying for the service . Variance would diminish with a large number of responses but should be assumed high in this situation . Actual performance was recorded automatically via a speed test integrated into the survey.

But performance will vary over time based on network congestion and other factors.

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Therefore, we report descriptive statistics , including average, maximum, median, and minimum speeds , and use approximate language .

Up to
11 Over 11
up to 28
Over 28
up to 50
Over 50
up to 100
Over 100
up to 300
Over 300
up to 500
Over
500
Figure 8. Geographic Distribution of 176 Responses by Speed Tier in Mbps The geographic distribution of survey responses in terms of aggregate throughput is illustrated in Figu re 8 . Lower speed and higher speed connections were generally distributed across the city, adjacent to each other . S peeds under 25 Mbps download and 3 Mpbs (25/3) were considered slow -speed connections, as designated by federal agencies such as the Federal Communications Commission (FCC). This benchmark is used as a baseline for broadband funding programs including the Packet Page 28 of 153Attachment 1 Page 21 of 132

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American Rescue Plan Act (ARPA). The data analyzes aggregate speeds, combining the download and upload speeds, using 28 Mbps as a cut -off fo r low -speed connections.

Connections below 28 Mbps aggregate were most clustered in the core of the city, near City Hall , the Vintage , and Woodcreek neighborhoods . This seems to be an issue of affordability/costs rather than availability. It may also be related to the age of access network infrastructure in this area. Figure 9 shows the statistical distribution of connection speeds from the survey . While over 20% we re below the current 25/3 Mbps standard for broadband, over a quarter had throughput between 100 and 300 Mbps. Nearly 20% of test results were at least 300 Mbps . E ffectively two thirds were “true broadband” (50 Mbps or faster) and over three quarters met t he baseline standard.

Figure 9. Aggregate Throughput of Broadband Connections by Percentage of 176 Responses
The median monthly recurring cost was $90, and the average was over $100, as detailed in Table 1 , so most respondents paid more than the median. The most any 0%10%20%30%
Up to 3 Mbps
3 up to 11 Mbps
11 up to 28 Mbps
28 up to 50 Mbps
50 up to 100 Mbps
100 up to 300 Mbps
300 up to 500 Mbps
500 up to 1000 Mbps
1 Gpbs or more
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respondent reported paying for broadband was $1,000 per month (this was a mid - sized manufacturing organization with a symmetrical 1 Gbps service) and the least was $10 (from a household respondent who reported being connected via a cel lular device) . Actual average download speed of 141 Mbps and upload speed of 45 Mbps were about 40% of what respondents reported providers offered. Median speeds were substantially slower than and different from average offered, which means most connectio ns were faster than 74 down and 11 up. The slowest speeds were 1 Mbps down and 0.1 Mbps up. The average cost per Mbps per month was nearly $5 so most respondents paid substantially more than the median of $1.12. Typical per Mbps per month costs for fiber s ervices are around $0.30.

Table 1. Descriptive Statistics for Broadband Cost and Performance Among Survey Respondents
Statistic
Monthly
Recurring
Charge
Contract
Speed5 Actual Speed
Latency
Cost Per
Mbps/Mon Down Up Down Up
Responses 158 125 118 176 176 176 $159.00
Maximum $1,000 1,200 1,200 824.39 1,580 1,050 $269.11
Average $104.29 341.74 120 141.14 45.42 91.8 $4.90
Median $90 100 20 77.42 11.56 57.0 $1.12
Mode $50 100 10 3.93 5.87 59.0 N/A
Minimum $10 1.00 0.51 1.05 0.10 9.0 $0.02

Table 2 compares basic costs and performances for broadband providers. Comcast costs respondents about 20% more than AT&T but provided nearly two and three quarters higher speeds. The cost per Mbps pe r month from AT&T approached twice

5 Contract Speed refers to the “up to” speed as contracted with the respondent’s service provider.

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the cost of Comcast’s connections. T -Mobile reportedly had the lowest cost per Mbps and was over 25% faster. We presume that the cost for Valley Internet, which is a wireless internet service provider, was related to a re mote location where there were no wired connections available. Households paid about $50 per month less than organizations for more bandwidth. Organizations paid an average of $6.69 per Mbps per month while households paid $4.59.

Table 2. Average Reported Cost and Tested Speed by Provider for 180 Responses Provider
Monthly Recurring Cost
Aggregate
Throughput6
Cost per
Mbps/Mon
Broadband
Only
All
Services7
AT&T $89.09 $152.36 83.82 $7.69
Comcast $110.58 $169.98 224.53 $4.07
T-Mobile $50.00 $50.00 104.52 $1.20
Valley Internet $122.00 $122.00 13.75 $5.21
Direct TV $50.00 $175.00 27.50 $3.64
Reliability , Satisfaction , and Willingness to Pay
Respondents were asked how frequently their broadband was out or slow, and about their perception of major aspects of their broadband service. Almost 60% indicated their broadband was never out for a day or more. Nearly 50% said it was never out for two or more hours. Over a third experience d outages of at least an hour at least once a month. Half of respondent had regular drops in performance. See Figure 10 for a complete picture.

6 Aggregate throughput is the total actual download speed plus actual upload speed. 7 All Services refers to “bundled” services in addition to broadband which may include cable, telephone, or other services in addition to broadband.

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Figure 10. Frequency of Performance Issues by Percentage of 174 Responses Generally, as shown in Figure 11, respondents indica ted that their broadband was good. Most responses were positive regarding speed and reliability. Price was the only factor with which respondents were generally dissatisfied, with over half indicating it was bad or terrible and nearly 30% saying it was eit her good or excellent.

Respondents were most ambivalent about support. More than a third felt it was good and bad and more than a quarter felt it was neither good or bad or were unsure about the quality.
0%20%40%60%80%100%
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Figure 11. Perceptions of Various Aspects of Broadband Service by Percentage of 167 Responses
Respondents were asked how much they would be willing to pay for several tiers of internet speeds ranging from 10 Mbps to 1 Gbps . Response options provided basic context for each broadband tier:
• Slow, 10 Mbps: enough for checking email
• Basic, 25 Mbps: enough for surfing the web
• Real, 50 Mbps: enough for video calls and conferencing • Fast, 300 Mbps: enough multiple games or videos simultaneously • Super fast, 1,000 Mbps: enough anything and lots of it N early three quarters of respondents would not pay anything for “broadband” that was slow (10 Mbps or less). See Figure 1 2 . Thirty percent, in contrast, were willing to pay $100 or more per month for a gigabit of service. Over a third of respondent s were wi lling to pay at least $50 per month for 300 Mbps. Less than half were willing to spend $25 or more on real (50 Mbps) broadband. While gigabit connections are commonly available for less than $100 per month in competitive markets, “real” 0%10%20%30%40%50%
Overall
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Price
Reliability
Support Excellent
Good
Neither/Not
sure
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broadband (faster t han 25/3) is at least $40 and commonly over $80 in non - competitive markets.

Figure 12. Percentage of 154 Respondents' Willingness to Pay for Various Broadband Speeds8
Broadband Uses
Over half of respondents worked from home at least once a week. In contrast over half spent time on home business or performed contract “gig” work a few times a year or less. Respondents did these activities either regularly or infrequently with relatively few doing them occasiona lly. While responses were similar for school or training, about a fifth of responde nts did these activities monthly or a few times a

8 In the survey, each response option had a brief, practical description of each speed’s capabilities. Slow internet, for example, was “enough to check email.” 0%20%40%60%80%
Slow (10 Mbps)
Basic (25 Mbps)
Real (50 Mbps)
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Over $150 Between $100 and $150 Between $50 and $100
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year. Over three quarters respondents consulted a healthcare professional that frequently. Over 10% did so weekly. Figure 1 3 illustrates these findings.

Figure 13. Frequency of Opportunity Indicator Activities by Percentage of 131 Responses Internet was most important to respondents for general interest information and buying things , as shown in Figure 1 4 , with 96% a nd 94% indicating internet to be extremely or very useful for those purposes. In contrast, over a third said it was little or no use for generating income or selling things . Internet was also impor tant fo r personal communication , hobbies and special intere sts, and personal improvement.

About three quarters said internet was extremely or very useful for entertainment and recreation. About 10% indicated internet was of little or no use for entertainment and personal improvement.
0%20%40%60%80%100%
Health Consult
School or Training
Home Biz/Gig Work
Telecommute
Once a year or less
A few times a year
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About once a week
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Figure 14. Value of Broadband for Various Purposes by Percentage of 134 Responses For responding organizations, as illustrated in Figure 1 5 , internet was at least helpful for all functions . It was most critical for management , selling, and supporting customers with 86% indicating it was either essential or very important. Buying and hiring was also very reliant on broadband. Inbound logistics , producing goods and services, and outbound logistics seen as essential or very important by about three quarters. About a fifth indicated it was only helpful for outbound logistics (getting products or services to customers). No respondents indicated the internet was of no use for any business function.
0%20%40%60%80%100%
Buying
Selling
General Interest
Special Interests
Improvement
Entertainment
Communication Extremely
Very
Somewhat
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Of no use
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Figure 15. Importance of Internet for General Business Function by Percentage of 22 Organizational Responses
O rganizations experienced a range of issues related to using the internet , as shown in Figure 1 6 . About half respondents felt it was somewhat to very difficult to get technology services and solutions. One respondent of 21 said it was practically impossible to find technology personnel. More than a third felt it was difficult to find employ ees with basic digital skills . Alternately, more than a third did not have an issue finding technologists , and about a quarter of respondents did not have any issues with technical capabilities.

0%20%40%60%80%100%
Buying and Hiring
Administration and Management
Inbound Logistics
Producing Goods or Services
Outbound Logistics
Selling and Marketing
Supporting Customers
Absolutely
essential
Very important
Somewhat
important
Helpful but not
really important
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at all
0%20%40%60%80%100%
Tech Services and Solutions
Basic Digital Skills
Tech Persosnnel
Training for New Tech Practically
impossible
Very difficult but
possible
Somewhat difficult
An issue, but not
difficult
Not even an issue
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Figure 16. Difficulty of Getting Various Technical Capabilities by Percentage of 21 Responses
Almost two -thirds of responding organization s would move for better broadband as represented in Figure 1 7 . The question did not ask respondents to specify whether they would move to another location within Fairfield or to a location outside of the City. More than a third said the y probably or definitely would not move. No respondents were on the fence: they eit her did or did not consider broadband an important location factor. Companies in retail, healthcare, transportation, and other services seemed most likely to move for better broadband.

Figure 17. Likelihood of Moving to Get Better Broadband by Percentage of 22 Responses Respondent Comments
One hundred and nine respondents out of the 158 that completed the survey answered the final “catchall” question . While a fe w comments were positive, most were about the lack of options, low speeds, and high costs. Seve ral cited specific challenges for school and work due to low speeds. Many noted lack of home

45.5%

13.6%

4.5%0.0%

22.7%

13.6%
Definitely Would
Probably would
Quite Likely
Possibly
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Would Not
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broadband options, particularly that they only had AT&T digital subscriber line (DSL, a relatively slow type of broadband connection nominally providing 25 M bps9) available. A few specifically decried Comcast’s customer service. At least one commenter noted having no options for wired broadband. Costs were the most common issue but at least twenty comments focused on low or inconsistent speed.

Conclusions and Impl ications
Generally, affluent consumers (relatively older and more educated) in Fairfield have reasonably fast broadband. Unfortunately, younger residents with lower levels of educational achievement did not respond so we cannot draw any conclusions about t heir connectivity . Options and costs were the major issues for respondents. While respondents generally indicated low willingness to pay —many said they would not pay more than $50 for 50 Mbps, which is common in non -competitive markets —they were actually p aying relatively high monthly bills for their internet. Although broadband speeds were acceptable, the cost per capacity was rather high —over 10 times the average costs typical of fiber -based connections in competitive markets.

Uses among consumers and issues for employers suggest Fairfield may have a shallow pool of technical talent. Households were less likely to use the internet for making money, personal improvement, and entertainment than other purposes.

Telehealth and, to a lesser extent, remote or gig work seem to be areas in which people could make greater use of the internet . Connectivity was a critical issue for many organizational respondents, particularly for management and customer service, which combined with lack of options may be a cause for concern.

9 See the City of Fai rfield Broadband Development Plan (Aug 2020) for additional information about broadband technologies and associated speeds.

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S T AKEHOLDER INPUT
With guidance and support of City personnel, Magellan Advisors gathered input from 22 individuals, representing 16 organizations. Generally, this consisted of three group discussions —anchor industries , corporate/industrial areas, and downtown and residential areas —and interviews with representatives of Solano C ounty government, economic development, neighboring cities, schools, and small business and workforce development. Input was on current connecti vity, short -term plans, long -term goals, and general issues or major trends impacting need for broadband and related services.

Current Connectivity
Stakeholders generally indicated that connectivity options were limited. Several noted that Comcast had rece ntly extended services, specifically into areas along Air Base Blvd . and Solano Town Center mall, which improved options, performance, and reliability.

At Solano Town Center mall, connectivity was identified as a major issue. AT&T is the only service offe ring and according to management, they do not want to invest in any additional infrastructure. As a result, tenants within the mall have been quoted $5,000 to $10,000 as costs to install fiber to a single location . In Solano Town Center’s central office, u sers cannot connect to wi -fi, but instead must have their devices connected via hard wire due to the limited bandwidth on the property.

New business models for tenants at locations like Solano Town Center include streaming events like online gaming compet itions and beauty or fashion shows, requiring a growing need for bandwidth. Although the mall attempted to provide Wi - Packet Page 40 of 153Attachment 1 Page 33 of 132

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F i throughout the center, regular outages and low bandwidth has mad e this challenging. Management recently penned a deal with Comcast to p rovide service to the entire center. They will be coming in to run connections to all tenants at no charge and will be the only service offering , replacing current AT&T connections .

In other areas with more limited options, businesses reported paying $600 per month for 50 Mbps connections as reported by the owners of an auto dealership near Auto Mall Parkway . Business and industry locations along the freeway and in the Cordelia area s eem to have the highest costs and most limited options. Anchor institutions indicated having adequate but costly connectivity, except for governmental/public network services (CALNET 10 and CENIC,11 specifically).

Numerous critical business functions rely on connectivity, according to those we interviewed. Both the criticality and number have increased since the pandemic. For example, participants representing automobile dealers and breweries reported similar requirements, although for different functions. Dealerships increased their reliance on online systems for inventory, sales, and services for finding information, processing transactions, tracking contacts and processes, etc. Brewers large and small used online systems for hiring, marketing, and procure ment. The schools had handed out over 750 hotspots , which cost $40 per month before a state subsidy, for students to connect to education. Should funding for this program end, or if students

10 CALNET is the State of California’s statewide enterprise network. See https://cdt.ca.gov/services/calnet/ for more information. 11 CENIC is a non -profit organization that runs the high -capacity, statewide California Research and Education Network (CalREN). See https://cenic.org/about for more information.

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do not return devices upon leaving the school system, these hotsp ots may not be available in the future.

Larger organizations’ requirements emphasized administration, logistics and process monitoring, while smaller companies’ requirements were driven by marketing, sales, and security. Institutions and service businesses moved strongly toward online content and virtual service delivery. Smaller companies also needed connectivity as a customer amenity and for other customer facing purposes. Smaller organizations relied relatively more on mobile cellular connections that use cell phones and other mobile devices in lieu of broadband options whereas larger companies used dedicated lines. Stakeholder input indicated that some people can't get good internet, others can't afford it, and a relatively large portion don't know how t o use it.

Short -term Plans
Several participants’ short -term plans had been substantially impacted by COVID.

Smaller, service -oriented organizations were wrestling with less customer demand and workforce challenges. Consequently, they had moved to reduce fa ce-to-face interactions. Their plans focused on adapting to and recovering from the pandemic.

Industry seemed to generally have strong demand but faced challenges getting materials/products as well as workforce. They were generally planning to capitalize o n their geographic position to reach markets economically. A similar approach was evident on the workforce side, drawing in and developing raw talent from around the region.

All participants expected to increase or at least sustain technology spending and use in the short -term. There seemed to be funding to support this, particularly for small businesses. Several participants had no specific short -term plans because they had recently upgraded their connections and/or systems. If anything were impeding Packet Page 42 of 153Attachment 1 Page 35 of 132

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broad band use, it was lack of clear, economical solution options —including the talent to implement them.

Long -term Goals
Many private sector participants had major developments among their long -term goals. They were planning substantial commercial and industri al improvements but also foresaw major residential development. Where short -term plans were to hold steady or incrementally increase, stakeholders’ long -term goals are for major changes.

For several participants, particularly downtown, residential, and sm all business stakeholders, the general, long -term goal was for Fairfield to be a regional hub for commerce, hospitality, retail, and transportation. Food and food tech industries were seen as key target industries for Fairfield to develop, especially throu gh links to agriculture assets in Suisun Valley and through UC Davis. Although healthcare stakeholders did not directly provide input, other stakeholder representatives noted the strength of that sector, and its important role in the region. The costs of b roadband and related technologies, the limited options, and need for reliability were seen as key barriers. One participant noted that availability and cost of high reliability, high -speed connectivity was a top concern of companies considering the area.

Major Issues and Trends
Along with the general growth trends, the major issue for Fairfield seems to be resilience. This is particularly important in terms of network reliability, but the issue is primarily focused on environmental and related threats. Saf ety and security are major issues. Wildfire directly impacted Fairfield in 2020 in the form of evacuations and operational interruptions. Communications need to accommodate and mitigate Packet Page 43 of 153Attachment 1 Page 36 of 132

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such situations by enabling coordination, monitoring, and alerting wit h a high -level of reliability. This seems to be an issue for residents and industry , as p rimary options are limited and there is essentially no back -up.

The resilience issue extends to other utilities. PG&E’s public safety power shutdowns have profoundly impacted businesses and others. Industry is especially reliant on power, and it is difficult to get a permit for a petro leum -fueled generator in California . The City has good water resources, including a 36” pipe direct from Lake Berryessa and reclaimed waste water. Connectivity is necessary to manage and market power and water , especially to increase resilience, and connectivity requires power . Network infrastructure can and should facilitate improvement of other utilities and can be economically co -developed.

Digital inclusion is an important issue for Fairfield, for industry as well as residents.

Current and future residents need skills and devices as well as connec tivity to participate in the digital economy. Like most any community, there are also persons experiencing homelessness and other profound challenges in Fairfield who are critically disconnected. Consumer businesses, particularly food services and hospital ity, have become connectivity providers even as internet has changed how they do transactions, manage accounts, and reduce loss. Manufacturer s and distributors require these things, too, and they increasingly require a digitally skilled workforce. We clear ly heard from stakeholders in Fairfield how digital transformation can make organizations more effective and efficient, more competitive, productive, and innovative, and resilient, if they have the connectivity and workforce.

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3. Gap Analysis

ASSET GAPS
The asset assessment via review of existing data and employee interviews was included in the August 2020 B roadband Development P lan . The City’s assets have not changed appreciably since then. There were several plans and projects that may impact broadband deve l opment or create new requirements for it. The major asset gap for the City itself is related to its microwave network, which is in need of a refresh or replacement. The microwave industry is consta ntly in a state of flux with acquisitions and mergers due to product maturity . Furthermore, at times, the microwave has proven to be unreliable due to severe weather conditions even though the system was intended for very high, “99.999%” reliability .

The City is addressing this gap by migrating sites off microwave to leased circuits.

Fairfield’s current microwave network is due for replacement within the next coupl e of years, and the cost associated with that replacement is approximately $540,000.

As of this report , the City paid a total of $21K per month to connect 14 sites, including a dozen sites with 1 Gbps AT&T Dedicate d Ethernet connections, which cost $1,600 per month per site . See Table 1 2 . Prospective Telecommunications Savings by Phase in Appendix A of this report . Other major stakeholders , including neighboring cities, faced similar gaps: They had adequate but not stellar and rather cos tly connectivity. The cost of these connections could generate greater return as investments in City owned infrastructure, allowing the City to transition away from lease d line services.

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SERVICE GAPS
Generally, Fairfield had true broadband from at least two providers —AT&T and Comcast . A few responses suggested that DirectTV and T -Mobile also provided broadband services, although it was not clear if these companies were reselling AT&T services or they had their own infrastruct ure . It may be informative to follow up with these respondents to identify exactly how they were connected. There were gaps in expectations as survey respondents thought their connections were twice as fast as actual speeds. While having only two providers may not be a gap relative to other communities —it is a common situation —it may be seen as a gap in competition and control. The incumbent providers have no reason to improve prices or services nor does the community have means to directly improve broadban d costs, coverage, or speed. Some communities with similar issues have pursued municipal broadband initiatives to address these gaps , including building City -owned infrastructure to attract new investment and increase competition, creating new offerings fo r residents and businesses.

Gaps in availability seem ed very localized , presumably due to providers not extending access infrastructure to specific locations . Lower speeds appear ed to concentrate in the older, denser parts of town, specifically the Heart of Fairfield but also the Gree n Valley area. R esponses were not uniformly low . Some indicated reasonably high speeds —100 to 300 Mbps range. It is not uncommon for locations a block apart or on opposite sides of the street to have different broadband options for many reasons, ranging from cost of construction to service territory boundaries . Major locations, including sites around the Solano Town Center mall and in key industrial areas, were not fiber served. Some locations, including individual busine sses within Solano Town Center, faced costs over $10,000 to close these gaps. In other locations, like Auto Drive Parkway, business owners have been told that their existing conduit connections from the building to the street are owned Packet Page 46 of 153Attachment 1 Page 39 of 132

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by an incumbent prov ider and cannot be used by others, resulting in the need for construction by any other provider who could serve them. Stakeholders said that the costs for this construction were simply too high to make it a viable option.

Broadband Mapping
In addition to collecting information directly from stakeholders in Fairfield via the survey and targeted outreach, Federal and State broadband mapping resources provided information about potential gaps in service coverage within Fairfield.

The National Telecommunications and Information Administration (NTIA) maps indicators of broadband need, including inputs such as Ookla speed test results, the US Census Bureau’s American Communities Survey broadband adoption rates, and Federal Communicati ons Commission (FCC) data about service provider territories .

The image below shows that there are a few locations in Fairfield t hat may have a need for additional broadband based on these indicators, shown in light red on the map. While these areas are no t severely underserved , as is the case in many rural locations where the map shows dark red pockets of ne ed, it appears that there are lower than normal speeds in these locations. Based on Census data, these are primarily low -population commercial areas , i ncluding several locations near Solano Town Center , Suisan -Fairfield Cemetery, and NorthBay Medical Center.

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Figure 18. NTIA Indicators of Broadband Need Map
Interestingly, the State of California Public Utilities Commission (CPUC) broadband map does no t indicate the same areas of need. Shown below, the CPUC’s map displays Served (green), Unserved (yellow), and Priority Unserved (red) locations in Fairfield based on fixed service with minimum speeds of 25/3 mbps. The red and yellow pockets occur sporadically throughout the City .

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Figure 19. CPUC Broadband Map

CAPITAL PROJECT AND DEVELOPMENT PLANS
Capital projects, which include facilities or transportation initiatives such as roadway or waterline improvement s, can offer opportunities to lower the cost of broadband deployment . A s of September 2021, the re were 5 2 CIP projects that could potentially enable broadband development .

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Most of these were quite small but some seemed to span significant distances.

Speci fically, i nstalling automated signals at multiple intersections, especially those that need interconnections for adaptive traffic signal control , could be a prime opportunit y to deploy horizontal assets. Eight planned capital projects could have Wi-Fi integrated into them and 6 might be executed in a way that accommodate s sites for wireless technologies (i.e., 4G/5G, CBRS, Terragraph, etc.12).

City of Fairfield Public Works staff identified four areas tha t were potential focus areas for broadband development based on other plans and priorities 13, illustrated in Figure 20, overlaid conceptual network design routes (see the Conceptual Network Design section, below, for more details). These segments are antic ipated to have fiber infrastructure installed in the next 2 -4 years.

Figure 20. Potential Focus Areas for Broadband Development Based on Public Works Plans and Priorities

12 These are next -generation wireless protocols. 5G is much more than cellular phone .

CBRS is lightly licensed spectrum for wireless broadband. Facebook developed Terragraph for extremely high -frequency (60 GHz) bands.
13 These locations were selected based on the figure displayed on page 6 of the Policy and Broadband Development Plan (Magellan -Advisors, August 2020).

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As detailed in the 2020 Broadband Development Plan, effectively all of Fairfield’s development plans could accommodate broadband. Many effectively require broadband. For example, plans to activate the Heart of Fairfield as a retail destination require Wi -Fi as an amenity and broadband for business operations.

Streetscaping and other physical improvements to the area are prime opportunities to deploy network infrastructure.

Integrating broadband infrastructure in n ortheast Fairfield development , as another example, would greatly reduce broadband development costs . The distribution and access infrastructure should be conditioned into the developments , which would extend the City’s network for nominal costs. The result is a valuable real asset that could be us ed to provide new broadband options and a new revenue stream for the City. Specifically, the new Cannon Rd alignment could be an ideal route to feed fiber to major new employment centers.

COMMERCIAL AND INDUSTRIAL AREAS
Stakeholder input indicated some broadband gaps in industrial areas and some commercial. As with residential broadband, gaps seem to be very local , to specific areas and even sites. Tenants face high upfront costs for providers to build connections . In som e cases, such as Solano Town Center, business owners were quoted up to $10,000 for construction of laterals to connect their sites to the existing fiber in the right -of-way. The provider owns that infrastructure , essentially locking out other providers and locking businesses in. We heard about such issues specifically in areas around the mall, between US Hwy 12 and Cordelia Rd, between Lopes and Red Top . Generally, any areas planned for industrial development should have network infrastructure fully integra ted into them. Existing areas must have abundant fiber infrastructure and service options to be competitive locations .

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Commercial enterprises, particularly food services, hospitality, and retail, require broadband for multiple critical applications, but generally have two options at best.

They too can face large upfront costs to physically build network connections.

Apartment complexes and other multi -dwelling units, which are often located adjacent to commercial areas, face similar issues. It can be quite costly to retrofit densely subdivided properties for fiber to the premises. As with industrial, plans for commercial and high -density residential areas must have broadband to be viable locations. Tenants demand it.

NETWORK INFRASTRUCTURE AND SERVICES
There appears to be some unmet demand for broadband, cellular coverage, and related network infrastructure and services but it is not o verwhelming . Most telecommunications companies are market takers, not market makers, which means they invest based on demand , not to generate it. This means that few investments are made in new infrastructure that serves communities where demand hasn’t reached an obvious tipping point , allowi ng internet service providers to achieve a rapid return on any investments they make by capturing a large market share.

In keeping with this premise, incumbent providers have demonstrated little interest in investing in Fairfield. There is a necdotal eviden ce that Comcast recently extended its infrastructure at the mall and in other commercial areas to meet business demand. Input suggests broadband and related services are adequate but far from ideal for business . R etail consumers seem to primarily want lowe r costs.

Magellan Advisors believe this input is the tip of the proverbial iceberg : Fairfield ’s development is being profoundly limited by “adequate” broadband . Business and industry appear to have unmet requirements to support basic operations , which means they don’t have the abundant connectivity necessary for tech innovations that would give them a competitive edge. T he older, relatively more educated households Packet Page 52 of 153Attachment 1 Page 45 of 132

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that responded to survey were unhappy about costs, which suggests younger and lower -income households don’t have affordable broadband options.

Network infrastructure development will be a direct investment in the community that is critical to the City’s plans. It will be a catalyst for retail and services to recover and grow in new dire ctions. Abundant broadband will attract new industry as it enables existing industry. Digital transformation and telework depend on it.

A bundant broadband can be a catalyst for major investment by internet service providers and similar companies that dire ctly support these other outcomes as well creating primary benefits in the form of lower costs and more options for broadband services .

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4. Business Model Options
Selecting the right broadband business model for local government is highly dependent on several factors that will suggest the most appropriate option for the organization. For example, understanding the community needs, knowing the competitive market fact ors that define what infrastructure options fit well within the community, and determining organizational and operational capabilities of the local government all play into the selection process. Equally important is an understanding of the financial commi tments and risk and reward that participating organizations are willing to support to fund and sustain a successful broadband initiative.

Figure 21. Inputs to Selecting the Right Broadband Business Model The commonly implemented business models fall on a continuum that ranges from low risk, low investment options to higher risk, high investment options. Figure 22 (below) illustrates this continuum. Moving along the continuum of business model options involves increasing degrees of risk and reward: risks in terms of financial, operational, and regulatory risk; rewards in terms of community benefits, revenue generation, and over potential for profit. Moving “up” the continuum generally requires increasing levels of investment and implies greater local gove rnment participation in the delivery of broadband services. Public policy and infrastructure only options are considered “passive” business models, where the government does not operate a broadband network as compared to “active” models such as Government Services Providers, Open Access Providers, and Retail Provider Options, where the government operates a broadband network. Public -private partnerships Packet Page 54 of 153Attachment 1 Page 47 of 132

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are not classified as a specific business model but instead fall along the continuum because these partne rships take many forms. Local governments must determine which business models meet their organization’s risk/reward tolerance to achieve the community’s broadband goals.

Figure 22. Continuum of Municipal Broadband Business Models In many cases, multipl e options may be selected by an organization; however, in some cases, a local government will not utilize multiple models, as they may conflict with one another. For example, local governments generally implement broadband - friendly public policy with any o f the business models, as these policies will complement all other business model options. Conversely, a local government would not likely implement a retail model and public -private partnerships together, as these would lead to competition between the loc al government and one or more private partners.

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MAINTAIN STATUS QUO
Fairfield could choose to take no action and rely on market forces to meet the needs of the community. The City should be advised that because most telecommunications companies are market takers, not market makers, they invest based on demand, not to generate it. This means that few investments are made in new infrastructure that serves communities where demand hasn’t reached an obvious tipping point, allowing internet service providers to achieve a rapid return on any investments they make by capturing a large market share. In Fairfield’s case, the likely outcome of this scenario is that little investment will be made, especially in areas that are low -income or low density. This creates ch allenges for solving issues of equitable access for the community.

WORK ING WITH CURRENT PROVIDERS
The City could open and maintain dialogue with incumbent internet service providers in Fairfield about their plans and needs for continued investment in the c ommunity.

While this approach is unlikely to disrupt the existing broadband environment in Fairfield, it could lead to constructive improvements in services for residents and businesses. We encourage the City to develop strong relationships with incumbent providers to demonstrate willingness to work with them on their goals; however, as stated above, ultimately the business case will determine their willingness to invest and areas that will not bring sufficient revenues to cover their costs are likely to remain underserved unless some incentive is offered.

ESTABLISH PROGRAMMATIC APPROACHES
The City could provide incentives for private investment in network infrastructure by assisting providers with pursuing funding opportunities to build new assets in Fairfi eld. Although most grant programs are targeted at more rural, underserved Packet Page 56 of 153Attachment 1 Page 49 of 132

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communities, it is possible that Fairfield could be eligible for some future funding opportunities that could attract the interest of providers. Having a public partner in these situ ations is often beneficial, and Fairfield could leverage that position to ensure investment is targeted in a way that aligns with the City’s goals.

PUBLIC PRIVATE PARTNERSHIP
Fairfield could establish relationships with internet service providers (either i ncumbent or new entrants) in which a variety of business model options are possible, including for the City and the partner to co -invest in new infrastructure.

This option has many varieties and could be explored through a competitive RFI or RFP process to engage interested parties. Resultant agreements might include sharing of revenue for City -owned assets in exchange for a private partner to oversee network operations and management.

Prospective Partners
While conducting this study, Magellan engaged with a variety of service providers, several of whom showed interest in partnering with or providing services in the City of Fairfield. The opportunities for Fairfield range from interest in deploying 5G wireless th rough pole attachment agreements, to working with fiber infrastructure providers to expand a presence and connect City facilities, to leveraging City assets to connect users with high -speed end user wireless broadband. Interest and opportunities are detail ed in the below chart.

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Table 3. Prospective Network Service Provider Partners
Provider Services Interest Opportunities Next Steps Monkeybrains
(formerly
Common
Wireless )
Wireless ISP High Use of facilities in City
for towers. in -kind
fiber, connectivity.

Engage with
Monkeybrains as soon
as possible about
opportunities to
partner.

Sifi Fiber ISP High Submitted unsolicited
proposal to install
fiber throughout the
City
Continue discussions
about partnership
opportunities.

Zayo Fiber
Infrastructure
Medium Connect facilities, in -
kind fiber, bring in
partner for camera
storage. Work with
Common to build WISP
network.

Engage with Zayo as
soon as possible about
opportunities to
partner
Sonic Fiber and
Cable ISP
Medium Bring in new
competitive provider
to market. Utilize City
assets and policies to
expand broadband.

Implement broadband -
friendly policies that
will attract more
interest from Sonic and
similar smaller ISP’s.

Comcast Cable ISP Low Conduit leasing, joint
t renching
Continue engagement
about business
demand as density
increases
CenturyLink Low Demand from large
anchors, conduit
leasing, joint
trenching
Engage large
businesses about
demand for role as
network anchors
ATT Wireless & 5G Low Pole attachments and
in-Kind Fiber
Implement Dig Once &
Telecom Ordinance,
Negotiate MLA
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Provider Services Interest Opportunities Next Steps Verizon Wireless & 5G Low Pole attachments and
in-Kind Fiber
Implement Dig Once &
Telecom Ordinance,
Negotiate MLA
Sprint/
T -Mobile
Wireless & 5G Low Pole attachments and
in-Kind
Implement Dig Once &
Telecom Ordinance,
Negotiate MLA
Monkeybrains
Monkeybrains , formerly Common Networks, provides high -speed broadband via last mile wireless to residents and small businesses in the cities of Alameda, San Leandro, Santa Clara, San Joe and Sunnyvale, with plans to expand into other regions including unincorporated A lameda County. Common previously expressed interest in expanding its infrastructure and service offerings to the City of Fairfield. Fairfield’s location between the Bay Area and Sacramento coupled with its density makes the City an advantageous location fo r a new service territory.

The company commonly partners with communities to gain access to assets that include school buildings, towers, parks and recreational facilities, and city buildings.

P artnership could take a variety of forms including asset lease agreements for the use of publicly -owned property. Although they primarily provide residential service, they could also provide benefits to businesses.

Pros of this partnership agreement include expanded residential and commercial service offerings in Fairfield with minimal investment form the City . Potential cons include handing over control of the use of public assets.

Sifi
Sifi Networks is a privately owned company based in New Jersey that funds, builds, and deploys fiber optic infrastru cture. In general, SiFi uses an “open access” model Packet Page 59 of 153Attachment 1 Page 52 of 132

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whereby multiple service providers can use the network to deliver retail internet and complementary telecommunications and entertainment services. SiFi partners such as Nokia and Henkels are leaders in t heir areas of expertise, however SiFi has not yet executed on a project here in the states to date. Sifi has approached several cities in California with unsolicited proposals to deploy network infrastructure at little or no cost to the cities. Agreements have been struck with the cities of Fullerton, Simi Valley, Placentia, Rancho Cordova, and Pittsburg.

The City of Fairfield received an unsolicited proposal from Sifi proposing construction of fiber infrastructure using microtrenching to create a more com petitive broadband market. While the details of this proposal are not entirely clear, Sifi has worked with other cities to establish in -kind agreements in which the cities provide accelerated permitting, waived fees, and streamlined construction schedules for cost savings in return for Sifi providing services to connect City facilities, free or reduced cost public wi -fi, and other community benefits.

Pros of this partnership agreement may include expanded service offerings to the community with little inves tment from the City. Cons include disruptions to the public right -of-way for microtrenching and little control over where service if offered.

Zayo
The Zayo Group is a nationwide fiber infrastructure company with long haul, middle mile and last mile fiber i nfrastructure throughout the US and the state of California.

Zayo provides communications infrastructure services, including fiber and bandwidth connectivity, colocation and cloud infrastructure to its customers. Zayo considers itself a “Tier 1 ISP.” Its c ustomers or “partners” range from large communications companies such as Verizon and ATT, to community stakeholders, local governments and large bandwidth consumption businesses.

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Zayo indicates that it maintains a close relationship with Solano County. Th e County is a Zayo customer that utilizes a route on Union Street. Zayo’s assets in Fairfield are detailed in the asset assessment and include a variety of routes, strand count and above and underground assets.

Fairfield has been active as of late for Zay o, particularly from an enterprise standpoint. As with common, Zayo sees the value of Fairfield’s position as a beltway from the Bay with a lot of residential movement and representatives noted that “lots of businesses are moving there as well from bay are a”.

Zayo is interested in learning more about the City’s specific connectivity and bandwidth needs, as well as the City’s appetite for managing a network. The City should engage in additional conversations with Zayo about how the provider could develop a partnership that allows it to garner a business case that benefits both the City and Zayo including access to enterprise customers or additional Zayo partners including a possible partnership with Common Networks. A partnership between the City of Fairfiel d and Zayo could range from building and deploying and managing with Cisco equipment built in, dark fiber assets, IRU lit services, or fiber swaps.

One additional advantage that Zayo brings is the company’s existing partnerships, including a key partner th at can support the video storage needs of the City’s large camera system. Zayo maintains relationships with wireless providers who utilize their network for backhaul, allowing them to gage what large wireless providers such as T -Mobile and Verizon may plan to do in Fairfield. Zayo can utilize this knowledge and understanding of City needs to create opportunities that bring a successful network plan for all.

Pros of this partnership arrangement may include fulfilling the needs of municipal broadband require ments as well as expanding services within the community. It is unclear at this stage what investment this would require on behalf of the City. Cons Packet Page 61 of 153Attachment 1 Page 54 of 132

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include the City having little control over which areas are served and potential for handing over the use o f some publicly owned assets.

Sonic
Sonic is an ISP and telecom carrier based in Santa Rosa, CA. Sonic operates as a competitive location exchange carrier (CLEC) in the San Francisco Bay Area, Sacramento, and Los Angeles. It provides a range of copper, DSL and fiber -based IP services including voice and data. Sonic currently has a presence in the City of Fairfield; its current infrastructure in Fairfield comes from the lease of dark fiber from a colocation in AT&T’s central office. It delivers copper based e -services through that POP including leased copper, DSL and ethernet over copper to deliver voice and internet. However, representatives from Sonic indicate that Fairfield is out of the company’s core area and that it has no fiber deployment plans or engi neering plans in Fairfield.

Although Sonic does not currently have plans to expand into Fairfield, it does encourage the City to continue to develop and implement broadband -friendly policies that attract new competitive broadband providers to the region. Sonic believes there are three primary levers of deployment -centered policy that the community could engage in including a Dig Once policy, a trenching policy that includes microtrenching standards, and procurement policies that encourage new market entran ts.

Because a partnership with Sonic is unlikely, no pros and cons have been identified.

Comcast
Comcast is part of a communications conglomerate that includes NBC and Universal Pictures. Originally a cable television system operator, it grew through acquisitions including Time Warner Cable in 2014. It is headquartered in Philadelphia, PA, and Packet Page 62 of 153Attachment 1 Page 55 of 132

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now provides a full range of telecommunications, including enterprise network services and voice services. Comcast indicates that anywhere they provide services, they can deliver 1Gbps broadband.

While Comcast has historically been focused on residential service, it is now pursuing opportunities to coordinate with cities on economic development by offering service to industry parks, downtown areas, in -fill, and housing developments. Generally, Comcast looks to deploy in areas with business density. Representatives from Comcast state that density in Fairfield is not currently high enough to prompt additional investment.

However, Comcast is interested in opportunities to use or lease conduit or to drop its own conduit during road and utility improvements. The company’s re presentative also mentioned that Comcast has overhead along a lot of the Linear Park trail and would like to have an annual encroachment permit for routine maintenance/small jobs .

Pros of this arrangement include ensuring that the public right -of-way is n ot unnecessarily disrupted by coordinating with Comcast to deploy infrastructure. Cons are that no additional investment will be made in Fairfield to provide new services.

Centurylink
CenturyLink is a global technology company headquartered in Monroe, Loui siana that offers communications, network services, security, cloud solutions, voice and managed services. The company is a member of the S&P 500 index and the Fortune 500.

CenturyLink owns fiber infrastructure in Fairfield and already serves some larger businesses, including the Jelly Belly factory off of Highway 12 in the southwest of the City. According to representatives from the company, there are no immediate plans Packet Page 63 of 153Attachment 1 Page 56 of 132

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to expand infrastructure or service offerings at this time. CenturyLink states that it has researched the cost of deployment within the City and based on the current environment, the business model does not produce an ROI that justifies expansion.

However, CenturyLink is open to further conversations with the City about the possibility of b ringing more services and infrastructure to Fairfield. In particular, if the City or another large entity became an anchor on their network, CenturyLink would be able to expand its services to other smaller businesses. Additionally, as more businesses deci de to move to Fairfield, a critical mass of demand could give CenturyLink good cause to reevaluate options for expanding its infrastructure and service offerings.

Pros of this arrangement include potential for fulfilling the broadband needs of the City for municipal functions. Cons include having little control over which areas are targeted for investment in new broadband infrastructure and the need to aggregate demand before that investment takes place.

Wireless Providers
Nationwide wireless cellular provi ders including AT&T, T -Mobile/Sprint, and Verizon are already operating in Fairfield and, with the coming of 5G, are likely to be expanding their assets over the next several years. The cellular services these companies provide is not considered broadband, although 4G and 5G LTE can achieve broadband speeds.

AT&T currently serves the City itself with a dedicated ethernet switch, as well as offering residential internet services in some locations (see Market Assessment section of this Plan). While representa tives of AT&T expressed a high level of interest in the wireless and broadband policies being developed by Fairfield, the company did not divulge any plans for providing additional wireline services in the City.

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Similarly, T -Mobile/Sprint and Verizon both expressed interest in the new policies that will affect their rollout of 5G facilities, but neither has plans for providing broadband via wireline connections.

However, these wireless providers and the third parties that provide fiber to backhaul mobile data are likely to be excavating public rights -of-way to deploy additional fiber that will support 5G small cell facilities in the coming years. They will also be interested in using City assets such as streetlights for mounting new devices.

Pros include opportunities to partner with these wireless providers for mutually beneficial joint builds, permitting considerations, and in -kind use of assets that support the community. Cons include having little control over investment and potentially handing over us e of publicly owned assets.

Criteria for P artnership E valuation
There are several guidelines that the City should consider when evaluating opportunities for partnerships with telecommunications providers. Generally, as discussed above, Fairfield should see k provider partners who will actively participate in community and economic development as well as work with the City to achieve its network vision.

Non -Exclusivity: The City should not enter into any exclusive agreements. Non - exclusivity allows for a more competitive environment in which the City can partner with multiple entities to get the most benefit from use of assets.

Cost Savings for City Operations: Proposals that include connecting City facilities to reduce telecommunications expenditures coul d be highly advantageous. Many partners in similar agreements have been willing to connect City facilities at no cost, sometimes even handing over ownership of assets such as fiber strands. Such arrangements should be strongly considered.

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Benefit to the Co mmunity: Ultimately, partnerships with the private sector are strongest when they provide as many benefits as possible to the community.

Providers may be willing to provide no - or low -cost services to areas in need, small businesses, or public spaces such as libraries that benefit students with no broadband at home. Support for Smart City applications may also be offered.

Community benefits such as these should be weighed heavily during the evaluation process.

New investment and infrastructure: Where possib le, the City should give preference to providers who are deploying new infrastructure that follows newly adopted guidelines and follows the City’s new standards for wired and wireless infrastructure.

The two simple reasons are that (a) this represents new investment rather than milking legacy infrastructure to avoid additional costs and (b) new infrastructure will be better aligned with public interests, higher -capacity, and more reliable.

Construction Methods and Timelines: Some partners may propose quick, minimally invasive construction methods to speed deployment and lower costs. Magellan strongly recommends that Public Works take part in discussions about the specifics of these construction methods and that timeframes for deployment are specifically stip ulated in contracts to ensure that City streets are properly restored and that the community is not inconvenienced by drawn out construction.

Revenue Sharing: As stated earlier in this report, partners may offer revenue sharing for the use of City assets. The percentage will vary depending on the terms of the agreement; Magellan has seen anywhere from 5% to 60% in favor of the City. In any case, as with all proposals, revenue sharing estimates should be heavily vetted including assumptions for take rates an d ramp periods and should be evaluated against fair market rates for the use of City assets.

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CITY -OWNED ISP
The most aggressive option the City has is to invest in its own broadband infrastructure and offer dark fiber or lit services via a City of Fairfiel d Broadband Utility. This option will require the most investment and risk but will give the City the most control over how infrastructure is deployed, ensuring equitable access and targeting areas that are most in line with Fairfield’s needs. This option is modeled in the network design (Section 5) and financial analysis (Appendix A) of this report to demonstrate the financial feasibility of a Fairfield Broadband Utility .

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5. Conceptual Network
Design
As discussed in the previous Broadband Development Plan, options for improving broadband range from passive, policy -only approaches to actively providing retail broadband services. Generally, these involve progressively more risk along with potential for r ewards in the form of revenue and socioeconomic outcomes. Return on network investment, while generally excellent, is uncertain. Some preliminary estimates are necessary to inform decision -making and guide more detailed analysis and planning. The conceptual design describes what a Fairfield Broadband Utility network might be based on the City’s goals and related connectivity needs and opportunities. A full financial analysis of the Fairfield Broadband Utility can be found in Appendix A.

A conce ptual design is a “straw man” model to estimate network costs and revenue potential, rather than a “proposal” or “recommendation .” It provides a basis for capital budgeting and strategic planning . It is our understanding that the City of Fairfield may own infrastructure but will not become a retail provider. Therefore, it s options are either a dark fiber or open access business model . A dark fiber approach involves simply leasing out a real asset —strands of fiber optic cable . Open access involves additional equipment, lighting the network , and providing services. Neither involves access infrastructure for retail broadband , which would also require major investments in operations and staff .

Networks can be described as part of a technology suite or stack (see Figure 2 3). A complete tech stack includes devices and software applications, which are generally provided by the network end -user or another party. ISP s have software and systems to operate their services. A complete network design provides de tailed specifications Packet Page 68 of 153Attachment 1 Page 61 of 132

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of the lower portions, the foundation, of the tech stack. As conceptual design for a wholesale, infrastructure -only utility, only the physical and facilities layers are generally addressed here.

Figure 23. The Tech Stacks for Fairfield Broadband, Retail Providers, and Users Under the wholesale , infrastructure -only business model , network service providers and major enterprises or institutions, including the City itself , are the customers .

The broadband utility develops, maintains, an d manages backbone infrastructure.

Distribution and access infrastructure are generally handled by the wholesale customer. C ustomers use the backbone for their core and feeder network s and possibly as distribution infrastructure . The network will handle numerous wholesale customers , especially if it is carefully managed : A conduit can be leased to a single customer or, on the other extreme, portions of a backbone cable could be leased to hundreds of customers.

The design allows th e network to be extended by others —community institutions and retail internet service providers —as they use Broadband Utility infrastructure Packet Page 69 of 153Attachment 1 Page 62 of 132

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as part of their stack(s). A large , multi -site enterprise , for example, could lease fiber strands and attach its ow n equipment . Or a provider could build fiber or radio access infrastructure in particular areas or locations, interconnected via the backbone.

Conceptually , customers pay to connect their assets via the Broadband Utility . Lit services would make this much easier and valuable to most prospective customers but would require capital and operating expenditures . In this design, the physical network and facilities can be securely shared among multiple customers /users , controlled by the Broadband Utility , but the Broadband Utility does not light the network .

NETWORK ARCHITECTURE
The Broadband Utility network will be designed as a backbone for passive optical network (PON) and active E thernet. The basic requirements are to interconnect distributed customer acces s equipment and commercial data centers and retail ISPs.

F iber should be deployed in a ring topology to minimize impact of an equipment failure or fiber cut. The basic architecture is interconnecting rings —like a length of chain —of high -capacity fiber cabl e in underground conduit with access points (hand holes , pull boxes, vaults) at regular intervals. The routes follow major thoroughfares, as well as some secondary streets where appropriate to complete a ring. There are a few spurs to connect water facilit ies and wireless tower infrastructure. The rings are grouped in four phases for analysis and estimating purposes. The routes are designed to connect as many City and community assets as practical with this architecture. Therefore, the conceptual network de sign is very extensive and intended to generate maximum cost estimates for budgeting and planning purposes.

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Fiber Backbone
Magellan Advisors recommends high strand -count (e.g., 432 -strand) fiber cable for the backbone . The revised conceptual backbone is entirely underground because this approach is the most conservative design in terms of costing and risk avoidance.

It also tends to be more aesthetically acceptable . We do not recommend aerial deployment for the network backb one due to high ongoing costs and the need to keep the backbone resilient, protected from the elements and accidental disruptions in the public right -of-way; aerial should be used only in areas where conduit can’t be laid or for last -mile connections in th e distribution network .

Underground has a higher in i tial cost to build , however is less costly to maintain (although this varies by specific method : bore verses trench verses direct bury/micro -trench ). The design includes two separate conduits ducts with shared access points (hand holes). We provide cost estimates for two 2 -inch conduits and two 4 -inch conduits.

Generally, 2 -inch conduit can be bored or direct buried. The cost of 4 -inch conduits is subs tantially higher because it requires much more extensive excavation.

Ultimately, it may be appropriate or necessary to deploy aerial fiber or use other methods. Connections can be flexib l y allocated and secured across this infrastructure. Therefore, it may be unnecessarily constraining to physically separate commercial and institutional uses. These and other modifications should be expected based on financial and practical issues defined as the planning proceeds.

The conceptual design is for “backbone” netw ork infrastructure, the purpose of which is to interconnect and support multiple other networks. Typically, broadband networks have a core network that forms a ring between a few key sites. Core sites contain the most powerful equipment to connect the loca l network to the global network. They must be secure, with high reliability power, preferably centrally Packet Page 71 of 153Attachment 1 Page 64 of 132

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located. At least one, ideally two, sites must connect to high -capacity dedicated internet services, ideally via different providers with fiber followin g separate routes, for bulk IP.

Fiber Distribution Infrastructure
The backbone will traverse the utility service area to connect distributed customer access equipment , or hubs . Feeder lines, which are also typically deployed in rings, connect the core sit es to distribution hubs . Distribution lines are branches from the hubs and access lines drop off the distribution lines —hence the term “fiber drops”— into customer premises. M ajor sites can be directly connected to the core. These lines are referred to as “laterals” rather than feeders. Radio access networks (RANs) may also be used as broadband distribution infrastructure, with cell sites as hubs.

The 432 strands of fiber in one cable of backbone infrastructure may be used for a feeder network and/or laterals, as well as core network. The particular use of specific fiber strands is a matter of how they are spliced together and where they terminate.

Under wholesale business model s , customer s may be responsible for distribution infrastructure, as shown i n Figure 2 4 . This includes deploying hubs as shelters and/or cabinets at strategic points of presence (POP s ) throughout the service area.

The network provides redundant feeder fiber connections to hubs. ISP POPs may consist of powered cabinets, prefabricat ed shelters, or existing structures with sufficient space for equipment racks and other components. The conceptual network is designed to connect to retail ISPs at one or more locations across its service area and to accommodate i nternet connectivity via d iverse routes to multiple upstream service providers for fault protection.

The City may provide some access infrastructure for lit services for internal purposes. The backbone routes cover many C ity assets and systems , including traffic, surveillance came ras, SCADA, and AMI, saving operating costs and supporting Packet Page 72 of 153Attachment 1 Page 65 of 132

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increased functionality and operational benefits. The conceptual design accommodates connections to such assets and provides a basis for estimating costs to physically connect them to the backbone. See the Financial Analysis section, below, for a discussion of these components and estimated costs.

Figure 24. Passive Optical Network Structure Divided Between Fairfield Broadband Utility and Wholesale Customer Retail ISP
Feeder and Distribution Fiber
Feeder fiber extend s from the POPs to neighborhoods and business districts. Feeder fiber connect s Optical Line Terminal (OLT ) ports to passive splitters located in outdoor cabinet enclosures called fiber distribution hubs (FDHs ), pla ced strategically throughout the service area . Splitters may also be located within the access POP itself. In areas where aerial fiber deployment may be used, FDHs may be placed aerially or transitioned from the aerial pole to a ground mounted FDH. Feeder fibers are sized based on the demand forecast and sizing of each enclosure to ensure that Packet Page 73 of 153Attachment 1 Page 66 of 132

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each service area is well equipped for both PON and Active Ethernet services. These details are normally identified in the detailed engineering design process.

Distribution fiber extends f rom t he splitters in the FDHs to network access point s (NAP s ) which provide access to the individual fibers required for customer connections. NAP s may be attached to aerial strand, located in ground level pedestal s or placed in underground vaults or hand hole s located near the sidewalk or curb in residential neighborhoods or business districts. Fiber distribution to NAP s will be sized based on the service a rea density to provide service to between 8 -12 premises per NAP .

Fiber Service Drops
Fiber drops connect from each NAP to the customer premise equipment that delivers broadband service. At the customer premise, the drop cable terminate s in a protective “clamshell” enclosure attached to a home or building for storage of slack and connection to the home equipment. Drop fiber may be installed aerially or underground , typically for a flat fee . Providers may charge additional drop costs for special circumstanc es such as burying fiber through difficult landscapes or under driveways.

Network Equipment
The network equipment required to deliver broadband services to customers is comprised of several functional groups and multiple components within each group.

Each functional group and a brief overview of how it is used to deliver service to the end custom er follows below. Retail ISPs may operate a mix of access network consisting of both PON and Active Ethernet services. The diagram below demonstrates the functional components of the network and how customers connect to the network to receive services.

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Figure 25. Passive Optical Network Broadband Model
Core Equipment
The c ore e quipment aggregate s traffic from all access equipment , connecting customers and rout ing their data to and from the IP edge equipment or other end - point destinations. S tandard networ k protocols provide link redundancy and dynamic traffic re -routing in the event of an equipment failure or fiber cut. Core e quipment can easily support thousands of customers and hundreds of gigabits of traffic throughput at deployment and will accommodate future system growth through the addition of service modules, optical interfaces, and/or software licenses.

F igure 2 5 shows the key components and how they are integrated into a broadband system .

Optical Network Terminal
An Optical Network Unit (ONU), sometimes called an Optical Network Terminal (ONT), serves as the demarcation point between the retail ISP ’s fiber network and Packet Page 75 of 153Attachment 1 Page 68 of 132

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the rout er or firewall connecting to the customer ’s local area network (LAN). There are two general methods for installing ONTs. The first method involves mount ing an outdoor rated ONT on an exterior wall of the structure and extending service wiring inside the pr emise. The second method involves extending the fiber into the premise and installing an indoor -rated ONU inside.

In either case , the ONT is typically installed somewhere near the fiber entrance and an AC power source. The ONT terminates the fiber based PON signals and provides customer access to their services through traditional copper interfaces. XGS -PON ONT’s supporting greater than 1 Gbps data service may also support optical small form -factor pluggable (SFP) interfaces for connection to enterprise -class LAN equipment.

Internet Protocol Edge (IP Edge) Equipment
Separate from the core switches, the B roadband U tility should maintain an “i nternet perimeter .” The i nternet perimeter will include i nternet routers and i nternet firewalls to be used to manag e routing throughout the network. Firewalls will be utilized to protect critical back -office systems, including provisioning, network management, data storage, and other information. The U tility’s two core switches will be interconnected to two i nternet routers providing redundancy for i nternet services in the event of a single interface or equipment failure. As mentioned above, the Utility should acquire bulk IP from at least two providers using diverse paths , one of which should be a Tier 1 prov ider.

Wireless Access Infrastructure
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this infrastructure in the design to accommodate ce llular and fixed wireless ISPs and capitalize on the Broadband Utility’s assets.

Wireless broadband can operate as mobile or fixed service . Although cellular connections can approach broadband speeds, mobile wireless broadband is still in its infancy, as discussed below. Fixed wireless can be used to connect remote locations or sparsely populated areas (see Figure 2 6 ), where DSL or cable service would not be economically feasible, via long -range directional microwave antenna s .

As discussed below, most of t hese connections are built on proprietary technologies, although they generally extend Wi -Fi and similar standards.

Figure 26. How Wireless Networks Connect Communities
Coverage and speed are an intrinsic trade -off for wireless technologies. The farther a signal travels, the less information it can carry. High frequency signals, which have inherently high capacity, travel shorter distances than lower frequency signals (at Packet Page 77 of 153Attachment 1 Page 70 of 132

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the same power level). Lower frequency signals cover terrain and penetrate physical objects more effectively than high frequency signals. Spectrum in the lower frequency ranges offer better non -line -of-sight solutions, whereas the higher spectrum ranges need a more line -of-sight solution. Line -of-sight requires the transmitting antenna to be able to “see” the receiving antenna with limited trees and buildings in the way to be effective.

Terrain , then , plays an important role in the network design. Radio signals do not get over mountains or hills very well, nor does certain spectrum do very well in penetrating through buildings , foliage, or water , including rain and snow . The farther away the transmitter and the receiver are from each other, the less bandwidth is available. Transmitter sites need a means of connecting to the network, whether via fiber or microwave , to another site where it then transitions to a wireline fiber network. Fiber can be costly to install in remote locations. Electrical power, security and access are also considerations when locating appropriate tower sites. A propagation analysis to determine appropriate tower locations for Fairfield’s specific terrain would be part of a wireless high -level design to be conducted in the future .

Cellular Mobile Wireless
Mobile wireless connections operate from antennas on tow ers that create wireless cells across a geographic area. Connectivity is maintained as devices move from wireless cell to wireless cell. The base of each tower site is connected to other tower sites and the internet, optimally via fiber optic cables. Today , 4G transmits data at around 12/5 Mbps.14 With each new generation, more wireless applications become possible as more data can be carried across the airwaves.

14 Several providers have announced they will discontinue 3G services in 2022.

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5G n etworks operate multiple frequencies using millimeter wavelengths to offer anticipated download/upload speeds of 1 Gbps. The networks are designed to provide increased efficiencies while decreasing latency and to improv e the performance of connected devices that define the I nternet of Things (IoT), including autonomous vehicles, healthcare monitoring technologies, ultra -high -definition video, virtual reality , and many more applications ripe for development.

With limits in ROI and physics, the reality of 5G as the all -encompassing gigabit solution is beginning to fade. A mature 5G network will take time and continued investment by carriers. The information is speculative on when larger, national cities will begin to see 5G deployments, but if the investments in current infrastructure are any indicator areas like Fairfield should expect a long wait.

We note that there is an ongoing issue with 5G as it relates to airports, which may have an impact on Fairfield due to its proximity to Travis Air Force Base. Major mobile network carriers including AT&T and Verizon have agreed t o postpone the rollout of 5G around airports after the Federal Aviation Administration (FAA) cited concerns about 5G C -band interference with some older aircraft’s radioaltimeter equipment.

The se concerns are currently under review by the FCC , but there have been no new recommendations or additional information to date . There is not sufficient data to recommend any policy changes at this time. Magellan Advisors will inform the City of Fairfield of any new information that becomes available .

Fix ed Wireless
Fixed wireless services allow consumers to access the internet from a fixed point while stationary, and typically requires an external antenna with direct line -of-sight between the distant wireless transmitter and the customer building -mounted receiver. Speeds are generally comparable to DSL and cable modem. These services Packet Page 79 of 153Attachment 1 Page 72 of 132

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have been offered using both licensed spectrum and unlicensed devices. To deliver a fixed wireless solution, providers need to consider:
• Available and appropriate spectrum – not all spectrum is created equal • Tower locations and siting
• Terrain and other sources of interference
• Backhaul options
Bandwidth requirements
Fixed wireless can be deployed as point -to-point (PtP or P2P ) or point -to-multipoint (PtMP or P2MP ). PtP involves a one-to-one relationship between antennas at different locations. It is typically used for interconnecting sites, such as a headquarters or main buildings, to a remote facility. Internet service providers typically use this approach for connecting to cus tomer locations where they do not have wired infrastructure. End -users typically use it as a backup or secondary connection or for non -critical sites because the connections have less capacity than fiber and are susceptible to environmental degradation fro m foliage, weather, and other factors. PtMP involves multiple —even hundreds of —users’ antennas connecting to a single, central base station. This model and infrastructure are very similar to cellular but with much more bandwidth and without the mobility.

As illustrated in Figure 2 6 , PtP and PtMP are complementary technologies. PtP can be used to interconnect PtMP base stations as well as for remote sites (although fiber is preferable due to its capacity and reliability). The networks require Line of Sight (LOS) or near Line of Sight (nLOS) to operate. The systems utilize proprietary protocols and specialized devices to achieve the long ranges and high throughputs.

Different vendors’ products may not interoperate with each other.

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Citizens’ Broadband Radio Se rvice (CBRS)
The FCC set aside the 3550 -3700 MHz (3.5 GHz) spectrum in 2015 under a new, shared spectrum approach. There are three tiers of CBRS users , diagrammed in Figure 2 7 . Current, incumbent, tier 1 spectrum users, which include US military, fixed sat ellite stations, and, for a limited time, wireless internet services providers (WISPs) are protected from interference by other users. Ten Priority Access Licenses (PAL) for 10 MHz channels between 3550 and 3650 MHz in each county was auctioned off by the FCC in July 2020. These licensees are protected from interference by other users but may not interfere with incumbent users. A licensee may aggregate up to 4 PALs. Any portion of the spectrum may be used without a license for General Authorized Access (GAA ), but this may not interfere with incumbent or PAL users.

Tier 3550 MHz 3600 MHz 3650 MHz 3700 MHz

1. Protected from
interference by other
users
Fixed Satellite Stations Incumbent Access
U.S. Military radar Incumbent Access

2. Licensed 10 MHz
channels; must not
interfere with tier 1
Priority Access License (PAL)

3. Must not cause
interference; gets no
protection from
interference
General Authorized Access (GAA)
Figure 27. CBRS User Tiers
CBRS uses will be managed by a Spectrum Access System (SAS) with which all Citizen Broadband Service Device (CBSD) base stations must be registered. There are two classes of CBSD. Class A base stations, which can transmit at 1 watt of power, are meant for smaller -scale indoor, enterprise, or campus use. Class B base stations can Packet Page 81 of 153Attachment 1 Page 74 of 132

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transmit at 50 watts, giving them much greater range. Strategically placed radio signal sensors will ensure that uses do not interfere with each other, particularly military radar.

Another important characteristic of CBRS is the Long Term Evolution (LTE) protocol is commonly used with the spectrum. LTE is also used for 4G cellular data service, so it is widely implemented in user equipment. CBRS involves different spectrum, but some smartphones have antenna s that operate in the CBRS bands. It is reasonably easy and economical to add CBRS/LTE to devices without changing their operating characteristics or systems. Therefore, there are few barriers to end user adoption.

The combination o f CBRS/LTE in base stations and user equipment is a radio access network (RAN). A RAN has a network core (an Evolved Packet Core or EPC) that authenticates and authorizes user equipment and manages connections to multiple base stations. This allows for mob ile roaming from base station to base station without loss of connectivity and makes RANs very secure. The downside of a CBRS/LTE RAN is that some entity must operate EPC and the SAS. These are relatively inexpensive services that can be purchased from ven dors or run on private servers.

Low -Power Wide Area Networks (LPWAN)
Although not broadband, LPWAN technology should be considered in any network infrastructure plans. It is generally used to connect many small devices over a large geographic area. Water meter reading is a prime example of a LPWAN application.

These are message -based networks, meaning end devices send small packets of information to an LPWAN gateway that then sends the data via a wired network to monitor or tracking software. Real -time con trol of the devices is very limited but other, similar technologies exist that allow for remote control.

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There are numerous standards for LPWAN with varying degrees of openness and propriety. The proprietary technologies were first to develop and currently have the largest installed bases. The open standards for LPWAN are still evolving. The major open standards are extensions of other standards, specifically 5G and Wi -Fi. The costs and flexibility of open standard based systems tend to be much better than proprietary technologies, although proprietary technologies may perform better in the short -term.

Wi-Fi
Wi-Fi, which was originally termed “Wireless Fidelity,” is an open standard that was developed to connect computers to a local area network (LAN) via un licensed radio spectrum (the same frequencies used for cordless phones, garage door openers, and other non -network wireless devices). Generally, Wi -Fi is a PtMP technology: Wi -Fi access points connect multiple devices within limited range, typically no mor e than 150 feet indoors and up to 1,500 feet outdoors. There are multiple standards or versions of Wi -Fi. Some can provide up to 1 Gbps of throughput. Other new Wi -Fi standard s are intended to cover large area s with minimal power requirements.

Wi-Fi cover age and speed depends on multiple factors such as buildings, foliage, and other physical barriers, interference from other spectrum users, radio spectrum used, transmission power, type of antenna(s), and weather. New versions of the Wi - Fi protocol operate at greater distances and/or speeds. It can be deployed PtP to interconnect sites and is being adapted for LPWAN applications.

Wi-Fi access points are often integrated into routers that interconnect the Wi -Fi network (also called a service set identifier o r “SSID”) to other networks, including a broadband connection to the internet. This is typically referred to as a “hotspot” or Wi-Fi zone. Multiple access points can be interconnected to each other as well as a router to cover a larger area. A Wi -Fi networ k can even be extended over multiple Packet Page 83 of 153Attachment 1 Page 76 of 132

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otherwise independent routers via a centralized server to create “community” Wi -Fi.

The latest version, Wi -Fi 6, improves these functions as well as expands the spectrum and increases speeds for Wi -Fi connections.

Today , many organizations use Wi -Fi to provide wireless connectivity throughout a building or campus. Many cities and counties have deployed public Wi -Fi in zones that extend into parks, other public spaces, and even throughout the community.

Wi-Fi hotspots are common at hotels, restaurants, and public buildings for public access, and are widely used in homes and businesses for private access. The conceptual network is designed to accommodate Wi -Fi as well as other wireless technologies but does not include them . While the Broadband Utility could offer public Wi -Fi, we assume a ny such equipment would be provided separately by the City or other entity.

Radio Access Network model
To accommodate al l the above forms of wireless connectivity, and thereby maximize the number, types , and value of wireless providers as customers, Magellan Advisors recommends the City of Fairfield plan around the Radio Access Network (RAN) model , diagrammed in Figure 2 8 . Under this model, the Broadband Utility would lease co-l ocation facilities , fiber backbone , poles, towers, and other assets to private companies to deploy and operate RANs. The particular type of RAN would depend on the equipment providers deploy.

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Figure 28. The Radio Access Network (RAN) Model
The key issue for the Broadband Utility is to develop City assets and facilities to accommodate RANs. The fiber backbone must route past poles and to towers. Poles will need to be assessed and possibly upgraded to sup port small cell infrastructure.

Tower sites will need secure, multi -tenant huts for providers to deploy their gear (these huts may also serve as fiber hubs, depending on location). Providers may need the backbone to route to their central office and will definitely need interconnection to their regional/national networks.

RAN s are much less costly that fiber networks. They are more flexible, too, but have much less capacity and lower reliability. Mounting facilities can be the largest cost for RAN be cause antenna s need to be above the surrounding terrain . Aesthetics is also an important issue because, as boxes on poles and towers, cell sites are not particularly attractive. People want connectivity but may object to cells in their neighborhood. More p ractically, t here have been recent issues with 5G interfering with airplane navigation , as discussed on page 55 of this document, although there have been no updated recommendations or guidelines from the FCC regarding these Packet Page 85 of 153Attachment 1 Page 78 of 132

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issues . The City already has co nfiguration modifications that are required due to Fairfield’s proximity to Travis Air Force Base.

Since RAN operators are among t he Broadband Utility ’s prime customers, it should work to address cell site costs and issues and facilitate RAN development. Improving streetlight poles with fiber and working with TAFB to develop cell sites are two specific examples. The City may want to extend the network to reach all area cell sites.

Co-Location Facility and Core Network
Modern, carrier -class networks are ty pically structured in a hierarchical manner , with a core network interconnected a few key sites. Core network sites are key to operations and reliability as they feed major sites . The Utility will need a central office (CO), data center , or headend facility to provide an interconnection hub for retail ISPs. The CO will house core and edge equipment for ISPs serv ing customers within the area. Other carriers can be co -located in these sites so circuits and traffic can be connected and routed to the rest of the world.

Two of these sites , including the CO, should have dedicated internet access to different providers using separate network routes out of the area , ideally to both Sacramento and San Francisco. Equipment and facilities requirements a re reasonably modest —primarily separate, secure cages for providers and major network users to place equipment , along with environmental controls and clean, reliable power. The Utility may add equipment to provide lit services , up to and including transpor t, edge processing, hosting, and other services , as appropriate , but that functionality is beyond the scope of this design.

The City of Fairfield has several prospects for a CO and co-location facilities.

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• Railroad stations can be good locations because su bstantial fiber routes are in the railbeds.
• The FAST Transit Center may also be a good location because it is adjacent to the freeway, which is where the State of California is likely to route middle - mile fiber through CalTrans.
• The Public Works Corporation Yard is another prospect . • While the City’s data center in the Police Department would be a core network site, it must have limited access so is not a good co -location site.

The City may want to partner with network service providers or corpor ate real estate companies . Many co -los are private facilit ies .

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6. Phas ed Implementation
Plan
The conceptual design is divided into four phases, each consisting of one or more physical rings, for analysis and planning purposes. Figure 2 9 is an over view of th e entire conceptual design, broken into phases and including s ervice area , showing city facilities for reference . Note that service areas overlap. The backbone would cover Fairfield’s densely populated areas but would not reach all parts of the City.

Distribution infrastructure could stretch well beyond the service areas .

City Facility — Phase 1 — Phase 2 — Phase 3 — Phase 4
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Figure 29. City of Fairfield Fiber Backbone Conceptual Design Showing Phases/Rings and Their Service Areas Along with City Facilities
The phasing has two basic purposes. One is to provide a basis for estimating costs and coverage, including potential revenue, over time. The other is to establish a foundation for strateg ic decisions —whether and how to proceed —and implementation planning. The phases are not fixed recommendations for the sequence of development. Instead, they are “lengths of chain”—sets of interconnected fiber rings —designed to connect as many sites as reliably, with as much capacity a nd flexibility, as economically as possible. Table 4 provides coverage and distance estimates by phase. They can be combined or sub -divided as appropriate or necessary. The design has a total of 67.5 route miles .

Table 4. Backbone Coverage and Distance Estimates by Conceptual Design Phase Type of Site
Total
Sites
Phase
1 2 3 4 All
City Facilities 29 18 8 2 2 28
Other City Assets
CCTV Cameras 339 201 90 44 30 326
Major Tower/Microwave
Sites 4 1 1 0 0 2
Parks 26 4 8 1 3 15
Poles 18,245 3,435 4,234 1,704 2,005 10,350
Sewer Lift Stations 2 0 1 1 1 2
Signal Cabinets 101 27 43 18 22 100
Streetlights 9,480 1,472 2,035 781 873 4,781
Water Telemetry Sites 44 3 8 6 2 15
Total 28,241 5,143 6,420 2,555 2,936 15591
Other Stakeholder Assets
Cell Sites 37 9 13 5 3 25
Schools 38 7 11 1 1 19
Total 75 16 24 6 4 44
Fiber Route Miles 67.5 13.4 19.2 16.1 18.9
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The assets included in this analysis are directly adjacent to the backbone, or within “drop distance” (750 ft.). We recommend that the City of Fairfield conduct a full assessment of assets, including proofing , which can be done concurrently with the detailed design engineering of the network.

Some assets are within drop distance of multiple phase s and are therefore counted multiple times. For example, the City Housing authority is in both P hases 1 and 2, and the Transit Center is in both 1 and 3. The last column in Table 4 shows the non - duplicative total for all phases.

Only the North Bay Regional Treatment Plant is not within drop distance. A substantial portion of water telemetry sites, streetlights, poles , and parks are beyond the backbone , which suggests opportunities for aerial fiber and small cell wireless. The backbone would need to be extended significantly to reach all cell sites and schools.

E ach phase or ring defines a “service area” consisting of addresses that could be served from the backbone via a limited amount of additional distribution and access infrastructure. As shown in Table 5 , P hase 2 would reach the most consumer addresses. Because service areas overlap, s ome prospective customer sites are in multiple service areas . The non -duplicative sum of all ser vice areas is included in the “All” column . The largest service area in terms of prospective customers is P hase 2, which covers a third of the C ity’s business and residential addresses . All told, services areas as defined by the conceptual design encompass two -thirds address points within the C ity. The backbone extend s to areas in the far north and south of the C ity , so those addresses could be reached by distribution infrastructure. The conceptual design would need to be extended to practically include the Rancho Solano neighborhood. Additional backbone may be needed to serve the Gold Hill and Vintage neighborhoods.

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Table 5. Number of Prospective Customers per Service Area Type of Site
Total
Sites
Phase/Service Area
1 2 3 4 All
Residential 32,855 5,379 10,952 3,699 2,813 21,382
Commercial 4,864 1,101 1,184 388 336 2,653
Total 37,719 6,480 12,136 4,087 3,149 24,035
The phases, as well as exact fiber routes, are expected to evolve with changing needs and opportunities. The most efficient approach to network infrastructure involves developing opportunistically, in conjunction with other improvements or investments. Other goals or priorities may require portions of the network to be b uilt sooner or later. Specific routing requires a field survey of existing infrastructure and facilities, which are elements of a high -level design, the next step in the broadband planning process. This conceptual design provides a basis for more detailed planning.

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P hase 1

Antenna Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water
Telemetry
--- Conduit,
planned
--- Conduit,
existing
—Phase 1 route
750 ft. buffer

Figure 30. Phase 1 Detail with 750 ft Buffer
Phase 1, which covers the Heart of Fairfield, illustrated in Figure 30, would connect most City facilities. It passes the second highest number of other municipal assets and has the second largest service areas. Yet, it involves the fewest route miles, therefore providing more connects per mile than the other rings. For these reasons we have designated it “phase 1.”
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P hase 2

Antenna Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water
Telemetry
--- Conduit,
planned
--- Conduit,
existing
—Phase 2 route
750 ft. buffer

Figure 31. Phase 2 Detail with 750 ft Buffer
Phase 2 builds on P hase 1 and connects the most sites (including City sites, which are shown in Figure 31, businesses, and other customers) of any of the phases/rings.

The detail ed map images (Figures 29 – 31) show that many sites, including municipal assets, are not just wi thin drop distance, they sit right on the network route(s). While not shown in the illustrations to avoid clutter, many streetlights are along these Packet Page 93 of 153Attachment 1 Page 86 of 132

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routes, well within the buffer zone. City -owned streetlights, sewer and water lines, and other infrastructu re could be leveraged to extend wired and wireless broadband into nearby homes, offices, and shops , although this would require additional costs for wireless equipment that is not included in this analysis . While we were unable to include PG&E’s utility po les in this design, we know they are common in Fairfield’s neighborhood and go underground at major thoroughfares, which is where the fiber is routed.

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P hase 3

Antenna Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water Telemetry
--- Conduit, planned
--- Conduit, existing
—Phase 3 route
750 ft. buffer

Antenna Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water Telemetry
--- Conduit, planned
--- Conduit, existing
—Phase 3 route
750 ft. buffer
Figure 32. Phase 3 North and South with 750 ft Buffer
North
South
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Phase 3 is actually two separate rings, extending the network to the north, and south into the industrial area between US Hwy 12 and Cordelia Rd.

P hase 4
Cordelia and surrounding area are covered by P hase 4, including parallel paths from south Fairfield through unincorporated areas.

Antenna Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water
Telemetry
--- Conduit,
planned
--- Conduit,
existing
—Phase 4 route
750 ft. buffer

Figure 33. Phase 4 Detail with 750 ft. Buffer
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The conceptual design covers most of Fairfield . It reaches the City’s economic base .

F iber exten ds through commercial and industrial areas and to the edges of residential areas on the far ends of the City . It is designed to function as core and feeder network for private providers as well as the City and other community anchors , not distribution and ac cess, so the coverage is reasonable. Prime areas to extend this design are Rancho Solano, Green Valley , Gold Hill, and Paradise Valley .

The Hawthorne Mill and areas north of the new train station appear to be prime greenfield opportunities for network infrastructure.

Phasing and Routing Considerations
As noted, the phases and routes identified in this P lan are expected to adapt with public priorities and specific opportunities. The following are particular opportunities to consider. There are a myriad of other considerations for broadband development . A focused , detailed yet comprehensive, inclusive planning process and dedicated , capable staff are essential for identifying and balancing the full range of factors.

Connecting C ell S ites and I ndustrial A reas
If the City decides that economic development and/or revenue are top priorities, it may prioritize development of industrial areas and modify the conceptual design to extend to cell sites. While the conceptual design has many of these areas w ithin the buffer area , quite a few are outside. For maximum resilience, the network should extend so locations can be connected via two separate demarcation points on a ring.

Multiple sites may need to be on the same dark fiber ring . For example, two strands in every cable might be allocated to a ring interconnecting all of a provider’s cell sites. Major industries, especially any that operate large compute facilities —data cen ters, hosting services, server farms, etc.—may want similar dedicated physical Packet Page 97 of 153Attachment 1 Page 90 of 132

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rings. Presuming they’re willing to pay a premium for such connectivity, the City may prioritize development to meet their needs.

Prospective Pilot Project
The pace and scale of broadband development is limited only by resources and vision. It may make sense to begin with a small -scale project. The Texas St reet corridor, both West and North, from I -8 0 to Air Base Pkwy is a prime opportunity .

The area contains three of the four op portunity areas identified by City of Fairfield staff. This would put fiber directly through the Heart of Fairfield, allow ing numerous municipal assets and private sites to be connected , as shown by the blue and red fiber lines displayed in Figure 3 4 .

The Heart of Fairfield has several features that make it a good pilot area . First , there are a lot of prospective consumers in the corridor, making it attractive to potential wholesale customers. City assets are densely located in the area, providing means to deploy network infrastructure as well as many applications for it. Fiber in the corridor can be extended to create several small rings, which could then be extended to the full extent of the City , and to interconnect with planned state middle -mile netw ork in the I -8 0 corridor.

The City could explore this option further by releasing a Request for Information (RFI) to engage interested parties who would be willing to partner on such a project.

This may include potential customers and community organizatio ns, potentially through a survey instrument to gage demand, as well as potential internet service provider partners who may wish to serve the area.

An RFI and/or survey process would allow Fairfield to collect enough information to understand the likeliho od of success of such a project without fully committing to build out the entire City. The pilot project could be deemed successful if enough Packet Page 98 of 153Attachment 1 Page 91 of 132

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customers sign up for the service to maintain sustainable revenues that capture an acceptable return on investment .

Antenna Site
Business Site
CCTV Camera
Cell Site
City Facility
Fire Station
Police Station
School
Signal Cabinet
Water Telemetry
--- Conduit,
planned
--- Conduit, existing
—Phase 1
—Phase 2

Figure 34. Heart of Fairfield Pilot Area
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7. Recommendations

DECIDE ON A BUSINESS MODEL
The City of Fairfield has several options for considering the development of broadband including:
 Status Quo: Fairfield could choose to take no action and rely on market forces to meet the needs of the community. The City should be advised that because most telecommunications companies are market takers, not market makers, they invest based on demand, not to generate it. This means that few investments are made in new infrastructure that serves communities where demand hasn’t reached an obvious tipping poin t, allowing internet service providers to achieve a rapid return on any investments they make by capturing a large market share.
 Working with Current Providers: The City could open and maintain dialogue with incumbent internet service providers in Fairfiel d about their plans and needs for continued investment in the community. While this approach is unlikely to disrupt the existing broadband environment in Fairfield, it could lead to constructive improvements in services for residents and businesses.

City of Fairfield, CA Broadband Action Plan June 2022 WWW.MAGELLAN -ADVISORS . C O M 94
ensure investment is targeted in a way that aligns with the City’s goals. This option has no risk for the City.
 Public Private Partnership: Fairfield could establish relationships with internet service providers (either incumbent or new entrants) in which a variety of business model options are possible, including for the City and the partner to co -invest in new infrastructure. This option has many varieties and could be explored through a competitive RFI or RFP pr ocess to engage interested parties. Resultant agreements might include sharing of revenue for City -owned assets in exchange for a private partner to oversee network operations and management. This option has little risk for the City.  City -Owned Utility: The most aggressive option the City has is to invest in its own broadband infrastructure and offer dark fiber or lit services via a City of Fairfield Broadband Utility. This option will require the most investment and risk but will give the City the most con trol over how infrastructure is deployed, ensuring equitable access and targeting areas that are most in line with Fairfield’s needs. This option is modeled in this report to demonstrate the financial feasibility of a Fairfield Broadband Utility .

Fairfield must decide which of these business models is most aligned with the City’s goals and priorities and pursue the option that is the best fit for its community.

PARTNER TO MAXIMIZE BENEFITS
The City of Fairfield should partner with the range of stakeholders, including all City departments and potentially internet service providers , to get the most possible benefits from any broadband initiative that the City undertakes . If Fairfield decides not to create its own broadband utility, it could establish partnerships with one or more ISPs for expansion of privately -owned broadband assets to better serve the community, often in return for the use of public assets to assist with the costs of Packet Page 101 of 153Attachment 1 Page 94 of 132

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deployment. The City could entertain conversations with a variety o f interested parties about these options, as identified within this report.

ADDRESS DIGITAL INCLUSION
The internet and related technologies are critical means of production in today’s economy. Access is important but it is the way access is applied that de termines its value to individuals, families, organizations, and society. Knowledge is essential for effective use. Magellan Advisors recommends making digital inclusion an integral part of the Utility and focusing on businesses and institutions as “customers” as well as “channel” partners for such programs. The City could also pursue additional digital inclusion efforts by getting involved with groups with a track record of tackling this task 15 including programs through the National Digital Inclusion Allia nce and the International Telecommunications Union.

MAINTAIN UP -TO-DATE BROADBAND

POLICIES
Fairfield recently updated policies related to wireless and 5G small cell facilities , dig once policies , and master licensing agreements with various telecommunica tions organizations. These policies, as well as others that relate to the use of the public right -of-way, utility coordination, and expansion of wired and wireless broadband

15 Digital inclusion resources include the International Telecommunications Union ( https://www.itu.int/en/mediacentre/backgrounders/Pages/digital -inclusion -of-youth.aspx ) and the National Digital Inclusion Alliance ( https://www.digitalinclusion.org/) .

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should be maintained and updated accordingly on a regular basis to ensure that the City is maximizing opportunities to expand broadband access for its community.

This includes considerations such as the recent legislation through the State of California’s SB 378, which would require a local agency to allow, except as provided, microtre nching for the installation of underground fiber if the installation in the microtrench is limited to fiber. The bill would also require, to the extent necessary, a local agency with jurisdiction to approve excavations to adopt or amend existing policies, ordinances, codes, or construction rules to allow for microtrenching.

TRACK FUNDING OPPORTUNITIES
Fairfield should track available funding opportunities for grants and loans to offset costs of deploying additional broadband infrastructure. Although there is a windfall of public funding available through a variety of federal and state programs, most of the funds are targeted at communities with lower population densities and less robust broadband service than Fairfield. As shown in the maps in the Gap Analysis section of this report, there are few areas of the City that strongly demonstrate the need for grant funds and in the current competitive funding environment, it is unlikely that Fairfield will qualify for many programs.

There are a few programs, however, that Fairfield should track as eligibility and guidelines are still emerging. These include th e Local Area Technical Assistance (LATA) grant funding through the CPUC, which could provide up to $500,000 for planning and engineering of a network. Additionally, the Last Mile funding program through a Federal Funding Account (FFA) created by Senate Bil l (SB) 156 includes a new $2B grant program focused on building broadband Internet infrastructure to communities without access to Internet service at sufficient and reliable speeds throughout California. This program allocated $17M in funding for Solano County.

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Based on the CPUC map contained in this report, there are some small pockets of Fairfield that may be eligible for funding through this program. Furthermore, the Broadband Loan Loss Reserve Fund authorized by SB 156 could support necessary borrowin g by the City to construct broadband infrastructure, although the fund is not yet operational.

The City should continue to track new and emerging programs, keeping in mind that Fairfield’s eligibility will likely be restricted for many of them.

EXPLORE O PTIONS FOR A PILOT PROJECT
The Texas Street corridor is a prime opportunity to deploy fiber directly through the Heart of Fairfield, allowing numerous municipal assets and private sites to be connected. The number of prospective customers makes this area a ttractive for investment. The City should explore this option further by releasing a Request for Information (RFI) to engage interested parties who would be willing to partner on such a project. This may include potential customers and community organizati ons, as well as potential internet service providers. An RFI process would allow Fairfield to collect enough information to understand the likelihood of success of such a project without fully committing to build out the entire City. The pilot project coul d be deemed successful if enough customers sign up for the service to maintain sustainable revenues that capture an acceptable return on investment.

BUILD A CITYWIDE BACKBONE
If the pilot project is successful, t he City of Fairfield could consider developing a Broadband Utility to provide dark fiber leases and wholesale lit services. To provide these services and for the City’s municipal operations, the Broadband Utility should build fiber backbone rings throughout the city, focusing on major commer cial and transportation corridors, industrials areas, and neighborhood entry points.

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Rather than following the conceptual design, we recommend building the backbone in a more methodical, targeted manner. Plan to extend the backbone from the Cannon area, t hrough the Heart of Fairfield, along both sides of Interstate 80, to south Cordelia. Capitalize on any capital improvements in the public rights of way, including CalTrans and Utility projects as well a road widening and streetscaping.

Work with Solano Cou nty, neighboring cities, the school district and other anchor institutions to prioritize development.

Start with the Texas St corridor, from the freeway and Transit Center, through Heart of Fairfield, up North Texas to Air Base Blvd, possibly with pilot pr ojects along West and/or North Texas streets. Connect anchor industries —Phase 3 of the conceptual design —early in the process based on additional outreach and planning, along with City facilities. A secondary fiber route into the base and to prospective ce ll sites could be a prime opportunity for the Broadband Utility. If so, that project may be given priority but plan to extend the network throughout the City is short order. Finalize development priorities and sequencing as part of a high -level design and conduct a physical inventory of existing assets. Continue to build opportunistically, leveraging capital projects, private developments and work by utilities in the public right -of- way.

Due to the ongoing costs of aerial deployment, we recommend that all n ew fiber assets be installed underground except in areas where this is not feasible.

DETERMINE WHETHER TO ESTABLISH A

BROADBAND UTILITY
If the City decides to develop a Broadband Utility , it should be established as a separate unit with a broadband enterpr ise fund and year 1 staff. To maximize return on investment and value for residents, the Utility should manage all the City’s network assets, including vertical assets. Those assets should be developed as a Packet Page 105 of 153Attachment 1 Page 98 of 132

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comprehensive infrastructure, flexibly provided t o commercial, institutional, and wholesale broadband customers. Magellan Advisors recommends developing infrastructure expeditiously in response to specific requirements of prospective customers. This approach fully capitalizes on current market opportunit ies and limited municipal resources.

The City itself should be the Utility’s primary customer and partner. Under this approach, the Utility would be responsible for providing physical infrastructure to the City, like any other wholesale customer but at no direct cost. City IT personnel would use the Broadband Utility to extend and strengthen the City’s WAN, as they would any vendor. Traffic Management and Utility Division would also be customers of the Broadband Utility.

The Public Works Department should be responsible for construction and maintenance of the backbone facilities, which may then be contracted to private companies, in lieu of direct payment by City departments to the Utility. The Utility should be responsible for adds and ch anges in strand allocation and for physically splicing strands. Consider out -sourcing the Broadband Utility operations to a private company, particularly one that commits to building and extending the backbone as discussed here. Alternately, the various Ci ty departments could pay the Broadband Utility for services and the Utility then handle all maintenance, which would most likely require additional operating capital.

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Appendix A: Broadband Utility Financial
Analysis
Magellan Advisors used our Broadband Fin ancial Sustainability Model to analyze the business and financial sustainability of a wholesale broadband utility . Cost and coverage estimate for the financial analysis come from the conceptual design. The purpose of this analysis is to lay out the cost co mponents and potential revenue streams and show how they interrelate. As this is a very preliminary analysis many key factors —customer willingness to pay for specific services, as well as equipment, labor, and materials —have not been specified to a level a t which meaningful expense and revenue projections are possible. It is necessary, therefore, to make assumptions to cover general factors.

The basic assumptions are that the network would be deployed per the conceptual design, one phase per year, and that customer s will take services a t a consistent rate over time, with a few major leases. In all scenarios, the City makes an initial capital investment of $10M, per the City Council’s initial allocation of American Rescue Plan Act funds, but no other capital contributions. The rest of the costs would be covered via debt financing at market rates.

The City could also consider use of the Broadband Loan Loss Reserve Fund recently established by the State of California’s Treasury to fund costs of financing the deployment of broadband infrastructure by local agencies or non -profits, including payment of costs of debt issuance, obtaining credit enhancement, and establishing and funding reserves for payment of interest and principal. It is early in the process and t he California Public Utilities Commission (CPUC) has not yet developed the Packet Page 107 of 153Attachment 1 Page 100 of 132

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regulations that will be associated with the Loan Loss Reserve Fund, so we recommend that Fairfield track the development of program rules.16 This analysis includes five business sc enarios for two models —dark fiber only, which is basically an asset leasing business, and a lit service model. Scenarios include dark fiber only, lit services only, and hybrid dark fiber -lit services. Each of these involves additional assumptions, which ar e stated where applicable and explicated as necessary.

CAPITAL COSTS
The capital costs for the Fairfield Broadband Utility can be generally broken down into costs for constructing the network “backbone” and costs for at least one central “co -location” faci lity, where the Utility’s network physically interconnects with other networks. The lit services model also requires “last mile” infrastructure from the backbone into customer premises, which can vary greatly depending on business and physical factors, and additional improvements to the Utility’s “central office,” elevating it from a barebones co -location facility to a fully outfitted data center.

Equipment requirements for lit services can vary greatly, too. For the purpose of this analysis, we generally a ssume “worst case scenario” for capital costs to provide conservative estimates.

16 Full text of Senate Bill 156, which established the Broadband Loan Loss Reserve, can be found at:
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Backbone Construction Costs
The estimated total cost s to build the entire backbone , including two underground 2 -inch conduits, hand holes or junction boxes, and one 432 -strand fiber cable are $33.2 M . See Table 6 . Labor is over 73% of the costs. Materials, including a single 432 - strand fiber cable, is about 9 %. Design and engineering are less than 2%. Twenty one percent of costs are in P hase 1, 2 9 % in Phase 2 , 2 3 % in Phase 3 , and phase 4 is about 2 7 %. The estimated average cost to build the backbone is $91.39/foot or $482,539 per mile.

Table 6. Estimated Backbone Constructions Costs for Two 2 -inch Conduits and One 432- strand Fiber Cable
Cost Component
Phase
All 1 2 3 4
Design and Stamp $545,437 $107,823 $154,094 $129,454 $151,901 Labor $24,286,098 $5,194,778 $7,032,738 $5,593,644 $6,367,585 Materials $2,946,892 $585,406 $829,786 $699,311 $817,501 Total with 20%
contingency $33,225,025 $7,044,044 $9,589,123 $7,681,000 $8,774,003 If the City wished to construct the backbone with two (2) 4 -inch conduits, the overall costs would be nearly double, as shown in Table 7 . Labor costs increase an estimated $20.6M and materials are about $3.5M, more than twice the costs for two 2 -inch conduits. While the conduit size nominally doubles, the additional benefits and revenue potential is marginal and is simply isn’t enough to justify the additional costs.

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Table 7. Estimated Backbone Constructions Costs for Two 4-inch Conduits and One 432- strand Fiber Cable
Cost Component
Phase
All 1 2 3 4
Design and Stamp $545,437 $107,823 $154,094 $129,454 $151,901 Labor $44,926,779 $8,883,598 $12,712,717 $10,663,976 $12,520,148 Materials $6,452,071 $1,280,448 $1,825,108 $1,534,198 $1,798,418 Total (with 20%
contingency) $61,654,620 $12,196,855 $17,445,390 $14,637,810 $17,182,280 Co-location Facility Costs
In addition to backbone construction costs, the City of Fairfield should budget approximately $100K to $150k for each co -location facility, assuming (a) these are City -owned properties and (b) they support only dark fiber. The costs cover retrofitting facilities with a secondary entrance directly into the co -lo, backup power, environm ental controls, and separate cages with racks for providers and other wholesale customers.

The Broadband Utility should have at least one, ideally two, co -location facility in addition to and separate from the City’s data center. If the Broadband Utility p rovides bulk IP and/or lit services, one of the co -location facilities would serve as its central office. This facility will need a secure area for the Utility’s equipment. No network equipment is required for dark fiber co -location. Equipment would be required for any additional functions/services other than leasing fiber strands.

Lit Fiber Co -location Facility and Network Equipment
Lit service transports data across network infrastructure, essentially allowing customers to simply plug their equipment dire ctly into the network and get connectivity. The transport can be to the internet, cloud services, a data center for Packet Page 110 of 153Attachment 1 Page 103 of 132

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access specific hosted services, and/or interconnection between sites. Unlike retail broadband, transport is dedicated bandwidth for each cu stomer.

Customers can get one or more lit fiber strands dedicated to them, or the Broadband Utility could multiplex numerous customer’s traffic on a few fibers by subdividing the laser light into different colors, which are called lambdas. Lambdas are phy sically separate and secure channels operating on different light wavelengths. A single fiber can practically accommodate at least 64 lambdas but this number will increase as photonic technology continues to improve.

Lit service is more convenient and prac tical for the customers but also multiplies revenue opportunities for the Broadband Utility. Service can be costed at 1.8 times the cost of a dark fiber, and has broader range of uses, particularly if the network terminates in a co -location facility with m ultiple carriers. A single customer might have lit service for internet access, site interconnection, and cloud/data center access. And lit infrastructure can accommodate many more customers. All of this requires additional equipment and services, includin g:
• Edge routers, Distributed Denial of Service (DDoS ) threat mitigation • Multi -Protocol Label Switching (MPLS )/Ethernet service core • Access switches
• Switches, Firewalls, Servers
• Element managers, monitoring, out -of-band system
• DHCP, DNS, authentication
• Crit ical spares and unplanned needs
A data center to house equipment is somewhat more than a dark fiber co -lo. Lit services also require customer premise equipment (CPE) and professional services as well as bulk IP, which is resold to customers as internet acc ess. Customer billing, fiber management, and network operations systems are necessary for offering lit Packet Page 111 of 153Attachment 1 Page 104 of 132

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services. We estimate upfront capital expenses for lit services, including full data center retrofit and software, would be just under $3.1M and annual o perating expenses, not including salaries, would be just over $450K.

Drop and Lateral Construction Costs
Sites will require physical connections to the backbone. These can be either “drops” or “laterals.” A lateral is for dark or lit service. Laterals are typically a 96 -strand fiber cable in conduit connected to backbone conduit at a junction box, running to a splice point, and extending some distance 36” underground to a demarcation point on the customer premises. We estimate the cost of a 250 -foot lateral would be about $33.5K to add to the backbone and a 1,000 -foot lateral cost over $100K. In contrast, fibe r - to-the-premises drops typically costs $1,500 to $2,000 using 12 or 6 -strand cables, from optical splitters in network hubs, which can be relatively small (less than 24” a side) boxes, to an external termination box at the customer premises.

Several City facilities are co -located so only require a single lateral. Specifically, ring 1 will pass through the data center in the Police Station, which connects with five other sites via campus fiber. The Aquatics Center and Sports Center are co -located, as are F ire 41 , Public Works Inspector's Office , and Dickson Hill Storage Facility . Only North Bay Regional Treatment Plant is not within the buffer. For the purpose of financial modeling, all signal cabinets and four tower sites will be connected. Only parks and water telemetry sites within the 750 -foot buffer are fiber -connected.

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Table 8. Estimated Costs for Laterals to City Facilities Cost Component
Laterals
250-foot 1,000-foot
Design and Stamp $505 $1,660
Labor $23,078 $74,276
Materials $4,797 $10,091
Unit Cost (with 20% contingency) $33,449 $101,241
Quantity 154 13
Sub-total $5,151,186 $1,316,127
Grand Total $6.5M17
Cost/Foot $133.80 $101.24
Therefore, we used a count of 154 laterals of approximately 250 -feet and 13 approximately 1,000 -foot lateral. The total costs for all laterals, laid out in Table 8 , are estimated to be $6.5M, assuming laterals would be underground, with 20% contingency. Labor would be approximately 85% of the costs and materials would be just around 15%.

These are very conservative cost estimates provided for budgetary purposes. Co sts for drops and laterals could be substantially reduced by deploying aerial or micro - trenched fiber. Similar costs may be applied to estimate costs of connecting other sites. These laterals are entirely for municipal purposes, therefore should be include d in the capital budget. As described below, the laterals will offset $213,816 per year in telecom costs to 12 sites by end of year 4, while providing much greater bandwidth and reliability for an additional 155 sites.

For lit services, we assume that each customer will require only a drop, not a lateral, but use $5,000 as the per drop cost to account for any upward variance in costs to reach some customer premises. As discussed below, we estimate the Broadband

17 Although estimated to the dollar, the overall cost estimate is approximate.

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Utility would get 30% of businesses within 750 feet of the backbone to subscribe to lit services. Additions and extension to the backbone, particularly for road crossings, may be necessary to reach all customer sites. The cost of such extensions would be in the same range as laterals.

OPERATING COSTS
A key characteristic of the infrastructure -only wholesale business model is relatively low overhead and operating costs. Payroll can account for 90% or more of on -going costs for a broadband enterprise. Equipment licenses, maintenance, refresh, and upgrade s create recurring costs and large periodic costs. Management and marketing are much less for wholesale. Limiting operations to underground backbone also greatly reduces on -going costs.

Management and Marketing
The City of Fairfield should plan to add a br oadband director on day one. The director will need a part -time marketing manager by the end of year one. The director should have some experience with or knowledge of broadband and fiber but must have strong understanding of facilities leasing and mainten ance. The director will be responsible for overall organizational performance, focused on finances and governance.

The marketing manager would be responsible for identifying and managing lessees, so should know the community well and have basic knowledge o f the broadband industry. The marketing manager may also work with wholesale customers to promote their internet services to the community. The Utility should budget for marketing and other professional services as appropriate. We use $20K per year as an e stimate for events, materials, and services, including research, social media, and web presence.

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Table 9. Management and Marketing Staff
Position Title
Initial Fully
Loaded Cost
Full-Time Equivalent Employees
Year 1 Year 2 Year 3 Year 4+
Broadband Director $249,000 1.0 1.0 1.0 1.0
Marketing Manager $161,468 - 0.5 1.0 1.0
Operations and Maintenance
A network infrastructure manager should be hired on day one. This individual will be responsible for any customer adds, changes, or moves to the backbone. The Broadband Utility must purchase a fiber management system and should have a maintenance fund to c over repair costs. Costs for software vary greatly so we recommend budgeting approximately $75k for one -time costs with annual fees of 15%. Major maintenance or repair tasks —anything requiring excavation —may be contracted out or may be handled by Public Wo rks. For the purpose of this analysis, we assume the City funds maintenance and repairs in lieu of network service charges or lease payments. Just to be conservative, we assume the Utility will need dedicated full -time network engineer by year four.

Table 10. Operations and Maintenance Staffing
Position Title
Initial Fully
Loaded Cost
Full-Time Equivalent Employees
Year 1 Year 2 Year 3 Year 4+
Network Manager $166,638 1.0 1.0 1.0 1.0
Network Engineer $114,923 - 0.5 0.5 1.0
Maintenance Tech $83,319 0.5 1 2 3
Other operating costs, beyond salaries, include facilities leases and maintenance.

For the purpose of the financial analysis, we assume these are covered by the City in return for “free” connectivity but as noted below, we do not include municipal cost savings in the analysis. As discussed above, various equipment and systems are required for lit services, which generates additional operating costs. The Broadband Packet Page 115 of 153Attachment 1 Page 108 of 132

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Utility should budget approximately $450K to $500k per year for operating expenses under any services model with a total of around 700 customers.

TOTAL COST ESTIMATE
The levels of the cost components described above are contingent on decisions to be made about the Broadband Utility’s infrastructur e and services. The “straw man” conceptual network would cost approximately $75.6M over five years to build and operate, as summarized in Table 1 1 . It should be emphasized this is a “worst case” estimate, including 20% contingency on construction.

Table 11. 5-year Total Estimated Conceptual Network Costs Cost Component 5-Year Total
Conceptual network construction, including
central office/co-location facility $46,867,269
Laterals to city sites $6,467,313
Drops and equipment for lit services $5,631,298
Operating Expenses $4,916,968
Debt Service $11,703,811
5-year Grand Total $75,586,658
In practice, the network should be built in a more focused, opportunistic manner, aligned with other capital improvements to address clear demand by commercial, institutional, and provider customers. This approach will substantially reduce construction and financing costs as well as maximize revenue.

COST SAVINGS
The City of Fairfield should be Broadband Utility’s first customer. The network can essent ially replace the City’s current infrastructure and services. As discussed above and detailed in the 2020 Broadband Development Plan, the City relies on a microwave backbone for much of its municipal network. Much of this infrastructure Packet Page 116 of 153Attachment 1 Page 109 of 132

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has reached the end of its useful life and needs to be replaced. The fiber will provide greater capacity and reliability than the microwave infrastructure (and the tower space can be used for other wireless services), as well as eliminate the replacement costs. It was not cl ear as of the writing of this report what the microwave network cost might be.

The City leases circuits from AT&T (1 Gbps dedicated Ethernet) to many of its sites and Comcast Business broadband to one site. The fiber infrastructure would replace all of th ese. The total annual savings from all phases would be approximately $214K, broken down by phase and sites in Table 1 2 . The City also pays $5,176 per month for dedicated internet access (from two providers for redundancy), which could be cut in half while getting faster, even more reliable connections (based on the conceptual network design). These direct savings are complemented by indirect savings from replacing the microwave network and expanding connected sites.

Table 12. Prospective Telecommunications Savings by Phase Phase /
Ring Sites
Annual
Savings
1 5 $79,416
2 3 $57,600
3 3 $57,600
4 1 $19,200
Total 12 $213,816
While the intention is for the City to realize these savings, we do not incorporate them into the financial model. The cost savings identified here are, of course, only for the City of Fairfield. Under this plan, other community anchors could substantially reduce costs and improve connectivity. A key consideration here is the level(s) of service the Broadband Utility might prov ide. While many anchors may be able to use dark fiber, others may not have the need or staff, but they may be interested in dedicated internet or transport services. Other prospective wholesale Packet Page 117 of 153Attachment 1 Page 110 of 132

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customers ——could reduce risk exposure as well as costs. Theref ore, the aggregate public financial benefit from the network could be many times the City’s direct savings.

CUSTOMER SEGMENTATION AND GROWTH
The overall purpose of the Fairfield Broadband Utility is to make municipal operations and other aspects of the loc al economy more flexible, productive, and resilient. It can also generate revenue for the City and get broadband options for the community. The Broadband Utility does this by providing infrastructure .

As a dark fiber provider, the Fairfield Broadband Utili ty has a limited customer base.

Its major customer will be the City itself, but that will not generate revenue —we assume the City provides construction and maintenance resources in lieu of lease fees (and it owns the infrastructure). The Utility can also s erve other anchor institutions, particularly the County and School district. We do not want to assume the Utility gets this business and we do not have detailed information about their willingness to pay for dark fiber. Therefore, we do not specifically in clude any potential revenue from these sources in the model. Rather, we include revenue from “generic” dark fiber customers.

The Broadband Utility’s primary customers for dark fiber will be internet service providers and other network service providers. Broadband, cellular, and other network infrastructures are expanding at a robust pace, even if this expansion is generally not occurring in Fairfield, and there is a great deal of private and public funds flowing into the sector. More generally, Fairfield continues to grow albeit slower than the nation and state (until recent years). Given these factors, we expect sustained baseli ne broadband demand growth.

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Lit services will have much greater appeal as they directly connect customers to services without additional investment on the customers’ part for network equipment and carrier services. For the purposes of revenue projections, we estimate the Broadband Utility would be able to sell lit services to 30% of businesses within 750 feet of the backbone. While we presume that some types of business will value connectivity more highly than others, we do not have enough information for m ore detailed analysis. For example, businesses with multiple locations that need to be connected and centrally served or managed will find lit services more valuable than single -location businesses that use minimal online services.

The City’s economic deve lopment strategy and regional development could profoundly impact the market for lit services. Food service and hospitality businesses have multiple applications that require connectivity, ideally segmented and often required for multiple locations. Remote workers, particularly those dealing with large amounts of content or data, require lots of bandwidth and numerous services and can expense connectivity. Retail and service businesses typically have numerous locations and increasing needs for connectivity. These are examples of market segments for lit services that might grow substantially based on the City’s plans. The Broadband Utility would both facilitate that growth and allow the City to directly capitalize on it.

Demand in northeastern Fairfield will grow with real estate development, particularly employment areas north of Travis Air Force Base. Objectives for the Heart of Fairfield require network connectivity for many purposes, generally to support local food services, hospitality, and retail, and e stablish the area as a base for remote workers who need access to major metros. Manufacturing and related industries will undoubtedly require more connectivity, which may be the City’s only weak point for this sector. South Fairfield has multiple developme nt opportunities, including with Pacific Flyway Center as a major visitor attraction. The Utility should Packet Page 119 of 153Attachment 1 Page 112 of 132

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segment its market geographically, focusing on growth opportunities particular to each area: Heart of Fairfield, industrial areas, South Fairfield, Nor th Fairfield/TAFB, North Texas St., etc.

As a wholesale provider, the Broadband Utility benefits from Fairfield’s growth even as it enables it. Growth trends bolster the case for investment by ISPs and related firms. Therefore, the Broadband Utility should be actively promoting connectivity options, including digital inclusion, digital transformation, and Smart City initiatives, as well as tracking growth trends as marketing fodder. The City should work with community partners to aggregate demand. A key imp lication of this rationale is that the Utility’s prime prospects for partners or wholesale customers are small, entrepreneurial ISPs. The Utility will need to proactively seek out such companies.

The first step should be an RFI/RFQ process to identify pros pective partners and wholesale customers.

PROPOSED RATE SCHEDULE
Wholesale revenue may generally come from either leasing infrastructure —conduit or fiber —or from a revenue share by wholesale customers, i.e., retail ISPs. The latter approach may be prefera ble because (a) it ensures the Broadband Utility and City have stake in providers’ success and (b) providers only pay for actual revenue.

Typically, where the Utility owns all infrastructure including access and distribution lines, revenue share is about 2 0% to 40% or around $30 per residential subscriber and about $90 per business subscriber.

The Fairfield Broadband Utility only provides backbone fiber under the targeted business model. Therefore, a lease revenue approach makes more sense. Lease rates can be a challenge to set due to evolving markets. Conduit (2 -inch) in core urban areas outside major metros leases for $3.00 to $5.00 per foot. Generally, Magellan Advisors does not recommend leasing entire conduits because it reduces Packet Page 120 of 153Attachment 1 Page 113 of 132

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ability and flexibility to capitalize on the asset. If the City constructs two 4 -inch conduits, the Broadband Utility should install inner -duct and lease one or more of those. We would not recommend leasing the entire 4 -inch conduit unless it was to a private partner committed t o building out fiber to the premises for the entire area.

Fiber leases can be boiled down to a cost per strand -mile. So, for example, a 10 -mile long 432 -strand backbone would have 4,320 strand miles, each of which could be leased separately.18 Typically, f iber leases have a minimum distance amount and an annual maintenance fee. A wide range of discounts may be offered, including leasing an entire buffer tube within the cable, entire end -to-end strands (rather than a portion), entire rings, and/or for longer terms. If structured as a long -term (20 years or more) capital lease —also known as indefeasible right to use or IRU —lessees pay the entire lease amount upfront.

Based on our analysis of the Fairfield market and lease rates in other cities, particularly in California, we feel the rates stated in Table 1 3 are reasonable. For the purposes of revenue projections, we assume the Broadband Utility leases a dozen fiber strands across all 13.4 miles of Phase 1 backbone as an IRU on day 1. It also leases ten fiber s trands to five customers (two strands apiece), for a total of 50 miles (averaging five route miles), at monthly rate. Further, we assume the Utility adds the same amount monthly leases per year for 4 years. It leases a dozen strands in each additional phas e, one per year, for the next 3 years. Then the Utility leases an IRU for 24 strands in year 4. For this analysis, we assume revenue stabilizes by the end of year 5.

18 Leasing a portion of a fiber strand can physically strand the rest of that strand. For example, i f a 1 -mile section of a strand is leased in the middle of a cable, the remainder on each end may be practically unusable. This is another reason for deploying fiber in rings: It reduces risk of stranded strands.

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Table 13. Dark Fiber Lease Rates for Fairfield Broadband Utility Revenue Projections Serv ice Component Cost Per
Monthly Dark Fiber Lease $150 Strand Mile
20-year Dark Fiber IRU $3,500 Strand Mile
Minimum Lease 3 Strand Miles
Annual Fee $250 Route Mile
Lit Service Fees
Even basic lit services can be priced many ways . Generally, customers pay separately for a circuit —a lit fiber or a portion thereof (a lambda)—to the central office, interconnection to other services or sites, and other services such as dedicated internet or firewall. Actual fees can vary greatly depending on market conditions, service levels, and other factors. For analytical purposes, we assume every lit customer represents $500 per month revenue for a symmetrical 1 Gbps connection with 1 Gbps of dedicate d internet. Each customer is also assessed a $1,000 one -time installation fee, which may vary in practice depending on drop/lateral costs and other factors.

BUSINESS SCENARIOS
To fully inform strategic decision -making about the Broadband Utility, we provid e four different scenarios based on the expenses and revenues discussed above. As with the conceptual design, the purpose isn’t to recommend a specific approach.

Rather, these scenarios represent a range of possible business outcomes for the Broadband Util ity. The actual outcomes would undoubtedly be more complex. These scenarios reveal how various customer segmentations and associated revenues impact financial performance over time:

1. Lit services only, no dark fiber leases

2. Monthly dark -fiber leases and lit services
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3. One Large IRU for dark -fiber and lit services

4. Two small IRUs for dark -fiber, monthly dark -fiber leases, and lit services

5. Two small IRUs for dark -fiber and monthly dark -fiber lease s, no lit services The first scenario includes only lit services, no dark fiber -leases. The next three scenarios show various dark -fiber business scenarios with lit -fiber services. Scenario 2 includes multiple small monthly dark -fiber leases, averaging four strands, five mil es in length, beginning with 20 customers in year one and increasing 10% annually. The third scenario is the other extreme for dark -fiber: A single large IRU — 100 strands over the whole backbone —along with lit services. Scenario 4 is middle ground between s cenarios 1 and 2: two IRUs for 12 strands each, one for the entire backbone the second for half, along with monthly leases like scenario 1.

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Table 14. 20-year Financial Performance Estimates for the Business Scenarios Compared Scenario 1 2 3 4 5 Service Revenue $83,995,000 $113,502,500 $107,795,000 $117,773,900 $33,778,900 Capital Expenses $42,885,669 $42,885,669 $42,885,669 $42,885,669 $35,597,371 Operating Expenses $19,667,872 $19,667,872 $19,667,872 $19,667,872 $10,226,223 New Funding Needed $45,484,371 $41,394,369 $41,394,369 $41,394,369 $35,597,371 Net Funding $35,484,371 $31,394,369 $31,394,369 $31,394,369 $25,597,371 Debt Service $46,312,759 $40,974,655 $40,974,655 $40,974,655 $33,408,648 End-of-Year Cash $1,441,596 $4,826,001 $1,708,501 $4,826,001 $822,664 Cumulative Cash ($24,871,300) $9,974,304 $4,266,804 $14,245,704 ($45,453,342) Packet Page 124 of 153Attachment 1 Page 117 of 132

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Figure 35. Overall Financial Performance of Business Scenarios Compared -$50,000,000
-$45,000,000
-$40,000,000
-$35,000,000
-$30,000,000
-$25,000,000
-$20,000,000
-$15,000,000
-$10,000,000
-$5,000,000
$0
$5,000,000
$10,000,000
$15,000,000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Year of Operation
Scenario 1: Lit Only End-
of-Year Cash
Scenario 1: Lit Only
Cumulative Cash
Scenario 2: Monthly dark
+ lit End-of-Year Cash
Scenario 2: Monthly dark
+ lit Cumulative Cash
Scenario 3: Large IRU + Lit
End-of-Year Cash
Scenario 3: Large IRU + Lit
Cumulative Cash
Scenario 4: Small IRUs,
Monthly Dark, Lit End-of-
Year CashScenario 4: Small IRUs,
Monthly Dark, Lit
Cumulative CashScenario 5: Small IRUs
and Monthly Dark End-of-
Year Cash
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In the first four scenarios, we project 30% of business locations within 750 -feet either side of the backbone subscribe to lit services over four years as the backbone is built. Beyond year 4 there is no subscriber growth —lit revenue remains constant.

Scenario 5 is basically scenario 4 without any lit services, which shows how a “dark only” Broadband Utility might perform.

All scenarios assume the entire backbone is constructed in four phases, one per year, per the conceptual design. All scenarios have the same staffing plans, although it is not recomme nded for dark fiber only models. The only cash contribution by the City for all scenarios is $10M, the amount initially allocated for broadband from American Rescue Plan Act funds by City Council. All other funds would be borrowed at market rates. The fina ncial projections for the five scenarios are compared in Figure 3 5 and Table 1 4 . Scenarios 2, 3, and 4 result in positive cumulative cash flow by the end of year 20.

All scenarios involve substantial debt, resulting in negative cash flow in the early year s. Lit service alone, under the assumptions of 30% take rate by businesses within 750 feet of the backbone, never achieves positive cash flow. Scenarios 2, 3 and 4 reach breakeven in year 6. The second small IRU greatly helps as it adds a large chunk of re venue after the network is established and most capital is expended.

Scenario 5 doesn’t reach positive cash flow until year 17. The revenue from dark fiber leases simply doesn’t cover the debt.

Scenario 4 has the strongest overall financial performance —generating over $14M in cumulative cash flow in year 20 —due to the combination of small dark fiber leases, both long -term IRUs and monthly, and lit services. A single large IRU simply doesn’t provide adequate cash flow. The fact scenario 5 even tually breaks even, while scenario 1 never does, suggests that a combination of dark and lit fiber services will be necessary for the Broadband Utility to be economically feasible.

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There are several important considerations for these financial projections. First, there is no reason for the City to build the network per the conceptual design.

Rather, the construction should be planned to address particular needs and opportunities, including public capital improvements and private connectivity requirements. A lso, while we recommend placing two 2 -inch conduits with hand holes 1,000 feet and splice points every 10,000 feet for most areas, some areas, such as the Heart of Fairfield, may need more. It may be necessary to route fiber to vertical assets (streetlight s, towers, etc.) for providers to lease assets or services.

Additional cost would need to be covered by increasing the number of subscribers, rates, or other revenue factors. Dark fiber leases need to be carefully marketed in conjunction with and to provid ers because the user, such as a small business, doesn’t get much benefit from it. Rather the consumer buys a suite of services that might include security and voice services as well as internet. Similarly, additional access infrastructure, such as aerial d rops, would greatly expand revenue opportunities for lit services. Those services would need to be robustly marketed in parallel with network deployment to maximize revenue.

The business results for a Fairfield Broadband Utility depend on how the enterpris e is launched and run as well as its infrastructure. Phasing and service offerings must be closely aligned with market dynamics and public priorities both in principle, as a public investment, and to generate maximum return. This analysis shows that the Broadband Utility can be economically viable even if these imperatives are not met, if it is developed according to a set plan. An effectively developed and run Broadband Utility should exceed the projected results.

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Appendix B. Stakeholder Interviewees
Anch or Industries
• William Bernard , Hanlees Dealership Group
• Dave Corbin , Sunwise Auto Group
• Farshad , Anheuser Busch
• Jamil Zainasheff , Heretic Brewing
Commercial Real Estate
• Joseph Horrigan, Operations Manager, Solano Town Center • Rohit Ranshaw
Downtown and Resi dential Developers
• Ben Reid
• Mark Salma, Developer, Tallen Capital Partner s
• Alex Spangler, Tallen Capital Partners
• Carol Therien
Solano County
• Stewart Bruce, GIS Specialist
• Tim Flanagan, CIO
• Infrastructure Specialist
Solano Economic Development C orporation
• Sean Quinn, I nterim D irector
T ravis A ir F orce B ase

Fairfield -Suisun Unified School District
• Chris Clark , IT Director
City of Vacaville
• Keith McDonald , IT Director
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Suisun City
• Rowland Roberts, IT Director
Workforce Development Board of Solano Co u nty
• Heather Henry , Executive Director

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Appendix C . Glossary of Terms
3G – Third Generation The third generation of mobile broadband technology, used by smart phones, tablets, and other mobile devices to access the web.
4G – Fourth Generation The fourth generation of mobile broadband technology, used by smart phones, tablets, and other mobile devices to access the web.
5G – Fifth Generation The fifth generation of mobile broadband technology, used by smart phones, tablets, and other mobile devices to access the web. It is believed that this technology will significantly increase bandwidth to users, up to 1 Gig.

ADSL – Asymmetric Digital
Subscriber Line
DSL service with a larger portion of the capacity devoted to downstream communications, less to upstream. Typically
thought of as a residential service.

ADSS – All-Dieletric Self-
Supporting
A type of optical fiber cable that contains no conductive metal elements.

AMR/AMI – Automatic
Meter Reading/Advanced
Metering Infrastructure
Electrical meters that measure more than simple
consumption and an associated communication network to
report the measurements.

ATM – Asynchronous
Transfer Mode
A data service offering that can be used for interconnection of customer’s LAN. ATM provides service from 1 Mbps to 145 Mbps utilizing Cell Relay Packets.

Backhaul Connections between the core or backbone network and the subnetworks, commonly mobile or wireless cell sites,
allowing them to transmit data to and from the internet.

Bandwidth The amount of data transmitted in a given amount of time; usually measured in bits per second, kilobits per second (kbps), and Megabits per second (Mbps).

Bit A single unit of data, either a one or a zero. In the world of broadband, bits are used to refer to the amount of
transmitted data. A kilobit (Kb) is approximately 1,000 bits. A Megabit (Mb) is approximately 1,000,000 bits. There are 8 bits in a byte (which is the unit used to measure storage space), therefore a 1 Mbps connection takes about 8
seconds to transfer 1 megabyte of data (about the size of a typical digital camera photo).

BPL – Broadband over
Powerline
A technology that provides broadband service over existing electrical power lines.

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BPON – Broadband
Passive Optical Network
BPON is a point-to-multipoint fiber-lean architecture
network system which uses passive splitters to deliver
signals to multiple users. Instead of running a separate strand of fiber from the CO to every customer, BPON uses a single strand of fiber to serve up to 32 subscribers.

Broadband A descriptive term for evolving digital technologies that provide consumers with integrated access to voice, high- speed data service, video-demand services, and interactive delivery services (e.g. DSL, Cable Internet).

CAD – Computer Aided
Design
The use of computer systems to assist in the creation,
modification, analysis, or optimization of a design.

CAI – Community Anchor
Institutions
The National Telecommunications and Information
Administration defined CAIs in its SBDD program as
“Schools, libraries, medical and healthcare providers, public safety entities, community colleges and other institutions of higher education, and other community support
organizations and entities.” Universities, colleges,
community colleges, K-12 schools, libraries, health care facilities, social service providers, public safety entities, government and municipal offices are all community anchor institutions.

CAP – Competitive Access
Provider
(or “Bypass Carrier”) A Company that provides network links between the customer and the Inter-Exchange Carrier or
even directly to the Internet Service Provider. CAPs operate private networks independent of Local Exchange Carriers.

Cellular A mobile communications system that uses a combination of radio transmission and conventional telephone switching to permit telephone communications to and from mobile
users within a specified area.

CLEC – Competitive Local
Exchange Carrier
Wireline service provider that is authorized under state and Federal rules to compete with ILECs to provide local
telephone service. CLECs provide telephone services in one of three ways or a combination thereof: 1) by building or rebuilding telecommunications facilities of their own, 2) by leasing capacity from another local telephone company
(typically an ILEC) and reselling it, and 3) by leasing discrete parts of the ILEC network referred to as UNEs.

CO – Central Office A circuit switch where the phone lines in a geographical area come together, usually housed in a small building.

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Coaxial Cable A type of cable that can carry large amounts of bandwidth over long distances. Cable TV and cable modem service both utilize this technology.

Conduit A pipe or tube for protecting electric cables or wires, including fiber-optic cable.

CPE – Customer Premise
Equipment
Any terminal and associated equipment located at a
subscriber's premises and connected with a carrier's
telecommunication channel at the demarcation point
("demarc").

CWDM – Coarse
Wavelength Division
Multiplexing
A technology similar to DWDM only utilizing less wavelengths in a more customer-facing application whereby less
bandwidth is required per fiber.

Dark/Wholesale Fiber Unlit fiber leased to a third party who will “light” it by connecting their own equipment. Dark fiber is leased at a lower cost than lit fiber because the user is responsible for its operation.

Demarcation Point
(“demarc”)
The point at which the public switched telephone network ends and connects with the customer's on-premises wiring.

Dial-Up A technology that provides customers with access to the Internet over an existing telephone line.

DLEC – Data Local
Exchange Carrier
DLECs deliver high-speed access to the Internet, not voice.

Examples of DLECs include Covad, Northpoint and Rhythms.

Downstream Data flowing from the Internet to a computer (Surfing the net, getting E-mail, downloading a file).

DSL – Digital Subscriber
Line
The use of a copper telephone line to deliver “always on” broadband Internet service.

DSLAM – Digital
Subscriber Line Access
Multiplier
A piece of technology installed at a telephone company’s Central Office (CO) and connects the carrier to the subscriber loop (and ultimately the customer’s PC).

DWDM – Dense
Wavelength Division
Multiplexing
An optical technology used to increase bandwidth over
existing fiber-optic networks. DWDM works by combining
and transmitting multiple signals simultaneously at different wavelengths on the same fiber. In effect, one fiber is
transformed into multiple virtual fibers.

E-Rate A Federal program that provides subsidy for voice and data circuits as well as internal network connections to qualified schools and libraries. The subsidy is based on a percentage designated by the FCC.

EON – Ethernet Optical
Network
The use of Ethernet LAN packets running over a fiber
network.

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Ethernet A system that connects devices in a wired network via a protocol, which uses a common network language to
transmit data.

EvDO – Evolution Data
Only
EvDO is a wireless technology that provides data
connections that are 10 times as fast as a traditional modem.

This has been overtaken by 4G LTE.

FCC – Federal
Communications
Commission
A Federal regulatory agency that is responsible for regulating interstate and international communications by radio,
television, wire, satellite and cable in all 50 states, the District of Rock Falls, and U.S. territories.

FDH – Fiber Distribution
Hub
A connection and distribution point for optical fiber cables.

Fiber Fiber-optic cable, a technology used to transmit data using pulses of light over strands of glass over long distances.

FTTN – Fiber to the
Neighborhood
A hybrid network architecture involving optical fiber from the carrier network, terminating in a neighborhood cabinet which converts the signal from optical to electrical.

FTTP – Fiber to the
premise (or FTTB – Fiber
to the building)
A fiber-optic system that connects directly from the carrier network to the user premises.

FTTx – Fiber to the X All fiber optic topologies from a provider to its customers, based on the location of the fiber's termination point
GIS – Geographic
Information Systems
A system designed to capture, store, manipulate, analyze, manage, and present all types of geographical data.

GPON- Gigabit-Capable
Passive Optical Network
Similar to BPON, GPON allows for greater bandwidth
through the use of a faster approach (up to 2.5 Gbps in current products) than BPON.

GPS – Global Positioning
System
a space-based satellite navigation system that provides location and time information in all weather conditions, anywhere on or near the Earth where there is an
unobstructed line of sight to four or more GPS satellites.

GSM – Global System for
Mobile Communications
This is the current radio/telephone standard developed in Europe and implemented globally except in Japan and South Korea.

HD – High Definition
(Video)
Video of substantially higher resolution than standard
definition.

HFC – Hybrid Fiber Coaxial An outside plant distribution cabling concept employing both fiber-optic and coaxial cable.

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ICT – Information and
Communications
Technology
Often used as an extended synonym for information
technology (IT), but it is more specific term that stresses the role of unified communications and the integration of
telecommunications, computers as well as necessary
enterprise software, middleware, storage, and audio-visual systems, which enable users to access, store, transmit, and manipulate information.

IEEE – Institute of
Electrical Engineers
A professional association headquartered in New York City that is dedicated to advancing technological innovation and excellence.

ILEC – Incumbent Local
Exchange Carrier
The traditional wireline telephone service providers within defined geographic areas. Prior to 1996, ILECs operated as monopolies having exclusive right and responsibility for providing local and local toll telephone service within LATAs.

IOT – Internet of Things The interconnection via the internet of computing devices embedded in everyday objects, enabling them to send and receive data.

IP-VPN – Internet
Protocol-Virtual Private
Network
A software-defined network offering the appearance,
functionality, and usefulness of a dedicated private network.

ISDN – Integrated Services
Digital Network
An alternative method to simultaneously carry voice, data, and other traffic, using the switched telephone network.

ISP – Internet Service
Provider
A company providing Internet access to consumers and
businesses, acting as a bridge between customer (end-user) and infrastructure owners for dial-up, cable modem and DSL services.

ITS – Intelligent Traffic
System
Advanced applications which, without embodying
intelligence as such, aim to provide innovative services relating to different modes of transport and traffic
management and enable various users to be better
informed and make safer, more coordinated, and 'smarter' use of transport networks.

Kbps – Kilobits per second 1,000 bits per second. A measure of how fast data can be transmitted.

LAN – Local Area Network A geographically localized network consisting of both hardware and software. The network can link workstations within a building or multiple computers with a single wireless Internet connection.

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LATA – Local Access and
Transport Areas
A geographic area within a divested Regional Bell Operating Company is permitted to offer exchange
telecommunications and exchange access service. Calls
between LATAs are often thought of as long distance service.

Calls within a LATA (IntraLATA) typically include local and local toll services.

Last Mile The final connection between a premise, such as a house or business, and a wider communication network
Latency The delay before a transfer of data begins following an instruction for its transfer.

Lit/Enterprise Fiber Fiber-optic cable that is operational and connected to equipment for data transmission to occur.

Local Loop A generic term for the connection between the customer’s premises (home, office, etc.) and the provider’s serving central office. Historically, this has been a copper wire connection; but in many areas it has transitioned to fiber optic. Also, wireless options are increasingly available for local loop capacity.

MAN – Metropolitan Area
Network
A high-speed intra-city network that links multiple locations with a campus, city or LATA. A MAN typically extends as far as 30 miles.

Mbps – Megabits per
second
1,000,000 bits per second. A measure of how fast data can be transmitted.

Middle Mile Network Middle mile is a term most often referring to the network connection between the last mile and greater Internet. For instance, in a rural area, the middle mile would likely connect the town's network to a larger metropolitan area where it interconnects with major carriers.

MPLS – Multiprotocol
Label Switching
A mechanism in high-performance telecommunications
networks that directs data from one network node to the next based on short path labels rather than long network addresses, avoiding complex lookups in a routing table.

ONT – Optical Network
Terminal
Used to terminate the fiber-optic line, demultiplex the signal into its component parts (voice telephone, television, and Internet), and provide power to customer telephones.

Overbuilding The practice of building excess capacity. In this context, it involves investment in additional infrastructure projects to provide competition.

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OVS – Open Video
Systems
OVS is a new option for those looking to offer cable television service outside the current framework of traditional
regulation. It would allow more flexibility in providing service by reducing the build out requirements of new carriers.

PON – Passive Optical
Network
A Passive Optical Network consists of an optical line
terminator located at the Central Office and a set of
associated optical network terminals located at the
customer’s premise. Between them lies the optical
distribution network comprised of fibers and passive
splitters or couplers. In a PON network, a single piece of fiber can be run from the serving exchange out to a subdivision or office park, and then individual fiber strands to each building or serving equipment can be split from the main fiber using passive splitters / couplers. This allows for an expensive piece of fiber cable from the exchange to the customer to be shared among many customers, thereby dramatically
lowering the overall costs of deployment for fiber to the business (FTTB) or fiber to the home (FTTH) applications.

PPP – Public-Private
Partnership
A Public–Private Partnership (PPP) is a government service or private business venture that is funded and operated through a collaborative partnership between a government and one or more private sector organizations. In addition to being referred to as a PPP, they are sometimes called a P3, or P3.

QOS – Quality of Service QoS (Quality of Service) refers to a broad collection of networking technologies and techniques. The goal of QoS is to provide guarantees on the ability of a network to deliver predictable results, which are reflected in Service Level Agreements or SLAs. Elements of network performance
within the scope of QoS often include availability (uptime), bandwidth (throughput), latency (delay), and error rate. QoS involves prioritization of network traffic.

RF – Radio Frequency a rate of oscillation in the range of about 3 kHz to 300 GHz, which corresponds to the frequency of radio waves, and the alternating currents which carry radio signals.

Right-of-Way A legal right of passage over land owned by another. Carriers and service providers must obtain right-of-way to dig
trenches or plant poles for cable systems, and to place wireless antennas.

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RMS – Resource
Management System
A system used to track telecommunications assets.

RPR – Resilient Packet
Ring
Also known as IEEE 802.17, is a protocol standard designed for the optimized transport of data traffic over optical fiber ring networks.

RUS – Rural Utility Service A division of the United States Department of Agriculture, it promotes universal service in unserved and underserved
areas of the country with grants, loans, and financing.

Formerly known as “REA” or the Rural Electrification
Administration.

SCADA – Supervisory
Control and Data
Acquisition
A type of industrial control system (ICS). Industrial control systems are computer controlled systems that monitor and control industrial processes that exist in the physical world.

Smart City A community where data collection, automation, and other technology-based applications are used to improve
operations and quality of life for citizens.

SNMP – Simple Network
Management Protocol
An Internet-standard protocol for managing devices on IP networks.

SONET – Synchronous
Optical Network
A family of fiber-optic transmission rates.

Streaming Streamed data is any information/data delivered from a server to a host where the data represents information that must be delivered in real time. This could be video, audio, graphics, slide shows, web tours, combinations of these, or any other real time application.

Subscribership Subscribership is how many customers have subscribed for a particular telecommunications service.

Submarine Network Submarine networking is the process by which data is carried on subsea cables to connect continents. Submarine networks carry 95 percent of the world’s intercontinental electronic communications traffic.

Switched Network A domestic telecommunications network usually accessed by telephone, key telephone systems, private branch
exchange trunks, and data arrangements.

T-1 – Trunk Level 1 A digital transmission link with a total signaling speed of

1.544 Mbps. It is a standard for digital transmission in North America.

T-3 – Trunk Level 3 28 T1 lines or 44.736 Mbps.

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UNE – Unbundled
Network Element
Leased portions of a carrier’s (typically an ILEC’s) network used by another carrier to provide service to customers.

Over time, the obligation to provide UNEs has been greatly narrowed, such that the most common UNE now is the UNE- Loop.

Universal Service The idea of providing every home in the United States with basic telephone service.

Upstream Data flowing from your computer to the Internet (sending E- mail, uploading a file).

UPS – Uninterruptable
Power Supply
An electrical apparatus that provides emergency power to a load when the input power source, typically main power, fails.

USAC – Universal Service
Administrative Company
An independent American nonprofit corporation designated as the administrator of the Federal Universal Service Fund (USF) by the Federal Communications Commission.

VDSL – Very High Data
Rate Digital Subscriber
Line
A developing digital subscriber line (DSL) technology
providing data transmission faster than ADSL over a single flat untwisted or twisted pair of copper wires (up to 52 Mbit/s downstream and 16 Mbit/s upstream), and on coaxial cable (up to 85 Mbit/s down and upstream); using the frequency band from 25 kHz to 12 MHz.

Video on Demand A service that allows users to remotely choose a movie from a digital library whenever they like and be able to pause, fast- forward, and rewind their selection.

VLAN – Virtual Local Area
Network
In computer networking, a single layer-2 network may be partitioned to create multiple distinct broadcast domains, which are mutually isolated so that packets can only pass between them via one or more routers; such a domain is
referred to as a Virtual Local Area Network, Virtual LAN or VLAN.

VoIP – Voice over Internet
Protocol
An application that employs a data network (using a
broadband connection) to transmit voice conversations
using Internet Protocol.

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VPN – Virtual Private
Network
A virtual private network (VPN) extends a private network across a public network, such as the Internet. It enables a computer to send and receive data across shared or public networks as if it were directly connected to the private network, while benefitting from the functionality, security and management policies of the private network. This is done by establishing a virtual point-to-point connection through the use of dedicated connections, encryption, or a combination of the two.

WAN – Wide Area Network A network that covers a broad area (i.e., any telecommunications network that links across metropolitan, regional, or national boundaries) using private or public network transports.

WiFi WiFi is a popular technology that allows an electronic device to exchange data or connect to the Internet wirelessly using radio waves. The WiFi Alliance defines WiFi as any "wireless local area network (WLAN) products that are based on the Institute of Electrical and Electronics Engineers' (IEEE) 802.11 standards".

WiMAX WiMAX is a wireless technology that provides high- throughput broadband connections over long distances.

WiMAX can be used for a number of applications, including “last mile” broadband connections, hotspot and cellular backhaul, and high speed enterprise connectivity for
businesses.

Wireless Telephone service transmitted via cellular, PCS, satellite, or other technologies that do not require the telephone to be connected to a land-based line.

Wireless Internet 1) Internet applications and access using mobile devices such as cell phones and palm devices. 2) Broadband Internet service provided via wireless connection, such as satellite or tower transmitters.

Wireline Service based on infrastructure on or near the ground, such as copper telephone wires or coaxial cable underground or on telephone poles.

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C i t y o f F a i r f i e l d
D i g i t a l E q u i t y

P l a y b o o k
V e r s i o n 1 .0
June 2022
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Introduction p 01
p 02
p 03
p 04
p 05
p 07
Table of Contents
Our Story so Far
Goals: 2022-2023
Chapter 1: Understand your Audience
Chapter 2: Connect People to Computers
Chapter 3: Internet Discount Programs
p 08
p 11
p 12
Chapter 4: Teach Digital Literacy
Training Resources
Acknowledgements
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Introduction
Digital equity is the idea that everyone should have the information technology capacity needed for full participation in our society, democracy, and economy. The ability to access and use the internet, computers, and related technology has become essential in today's world. Technology is transforming the most important areas of our lives, from employment, to education, to health. Yet many in our community still lack internet access at home; seniors, people with disabilities, and lowest-income residents are most at-risk.

Apart from access, digital skill presents a major barrier. Research from national studies remind us that technology adoption and skills exist on a continuum. A 2013 survey found that 29% of Americans have low digital skill levels, and seniors and lowest-income residents were three times more likely to have low digital skills than high.

In sum, the digital divide is a combination of several different issues with digitally excluded individuals facing different barriers. Some don't know how to use technology at all. Others have the basic digital skills but need situational help, maybe navigating a complicated job portal or troubleshooting a malfunctioning smartphone. Finally, there are those with all the skills who are unable to afford adequate connectivity devices. Like a workforce program helping high-barrier jobseekers gain employment, a successful digital equity program needs to identify and address the barriers specific to each digitally excluded client.

The City of Fairfield is committed to do our part to bridge the digital divide for our community members. This document is aimed at agencies who serve vulnerable populations most at-risk of being digitally excluded. It consists of a collection of ideas, or "plays," for these organizations to better understand their client's digital needs, help them get connected, and build their digital skills.

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Our Story So Far
The City of Fairfield is fiscally and geographically
well-positioned for sustainable growth. However,
there is an essential piece missing from the City's
plans which prominently feature traditional
infrastructures: network infrastructure.

City staff engaged a consultant to assist with the
creation of a Broadband Development Plan which
was completed in August 2020. The original
intent of the effort was to provide a vision for
network infrastructure and services to drive
investments, enable the City to fully capitalize on
that investment, and meet the City of Fairfield's
operational needs. During this time the Covid-19
pandemic emerged which further emphasized the
need for connectivity.

Staff reviewed the completed plan and
recommendations to build a robust fiber
backbone. Although a strategy to invest in
infrastructure is underway, staff recognizes that
infrastructure projects require significant
investment in both time and money. With that
mindset, staff has taken the additional effort of
researching other programmatic initiatives that
may be implemented with low to minimal costs
to address digital equity and bridging the digital
divide.

We can learn from
other agencies that
are further along in
addressing the digital
divide.

Throughout the world there are numerous
agencies partnering together to create action
plans to address digital equity. A great example
of this is the Sacramento Coalition for Digital
Inclusion which is comprised of over 80
organizations garnering their resources to
formulate an action plan. Although the City of
Fairfield is outside of their membership
boundary, their plan provides staff the
opportunity gain insights on how they plan to
move equity initiatives forward.

Our current mission is to research, highlight,
and where possible, partner to deploy
programmatic opportunities that will have an
immediate impact, while strategizing longer-
term infrastructure investments.

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Our 2022-23 Goals
#1 Broadband Access and Adoption
Help the community get connected by highlighting and promoting the various agencies that provide free public Internet and computer labs throughout the City of Fairfield Connect the community with Internet discount programs
Explore the creation of outdoor community computer labs #2 Hardware Devices
Research and advertise programs that offer free or low-cost computers Promote the Solano County Library's new "Chromebook Kits" (includes Wi-Fi hotspot kits) #3 Digital Literacy and Skills
Establish basic digital literacy/skill criteria
Promote training resources
#4 Regional Collaboration
Partner with Solano County to create a Broadband and Digital Equity Plan (August 2022) Support associated outcomes and programs from the adopted Solano County Digital Equity Plan City of Fairfield Digital Equity Playbook - Version 1 3 Packet Page 144 of 153Attachment 2 Page 5 of 14

Chapter 1
Understand Your Audience
Play 1: Use Digital Equity Intake Questions
It is important to understand the digital needs of your entire client population. We encourage the use of a simple needs assessment at client intake. With 1 question on access level, 4 questions on skill level, and 1 question on interest in services, you can quickly sort out which clients need informational resources only compared to those who could benefit from more in-depth training and assistance.

Sample Questions
How do you access the internet at HOME? (Select all that apply) On a laptop or desktop computer
On a tablet (like an iPad)
On a smartphone (like iPhone or Android phone)
I do not have access to the internet at home
Which of the following services interest you? (Select all that apply) Training on computer skills for work, including using programs like Word, Excel, PowerPoint, or Google Docs Training on advanced computer and internet skills, like video editing, computer programming, or IT Training on using assistive technology, like screen reader or text-to-speech software Training on the basics of using computers and the internet, including how to protect your privacy How confident do you feel about doing the following tasks without any help? Send an email
Not confident at all Very confident 1 2 3 4 5
Look for information online (using a search engine)
Not confident at all Very confident 1 2 3 4 5
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Chapter 2
Connect People to Computers
Play 2: Promote local free connectivity options
The Solano County Library recently launched a program offering Chromebook Kits! The kits come in backpacks containing a laptop that runs Google's Chrome OS and the Chrome web browser. These kits also feature a Verizon WiFi hotspot! The Chromebook Kits are available locally at following Fairfield locations and can be checked out for three weeks at a time with your Solano County Library card.

Fairfield Civic Center Library
1150 Kentucky Street
Fairfield, CA 94533
1-866-572-7587
Fairfield Cordelia Library
5050 Business Drive
Fairfield, CA 94534
1-866-572-7587
Chromebook Kit
Courtesy of Solano County Library
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Connect People to Computers
Play 3: Connect to low-cost or free computers
City of Fairfield Digital Equity Playbook - Version 1 6

P C 'S F O R P E OPL E
PCs for People, a national non-profit based in
Minnesota, offers refurbished desktops for as low
as $75 and refurbished laptops as low as $100. Visit
PCs for People's sales for more information.

C OM C A S T IN T E R NE T E SS E N T I A L S
Once you are an Internet Essentials customer, you
have the option to purchase a new Dell laptop or
Chromebook for just $149.99 + tax. Visit Comcast
Internet Essentials for more information.

C OM P U T E R S FO R C L A S SR O OMS
Computers for Classrooms provides low-cost
systems state-wide to those who qualify. This
includes low-income families, veterans, students on
financial-aid, and other individuals. Visit Computers
for Classrooms for more information.

T H E O N I T F OU N D A T I ON
The Opportunities Necessary to Increase
Technology Foundation (The On It Foundation)
strives to provide low-income families with children
a PC or laptop and all the necessary training to keep
them on track with classes. Visit The On It
Foundation for more information.

C O M P U T ER S W I T H CAU SE S
Computers With Causes takes donated computers,
along with many other items, and gives them
completely free of charge to eligible U.S. residents.

Eligibility is determined through their online
application with priority given to students, teachers,
and military veterans. Visit Computers with Causes
for more information.

G I V E T EC H N OL O G Y
Give Technology provides computers and other
electronics to a wide range of those in need. This is
one of the only organizations based around
supplying low-income disabled individuals with the
technology they can use with ease. Visit the Give
Technology for more information.

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Chapter 3
Internet Discount Programs
Play 4: Learn about free and low cost internet options
On February 25, 2021, the Federal Communications Commission (FCC) adopted a report and order that established the Emergency Broadband Benefit Program (EBB Program), a $3.2 billion federal initiative to help lower the cost of high-speed internet for eligible households during the on-going COVID-19 pandemic. Congress recently created the Affordable Connectivity Program (ACP), a new, long-term $14 billion program that replaced the EBB Program.

To find a list of providers participating in the new ACP program visit:
https://www.fcc.gov/affordable-connectivity-program-providers#California ACP service providers may have their own application process, so consumers should contact their preferred service provider for more information. Consumers may also be eligible for a one-time discount on a laptop, desktop computer, or tablet through ACP. However, not all service providers offer the device benefit.

City of Fairfield Digital Equity Playbook - Version 1 7

AT &T A CC ES S
AT&T's Access program provides low-cost internet
service for eligible households.

Visit https://www.att.com/internet/access to learn
more.

C O MC A S T I N TE R N E T E SS EN T I A LS
Comcast's Internet Essentials program offers low-
cost, internet service for eligible households.

Visit www.internetessentials.com to learn more.

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Chapter 4
Teach Digital Literacy
Play 5: Prioritize the basics
The goal is to ensure individuals have the skills and confidence to use technology independently. How do we define basic digital skills? Borrowing from research conducted by the UK government and others, we divide basic digital literacy into four general buckets. Those who have basic digital skills should be able to perform the activities below without help.

City of Fairfield Digital Equity Playbook - Version 1 8

C O M M U N I CAT E O NL I NE
Send and receive email
Buy items or services from a website

S HA R E PE R SO NA L

I NF O R M A T I ON ON L IN E
Complete an online application form, e.g. job
application or access government services
Set privacy settings

K EE P SA F E ON LIN E
Install apps on a device
Download and upload files
Identify and delete spam
Evaluate which websites to trust

F IN D T H IN G S ON LIN E
Use a search engine
Use a browser
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Teach Digital Literacy
By focusing on just the basics, non-users can get onboarded with technology in a short amount of time.

City of Fairfield Digital Equity Playbook - Version 1 9

I NC OR P O RA TE T HE S MAR T P H O NE
Instructors should find opportunities to incorporate
smartphone-based skills. Many residents rely on
smartphones as their sole means of connectivity but
lack the digital skills to fully utilize it capabilities.

One way to take advantage of the smartphone's
near universality is to introduce easy-to-use
productivity apps to help learners stay organized
(remember, digital skills require organizational
skills).

R E LE V A NT H A N D S ON A C T I V I T I ES
Adults do best when learning new skills that are
immediately relevant to their own interests and
goals, which will differ for each individual. Leave
room in your lessons for learners to explore using
technology for personally relevant purposes. You
can introduce specific apps and digital services to
pique their interest. Also offer lighter tasks for
learners to try the fun side of technology, e.g.
searching online for tutorials.

RE F R ES H A ND R E I N F O R C E
Adult newcomers to technology often find it hard to
acquire and retain new skills. During each session,
instructors should incorporate ways to reinforce
previously covered topics. We suggest starting each
session with a "warm-up" hands-on activity to
practice skills learn in previous sessions. As with any new skill repetition is key for gaining digital literacy.

IN C O R P OR A T E A S S I ST I V E T EC H N OL O G Y Assistive technology refers to devises or computer-
based accommodations to assist people with disabilities.

For learners with vision loss, simply learning how to
change the size of text and icons on their display can
make a big difference. Other assistive technologies
include screen readers, voice command functionality,
text-to-speech software, and large character keyboards
and specially designed mice.

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Teach Digital Literacy
Play 6: Online Training Platforms
Remember, digital skill is an continuum. For individuals who have the basics covered and are interested in learning more advanced skills, there are plenty of additional topics and training delivery options.

Commonly requested skills include business software (like Microsoft Word, Excel, and PowerPoint), digital media, computer repair, and basic coding. Individuals can also gain more in-depth knowledge on ways to leverage technology towards broader life outcomes in income, education, and health.

City of Fairfield Digital Equity Playbook - Version 1 10 There are several free/low-cost online training platforms that allow individuals to learn new skills at their own pace. For example, there number of video-based online classes to help individuals learn commonly requested skills like Microsoft Office suite, web design, coding, and photo editing. See training resources at the end of this document for links to more online training platforms.

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T R A I N I N G R E S O U R C E S
City of Fairfield Digital Equity Playbook - Version 1 11 A. DigitalLearn.org: provides 20+ self-paced learning tutorials, on very basic computer skills, written at a 6th grade level including video, interactivity, captioning and Spanish versions.

F. Microsoft Digital Literacy curriculum: is designed for anyone with basic reading skills who want to learn the fundamentals of using digital technologies. Provides a set of 2-3 hour courses in over ten languages introducing topics in computer literacy.

G. Microsoft Learn: is a free, online training platform for Microsoft products and more, which can lead to certifications and skills for employment.

C. GCFLearnFree.org: provides self-paced learning tutorials. Has over 200 topics, more than 7,000 lessons and more than 1,000 videos all completely free.

J. Skillshare: an online community with thousands of classes for creative and curious people, topics include illustration, design, photography, video, freelancing and more. Free for a trial period, $15 per month after.

H. Northstar Digital Literacy Assessment: an online community with thousands of classes for creative and curious people, topics include illustration, design, photography, video, freelancing and more. Free for a trial period, $15 per month after.

K. Tech Boomers: a digital literacy training site geared toward older adults wanting to learn technologies.

D. Grow with Google: tools which are free and available for those wanting to grow their skills, careers, and businesses
E. LinkedIn Learning (with Lynda.com): massive open online course website offering video courses taught by industry experts in software, creative, and business skills. Free for a trial period, afterwards fees apply.

I. Skills Commons: Department of Labor's free and open online library, containing free and open learning materials and program support materials for job-driven workforce development which can be downloaded.

This collection of workforce-related Open Educational Resources (OER) created by over 700 community colleges across the nation can be freely reused with the attribution. Many lessons include accessibility features.

B. Digital Literacy Rocks: provides instructor led classes in Microsoft Office applications live on Zoom.

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Acknowledgements
This Playbook is a work in progress and will continue to evolve as more organizations use it as a resource and put it into practice. Consider this Version 1.0, a humble starting point for trial and improvement.

We are grateful for the City and County of San Francisco for developing the initial concept which allowed us to tailor a model specific to the City of Fairfield.
"Technology touches everyone, everywhere, and I want to be a part of that." - Caitlyn, from Boston, of Girls Who Code
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Fairfield City CouncilJune 28, 2022

Fairfield City Council
June 28, 2022