Agenda Item A.1
CPMS PRESENTATION
Meeting Date: October 18, 2022
TO: Mayor and Councilmembers
FROM: Peter Imhof, Planning and Environmental Review Director
CONTACT: Anne Wells, Advance Planning Manager
Ryan Kintz, Assistant to the City Manager
Shannon Kirn, Management Analyst
SUBJECT: Santa Barbara County Broadband Strategic Plan
RECOMMENDATION:
Receive a presentation on the draft of the Santa Barbara County Broadband St rategic Plan.
BACKGROUND:
Broadband and the lack of quality internet access have been a discussion point in Santa Barbara County for many years. During the COVID -19 pandemic, this issue became urgent as more residents relied on their internet service to continue to work, go to school and/or shop. The COVID -19 pandemic has ma de the digit al divide in unserved and underserved communities, including communities of color, rural communities, and senior residents, more apparent , as work, commerce, health and other economic services have moved online. Residents in unse rved and unders erved communities are struggling to participate in the digital landscape as broadband services are unavailable to them due to lack of affordability or infrastructure. As such, there is a need to expedite broadband infrastructure deployment a nd provide conn ectivity at a n affordable rate to unserved and underserved communities. Providing better access to broadband contributes to creating more sustainable communities with lasting economic, education, and healt h benefits, along with reducing green house gas emis sions that con tribute to climate change.
In July 2021, the Santa Barbara County Association of Governments (SBCAG) formed a broadband ad hoc committee, comprised of the following members: Joan Hartmann (County Supervisor, Third District); Bob Nelson (Coun ty Supervisor, Fourth District); Jenelle Osborne (Mayor, City of Lom poc); Alice Patino (Mayor, City of Santa Maria); and Mayor Perotte. The ad hoc committee recommended the SBCAG Board of Directors’ support and encouragement to formalize a collaborative, regional approach to 1 Meeting Date: October 18, 2022
developing a broadba nd strategic plan between S BCAG, the County of Santa Barbara and the eight incorporated cities in the region.
On October 21, 2021 , the SBCAG Board of Directors dire cted their Executive Director, Marjie Kirn, to coor dinate with the eight cities in the coun ty to request participation in a regional broadband strategic planning process and seek financial contribution to that effort. The County of Santa Barbara committed $200,000 of America Rescue Plan Act funding at thei r October 19 Board of Supervisors meetin g. The SBCAG B oard of Directors proposed dividing the remaining cost among the eight cities based on the 2021 Department of Finance (DOF) Population Estimate of the cities’ population of 307,821.
On November 16, 2021, the Goleta City Council authorized the City Manager to execute a Memorandum of Understanding w ith SBCAG, the Coun ty, and participating incorporated cities in the region to prepare a Broadband Strategic Plan and financially contribute $21,011.56 toward this effort.
DISCUSSION:
With funding in place, SBCAG staff and their consultant team from Broadband Consortium Pacific Coast prepared and released a Draft Santa Barbara County Broadband Strategic Plan (Draft Plan) on September 15, 2022. The City participated in the data collection, analysis, and public outreach process as members of the broadband ad hoc committee and as participants of the SBCAG technical advisory committee. A final draft of the Plan was made available to the City on October 7, 2022 and is provided as Attachment 1.
The purpose of this item is to present to the City Council and members of the public the draft of t he Santa Barbara County Broadband Stra tegic Plan. . The presentation highlights the applicability of the Draft Plan to the Goleta community. Council will have an opportunity to ask questions of SBCAG and c onsultant staff a nd t ake public comment. An SBCAG-provided slide presentation is provided in Attachment 2. No actions by the City Council are recommended at this time.
Reviewed By: Legal Review By: Approved By:
___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager
ATTACHMENTS:
1. Draft Santa Barbara County Broadband Strategic Plan
2. Broadband Strategic Plan Presentation
2 Attachment 1
Draft Santa Barbara County Broadband Strategic Plan
3 Santa Barbara Broadband Strategy
October 7, 2022
FINAL DRAFT
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Executive Summary ....................................................................................................................................... 4 Section 1: Introduction ............................................................................................................................... 5 Section 2: Project Scope and Approach ........................................................................................................ 7 Stakeholder Summary ................................................................................................................................... 7 Methodology for Outreach and Data Collection .......................................................................................... 8 Crowdsourced data ............................................................................................................................... 8 In-person community engagement ...................................................................................................... 9 Geographic Information System (GIS) mapping tool data collection ................................................. 10 Section 3: Overview of Technologies .......................................................................................................... 12 The Broadband Concept & Architecture ..................................................................................................... 12 Broadband Network Architecture ....................................................................................................... 12 Transmission Mediums ....................................................................................................................... 14 Broadband Technologies Overview ............................................................................................................ 15 Digital Subscriber Line (DSL) ............................................................................................................... 15 Data Over Cable Service Interface Specifications (DOCSIS) ................................................................ 16 Fiber To The Home (FTTH) .................................................................................................................. 16 Fixed Wireless Access (FWA) .............................................................................................................. 17 Satellite ............................................................................................................................................... 18 Section 4: Current Status and Findings of Broadband in Santa Barbara County ........................................ 20 Santa Barbara Countywide Broadband Profile ........................................................................................... 20 County Overview ................................................................................................................................. 20 Broadband Needs Assessment ........................................................................................................... 21 Santa Barbara County Unincorporated Area: Broadband Community Profile ........................................... 26 Policy and Planning ............................................................................................................................. 31 Broadband Infrastructure ................................................................................................................... 32 Community Services Districts (CSDs) .................................................................................................. 33 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 35 Buellton: Broadband Community Profile .................................................................................................... 35 Community Overview ......................................................................................................................... 36 Broadband Needs Assessment ........................................................................................................... 37 Policy and Planning ............................................................................................................................. 39 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 40 Carpinteria: Broadband Community Profile ............................................................................................... 40 5 2
Community Overview ......................................................................................................................... 41 Broadband Needs Assessment ........................................................................................................... 41 Policy and Planning ............................................................................................................................. 43 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 44 Goleta: Broadband Community Profile ....................................................................................................... 45 Community Overview ......................................................................................................................... 45 Broadband Needs Assessment ........................................................................................................... 46 Policy and Planning ............................................................................................................................. 49 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 49 Guadalupe: Broadband Community Profile ................................................................................................ 50 Community Overview ......................................................................................................................... 50 Broadband Needs Assessment ........................................................................................................... 51 Policy and Planning ............................................................................................................................. 54 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 56 Lompoc: Broadband Community Profile ..................................................................................................... 57 Community Overview ......................................................................................................................... 57 Broadband Needs Assessment ........................................................................................................... 58 Policy and Planning ............................................................................................................................. 60 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 61 Santa Barbara: Broadband Community Profile ........................................................................................... 62 Community Overview ......................................................................................................................... 62 Broadband Needs Assessment ........................................................................................................... 63 Policy and Planning ............................................................................................................................. 65 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 66 Santa Maria: Broadband Community Profile .............................................................................................. 67 Community Overview ......................................................................................................................... 67 Broadband Needs Assessment ........................................................................................................... 68 Policy and Planning ............................................................................................................................. 70 Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 73 Solvang: Broadband Community Profile ..................................................................................................... 74 Community Overview ......................................................................................................................... 74 Broadband Needs Assessment ........................................................................................................... 75 Policy and Planning ............................................................................................................................. 77 6 3
Key Opportunities and Priorities (in Alignment with Broadband for All) ........................................... 78 Section 5: Assessment of Broadband Provider Landscape ......................................................................... 79 Broadband Provider Landscape in SBC ....................................................................................................... 79 Changing Roles ............................................................................................................................................ 81 Challenges in the Permitting Process .......................................................................................................... 81 Section 6: Regional GIS Map Data Portal .................................................................................................... 82 Summary ............................................................................................................................................. 82 Data Library and Map Development ................................................................................................... 83 Recommendation: Maintain and Expand Usage of the Map Data Portal ................................................... 84 Section 7: Strategic Priorities and Actions .................................................................................................. 84 Achieving Access Through Improved Broadband Infrastructure ................................................................ 85 Characterize Broadband Network Needs ........................................................................................... 85 Broadband Operating Scenario ........................................................................................................... 89 Accelerate Outcomes .......................................................................................................................... 93 Achieving Affordability and Adoption ......................................................................................................... 93 Support the Santa Barbara County Digital Equity Coalition ............................................................... 94 Leverage Federal and State Programs to Increase Adoption Rates .................................................... 95 Conduct a Last-Mile Pilot .................................................................................................................... 96 Achieving Redundancy and Resiliency ........................................................................................................ 97 Create a Regional Organization .......................................................................................................... 97 Identify and Prioritize Funding Opportunities .................................................................................... 98 Maintain Collaborative GIS Capability ................................................................................................ 99 Section 8: Opportunities and Benefits ...................................................................................................... 100 Improve Safety and Security ..................................................................................................................... 100 Economic Development ............................................................................................................................ 101 Achieving Digital Equity ............................................................................................................................ 102 Smart City Planning ................................................................................................................................... 103 Aspects of a Smart City ..................................................................................................................... 103 Health, Safety, and the Economy ...................................................................................................... 104 Smart City Vision ............................................................................................................................... 104 Conclusion ................................................................................................................................................. 105 Appendices ................................................................................................................................................ 106
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Executive Summary
The Santa Barbara County Broadband Strategy Project (BSP) responds to the regional need for high-speed internet access, which was heightened during the COVID-19 pandemic when schools, businesses, public services, and health care support moved online and people started working from home. Gaps in access to reliable, affordable high-speed internet disenfranchise households by limiting their access to opportunities in education, the workforce, health care, and democratic processes. The digital divide defines the gap between those with access and capacity to use technology and those left out of opportunities provided by digital access. While Santa Barbara County has access to moderate levels of connectivity, all households, businesses, and public institutions would benefit from the faster and more reliable internet access broadband connections can deliver.
Following the lead of the statewide Broadband for All initiative, this plan is designed to give local communities direction for closing the digital divide through broadband infrastructure improvements, affordability program outreach, and the alignment of digital literacy resources across the county. The project coupled quantitative research with community outreach forums and interviews to gather data that reveal opportunities for closing the digital divide across the county and in each of the eight municipalities. A Geographic Information System (GIS) leverages public and project data to identify priorities for infrastructure projects, and several scenarios for organization and execution provide action steps for public and private efforts.
Assessment of countywide infrastructure resources and policies engaged stakeholders and MOU partners, and community conversations highlighted organizations improving affordable access and digital literacy. From infrastructure to end-user support, the plan provides a solution that supports Santa Barbara County’s efforts to address the digital divide.
Technological innovation leads to a more digitized society, and creates an imperative to plan for future digital requirements for economic development, health and safety, and equity in our communities. Funding to improve high-speed internet access across the nation has been approved through the federal Infrastructure and Jobs Act and in California through legislation supporting the California Broadband Council’s Broadband for All action plan. The legislation allocates funds designed to support regional efforts as well as local planning and implementation to improve infrastructure, connect the community to affordable options, and develop digital literacy tools that include training and technology. The Santa Barbara County Broadband Strategic Plan presents data and recommendations that make each community, and the county as a whole, grant-ready for federal and state funding resources to improve connectivity.
Digital equity is achieved when all members of a community have the capacity to use technology that enables them to fully participate in society, democracy, and the economy (National Digital Inclusion Alliance, 2022). This includes access to reliable and affordable high- speed internet, the necessary device to connect to the service, and training and technology support that is responsive to the user’s level of need. The digital divide disproportionately 8 5
impacts people of color, Indigenous peoples, households with low incomes, people with disabilities, people in rural areas, and older adults (National Digital Inclusion Alliance, 2022). The Broadband Strategic Plan provides the data, resources, and recommendations to foster digital equity in the region and prepare for a future of connectivity that serves the Santa Barbara County community.
Section 1: Introduction
In October 2021, Santa Barbara County formed the Broadband Alliance of Santa Barbara County (the Alliance) to develop a countywide strategy to close the digital divide between households able to access and navigate the digital world and those without the capacity or knowledge to do so. The Alliance is a formal partnership between the Santa Barbara County Association of Governments, the County of Santa Barbara, and the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Barbara, Santa Maria, and Solvang, the Santa Ynez Band of Chumash Indians (Tribe), Broadband Consortium of the Pacific Coast (BCPC), and regional economic development organizations. State and Federal legislation approved funds for public sector response to increasing demand and need for broadband infrastructure. BSP funding comes from members of the Alliance and in part from American Rescue Plan Act (ARPA) funds. This project was supported, in whole or part, by federal award number SLFRP5502 awarded to the County of Santa Barbara, SLFRP1758 awarded to the City of Santa Maria, and SLFRP1228 awarded to the City of Santa Barbara by the U.S. Department of the Treasury.
California formalized public response to the need for increased capacity in broadband infrastructure in 2010. The urgency increased when the COVID-19 pandemic exposed the growing digital divide and increased demand for affordable and reliable broadband. The California Broadband Council was established through legislation (S.B. 1462 – Padilla) to promote broadband deployment in unserved and underserved areas of the State as defined by California Public Utilities Commission (CPUC) and to increase broadband adoption for the benefit of all Californians. In August 2020, Governor Newsom signed California Executive Order N-73-20 requiring the development of a California State Broadband Action Plan (CBAP) in response to COVID-19 (adopted December 30, 2020). State and Federal Legislation supporting broadband deployment and adoption followed in 2021, with funding earmarked for the public sector targeting governmental agencies that had historically only participated via local permitting activities. California's Senate Bill 156 (SB156) authorized Joint Powers Authorities (JPAs) to issue revenue bonds for the deployment of broadband infrastructure under the Broadband Loan Loss Reserve Fund (the Fund), established with $750 million intended to provide credit enhancements to finance local broadband infrastructure. New funding tools increase opportunities for public sector participation in broadband infrastructure development, either through public-private partnerships or alone. Public sector developments reach unserved and underserved communities efficiently, delivering increased capacity and addressing the need for redundancy and resiliency in infrastructure to address community safety concerns, increase community access and enhance future planning efforts toward smart city initiatives. 9 6
CBAP targets specific imperatives for closing the digital divide:
• 100% connectivity for all Californians at minimum speeds of 100Mbps • Access to affordable broadband and devices to connect to the internet • Access to training, equipment, and support to enable the use of the internet BSP is aligned with CBAP imperatives and informed by multiple data collection methodologies. The plan identifies priorities for funding community access to high-performing internet at the personal, household, community, business, and systems levels to improve digital inclusion across the county with upgraded minimum speeds, ubiquitous connectivity, and access to digital training and support. While some areas of Santa Barbara County are well-connected, businesses, families, and students are affected by a lack of capacity and connection at an affordable cost. The Alliance is a regional leadership effort to develop a coordinated framework that improves efficiency as the county collectively works towards achieving digital equity.
In the world of broadband, there are multiple definitions for the “served” and “unserved” terminology.
This BSP document leans heavily on two standards. First, the CBAP definition, which considers an area to be “served” if service is available with a speed greater than or equal to 100/100 Mbps. The second is the CPUC definition, which defines 25/3 Mbps as the threshold to consider an area to be “served”. For reference, the table below presents both standards used in this report.
Broadband Service Definition
CBAP Definition CPUC Definition Speed (Downstream/Upstream) Served
Served
>= 100 Mbps / 100 Mbps
Underserved Between 100 Mbps / 100 Mbps
and 25 Mbps / 3 Mbps
Unserved Unserved Between 25 Mbps / 3 Mbps and
10 Mbps / 1 Mbps
Priority Unserved Priority Unserved < 10 Mbps / 1 Mbps
Unless otherwise stated, all references to “served” and “unserved” terminology will carry the CBAP definition. In general, CPUC references are contained within Section 4 in the context of presenting data provided by CPUC.
BSP serves as a guiding document and planning tool for stakeholders to elevate awareness of broadband needs, accelerate and improve planning efforts across the county and within communities, and provide data that will support applications for funding allocated to Broadband for All initiatives.
The strategic framework within this document offers an opportunity to pursue additional initiatives and engage with public and private partners to support community resiliency and growth. Jurisdictions within the county can utilize the data in this plan to apply for funding identified at State and Federal levels and provide an organized approach that aligns areas of need with public and private interests to create a regional response. Federal and State grants allocated to support the Broadband for All 10 7
initiative increasingly evaluate proposals on metrics that include collaboration between multiple entities. BSP highlights opportunities to leverage the collaborative potential established by the Alliance to make the Santa Barbara County region grant-ready to apply for these funds.
Section 2: Project Scope and Approach
The purpose of BSP is to address the planning needs of the region, encourage infrastructure investments in Santa Barbara County, and present models for investment opportunities made by internet service providers (ISPs), public sector investment, and a combination of public-private investment. The project scope used a regional context, aligning with CBAP and focused on identifying a middle-mile approach, last-mile priorities, policies and resources for broadband readiness, and future feasibility studies for the county and cities. Despite jurisdictional boundaries that can inhibit collaboration, regional analysis highlights the interdependent reliance on physical infrastructure shared by all communities.
Outreach and data collection processes were developed to identify areas of opportunity and priorities for achieving Broadband for All. Several methods were added beyond the project's original scope to meet community needs and gather accurate data reflecting communities’ stories. Engaging stakeholders in data collection and outreach efforts mirrored the regional approach and contributed to unique municipal stories and those of several unincorporated areas within the county. The outreach and data collection methods used in the study assessed the overall status of the digital divide within the county and contributed to the formation of the Santa Barbara County Digital Equity Coalition.
Stakeholder Summary
To develop the strategic plan, an MOU was executed among the current SBCAG JPA to cover the costs and expenses of the regional planning effort. This action also formalized the Broadband Alliance of Santa Barbara County, an alliance that can be built on to execute project implementation.
The SBCAG Ad-Hoc committee represented the core stakeholder group, comprised of two county supervisors and three city council members, providing an important interface between the project and the SBCAG board and serving as a conduit to city councils. The committee provided oversight and direction monthly and played a leadership role during the public forum process. The Technical Advisory Committee (TAC) provided oversight and input into the project, and members were actively engaged in executing the project scope and related activities. The EconAlliance team, with support of Tribe staff, organized public forums within each city and in unincorporated areas of the county.
The project defines stakeholders as representatives of government, ISPs, local agency staff, and technical consultants who assisted in the review and oversight of project activities, including GIS mapping, grant writing, and inclusion strategies. SBCAG was the hub for all the activities. 11 8
Interested parties include community organizations, businesses, and individuals whose input via the data collection process contributed to the project's outcomes and recommendations.
Methodology for Outreach and Data Collection
Data collection for the strategic plan followed an ambitious timeline through multiple stages. The project design utilized quantitative and qualitative methods to draw a comprehensive and inclusive reflection of Santa Barbara County’s current status and needs.
The consultant began the process by developing a communication plan to outline steps for community engagement; the goal of the engagement was to collect accurate data to inform local government prioritization of projects and to enable stakeholders to secure funding to help close the digital divide.
The communication plan captures each method of outreach and data collection and identifies the lead person(s) or organization responsible for the deployment of the method (see Appendix A). This approach allowed for expediency and overlap of work efforts due to the project's ambitious timeline.
Data collection methods were organized into three areas of effort:
1. Crowdsourced data
2. In-person community engagement
3. Geographic Information System (GIS) mapping tool data collection Crowdsourced data
Two separate platforms collected crowdsourced data using public access links on SBCAG’s Broadband Project webpage: a needs assessment survey and speed tests.
Media outreach efforts started in March 2022 and ran through May 2022 to promote data collection efforts and notify the community of public forums, seeking public participation in the needs assessment survey and speed testing through publicly posted links. Efforts included coordinated press releases and a 12 9
presentation to county Public Information Officers (PIOs) and legislative teams representing government, the Tribe, and school districts. Media outreach plans were built on the collaborative nature of the project, using a unified voice to reach underrepresented communities through trusted community sources.
Needs assessment survey (available in English and Spanish) The needs assessment survey was developed within an online survey tool, Survey Planet, and hosted on the BCPC website. The needs assessment survey was launched in March 2022 and ran through July 1, 2022. Early in the process, ten community members could not take the survey; browser or security settings within their unique network negatively impacted access. Community members unable to participate online could call in to report their internet connection status.
The needs assessment survey incorporates a skip-logic that collected data from four unique groups:
Age Range Number of Surveys
Completed
13-18 58
19-65 635
65+ 515
Business Owners 68
The number of survey questions varied using skip logic associated with the age demographic; for example, surveys for the 13 – 18 age demographic incorporated specific questions about distance learning and device use before completing the assessment. If the respondent self-identified as a business owner or potential owner, the survey added questions about their business. In some cases, participants could opt out of questions or be taken directly to the end of the assessment. The time to take the test ranged from 5 to 15 minutes.
Of the 1,276 tests completed, 1,208 were utilized for analysis and incorporated into recommendation deliberations. In the final analysis, two demographic groups, ages 19-65 and 65+, were combined into one group. The business owner group accounts for differentiation between the total number of tests and unique analysis. Everyone aged 19 and older could participate in additional business owner questions; only 68 opted to complete the assessment. Complete needs assessment data analysis is in Appendix B.
Speed testing (available in English and Spanish)
The speed test was launched in March 2022 and will collect data until early 2023 using a product licensed by Breaking Point Solutions, LLC and marketed by GEO Partners, LLC. BSP incorporates data collected from March 2022 through July 2022. Speed test data is a significant ongoing benefit to planning purposes; authorized users can access the mapping tool for high-level planning, assess fiber routes, and identify available grants for proposed projects. Data will assist the public sector in defining scopes of requests for proposals (RFPs) for the design and engineering of future projects. The total number of tests taken was 3,213 at 2,584 unique locations.
In-person community engagement
In-person meetings and forums provided a range of benefits to the project. Public forums engaged key stakeholders who serve local community sectors highly impacted by COVID-19. Forums assessed 13 10
community needs, identifying barriers to achieving Broadband for All as outlined in CBAP. A project FAQ was developed for English and Spanish speakers and was distributed during the forums (see Appendix C).
The summary of the In-person community engagement is:
• SBCAG Ad Hoc committee held 7 meetings
• Technical Advisory Committee held 8 meetings
• Public forms totaled 12, with 5 of the forums providing Spanish interpretive services • Interviews and meetings with City staff, including formal and informal, approximately 50 in total • Interviews and meetings with internet service provider (ISP) staff, 15 in total • City Council presentations for a total of 7
• Informal meetings and webinars total over 100 hours
Three ancillary educational webinars were developed and sequenced according to each stage of the public engagement process of the project
• March 4, 2022- Broadband Planning: A Conversation about Public/Private Partnerships o Presenters:
▪ Kaina Pereira, Senior Advisor-Business Development, GO-Biz ▪ Barbara Hayes, Chief Economic Development Officer, RCRC • May 12, 2022-Broadband Planning: Benefits of a Countywide Programmatic EIR for Broadband Deployment
o Presenter:
▪ Steve Monaghan, CIO & Agency Director for Nevada County’s Information and General Service Agency
• September 14, 2022 – The Broadband Landscape: An Overview of the Current State of Funding and Considerations for Grants
o Presenter:
▪ Megan Beresford, Director of Broadband Programs, Learn Design Apply Inc.
Interviews were conducted with City staff and ISP staff to identify barriers to deployment and steps to support the acceleration of infrastructure projects. Section 4, Current Status and Findings of Broadband in Santa Barbara County, and Section 5, Assessment of the Broadband Provider Landscape discuss key outcomes of these interviews. Presentations to city councils provided project updates and highlighted legislation and policy initiatives to consider in planning efforts related to infrastructure, public and private partnerships, and smart city planning.
Geographic Information System (GIS) mapping tool data collection Using the California Public Utilities Commission (CPUC) map as a baseline for identifying underserved and unserved areas of the county, the strategic plan collected data to assess potential gaps within the map. The data creates a framework for establishing priorities for future network design work by capturing the information within the project Geographic Information System (GIS) mapping tool to assist in setting priorities and actions to achieve Broadband for All. Additional data from other reports and resources are identified in section 8 and Appendix D.
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The Geographic Information System (GIS) is a Map Data Portal developed to guide future planning and can be used by public sector staff. Some data collected for BSP is incorporated into the GIS, along with speed testing and early research on the current status of broadband needs in the county. The GIS is a project deliverable covered at length in Section 6. To align with the state’s data and identification of unserved and underserved, the project GIS uses the CPUC map (refer to Section 1 Broadband Service Definition table for CPUC unserved/underserved definitions).
Additional GIS data layers correlate CPUC data and assist with expanding trusted local data to share at the state and federal levels. BSP uses the map and layers to analyze the status of broadband now and in the future. Data will assist communities with project prioritization, grant support, tracking and measurement, and identifying future opportunities to close the digital divide.
Source: https://www.broadbandmap.ca.gov/ 2020
As the FCC releases updated maps from broadband providers (e.g., the “location fabric”), additional layers will be added to assist in the priority and planning process. 15 12
Section 3: Overview of Technologies
The Broadband Concept & Architecture
Broadband refers to telecommunications technologies that provide high-speed internet connections to end users: households, businesses, and anchor institutions. A broadband internet connection provides users with a faster and better internet experience than the dial-up connections common in the early history of internet connectivity.
The amount of information (data) a broadband network can transmit is commonly known as bandwidth.
Bandwidth is divided into downlink bandwidth (data received from the internet) and uplink bandwidth (data sent to the internet).
Bandwidth is measured in bits per second (bps). Depending on the transmission medium (e.g., fiber optic or wireless signals), a broadband network can reach speeds from dozens to hundreds of Mega bps (Mbps) or even Giga bps (Gbps)1. A higher network bandwidth enables higher web surfing speed or higher video quality for streaming.
Broadband connectivity enables users to access advanced and better digital services, such as telehealth, E-Learning, remote working, videoconferencing, interactive gaming, and pervasive video monitoring.
The Federal Communications Commission (FCC) has defined the minimum download bandwidth needed for adequate performance of typical online activities. The following table displays each activity with its corresponding bandwidth.
Activity Minimum download speeds
(Mbps)
General Browsing and Email 1
VoIP Calls Less than 0.5
E-learning 5 - 25
Telecommuting 5 - 25
File Downloading 10
Social Media 1
Streaming High Definition (HD) Video 5 - 8
Streaming Ultra HD 4K Video 25
Standard Personal Video Call (e.g., Skype) 1
HD Personal Video Call (e.g., Skype) 1.5
HD Video Teleconferencing 6
Notably, the connection bandwidth available for broadband service is shared among all services being used simultaneously within a household or business. Thus, a broadband service must provide enough bandwidth to support a combination of services.
Broadband Network Architecture
An internet service provider (ISP) is a company that offers access to the internet. A link must be deployed between a customer premise and ISP’s Point-of-Presence (POP) to get the service. 16 13
Similar to other utilities (like water or electric services), there is no direct connection between the service provider and each user. Instead, a network is shared to aggregate connections from several houses, towns, and cities and direct them to the ISP.
Therefore, a broadband network is divided into segments. Each segment aggregates a larger number of connections and data volumes. These segments are the last-mile/access network, the middle-mile, and the backbone, as shown in the following figure:
High-level overview of a Broadband Network.
Customer Premise:
Customer premise is the location where users make use of the internet. A customer premise can be a home, a business, an enterprise, or a community anchor institution.
The internet connection from the ISP is terminated at a Customer Premises Equipment (CPE), which provides users with local connections to access the internet, typically through a network cable or Wi-Fi connection.
Last-Mile/Access Network Segment:
The last-mile segment is closest to the customer and represents the connections from each customer premise to an access node. Each access node aggregates connections from multiple customer premises.
Compared to the rest of the network, this segment has the lowest bandwidth but enough to serve a specific number of customers based on bandwidth requirements. Last-mile segment costs can be high and will vary based on household density and distance from the access node.
Depending on bandwidth needs, economics, and geodemographic conditions, this segment can be implemented using different technologies, including:
• Digital Subscriber Line (DSL)
• Data Over Cable Service Interface Specifications (DOCSIS) • Fiber-to-the-Home (FTTH)
17 14
• Fixed Wireless Access (FWA)
• Satellite
Further description of these technologies is provided in the following section.
Middle-Mile Segment:
The middle-mile segment consists of the connections from each access node to an aggregation node.
Each aggregation node groups the connections of various neighborhoods or small towns.
A middle-mile link is commonly implemented using fiber optics due to its high bandwidth. However, there are situations where deploying fiber is not feasible. For example, when an access node is remote or fiber deployment is too expensive. In these situations, the option is to use wireless microwave links.
Microwave links offer lower bandwidth than fiber links but enough to serve as a middle-mile solution in remote areas or as a redundant connection.
Backbone segment:
The backbone segment is a high-capacity network that interconnects ISP’s Points of Presence (PoPs) and datacenters. The backbone segment aggregates the traffic from large geographic regions such as medium and big cities or major towns. Thus, backbone links need much higher bandwidth than middle- miles as they transport massive amounts of data. Therefore, the backbone can only be implemented using fiber optics.
Transmission Mediums
Internet signals can be sent from one point to another using different transmission mediums.
Transmission mediums can be classified into two types: wired and wireless. Each medium will have characteristics that make it suitable for specific situations. The most common transmission mediums are summarized below:
• Copper wires. Also known as “twisted pair,” copper wires are used in legacy telephone systems.
The electrical signal travels in the form of electrical pulses along the cable. Generally, broadband networks that use existing copper wires require low investment. Some copper wire (e.g., G.fast) technologies can achieve hundreds of Mbps. However, the speed rapidly decreases with distance going from hundreds of Mbps at 1,000 ft to less than 20 Mbps for distances higher than one mile.
• Coaxial cables. These cables are used by most cable TV companies and also carry information in the form of electrical pulses. Coaxial cables transmit higher data rates than copper wires (dozens of Mbps). Copper and coaxial cables have the lowest cost and deployment effort since most of the passive infrastructure (cables) are already in place, and minimum upgrades (like user equipment) are required. However, copper and coaxial cables are susceptible to several issues, such as interference and heat, that can degrade the services. • Fiber Optic cables. These are thin cables made of glass the size of a human hair that transport data in the form of light pulses. Fiber optic access systems enable bandwidths from hundreds of Mbps to hundreds or even thousands of Gbps and transmission over long distances.
Importantly, distance and speed will depend on the transmission technology being used. Thus, fiber installed today can achieve higher bandwidths by upgrading the equipment, ensuring a future-proof network. The highest cost associated with fiber networks ranges from $40,000 to 18 15
$80,000 or even $100,000 per mile. While the cost might seem high, the deployment of fiber provides robust, future-proof networks with high reliability and extremely high bandwidth. • Wireless media. Wireless technologies send data through the air in the form of electromagnetic waves. Wireless solutions are preferred when fiber/cable deployments are not feasible due to cost or construction/deployment restrictions. Current systems offer remarkably high speeds depending on the frequency band and technology. Wireless solutions can achieve hundreds of Mbps with the restriction that the access nodes need to be in high places to cover the areas that require service (commonly 10 to 50 meters structure). Common wireless technologies are mobile communications (e.g., 4G, 5G), satellite, microwave, and Wi-Fi. The cost associated with wireless systems is lower compared to fiber. However, it can be dramatically increased if new infrastructure (like towers) should be constructed. These systems have considerable high reliability, only affected by severe weather conditions like heavy rain.
A summary of the essential attributes for each transmission medium is provided in the following figure:
Evaluation of different transmission mediums for broadband networks.
Broadband Technologies Overview
While fiber technologies prevail in the middle-mile and backbone segment, there are various broadband technologies to implement the last-mile/access network segment. It is then important to review each of them and understand their reliability, costs, reach, and bandwidth characteristics. The most important technologies are described below.
Digital Subscriber Line (DSL)
DSL technology delivers broadband services through existing telephone copper lines, a DSL modem at the customer premise (acting as the CPE), and an access node that aggregates individual subscriber lines into a high-capacity link called DSL Access Multiplexer (DSLAM). DSL speeds will vary based on distance going from a few hundred Mbps at distances lower than 300 ft to 20-30 Mbps at distances higher than 0.5 miles.
The following figure shows a high-level network access architecture for the DSL technology. 19 16
DSL high-level architecture.
Data Over Cable Service Interface Specifications (DOCSIS) This technology delivers broadband services through the coaxial cable used for cable TV. In the DOCSIS architecture, the CPE is referred to as the cable modem, and the access node is the Cable Modem Termination System (CMTS).
DOCSIS enables data speeds up to 1 Gbps with a maximum distance of 5 miles. However, the coaxial cable is usually shared with various subscribers, and the bandwidth decreases depending on the number of subscribers using the network simultaneously.
The following figure shows a high-level network access architecture for DOCSIS technology.
DOCSIS high-level architecture.
Fiber To The Home (FTTH)
Fiber to the Home (FTTH) is a fiber -based access network. It allows a large number of subscribers to connect to the access node.
20 17
FTTH is usually implemented through a passive optical network (PON) in which the fiber cable from the access node is “split” to reach multiple subscribers. In this architecture, the CPE is known as Optical Network Terminal (ONT), and the access node is Optical Line Terminal (OLT).
Several standards enclose this technology. The XGS -PON standard is based on a 10 -Gigabit-capable symmetric optical network. The XGS -PON network will deliver a downstream line rate of 9.95328 Gbit/s and an upstream line rate of 9.95328 Gbit/s per optical port, shared by up to 64, 128, or 256 subscribers.
In addition, an XGS -PON network supports a physical distance of up to 12.4 miles between the OLT and ONTs at customer locations.
Most Federal Grants consider FTTH the best solution to provide broadband services to rural and underserved areas. This preference is due to the high bandwidth achievable. Most deployments can achieve symmetrical connections up to 100 Mbps downlink and 100 Mbps uplink. FTTH can be deployed leveraging existing civil in frastructures such as electric poles and utility holes, significantly reducing the CAPEX.
The following figure shows a high-level network access architecture for the FTTH technology.
FTTH high-level architecture.
Fixed Wireless Access (FWA)
There are various technologies to implement FWA, which uses wireless signals to distribute services to customer premises. The first solutions were based on Time -division Multiple Access (TDMA) systems.
However, due to the expansion and popularization of mo bile communications, technologies such as 4G and 5G have been adopted for FWA.
Wireless signals are transmitted from antennas installed at the top of high towers or buildings and received using CPEs located outside the customer premise. It leverages infrastructures like water tanks or electric poles/towers.
21 18
FWA supports different bandwidths depending on the mobile technology used. The 4G technology can meet FCC broadband definition providing bandwidth up to 25 Mbps/3 Mbps per subscriber. Similarly, the 5G technology can meet USDA qualified broadband definition of 100Mbps/20 Mbps bandwidth.
FWA is commonly considered an alternative to FTTH when fiber deployment or maintenance is too expensive or when geographic constraints exist (e.g., irregular terrain, the presence of natural resources).
The following figure shows a high-level network access architecture for the FWA technology.
Figure 1 FWA high-level architecture.
Satellite
Satellite broadband is another wireless-based access network technology. It is a high-speed bi-directional internet connection established via communications satellites. Quality, speed, and cost of satellite connections depend on the type of satellites and their orbits. Low Earth Orbit (LEO) satellites lo cated between 2,000 and 200 kilometers above the earth can offer high speeds at reasonable costs.
In this case, the CPE consists of a Very Small Aperture Terminal (VSAT) that includes a parabolic antenna to connect to the satellite plus a home router. The satellite connects relays the connection to the satellite hub that connects directly to a backbone node or ISP PoP.
Satellite systems are an option for extremely remote locations where neither fiber nor microwave links can be deployed. However, high costs associated with satellite service, typical speeds of 25/3 Mbps, and latency (the delay in packets traveling many miles between the satellite and the CPE) tend to create a poor user experience.
22 19
The figure below shows a high-level network access architecture for the FWA technology.
Satellite system high-level architecture.
The following table summarizes pros and cons of broadband technologies.
Pros and Cons comparison of Last-Mile Technologies.
23 20
Section 4: Current Status and Findings of Broadband in Santa Barbara County
In Santa Barbara County, the COVID-19 pandemic highlighted the need for additional broadband capacity, just as it did across the country. Increased demand for infrastructure impacted reliability, and many users lacked access to adequate internet service and devices. School districts became first responders in this crisis, keeping students and teachers connected via hotspots and providing computers. The need for additional capacity in northern Santa Barbara County had been identified prior to the pandemic by several cities, the county, and economic development organizations, including the Economic Alliance Foundation (EconAlliance), regional Chambers of Commerce, and the Economic Development Collaborative (EDC). In the 2020 California Broadband Infrastructure Report Card (Tellus Ventures), the County of Santa Barbara received a "D" rating due to the lack of private sector competition. The full report is found in Appendix E. Ratings were assessed if jurisdictions had at least one wireline provider that met the minimum standard of 100Mbps download and 20Mbps upload speeds based on CPUC and FCC data collected from ISPs as of December 2018.
During the outreach and data collection process, questions were presented to the county, cities, and several unincorporated areas to assess their alignment with best practices in broadband policy. A list of summary questions was developed from the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders, (CETF/Valley Vision, 2021). The county and cities were presented with high-level policy questions, and full responses can be found in Appendix F. Summary tables have been provided with red, yellow, and green assessments. A red marking suggests work to do; yellow suggests work is in process or partial adoption of best practices; green suggests that the best practice is in place and alignment with broadband readiness.
Community forum summaries are presented in tables, community themes are identified, and an opportunities section for each community includes action items suggested to align with Broadband for All goals.
Santa Barbara Countywide Broadband Profile
County Overview
Municipality
Population
Size
Median
Age
Geographic
Footprint Major Industries
County 448,229 33.8 3789 sq mi
Professional, Scientific &
Technical Services,
Accommodation & Food
Services, Health Care & Social
Assistance
Demographic data from U.S. Census Community Snapshot, accessed September 2022 Located along California's coastline about 300 miles south of San Francisco and 100 miles north of Los Angeles, Santa Barbara enjoys a mild and sunny climate, with the Los Padres National Forest and the San Rafael Range running through a significant portion of the overall county footprint. The County of Santa Barbara is home to approximately 440,000 residents. The county is known for its beaches and natural beauty and is home to a diverse economy of wine, tourism, agriculture, space, engineering, and 24 21
education. Higher education is a staple of Santa Barbara County, as it is home to Santa Barbara City College and UC Santa Barbara in the southern region, Allan Hancock College in the northern region, and a host of private universities. The county is bordered on the north by San Luis Obispo County and the east by Ventura and Kern counties. State Highway 101 is the major transportation route. The county identifies, as do the communities, as having Northern and Southern regions.
The northern region has diverse economies representing agriculture, healthcare, higher education, and a growing technology hub supporting Vandenberg Space Force Base. There are five cities, with the largest city in the county, Santa Maria, serving as a hub for the extension of County offices headquartered in the southern region. Santa Maria is home to Allan Hancock College, ranked one of the five best community colleges in California and one of the top 120 community colleges in the nation. The City of Lompoc neighbors the Vandenberg Space Force Base, a major regional employer. Some unincorporated communities in the northern region are very remote and isolated such as Cuyama, New Cuyama, and Ventucopa to the east and Casmalia to the west. Remote communities throughout the north are located in rugged terrain and isolated valleys where world-renowned Chardonnay and Pinot Noir grapes are cultivated, and remote tasting rooms dot the Santa Rita Hills. North county is home to the Santa Ynez Band of Chumash Indians (Tribe). Their sovereign lands are located in the Santa Ynez Valley, where the Chumash host a casino and a cultural center, serving as a major contributor and economic driver for the area.
The southern region starts at Gaviota and runs through Carpinteria at the county's southern border.
Much of the Gaviota coastline is unincorporated, with a mixture of outdoor recreation areas and large cattle ranches and orchards. There are fewer unincorporated communities in the southern part of the county, they are less remote, and the transition between cities and unincorporated areas is almost unnoticeable to the outside eye. In the hills outside of the city of Santa Barbara are the communities of Montecito and Summerland, and UC Santa Barbara is tucked away in unincorporated Isla Vista, adjacent to the city of Goleta. The local communities of the county's southern region are served by award- winning Santa Barbara City College and several higher education institutions, including a major research center at the University of California, Santa Barbara.
Data analysis illuminates the County's policy and planning gaps, depicts current infrastructure, and details the BSP county outreach strategy, revealing Broadband for All opportunities. Unincorporated areas of the county play an important role in an overall strategy, including the role that Vandenberg Space Force Base and Community Services Districts are poised to play as anchor institutions in the countywide network.
Broadband Needs Assessment
This section aims to examine the broadband needs in Santa Barbara County. This analysis provides the basis for characterizing the county's needs and identifying potential focus areas to improve broadband connectivity.
The four main components of the analysis to obtain insights into the current broadband status across the county are:
• Broadband Service Availability
• Speed Test Results
• Needs Assessment Survey Results
25 22
• Community Stakeholders Forums
The following subsections present the most relevant results from the above components.
Broadband Service Availability
This subsection aims to examine broadband service availability in Santa Barbara County using the California Public Utilities Commission (CPUC) data as a baseline to identify served and unserved areas of the county.
The CPUC collects broadband availability datasets from the incumbent ISP in the area and uses numerous resources to validate the data integrity, including subscription data, public feedback, and test results submitted by the public. The CPUC defines the following terminology according to the Senate Bill SB-156 released in July 2021. An area is considered "served" if at least one ISP offers service in the area according to the service characteristics below.
CPUC Broadband Service Definition
CPUC Definition Velocity (Downstream/Upstream)
Served >= 25 Mbps / 3 Mbps
Unserved Between 25 Mbps / 3 Mbps and 10 Mbps / 1 Mbps
Priority Unserved < 10 Mbps / 1 Mbps
Federal and State funding agencies have made recent changes to meet societal requirements to achieve digital equity. It is important to note that the data presented in this section follows the CPUC convention described in the table above. Importantly, the BSP is aligned with CBAP objectives, establishing a minimum download speed of 100 Mbps. It is worth noting that minimum speeds are in the process of being redefined. As noted previously, CBAP targets 100/100 Mbps, and the USDA grant applications require planning targets of 100/20 Mbps.
As the data presented in this section is based on a lower CPUC standard, it will overstate the level and quality of broadband service in Santa Barbara County. Therefore, it must be viewed as a relative reference point for the broadband needs in the region.
The maps displayed below were created using the public CPUC information available via the GIS Map Data Portal. It is important to note that ISPs often use the "Maximum Advertised Speed" to report the download and upload speeds to the CPUC. However, these speeds are typically not achieved due to multiple factors, such as the number of simultaneous users and specific network conditions. 26 23
Broadband service availability in the County of Santa Barbara (CPUC Data) The maps above, combined with U.S. Census Bureau data, indicate that 7.9% of the Santa Barbara County population does not have access to 25/3 Mbps internet services, corresponding with the population within unserved and priority unserved areas. The following charts detail the distribution of population and housing units according to broadband service availability:
Population and Housing units Distribution (CPUC Data)
Although most of the population is concentrated in Served Areas with at least one incumbent ISP that offers 25/3 Mbps services, the service may not be available to each location within these areas.
Furthermore, the pricing may be perceived as too expensive to adopt the service.
Finally, the analysis identifies Priority Unserved areas in remote communities such as Casmalia, Los Alamos, and Cuyama, which represent opportunities to partner in developing the last-mile network. 27 24
Speed Test Results
Speed test data is gathered through a product licensed by Breaking Point Solutions, LLC, and marketed by GEO Partners, LLC. The speed test was launched in March 2022 and will collect data until early 2023.
The available results provide insights regarding the current broadband service end customers receive.
Up to the generation date of this report, a total of 2493 speed tests were collected between March 2022 and July 2022. The following map displays the location of the speed tests received.
Speed Tests across Santa Barbara County
The graphics below detail the distribution of the received internet speed:
Speed Test results across Santa Barbara County
The following observations are derived from the analysis of the speed tests results:
• 94.5% of the received speed tests (2355 tests) were executed in Served Areas, with at least one incumbent ISP offering 25/3 Mbps services.
28 25
• 25% of the speed tests measured by the respondents show speeds below 25/3 Mbps service, indicating a low penetration of broadband services in the county population. • Of the speed tests reporting download speeds above 100 Mbps, 70% (650 tests) were performed in the Goleta Union Elementary School District and the Santa Barbara Unified School District. This skew must be recognized in interpreting the data.
SBCAG will continue registering speed tests through early 2023 to provide more balanced county-level results.
Needs Assessment Survey Results
In order to obtain further insights into the current broadband needs, a needs assessment survey was conducted among Santa Barbara County residents. The needs assessment survey was developed within an online survey tool, Survey Planet, and hosted on the BCPC website. The needs assessment survey was launched in March 2022 and ran through July 1, 2022. The time to take the test ranged from 5 to 15 minutes.
Of the 1,276 tests completed, 1,208 were utilized for analysis and have been incorporated into recommendation deliberations. The business owner group accounts for the differentiation between the total number of tests and unique analysis. Everyone aged 19 and older could participate in additional business owner questions; only 68 opted to complete the full assessment.
The following graph details the age distribution of the survey respondents:
Age distribution of Survey Respondents
The following observations are derived from the analysis of the needs assessment survey results:
• 98% of respondents reported having internet access at home. However, approximately 24% do not rely on at-home internet for work or school.
• 71% of respondents older than 19 years perceived the internet cost as too expensive. • The mean results assessing internet connection reliability were 6.18 with a standard deviation of
2.5, on a scale from 1 = very unreliable and 10 = very reliable. • Respondents indicated that the most important factors in internet service were reliability (32%) and price and speed (26%).
4.8%
15.4%
37.2%
42.6%
13-18
19-39
40-65
65+
29 26
Santa Barbara County Unincorporated Area: Broadband Community Profile There are two areas of strategic interest for the county. The first is the alignment of countywide interconnections and anchor institutions with Golden State Connect Authority and the middle-mile network infrastructure. The second is supporting last-mile connectivity for rural residents. Achieving these areas of interest will require significant coordination work of the middle-mile between the cities and the last-mile of the unincorporated areas. It is recommended that the County focus on the connectivity of anchor institutions and the required network development and work closely with SBCAG as lead on middle-mile and last-mile infrastructure planning and deployment.
Future decisions will be made on who will build, operate, and maintain the infrastructure. Planning for infrastructure placement mapped to the needs of unserved and underserved communities is the priority. Communities lacking service, such as Casmalia, Los Alamos, and Cuyama, are priority areas, so network design work, grant writing, and identifying partners are the next steps to last-mile implementation and the Broadband for All goal.
Speed Test Results
Speed testing was promoted throughout the county, and data were grouped for analysis by location.
Data for unincorporated areas were sorted through two methods depending on the community. In Santa Ynez and Los Olivos, school district boundaries were used to provide clarity without overlapping Solvang data. Los Alamos provided a concentration of speed tests, so the data sort was completed using longitude and latitude parameters.
The graphics below detail the distribution of the received internet speed in the unincorporated areas.
Cuyama Valley
Speed Test results across Cuyama Joint Unified School District
30 27
Santa Ynez
Speed Test results across College Elementary School District
Los Olivos
Speed Test results across Los Olivos Elementary School District *The Los Olivos District was one of the areas that showed 0/0Mbps, meaning no service.
The speed test data for this area shows that 100/100Mbps service is available, so closing this gap from no service to minimum targeted speeds is possible. Infrastructure investments made by the Tribe will be vital to closing the gap. Communities throughout the Santa Ynez Valley will benefit from the strategy work and grant funding investments which also present opportunities for the County or providers to prioritize last-mile connections to the remote regions to the east and should be a priority.
31 28
Los Alamos speed test data collected using longitude and latitude.
Speed Test results across Los Alamos
Orcutt
Speed Test results across Orcutt Union Elementary School District Community Stakeholders Forums
In April and May 2022, community forums were held in several unincorporated areas of the county's northern region: Santa Ynez, Los Alamos, and Orcutt. Panelists from each community engaged in community conversations, and MOU partners promoted data collection efforts for the strategic plan.
Responses informed themes identified as broadband access gaps and community challenges in achieving Broadband for All and revealed the quality-of-life impacts. The tables below summarize the discussion points arising from the responses to the questions provided and audience members' contributions.
Santa Ynez and Los Olivos
The Santa Ynez forum was moderated by a representative from the Santa Barbara Foundation, and panelists included representation from the College School District, the Tribe, and Visit Santa Ynez Valley.
32 29
April 27, 2022 – Santa Ynez Community Services District Office Affordability
challenges
Needs to be affordable for all
Adoption challenges Need training that leads to self-sufficiency Access challenges Hot spots insufficient to reliably connect students to curriculum; Increased demand on the infrastructure draws down reliability
Economic
Development
Need reliable point of sale connectivity; Work force development and job opportunities rely on reliable connectivity
Opportunities,
Innovation & Actions
• Increased opportunities for education
• Online trainings – teaching to become self-sufficient users and then teach others
• Tutorial videos for target populations
Community members
with the biggest
barriers to digital
inclusion
• Students
• Rural
• Multilingual community members – access breaks down this barrier Quality of life impacts Most communication is done via the internet due to geography – the school district covers 585 square miles; Equity means accessibility to the same service
Los Alamos
The Broadband Consortium Pacific Coast moderated the Los Alamos forum, and panelists included community members representing the Los Alamos Senior Center, a local rancher, the school district, Farming First, and the Los Alamos Business Association.
May 10, 2022- Los Alamos Men’s Club
Affordability challenges Lack awareness of affordability programs Adoption challenges Training
Access challenges Lack of access to the internet due to lack of infrastructure; 85% low income; Lack of service on the East side of the 101 Economic Development Tourism draws down Wi-Fi access for local residents on the weekends; businesses need more infrastructure
Opportunities, Innovation &
Actions
Expanding on school fiber connection
Community members with the
biggest barriers to digital
inclusion
• Rural
• Students
Quality of life impacts Emergency response time for certain areas is very high – lack of internet/cell service can make it difficult or impossible to even request service
33 30
Orcutt
The Orcutt forum was moderated by the President of Allan Hancock Community College, and panelists included the Assistant Superintendent of educational services from Orcutt Union High School District, representatives of the OASIS senior center, and the Santa Maria Valley YMCA. The event focused on an in-depth discussion of infrastructure and the school district's challenges in reaching and serving their students. The school district serves students east of U.S. Route 101 to the coast in the west, as well as the community of Casmalia. School representatives shared plans to bus students from outlying communities to the school to complete online testing because they cannot reach them with hot spots and no other service is available.
Los Alamos is part of the Orcutt School District, so outreach summaries share similar themes.
May 18, 2022 – Lakeview Jr. High School
Affordability
challenges
Fixed/low-income areas, need to raise awareness
Adoption challenges Lack of equipment; need training
Access challenges Lack of access to the internet at home for students; Economic
Development
Opportunities,
Innovation & Actions
• Outreach opportunities
Community members
with the biggest
barriers to digital
inclusion
• Rural
• Certain Neighborhoods
• Students
• Seniors
Quality of life impacts Emergency response time for certain areas is very high – lack of internet/cell service can make it difficult to even request service
Cuyama Valley
In 2019, the Blue Sky Center, Rural Community Assistance Corporation, and the County Board of Supervisors developed a comprehensive community survey comprised of 63 questions for Cuyama Valley residents. The survey had a 42% response rate, with 143 households responding. The survey results identified broadband access as one of seven community priorities.
Key broadband results were as follows:
• 61% indicate internet access as a need.
• 23% have no internet at home, and 35% depend on cell phone data. Only 30% have high-speed internet, which is available via satellite subscription. • 52% of respondents indicated Wi-Fi/broadband as a most important need, the highest of any option listed in the survey.
The Cuyama Valley Action Plan, Appendix G, is the primary planning document for the valley. Preceding this plan were years of advocacy from within the community and by the BCPC. These combined efforts result in a planned middle-mile fiber build from Santa Maria to Maricopa in Kern County. The build 34 31
between Maricopa and New Cuyama is one of 18 priority projects in the queue for a planned build-out by the Golden State Connect Network. Included in the project is last-mile fiber to the home throughout New Cuyama.
Analysis for additional last-mile opportunities along the route should be a priority for the County as priorities are developed.
Engagement Summary
A common theme throughout each unincorporated area identified the remote geography and rugged terrain of parts of the county as a barrier to ubiquitous connectivity in the communities. If there are available connections, residents report that service is unaffordable. When affordability subsidies are applied, the quality of the connections may still not meet the 25/3 speeds originally required by the FCC.
Further analysis and design work will establish the best paths to last-mile connections for the rural and rugged regions of the county to meet 100/100Mbps.
To further assess connectivity in unincorporated areas, additional analysis needs to be completed to determine if last-mile connections are best provided by fiber or a wireless network. One of the most concerning reports revealed the difficulty or impossibility of requesting emergency services in some parts of the county due to the lack of connectivity. Many residents face affordability barriers and have transitioned to cell service only to avoid landline costs. For those utilizing satellite service in remote areas, uncertainty may be reduced, and connectivity is not guaranteed. Access is tied to the quality of life and should be a primary consideration as priorities and policies are identified regionally and locally.
Achieving digital equity in rural areas includes layers of challenges not noted in urban areas.
Unincorporated communities identified a lack of awareness of affordable programs as a challenge, and some were not sure they would be beneficial due to a lack of service options. Even if there was access, seniors and families in these areas may face cost-of-living constraints and may not have the income to purchase the necessary internet equipment.
Policy and Planning
County staff received the policy and permitting questions sent to all MOU partners, drawn from the statewide resource: Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021).
County policymakers have taken a very proactive stance on broadband deployment and were lead supporters of the strategic plan, yet are challenged by a lack of capacity within planning staff to implement best practices for broadband infrastructure deployment. Broadband connectivity is a county priority, and community data collected through BSP can be used to fill gaps as regional broadband planning efforts progress.
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Santa Barbara County
Inventory of assets Yes
Permitting authority Maybe
Installed conduit Yes
Dig Once policy No
Permit process Yes
Online process Maybe
BB priority in planning Yes
Smart city priority Maybe
Wi-Fi/Fiber interest Yes
The County's role in broadband deployment involves two strategic areas of interest. First, aligning the countywide interconnection of facilities to the broader middle-mile approach and linking anchor institutions throughout the county. Second, supporting broadband deployment in unincorporated communities missing last-mile connectivity.
Broadband Infrastructure
The County of Santa Barbara has invested in developing a regional network connecting County facilities.
To date, this network exists through purchasing lit fiber from several providers. Conversations are underway regarding forming a public-private partnership (P3) approach to receiving service and benefits.
The Northern Santa Barbara County Fiber Loop– Santa Ynez Band of Chumash Indians (Tribe) In May 2021, the Tribe completed the Broadband Strategy & Feasibility Study: Tribal Lands of Santa Ynez Band of Chumash Indians (Appendix H). This work effort supported grant applications submitted in partnership with EconAlliance. The goals of the grant include a feasibility study and cost analysis of a potential fiber loop connecting their assets. The project would also benefit the communities of northern Santa Barbara County in accessing affordable, reliable, and redundant broadband service.
The Tribe has a population of 108 tribal members and has approximately 242 residents in 100 homes on the original Reservation land. In December of 2019, the Tribe received Congressional approval for an additional 1,411.1 acres, including rights of way land into the federal trust status and is now known as "Camp 4". Up until recently, tribal broadband infrastructure had been developed to support their casino, hotel, and other enterprises. With COVID, new demands were placed on broadband and cellular infrastructure. They provided challenges for regular day-to-day education, healthcare, and business operations, including security personnel and first responders. Due to the Tribe's active participation in the region, their ability to lead broadband work efforts on the north county fiber loop feasibility project plays a significant role in countywide conversations and future work efforts.
In partnership and support by the EconAlliance, the Tribe has submitted several applications for funding for tribal infrastructure needs. In June 2022, the Tribe and EconAlliance were awarded $444,787 in federal funding from the Economic Development Administration to build a Fiber Ring Broadband Strategy and Business Plan. A portion of the award will be used to identify and assess two viable routes for the fiber loop that will address the middle-mile broadband needs of northern Santa Barbara County. 36 33
In addition to contributions to the middle-mile vision, the Tribe has developed proposals and acquired assets for last-mile fixed point-to-point and wireless, including 2.5GHz from the FCC. While this build-out is still in development, the Tribe anticipates opportunities for the entire Santa Ynez Valley to benefit from their investments and expansion. While it is unknown how far the range of this future service may cover, fiber deployment for areas outside of the Tribal lands should still be considered if there is a partnership opportunity to boost and support either the Tribe's or the County's priorities.
Vandenberg Space Force Base
With the capacity to welcome new commercial partners and support the growing mission of Space Force and other government partners, Vandenberg is ideally positioned as the West Coast hub for commercial and military space operations. Including being named as one of six candidates to host STARCOM, the Space Force's Space Training and Readiness Command, in April 2022.
Under development is a new master plan for the base and paves the path to enhancing the capabilities, infrastructure, and workforce to support a thriving space ecosystem, all of which rely on broadband infrastructure. A "mission development zone" is in development with targeted infrastructure investments to improve regional transportation and incentives to spur commercial space activity.
Vandenberg's infrastructure plans are generally closely held. However, the Commercial Space Master Plan outlines a detailed list of infrastructure opportunities that will enhance regional broadband connectivity. When the Telecommunications Infrastructure group began work in 2019, only Frontier offered internet connectivity to the base. Now, additional providers offer connectivity, but only on a limited basis over existing infrastructure, which means additional redundancy is an opportunity. The build-out of diverse communication routes and POP upgrades is a high-priority need for VSFB and potentially improve connectivity opportunities to the community of Lompoc.
This background reinforces a narrative that Vandenberg can be a critical anchor tenant for broadband infrastructure. Because of the base location, underserved communities around the base stand to strongly benefit from improvements in cross-connectivity and redundancy of internet connections to the base and the mission development zone. The opportunities Vandenberg provides to regional planning efforts are significant in ensuring redundancy and resiliency of the region's infrastructure and should be considered a strong partner as plans and priorities are developed.
Community Services Districts (CSDs)
CSDs of the county provide varied services and participate in a high-level assessment of their service areas. The following table highlights opportunities that benefit rural communities with connectivity for residents, businesses, and CSDs. None of the responding districts noted any major infrastructure improvements that would contribute to broadband infrastructure deployment. Santa Ynez CSD does have a complete and up-to-date asset and right-of-way inventory that could support broadband development in the Santa Ynez Valley. Districts that oversee water and wastewater infrastructure have assets that should be considered in conduit deployment for fiber or fixed wireless access. Fixed wireless access is an opportunity to enhance redundancy for emergency service needs, water and wastewater monitoring, and community use.
Where feasible, CSDs in the county can engage in a full asset inventory activity relating to broadband planning to locate possible routes and provide insight into the number of service connections needed for last-mile planning in unincorporated communities.
37 34
Community Services
Districts
Isla Vista CSD Los Olivos CSD Santa Ynez Vandenberg
Village
Does your CSD have a
complete and up to date
asset inventory – right of
way, easements, or others
- identified for broadband
infrastructure deployment?
No, we own none No Yes No. Lots of
information
but it’s not
complete or
up to date
If yes to the above, do you
believe it would be feasible
to use for broadband
deployment if deemed
appropriate?
N/A N/A Maybe the
sewer lines
N/A
Does your CSD have any
major infrastructure
projects planned within the
next 5-10 years in your
service territory that would
allow for the installation of
empty conduit for future
fiber installation?
No Assuming a Prop
218 vote that
moves our
wastewater
treatment efforts
forward is
approved by
voters, yes.
No No
Does your CSD have a ‘dig
once’ or ‘open trench’
policy/ordinance?
N/A No No No
Does your agency have any
permitting authority for
infrastructure
improvements within your
service area?
No Yes, but limited Yes Yes
If yes, what type of
improvements are typically
requested?
N/A As a fledgling
CSD our efforts
are only around
wastewater
treatment
powers we have
from LAFCO
Sewer lines Water and
sewer
Who provides your
internet service for any of
your systems monitoring?
COX
Communications
We currently do
not have any
systems
? Comcast
Business
Are you aware of whether
there would be community
support for community Wi-
Fi access?
Yes – 100% Not aware of
any. Perhaps the
businesses
downtown
would be, but
that is the extent
of it.
No No
38 35
Key Opportunities and Priorities (in Alignment with Broadband for All) The Santa Barbara County should consider the following actions:
1. Access (Capacity & Connectivity)
a. Based on data from the community forums and speed testing, the County should consider all options for last-mile infrastructure planning for rural communities to receive 100/100Mbps service.
b. Connecting anchor institutions throughout the region should remain a priority as it can support other community fiber and Wi-Fi options.
c. Engage with the Chumash Tribe and VSFB to identify partnership opportunities. d. Engage with RCRC and the Golden State Connect Authority network conversations to ensure local connections are identified as the network is in development.
2. Affordability & Adoption
a. Support training opportunities in rural communities; plan regionally and implement through community partners able to do the work.
b. Work with the Digital Equity Coalition to meet the needs of rural communities. c. Support county social services departments in joining Digital Equity Coalition work efforts and identify grant funding opportunities and community partnerships to increase capacity. Assist with adoption-related data collection in partnership with the Santa Barbara Foundation and the Digital Equity Coalition.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
b. Engage with the Tribe to assess partnership and coordination opportunities for the Golden State Connect Network and last-mile planning and implementation. c. Engage with VSFB to assess partnerships and coordination opportunities for Golden State Connect Network, anchor institution connectivity, and last-mile planning and implementation.
d. Seek grant funding to build the capacity of County staff to participate in regional work efforts and bolster funding for SBCAG.
e. Review permit application process and evaluate opportunities for centralized work efforts with SBCAG.
f. In partnership with SBCAG, meet with service providers to determine opportunities to expand last-mile through public/private partnerships and support private sector grant applications for funding to serve rural areas.
g. Engage with community services districts to assess opportunities such as anchor institutions, conduit deployment, and hosting community Wi-Fi.
Buellton: Broadband Community Profile
The City of Buellton is poised to play a crucial role in the evolving development of broadband infrastructure. Situated along major arterials that already have fiber infrastructure or where fiber is planned via the Golden State Connect Network, Buellton must take the opportunity to either directly engage or partner regionally to ensure the community's needs are considered. While not imminently poised to develop smart city planning, careful consideration and conversation must evolve to meet the community's future needs.
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Community Overview
City of
Buellton
Population
Size (2020
Census)
Median Age
(2020
Census)
Geographic
Footprint Major Industries
5161 40.8 1.58 sq mi
Manufacturing,
Accommodation and Food
Services, Retail, Wholesalers
Demographic data from U.S. Census Community Snapshot, accessed September 2022 Buellton is located at the intersections of State Route 246 and U.S. Highway 101 in the Santa Ynez Valley, ideal positioning for broadband infrastructure along two major thoroughfares. Several hotels and restaurants serve as a vacation homebase for tourists visiting the greater Santa Ynez Valley area and Santa Barbara County coast. Buellton is a direct conduit connecting U.S. Highway 101 to Lompoc, Vandenberg Air Force Base, and Vandenberg Village along State Highway 246.
Buellton is the second-largest city in the Santa Ynez Valley, with a population of 5,161. The average annual income is $105,694. While a strong entrepreneurial spirit contributes jobs to the local economy, a significant proportion of the community commutes to Santa Barbara and Santa Maria for higher- paying jobs. Major industries providing jobs within Buellton represent the cross-section of agriculture, industry, and tourism in the heart of Santa Barbara County. Manufacturing leads in job creation, with industrial districts housing approximately 50 light-industry facilities. The Hospitality and Retail industries serve locals and visitors alike with a mixture of small family-owned businesses (some multi-generational) and large national chains. Wholesalers round up the major job creators in Buellton, ranging from wine and beer to construction materials and agriculture supply chain materials.
Only 1.8% of the population is considered to be living at or below the poverty line. Of all households in Buellton, 24% are eligible for the Affordable Connectivity Program (ACP) to reduce the costs of internet plans and provide discounted access to a device. Of the eligible households, only 9% are enrolled in ACP, leaving a significant population that may benefit from the program to relieve an unnecessary added cost burden (Geographical Information Center, Chico State Enterprises, accessed August 2022).
The Buellton Union School District has two elementary schools serving the Buellton area: Jonata Middle School and Oak Valley Elementary School. The school district recently decided to add pre-K to align with California state initiatives and also offers programs for English language learners, after-school programs and activities, and a free summer meal program for children. Approximately 25% of households in Buellton speak a language other than English in the home, and the school district offers materials in English and Spanish to connect and communicate with families. The Santa Ynez Valley Joint Union High School serves all five local communities and is located six miles east of Buellton. Zaca Center is a preschool and after-school daycare center for children operated by the County of Santa Barbara.
Medical care is available in Buellton and Solvang, connected directly through Route 246. The Buellton Medical Clinic takes both appointments and Urgent Care walk-ins. American Medical Response ambulance service operates out of Buellton with easy access to the U.S. 101 freeway and local communities. These facilities all rely on systems for patient care that require high-speed internet and strong infrastructure to function, especially during emergencies. 40 37
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in Buellton is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the city in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county.
Comcast and Frontier are the major internet service providers serving the community. Although the CPUC data report high broadband availability, Buellton community members indicate that the actual bandwidth received is low.
Broadband service availability in the City of Buellton
Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the Buellton.
41 38
Speed Test results across the City of Buellton
Response rates to the crowdsourced data collection were low, and data collected via the speed test showed that none of the test takers met the 100/100mbps; 8 of the 20 tests taken were able to download at speeds over 100 Mbps and upload speeds were significantly slower. Poor test results could be due to the time of day the test was taken and the equipment connecting to the internet.
Community Stakeholders Needs Assessment
A public forum was held on May 19, 2022, at Oak Valley Elementary School to discuss and understand the broadband status in Buellton. The central themes identified access and adoption as the primary gaps in achieving digital equity and inclusion for the community.
Panelists for the May public forum included the Superintendent of the Buellton Unified School District, the CEO of the Buellton Chamber of Commerce, the Executive Director of the Senior Center, and the CEO of the United Boys and Girls Club. The table summarizes the discussion points arising from questions posed to the panel by the moderator and community discussion.
Public Forum Summary – event held May 19, 2022 Oak Valley Elementary School Affordability
challenges
Qualified community members don’t use affordability programs because the bandwidth was too low to make it a benefit even if they did sign up Adoption
challenges
Need more training opportunities; Need devices; Need trusted agents to assist with training
Access
challenges
Lack of home access; families driving to library for Wi-Fi for school access; 55% of the students are on free and reduced lunch
Economic
Development
Important for hospitality industry and businesses serving the industry; The ways of doing business have changed and require more bandwidth.
Opportunities,
Innovation &
Actions
• Club houses where the senior population lives and therefore training could be centralized
• San Jose municipal broadband on streetlights for students Community
members with
the biggest
barriers to
digital
inclusion
• Seniors - training
• 27 families were never able to connect during the pandemic for school 42 39
Quality of life
impacts
Isolation for seniors and/or victims of domestic abuse
Reliability of service to the community was identified as a need, and the leadership and advocacy of the school district will prove to be a reliable partner should the city choose to develop and broaden community connectivity through an open-access Wi-Fi network.
Economic development considerations were essential to the public forum conversation. It was noted that reliable connectivity plays a significant role in the city's ability to attract and retain businesses. The four top industries of Buellton all rely on the internet to maintain or grow their businesses; these industries likely have a client base outside of the area and therefore need reliable service. Retail businesses within the community serve local customers and visitors and need their point-of-sale equipment to stay online. The delay factor may be significant for businesses that rely on the system for day-to-day operations.
The school district did an outstanding job connecting their students to devices and hotspots during the COVID -19 pandemic. Even with their great work, students were in the library parking lot during the day accessing the library Wi-Fi system to do schoolwork; 27 families could never connect. While this may not seem significant based on the overall population, this anecdote does not account for senior citizens or others who were unable to connect during the pandemic but did not have a support network like the school to document their need.
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Buellton to improve redundancy and resiliency.
Analysis shows broadband has only recently become a priority for City Council. The city plans to take the step to add broadband considerations to the General Plan within the next year, building a baseline for support and future planning efforts. Policy considerations such as a Dig Once policy and placing conduit in the ground with every excavation are opportunities of interest as next steps.
Buellton
Inventory of assets No
Permitting authority No
Installed conduit No
Dig Once policy In process
Permit process In process
Online process No
BB priority in planning In planning
Smart city priority No
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
While the City does not envision itself in the role of ISP or even managing fiber agreements, staff intends to engage to the extent necessary to establish and manage public assets in areas where industry 43 40
participation does not pencil out. The primary focus of infrastructure planning targets the lack of home access to mitigate the need for families to drive to the library to access Wi-Fi for schoolwork. The community has expressed interest in an initiative to create a community Wi-Fi system. High-priority areas for investment include the district of aging motels along Route 246 and the northern area of the city, in lower-income neighborhoods, and along the main arteries Central Ave, McMurray, and Avenue of the Flags.
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Buellton should consider partnering with neighboring communities, the County, and the private sector to achieve Broadband for All. Based on the lack of staffing capacity and infrastructure, the City of Buellton should consider the following actions and prioritize policy considerations:
1) Access (Capacity & Connectivity)
a) Proactively work with the school district to determine the feasibility of an open-access network.
b) Proactively work with the private sector to determine the feasibility of a public/private partnership to increase access for the business community through grant funding. 2) Affordability & Adoption
a) Community feedback identified barriers for students and seniors in broadband adoption. While telehealth was not directly addressed, it is an area of opportunity and should be considered when prioritizing future planning efforts. b) Assist with promoting the Affordable Connectivity Program via community partners, including the Chamber of Commerce, the senior center, and the library. 3) Requirements for Redundancy & Resiliency
a) Continue to partner with SBCAG as the regional lead on broadband planning. b) Focus on policy development that reduces the barrier to broadband deployment, including General Plan updates and analysis of smart city infrastructure c) Meet with major service providers and discuss barriers and necessary steps to reduce barriers.
Carpinteria: Broadband Community Profile
The City of Carpinteria has determined that broadband is a priority, so the first action would be to develop an inventory of assets. While availability may be high for much of the community, it was reported during the community outreach that affordability is a barrier to accessing the internet.
Therefore, community Wi-Fi would benefit Carpinteria residents and be a significant first step toward digital inclusion. It will be important for the city to seek partnerships to address access and adoption and work with ISPs, CBOs, and residents to determine a path forward to ensure a best-case scenario.
Second, working towards smart city planning initiatives and solidifying relationships with neighboring communities for seamless transitions will support future redundancy and resiliency of broadband infrastructure.
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Community Overview
City of
Carpinteria
Population Size
(2020 Census)
Median Age
(2020
Census)
Geographic
Footprint Major Industries
13264 41.1 9.27 sq mi
Manufacturing; Retail; Professional,
Scientific and Technical Services;
Accommodation and Food Services
Demographic data from U.S. Census Community Snapshot, accessed September 2022 Carpinteria is located on the south coast of Santa Barbara County, covering a land area of 2.6 square miles, and an ocean area of 4.7 square miles, for a total of 7.3 square miles. Elevation ranges from sea level to 700 feet above sea level.
Carpinteria was incorporated on September 28, 1965. It is a general law city, with an elected five- member City Council and a City Manager appointed by the Council. Five local citizens elected for four- year overlapping terms form the Carpinteria City Council. The mayor and vice-Mayor are selected by the Council from among the membership and customarily serve two-year terms. City departments include General Government, Administrative Services, Community Development, Public Works, and Parks & Recreation.
The Carpinteria Unified School District administers seven schools in Carpinteria and one in Summerland.
Elementary Schools include Aliso, Canalino, Family School, and Summerland School. Carpinteria Middle School, Carpinteria High School, Rincon High School (a continuation school), Foothill High School (an alternative school), and Cate School (a private high school) form the options for secondary schools.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in Carpinteria is high. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Carpinteria in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county.
Community reports from Carpinteria indicate that the cost of broadband service is too high, which impacts the service's adoption. In addition, a lack of awareness of affordability programs within the community was identified.
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Broadband service availability in City of Carpinteria
Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Carpinteria.
Speed Test results across the City of Carpinteria
The number of speed tests taken in and around the community shows access to broadband services. Of the speed tests collected, 20% of the download speeds exceeded 100Mbps, and all the upload speeds registered under 40Mbps. However, knowing that devices and time of day can contribute to slower speeds, it is uncertain whether connectivity could meet the 100/100Mbp Broadband for All targets. 46 43
Community Stakeholders Needs Assessment
The June 2022 public forum was held in the Carpinteria Children's Project auditorium and moderated by Supervisor Das Williams. Based on all the data collected, affordability and access appear to be the most significant barriers to broadband adoption for some Carpinteria community members.
Panelists for the event included the executive director for the Children's Project, the Carpinteria Unified School District's technical director, and a local Zumaya group representative. The table below summarizes the themes that emerged from the comments of the panelists and the conversation that followed.
Public Forum Summary -event held on June 1 at the Carpinteria Children’s Project Affordability challenges Cost of service is too high; Lack of awareness of affordability programs
Adoption challenges Multiple families in homes and inability to access service per individual or family; Lack of awareness of programs; Need training
Access challenges Gap is caused by lack of access to modern technology; Need training; 65% of students qualify for reduced or free lunches Economic Development
Opportunities, Innovation &
Actions
• School district put Wi-Fi on busses/vans so students could access the internet
• Partnerships with providers
• Connect to Compete
• Digital Navigators and workshops
• Outreach opportunities
• Promotores
Community members with the
biggest barriers to digital
inclusion
• Low-income neighborhoods
Quality of life impacts Everything relies on the internet, so connectivity is required for quality of life
Internet service is available in Carpinteria, yet the community states there is a need for affordable access. During the pandemic, the school district found it necessary to station Wi-Fi service in specific neighborhoods to ensure connectivity.
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders, (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed informed key opportunities and priorities for the City of Carpinteria to improve redundancy and resiliency. 47 44
Analysis shows key areas where Carpinteria can incorporate updated policies to accelerate broadband infrastructure development, including community Wi-Fi. The city's General Plan calls out broadband infrastructure as a priority, and therefore a comprehensive list of easements and rights-of-way should be developed to enhance future work efforts. An open trench work policy is a good start. Further analysis should be done to determine how it aligns with the placing of conduit and if further action needs to be taken to accelerate broadband deployment.
While smart city planning has not been identified in planning documents, it should become an essential piece of future policy and planning conversations and updates. Based on the location of the city and proximity to urban and unincorporated areas, they can play a crucial role in anchor institution connectivity and the more extensive network when there are future interface opportunities, specifically transportation.
Carpinteria
Inventory of assets Some
Permitting authority Yes
Installed conduit No
Dig Once policy No
Permit process Yes
Online process Yes
BB priority in planning Yes
Smart city priority No
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
The city's broadband journey began with its investment in the SBCAG-led initiative to develop a regional strategy. The city does not intend to develop any level of broadband competency, capability, or staff support. Primary focus areas are the development of capacity in portions of the community with specific needs, which include mobile home parks and multifamily dwellings. The city does not currently provide community Wi-Fi.
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Carpinteria should consider the following actions:
1) Access (Capacity & Connectivity)
a) Continue development and availability of community Wi-Fi maintained by the City or in partnership with education and community centers. b) Seek grant funding to increase staffing capacity within City departments to work on broadband priorities.
2) Affordability & Adoption
a) A community Wi-Fi system would benefit those unable to connect due to cost. b) Support partnerships with the Digital Equity Coalition to expand awareness of the Affordable Connectivity Program.
3) Requirements for Redundancy & Resiliency
a) Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation. 48 45
b) Consolidate and create a complete asset inventory that could be utilized for broadband infrastructure deployment.
c) Prioritize smart city planning in the General Plan and develop necessary and corresponding policies.
Goleta: Broadband Community Profile
There are gaps in internet service for some of the community, but current major carriers plan to address the needs. Goleta has the opportunity to achieve smart city status and should consider installing conduit alongside any near-term and future city-led infrastructure projects. The overall footprint and proximity to neighboring communities benefit smart city planning, enabling them to connect regionally. In addition, the already-present high-tech industry could grow and expand with an increase in fiber infrastructure while also ensuring the surrounding community can connect.
Community Overview
Municipality
Population
Size
Median
Age
Geographic
Footprint Major Industries
Goleta 32690 35.6 7.9 sq mi
Manufacturing; Retail; Health Care and
Social Services; Information
Demographic data from U.S. Census Community Snapshot, accessed September 2022 The City of Goleta was incorporated in 2002, marking its 20th anniversary in 2022. The city's eight square miles are nestled between the Santa Ynez Mountains and the Pacific Ocean, home to, among others, staff and faculty of the nearby University of California, Santa Barbara, and employees of a broad range of large companies headquartered within the city limits. Goleta's natural assets are a draw for families and businesses, including approximately 550 acres of city parks and open space, including nine neighborhood parks, five community parks, eight neighborhood open spaces, six regional open spaces, one community center, and three mini-parks. The Goleta Train Depot is a passenger rail station served by Amtrak, connecting coastal train travel through the city. Another critical regional travel hub, the Santa Barbara Airport, is located within the City of Santa Barbara's jurisdiction adjacent to the City of Goleta.
More than 32,000 people live in Goleta, and many more commute to work within the city limits. The city hosts a thriving entrepreneurial business community. For a relatively small city, there is a well- established contingency of large, well-known companies that have made Goleta their headquarters, and new entrepreneurs are popping up each year. Manufacturing is an important industry feeding the Goleta job market and offering a range of employment opportunities across socioeconomic and educational backgrounds. The retail industry is another important job-producing sector, which positions successful homegrown shops alongside larger national retailers in one of the multiple shopping districts that serve students, homeowners, and renters across the community. The health care and social services industry includes Cottage Hospital sites, Sansum Goleta Family Medicine, administrative offices, and several specialized private practices. Finally, the information and communications sector in Goleta represents the many technology firms that have settled in Goleta since before its inception. The city continues to attract more interest from this industry.
49 46
Equalitech, a local non-profit, has served residents for over five years and provided no-cost computer access and digital literacy programming through the pandemic. Equalitech is an official proctor of the NorthStar Digital Literacy program and demonstrated the need for improved connectivity and adoption, particularly in Spanish-speaking communities, by creating partnerships with local promotoras and educational organizations to improve opportunities through digital access. The median household income in Goleta is $98,035. Yet, 43% of households are eligible for the Affordable Connectivity Program (ACP), a benefit for low-income households identified by federal program standards. Only 13% of eligible households are enrolled in an ACP program, leaving an affordability gap to fill in efforts to narrow the digital divide (Geographical Information Center, Chico State Enterprises, accessed August 2022).
One-fifth of the population of Goleta are children under 18, and the city posts the second lowest child poverty rate in the county at 9.3%, significantly lower than statewide and countywide averages. Over one-third of residents, 34% (ages 18 and older) and 37% (ages 5-17), speak a language other than English in the home. The school district reflects the multilingual realities of students' families providing dual language immersion programs, bilingual support services, and a website using Google translate to adapt text into five different languages. Children attend one of the schools in either the Goleta Union School District (Transitional Kindergarten – 8th grade) or the Santa Barbara Unified School District (high school). The school district provides Chromebooks and hotspots as needed to the student community, along with technical support services in English and Spanish.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Goleta is high. The map displayed below was created using the public CPUC information using the GIS Portal Map (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Goleta in green, indicating that 25/3 Mbps service is accessible in the area. However, significant portions of the city are colored red, identifying unserved areas.
COX Communications and Frontier are the major service providers for the city. Although the CPUC data report a high broadband availability, the community identified service reliability as a need. 50 47
Broadband availability in the City of Goleta
Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Goleta.
Speed Test results across the City of Goleta
The speed tests performed in Goleta showed speeds ranging from very slow downloads and upload speeds to having a nearby neighbor with download speeds of over 100Mbps. A speed test posted by the Goleta Valley Cottage Hospital network showed a download speed of 844Mbps and an upload speed of 328Mbps.
Community Stakeholders Needs Assessment
51 48
A public forum was held in Goleta on May 16 in the Goleta City Council Chambers and moderated by Supervisor Joan Hartmann. Based on the meetings and conversations and the data collected, Goleta's barrier to Broadband for All appears to be affordability and adoption for families, retirees, students, and the workforce as the cost of living continues to rise.
Panelists included the founder of Equalitech, property development and management professionals, the Executive Director of Isla Vista Youth Programs, the Assistant Superintendent of Goleta Union School District, the COO/CFO of Santa Barbara Neighborhood Clinics, and the President/CEO of the South Coast Chamber of Commerce. The table summarizes the discussion points arising from questions posed to the panel by the moderator and the community discussion.
Public Form Summary – event held May 16, 2022, Goleta City Council Chamber Affordability
challenges
Cost of living is going up so internet may not be the priority Adoption challenges Internet safety for children
Access challenges Lack of home access to the internet for some Economic
Development
Need reliable connectivity for services to clients, patients, POS systems; A hub of technology that thrives on a business core with good connectivity Opportunities,
Innovation & Actions
• Equalitech
• NorthStar Digital Literacy
Community members
with the biggest
barriers to digital
inclusion
• Some parents
• Seniors
• Students
• Multilingual community members
Quality of life impacts Unable to connect or know how to use the internet; lack of devices – ‘left out’ and missed opportunities; Reassurance that medical devices will stay connected
In the public forum, two community members stated that access was challenging and unreliable. Based on conversations with the public sector and the major ISP, the community is covered in accessible internet service.
Results from the 93111 and 93117 zip codes were included in needs assessment reporting. Of the 145 participants that answered the question of access in the survey, all but one said they had internet access at home. In the public forum, two community members stated that access was challenging and unreliable. Based on conversations with the public sector and the major ISPs, the community is covered in accessible internet service.
Based on the meetings and conversations and the data collected, Goleta's barrier to Broadband for All appears to be affordability and adoption for their families, retirees, students, and workforce as the cost of living continues to rise.
52 49
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Goleta to improve redundancy and resiliency.
Analysis shows Goleta is a contract city in that it has no intention to develop broadband as a utility.
However, based on conversations with city staff, public money may be used to establish infrastructure and asset ownership. Whenever the development of new capacity is concerned, the city will seek a revenue model (sources) to maintain staff and ensure their access to ongoing professional development in this area year after year.
Goleta
Inventory of assets No
Permitting authority Yes
Installed conduit No
Dig Once policy No
Permit process Yes
Online process Yes
BB priority in planning No
Smart city priority No
Wi-Fi/Fiber interest Possibly
Broadband Infrastructure
With City ownership of the 1,464 local streetlights, Goleta is well-positioned to serve as a pilot for smart city technology. From a connectivity standpoint, the town is complete. The "Old Town" area is a specific area of interest where considerable planning and investment occur. A phased approach to planning starts with community Wi-Fi in strategic public areas (Phase 1), the development of a roadmap and grid of city assets (Phase 2 - community network connecting anchors), and leads to the deployment of smart city technologies (Phase 3).
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Goleta should consider the following actions:
1. Access (Capacity & Connectivity)
a. As per conversations with city staff, develop community Wi-Fi in the Camino/Calle Real corridor that meets 100/100Mbps.
b. Lead the conversation exploring partnership opportunities with anchor institutions and neighboring communities in smart city planning and what sort of accessible network would be required for a smart city network.
2. Affordability & Adoption
a. Ensure capacity to operate and maintain a 24/7 community Wi-Fi system through grant funding, private partnerships, or both.
53 50
b. Partner with the Digital Equity Coalition to ensure affordability and adoption for the community is on track to meet 2026 targets.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
b. Consider developing a smart city strategy to draw the link from current and targeted businesses.
c. Identify and support catalyst projects that benefit from smart city planning. d. Meet with major providers to discuss public/partnership opportunities and assess whether the installation of city-owned conduit could rapidly move Goleta forward in smart city planning.
e. Prioritize infrastructure planning and necessary policies to reduce the barrier to fiber infrastructure deployment.
Guadalupe: Broadband Community Profile
What makes Guadalupe unique is the engagement and buy-in of civic organizations like the Guadalupe Business Association, Los Amigos de Guadalupe, Guadalupe Community Changers, and their grassroots community spirit. The community is well positioned to serve as a pilot and model for bridging their digital divide and increasing digital equity. While some data shows the community has access to the internet, the community reports say they are not, and there is work to do. The school district significantly upgraded its wiring during the pandemic to increase its ability to provide service to the hotspots they deployed. The district is poised now as a true anchor institution, and it will be important in the near term to explore other opportunities in the planning and development of a reliable and redundant network that meets the needs of the greater community and bolsters its resilience. Timing is essential as new developments are underway and the area within the city continues to grow.
Community Overview
Municipality
Population
Size
Median
Age
Geographic
Footprint Major Industries
Guadalupe 8057 27.6 1.39 sq mi
Agriculture, Fishing and
Hunting; Education;
Wholesalers; Retail
Demographic data from U.S. Census Community Snapshot, accessed September 2022 Geographic significance to broadband infrastructure are arterials that enable the state's middle-mile connectivity resulting in last-mile opportunities. The City of Guadalupe sits in the northwestern corner of Santa Barbara County, forming a crossroads between the Pacific Coast Highway CA-1 and CA-166. The city hosts an Amtrak station providing a passenger line stop near the junction of the Union Pacific Railroad and the Short Line Santa Maria Valley Railroad, which serves primarily commercial freight transportation. Aside from the transport lines through the city, Guadalupe is largely rural, sitting among some of the most productive agricultural lands in the state and next to the National Natural Landmark Guadalupe-Nipomo Dunes Preserve. Guadalupe also boasts a theater that has been recently added to the National Historic Register and has plans for renovation, which would include a three-story campus 54 51
for support and regional education in the performing arts, emphasizing the need for high-capacity broadband connectivity.
Guadalupe is home to many agricultural workers, and the dominant industries providing jobs in the city include agriculture, education, wholesalers, and retail. In agriculture, employers have identified a growing reliance on technology to communicate, requiring employees to advance their digital literacy skills. The local school district is a significant employer in the education sector, serving students from preschool through 8th grade at the Guadalupe Union School District, after which students attend a high school in a nearby district. Neighboring Santa Maria provides additional opportunities in education through employment with Allan Hancock College, Santa Barbara Business College, and the pre-K – 12 districts serving the area. The wholesale market is made up predominately of agriculture-related products, from seeds to the distribution of produce. Small businesses owned by local entrepreneurs and their families comprise the retail sector. Within the corridor of the city, where there are food services and light industrial manufacturing businesses, there are opportunities to enhance and grow those businesses when they have better broadband access, as the Guadalupe Business Association notes that connectivity is lacking.
The city has an overall population of 8,057, with nearly 80% speaking a language other than English in the home. Over a third of the population are children under 18, and according to the most recent U.S.
Census, 38% live below the poverty line. The median age is 27.6 reflecting the youngest average age among Santa Barbara County's municipalities. Guadalupe Union School District reported that during the COVID-19 pandemic, parents could attend school conferences and engage with educators in higher numbers because communication transitioned online, and they could use their cell phones to attend meetings. Of all households in Guadalupe, 47% are eligible for the Affordable Connectivity Program (ACP), and 46% of those eligible are enrolled (Geographical Information Center, Chico State Enterprises, accessed August 2022). Compared to countywide statistics, this is a significantly high number of enrollments in a benefits program designed to improve access to broadband through affordable plans and low-cost devices.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in Guadalupe is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Guadalupe in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the county.
Regarding ISP presence, Frontier and Charter are the incumbent broadband providers in Guadalupe.
While there is a belief that the community has broadband connectivity opportunities, affordability and adoption appear to be the primary issues.
55 52
Broadband availability in City of Guadalupe
Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Guadalupe.
Speed Test results across the City of Guadalupe
Speed test results did not reflect what was reported by the community during the outreach forums.
During the pandemic, the school district deployed 500 hot spots; the business community representative reported slow speeds or difficulty accessing service, and the city reported a desire for more infrastructure. Of the 49 tests, speeds ranged from very slow to over 250mbps. Upload speeds ranged from very slow to over 250mbps.
56 53
What made this data challenging to understand was that most of the test takers were using a California State University connection and not the local primary carriers. Infrastructure within or around Guadalupe provides 100/100Mbps service, which may not be accessible in some community areas.
Community members reported that there is some infrastructure, but it does not serve all areas of the community. Regardless of the infrastructure potentially available, the primary reasons that residents are reporting not being connected are due to affordability issues and a lack of devices.
Regardless of the infrastructure conversation, access and adoption are barriers to Guadalupe bridging the digital divide.
Community Stakeholders Needs Assessment
Two public forums were held in Guadalupe. Supervisor Lavagnino moderated the first forum.
Participants included the Mayor of Guadalupe, the President of the Guadalupe Business Association, the director of the Family Services Agency, the Superintendent of Guadalupe Union School District, a co- executive director of Los Amigos de Guadalupe and the director of information services from the Community Health Centers of the Central Coast. The second forum was intended to be held in Spanish.
It included the President of the Guadalupe Business Association, the director of the Family Services Agency, a co-executive director of Los Amigos de Guadalupe, and the lead educator from the local People's Self-Help Housing. The table summarized the comments of the panelists and the conversations that followed.
Public Forum Summaries – events held on May 4 and May 11 at City Hall Affordability
challenges
Lack of awareness of affordability programs; Some programs are too restrictive; Unable to access affordability programs due to previous tenants or multiple individuals/families sharing a home
Adoption challenges Need access to training and devices; Requires trusted agents to do outreach and help with devices and training
Access challenges Need reliable access – 500 hot spots deployed for students; School had to rewire school to increase access; Community members need access to devices
Economic
Development
Guadalupe Business Association has 40 members advocating for better connectivity; business expansion needs more access to infrastructure Opportunities,
Innovation & Actions
Partner with Family Services Agency and Little House for outreach Community members
with the biggest
barriers to digital
inclusion
• Students – access to educational resources
• Ag-workers – transition to digital communication requires training Quality of life impacts
It was also reported that within the agricultural workforce, there is a growing demand by employers for employees to be able to access scheduling and other information via the internet. Mostly, they are using phones to access the necessary information. In addition, employers in the education sector have identified parents' growing reliance on technology to communicate with their children's teachers. 57 54
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders, (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Guadalupe to improve redundancy and resiliency.
Conversations with community leaders suggest an interest in developing infrastructure and policies to improve broadband access. With regional support, the city can build a strong foundation of efficient and effective policy and planning strategies to reach broadband goals.
Guadalupe is unique in the level of local engagement, and buy-in of civic organizations like the Guadalupe Business Association, Los Amigos de Guadalupe, Guadalupe Community Changers, and others as the conversation regarding affordability and adoption continues. Advocating for community Wi-Fi that would serve the unserved and underserved should be a priority for the local coalition.
Guadalupe
Inventory of assets No
Permitting authority Sometimes
Installed conduit No
Dig Once policy No
Permit process Yes
Online process Yes
BB priority in planning In process
Smart city priority No
Wi-Fi/Fiber interest No
Broadband Infrastructure
In the development of Pasadera, there appear to be conduits and junction boxes available to support Fiber-to-the-Home. Charter Communications has shared with the city its fiber footprint:
58 55
Figure 1 City of Guadalupe - Charter Communications Fiber In recent years, the city has undertaken initiatives to provide community Wi-Fi access in public places, including recreation centers, libraries, and the senior center. The Leroy Park initiative recently included $39,000 of ARPA funding for updates.
The City of Guadalupe does not currently have a complete and up-to-date asset inventory; rights-of-way, easements, and other broadband infrastructure deployment information and mapping are on the City’s project list. Potential infrastructure components are already in place, and the viability of their structural integrity remains to be validated.
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Figure 2 City of Guadalupe - Caltrans Projects
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Guadalupe should consider the following actions:
1. Access (Capacity & Connectivity)
a. Proactively work with the school district to determine any partnership opportunities either together or with the private sector.
b. Assist in identifying residences that are unable to connect to internet service and develop an inventory of buildings not up to current standards as a tracker for future funding opportunities or ordinance development.
2. Affordability & Adoption
a. Community feedback identified barriers such as lack of equipment, limited knowledge of affordability programs, and technology training. It is essential to foster partnerships that will overcome the barriers.
b. Support deployment of the Affordable Connectivity Program c. Continue to engage with the community and support local work efforts and the work of the Digital Equity Coalition.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
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b. Continue to partner with SBCAG as the regional lead on broadband planning to support staffing capacity.
c. Focus on policy development that reduces the barriers to fiber broadband deployment, including General Plan update alignments
d. Meet with the major local service providers and gain a clear understanding of the infrastructure available and determine what is needed for redundancy and resiliency e. Continue to engage with and track conversations and updates by the Golden State Connect network.
Lompoc: Broadband Community Profile
As Lompoc makes decisions on broadband infrastructure and planning, consideration must be given to the significant number of anchor institutions and the opportunity to build a safety net for the community. Internet is available, yet the community's low-income residents and some business sectors are challenged with a lack of affordable access. Economic development considerations connected to broadband infrastructure need to be explored. With the growing focus on Vandenberg Space Force Base, Lompoc should not be overlooked as an asset providing housing, a workforce, and services to the future private spaceport. Internet access and digital equity and inclusion initiatives are important to track to support workforce development.
Community Overview
Municipality
Population
Size
Median
Age
Geographic
Footprint Major Industries
Lompoc 44444 33.4 11.62 sq mi
Health Care and Social
Services; Education; Public
Administration; Retail
Demographic data from U.S. Census Community Snapshot, accessed September 2022 The City of Lompoc is nestled in the Santa Rita Hills, nearly equidistant to the city of Santa Barbara in the south and San Luis Obispo in the north. It is situated near the center of California's coast along the Pacific Coast Highway, California Highway 1, and has major arteries running through the city, including Highway 1 and Highway 246. A map of the city is available at 636657284447470000 (cityoflompoc.com).
A map of the region is posted at 636657284445330000 (cityoflompoc.com) The City of Lompoc was founded as a town in 1874 and incorporated as a city on August 13, 1888.
Before the city's establishment, the construction of the La Purisima Mission in 1787 marked the earliest European settlement in the Lompoc Valley. Growth in the Lompoc Valley was sparked by the 1901 completion of the coastal railroad between San Francisco and Los Angeles, which included the extension of a spur into Lompoc. The Lompoc Valley is home to Vandenberg Space Force Base, the first missile base of the United States Air Force. Today, the city is a travel destination known for its downtown mural program, local wines and acclaimed cuisine, historic landmarks, parks, and nearby beaches.
This city profile provides complete information on the city and its services: 636657286079970000 (cityoflompoc.com). The presence of community Wi-Fi networks at local libraries and public spaces 61 58
is of major significance to Broadband for All goals.
Lompoc is home to 44,444 residents, and approximately 44% speak a language other than English at home, indicating a strong need for multilingual resources to support the local community. Lompoc has the second-highest proportion of children as residents compared to other municipalities across the county; 27.8% of local community members are children under 18 and attend one of the schools in the Lompoc Unified School District. The largest job-contributing industry in the city is Health Care and Social Services. Major health centers within the city limits, Lompoc Valley Medical Center and Lompoc Health Center, and additional private providers run small businesses to serve the community. Education is the second-largest industry in the city in terms of jobs provided due to the presence of the Lompoc Adult Education Center and Allan Hancock College campuses, in addition to the local pre-K – 12 school district.
Public Administration is the third-largest industry in Lompoc, with city staff serving the municipality and offices serving County departments housed within the city limits. Significantly, the Education and Public Administration sectors offer compelling benefits packages, including retirement planning and health plans. The fourth largest sector is Retail, comprised of small businesses and large nationwide chains serving the local community's needs.
The average household income is approximately $57,700, about $20,000 below the countywide average household income. Over a quarter of all children under 18 live below the poverty line (27%), and of the total population, 17% of residents are part of this designated underserved group. Over one-third of Lompoc residents are eligible for the Affordable Connectivity Program (ACP), 36% of total households.
Of all the eligible households, 30% are enrolled with ACP and eligible for a reduced-price or free internet plan at minimum designated speeds (Geographical Information Center, Chico State Enterprises, accessed August 2022). The enrollment rate is on par with several North County zip codes and surpasses enrollment rates in the south county; however, increased enrollment rates would serve a significant portion of Lompoc residents. Current efforts aligned with initiatives at Partners in Education, Allan Hancock College, and the Department of Social Services may continue to improve enrollment rates.
Data collection efforts in Lompoc sourced city personnel, local business leaders, local non-profit leaders, education leaders, and community members, providing a clear picture of the current status of broadband efforts and revealing opportunities for future planning.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Lompoc is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Lompoc in green, indicating that 25/3 Mbps Service is accessible. 62 59
Broadband service availability in the City of Lompoc
Speed Test Results
The graphics below detail the distribution of the internet speed according to data collected from speed tests in the City of Lompoc.
Speed Test results across the City of Lompoc
Based on the 76 speed tests taken in the city and analyzing for 100/100Mbps, very few of the tests achieved this result, although some participants had excellent download and upload speeds.
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Community Stakeholders Needs Assessment
The May 2022 public forum held in the city was moderated by the President of the local American Association of University Women (AAUW). The panelists included the deputy superintendent of the Lompoc Unified School District, the local YMCA Executive Director, and a Lompoc librarian. The primary themes of the conversation were a lack of awareness of affordability programs, internet access, and safety.
There is a need for additional equipment and training resources within the community and access to a community Wi-Fi system. The library reported that their hot spot and computer checkout is a valuable program specifically for job seekers and others who lack connectivity. The school district had a challenging time connecting the students during COVID and, through a unique partnership with an energy company, was able to deploy hotspots throughout the city to ensure student access.
Public Forum Summary – event held May 14, 2022, at the Adult School and Career Center Affordability
challenges
Lack awareness of affordability programs
Adoption challenges Internet safety for children connecting remotely and lack of opportunity to learn how to connect
Access challenges Poor connectivity and general lack of home access to the internet Economic
Development
Need ability to fill out job applications or complete online trainings Opportunities,
Innovation & Actions
• Primo Energy was a key partner in helping deploy hot spots for children via School District properties.
• Library checks out chrome books & hot spots
Community members
with the biggest
barriers to digital
inclusion
• Students
• Multilingual community members
• Those lacking digital literacy
Quality of life impacts Unable to apply for certain resources or register for programs that require connectivity – increase stress
More data could help with a more thorough analysis, although affordability and access to reliable internet appear to be the biggest challenges for the community. Cost is the highest barrier to internet access as internet service is available throughout the entire community.
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021). Survey questions were 64 61
adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Lompoc to improve redundancy and resiliency.
Analysis shows that there are good broadband infrastructure development and policy alignment processes, and they are broadband ready. For policy consideration and as new fiber is brought through the city, the pavement installation moratoriums could be a significant barrier unless micro-trenching technology is excluded from the moratoriums. If not, this should be reviewed and updated as staff determines the best path forward.
Lompoc
Inventory of assets Yes
Permitting authority Yes
Installed conduit Yes
Dig Once policy Yes
Permit process Yes
Online process Yes
BB priority in planning Yes
Smart city priority Yes
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
The City of Lompoc is uniquely positioned in that broadband connectivity is more of an adoption than a deployment issue. As incumbent providers, the infrastructure provided by Frontier and Comcast within the city encompasses 100% of the community. With that said, some areas immediately adjacent to the city in the unincorporated areas have known coverage issues.
Frontier Communications is currently involved with an initiative to deliver fiber to the premises of all its subscribers. In addition, the town seems to be well-positioned with Verizon 5G Home Internet service.
Finally, the city already has a well-established footprint of community Wi-Fi areas.
For nearly three decades, the city has emphasized broadband infrastructure. A significant investment in establishing the current city infrastructure occurred in the 1990s when Comcast created the INET, which interconnected city facilities and the school district. A decade later, LompocNet was created to provide anyone in the community with wireless access to the internet. Today, LompocNet has some 300 subscribers. While a technology refresh of Wi-Fi infrastructure is of particular interest, the backhaul wireless network is a state-of-the-art multipoint-to-point system that connects all city facilities and serves as a foundation for the municipal network.
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Lompoc should consider the following actions:
1. Access (Capacity & Connectivity)
a. Explore partnerships with education, health, library, and community centers to support a community Wi-Fi system that meets 100/100Mbps.
2. Affordability & Adoption
a. Ensure capacity to seek grant funding and possibly private partners to rehabilitate current wireless infrastructure
65 62
b. Support local partnerships with Santa Barbara Foundation and the Digital Equity Coalition and identify how it may support connectivity for qualifying community members.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
b. Full assessment of connectivity of anchor institutions – benefits and opportunities. c. Explore public/private partnerships and develop a funding model to reduce city risk with aging infrastructure.
d. Explore Loan Loss Reserve funding from the State (SB156) to reduce city risk with aging infrastructure.
e. Continue safety, emergency response, and cyber security in planning and policy deliberations related to smart city planning.
Santa Barbara: Broadband Community Profile
The city of Santa Barbara had the highest engagement of the public in crowdsourced data collection.
While much of the city is connected and has done an outstanding job with some free connectivity services via the library (Appendix I), affordability and digital literacy are concerns. The primary economic drivers of the city have always relied on reliable connectivity, and they will continue to grow their demand for infrastructure. To address digital equity and inclusion, the Digital Equity Coalition will be a significant partner in providing data and other support to the city in phases 1 and 2 for expanding access and community adoption.
Community Overview
City of
Santa Barbara
Population
Size
Median
Age
Geographic
Footprint Major Industries
88,665 38.9 42.0 sq mi
Accommodation and Food Services;
Health Care and Social Services; Retail;
Professional, Scientific and Technical
Services
Demographic data from U.S. Census Community Snapshot, accessed September 2022 The City of Santa Barbara is situated along U.S. Highway 101 between a south-facing coastline and the Santa Ynez Mountains. Santa Barbara has been promoted as the "American Riviera" and attracts over seven million visitors each year that attend arts and culture events and outdoor activities and enjoy the many hospitality services offered throughout the city's network of hotels and restaurants.
In addition to being a popular tourist and resort destination, the city has a diverse local economy shaped by entrepreneurship and local investment. The accommodation and food services and retail sectors are the first and third largest industry contributors to the local economy and serve tourists and residents.
Health care and social services are the second largest industry in terms of jobs provided in Santa Barbara due to the presence of Cottage Hospital and Sansum Health Care centers, community medical clinics, private practices, and government service offices located in the city. A growing hub for tech and research supported by entrepreneurial endeavors shapes the fourth largest sector in the city:
professional, scientific, and technical services. The presence of four major institutions of higher learning 66 63
provides a tributary to the local job market, including the University of California, Santa Barbara, Santa Barbara City College, Westmont College, and Antioch University.
Santa Barbara is home to a local population of 88,665 people living across seven zip codes and ranging across the socioeconomic spectrum. The median age of 38.9 indicates that, among other things, a large population of digital natives reside in the city that is likely able to navigate the digital world with some ease. It would be a mistake to assume that digital literacy has been achieved across the population due to the socioeconomic and language factors influencing access and familiarity. Approximately 33% of people speak a language other than English in their homes, showing a significant population that benefits from multilingual resources. The average annual income of $88,665 is above the statewide average, and 12.3% of the population lives below the poverty line, including 11.2% of children under 18.
Another revealing look at the impact of socioeconomic diversity on connectivity across the City of Santa Barbara can be seen in the percentage of households eligible for the Affordable Connectivity Program disaggregated by zip code.
Zip Code 93101 93103 93105 93108 93109
% Households eligible for ACP 41 28 19 14 30
% of Eligible Households that are
enrolled*
23 24 18 7 11
(Geographical Information Center, Chico State Enterprises, accessed August 2022) The city of Santa Barbara benefits from a thriving non-profit sector that works alongside public institutions and private organizations to benefit the residents they serve. Collaborative efforts in the city of Santa Barbara are targeted and reach communities through trusted networks. For example, children under 18 make up 18% of the population and attend one of the many schools joined together in the Santa Barbara Unified School District. The School District works with non-profit Partners in Education to promote digital connectivity and access to technology devices. This effort was ramped up during the COVID-19 pandemic, which has led to greater connectivity. The City of Santa Barbara Public Library provides many opportunities for free access to the internet and can be a partner in the adoption of broadband. Cooperation between public, private, and non-profit agencies has proven effective in reaching underserved community members.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Santa Barbara is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Santa Barbara in green, indicating that 25/3 Mbps Service is accessible.
Some businesses and higher education offices utilize their own internet service. COX Communications and Frontier are incumbent ISPs in the area, and most respondents are subscribers. Other providers include T-Mobile, Verizon Business, and SpaceX Starlink.
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Broadband service availability in the City of Santa Barbara Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Santa Barbara.
Speed Test results across the City of Santa Barbara
The City of Santa Barbara had the largest number of respondents to the needs assessment and the speed testing. Data collected via the speed test showed that most of the area has connection options with a wide range of speeds. Areas show consistently lower speeds, specifically near the Santa Barbara Zoo and the area between 101 freeway and E Cabrillo Blvd. The rest of the speed testing showed inconsistent connection speeds based on the provider, possibly due to equipment in use or the subscriber's plan. Another example of inconsistent access speeds was between Foothill Road, State Street, San Roque Road, and Alamar Avenue, zip code 93105. The area appears to be predominantly served by Frontier and COX Communications, with some locations showing less than 10Mbps download 68 65
speeds and a nearby or neighboring property exceeding 100download Mbps. Broadband for All targets symmetrical 100/100Mbsp for all Californians.
Community Stakeholders Needs Assessment
Supervisor Das Williams moderated the May 2022 public forum held in the city. The panelists included Women's Economic Ventures, Santa Barbara Unified School District representatives, South Coast Chambers of Commerce, the Sansum Diabetes Research Institute, and Partners in Education. Spanish language interpretive services were provided to the community for the event. Notable for the City of Santa Barbara is that the discussion did not focus on the lack of infrastructure in the way it had in other communities. Primary themes included a lack of awareness of low-cost or affordability programs for internet service and the need for digital equipment. These issues can be addressed through partnerships and outreach and starting with options for low-cost and free equipment from Partners in Education and affordability programs offered by the city's primary carrier COX Communications.
Public Forum Summary – event held May 25, 2022, at La Casa de la Raza Affordability
challenges
Need to raise awareness of affordability programs
Adoption challenges Need access to training and education – including safety and responsibility Access challenges Lack of reliable connectivity; 1100 students needed access during COVID Economic
Development
Private sector innovative and showed great success and support for economic development
Opportunities,
Innovation & Actions
• Partners in Education
• Identify key partners and develop wrap around approach Community members
with the biggest
barriers to digital
inclusion
• Multilingual community members
• Rural
• Social and economic disadvantaged community members
Quality of life impacts Need to understand physical and mental health impacts of lack of access to the internet; Need access to resources – nutrition and other social services; Understand too much screen time and emotional/social impacts The needs assessment evaluated community sentiment regarding access and affordability, and analysis showed the total responses by zip code and percentage as calculated by all responses.
Based on the responses received, more than 50% of the respondents have a service that meets their needs, and most use it for work or school. Overall, the Santa Barbara community is connected to the internet, and the gap is noted as affordability. During the public forum, it could be inferred that some feel that children are 'too connected to the internet, as noted in the quality-of-life impacts.
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Santa Barbara to improve redundancy and resiliency. 69 66
Analysis of responses to the survey reveals readiness to implement policy and planning efforts that improve the efficiency of infrastructure development. Specific policy and planning efforts include assessment of the fiber infrastructure permitting process to clarify the pathway for applicants, formalizing a "dig once" policy into planning processes, and integrating broadband planning and development goals into the General Plan or other relevant guidance documents. The current programs offered through the Santa Barbara Public Library present a significant opportunity for policy and planning to coalesce with grant funding opportunities that would increase the capacity and reach of public-access internet and devices. In partnership with libraries and public entities, city efforts to accelerate public access Wi-Fi planning would reach multiple city goals, including support of the downtown business district and reaching underserved areas to further close the digital divide in Santa Barbara. It would be prudent to assess stakeholders' willingness to support such efforts.
Santa Barbara
Inventory of assets Yes
Permitting authority Yes
Installed conduit Yes
Dig Once policy Yes
Permit process No
Online process Yes
BB priority in planning No
Smart city priority No
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
The City of Santa Barbara owns conduit, traffic signals, and some streetlights. Small cell facilities have been installed in some areas and are regulated by Municipal Code Chapter 9.170. As the City explores options for community Wi-Fi in the downtown corridor, developing a partnership with a provider and other public organizations may be the most feasible. Phasing in an entire system with fiber and Wi-Fi would create an open-access system that would provide the backbone for future smart city planning and support digital equity and inclusion initiatives.
For the city to move ahead, it would require investments, either grant funding or budget allocations, to build the capacity necessary for broadband infrastructure planning to become a priority. In addition to funding, City Public Works believes construction standard resources could assist the providers with the deployment of additional broadband capacity.
Key Opportunities and Priorities (in Alignment with Broadband for All) The City of Santa Barbara should consider the following actions:
1. Access (Capacity & Connectivity)
a. Community Wi-Fi for the downtown business district that meets 100/100mbps– Phase 1 b. Explore partnerships with education and community centers to expand community Wi- Fi- Phase 2
2. Affordability & Adoption
a. A community Wi-Fi system would benefit those unable to connect due to cost. 70 67
b. Ensure capacity to seek grant funding for ongoing maintenance and improvement of the library's broadband infrastructure.
c. Define a partnership with the Santa Barbara Foundation and the Digital Equity Coalition to support connectivity.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
b. Full assessment of connectivity of anchor institutions. c. Design last-mile fiber for city infrastructure
d. Explore public/private partnership development and funding models for infrastructure development – specifically the construction of conduit on Anacapa Street downtown and as part of future pavement maintenance projects.
e. Smart city planning and policy development
f. Consider safety, emergency response, and cyber security in planning and policy deliberations.
Santa Maria: Broadband Community Profile
The City of Santa Maria is well poised to lead smart city planning and initiatives that will benefit the local community and regionally. While it appears that the areas in and around Santa Maria have connectivity, there is a significant gap between current levels and future targets of 100/100Mbps. The industries within the city will benefit from enhanced broadband, as would the agricultural sector throughout the Santa Maria Valley, as the industry's reliance on broadband infrastructure will continue to grow. The agriculture sector should be considered a stakeholder, and key industry leaders should be included in broadband development conversations.
Community Overview
Municipality
Population
Size
Median
Age
Geographic
Footprint Major Industries
Santa Maria 109,707 29 22.4 sq mi
Manufacturing; Health Care
and Social Services; Retail;
Education; agriculture
Demographic data from U.S. Census Community Snapshot, accessed September 2022 The City of Santa Maria hugs the county's northern border and is the most populous municipality with nearly 110,000 residents. Santa Maria accounted for 90 percent of countywide population growth from 2000 to 2010 and 42 percent from 2010 to 2020. Santa Maria was designated an All-American City in 1998 by the National Civic League, attesting to the culture of creativity and collaboration, grassroots organization and civic engagement, and progress toward solving unique challenges in a highly diverse community.
Santa Maria is home to a strong and diverse workforce. Top industries in Santa Maria include agriculture, manufacturing, health care and social services, retail, government, and education.
Agriculture creates an estimated 26.4 percent of employment in the city. The manufacturing industry spans a range of sectors. Major medical centers, such as Marian Regional Medical Center/Dignity Health 71 68
Centers and Community Health Centers, are supplemented by an extensive network of small businesses providing in-person healthcare services to the community, creating job opportunities in small and larger business environments. Over 500 retail establishments comprised of national chains and small, family- owned businesses thrive in Santa Maria and provide the community with competitive shopping options and a strong job market sector. There are more than 6,500 business licenses. Santa Maria is home to Allan Hancock College and Santa Barbara Business College, providing vocational and community education and Associate degree courses that lead to transfer to four-year universities around the nation.
A.T. Still University (ATSU), in partnership with Community Health Centers of the Central Coast, operates its Central Coast Physician Assistant Studies program and enrolls up to 100 students, bringing an influx of students, staff, and faculty who will contribute to the economy and quality of life.
The median age in Santa Maria is 29.6, revealing a majority population raised in the age of digital media and access. Across Santa Maria, over 65% of households speak a language other than English at home, demonstrating an apparent demand for multilingual resources promoting public programs and community engagement. Nearly one-third of the population are children under 18 attending one of the seventeen elementary schools, four junior high schools, four high schools, or one technical school. Both districts offer programs for low-income families to ensure adequate access to the National School Lunch Program, multilingual and migrant education options, and health services. Schools utilize online applications to communicate with students and their families and are equipped to provide technical support at age-appropriate levels and devices for high school students to use for academic purposes.
The City of Santa Maria provides a full range of municipal services, including police and fire services, engineering and planning, street maintenance, recreation and parks services, water and wastewater utilities, solid waste collection and disposal, and general administrative activities. The information technology function is centralized, providing all services through a common network and two datacenters. The City supports a hybrid technical environment with email, file, and collaboration applications running in the Microsoft 365 cloud and internal systems running on a clustered, hyperconverged, virtualized environment.
Data collection efforts in Santa Maria sourced city personnel, local business leaders, local non-profit leaders, education leaders, and community members, providing a clear picture of the current status of broadband efforts and revealing opportunities for future planning.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in Santa Maria is high. The map displayed below was created using the public CPUC information using the GIS Portal Map (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Santa Maria in green, indicating that a 25/3 Mbps Service is accessible in a significant portion of the County.
However, there are significant portions across the city, colored in red, that can be identified as unserved areas.
Comcast and Frontier are the major incumbent ISP providers.
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Broadband service availability in the City of Santa Maria Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Santa Maria.
Speed Test results across the City of Santa Maria
Upon examination of the CPUC base map and the overlay of speed test data identifies where access or quality of connectivity is a barrier to internet adoption and, therefore, a barrier to full digital inclusion.
Curious are the spikes in upload speeds because most data collected across the region show the upload speeds typically trend below 100Mbp.
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For a community the size of Santa Maria, the needs assessment data sampling was not robust enough to draw solid conclusions. Additional data collection may show that a significant portion of the community lack access to affordable, reliable broadband.
Community Stakeholders Needs Assessment
In gathering information from stakeholders and the public, a public forum with a panel discussion was conducted on April 26, 2022. Moderating the event was Dr. Kevin Walthers, the Superintendent and President of Allan Hancock Community College. Panelists included the chief of operations for the Mid- Central Coast Boys & Girls Club, the economic development director of the Santa Maria Chamber of Commerce, the director of Instructional Technology for Santa Maria Joint Union High School District, the director of education for People's Self-help Housing, the COO of the Marian Regional Medical Center and a local legislative advocate for the Area Agency on Aging. Themes are captured in the table below and tracked similarly to data collected by the city for their CDBG funding regarding access and adoption.
Public Forum Summary – event held on April 26, 2022, at the Santa Maria Library, downtown branch.
Affordability
challenges
Businesses find services to be cost prohibitive
Adoption challenges Need access to computers to support digital literacy Access challenges Inequities with access – quality; availability Economic
Development
Reliance is going to continue to grow and the community does not want to lose children due to lack of access; Opportunities to help get businesses Opportunities,
Innovation & Actions
Continue to grow partnerships between the schools and parents Community members
with the biggest
barriers to digital
inclusion
• Economically disadvantaged community members
• Students – exacerbating achievement gap
Quality of life impacts Positive impact with internet access – increased patient engagement in care;
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Santa Maria to improve redundancy and resiliency. 74 71
Analysis shows city policies are not a barrier to broadband infrastructure deployment. With the pending update of their general plan prioritizing broadband deployment, they have the necessary data to apply for last-mile grant funding for a community Wi-Fi project.
Santa Maria
Inventory of assets Yes
Permitting authority Yes
Installed conduit Yes
Dig Once policy Mostly
Permit process Yes
Online process Yes
BB priority in planning In process
Smart city priority Yes
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
In recent years, the City has established a 30-year partnership with Astound Business Solutions (formerly Wave Broadband) to establish and maintain a fiber ring around the entire city. Whereas the city provides facilities and rights of way, Astound Business Solutions provides connectivity and network support for city needs.
The Astound supported fiber network consists of a 288-strand fiber ring that surrounds the central part of the city and connects two datacenters in a redundant loop. Eight fiber spur segments tie into the ring, providing network connectivity to city departments and locations, and one additional segment is currently under construction. The fiber network buildout is expected to continue for the next few years as the city grows and funding becomes available.
Existing footprint of the Astound fiber network is shown in purple. 75 72
The fiber network is 10 Gigabit Ethernet (GbE), with the other locations connecting at speeds from 300Mbps to 5Gbps. There are 39 city locations connected to the network through fiber, cable, Virtual Private Network (VPN), point-to-point microwave, and satellite connections. The average utilization across the network is approximately 50%.
Santa Maria is pursuing an initiative to establish a Citizens Band Radio Service (CBRS) in the city, which would increase infrastructure to provide Internet access. A request for proposals has been released, and prospective bidders are asked to design and scope the RAN to accommodate the proposed system and allow for expansion in the future. At the core of the system will be an on-premises radio access network (RAN) in the main data center, which is located inside the city Police Department. The facility is a start- of-the-art datacenter with redundant power, UPS, and HVAC and is connected to the secondary data center via a fiber ring. The data center has sufficient rack space to accommodate the additional RAN equipment. It is also anticipated that some components of the RAN can run on the existing V.M. infrastructure.
Civic leaders are considerably involved in conversations regarding Santa Maria's "Smart City, Safe City" initiative to guide the implementation of future technology investments. Research has been conducted, a roadmap developed, and select piloting of specific technologies with companies like Motorola has occurred. The initiative seeks to improve residents' access to services and enable staff to be more mobile and productive in the performance of their jobs. The strategic plan encompasses six focus areas:
access to government services, public safety enhancements, community development projects, recreation, education, arts and culture, and environment. Ubiquitous network connectivity to create a mesh CBRS/Wi-Fi network across the city is foundational to these focus areas. It is anticipated that the wireless network will support the following:
• public access to Wi-Fi in selected parks and recreational facilities • mobile access to network services for staff
• sensors and internet of things (IoT) components
• automated vehicle location (AVL)
• payment and information kiosks
• informational signage
• traffic control
• smart building monitoring and control
• security cameras
• Wi-Fi on buses
• smart meters
Core network infrastructure and 4 locations have been proposed to initiate this strategy. Final locations for this project will be selected based on available funding at the time of the award.
The city shows little interest in taking on the responsibility of broadband as a utility. On the other hand, a primary focus will be the need for computer access to support digital literacy and resolve inequities with access.
With that in mind, initiatives have been funded through Community Development Block Grants (CDBG) to provide community Wi-Fi access at recreation centers and libraries. Specifically, the Information Technology Division and the Special Projects Division have discussed the use of CDBG-CV funding to 76 73
provide broadband access through community Wi-Fi in public facilities and parks during set timeframes, primarily in low-income neighborhoods with greater needs. The Wi-Fi would also serve a secondary purpose to providing Wi-Fi to city personnel conducting business in these areas.
In preparing for the application of CDBG funding, the analysis indicated:
1. According to HUD and Census information, Santa Maria has 13 Census Tracts that fall into the Low-to-Moderate income bracket. 50%+ with income 80% or less of the median.
2. These 13 tracts collectively have a population of over 89,000. Santa Maria, as a whole, has about 110,000 residents.
3. According to survey data from the “Hard to Count Maps” developed by the CUNY Graduate Center using Census Bureau data,
a. Survey respondents were asked several questions about internet availability, including:
i. Do you have no internet availability or/and only dial-up service? Yes/No • Results varied among tracts, but on average, 21.6% stated they had no internet access or only dial-up service.
ii. Do you just have cellular service? Yes/No
• Results varied among tracts, but on average, 15.4% stated they only had cellular service.
b. If the above results are extrapolated across the 89,000 population, we get:
• Over 19,000 with no internet or just dial-up; and
• Over 13,000 with just cellular service.
Key Opportunities and Priorities (in Alignment with Broadband for All) Recommended action steps were developed in partnership with the city:
1. Access (Capacity & Connectivity)
a. Apply for grant funding via NTIA’s BEAD program (2023) to expand the community network to support programs available that will increase levels of adoption and literacy and target speeds of 100/100Mbps.
b. Lead the conversation regarding partnership opportunities and the connection of anchor institutions locally and regionally.
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2. Affordability & Adoption
a. Engage school districts to champion the imperative for ubiquitous connectivity. b. Support the Digital Equity Coalition and CBOs in developing strategies to increase ACP enrollment.
c. In partnership with the Chamber of Commerce and workforce development, seek funding to support the community's business needs regarding business growth and digital training.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG in regional coordination of the Golden State Connect Network and last-mile planning and implementation.
b. Apply for grant funding to build capacity within City staff to lead work efforts. c. Continue engagement in regional discussions of the middle-mile with SBCAG and Golden State Connect to ensure proper access points to assess opportunities with current projects under development.
d. Engage in and prioritize collaborative funding strategies to support last-mile projects in the unserved and underserved areas surrounding Santa Maria. e. Identify and support catalyst projects that will benefit smart city planning related to fiber installations.
Solvang: Broadband Community Profile
The City of Solvang is on track toward achieving Broadband for All. While current internet service does not meet the speeds targeted by the initiative for all community members, City staff and elected officials have shown their commitment to and consideration of necessary policy changes to continue to move towards Broadband for All, including the expansion of community Wi-Fi. It will be necessary for capacity to be built within the staff to track grant opportunities, planning, and policy updates and be the liaison with the community and potential private partners.
Community Overview
Population
Size
Median
Age
Geographic
Footprint Major Industries 2022
Solvang 6126 50.2 2.4 sq mi
Accommodation and Food
Services; Professional,
Scientific, and Technical
Services; Retail; Health Care
and Social Services
Demographic data from U.S. Census Community Snapshot, accessed September 2022 The City of Solvang lies along State Route 246, approximately halfway between U.S. Highway 101 and State Route 154. Solvang is a well-known destination for tourists and locals known as "The Danish Capital of America," showcasing authentic Danish-American heritage and culture with over 1.5 million visitors each year traveling to experience the northern European culture, cuisine, and unique boutique shopping. The pedestrian-friendly village hosts three museums, over two dozen inns, hotels, a full- service guest ranch, meeting facilities, plenty of restaurants and bakeries, retail shops, and the Solvang Theaterfest, a unique outdoor theatre.
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Beyond industries that serve the tourism economy in Solvang, major industries drive business development and are considered in economic development initiatives. Professional, Scientific, and Technical Services is a major industry of hundreds of entrepreneurs that provide technical expertise as small business owners. The Health Care and Social Services Industry in Solvang includes a local branch of Cottage Hospital that provides medical and emergency services, an urgent care center, several senior living facilities, and offices for the social service non-profit People Helping People.
The average household income is well above the federal poverty line, yet 7.3% of the Solvang population is below the poverty line, and 13% of all children under the age of 18 in the community are identified as living below the poverty line. While the median age of 50+ indicates a high population of older adults,
19.2% of the population are children under the age of 18 that attend local schools in the Solvang School District or the Santa Ynez Joint Union High School District. Of all households in Solvang, 20% are eligible for the Affordable Connectivity Program, and 7% of eligible households are actually enrolled (Geographical Information Center, Chico State Enterprises, accessed August 2022).
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Solvang is high. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). It shows most of the City of Solvang in green, indicating access to 25/3 Mbps Service.
In terms of ISP presence, Comcast and Frontier are the major broadband providers serving the community. Although there is a high broadband availability, Solvang community reports indicate that the cost to access the internet is prohibitive.
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Broadband availability in City of Solvang
Speed Test Results
The graphics below detail the distribution of the received internet speed according to the data collected from the speed tests in the City of Solvang.
Speed Test results across the City of Solvang
The number of tests taken for download and upload measurements was low but was adequate for data analysis purposes, with 25 submissions from 18 unique fixed locations:
While crowdsource participation was low, the speed test captured data that met the prior CBAP minimum standard of 25/3 Mbps; however, the service average is below the future minimum standard of 100/100 Mbps. On average, residents report satisfaction with their level of service. As mentioned in 80 77
Section 2, what remains unknown is how the speed test takers were connected and what equipment they were using, as equipment may impact results.
Community Stakeholders Needs Assessment
A public forum was held on May 5, 2022, in Solvang City Council Chambers to discuss and understand the broadband status at the City of Solvang. Panelists for the May 2022 public forum included representatives from Santa Barbara County Women's Commission, the CEO of the United Way Boys and Girls Club of Santa Barbara County, the CEO of the Chamber of Commerce, and the CEO of People Helping People and the panel moderator. Responses informed the themes identified as broadband access gaps significant to Solvang stakeholders and community members. The table below summarizes the discussion points arising from panelist responses to the moderators' questions and audience members' contributions.
Public Forum Summary – event held May 5, 2022 in Solvang City Council Chambers Affordability challenges Cost to access internet is prohibitive– inequity in the tiers Adoption challenges Lack of computers so community members don’t use the internet Access challenges 45% of the students qualify for reduced lunch – correlates to potentially not having access to the internet or devices; Need access to technology and training
Economic Development Job growth and economic growth are tied to economic development – need reliable access to the internet for economic growth; job training Opportunities,
Innovation & Actions
• B&G Club partner with schools to provide safety net for students who need internet access after school
• Chamber provided EDD, PPP and Lendistry support
• Partnerships and policy development to expand and
streamline internet signups as part of their intake
Community members
with the biggest barriers
to digital inclusion
• Telehealth patients
• Isolated seniors
• Students
Quality of life impacts Inability to access certain services or social aid – CalFresh; job searches, housing and job applications are predominantly completed online. Lack of redundancy in the system increases safety concerns
Policy and Planning
Project team members met with city staff multiple times to discuss policy and planning efforts and shared the statewide resource, Getting Connected- A Broadband Deployment and Adoption Resource Guide for Local and Regional Government Leaders, (CETF/Valley Vision, 2021). Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses informed key opportunities and priorities for the City of Solvang to improve redundancy and resiliency.
Analysis shows that Solvang intends to add Broadband in the update of their General Plan, which would open the way for policy development to lower barriers to infrastructure development, increase capacity, and allocate financial resources to support the work. The City of Solvang intends to adopt policies to track and develop comprehensive broadband connectivity throughout the city. While they have tracked 81 78
rights-of-way and easements, there is a gap in records of fiber lines or services that could limit efficiency in infrastructure development.
Solvang
Inventory of assets Some
Permitting authority Depends
Installed conduit No
Dig Once policy No
Permit process Yes
Online process No
BB priority in planning In process
Smart city priority Yes
Wi-Fi/Fiber interest Yes
Broadband Infrastructure
The City of Solvang identified enhanced connectivity as its priority to ensure the stability and reliability of services for the community. The near-term focus will be building awareness of broadband as a utility and establishing the necessary policies to support that reality.
While the City intends to ensure an adequate infrastructure exists to deliver broadband for all, there is no intent to develop any new capacity or to provide oversight for maintenance and support. Instead, the city leaders will seek to develop an approach with SBCAG and neighboring cities to establish uniform processes to manage the abundance of broadband installation and connections throughout the City of Solvang.
Key Opportunities and Priorities (in Alignment with Broadband for All) In addition to countywide opportunities and priorities listed in Section 7, the City of Solvang’s efforts to reach Broadband for All should consider the follow actions:
1. Access (Capacity & Connectivity)
a. Based on the data, enhancing broadband services should be considered a priority via private-sector investments, public-sector investments, or a public-private combination. b. Community feedback shows that increased connectivity is essential in increasing economic opportunities. Based on Solvang's top four economic industry sectors, each of them would benefit from a more robust infrastructure.
2. Affordability & Adoption
a. Community feedback identified barriers to broadband adoption for their senior community, their children, and telehealth clients. Enhancing capacity and training on accessing the internet is a priority for the community. b. Increased training opportunities should be a top priority and considered when there are future discussions regarding what digital equity work efforts should be funded.
3. Requirements for Redundancy & Resiliency
a. Continue to partner with SBCAG as the regional lead on broadband planning. b. Seek grant funding or other funding to build the capacity of City staff to work on broadband issues.
c. Map city rights-of-way and incorporate it into GIS for future design and engineering. 82 79
d. Develop and map city infrastructure that could be utilized for fiber installation, which may follow along with existing infrastructure.
e. Work towards a ‘dig once’ policy at a local and regional level and continue to evaluate policies to align with deployment efforts.
f. Review the permit application process for ease of use for fiber builds and apply best practices where feasible.
g. Meet with service providers and identify local barriers to deployment and opportunities for public-private partnerships.
h. The general plan update is on track toward Broadband for All goals.
Section 5: Assessment of Broadband Provider Landscape
With the passing of SB 156 in 2021, the public sector can access funding to invest in infrastructure that would help close the gaps between the unserved and underserved. The lack of broadband access typically points to a marginal business case to incentivize local service providers to deploy the necessary fiber infrastructure. Historically, there have been significant challenges nationwide in reaching low- density rural areas due to topography or cost.
While no local governments within Santa Barbara County have stated an interest in becoming ISPs, through the strategy process, civic leaders are engaged and developing an understanding of the imperative to provide Broadband for All and the significant resources that have become available to achieve that vision. Based on this new awareness, a significant opportunity now exists for collaborative approaches, achievable through grant funding and for stakeholders to engage and help create the local landscape of the future. As a result, an industry transition occurs where incumbent service providers may consider the public sector a partner.
This section aims to assess the broadband provider landscape for residential subscribers in Santa Barbara County and provide initial recommendations for reducing broadband deployment barriers.
Broadband Provider Landscape in SBC
The data utilized for this analysis include the California Public Utilities Commission (CPUC) broadband availability data and U.S. Census Bureau data. The CPUC collects broadband availability datasets from the incumbent ISP in the area and uses numerous resources to validate the data integrity, including subscriber data, public feedback, and test results submitted by the public.
The following table displays the residential internet service providers (ISPs) with a presence in Santa Barbara County and the technologies offered for end subscribers. In addition, it includes the percentage of the population and housing units served by each ISP.
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Internet Service Provider Technology Population Population (%)
Housing
Units
Housing
Units
(%)
Frontier Communications
Asymmetric xDSL
308946 68.94% 115217 72.81%
ADSL2, ADSL2+
VDSL
Optical Carrier / FTTx
Comcast Cable
Communications
Management, LLC
Cable Modem – DOCSIS 3.1
206686 46.12% 66112 41.78%
Optical Carrier / FTTx
Cox Communications
Cable Modem – DOCSIS 3.1
189567 42.30% 77251 48.82%
Optical Carrier / FTTx
Impulse Internet Services
Asymmetric xDSL
17533 3.91% 7483 4.73% Copper Wireline (other than
xDSL)
Terrestrial Fixed Wireless
City of Lompoc
(LompocNet) Terrestrial Fixed Wireless 13732 3.06% 5280 3.34% Charter Communications
Inc Cable Modem – DOCSIS 3.1 8046 1.80% 2118 1.34%
Inyo Networks Optical Carrier / FTTx 3061 0.68% 944 0.60% Ranch Wi-Fi Terrestrial Fixed Wireless 819 0.18% 267 0.17% GeoLinks Terrestrial Fixed Wireless 736 0.16% 317 0.20% Others -- 661 0.15% 270 0.17%
The following observations are derived from these results:
• Frontier Communications is the ISP that serves the largest segment of residential subscribers, offering service to nearly 69 % of the population in Santa Barbara County. • The other two major ISP in Santa Barbara County are Comcast Cable Communications Management and Cox Communications, each serving more than 42% of the population in the county.
Furthermore, the map below displays the concentration of internet service providers (ISPs) across Santa Barbara County, representing the number of options available for end consumers. Areas with more than two ISPs offering services are minimal and concentrated in the county’s cities, indicating that the broadband market is not very competitive and end subscribers do not have multiple choices for selection.
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ISP concentration map in Santa Barbara County (CPUC Data) Changing Roles
Significant government investment is and will continue to occur over the next few years to result in broadband becoming as available as power and water. What is unique about this is the level of investment of public funds and the new role of municipal government as a partner with industry. Prior to COVID, the availability of service to rural areas and neighborhoods where the return on investment was a risk, those barriers to entry can be removed through public/private models. A definition of roles is required where an ISP can offer its services and innovate its capabilities. The public sector can provide resources that close the gap related to providing areas to neighborhoods with needs.
Challenges in the Permitting Process
This strategy seeks to describe and develop a level of public-private collaboration where none has previously existed. Identifying current issues, removing barriers, and seeking to accelerate deployment and adoption will benefit the entire region.
The project team met with representatives from Charter/Spectrum, COX Communication, Comcast, AT&T, and Verizon to gain an understanding of what the barriers are, from a business perspective, to deploy broadband and maintain their current assets. The summary from each of them was the same.
The unique rules and regulations of each city and county territory make it challenging and costly when attempting to coordinate a build or upgrade existing infrastructure. Several even stated that, at times, a project could be delayed due to uncertainty of what is required, permit review may be delayed, and the project becomes too cost-prohibitive to continue.
The costliest aspect of a fiber installation project is the excavation for conduit installation, which increases the risk of added project delays. In response, California’s Assembly passed AB-41, expanding the State’s existing dig-once policy and requiring the Department of Transportation to not only notify broadband companies of a project and opportunity to install conduit but also to install conduit for fiber 85 82
in priority areas by default. Replicating similar policies at the regional and local level would similarly be impactful with increased collaboration opportunities.
Similarly, pole attachments are increasingly more challenging yet vital as they provide a path for broadband installation where trenching is not feasible. Some Cities manage pole installations through the encroachment permit process, and some do not. Some poles are owned by a utility, and adding additional infrastructure may require pole replacements which also becomes cost prohibitive. High-fire districts have increased utility restrictions and updated specifications which increase costs. Centralized coordination and tracking of pole attachments could expedite broadband installations.
Carriers reported that it is incredibly challenging to work through a permitting department where staff may not have experience and do not understand the industry, leading to delays in issuing permits. Some established policies include requirements for a half-day (or less) upgrade or repair to include complete traffic control rather than a temporary alert cone. Providing telecommunications companies maintenance considerations similar to those provided to utilities would ease the burden, including allowing notification of customers directly of services provided versus notifications sent by permitting agencies which cause alarm and may lead to misunderstandings.
In summary, opportunities for regional coordination and local permit policy review would increase regional broadband readiness. As a starting point, the following are initial recommendations for reducing broadband deployment barriers:
• Accelerate permit processing – City and County staff time is reported to be limited. Anticipating the number of new broadband projects, capacity building within permit departments, and support with regional coordination by SBCAG is recommended. • Standardize permit requirements – Work towards a standardized application process where feasible. Regional coordination of a permitting system. • Develop dig once policies and related communications – dig once enables multiple providers to participate and share costs and establish a planned approach to reduce construction costs and disruption.
• Develop a pole asset inventory, including ownership, maintenance, and replacement schedule.
Additional recommendations and strategies are provided in the California Local Jurisdiction Permitting Playbook.
Section 6: Regional GIS Map Data Portal
Summary
Unique to this project is the creation of an online interactive map data portal, incorporating data from numerous validated sources into a single curated system. After investigating a variety of options, the project team selected SimpleLayers as the technology partner to provide this functionality for the following reasons: a) the company has a 10+ year history of providing GIS support to Santa Barbara County, b) the company has a history in the broadband space, and c) the company is entrepreneurial by nature and flexible in providing support and developing a city driven business model. 86 83
Data Library and Map Development
The Map Data Portal addresses the task of presenting societal needs in the context of existing and potential broadband infrastructure. It consists of a data library and an interactive map portal visualizing the data.
The online GIS data library is comprised of three categories of materials, referenced initially in Section 2:
• General context (3 layers): {municipal boundaries, county boundaries, anchor institutions} • Broadband context (8 layers): {installed BB, proposed BB, speed test survey} • Societal context (9 layers): {zones of designated need, demographics] The process of accessioning map layers into the data library consists of two phases:
Phase 1: Data Discovery & Validation: map layers relevant to the project are discovered through web searching and direct outreach to governmental channels; the provenance of found layers is validated to ensure that they are from primary sources. The data collected for this application was received from California Lutheran University, the California Public Utilities Commission (CPUC), the National Telecommunications Information Administration (NTIA), the California State Geoportal, Caltrans, the Center for Disease Control, the U.S. Treasury, the Santa Barbara County Public Works Department, and the Santa Barbara County Association of Governments (SBCAG).
Phase 2: Technical Correction and Import: map layers passing validation are scanned for technical issues that interfere with data interoperability (undefined field types, disallowed characters in attribute fields, missing or wrong map projections, etc.); layers are corrected and imported to the library.
The online interactive map presents the data library layers styled to represent desired facets and functionality, including navigation, search, query, and export. Comparing and aligning with CPUC areas- of-need mapping, the interactive map can discover and communicate how broadband service quality relates to CPUC-designated served and unserved areas (refer to Section 1 Broadband Service Definition table for CPUC served/unserved definitions). Reconnaissance spatial analyses are presented in Section 4 of this document for municipalities and the county.
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Map Portal Tool, showing suite of interactive tools
Recommendation: Maintain and Expand Usage of the Map Data Portal As broadband becomes recognized as a utility, visibility to all critical municipal infrastructure will become expected. The system offers many applications, including measuring the progress of digital inclusion work, assisting in fiber asset management and operation, and aiding in developing grants and applications for funding.
The platform requires support, maintenance, and continuous updates in capabilities to continue to leverage the information shared and result in benefits to the region. Absent use, the capability created will eventually be overcome by events as static data becomes outdated. Discussions required include:
• Support: This platform has been designed to provide every city with a map of priority areas and fiber infrastructure. Discussions should follow that examine the value of this platform in service to the cities and overall region. The information collected should continue with additional sources of fiber maps, right of ways, and adoption status. • Maintenance: As an IT platform, systems administration is required. Adding data, continually enhancing functions and tools, software licenses, and user support are common needs that require technical resources.
Section 7: Strategic Priorities and Actions
This section brings together areas of consideration and recommendations based on the data collection and findings presented in previous sections. The recommendations are aligned with legislative and practical outcomes to achieve Broadband for All.
Three primary goals for improving broadband services within Santa Barbara County are discussed and elaborated on throughout this section.
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• Achieving Access Through Improved Broadband Infrastructure • Achieving Affordability and Adoption
• Achieving Redundancy and Resiliency
Achieving Access Through Improved Broadband Infrastructure Ensuring broadband access requires significant improvement in broadband infrastructure across Santa Barbara County. Below are the requirements and vision for developing infrastructure, followed by an elaboration on one of many viable operating scenarios for the county and a plan to accelerate near-term outcomes essential to long-term broadband infrastructure development.
Characterize Broadband Network Needs
The requirements and vision for Santa Barbara County are characterized below based on the network segments of interest, namely, the middle-mile and the last-mile.
Middle-Mile Deployment
Santa Barbara County's middle-mile network requirements include high-capacity fiber optic infrastructure to interconnect the communities while extending proximal connectivity to last-mile networks across the county, particularly in the more rural areas.
It is desirable for jurisdictions to have two points of entry via a ring topology to ensure service continuity in the event of service outages or cuts on a fiber optic trunk line. It is further desired to rationalize the interconnection of middle-mile network segments of various network operators, including incumbent ISPs, future ISPs, and the State of California. Importantly, a robust middle-mile network will improve the economics of last-mile networks, stimulating more last-mile development where it is most needed.
In addition to planning for an ever-increasing need for capacity, the middle-mile network intends to provide an open-access network (OANs) framework that offers incumbent ISPs and new entrants equal and non-discriminatory network access to service the community.
For the public sector, middle-mile benefits include reduced costs for the interconnection of facilities, support for telehealth, remote learning, and economic development, as well as enhanced services and innovation for smart cities.
Santa Barbara County Middle-Mile Vision
The envisioned regional middle-mile network incorporates the work done to date. It completes the regional aspects of the network with the establishment of redundant fiber in the south, traversing both inland and along the coast.
The Santa Barbara County middle-mile vision is a robust middle-mile network with three main network segments displayed in the graphic below: the North County Fiber Network, the South Coast Route, and the Buellton Connector. The envisioned middle-mile network provides a robust network with four rings that offer physical route diversity and multiple interconnections with last-mile networks. 89 86
Santa Barbara County Middle-Mile Vision
In recent years, considerable dialogue and high-level designs have been developed for the North County Fiber Network. The Santa Ynez Band of Chumash Indians has led the way in securing initial resources to explore the feasibility of this network.
State of California Middle-Mile Broadband Initiative
In May 2022, the California Department of Technology (CDT) released a statewide construction evaluation map with 10,000 miles of proposed build-out spanning the entire state. This full-system design map was delivered to Caltrans as they are actively conducting pre-construction analysis on the proposed routes outlined in the map.
The updated map involving Santa Barbara County is displayed in the graphic below. In the coming months, CDT will evaluate affordability and identify where the state will be able to build and where it will need to use Indefeasible Right of Use (IRU) leases.
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State of California Middle-Mile Broadband Initiative Planning Santa Barbara County Broadband Delta Analysis
A delta analysis was performed to identify network segments of the Santa Barbara County middle-mile vision for potential projects to complete the map and provide the requisite connectivity throughout. The delta analysis presented below is contingent on the plans of the State of California, and as the State's plans evolve, the region will stay involved in the conversation.
Middle-Mile Broadband Delta Analysis
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Note: Areas shaded in white represent the middle-mile gap in the current State of California plans.
According to the delta analysis, the South Coast Route and the Buellton Connector are the network segments requiring further analysis to close the gap unaddressed by the current plans from the State of California.
Areas of Focus
The State of California plans significant investment in the Santa Barbara County middle-mile network.
Local efforts should focus on complementing the state-level work by analyzing funding requirements and business and operating models to deploy and manage the middle-mile network.
The areas of focus for middle-mile network deployment are:
1. Ensure funding to complete the high-level network design for the middle-mile network.
Completing a high-level design of the middle-mile network must happen in concert with other key stakeholders, including the Golden State network, Caltrans, the Cities, and the Chumash Tribe.
2. Support and coordination with the work performed by the Chumash & Econ Alliance with funding from an EDA Grant for the North County middle-mile analysis and design.
3. Continue coordination with the State of California Middle-Mile Broadband Initiative. The actions of SBC will pivot off the states' plans which will be monitored closely.
Last-Mile Deployment
Last-mile fiber connectivity is the delivery network from the optical aggregation node to the subscriber locations, which are residential households, businesses, and anchor institutions throughout the community. Multiple technologies are available for delivering last-mile connectivity and are profiled in Section 3.
While a "fiber first" approach will be pursued via Fiber-to-the-Home (FTTH), it may be necessary to consider other technological alternatives, including fixed terrestrial wireless and satellite. Wireless technologies still require fiber connectivity for backhaul and middle-mile connections to the Internet Points of Presence (POPS). Points of Presence (POPS).
Last-Mile Deployment Prioritization
A cluster analysis was performed to identify areas lacking access to 25/3 Mbps service based on annually collected CPUC Broadband Data (December 2020). The following map displays areas of broadband need that are the target of last-mile network deployment. The radius of the circles is proportional to unserved and priority unserved populations (refer to Section 1 Broadband Service Definition table for CPUC unserved definitions). An estimated 9,400 households lack 25/3 Mbps service.
Importantly, the CBAP initiative specifies a minimum download speed of 100 Mbps. The inference, therefore, is that a substantially higher number of households in Santa Barbara County lack sufficient broadband service.
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Last-Mile Broadband Delta Analysis (CPUC Data)
More urgent priorities for last-mile deployment are provided in Table 4 and are further referenced in Section 4.
Unincorporated Area Incumbent ISP in the area
Los Alamos Frontier Communications
Casmalia None – providers left the area
Cuyama/ New Cuyama Satellite availability; Applied Technology Group Inc.
Guadalupe Frontier Communications and Charter Communications Inc
Areas of Focus
There are two areas of focus for last-mile network deployment:
1. Ensure funding to complete feasibility analysis for last-mile broadband deployments in the unincorporated areas in broadband need.
2. Capitalize on the processes established during the strategy development and utilize a technical advisory committee to assist with developing plans for last-mile funding.
Broadband Operating Scenario
In parallel with the needs analysis and the network design views referenced throughout this document, it is crucial to begin the process of "imagineering" the future to consider how the middle-mile networks will acquire funding, how the network will be managed, and to determine roles and responsibilities.
Primary components to consider in this journey are described below. • Funding and Ownership Model: Analysis of funding options, stipulations, and obligations associated with receiving funds.
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The network scope is defined, often to comport to grant specifications. It encapsulates passive infrastructure (rights of way, conduit, poles, fiber cables, etc.) and active network infrastructure (fiber optic equipment) applied to middle-mile and last-mile networks.
County partners will need to consider obligations of ownership of broadband infrastructure and develop plans accordingly.
• Operating Model: Consideration of the range of network operating activities (network provisioning and service delivery, network maintenance, customer care, etc.) and the delegation of such tasks by county partners to a selected entity.
It is important to note that, as the owner of the broadband infrastructure, certain responsibilities defined in partnership and operating agreements are in full effect and must be planned accordingly.
In short, a governance framework is required to accompany and oversee the defined operating model.
• Roles and Responsibilities: A responsibility assignment matrix is provided to identify the key project stakeholders and to convey the roles and responsibilities of each.
County partners need to consider the ramifications of operating and governance models for Broadband Infrastructure.
In the context of Santa Barbara County, any reasonable broadband scenario will include two criteria:
• Open-Access Network: A requirement for most Federal and State funding, an open-access network offer public and private ISPs wholesale access to broadband infrastructure and services with fair, reasonable, and equal terms.
• Outsourcing of Operating Activities: The Communities have clearly stated a preference to avoid direct operational responsibility for managing and operating a broadband network.
A Broadband scenario that meets the above criteria is described below.
Broadband Scenario: SBCAG, County or Municipal Ownership of Middle-Mile and Last-Mile Networks In this Broadband scenario, SBCAG implements a countywide entity that acts as an Open-Access Network (OAN) provider, offering wholesale services to broadband infrastructure. In this way, jurisdictions are not competing with ISPs but are facilitating their service delivery to end subscribers.
The model would be the same if the County or a city were to act as an OAN provider. Throughout this section, SBCAG will be referenced for the sake of the scenario, and it is important to keep in mind that the County or one of the eight cities would follow the same model.
The open-access approach enables competition among ISPs across the open-access network owned by SBCAG. Meanwhile, SBCAG maintains neutrality, non-discriminatory practices, and standard pricing for network providers.
The OAN could be managed via the Joint Powers Authority described in Section 2, which would establish SBCAG as the owner. The same standards would apply if the County or a city chose to act as an OAN provider.
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The following approaches are implemented at the network level:
• Middle-mile approach: Ownership of a middle-mile network that complements and integrates with Golden State Network, providing a robust middle-mile network for Santa Barbara County. • Last-mile approach: SBCAG, County or city, acts as the "provider of last resort" for the last-mile network in unserved areas offering wholesale services to incumbent ISPs and new entrants and stimulating retail service competition in Santa Barbara County.
Funding and Ownership Model
The funding and ownership model is described as follows:
• SBCAG applies for funding to design and build the middle-mile and last-mile network infrastructure, including the passive (e.g., conduit, fiber, poles) and the active (e.g., OTN, routers) components.
• The capital for the physical infrastructure can be obtained via the assistance of Federal and State funding programs. Provided that CAPEX deployment is funded, a sustainable business case is achievable.
• The construction activities for the network deployment can be outsourced to a third party, while SBCAG, County, or a city oversees the activities.
• SBCAG, County or city, maintains the ownership of the passive and active infrastructure.
The figure below provides an overview of the ownership model for the described broadband scenario.
Ownership Model
Operational Model
A three-actor model is proposed if SBCAG, the County, or a city within Santa Barbara County has no interest in becoming an ISP or managing the network. The model described below does not require SBCAG, the County, or a city to perform the functions of an ISP.
Operating Model
• SBCAG (Owner): SBCAG, the County or a city, is the open-access network owner and establishes the standard pricing structure and terms of service. SBCAG negotiates and contracts with an 95 92
OAN Operator to perform operational activities. SBCAG has no operating responsibilities contract with ISPs or subscribers.
• OAN Operator (Third-party): A third-party entity outsourced by SBCAG to perform network operations and maintenance activities. On behalf of the owner, it sells and supports wholesale network services to ISPs. The OAN Operator does not sell services to end Subscribers. • Internet Service Provider (ISPs): The ISP purchases access to the open-access network from the OAN Operator based on bandwidth utilized or a flat monthly fixed fee. It sells consumer-end services to Subscribers, such as internet access, telephone, or TV services. In addition, it performs subscriber installation, provisioning, subscriber management, and customer service activities.
• Subscribers: Subscribers are the end users that purchase services for their home from the ISP of their choice. They receive broadband services and pay the ISP of their choice.
Roles and Responsibilities
The responsibility matrix considering the principal activities for broadband network deployment and operations activities is presented below.
Broadband Scenario
Stakeholders
SBCAG
(SBCAG JPA)
Network
Constructor
OAN
Operator
Internet
Service
Provider(s)
Cities or
County
Middle-Mile and Last-Mile
Network
Ensure Funding for Network
Detailed Design P O O O S
Passive Infrastructure
Construction S P O O S
Active Infrastructure Deployment S P O O O
Network Operations
Network O&M Activities S O P O O
Field Maintenance Activities S O P O O
Service Delivery
Subscriber Installation and
Service Provisioning O O O P O
Subscriber Management and
Billing O O O P O
Customer Support O O O P O
P = Primary
S = Secondary
O = Observer
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Accelerate Outcomes
Alvin and Heidi Toffler's book, "Revolutionary Wealth" (Toffler, 2006), contrasts the speed at which various kinds of public and private organizations respond. It is no secret that change in the private sector can occur faster than in the public sector. To accelerate outcomes, strategies will require the innovation prevalent in the private sector to be strategically coupled with investment by the public sector via grants. Creating processes by which collaboration occurs provides the bridge and means to accelerate outcomes for all concerned.
Imperative
The overall imperative to achieve Broadband for All must occur sooner, not later, while funding opportunities are a priority at the State and Federal levels. Implementing 21st-century technology solutions will not occur without the future infrastructure in place. The gaps, shortfalls, and vulnerabilities revealed by the pandemic continue and, now that they are evident, also reveal foundational shortcomings in the social and economic well-being of our communities.
Focus Areas
As immediate next steps, resources through Local Agency Technical Assistance (LATA) grants were requested in September 2022 to accomplish the following:
• Formalize the countywide Broadband Alliance via a joint powers authority (JPA) and hire staff for initial capacity building.
• Complete a programmatic Environmental Impact Report (EIR) to remove obstacles to construction.
• Complete the high-level technical analysis to implement the strategy and validate feasibility, costs, and available funding.
• As feasible, align policies and permitting to expedite broadband builds.
Actions
To achieve accelerated outcomes, public and private civic leaders must continue to communicate a sense of urgency. In addition, maintaining an overall regional approach that includes collaborative coordination of activities, sharing strategies and outcomes, and compilation of external best practices for quick start application while leveraging available resources will be necessary.
Achieving Affordability and Adoption
Priorities for improving affordability and encouraging adoption:
• Support the Digital Equity Coalition – leverage the countywide network of community-based organizations focused on connecting, literacy, & learning (Community Foundation). • Leverage Federal Programs - Use federally funded programs as a catalyst to develop local strategies, attract collaborative funding, and conduct community action. • Conduct a Last-Mile Pilot (s) – Develop processes for applying for technical support at the neighborhood level to achieve access, literacy, and community development. (Guadalupe) 97 94
Support the Santa Barbara County Digital Equity Coalition Leverage the existing network of community-based organizations focused on connectivity in underserved communities, digital literacy, and e-learning opportunities. Work is already happening in Santa Barbara County amongst community partners and CBOs that offer programs relevant to affordability and adoption goals.
Imperative
To meet the diverse needs of communities across Santa Barbara County, a strong coalition of partners is needed to advocate for each area and deliver resources that empower constituents to engage in the digital world. A successful and sustainable effort to improve adoption requires a partnership between organizations that have already gained the trust of their members and can deliver culturally responsive programs and content that reflect community needs.
The Santa Barbara Foundation is a central convener in the county with the time, staff, funding, and aligned mission to support digital equity initiatives led by community organizations. With the support of the Broadband Consortium Pacific Coast, the Foundation has taken the lead in creating a Digital Equity Coalition. A successful Digital Equity Coalition is led by an organization that has established relationships with organizations working closely in each community and is mission-driven and financially able to support convening efforts on a long-term basis.
Focus Areas
Support the Santa Barbara County Digital Equity Coalition led by the Santa Barbara Foundation.
Participation connects public, private, and non-profit entities to the existing networks of community- based organizations that represent the needs of underserved communities. Coordinate within the K-12 education system, community colleges, libraries, and CBOs with access and inclusion goals and strategies to create a broad network.
Formalize an agreement with the Santa Barbara Foundation to convene the Digital Equity Coalition in support of the following goals:
• Connectivity: Access and availability of affordable broadband is the first step in meeting last- mile needs. Inform residents of provider options and promote cost assistance programs to lower cost barriers.
• Adoption: Adoption occurs as residents sign up for service. Engage community bridge builders and trusted agents as digital navigators to assist neighbors in overcoming resistance and concerns using new technologies.
• Ubiquity: Ubiquity refers to the availability of the internet to all, everywhere. The COVID-19 pandemic demonstrated children's need for a virtual connection to the classroom. The same connections are needed for telehealth and social programs. To move forward, communities need to plan and secure funds for a ubiquitous capability to ensure no one is left unplugged in a time of need.
Actions
As next steps, the following actions are recommended:
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• Solicit input from the Digital Equity Coalition in discussions about broadband improvements, focusing on recommendations from the community that would lead to ubiquity in their neighborhoods.
• Partner with the Santa Barbara Foundation and the Digital Equity Coalition to apply for and secure funding to sustain ongoing work in underserved communities. • Encourage and support philanthropic partnerships that bolster digital literacy investment through education, workforce development, and vital services.
Leverage Federal and State Programs to Increase Adoption Rates Use federal- and state-funded programs such as the Affordable Connectivity Program (ACP) as a catalyst to develop local strategies, attract collaborative funding, and conduct community action that supports ongoing connectivity and adoption.
Imperative
Federal and state programs encouraging consumer adoption provide directed processes and coordinated publicity to increase connectivity in underserved communities. Leveraging programs to increase outreach efforts provides a coordinated opportunity to build connectivity and adoption into social services, education, and workforce goals across the county. Programs such as ACP catalyze conversations about existing outreach efforts and opportunities for collaboration between organizations to ensure households in need are informed and supported as they seek affordable internet access and grow their digital literacy capacities.
Focus Areas
Utilize the Digital Equity Coalition to support and promote existing programs with outreach strategies that are multilingual, culturally responsive, and dynamic that can grow as community needs transform with increased digital literacy and improved access. Leverage existing federal and state subsidy programs to coalesce the efforts of public services and community-based organizations, and fund ongoing initiatives to support affordability and adoption goals.
Encourage local public agencies and organizations that work with households eligible for federal and state subsidy programs to identify strategies that will build digital literacy into their client success metrics:
• Embed conversations about connectivity and adoption into their client engagement processes • Allocate resources toward digital literacy and educational programs • Formalize accessibility and adoption as a metric for client success.
Partner strategically to apply for funding that supports adoption and connectivity outreach efforts.
Actions
Grow and expand existing outreach efforts among public service and community organizations by connecting them through the Digital Equity Coalition. Support civic entrepreneurship to develop and fund ongoing support for underserved communities. Share federal and state program information through the Digital Equity Coalition to support integration into public service client engagement activities in social services, education, and community safety net programs. 99 96
Conduct a Last-Mile Pilot
A Last-Mile Pilot aims to develop processes for applying technical support at the neighborhood level to achieve access and adoption. This strategy identifies several communities where a pilot project provides an ideal opportunity for establishing best practices. A coordinated effort is necessary to achieve Broadband for All in communities of need, and includes the following activities:
• Public Sector Capacity Development: technical assistance grants are available to deliver the needed resources.
Work with the local education sector (as a public partner lead) to create a ubiquitous network (wireless) that can serve as a safety net to overcome gaps due to availability and affordability.
Plan for municipal oversight. Rely upon the participation of social service stakeholders and CBOs to deploy.
• Private Sector Engagement: identify resources and remedy pain points.
Coordinate engagement of broadband providers to identify current levels of access, plans to increase levels of access, and opportunities for new and expanded services. • Convene Community Stakeholders: coordinate community engagement to ensure the commitment and completion of planning and execution of local strategies.
Task Description - Accompanying the availability of access and affordability to those disconnected, is the need to insure adoption and the development of digital literacy skills. This work involves community-based organizations creating an awareness of benefits and resources available online to stimulate access (connection) and the commitment to participate in digital skills training programs.
Imperative
Communities of need appear across the region, and there is an urgency to acquire the resources necessary to conduct a last-mile pilot project. Guadalupe has been identified as a prime opportunity for the planning and execution of a project.
Focus Areas
The Santa Barbara Community Foundation, in partnership with SBCAG and the Broadband Consortium, is uniquely suited to coordinate the conduct of this continuing activity. • Guadalupe is applying for funding to cover a last-mile pilot – coordinate and leverage the results to replicate in additional last-mile priority locations. • Build an evaluation process to identify opportunities for replication and refinement.
Actions
The efforts in communities such as Guadalupe and Los Alamos require focus and acceleration, documentation, and communication of lessons learned so they can become best practices. Considering the imminent receipt of $15,870,746.44 for Santa Barbara County, these efforts provide confidence- building examples in repeating the successful conduct of the work required.
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97 Achieving Redundancy and Resiliency
Priorities for enacting redundancy and securing resiliency:
• Create a Regional Organization – Expand SBCAG's role via LATA funding to establish a Joint Powers Authority for regional broadband planning and support. • Identify and Prioritize Funding Opportunities – Attract funding and recruit technical resources to support local communities as they seek to increase local capacity and close the digital divide. • Maintain a GIS capability – Continue to collect and maintain information and create tools that support the deployment of last-mile and middle-mile, & increase adoption levels.
Create a Regional Organization
The Santa Barbara County Association of Governments is a regional planning agency comprised of representatives from the County of Santa Barbara and all eight incorporated cities. SBCAG distributes local, state, and federal transportation funds and acts as a forum for addressing regional and multi- jurisdictional issues. Although this work focuses primarily on transportation, funding has been requested to broaden the work to include broadband planning and support by establishing a Joint Powers Authority (JPA) between the County and the Cities of Santa Barbara County. The work involved includes governance and oversight of fiber assets via shared ownership by the communities they serve. There are three primary activities required:
1) Oversight & Monitoring
A physical accounting of the assets involved, monitoring where the network goes, strands in use and users, and publicly used vs. available unused capacity. Oversight and monitoring activities provide for the establishment of lease arrangements of unused fiber to private telecoms until needed for public use.
2) Operations & Maintenance
Covers the day-to-day operation of a function like an internet service provider and will likely be a P3 arrangement. Municipalities will share the cost of the connection and the internet service it provides to the region. In addition to maintaining the help desk service, ongoing financial oversight (billing) will result in significant savings for all concerned. 3) Strategy & Planning
Focuses on the ongoing growth of the network size and capability, extending it to new areas, connecting to new anchors, and developing technology applications of interest to municipalities. The first two areas provide revenue, and this activity will result from the targeted strategic investment.
The Last-Mile Federal Funding Account is the funding opportunity that supports this structure, designed to fund last-mile broadband infrastructure projects. Interested organizations include local governments, non-profits, and tribal entities. A full list of eligibility criteria, program rules, and guidelines can be found in Appendix A of the California Public Utilities Commission's Decision 22-04-055. A public map shows priority areas and digital equity data; potential applicants can register for more detailed information.
SBCAG's collaborative role in this model is to convene and coordinate on behalf of the region, which provides added benefit to the overall proposal to be submitted.
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As new investment occurs and the acquisition of publicly owned broadband assets follows, an organizational construct is required to oversee and maintain the assets. This broadband strategy has been developed based on collaboration within a "hub and spoke" model between SBCAG, the County, and the Cities of Santa Barbara County. Creating a regional organization for broadband leverages work that occurs for virtual highways in the same manner as collaboration for physical highways.
Focus Areas
• Establish JPA
• Perform a programmatic EIR
• Perform Middle-Mile Network High Level Design and Engineering • Conduct a Last-Mile Pilot
• Propose and secure funding for last-mile projects countywide • Secure funding to maintain SBCAG involvement and perpetuate collaborative planning Support Model
The support model builds upon the existing relationship between SBCAG and the Cities and the County as defined by the project MOU. Regarding capacity-building, conversations will follow defining roles and responsibilities for regional processes and required revenue sources.
Hub and Spoke: SBCAG, governance, municipalities’ participation
Identify and Prioritize Funding Opportunities
With local and regional opportunities identified in this document, the MOU partners must collaborate in grant funding processes to increase their capacity to implement or support the capacity of SBCAG to lead broadband infrastructure work efforts. Collaboration is key when securing grant funding, as 102
99 applications must show that work efforts are aligned at a local and regional level and to ensure no overlap in work or duplicative efforts. One of the main purposes of developing a regional strategy was to organize and prepare local government to secure and execute funding to deliver Broadband for All and to close the digital divide. The Digital Equity Coalition is organized similarly, and pending the direction the MOU partners determine is their best path forward, collaboration is recommended to coordinate the following as outlined above:
• Seek funding to complete the middle-mile in partnership with the Golden State Network and/or the private sector.
• Seek funding to complete the last-mile – partnerships may include the Rural County Representatives of California, the Tribe, SBCAG, and the private sector. • Seek funding to support the Digital Equity Coalition to address internet adoption and access to technology and training.
A summary of public sector grant opportunities can be found in Appendix J.
Maintain Collaborative GIS Capability
Maintaining a centrally administered map data portal is an important collaborative tool with regional benefits to track progress as the strategic plan is implemented and public and private sector investments are made. The regional collaborative GIS will allow for SBCAG, public works, and planning teams throughout the county to interact through a common platform. As work efforts continue to center on achieving broadband for all and reaching the underserved, the measurement of progress is required in digital inclusion, last-mile planning and construction, construction management, asset management and operations, identifying priority areas, and developing grant funding. This tool should be for internal agency use; however, aspects of the map may be shared externally (with special considerations for privacy) to build trust with the private sector.
Actions
The crowdsourced GIS platform is a unique product of the Santa Barbara County Broadband Strategy.
The system is a functional prototype demonstrating the tool's power and is well-positioned for use as a resource. With that said, it lacks implementation and commitment for use by the community and the development of a support model. GIS positions the public sector with the systems necessary to manage broadband infrastructure and adoption as a utility. If the region is committed to broadband as a fourth utility, GIS will be essential in the tracking and management of assets, including continued collection and maintenance of information and the creation of tools that support the deployment of last-mile and middle-mile infrastructure and increased adoption levels.
For the near term, GIS is a tri-county resource and tool to assist in securing grant funding. A long-term sponsor should maintain the system and update data as capabilities evolve so it can continue to serve the interests of all communities.
Focus Areas
Assuming a commitment to continued use of the GIS platform, the following focus areas apply:
• Continue to collect maps related to public right-of-way, local and otherwise. • Continue to work with Cal Trans and share GIS information related to the Golden State Network. 103
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• Collect and manage fiber maps from providers and new map information collected through the permitting process.
• Develop tools that assist in estimating costs and applying for funding (for example – speed testing).
• Continue to monitor data from the CPUC, NTIA, USDA, and local sources related to adoption levels and areas of need.
• Strive for digital equity in all planning processes by utilizing GIS to prioritize projects that reach underserved populations.
• Identify needs and functional potential to use as a system for asset tracking, status, and operations.
• Full-service terms and costs related to the Regional Collaborative GIS are detailed in "Regional Collaborative GIS: Service Details" Appendix K.
Section 8: Opportunities and Benefits
The preceding section outlines priorities and action steps to reach Broadband for All goals in Santa Barbara County. The following section describes opportunities and benefits that updated infrastructure and a connected community could bring to the region, improving prosperity and retaining competitive advantage in a technologically advanced society.
Improve Safety and Security
Broadband infrastructure plays an essential role in public safety, locally and regionally. Public safety planning involves what is known as the OODA loop, specifically, engaging in activities that allow communities the capability to observe-orient-decide-act. The tools and technologies to bring this to communities are all enabled by broadband. The best description of the impact of broadband for safety and security involves response and recovery activities during a natural disaster. Today's Emergency Operations Centers (EOCs) serve as a facility where information is gathered somewhat mechanically from the internet, human input, media stories, and other resources where a fusion process occurs so that leaders can assess, plan, and respond to what is occurring.
Up-to-date broadband infrastructure takes these processes to a new level of situational awareness with the use of hardware and software that expands and accelerates the collection and analysis of data, increasing and improving emergency responders' understanding of incident command. The broadband infrastructure provides immediate feedback from audio, video, environmental (air, water, seismic), and other sensors to accurately convey what is occurring.
Redundancy in the network is imperative to keeping it operational. Redundancy can be achieved through network design, where anchor institutions are interconnected via a series of loops. If a line is cut, service to the network is not lost. On the other hand, resiliency is achieved through partnerships with multiple broadband providers and the hardening of the network to not fail in the absence of power loss. If one provider is experiencing an outage, another can pick up the slack. Disaster recovery equipment and planning can ensure the network is up and operational to keep anchor institutions connected, communication flowing within the response team, and necessary communications with the community impacted.
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Economic Development
Whereas tourism is a primary economic driver, the primary potential benefits of broadband development lie in education, business retention, public safety, and emergency response for existing and future residents and businesses.
Job and economic growth are directly tied to economic development, and the broadband initiative is central to attracting and retaining businesses in each municipality and across Santa Barbara County.
Businesses are tied to local customers without the infrastructure to provide reliable, affordable, high- speed internet. They cannot utilize modern technologies for promoting and running their businesses through point-of-sale software, customer relationship management systems, permitting processes, and global supply chain management. As these online systems improve and grow, businesses will rely on updated infrastructure to keep up with the pace of development and innovation.
Santa Barbara County is home to multiple institutions of higher learning, including a significant research and innovation hub at UCSB. The higher education schools serve local students and attract out-of-area students because they are considered top-performing schools located in a safe and enjoyable place to live. In addition to the award-winning research from UCSB, the two county community colleges provide vocational and lower-division education to thousands of local residents who become employees and entrepreneurs who need to be trained in modern technologies to stay competitive in the marketplace.
Formerly analog vocations such as auto mechanics, construction, landscape, and agriculture are increasingly digitized, as are the training programs preparing the labor force. On-campus and in-home access to technology and the internet is imperative for success in the workforce, and research shows that smartphone and small device access is insufficient (A. Gonzales, 2021). Elementary and high schools are increasingly tasked to begin technology familiarization and training at younger ages. While some schools in the county adequately incorporate digital tools into the curriculum, pockets in the county do not have sufficient speed and capacity at their schools to enable children to learn using technology.
These children are the job creators of the future and deserve high-capacity infrastructure to carry them through their education. The region needs multiple carriers to provide competition in the broadband space, which will lower prices and play a role in the attraction and diversification of businesses.
A portion of the needs assessment focused on businesses. Of the total respondents who took the needs assessment survey, 68 completed the section focused on business:
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Q50 – Do you own a business?
Of significance to this section is the following which answers Q60 – What impact would gigabit internet service have on your business? (Check all that apply):
The responses show that there are businesses within Santa Barbara County that would benefit from access to faster and more reliable internet service.
Achieving Digital Equity
Despite the high number of connections across Santa Barbara County, there are pockets of the population where broadband adoption is limited by barriers, including affordability, access to technology, and low digital literacy. The cost to access the internet is prohibitive for some households, 106
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and inequity exists in the tiers limiting high-speeds to higher-cost plans. Federal and state programs seek to reduce the digital divide by subsidizing the cost of internet plans and requiring a minimum 100Mbps download and upload speeds for low-cost plans. Opportunities exist in Santa Barbara County across public, private, and community-based organizations to embed affordability program enrollment into social services, education, and community engagement. To educate households about these programs and support their enrollment, community organizations build on partner relationships to conduct outreach and provide technical assistance.
Households excluded by the digital divide require access to in-home technology to fully participate in the digital economy, learning opportunities, and public services. Low-income households often rely on a mobile device rather than large device technology. However, research repeatedly links success outcomes to in-home devices rather than mobile devices, finding that computer use significantly increases user engagement, digital literacy, and improved range and functionality (A. Gonzales, 2021; T.
Correa, I. Pavez & J. Contreras 2020; P. Napoli & J. Obar 2014; E. Tsetsi & S. Rains, 2017). County-wide programs such as Partners in Education deliver free technology devices and support services to families with students enrolled in public schools. Federal, state, and philanthropic funding opportunities exist to expand these programs and create specialized programs targeting other vulnerable populations.
Santa Barbara County is home to rural, urban, and suburban communities that reflect a range of cultural backgrounds, languages, and shared histories. Many of these communities require different approaches to outreach and education about broadband, access, and digital literacy; there is no one-size-fits-all approach to equitable connectivity. The fabric of the community-based organization network in the county is woven from organizations embedded in the communities they serve that have established reputations of trust with community members. Some already work with their communities to improve access to high-speed internet and offer digital literacy and educational content tailored to their needs, including several libraries across the county and higher education institutions. Opportunities to increase adoption and build capacity through multilingual programs would narrow the digital divide and empower users to participate in the digital landscape.
Santa Barbara County is ripe for collaborative efforts to bridge the digital divide through partnerships between community-based organizations and public services, increased access to educational opportunities, and improved funding with the aid of cooperative grants and philanthropic investment.
Resources and goals have already begun to coalesce across the county under the leadership of the Santa Barbara Foundation supported by the Broadband Consortium Pacific Coast.
Smart City Planning
Aspects of a Smart City
Broadband infrastructure catalyzes the development of smart cities and communities. With faster internet speeds and improved communication, communities throughout Santa Barbara County can implement smart technology-based solutions to their unique local issues. Smart cities utilize digital technology to connect, protect, and enhance the lives of everyone in the community. It adopts practices that address challenges and creates a technologically-enabled, sustainable infrastructure while equitably integrating technology, community, and even nature to enhance a community's livability and resilience.
Once community broadband infrastructure is in place, smart city applications allow the collection and analysis of data from IoT sensors, cameras, and other technologies to monitor the environment enabling communities to decide how and when to act. As smart communities continue to develop, a host of 107
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technologies are possible that will improve public health and safety, communication, transportation, waste management, and more. Modern technologies that may one day find their way into a smart city include:
• Smart Utility Meters – Devices that attach to buildings and connect to a smart grid, allowing utility companies to efficiently manage the community's energy flow. • Smart Transportation – Connected vehicles mean more efficient traffic flow, fewer hazards, and more reliable public transportation.
• Smart Waste Management – The collection and disposal of waste can be costly and inefficient.
Smart Waste management monitors trash collection flow, rate, and amount, allowing cities to work with waste management companies to improve the overall efficiency of trash collection. • Smart Air Monitoring – Smart air monitors detect dirt, chemicals, dust, and more floating in our air. This data can aid cities in detecting polluted areas so that they may develop solutions and improve public health and safety.
• Smart Streetlights – These streetlights utilize a combination of cameras and sensors to improve city efficiency, safety, and data collection. Smart streetlights create dynamic lighting, monitor weather and environmental changes, display digital signage and alerts, aid in parking management, extend cellular and wireless communication, manage traffic, and manage emergency response. The benefits include reduced energy costs, increased pedestrian satisfaction and safety, reduced carbon and light pollution, improved traffic and parking, revenue opportunities, and crime detection.
With the data collected from these technologies, communities will improve infrastructure, public utilities, services, and decision-making to improve quality of life.
Health, Safety, and the Economy
Smart city planning results in a host of benefits to local communities and economies and feeds advanced technologies and solutions. A smart city is safer and more resilient by applying resources where they are most needed. Smart cities grow when civic leaders invest in their citizens and the future by looking forward at the physical environment, safety, economic development, job creation, education, distance learning, telehealth, and telemedicine, all of which cannot be improved without greater connectivity.
Smart city technologies empower city agencies, citizens, businesses, and developers by allowing cities to optimize operations via real-time data intelligence to improve citizens' daily lives through enhanced city services. Smart city technology improves applications' use of city data and aids communities in enhancing operational efficiencies and citizen engagement, allowing public visibility of real-time city- wide data to improve mobility, connectivity, and safety services. In addition, the new technologies drive the creation of new businesses and revenue streams resulting in economic development.
Smart City Vision
A smart city cannot truly be smart without well-connected citizens, businesses, and government, equipped with the appropriate technologies and provided equal access to services that, in the future, require a reliable internet connection. The Santa Barbara County Broadband Strategic Plan is a launch point for smart city planning and could connect residents while improving public/private and citizen/local government relationships within the region.
Smart city development takes preparation and participation. Without ubiquitous broadband infrastructure, a community lacks a solid foundation for building smart solutions. A broadband strategy must be established for communities to connect as many citizens as possible. Once a broadband 108
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connection is available, civic leadership is required of city and community planners, local businesses (specifically technology and innovative services), and citizens. According to the American Planning Association, knowledgeable and forward-looking planners are the backbone of smart city development.
City planners and public works departments are experienced in both the art and science of land use and public engagement, making them significant drivers behind the planning process.
The Urban Sustainability Directors Network outlines key steps in smart city planning. Government departments should become connected via digital strategies and sustainability, and IT directors should converge on a shared purpose to find similarities across departments, sectors, and jurisdictions. Local governments should begin to recognize new capacities in the changing role of IT, looking at the role to help build new staff expertise. Planners, businesses, and the public should collaborate to create new partnerships with the tech sector and develop a solid understanding of the potential for innovation in their region. Specifically, the partnership between the city and industry is critical to a smart city's success. In addition, local governments must better understand and adjust to emerging technologies, mastering innovation and quicker adoption. Local governments can then increase communication with the public and get citizens more engaged in the process via crowdsourcing applications, staying mindful of the privacy issues for businesses and citizens when making city data available for smart city technologies. Finally, procurement rules are designed to ensure fairness and transparency but can sometimes create restraints on the adoption of new technologies in emerging markets. A re- examination of this system to become more transparent and innovative will speed up the smart city planning process.
Creating a mechanism for securing resources for investing in smart city development is recommended to create technology programs, grants, and opportunities that help governments, businesses, and citizens along the smart journey. By increasing the awareness of these opportunities, communities will find avenues to create smart solutions and opportunities to connect the government and the public to achieve common smart goals.
Conclusion
With the rapidly changing broadband landscape, including new FCC mapping requirements and varied definitions for served and unserved, this document provides a baseline for the Alliance. The document provides guidance for the region and recommendations focusing on additional fiber to support future demand and movement toward a ubiquitous network for all homes, schools, public services, libraries, and businesses.
Recommendations are informed by the data, the evolving landscape, the need for redundancy and resiliency for safer communities and the groundwork for smart city infrastructure. Using the strategic plan, Santa Barbara County can foster digital equity and become broadband ready, in alignment with California Broadband for All.
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Appendices
Appendix A - Communications plan
Appendix B - Needs Assessment data
Appendix C - Project FAQ’s
Appendix D - GIS data list
Appendix E – California Broadband Infrastructure Report Card Appendix F - Responses to Get Connected Resource Guide
Appendix G - Cuyama Valley Action Plan
Appendix H - Tribe Broadband Strategy and Feasibility Study Appendix I- Santa Barbara public library broadband connectivity Appendix J - Grant opportunities
Appendix K - GIS service details
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Attachment 2
Broadband Strategic Plan Presentation
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SANTA BARBARA COUNTY
BROADBAND STRATEGIC PLAN
PROJECT
Connecting our Communities
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PRESENTATION OUTLINE
• Project Overview and Timeline
• Strategy Status
• Project Highlights
• Speed Test Summary
• Recommended Local Actions
• Recommended Regional Actions
• Next Steps
• Q&A
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TIMELINE
January/February
Data collection begins
Stakeholder group
identification &
development
February/March
Convenings
Prioritization & focus areas
developed
Survey deployment
Aggregate past work
efforts into current work
ISP Outreach Begins
March/April
Identification of assets for
mapping
Correlate with initial
funding targets
Develop priorities &
potential approaches
May/June
Analysis framework
developed
Public outreach
Develop draft outline
July/August
Continue analysis
Build education packets
for county/cities
August/September
Draft strategy out for
review
September/October
Incorporate feedback &
schedule presentations
November
Presentations & project
wrap up
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PROJECT
HIGHLIGHTS
Priorities identified and
grant ready!
Open
access GIS
mapping
Stakeholders
Data
• Aligning with State and
Federal efforts
• Open access GIS tool
development
• Captured community status
• Everyone wants reliable and
affordable internet
• Goleta is ready for
broadband
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SPEED TEST SUMMARY
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RECOMMENDED LOCAL ACTIONS- GOLETA
6 Organize
Review/consider/adopt
• Develop full inventory of assets
• Dig once policy
• Prioritize broadband planning
• Prioritize smart city planning
• Determine conduit feasibility
Apply for LATA funds
• Staffing & planning
• Design work
Participate in countywide JPA
if funding is received
• SBCAG coordinates
Support open access GIS
mapping tool
Access
Participate in middle mile
conversations
• SBCAG coordinates
Explore public Wi-Fi
planning
Engage telecoms for
public/private opportunities
City staff leads
Affordability &
Adoption
Ensure capacity
to operate and
maintain a 24/7
public Wi-Fi system
Partner with Digital
Equity Coalition
Support grant work
efforts
SB Foundation
coordinates/BCPC
supports
Redundancy & Resiliency
Planning
Consider development of a
smart city strategy
Identify and support a smart city
catalyst project
Meet with major providers to
discuss public/private
opportunities to accelerate
smart city planning
Prioritize infrastructure
planning and policies to
reduce barrier for fiber
deployment
• Elected officials - lead
• Staff - implement
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RECOMMENDED REGIONAL ACTIONS
7 Organize
Complete
strategy
Receive LATA
funding
New hire by
SBCAG
Develop
JPA/Programmatic
EIR/Policy alignment
SBCAG
Coordinates
Middle Mile
Complete North
County Study
(Chumash/Econ
Alliance EDA grant)
Complete regional
middle mile high
level design
Apply for
construction
funding
SBCAG
Coordinates
Last Mile
Engage
telecoms for
public/private
opportunities
Submit
proposals for
CPUC/NTIA to
fund
SBCAG
Coordinates
Adoption
Affordability/Digital
literacy
Secure funding
SB Foundation/ BCPC
supports
In process
TBD
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NEXT STEPS 8
2022
Review & adopt strategy
recommendations
Identify staff to participate in middle
mile conversations and as point of
contact for SBCAG
Q1 2023
Determine feasibility of recommendations
Develop priorities and approach
Meet with ISPs
Prepare to apply for grant funding
Participate in and support regional model
of a Broadband JPA
Q2
Determine feasibility of policy
recommendations
Prioritize policy recommendations
Last mile – determine if prepared to
submit grant application
Q3
Council to determine priorities
Staff determine if grant opportunities
should be pursued
Q4
Depends on previous actions and steps
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Q&A Thank you!
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