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2 CONTENTS
1. Introduction .................................................................................................................................................................................................................................. 5
1.1. Project Background and Purpose 5
1.2. Document Overview 6
2. Existing Conditions and Policies ..................................................................................................................................................................................... 7
2.1. Existing Fiber Infrastructure 7
2.2. Existing Broadband Services 7
2.3. Existing Broadband Policies 8
Manteca General Plan .......................................................................................................................................................................................... 8 Open Trench – Joint Trench Fiber Standard..................................................................................................................................... 8 Wave Technologies Fiber Conduit Lease and Innovation Fund (Fund 350) ........................................................ 8 Other City Broadband Efforts ........................................................................................................................................................................ 8 San Joaquin Council of Governments Fiber Readiness Study ..........................................................................................9
3. Needs Assessment .................................................................................................................................................................................................................... 10
3.1. Data Collection 10
3.2. Needs Assessment Workshop 10
3.3 Community Broadband Survey 11
Internet Service Providers ................................................................................................................................................................................. 11 Residential and Business Usage ................................................................................................................................................................. 12
4. Citywide Fiber Network ........................................................................................................................................................................................................ 14
4.1. Proposed Citywide Fiber Network 14
4.2. Prioritization Methodology 14
4.3. Project Segmentation and Phasing 20
The Fiber Pilot Program .................................................................................................................................................................................... 22 Near-Term Projects ............................................................................................................................................................................................... 22 Mid-Term & Long-Term Projects ............................................................................................................................................................... 22
4.4. High Level Cost Estimate 22
5. Future Proof Network .......................................................................................................................................................................................................24
5.1. Operations and Maintenance 24
Security ............................................................................................................................................................................................................................ 24 Capacity and Scalability.................................................................................................................................................................................... 24 Internet Protocol Version 6 (IPv6)............................................................................................................................................................ 24 Supervisory Control and Data Acquisition (SCADA) ................................................................................................................ 25 ATTACHMENT 2
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3 5.2. Future Uses 25
6. Implementation Models ................................................................................................................................................................................................. 26
6.1. Infrastructure Ownership 26
Private Network Ownership ..........................................................................................................................................................................26 Public Network Ownership ............................................................................................................................................................................26 Hybrid Ownership and Operations ......................................................................................................................................................... 27
6.2. Governance Model 28
6.3. Business Model 28
Closed Access vs Open Access ................................................................................................................................................................... 28
7. Financing Plan .........................................................................................................................................................................................................................30
7.1. Federal Funding Sources 30
7.2. State Funding Sources 30
California Advanced Services Fund (CASF) ..................................................................................................................................... 30 Last Mile Federal Funding Account ........................................................................................................................................................ 31 Loan Loss Reserve Fund .................................................................................................................................................................................... 31
7.4. Regional / Local Funding 32
Regional Transportation Impact Fee (RTIF) .................................................................................................................................... 32 Regional Transportation Improvement Program (RTIP) ..................................................................................................... 32
8. Next Steps .................................................................................................................................................................................................................................... 33
8.1. Recommendations 33
Pursue upcoming broadband funding opportunities .......................................................................................................... 33 Confirm appropriate business model and partners ................................................................................................................ 33 Strengthen City Fiber Readiness ............................................................................................................................................................. 34 Regular Update of Fiber Master Plan................................................................................................................................................... 34
9. Appendix ........................................................................................................................................................................................................................................... 35 Appendix A. Community Broadband Survey Results 35
Question 1: Tell us if you have broadband/Internet access at this location by clicking the dropdown below. .................................................................................................................................................................................................... 35 Question 2: Tell us if the broadband/Internet access affordable at this location by clicking the dropdown window................................................................................................................................................................................................. 37 Question 3: For the location indicated above, please select which category best describes your Internet use by clicking the dropdown window. ........................................................................................................................ 39 Question 4: For the location indicated above, please select which most closely describes your Internet connection by clicking the dropdown window. .................................................................................................... 41 ATTACHMENT 2
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4 Question 5: For the location indicated above, tell us who is your broadband/Internet provider by clicking the dropdown window. ............................................................................................................................................................... 43 Appendix B. CPUC FFA Unserved Mass Market Locations 45
Appendix C. American Community Survey Internet Connectivity Census Tracts 46 Appendix D. CASF Eligible Census Blocks 47
Appendix E. Fiber Equipment Installation Costs per Mile 48 ATTACHMENT 2
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5 1. INTRODUCTION
1.1. PROJECT BACKGROUND AND PURPOSE
The City of Manteca has a population of 91,000, and is the third-largest city in San Joaquin County. With the rising population and an increasing demand for resources, the City is investing in policies and infrastructure that will support current and future needs. Among the needs being identified, a need for a robust fiber network that can serve residents and businesses in unserved and underserved communities has become apparent. A lack of modern broadband infrastructure has resulted in broadband services within the City that is limited in both speeds and coverage. This has led to several gaps in the existing system that does not provide adequate service to City residents and businesses.
To address the present digital divide, the City has initiated a Fiber Master Plan to guide its efforts in implementing a Citywide fiber network. The Fiber Master Plan is a framework for the City of Manteca to do the following:
· Design and plan the proposed fiber optic network.
· Identify a business model which can support the City’s needs. · Pursue funding opportunities that will support the implementation of broadband infrastructure.
Specific priority will be given to implementation of key corridors, which will consider factors such as access to underserved communities, connectivity to the Downtown area, and integration with City facilities.
The Fiber Master Plan is funded by a Local Agency Technical Assistance (LATA) grant, a program established by the California Public Utilities Commission (CPUC) to support tribes and local agencies that are seeking to expand broadband service to unserved and underserved populations. In March 2022, the City of Manteca received the LATA grant to develop a Citywide Fiber Master Plan. Fiber optic infrastructure in the City of Manteca is mostly privately owned, with limited fiber-optic links owned and used by the City
The Fiber Master Plan is part of ongoing efforts to secure the economic future for the City through increasing access to high-speed broadband. In doing so, the City hopes to attract businesses, grow the local economy, and accommodate work-from home and hybrid education. The April 2023 Draft General Plan, which was adopted in July 2023, acknowledges need to grow high-speed broadband infrastructure within the City. The Fiber Master Plan includes policies that prioritizes broadband infrastructure development as part of several goals outlined within the General Plan.
The Fiber Master Plan is tailored specifically to the implementation of fiber optic installation and upgrades that can connect City facilities, community spaces, and other institutions. These new connections will target areas that will address the most disparities in broadband access across the City, ensuring that the proposed network will equitably serve residents to begin bridging the present digital divide. By following this tenet, the Fiber Master Plan will act as a framework and roadmap for projects that the City may pursue to secure its economic future through providing robust, future-proof broadband access to its residents and businesses.
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6 1.2. DOCUMENT OVERVIEW
The Fiber Optic Master Plan is organized into the following chapters:
· Section 2: Existing Conditions and Policies
· Section 3: Needs Assessment
· Section 4: Citywide Fiber Network
· Section 5: Future Proof Network
· Section 6: Business Models
· Section 7: Financing Plan
· Section 8: Recommendations and Next Steps
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7 2. EXISTING CONDITIONS AND POLICIES
The City of Manteca currently has a limited fiber optic network that connects City Department buildings, Manteca City Hall, and the Manteca Transit Center along Center Street. The City also has empty leased conduit, namely along McKinley Avenue that runs towards the Great Wolf Lodge which is adjacent to the existing City fiber and across the Union Road and Route 120 interchange. The proposed Citywide fiber network will leverage these existing assets to assist in its build out.
2.1. EXISTING FIBER INFRASTRUCTURE
The City’s fiber infrastructure assets are summarized below:
· 48 strand fiber cable along Center Street from City Hall to Transit Center · 144 strand fiber cable (Cable A) for the City traffic signals that are part of the Highway Safety Improvement Plan (HSIP) along Union Road from the intersection of Union Rd and W Yosemite Ave to the intersection of Union Rd and W Center St. Cable A continues along Center St from the intersection of Union Rd and W Center St to the intersection of Cherry Ln and W Center St to City Telecom Room (under construction).
· 96 strand fiber cable (Cable B) for the City traffic signals that are part of the HSIP along W Center Street and N Walnut Ave from the intersection of Cherry Lane and W Center Street to the intersection of Yosemite Avenue and N Walnut Avenue (under Construction) · Existing 2-4” empty along McKinley Avenue from the intersection of McKinley Avenue and Bronzan Road to the intersection of McKinley Avenue and Daniels Street. · Existing 4” conduit along McKinley Avenue from the City Telecom Room to the intersection of McKinley Avenue and W Yosemite Avenue and to the Great Wolf Lodge (leased to 3rd Party) · Existing 2-4” empty conduit (one with 4-1” innerducts) and 2-2” empty conduit going across the Union Road and Route 120 interchange
Other fiber-ready conduit is present or in the process of being installed within the City as a result of new developments, but their locations are currently unconfirmed and must be verified in the field.
Currently, Manteca City Hall, City Department buildings, and the Manteca Transit Center are connected via the existing 48 strand fiber cable going along Center Street. There are also 71 traffic signals located within the City that are supported by other equipment, including detectors. This traffic operations equipment is not currently connected via fiber.
2.2. EXISTING BROADBAND SERVICES
City residents and businesses primarily rely on private Internet Service Providers (ISPs). The ISPs currently providing services within the City include:
· Comcast
· Frontier/Verizon
· AT&T
· Astound (including all Grande, RCN, & Wave assets)
· Vast
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8 These private ISPs consist of the majority of the fiber present in Manteca1. These ISPs are a blend of incumbents and smaller providers that do not currently provide broadband connections to significant portions of the City. A lot of this broadband infrastructure that is already present is either outdated or modern equipment that is not readily available to residents and local businesses. Section 3.3.
2.3. EXISTING BROADBAND POLICIES
Manteca General Plan
The City adopted its General Plan Update in Summer 2023. To address the limitations of the City’s broadband infrastructure, new policies from the adopted General Plan update encourages citywide broadband infrastructure development, including fiber to the home (FTTH) connections, expansion of broadband connection to community spaces, and using fiber to develop smart city initiatives. Specifically, goal CF-9 within the General Plan aims to ensure modern broadband service availability across the City.
The City seeks to do this by enacting policies that will encourage the improvement of existing broadband services, support providers, upgrade communications infrastructure in City facilities, and aid in the deployment of telecommunications facilities and infrastructure.
In addition to these specific policies, the General Plan also outlines other goals and policies that also encourage the deployment of modern broadband infrastructure throughout the City or will benefit specifically from its implementation. The City seeks to adapt to the needs developed by the changing digital landscape, like the increased need of high-speed Internet for work and daily tasks, the expansion of remote work capabilities, and the importance of a digital presence and digital capacity for local businesses, among others.
Open Trench – Joint Trench Fiber Standard
The City adopted its Open Trench – Joint Trench Fiber Standard in 2019 to increase the diversity of fiber providers in the City and broadband availability to its residents. By establishing this standard, the City has been able to add dedicated conduit for future fiber deployments. Developers must now install two 4” conduits, with four 1” innerducts in one conduit while leaving the other empty within right of way widths greater than 50 feet.
Wave Technologies Fiber Conduit Lease and Innovation Fund (Fund 350) In 2019, Wave Technologies won the bid to provide fiber to Great Wolf Lodge and opted to use the City’s fiber conduit. The City agreed to lease the conduit to Wave Technologies and established Fund 350 – Technology & Innovation Fund. This Innovation Fund holds the revenue from leasing fiber conduit, space on streetlights and other vertical assets to be used maintaining and further expanding the City’s fiber conduit network.
Other City Broadband Efforts
Aside from official policies, the City is also advancing their fiber deployment readiness efforts. The City passed a separate resolution to use lead fees from telecommunication and adjacent infrastructure for an Innovation Fund that will aid in the maintenance of conduit infrastructure. The City Engineering 1 Section 3.3 Community Broadband Survey includes ISP breakdown by residential and business usage.
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9 department is also currently creating an inventory of conduit installations that will allow the City to ascertain the broadband infrastructure assets it has at its disposal.
San Joaquin Council of Governments Fiber Readiness Study The San Joaquin Council of Governments (SJCOG) Fiber Readiness Study serves as an inventory of existing fiber assets across the various cities in San Joaquin County and a summary of opportunities to expand middle mile fiber throughout the County. The Fiber Readiness Study recommends the installation of municipal fiber along high-impact corridors, which include Union Road, Yosemite Avenue, and Main Street, among others. Highway 99 and Highway 120 are also included, which were also identified as strategic broadband corridors in the 2019 Strategic Broadband and Corridors Report.
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10 3. NEEDS ASSESSMENT
The proposed fiber network needs to address current and projected future needs of the City. By using data collected by federal and state entities and corroborating it with stakeholder testimonies, an accurate picture of the City’s existing gaps in broadband access were made to inform the design of the Citywide fiber network.
3.1. DATA COLLECTION
The needs of the City were identified through stakeholder engagement and corroborated with other data, which includes data from the American Community Survey (ACS), the California Public Utilities Commission (CPUC), and the California Advanced Services Fund (CASF) as seen in Appendix B, C, & D.
These needs will inform elements of the fiber network design, specifically the routing of trunk cable, and the recommended prioritization of fiber projects throughout the City.
A focus of designing the network is reaching unserved and underserved locations and groups within the City. The Federal Communications Commission (FCC) and CPUC define unserved locations as locations without access to broadband services with a minimum download speed of 25 Mbps and upload speed of 3 Mbps. The FCC and CPUC define underserved locations as locations with access to broadband services exceeding the minimum download speed of 25 Mbps and upload speed of 3 Mbps, but do not exceed 100 Mbps for download and 20 Mbps for upload. The CPUC has collected this data based on the FCC Broadband Map and created their unserved mass market locations map to identify clusters of these unserved and underserved locations, in which several clusters were identified throughout the City.
The City is currently lacking enough modern high-speed broadband infrastructure to serve its businesses and residents. Identifying the gaps in the current infrastructure and services provided by Internet Service Providers (ISPs) currently operating in the City. These gaps have been identified in project meetings and the workshop held on November 30th, 2023.
3.2. NEEDS ASSESSMENT WORKSHOP
On November 30th, 2023, Kimley-Horn held the first needs assessment workshop with heads and members of different key City departments. These departments include Economic Development, Recreation & Community Services, Engineering, IT, Finance, and the City Police Department. The purpose of the workshop was to ascertain City and community broadband needs by determining specific priority areas and locations and identifying other current and planned City developments, initiatives, and projects relevant to establishing a Citywide fiber network.
Through engagement with constituents and experience, City staff members identified areas of particular note regarding gaps in broadband service across the City. These locations with notably poor existing Internet connection include senior centers, parks, and broadband dead zones across the southern portion of the City. Specific parks, like Northgate Park, Woodward Community Park, and Lincoln Park, are located within underserved communities according to the CPUC unserved mass market locations map.
Other areas of note are Downtown Manteca, and shopping centers, specifically Stadium Center and Promenade Shops, according to City staff members and complaints from members of the community.
Downtown Manteca has the largest concentrations of unserved locations according to the CPUC unserved mass market locations map, which also overlaps with data collected by the ACS that shows a ATTACHMENT 2
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11 large concentration of locations without Internet connectivity in the same areas. The area within Manteca with the highest concentration of residents without Internet connectivity is known as the Southside Park neighborhood that has several low-income households and apartments. The outer areas of Manteca that show high proportions of households without Internet access, according to ACS data, are agricultural or industrial areas that are still expanding and do not currently have any broadband infrastructure. In eastern Manteca, an area encompassing the mobile home lots, including El Rancho Mobile Homes, senior living centers, and some businesses has been identified by the CPUC as currently being unserved.
The broadband infrastructure already present is either outdated or modern equipment that is not readily available to residents and local businesses. AT&T, CVIN/Vast, and Wave/Astound currently provide services to some businesses, national clients (i.e., hospitals), school districts, and along major thoroughfares. These ISPs have not previously significantly invested in building out their infrastructure in the City. Comcast and Frontier are currently the only ISPs that provide residential services in the City. The majority of the existing Comcast broadband infrastructure needs to be upgraded and Frontier is currently deploying fiber Downtown. Both ISPs are conducting upgrades to their respective networks.
Efforts and initiatives to address broadband needs by the City have been hampered by a lack of widespread accessible broadband infrastructure. The City previously sought to start a free public Wi-Fi initiative in public areas, but the effort is not ongoing. The City is also currently informally investigating communities with poor cell signal, but it does not have the resources required for the full inspection.
Additionally, the lack of broadband infrastructure in the City contributes to the lack of knowledge regarding fiber optic technology. However, broadband expansion initiatives are still ongoing; the City is discussing municipal fiber build out with Frontier and the City Engineering Department is beginning a conduit inventory and developing a new, more detailed fiber standard that carriers will need to abide by.
3.3 COMMUNITY BROADBAND SURVEY
The City developed a survey to assess the broadband affordability and accessibility across registered nonprofit organizations and businesses (businesses) in Spring 2024. Of the 3,403 businesses registered with the City, 1,869 were surveyed, and 116 businesses supplied responses. The results are included in Appendix A and key findings are summarized below:
Internet Service Providers
The responses accounted for within the survey included the work locations and residences of the respondents. They fall into the following categories:
· Nonprofit or business (11+ Employees)
· Nonprofit or Business (6-10 Employees)
· Nonprofit or Business (Less than 5 Employees)
· Residence
· Residence with home based business2
While businesses and nonprofits have more choice compared to residences, the majority of respondents (73%) subscribe to Comcast/Xfinity Internet. This is similar to the responses pertaining to residential Internet usage. Despite the greater number of choices available to businesses and nonprofits, the lack of 2 For the purposes of the analysis, the primary internet use for “Residences with home based businesses” is assumed to be residential.
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12 other competitive Internet service provision is creating a lack of Internet access affordability within the City.
Figure 1: Broadband provider market shares in residential and business/nonprofit responses.
Residential and Business Usage
The responses accounted for within the survey included the work locations and residences of the respondents. They fall into the following categories:
· Nonprofit or business (11+ Employees)
· Nonprofit or Business (6-10 Employees)
· Nonprofit or Business (Less than 5 Employees)
· Residence
· Residence with home based business
53% (61) of the responses describe residential internet usage. Of the responses pertaining to residential Internet usage, 93% stated that they had Internet access at the relevant location. However, residential Internet access was found to be unaffordable by most of the recipients in this category. 51% of the recipients responded that Internet access is not affordable, but they still pay for it. 4% of recipients responded that they did not have Internet access due to the same reason. 47% (55) of the total responses describe primarily business-related Internet usage. 96% of responses pertaining to business Internet usage state that they have Internet access. However, a greater proportion of businesses/nonprofits stated that they believed that their current Internet service provision is not affordable: 60% of these respondents stated that that Internet access is not affordable, but they still had it and 4% stated that they did not have Internet access because it is not affordable. 85%
15%
Residential Broadband Providers
Comcast/Xfinity Other
2% 2%
73%
14%
9%
Business/Nonprofit Broadband
Providers
Astound Networks AT&T
Comcast/Xfinity Frontier
Other
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13 Figure 2: Broadband affordability in residential and business/nonprofit responses.
This lack of affordability may, in part, be due to a lack of Internet service provider (ISP) options. 85% of the residential Internet respondents stated that they subscribed to Comcast/Xfinity Internet, which provides Internet mostly via cable and more recently via high-speed fiber. 44%
51%
5%
Residential Broadband
Affordability
It is Affordable
It is not affordable, but we still have it.
It is not affordable, which is why we do not have it.
36%
60%
4%
Business/Nonprofit Broadband
Affordability
It is Affordable
It is not affordable, but we still have it.
It is not affordable, which is why we do not have it.
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14 4. CITYWIDE FIBER NETWORK
The proposed Citywide fiber network needs to provide the City with the foundation to begin bridging the digital divide. This can be achieved by prioritizing underserved and unserved communities and determining strategic areas for fiber deployment. Locations that also warrant priority connections are anchor institutions and City facilities that will provide benefits to the City as a whole.
4.1. PROPOSED CITYWIDE FIBER NETWORK
The proposed fiber network will consist of key elements as defined below:
· Trunk fiber is cable that provides the backbone of the overall fiber network. Trunk fiber routes include new conduits, pull boxes, and splice vaults.
· Distribution fiber is cable that connects City infrastructure and facilities to communications hubs.
Distribution fiber includes new conduits, pull boxes, and splice vaults. · Drop cables are cable that provides direct connections to field devices or other smaller City facilities that only require a small amount of fiber connections.
· Communication hubs are aggregation points for fiber optic links for devices connected to trunk and distribution fiber.
Due to the size of the City and the anticipated growth, it is recommended that the City use a minimum of 288 strands for the trunk fiber and a minimum of 144 strands for the distribution cable.
The proposed Citywide fiber network was designed by examining major corridors across the City and cross-referencing broadband access maps. The cross-referenced data includes clusters of unserved locations using CPUC mass market unserved hexbins map, CASF priority eligible zones, and census tracts identified by the ACS as lacking broadband access. The grids created by the City’s major corridors were leveraged to create as many loops as possible in order to increase redundancy and network resilience across the City. The resultant proposed fiber network is 49.1 miles long, as shown in Figure 3.
In 2021, Senate Bill 156 was signed to create an open-access middle mile network to increase internet connectivity across California. A portion of the proposed statewide middle mile network will run through the City along Interstate 5, Route 120, and the Union Pacific Railroad right-of-way. While the California middle-mile network cannot be used for portions of the proposed Citywide Fiber Network, it will increase connectivity for additional ISP and City partners to serve Manteca residences and businesses. An openaccess network gives providers and entities access to broadband infrastructure that will allow any network provider to connect on equal economic and service terms. The network is scheduled to be operational by December 2026, although policies and pricing for Middle Mile access are being finalized by the State and are expected to be released in late 2024.
P4.2. PRIORITIZATION METHODOLOGY
The proposed City-owned fiber optic network will be built in a series of projects implemented in phases.
The large size of the overall network makes a full build-out after the adoption of the Manteca Fiber Master Plan impractical for the City due to a lack of immediately available funding. To effectively organize these projects and the timing of their construction, a prioritization methodology was developed.
A series of stakeholder meetings and workshops determined the prioritization methodology for the Cityowned network. The criteria were used to develop priority zones within and around the Downtown core ATTACHMENT 2
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15 of the City that will aid in the creation and implementation of the fiber projects that will build out the complete fiber network. The prioritization methodology considered the following:
Providing service to unserved and underserved communities is the most important factor in developing segments for the network implementation. All proposed projects must facilitate connections to currently unserved and underserved communities. Using the CPUC Federal Funding Account (FFA) Public Map unserved mass market locations, provided in Appendix B, these communities can be identified through clusters of locations that are indicated as being unserved or underserved. Larger clusters of these locations and lower quality broadband connections are of higher importance.
Building the Downtown core and expanding reach along business corridors will create connections to several different stakeholders that will provide multiple benefits to the City and its residents. The Downtown area contains a combination of retail and service commercial, office, and multiple-family residential uses. The varied needs of these users all require greater connectivity. Businesses in Downtown and across the City especially require high-speed modern Internet connections to remain competitive in the current digital landscape.
Supporting existing City facilities (e.g., City Hall, Public Works, Police Department) via direct connections to the fiber network will allow the City to transfer data in a faster and more secure manner. Departmental operations. The proposed fiber network will also create new opportunities for the City to connect more of its infrastructure as well, like potential Smart City projects that enabled fiber for uses including real-time operational monitoring for utilities or improved traffic coordination. City-owned community spaces, like activity centers and libraries, can also provide high-speed publicly available Internet to its users. Parks can also be considered for connections as a public Wi-Fi network could be implemented within these community spaces.
Leveraging planned developments and projects to install new fiber will allow the City to prioritize projects that will provide multiple benefits without needing to retread recently developed areas. By applying “dig once” principles, the installation of conduit and fiber will be more cost-effective. New connections will then be readily available for the new tenants of the developed lots.
After applying these criteria, six Priority Zones were identified. They are shown in Figure 4.
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16 Figure 3: Proposed Fiber-Optic Network Routes
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17 Figure 4: Proposed Fiber-Optic Network Priority Areas ATTACHMENT 2
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18 These Priority Zones are areas identified by the City of Manteca as important areas for fiber implementation during the prioritization workshop. These zones target the following:
· The City’s underserved communities, including Southside Park, which are located along the proposed trunkline on Yosemite Avenue. These areas, which have the highest densities of underserved households and businesses in the City.
· Southern Manteca, including the Promenade Shopping Center, and have also been captured by three zones which cover the largest areas in the City.
· The Downtown area and portions of the City that directly surround it, which contain several City facilities, including the DMV, City Hall, Senior Center, Police and Fire Department buildings, and parks.
· Planned City developments, which are required by new City policies outlined by the General Plan to facilitate fiber connections to homes and businesses.
These Priority Zones are numbered in order of their priority and contain several of the Plan’s key areas for fiber implementation.
Using the Priority Zones for fiber implementation, portions of the Citywide fiber network were identified for implementation as trunk fiber and distribution fiber. These segments will comprise the core of the fiber network which the fiber distribution cables will build out from. It was determined to encompass the City’s Downtown area and the majority of the Priority Zones, with the exception of the eastern and the southern portions of Priority Zone 6. The remaining cable is designated for the installation of distribution fiber. This is shown in Figure 5:
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19 Figure 5: Proposed Fiber-Optic Network Cables
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20 The core of the fiber network is designed in a series of loops to provide redundancy and network resilience. It will serve large concentrations of the City’s unserved populations while providing the added benefit of also serving the many of the City’s anchor and governmental institutions.
4.3. PROJECT SEGMENTATION AND PHASING
Due to the size and high cost of implementing the full Citywide fiber network at once, the network was divided into smaller segments that will be completed over multiple phases. Currently, multiple funding sources for broadband infrastructure are available and upcoming, especially those that benefit underserved and unserved communities. These funding sources are limited, however. To receive their full benefit, the project costs must fall within the typical limits of available local, regional, state, and federal funding resources for broadband infrastructure. Therefore, all proposed fiber network segments must be under 5 miles long. By leveraging these opportunities, the City may apply and receive funding for specific sections of the network, allowing for a cost-efficient build out of the overall Citywide fiber network.
Because of the magnitude of the proposed fiber network and the total expense of its implementation, it is anticipated that the fiber network will need to be gradually deployed. To facilitate the gradual deployment of the network, it will be segmented into different projects, which will make designing and funding the overall network more feasible.
The installation of fiber network segments must be done in an intentional manner that will grant the most relief for unserved communities and the most overall benefit to the City. Initial deployments will generally focus on establishing the core fiber network comprised of the trunk fiber. These segments are mostly located within the Downtown area. Subsequent phases will deploy the distribution cable throughout the portions of the City, beginning with the segments closer to the Downtown core and going outwards from there.
The implementation of the projects designated for a specific phase may be affected by a number of scenarios, including funding restrictions, new policies affecting broadband infrastructure, and supply shortages, among other potential scenarios. While these fluctuations in deployment cannot be predicted fully, the phases that each project is assigned provides a general timeline for their implementation. These projects will be deployed in the following phases:
· Fiber Pilot Program (0 – 2 years after funding)
· Near-term (3 – 7 years after funding)
· Mid-term (8 – 15 years after funding)
· Long-term (15+ years after funding)
The various projects and their respective phases are shown in Figure 6.
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21 Figure 6: Proposed Fiber-Optic Network Project Segments ATTACHMENT 2
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22 The Fiber Pilot Program
The Fiber Pilot Program will comprise the first portion of the proposed Citywide fiber network trunk cable. This segment is 4.8 miles long will be completed within the first two years of the Plan’s implementation. This project targets existing and future needs by developing the main Downtown corridor along Yosemite that includes City Hall, City Department buildings and the Transit Center while also including the future Kaiser Permanente facility and Future Health District. Connections to these existing and future facilities are critical to creating foundation that the rest of the network can be built on.
Establishing the practices that will be used for the full fiber network, ranging from the construction to the operation of the segment, is another goal of the Pilot Program. This initial section will require the establishment of a fiber standard to ensure uniform installation across the City once more segments are funded for construction. Beginning an accurate broadband infrastructure asset inventory and refining operations and maintenance standards will allow for the sustained operation of the Citywide fiber network by using best practices informed by operational experience. Any problems encountered during the implementation of this initial segment will inform the implementation of the subsequent segments.
This initial section established by the Pilot Program will not be expanded past Route 120 due to Caltrans permitting requirements and PG&E coordination that is multiple years from completion. Keeping the project from crossing Route 120 ensures that the Pilot Program can feasibly finish in the proposed twoyear period.
Near-Term Projects
Projects identified as near-term projects are slated for construction and completion within two to seven years of the Plan’s implementation. Of these zones, projects in Priority Zone 1 are identified as the highest priority in the Plan. They will establish the core of the network. This is due to the large concentration of City facilities and underserved communities within the priority zone as well as its central location to the rest of the network. These projects will serve as the foundation of the system, establishing the central ring of fiber network and will be coordinated with upcoming planned developments. To facilitate their construction, these projects will target current funding and investment opportunities.
Mid-Term & Long-Term Projects
The mid-term projects will branch out from this central network. They will focus on medium priority areas and expand the trunk line network as well as the reach of the network. These areas include projects in Southern Manteca that will address the broadband dead zones. They are slated for construction after the near-term projects are completed and within 15 years of the Plan’s implementation. Afterwards, longterm projects that will reach the outskirts and future developments of the City can be constructed.
4.4. HIGH LEVEL COST ESTIMATE
The costs of each network segment were developed using an estimated cost per mile of fiber being installed. The following items were included in this cost per mile:
· Connections to City buildings and traffic equipment
· New pull boxes for accessing proposed fiber cable
· New conduit for housing proposed fiber cable
· End equipment for network operations
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23 A construction contingency and design costs were added to the cost estimate to provide the City a comprehensive estimate of all costs associated with the implementation of each project. The contingency applied is 30% of the overall construction cost to account for price fluctuations. It includes items that may impact construction bid, such as unforeseen site conditions discovered during design, inflation of equipment costs, inflation of Contractor labor costs, and unexpected construction costs after bid that are not allocated on any specific bid item. The contingency does not include “soft costs” such as design, project management, inspection, and system integration. The cost for the design of the network is typically 10% of the overall construction cost.
The estimated cost of the fiber installation per mile is approximately $760,000, which is based on design assumptions and current unit costs as shown in Appendix E. The cost per mile for conduit installation is based on the City fiber conduit standard of using 2 4” conduit with 4 1” innerducts. The Citywide fiber network is estimated to cost $37,316,000 in total and the Fiber Pilot Program is estimated to cost $3,648,000.
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24 5. FUTURE PROOF NETWORK
Although the implementation of the fiber network is the first step in bridging the digital divide in the City, its sustained utility must also be at the forefront of the City’s plans. Setting best practices for operations and maintenance, ascertaining novel uses for the network, and ensuring the network’s relevance well into the future of the City are crucial to the effectiveness of the network as a whole.
5.1. OPERATIONS AND MAINTENANCE
A large fiber network requires appropriate measures to ensure its continued operation. These measures must consider the safety of its users and the data being transferred across the system, the anticipated growth of network usage, and the continued upkeep of network equipment.
Security
The security of the data being transferred within and across City facilities is a high priority. By utilizing fiber optic cable, the City will be able to use its inherent properties to enhance its cybersecurity. In addition to their ability transfer large volumes of data at high speeds even over long distances, fiber optic cables are also more secure compared to traditional copper-based networks as the cables are immune to electromagnetic and radio frequency interference. This allows the City to transfer data using this new network with low risk of a cyberattack resulting in a data breach.
To complement the security capabilities of fiber, other protocols can be implemented to mitigate system failure and intrusion. These include network monitoring, redundancy, limited virtual access through permission assignment, restricted physical access to fiber and fiber-integrated infrastructure, hardware security, and Virtual Local Area Networks (VLANs). These protocols provide hardware and software-based solutions that the City can utilize to enhance the overall security of the fiber network.
Capacity and Scalability
It is recommended that the City use a minimum two 288 strands for its trunk cable and a minimum of two 144 strands for its distribution cable. One of the cables will be solely used to provide internet access to Manteca residents and businesses and the other will be solely used for connecting city facilities including traffic, IT, police, fire, and other uses reserved for the City. The physical separation of the city and community networks will decrease the risk of external threats and potential breaches, while enhancing security for the city facilities. The minimum number of strands will assure that future leasing opportunities are accounted for, especially in an open access network model.
Internet Protocol Version 6 (IPv6)
City infrastructure that will utilize the fiber network will also need to be Internet Protocol (IP) addresses are unique labels assigned to devices on a network. Currently, the Internet uses Internet Protocol Version 4 (IPv4) to assign IP addresses to devices. However, due to the influx of Internet users and devices that are Wi-Fi enabled, a new IP system, Internet Protocol Version 6 (IPv6) has been developed to ensure continued IP address availability into the future.
By switching to IPv6, users will be able to continue transferring data without risk of lag or impairment once address allocation from IPv4 runs out. If the City elects to use IPv6 compliant equipment, software, ATTACHMENT 2
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25 and services, it will be able to leverage the larger amount of IP addresses available for devices across the City. This builds capacity for the future growth envisioned by the City, which includes infrastructure that can be implemented using the fiber optic network like traffic signals and cameras.
To effectively leverage the capabilities of IPv6, a schema for IP address assignment is recommended for the various field devices. This allows for easy cataloging and identification of these devices, which also aids security efforts.
Supervisory Control and Data Acquisition (SCADA)
Supervisory Control and Data Acquisition (SCADA) systems are primarily used for monitoring and controlling equipment. By incorporating SCADA systems that use the new fiber network, City departments can do real-time monitoring and react to any emerging issues with high efficacy. This allows departments like Public Works to monitor systems throughout the City and can aid in the overall security of the network regarding network failures or abnormalities. Used in conjunction with organized IP address allocation, the implementation of SCADA systems has the potential to reduce costs associated with infrastructure damage.
5.2. FUTURE USES
The proposed fiber network creates new opportunities that the City can leverage for its benefit.
Intelligent transportation systems (ITS) improvements can be enabled by the proposed fiber network.
With fiber, connections between traffic signals and other traffic infrastructure like detection loops, cameras, and other advanced sensors that can use fiber connections, traffic management systems will be able to coordinate timing and signal patterns across the entire network in real-time. ITS solutions like real-time accident monitoring, adaptive signals, enhanced vehicle and pedestrian detection, and communications with neighboring city and the County databases can also facilitate more efficient traffic operations.
The City can also leverage the proposed fiber network to create a Citywide Wi-Fi system in public spaces, including parks, libraries, economic hubs like shopping centers, and other community centers. By increasing access to the Internet across public spaces in the City, residents with limited access to the Internet in their homes have opportunities to utilize online resources. In the current landscape of evolving technology, bridging the digital divide is important to keeping local economies competitive and ensuring that opportunities afforded by innovations can be used to the benefit of the City and its residents.
The proposed fiber network could also support 5G wireless alternatives to traditional providers like Comcast by providing connections to strategic vertical assets owned by the City (e.g. streetlights, City buildings) that 5G vendors could utilize. 5G vendors typically place transmitters in the 25-30 feet range. It should be noted that the City’s current streetlight heights are about 18 feet to keep light closer to the ground and more efficiently light streets but are not attractive to 5G vendors without upgrades or updates of the City’s street light standards.
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26 6. IMPLEMENTATION MODELS
Determining the model by which the City and potential partners (e.g., network providers and Internet service providers (ISPs)) will operate and maintain the proposed fiber network is critical to its efficacy in serving the needs of the City and its residents, as well as its overall longevity.
The City must decide on three key aspects of the Citywide fiber network implementation model that will provide direction to subsequent phases of the decision-making process:
· Infrastructure Ownership
· Governance Model
· Business Model
Careful consideration must be taken before endorsing a specific implementation model for expanding broadband access.
6.1. INFRASTRUCTURE OWNERSHIP
Manteca’s proposed digital infrastructure will either be owned by a private company, a public entity (the City), or a hybrid private-public partnership (PPP). Each of these is explained below.
Private Network Ownership
A private company will own and operate the network in this model. This model is driven by private interests that may or may not align with community interests. There is little the subscriber can do to influence policies, practices, and pricing offered by the operator as the company is not accountable to the community to the extent that the City is as a network owner and operator. Additionally, a private company is incentivized to maximize profits with the network, which is also not necessarily aligned with bridging the digital divide.
The private company will be responsible for installation, operation, and maintenance, and all of the costs associated under this model. The City will have little to no involvement regarding the design and buildout of the network, minimizing the costs that they incur. There is potential financial risk incurred by taking on these upfront costs, but it can be offset by broadband implementation-related funding opportunities.
When finding a private partner, the City can choose a private partner or publish a request for proposal (RFP). If directly choosing a partner that will implement and operate the Citywide fiber network, the private partner is not subject to procurement laws and the lack of competition may result in an unfavorable arrangement for the City. With an RFP, the City can assert its values that potential partners must abide by when submitting their proposals. This will allow the City to select a partner that most aligns with their priorities through a competitive process where the City can compare plans presented by each candidate. This process will be City-driven with a consultant acting in an advisory role.
Public Network Ownership
In this model, a neutral host (the City) owns and operates the network. The Cities of Chattanooga, Tennessee and Longmont, Colorado have both incorporated this model, where they own both the infrastructure and the services of the network. This model is owned and driven by the community instead ATTACHMENT 2
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27 of separate private interests. The City, as the network operator, is accountable to subscribers via an election cycle, empowering them to influence outcomes related to and services provided the network.
Because of this accountability, public owners have greater incentives to solve the digital divide through equitable pricing and service. It is also more likely that the City is aligned with residents on what they want from the network (e.g., low cost, high reliability, abundant bandwidth) than a third-party owner as the City’s focus is on making the system self-sustaining and adding value. The City also has much broader and different interests related to broadband infrastructure. These include economic development, livability, public safety, education, healthcare, emergency communications, smart grid, efficient government services, environmental stewardship, universal access, and smart city applications. All these things are now network dependent and the value from the network to the City aligns perfectly with the interests of constituents who subscribe to the network.
The City will be responsible for installation, operation, and maintenance, and all of the costs associated under this model. This requires the City to allocate or contract resources and personnel to maintain and operate the network. Due to the current demands of the required skillsets to operate and maintain these networks, the City will need to enter a competitive labor market. The potential financial risk incurred by taking on these upfront costs should be taken into consideration as well. These costs can be offset by broadband implementation-related funding, such as the Innovation Fund (Fund 350). There is also potential liability associated with this model should users seek damages in case of loss of fiber service. To mitigate this, the City should include appropriate clauses to protect the City.
Hybrid Ownership and Operations
Hybrid ownership and operational models can come in different forms. A special purpose entity or special purpose vehicle (SPV) is a legal entity established to separate an asset, subsidiary, or financial transaction from a larger corporation or government agency. These are typically created to help isolate risk in a transaction or manage the risks associated with the development of an asset. A special purpose entity can also be established for collaboration between a government agency and a privately owned company via a public-private partnership (PPP).
A public-private partnership will look different depending on the agreements made between the City and its chosen private partner. The City could completely own or share ownership of the network with a third-party operator. The operation and maintenance responsibilities are also dependent on the agreed responsibilities of each party. For example, the City of Elk Grove is considering a PPP where they would contribute a portion of the up-front capital and then take ownership of the infrastructure after 30 years.
In a PPP, ideally the City will have control of the network, allowing the community to influence policies and other outcomes relevant to the network, like a publicly owned and operated network. However, unlike a publicly owned and operated network, a network under a PPP may be more expensive for subscribers as the third-party will demand to price services to gain a profit.
Using a hybrid ownership model, the City will still be responsible for some of costs associated with the network build-out, as well as operating and maintenance costs, but these financial obligations are now shared with its third-party operator. The third-party operator will also generally have the resources and personnel to operate and maintain the network, driving down the costs directly incurred by the City.
However, as the interests of both the community and the third-party operator are both being considered in the ongoing operations of the network, a portion of the control that the community enjoys in the public ownership and operation model will be given to the operator instead.
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28 6.2. GOVERNANCE MODEL
The State of California allows municipalities to own, operate, and function as an internet service provider if desired. The City should seek legal advice as it determines which structure is best for its funding and operational strategy. The ownership and business model strategies the City Council selects to increase broadband access will also narrow the options for the governance structure. For instance, some structures will be more suitable for municipally owned infrastructure, while others will better support privately owned infrastructure. If the City pursues a hybrid ownership model, governance will be specified in the agreement between the parties.
When determining the governance structure of the network and its operations, the City must consider the following factors:
· Maximizing funding opportunities
· Long-term stability
· Required authorities
· Risk mitigation
· Flexibility
· Required initial investment
· Implementation simplicity
· Potential cross-jurisdictional collaborations
Network management and operations must also be considered when establishing the governance structure of the Citywide fiber network. The work required for network operations includes network monitoring, network management, outside plant repairs, and new customer installations. Network operations will be handled by the private partner if the City pursues a private partner to build and own the infrastructure. If the City chooses to pursue public ownership of the network infrastructure, network operations could be provided by City personnel or by a third-party partner. Current City staffing levels potentially preclude consideration of managing network operations internally. For many of these operations, the City can consider outsourcing logical network responsibilities (customer support, network operations center (NOC), monitoring, and troubleshooting) to its network management partner (open access or single ISP) and utilize a local company to manage outside plant, physical repairs, maintenance of physical assets, new customer turn-ups, and emergency response for the physical plant.
6.3. BUSINESS MODEL
Closed Access vs Open Access
The City must decide between a closed access or open access business model for the Citywide fiber network. In a closed access model, the infrastructure does not allow outside service providers onto the infrastructure. This eliminates any potential competition that could drive prices lower for subscribers and does not allow for any other choice of broadband provision. Both the Cities of Chattanooga and Longmont use this model. Other providers must deploy their own fiber and potentially additional conduit rather than use already-available fiber.
In an open access model, there is a single shared infrastructure operated by a neutral host. Nevada County, California, the City of Chico, California, and the City of Ammon Idaho all use an open access model. This gives service providers open, wholesale access at fair, reasonable, and equal terms and promotes competition among member ISPs. These ISPs can join the open access network instead of ATTACHMENT 2
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29 deploying its own network that may be closed off from City use. The City is positioned to function as a neutral host that can provide the infrastructure that the ISPs will need to operate ATTACHMENT 2
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30 7. FINANCING PLAN
Many funding sources for the expansion of high-speed broadband infrastructure are currently available.
These sources have varying requirements that must be followed for eligibility. However, there are some sources that require fiber optic projects to be tied to another type of project to either be eligible for funding or be competitive projects. Several funding sources have multiple application rounds, but limitations on the amount provided within a specified time period may apply. The full scope of these funding sources, and their requirements and limitations can be found through supplemental information provided by the administering agency.
7.1. FEDERAL FUNDING SOURCES
Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Program The SMART Grants program is a discretionary grant program established by the Bipartisan Infrastructure Law (BIL) and is split into the Planning and Prototyping Grants (stage 1) and Implementation Grants (stage 2).
USDOT expects that only the recipients of Stage 1 grants will be eligible for Stage 2 grants. Up to $100M is appropriated annually for fiscal years (FY) 2022-2026. Grants are awarded for projects that demonstrate at least one of the following:
· Coordinated automation
· Connected vehicles
· Sensors
· Systems integration
· Delivery/logistics
· Innovative actuation
· Smart grid
· Traffic signals
For fiber improvement projects, it is recommended that they be combined with operational improvements at signalized intersections to be competitive applicants for this funding source.
7.2. STATE FUNDING SOURCES
California Advanced Services Fund (CASF)
The CASF was authorized by the CPUC in 2007 with the goal of providing broadband access to 98% of California households. In 2022, the CASF program was extended to 2032 and prioritizes areas with slow or no Internet access. CASF funding is allocated to six accounts:
· Broadband Adoption Account
· Broadband Infrastructure Grant Account
· Broadband Public Housing Account
· Rural and Urban Regional Broadband Consortia Grant Account · Line Extension Pilot Program
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31 · Tribal Technical Assistance Program
Each account has separate application cycles and eligibility criteria. Of the six available accounts, three are recommended for the City:
Broadband Adoption Account
The Broadband Adoption Account awards grants for after school and publicly available broadband access projects as well as digital inclusion projects. Funding is prioritized for programs and projects in underserved and unserved communities. For FY 2023-2024, the CASF Adoption Account has been authorized $20.024M, and applications may be submitted at any time and will be grouped according to the deadline it closest precedes (January 1 or July 1 of each year) until funds are exhausted.
Broadband Infrastructure Grant Account
The Broadband Infrastructure Grant Account awards grants to subsidize the costs of middle-mile and last-mile infrastructure in underserved areas. Eligible projects must provide a minimum of 100 Mbps download and 20 Mbps upload. Any middle-mile infrastructure funded must be open access and must be available to provide nondiscriminatory interconnection and Internet access to any ISP. Applications for the program are due annually on April 1.
Rural and Urban Regional Broadband Consortia Grant Account The Rural and Urban Regional Broadband Consortia Account awards grants to eligible consortia to facilitate broadband deployment by assisting CASF infrastructure grant applicants in project development or the application process. Eligible consortium includes those representing:
· Local and regional government
· Public safety
· Elementary and secondary education
· Health care
· Libraries
· Community-based organizations
· Parks and recreation
Each Consortium has a maximum funding cap of $200,000 per year. Applications may be submitted at any time and will be grouped according to the deadline it closest precedes (January 1 or July 1 of each year) until funds are exhausted.
Last Mile Federal Funding Account
The CPUC established the $2B Federal Funding Account through Senate Bill (SB) 156 using state and federal funds. The Last Mile Federal Funding Account is used to facilitate the deployment of last mile broadband infrastructure projects. The funds are split into $1B allocated for rural counties and $1B allocated for urban counties. These projects must provide symmetrical 100 Mbps connections. The previous application window closed in September 2023, but another round is expected for 2024.
Loan Loss Reserve Fund
The Broadband Loan Loss Reserve Fund is a $750M fund established by SB 156 to provide credit enhancements to local governments, tribes, and non-profit organizations to help secure financing for last-mile broadband infrastructure projects. $175M was appropriated for fiscal years (FY) 2023-2024. The applications for this round were closed in April 2024. $300M are estimated for the appropriation for FY ATTACHMENT 2
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32 2024-2025 and $275M are estimated for the appropriation for FY 2025-2026. Three funding cycles are offered by the CPUC of equal amount based on the annual appropriation. These funding cycles are split into the following tracks:
· 40% is allocated to the General Market Track, which is open to all applicants. · 10% is allocated to the Tribal Track, which is open to tribal sovereign governments. · 50% is allocated to the Equity Track, which is open to projects serving SB 535 Disadvantaged Communities and Low-Income Areas, including Tribes.
Financing through the Loan Loss Program will not be restricted to financing unserved areas and will allow for financing in adjacent underserved and served communities.
7.4. REGIONAL / LOCAL FUNDING
Regional Transportation Impact Fee (RTIF)
The RTIF is a County-wide fee funded by new development to mitigate their impacts on the regional transportation network. The eligible projects are decided by San Joaquin Council of Government (SJCOG) in association with the member agencies. The most recent annual report was released in FY 2020-2021, which identifies the total regional transportation fees collected for FY 2020-2021.
Regional Transportation Improvement Program (RTIP)
RTIP develops the region’s funding priorities identified under the State Transportation Improvement Program (STIP). The RTSP is updated every two years and identifies funding for five years. Projects include highway, local road, transit, and active transportation projects. The projects align with the Regional Transportation Plan, which presents a vision for the future, typically 20 years out. The most recent RTIP was released in 2022 for FY 2022-2023 through 2026-2027.
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33 8. NEXT STEPS
8.1. RECOMMENDATIONS
The Manteca General Plan Update was adopted in on July 18, 2023, which contains elements that promote or will benefit from the implementation of the Citywide fiber network. Goals and policies listed within the General Plan Update explicitly call for the expansion and increased availability of advanced telecommunication infrastructure. This includes connections to lot and home, as well as to businesses and other anchor institutions. By codifying this language into the General Plan Update, the City has a foundation in place for the expansion of its broadband infrastructure.
The Fiber Master Plan provides a framework for the strategic deployment of the Citywide fiber network that allows the City to bridge the digital divide for its residents in an economically efficient way. Using feedback from the community and City staff, key priorities areas have been determined, a comprehensive fiber-optic network with feasible project segments has been developed, and a business model that supports the City’s need has been identified. The City of Manteca may use this document to engage and inform stakeholders, select future projects, and apply for funding sources.
The recommended Fiber Pilot Project is an opportunity for focused City attention for implementation of the Fiber Master Plan. The following next steps are recommended to the City for consideration:
Pursue upcoming broadband funding opportunities
Several potential funding sources that focus on expanding broadband infrastructure, specifically via fiber connections, are open or will be releasing Notices of Funding Opportunities (NOFOs) in the near future.
Other cities in California have prepared or are preparing materials to apply for these broadband infrastructure funding opportunities. Currently open funding programs, like the CASF accounts, are still accepting applications and will continue to do so until the accounts are exhausted. Upcoming programs, like the California Broadband Equity, Access, and Deployment Program (BEAD), will be releasing more information regarding applications as well. Many of these funding sources provide guidance and support through their official channels of communications and websites, which the City may consider attending to understand the process. The City does not have resources for focused attention on this effort and may want work with an experienced grant writer familiar with broadband funding to provide additional support
Confirm appropriate business model and partners
Through discussions with City staff and municipal leadership, the City lacks existing resources for a publicly built and operated citywide fiber network, and thus seeks a private-public partnership to implement the City’s vision. The City should use this document for outreach and engagement of private partners to explore opportunities for partnership. Depending on level of City commitment, the City may consider a formal Request for Proposal (RFP) process or an informal Request for Information (RFI) process. City lead person and negotiation authority should be clearly defined prior to substantial discussions with private partners for decrease project delays and capitalize on opportunities, including use and regular reporting of the City’s Innovation Fund.
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34 Strengthen City Fiber Readiness
The City should develop standards for any broadband infrastructure and identify lead group, which will streamline the overall implementation of the Citywide fiber network. These standards will include expected fiber-optic cable and equipment specifications, build-out guidelines, City inspection and coordination processes, and network operations and maintenance guidelines. The implementation of a Citywide fiber network will involve multiple City groups and departments (e.g. Public Works, IT, City Manager, Economic Development) and the City should identify and empower a group or new department to lead implementation efforts. To aid all future fiber and telecommunications infrastructure installation, the City must also begin coordination with Caltrans to obtain the required right of way and with PG&E to obtain any required permitting and approve undergrounding activities to leverage associated projects.
Regular Update of Fiber Master Plan
Broadband infrastructure across the nation is changing and expanding at an exponential rate. The openaccess middle mile network intended to increase internet connectivity across California as a result of Senate Bill 156 is nearing its deployment and will run through the City along Interstate 5, Route 120, and the Union Pacific Railroad. Depending on the policies and pricing issued by the state of California, the City must determine how it will leverage available connections to the statewide middle mile network.
Additionally, the distribution of unserved and underserved populations as shown on the CPUC FFA maps may change in the coming years as resources are updated. The City should consider updating the Fiber Master Plan every few years to accurately capture the evolving needs of the City.
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35 9. APPENDIX
APPENDIX A. COMMUNITY BROADBAND SURVEY
RESULTS
Question 1: Tell us if you have broadband/Internet access at this location by clicking the dropdown below.
Overall:
95%
4%
1%
Yes No Unsure
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36 Residences:
Businesses/Nonprofit:
93%
5%
2%
Yes No Unsure
96%
4%
Tell us if you have broadband/internet access at
this location?
Yes No
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37 Question 2: Tell us if the broadband/Internet access affordable at this location by clicking the dropdown window.
Overall:
Residences:
41%
55%
4%
It is Affordable
It is not affordable, but we still have it.
It is not affordable, which is why we do not have it.
44%
51%
5%
It is Affordable
It is not affordable, but we still have it.
It is not affordable, which is why we do not have it.
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38 Businesses/Nonprofits:
36%
60%
4%
It is Affordable
It is not affordable, but we still have it.
It is not affordable, which is why we do not have it.
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39 Question 3: For the location indicated above, please select which category best describes your Internet use by clicking the dropdown window.
Overall:
Residences:
12%
9%
26%
21%
32%
Nonprofit or Business (11+ Employees)
Nonprofit or Business (6-10 Employees)
Nonprofit or Business (Less than 5 Employees)
Residence
Residence with home based business
39%
61%
Residence Residence with home based business
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40 Businesses/Nonprofits:
25%
20%
55%
Nonprofit or Business (11+ Employees)
Nonprofit or Business (6-10 Employees)
Nonprofit or Business (Less than 5 Employees)
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41 Question 4: For the location indicated above, please select which most closely describes your Internet connection by clicking the dropdown window.
Overall:
Residences:
70%
3%
18%
3% 2%
4%
Cable / Router (Comcast/Xfinity)
DSL / Dial Up Modem (Through Phone Line)
High Speed Fiber (Frontier, Wave/Astound, VastNetworks, XFINITY, Other) Satellite / Router (HugesNet, Viasat, Starlink)
Unsure of the type, but internet broadband is available Wireless Broadband (Ayera, Fire2Wire, Unwired, Others)
77%
17%
3% 3%
Cable / Router (Comcast/Xfinity)
High Speed Fiber (Frontier, Wave/Astound, VastNetworks, XFINITY, Other) Satellite / Router (HugesNet, Viasat, Starlink)
Wireless Broadband (Ayera, Fire2Wire, Unwired, Others)
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42 Businesses/Nonprofits:
62%
7%
20%
2%
4%
5%
Cable / Router (Comcast/Xfinity)
DSL / Dial Up Modem (Through Phone Line)
High Speed Fiber (Frontier, Wave/Astound, VastNetworks, XFINITY, Other) Satellite / Router (HugesNet, Viasat, Starlink)
Unsure of the type, but internet broadband is available Wireless Broadband (Ayera, Fire2Wire, Unwired, Others)
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43 Question 5: For the location indicated above, tell us who is your broadband/Internet provider by clicking the dropdown window.
Overall:
Residences:
1% 1%
79%
7%
12%
Astound Networks AT&T Comcast/Xfinity Frontier Other
85%
15%
Comcast/Xfinity Other
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44 Businesses/Nonprofits:
2% 2%
73%
14%
9%
Astound Networks AT&T Comcast/Xfinity Frontier Other
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45 APPENDIX B. CPUC FFA UNSERVED MASS MARKET LOCATIONS
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46 APPENDIX C. AMERICAN COMMUNITY SURVEY INTERNET CONNECTIVITY CENSUS TRACTS ATTACHMENT 2
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47 APPENDIX D. CASF ELIGIBLE CENSUS BLOCKS
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48 APPENDIX E. FIBER EQUIPMENT INSTALLATION COSTS
PER MILE
Appendix D: Fiber Installation Cost per Mile
Capital Cost –
Construction Unit Cost ($) Unit Quantity Line Item Total ($) 2x4" Underground
Conduit
(One empty, One with 4
innerducts)
100 ft 5280 $528,000
Fiber Trunk Cable (288
SMFO) 18 ft 5280 $95,040
FO Pull Boxes 3500 ea 5 $17,500
Termination Panel 1000 ea 5 $5,000
Fiber Switch and
Transceiver 8000 ea 5 $40,000
Make/test splices and
terminations 200 ea 160 $32,000
Splice Vault 4000 ea 10 $40,000
Splice Closure 2500 ea 10 $25,000
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