Agenda 2022-10-10 CC
CITY COUNCIL AGENDA
MONDAY, OCTOBER 10, 2022
6:30 PM REGULAR MEETING
VIRTUAL & IN COUNCIL CHAMBER, 1644 OAK STREET, SOLVANG, CA 93463 City Council:
Charlie Uhrig, Mayor
Mark Infanti, Mayor pro tem
Robert Clarke, Councilmember
Claudia Orona, Councilmember
Jim Thomas, Councilmember
PARTICIPATING IN THE MEETING - Pursuant to California Assembly Bill 361, City Council meetings will be conducted by video/teleconferencing through Zoom. Meetings will also be broadcast live on Channel 23 and streamed on the City’s website, Vimeo, and YouTube.
• To join by Zoom, visit https://zoom.us/j/3066529195. If you wish to speak, please use the “raised hand” symbol.
• To join by phone, call (888) 788-0099 and enter Meeting ID: 306 652 9195#. The phone line will be open starting at 6 p.m.
6:30 PM OPEN SESSION – REGULAR MEETING
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
PROCLAMATIONS, COMMENDATIONS AND CEREMONIAL ITEMS - None a. Childhood Cancer Awareness Proclamation
b. Hispanic Heritage Month Proclamation
AGENDA AND SUPPORTING MATERIALS – Available for viewing 8:00a.m.-5:00p.m. at City Hall, 1644 Oak Street, Solvang, and on the City’s website https://www.cityofsolvang.com/agendacenter. Additional writings that are distributed to a majority of the Council after the posting of the agenda will be made available at City Hall and on the City’s website.
AGENDA POSTING NOTIFICATION - Subscribe to receive email or text message notifications when agendas are posted online through “Notify Me” at: https://www.cityofsolvang.com/List.aspx PUBLIC COMMENT - The public is encouraged to address the City Council in-person, virtually, or in-writing on agenda and non-agenda items. If provided in writing, comments must be submitted to the City Clerk at [email protected] by 5:00 p.m. on the Friday before the meeting to be considered. Your comment will be recorded and distributed appropriately. Comments on agenda items will be heard at the time each item is considered, including non-agenda items. In-person speakers will be invited to make public comments first.
Virtual speakers will follow.
AMERICANS WITH DISABILITIES ACT - If, as a participant of this meeting, you need special assistance the City will attempt to accommodate you in every reasonable manner. Please contact the City Clerk at either (805) 688-5575 x206 or [email protected]. 72- hours’ notice is requested. 1 Agenda 2022-10-10 CC
PRESENTATIONS
a. Receive Quarterly Projects Update…………………………………………………………………….6
1. PUBLIC COMMUNICATIONS – NON- AGENDA AND CONSENT ITEMS The Public may address the Council on items not on the Agenda and on Consent. Each speaker will be afforded three minutes and may speak only once. State Law does not allow action to be taken unless it is noticed on the agenda. Council may briefly respond or ask Staff to follow up on such items and/or schedule the matter to a future meeting.
2. CITY MANAGER REPORT AND ADVANCE CALENDAR
Informational Report…………………………………………………………………………………………………8
3. COUNCIL COMMENTS AND REQUESTS
Comments and requests from City Council Members. No action will be taken at this meeting.
4. CONSENT ITEMS
All items listed under Consent are considered and acted upon by one motion, unless discussion is requested by Council Members.
a. Approve order of Agenda
b. Approve the City Council Meeting Minutes of September 19, 2022 Special Closed Session, September 26, 2022 Special Closed Session, and September 26, 2022 Regular Meeting, October 5, 2022 Special Closed Session……………………………………………………..…… 9 c. Adopt Resolution No. 22-1194 authorizing remote teleconference meetings of the City of Solvang meeting bodies………………………………………………………………………………16
d.Approve September Warrants ……………………………………………………………………….21 e.Receive and File Santa Barbara County Fire Department FY 22-23 Quarter 1 Report ………33 PUBLIC HEARINGS - None
BUSINESS ITEMS
5. ADOPT RESOLUTION NO. 22-1195 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF SOLVANG, CALIFORNIA APPROVING AN EMPLOYMENT AGREEMENT WITH BRADLEY VIDRO TO SERVE AS INTERIM CITY MANAGER; and
ADOPT RESOLUTION NO. 22-1196 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF SOLVANG, CALIFORNIA AUTHORIZING SIGNATORIES TO CITY BANK ACCOUNTS WITH MONTECITO BANK & TRUST…………………………………………………………………..39
6. RECEIVE BROADBAND UPDATE REPORT FROM SBCAG STAFF……………………………..48
7. AB1234 REPORT OUT AND COUNCIL CLOSING COMMENTS
8. ADJOURNMENT
2 Agenda 2022-10-10 CC
AFFIDAVIT OF POSTING
I, Annamarie Porter, City Clerk for the City of Solvang, California, DO HEREBY CERTIFY under penalty of perjury under the laws of the State of California, that the foregoing revised notice was posted at the City of Solvang City Hall bulletin board at 1644 Oak Street, Solvang, CA and on the City of Solvang website not less than 72 hours prior to the meeting, per Government Code 54954.2.
Dated this 6th day of October 2022.
3 PROCLAMATION
CHILDHOOD CANCER AWARENESS WEEK
WHEREAS, the American Cancer Fund for Children reports that each school day, 46 children in the U.S. are diagnosed with pediatric or childhood cancer, a tragic disease that impacts the lives of approximately 15,780 children and their families and friends who love them; and
WHEREAS, one in five children in our country will tragically lose their battle with cancer; and
WHEREAS, childhood cancer is the leading cause of death from disease and the second overall leading cause of death for children in the U.S.; and WHEREAS, studies have shown that 95% of survivors of childhood cancer have chronic health problems and 80% will have severe or life-threatening conditions due to complications from cancer related medical treatment by the time they are 45; and WHEREAS, the cause of most childhood cancers are unknown. While genetic and environmental factors contribute, it is difficult to determine cause, making research to develop effective prevention and treatments crucial; and WHEREAS, community awareness and financial support are essential for families that are affected by childhood cancer as out-of-pocket medical costs typically exceed $10,000 annually for treatment and also require frequent hospital stays and extended parental absences from work to care for a sick child and also has a significant emotional toll on children and families.
NOW, THEREFORE BE IT RESOLVED, that I, Mayor Charlie Uhrig, along with the City Council of the City of Solvang, California do hereby proclaim October 30 – November 5, 2022 as: “CHILDHOOD CANCER AWARENESS WEEK” in the City of Solvang.
IN WITNESS THEREOF, I have hereunto set my hand and have caused the Official Seal of the City of Solvang to be affixed this 10th day of October 2022.
Charlie Uhrig, Mayor
4 PROCLAMATION
HISPANIC HERITAGE MONTH
SEPTEMBER 15 – OCTOBER 15, 2022
WHEREAS, Hispanic heritage holds an indelible place in the heart and soul of our Nation, and National Hispanic Heritage Month reminds us that the American identity is a fabric of diverse traditions and stories woven together. Since the beginning, our country has drawn strength and insights from Hispanic writers, scientists, soldiers, doctors, entrepreneurs, academics, and leaders in labor and government; and WHEREAS, Our culture has been enriched by the rhythms, art, literature, and creativity of Hispanic peoples, and our deepest values have been informed by the love of family and faith that is at the core of so many Hispanic communities. All of these contributions help us realize the promise of America for all Americans; and WHEREAS, During National Hispanic Heritage Month, we reaffirm that diversity is one of our country’s greatest strengths. We also acknowledge the Hispanic leaders who have stayed in the struggle for equal justice to ensure that everyone in this Nation can contribute their talents and have the opportunity to thrive; and WHEREAS, This month, we carry on the important work of honoring Hispanic heritage. Let us give thanks to the many generations of Hispanic leaders who have helped build this country and continue to fight for equality and justice. Let us pledge to invest in the next generation of Hispanic men and women who hold the destiny of our Nation in their hands; and
NOW, THEREFORE BE IT RESOLVED, that I, Mayor Charlie Uhrig, along with the City Council of the City of Solvang, California do hereby proclaim September 15 – October 14, 2022 as: “HISPANIC HERITAGE MONTH” in the City of Solvang and I call upon all Americans to observe this month with appropriate ceremonies, activities, and programs that celebrate Hispanic heritage and recognize the impact Hispanic peoples have had on our Nation.
IN WITNESS THEREOF, I have hereunto set my hand and have caused the Official Seal of the City of Solvang to be affixed this 10th day of October 2022.
Charlie Uhrig, Mayor
5 The following is a listing of current active projects for the Public Works and Utilities Departments.
PUBLIC WORKS PROJECTS
Project Name Status
Facilities Master Plan Project initiated. MNS Consulting Data collection and analysis is ongoing
Mission Drive Corridor Study Preparing RFP scope of work for release HCA Playground Reviewing options for outreach to community for the playground.
HCA Upgrades
• Tables Area D - $70,000K Estimated Costs require formal request for quote. Scope being prepared for release
• Pump Track Developing team for design and construction • Pickle Ball Court- $3,834 for
design
Received initial Grading Plan Submittal - adding fencing and surface extension to plan for bidding
• Trail Improvements Proposing to perform inhouse in Spring.
Solvang Gazebo Repairs Ordered electrical equipment, roofing contractors have been contacted for quote.
Slurry Seal Project Awarded. Anticipated start of construction by the end of October
Misc. Road Repair and
Maintenance
In discussions with Pavement Specialist regarding PMP and scope
Sidewalk Infill and Repair Under Design - Village Glen neighborhood is focus area based on Concrete survey. Construction to begin Winter
22-23
ATP - Initial Plan - $50,000 Kicking off study in October with DKS Fredensborg Canyon Ped
Facility - Design
Kicking off design in late fall
Access Ramp Improvements Ramps on Vyborg to be upgraded as part of the Concrete Improvement Project.
Bike Lane Improvements Striping improvements to be installed in Fall of 2022 City Hall Emergency Generator
Project
In design - Received initial report from Cannon. Reviewing Study
Vets Hall ADA Restroom Received revised plans. Working to submit to Building Dept. Recommend waiting until after senior center project completion.
Vets Hall Emergency Generator Site Visit with County program complete. Awaiting report for solar system.
Annex Building Drainage and
Landscaping
Adding connection to Second Street storm drain project.
French drain to be installed Fall, landscaping in Winter Parking Structure Study Developing scope to be advertised as RFP for study services.
PW Lift Truck Formal Bids received – Selection Process is ongoing 6 Restroom Fixture Upgrades In-house project - Selection of products ongoing Visitors Center Improvements
Drainage improvements
Price quote from Hanley Engineering received and
approved. Awaiting schedule.
Radar speed signs $13K Signs received on 11/7, PW Staff to coordinate installation.
Second Street Drainage Project Work ongoing.
UTILITY DEPARTMENT CURRENT PROJECTS
Project Name Status
Fredensborg Cyn Mainline
Replacement Project
RFP has been finalized and will be released soon with
invitation for bids.
Valve and Hydrant
Replacement Program
Staff has continued surveying the water system and
prioritizing valves and hydrants in need of replacement.
Ongoing project.
Water Meter Radio System
Upgrade Project
Field radio study has been completed. Will continue efforts to prepare and RFP and receive bids.
River Wells Project The project is still in the State Water Board administrator hearing process.
Construction of HCA Middle
Well
Initial pumping and water quality testing has been
completed. Once results are compiled staff will review the data to ensure the well is cost effective to be developed.
Purchase of Mini Excavator Staff has received and is reviewing several quotes for the purchase of a mini excavator.
Sewer Line Replacement
Program
Staff has received and reviewing the 90% drawings for the replacement of 3 sections of sewer mainline. These lines are along Atterdag, Elverhoy, East of Alta Vista. The project will be initiated once the sewer fund has a sufficient
balance.
WWTP Water Quality Project
Phases 2&3 Funding
Staff has contracted with Carollo engineering to assist with research and outreach for possible grant funding or low interest financing of the project.
7 Meeting Date Agenda Item Agenda Action
24-Oct Quarterly Financial Report Business Receive
Employee of the Quarter Presentation
Parking In-Lieu Ordinance Amendment 1st Hearing Public Hearing Approve Code of Conduct Update Business Approve
Julefest special event program Business Approve
Lift Truck Purchase Approval Business Approve
14-Nov Outdoor Dining Policy Direction
Parking In-Lieu Ordinance Amendment 2nd Hearing Consent Approve Drought Regulations Proposed Modifications - Penalties Public Hearing Policy Direction Construction Moratorium
Human Resources Manager Position Discussion Approve
28-Nov Stormwater Management Program Annual Report Business Receive General Plan Update Preliminary Draft Review Business Policy AB 1600 Report Discussion Approve
Parking In-Lieu Ordinance Amendment 2nd Hearing Public Hearing Adopt 5-Dec Special City Council Meeting Housing Element Preliminary Review Business Policy
12-Dec Annual Comprehensive Financial Report Audit Receive Accept Results of the Election Business Approve
Appointment of Mayor pro tem Business Appoint
Council selection of representatives to Committees and
Agencies Business Appoint
26-Dec Cancelled
Meeting Date Agenda Item Agenda Action
N/A
Agenda Item Agenda Action
November Stormwater Management Program Annual Report Consent Receive December Appointment of Mayor pro tem Business Approve
December Council selection of representatives to Committees and Agencies Business Approve
December (every
two years/ even
year) Appointment to Boards, Commissions, Committees Business Approve January Comprehensive Annual Financial Report Business Approve January Grant Funding Policy Review Business Approve
February Measure A 5-Year Local Program of Projects Public Hearing Approve February Fiscal Outlook and Financial Policies Business Approve February (every-two
years/ even year)
Council Budget Goal Setting Public WorkshopApprove
March SB1 RMRA project List Public Hearing Approve
March Investment Policy Annual Review Business Approve
March Solvang Skytt Mesa LLMD Annual Assessment Public Hearing Approve March FTA 5311 Grant Agreement Consent Approve
March TDA Grant Funding Consent Approve
May Preliminary Budget
Oct/Jan/April/July Quarterly Financial Reports Business Approve June Two-Year Financial Plan Development or Supplemental Budget adoption Business Adopt
June Capital Improvement Program Business Adopt
June/July Amend Appropriation Limit Public Hearing Adopt July AB 1600 Report Business Approve
Council Requested Agenda Items
Annual Reports
ADVANCE CALENDAR
8 Minutes 2022-09-26 CC Special Closed 1
September 19, 2022
Tuesday
6:00 p.m.
1. CALL TO ORDER
Mayor Uhrig called the meeting to order at 6:04 p.m.
1. ROLL CALL
Present: Mayor Charlie Uhrig, Mayor pro tem Mark Infanti, Councilmembers Claudia Orona, Jim Thomas
Absent: Councilmember Clarke
Staff: City Manager Xenia Bradford, City Attorney David Fleishman, City Clerk Annamarie Porter
2. PLEDGE OF ALLEGIANCE
Led by Councilmember Orona
3. PUBLIC COMMUNICATIONS ON CLOSED SESSION
There were no public communications on Closed Session items.
4. RECESS TO CLOSED SESSION
Mayor Uhrig recessed to Closed Session at 6:06 p.m.
a. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager
RECONVENE TO OPEN SESSION
Mayor Uhrig reconvened from Closed Session at 6:46 p.m.
5. ANNOUNCEMENT OF CLOSED SESSION ACTIONS
City Attorney David Fleishman reported there was no reportable action.
6. ADJOURNMENT
Mayor Uhrig adjourned the meeting at 6:46 p.m.
Respectfully submitted
Annamarie Porter, City Clerk
MINUTES
SOLVANG CITY COUNCIL
SPECIAL CLOSED SESSION
Agenda Item 4.b
9 Minutes 2022-09-26 CC Special Closed 1
September 26, 2022
Tuesday
5:30 p.m.
1. CALL TO ORDER
Mayor pro tem Infanti called the meeting to order at 5:32 p.m.
1. ROLL CALL
Present: Mayor Charlie Uhrig (via Zoom); Mayor pro tem Mark Infanti; Councilmembers Robert Clarke, Claudia Orona, Jim Thomas
Staff: City Manager Xenia Bradford, City Attorney David Fleishman, City Clerk Annamarie Porter
2. PLEDGE OF ALLEGIANCE
Led by Mayor Uhrig
3. PUBLIC COMMUNICATIONS ON CLOSED SESSION
There were no public communications on Closed Session items.
4. RECESS TO CLOSED SESSION
Mayor pro tem Infanti recessed to Closed Session at 5:34 p.m. a. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION – Significant exposure to litigation pursuant to Gov. Code §54956.9(d)(2)
One potential Case
RECONVENE TO OPEN SESSION
Mayor pro tem Infanti reconvened from Closed Session at 6:26 p.m.
5. ANNOUNCEMENT OF CLOSED SESSION ACTIONS
City Attorney David Fleishman reported there was no reportable action.
6. ADJOURNMENT
Mayor pro tem Infanti adjourned the meeting at 6:27 p.m.
Respectfully submitted
Annamarie Porter, City Clerk
MINUTES
SOLVANG CITY COUNCIL
SPECIAL CLOSED SESSION
10 Minutes 2022-09-26 CC Special Closed 2
11 Minutes 2022-09-26 CC Regular 1
MINUTES
SOLVANG CITY COUNCIL
REGULAR MEETING September 26, 2022
Monday
6:30 p.m.
CALL TO ORDER
Mayor pro tem Infanti called the meeting to order at 6:31 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.
ROLL CALL
Present: Mayor pro tem Mark Infanti; Councilmembers Robert Clarke, Claudia Orona and Jim Thomas
Absent: Mayor Charlie Uhrig
Staff: City Manager Xenia Bradford, City Attorney David Fleishman, City Clerk Annamarie Porter, Public Works Director Rodger Olds
PLEDGE TO THE FLAG
Councilmember Thomas led in the Salute to the Flag.
PROCLAMATIONS, COMMENDATIONS AND CEREMONIAL ITEMS - None PRESENTATIONS - None
1. PUBLIC COMMUNICATIONS – NON- AGENDA AND CONSENT ITEMS Stacey Otte, Wilding Museum of Art and Nature, spoke about the recent water restrictions and penalties for business; noted the museum is a green standard sustainable business; explained their efforts in water conservation; believed trying to reduce another 20% from 2019 will be virtually impossible and stated $1,000 per month in penalties will hurt their business.
Paul Benedix, Lemos Feed and Pet Supply, provided background of the business; spoke about efforts to reduce water consumption; discussed COVID-19 impacts; discussed their self-service dog washing stations; noted they have done everything they can to conserve water; felt the $1,000 per month in penalties will hurt their business and requested that they be considered for an exemption to the City’s commercial fine structure.
There were no other public comments.
2. CITY MANAGER REPORT AND ADVANCE CALENDAR
City Manager Bradford discussed the recent Danish Days event; addressed the General Plan Update and presented details of the Advance Calendar.
3. COUNCIL COMMENTS AND REQUESTS
12 Minutes 2022-09-26 CC Regular 2
Councilmember Clarke referenced comments from the Wilding Museum and Lemos; reported many people and businesses in the City are dealing with the same thing and stated he would like to go back to square one and consider the subject, thoroughly.
Councilmember Orona referenced an article published in the SF Gate about Solvang becoming the next Carmel; spoke about Solvang being a community with residents living downtown who are affected by tourists; discussed ensuring that Solvang thrives as a destination; encouraged residents to become involved in the various committees and provide important input in order for the City to make better decisions.
Mayor pro tem Infanti acknowledged the attendance of Louise Smith who is running for Councilmember in District 3 and Elizabeth Rona who is running for Councilmember in District 4; referenced a letter from the County Clerk Recorder and Assessor’s Elections Division noting there will be no voting places for the upcoming election, voting will be by mail only and urged candidates to direct residents to make sure their voter registration is accurate.
Discussion followed regarding being precinct-specific and not for the City as a whole.
City Attorney Fleishman urged residents to contact the County’s Registrar of Voters for information.
4. CONSENT ITEMS
a. Approve order of Agenda
b. Approve City Council Minutes of September 12, 2022
c. Award a Contract to Roy Allen Slurry Seal Inc for the FY 2022-23 Slurry Seal Project No. PW 22-02 in the amount not to exceed $455,512.20 and authorize the Mayor to execute on behalf of the City, and approve any change orders within a contingency amount of $45,515, and authorize the City Manager to Execute on behalf of the City There were no public comments on Consent Items.
Public Works Olds reported the item was part of the CIP and reported the City is moving forward with the projects.
Discussion followed regarding the contract amount for the slurry seal.
Motion by Councilmember Clarke, to approve the Consent Agenda, as presented, seconded by Councilmember Orona, and carried with a roll call vote of 3-0, with Mayor Uhrig and Councilmember Thomas, absent.
PUBLIC HEARINGS - None
BUSINESS ITEMS
5. APPROVE CONTRACT AMENDMENT WITH SANTA BARBARA COUNTY FOR LAW ENFORCEMENT SERVICES FOR FISCAL YEAR 2022-23
City Attorney Fleishman presented details of the staff report.
There were no public comments on Consent Items.
Motion by Councilmember Clarke, to approve the contract amendment with Santa Barbara County for 13 Minutes 2022-09-26 CC Regular 3
Law Enforcement Services for Fiscal Year 2022-23, seconded by Councilmember Thomas, and carried with a roll call vote of 4-0, with Mayor Uhrig, absent.
6. APPOINT ONE COMMITTEE MEMBER TO FILL VACANCY ON THE TOURISM ADVISORY
COMMITTEE
City Manager Bradford presented details of the report.
Councilmember Orona reported speaking with both applicants and asked to appoint Shannon Brooks as the new member of the Tourism Advisory Committee.
7. AB1234 REPORT OUT AND COUNCIL CLOSING COMMENTS
Councilmember Orona reported attending the Central Coast Committee Energy Annual Meeting and addressed items discussed including investing in renewable sources of energy rather than nuclear energy.
8. ADJOURNMENT
The meeting was adjourned at 7:00 p.m.
Respectfully submitted:
Annamarie Porter, City Clerk
14 Minutes 2022-09-26 CC Special Closed 1
October 5, 2022
Tuesday
3:00 p.m.
1. CALL TO ORDER
Mayor Uhrig called the meeting to order at 3:05 p.m.
1. ROLL CALL
Present: Mayor Charlie Uhrig, Mayor pro tem Mark Infanti; Councilmembers Robert Clarke, Claudia Orona, Jim Thomas
Staff: City Attorney David Fleishman, City Clerk Annamarie Porter
2. PLEDGE OF ALLEGIANCE
Led by Mayor pro tem Infanti.
3. PUBLIC COMMUNICATIONS ON CLOSED SESSION
There were no public communications on Closed Session items.
4. RECESS TO CLOSED SESSION
Mayor Uhrig recessed to Closed Session at 3:07 p.m.
a. PUBLIC EMPLOYEE APPOINTMENT
Title: Interim City Manager
RECONVENE TO OPEN SESSION
Mayor Uhrig reconvened from Closed Session at 3:42 p.m.
5. ANNOUNCEMENT OF CLOSED SESSION ACTIONS
City Attorney David Fleishman reported that he had been appointed as Interim City Manager for the sole limitation of executing checks to continue operations of the City until an Interim City Manager is appointed.
6. ADJOURNMENT
Mayor Uhrig adjourned the meeting at 3:43 p.m.
Respectfully submitted
Annamarie Porter, City Clerk
MINUTES
SOLVANG CITY COUNCIL
SPECIAL CLOSED SESSION
15 Agenda Item: 4.c
Solvang City Council STAFF REPORT
PREPARED BY: Annamarie Porter, City Clerk
MEETING DATE: October 10, 2022
SUBJECT: Adopt Resolution No. 22-1194 a Resolution of the City Council of the City of Solvang, California Authorizing Remote Teleconference Meetings of the Solvang Meeting Bodies.
RECOMMENDATION: Adopt Resolution No. 22-1194 to allow for continued remote attendance to teleconferenced meetings of the City Council.
SUMMARY: On September 16, 2021, Governor Newsom signed Assembly Bill 361 (AB 361), which modified the Brown Act to provide that a legislative body subject to the Brown Act may continue to meet under modified teleconferencing rules if the meeting occurred during a proclaimed state of emergency and state or local officials had imposed or recommended measures to promote social distancing.
On September 28, 2021, the Santa Barbara County Health Department recommended that measures be implemented to promote social distancing, as set forth in a document entitled “Health Officials AB 361 Social Distance Recommendation”, attached as Exhibit A to the Resolution.
State or local officials have recommended measures to promote social distancing, including the holding of virtual meetings for legislative bodies within the County of Santa Barbara. Therefore, in reconsideration of the circumstances of the State of Emergency declared by Governor Newsom and findings that the State of Emergency still warrants the option of teleconferencing for City Council meetings, it is in the interest of public health and safety, and in response to the local recommendation for measures to promote social distancing, we find necessity in invoking the provisions of AB 361 related to teleconferencing.
A meeting of the City Council was conducted virtually, in part, on October 11, 2021, and therefore, the City Council adoption of the Resolution would be in conformity with AB 361. Staff would return to the City Council no later than thirty (30) days after the adoption of the Resolution, or at the next meeting of the City Council if later than thirty (30) days after adoption of the Resolution, for the City Council to consider whether to again make the findings required to meet under the modified teleconference procedures of AB 361.
ALTERNATIVES:
N/A
FISCAL IMPACT:
None.
ATTACHMENTS
A – Resolution No. 22-1194
16 R 22-1194 Teleconference of Meetings
RESOLUTION NO. 22-1194
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SOLVANG, CALIFORNIA AUTHORIZING REMOTE
TELECONFERENCE MEETINGS OF THE SOLVANG MEETING
BODIES
WHEREAS, on March 4, 2020, Governor Newsom issued a Proclamation of State of Emergency in response to the COVID-19 pandemic, which Proclamation remains in effect; and WHEREAS, on March 17, 2020, Governor Newsom issued Executive Order N-29-20, modifying the teleconferencing rules set forth in the Brown Act, Government Code sections 54950 et seq., subject to compliance with certain requirements; and WHEREAS, on June 11, 2021, Governor Newsom issued Executive Order N-08-21, providing that the modifications to the teleconferencing rules under the Brown Act would remain in place through September 30, 2021; and
WHEREAS, on September 16, 2021, Governor Newsom signed Assembly Bill 361 (AB 361 ), which modified the Brown Act to provide that a legislative body subject to the Brown Act may continue to meet under modified teleconferencing rules if the meeting occurs during a proclaimed state of emergency and state or local officials have imposed or recommended measures to promote social distancing; and
WHEREAS, on September 28, 2021, the Santa Barbara County Health Department recommended that measures be implemented to promote social distancing as set forth in a document entitled "Health Officials AB 361 Social Distance Recommendation", attached hereto as Exhibit A and incorporated herein; and
WHEREAS, in the interest of public health and safety, and in response to the local recommendation for measures to promote social distancing, the City Council finds it necessary to invoke the provisions of AB 361 related to teleconferencing.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLVANG DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The recitals set forth above are true and correct and are adopted as findings in support of this Resolution.
SECTION 2. The City Council has reconsidered the circumstances of the State of Emergency declared by Governor Newsom and finds that the State of Emergency still warrants the option of teleconferencing for City Council, Commission and Committee meetings.
SECTION 3. State or local officials have recommended measures to promote social distancing, including the holding of virtual meetings for legislative bodies within the County of Santa Barbara.
SECTION 4. A meeting of the City Council was conducted virtually, in part, on October 11, 2021, and therefore, the City Council adopts this Resolution in conformity with AB 361.
SECTION 5. Staff is directed to return to the City Council no later than thirty (30) days after the adoption of this Resolution, or at the next meeting of the City Council if later than thirty (30) days after adoption of this Resolution, for the City Council to consider whether to again make the findings required to meet under the modified teleconference procedures of AB 361. 17 R 22-1194 Teleconference of Meetings
SECTION 6. This resolution shall be effective immediately upon adoption.
SECTION 7. That the City Clerk shall certify to the passage and adoption of this resolution and shall cause a certified copy to be filed in the book of original resolutions.
PASSED, APPROVED, AND ADOPTED this 10th day of October 2022.
Charlie Uhrig, Mayor
APPROVED AS TO FORM: ATTEST:
Dave Fleishman, City Attorney Annamarie Porter, City Clerk 18 R 22-1194 Teleconference of Meetings
STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA )ss
CITY OF SOLVANG )
I, Annamarie Porter, City Clerk of the City of Solvang, California do hereby certify that Resolution No. 22-1194 was passed and adopted by the City Council of the City of Solvang at a regular meeting of said City Council held on the 12th day of September 2022 and thereafter signed and approved by the Mayor and attested by the City Clerk, and that said resolution was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
Annamarie Porter, City Clerk
19 EXHIBIT A
20 9/29/2022 3:38:38 PM Page 1 of 12
Expense Approval Report
City of Solvang By Segment (Select Below)
Payment Dates 9/1/2022 - 9/30/2022
Vendor Name Payable Number Post Date Description (Item) Account Number Amount SIXTO, CARINA INV0010379 08/20/2022 Refund- Rental Deposit 100-16002 522.00 Thomas T Petersen INV0010392 08/20/2022 Refund- Rental Deposit 100-16002 75.00 SIXTO, CARINA INV0010380 08/21/2022 Refund- Rental Deposit 100-16002 100.00 Rosaura Guerrero INV0010388 08/27/2022 Refund- Rental Deposit 100-16002 100.00 Platinum Plus for Business dba … 3831 09/10/22 09/10/2022 Billing- August 11,2022-Septem… 100-20037 6,482.72 Lenore Hall INV0010417 09/10/2022 Refund- Rental Deposit 100-16002 100.00 Yazmine Castillo INV0010418 09/10/2022 Refund- Rental Deposit 100-16002 100.00 Sunrise Security, LLC 1394 09/15/2022 Security Services- Vets Hall 100-23005 330.00 Southern California Gas Compa… 9500 09/20/2022 09/20/2022 Acct# 098 214 9500 0 100-16002 30.62 7,840.34
Department: 1000 - Council
Column Software PBC 8BC38120-0025 07/15/2022 Printing and Publishing 100-1000-100-57015 68.24 Column Software PBC 8BC38120-0026 07/22/2022 Printng & Publishing 100-1000-100-57015 80.65 Column Software PBC 8BC38120-0028 07/22/2022 Printing and Publishing 100-1000-100-57015 86.86 Column Software PBC 8BC38120-0030 08/23/2022 Priniting & Publishing 100-1000-100-57015 91.51 Maria Shafer 2022-040 SOLV 08/25/2022 Prepartion on Minutes - City C… 100-1000-100-57016 170.00 Hankering Corporation, The 62897 08/29/2022 Printing & Publishing- Infanti/ca…100-1000-100-52003 37.17 Islay Events 1077 09/02/2022 Audio/Video-City Council/TAC … 100-1000-100-63002 4,258.00 Maria Shafer 2022-041 SOLV 09/05/2022 Prepartion of Minutes- DRCM 100-1000-100-57016 191.25 Maria Shafer 2022-042 SOLV 09/06/2022 Preparation of Minutes- Touris… 100-1000-100-57016 191.25 Mark Infanti INV0010443 09/10/2022 Education/Conference 100-1000-100-51012 748.00 SYV Senior Advisory Council/Sol…INV0010431 09/11/2022 FY 2022-2023 - Additional Fund… 100-1000-110-59013 60,000.00 Maria Shafer 2022-043 SOLV 09/15/2022 Preparation of Minutes-Regular…100-1000-100-57016 148.75 SYV Therapeutic Riding Program INV0010428 09/16/2022 FY 2021-2022 Grant Funding 100-1000-110-59038 2,500.00 Maria Shafer 2022-044 SOLV 09/18/2022 Preparation of Minutes- City Co…100-1000-100-57016 85.00 Solvang School Education Foun… INV0010427 09/21/2022 FY 2021-2022 Grant Funding 100-1000-110-59005 5,000.00 Department 1000 - Council Total: 73,656.68
Department: 1100 - Administration
Shenkman & Hughes PC INV0010399 06/30/2022 Legal Fees Reimbursement 100-1100-120-57012 30,000.00 Staples Advantage 3515254459 08/10/2022 Supplies- Admin 100-1100-120-52003 101.54 Comcast 0775 08/15/22 08/15/2022 Acct#939750775 100-1100-121-57064 384.54 Exclusive Alarm Services 011563 08/17/2022 Alarm Services- City Hall 100-1100-120-54002 165.00 Richards, Watson & Gershon A … 238473 08/19/2022 Professional Services 7/01/2022…100-1100-120-57012 7,657.50 Richards, Watson & Gershon A … 238476 08/19/2022 Professional Services 7/01/2022…100-1100-120-57012 720.00 Richards, Watson & Gershon A … 238478 08/19/2022 Professional Services 7/01/2022…100-1100-120-57012 219.00 City of Goleta 23-014 08/24/2022 Professional Services - July 1,20… 100-1100-120-57016 4,322.50 Santa Maria Times 95236 08/24/2022 Printing & Publishing 100-1100-120-57015 112.29 Staples Advantage 3516462110 08/26/2022 Supplies- Admin 100-1100-120-52003 97.93 The Lew Edwards Group 05 08/31/2022 Professional Services 100-1100-120-57016 6,000.00 Advantage Group, The 146205 08/31/2022 Annual Renewal/Admin Flex Fee…100-1100-105-51005 171.40 Satcom Global FZE AS09220797 08/31/2022 SIM Card 100-1100-120-60006 42.75 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1100-120-43021 -14.66 ZWorld GIS 2022-0305 09/01/2022 Annual GIS Services 100-1100-121-57064 1,634.79 ZWorld GIS 2022-0324 09/01/2022 Annual GIS Services 100-1100-121-57064 659.15 Lanspeed 54708 09/01/2022 Products and Services 100-1100-121-57064 2,108.66 Lanspeed 54751 09/01/2022 Monthly Billing for September 100-1100-121-57064 3,735.17 Lanspeed 54752 09/01/2022 Monthly Billing September 100-1100-121-57064 155.94 CalPers Financial Reporting & A… INV0010374 09/01/2022 Late Processing Payments 100-1100-120-71009 400.00 Central Courier LLC 51729 09/02/2022 Daily Bank Deposits- 9/01/2022…100-1100-120-57016 630.97 Lanspeed 54736 09/02/2022 Products and Services 100-1100-121-57064 10,217.19 Staples Advantage 3517270657 09/03/2022 Supplies- Admin 100-1100-120-52003 260.14 Department of Justice 603619 09/06/2022 Employee Screening 100-1100-120-51010 32.00 Exclusive Alarm Services 011725 09/07/2022 Monitoring Security- City Hall 100-1100-120-54002 386.00 Exclusive Alarm Services 011727 09/07/2022 Monitoring Security- Generator 100-1100-120-54002 150.00 Agenda Item 4.d
21 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 2 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Exclusive Alarm Services 011728 09/07/2022 Monitoring Security- Maintena… 100-1100-120-54002 150.00 Exclusive Alarm Services 011729 09/07/2022 Monitoring Security- Water De… 100-1100-120-54002 150.00 CivicPlus 239610 09/08/2022 Website Fee/Parks & Rec 100-1100-121-57064 3,540.80 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4423 Code Enforceme… 100-1100-121-57064 3.88 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-9450 Emergency/#3 100-1100-121-57064 23.28 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-5093 Emergency/#5 100-1100-121-57064 23.28 Verizon Wireless Services, LLC 9913851582 09/11/2022 805 697-6579 Jim Thomas 100-1100-121-57064 23.28 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-9790 John Balcorta 100-1100-121-57064 23.43 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8041 Alex Quiroz 100-1100-121-57064 23.57 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-8119 PW & Parks On C…100-1100-121-57064 0.47 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-8119 PW & Parks On C…100-1100-121-57064 0.44 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7122 Maintenance #1 100-1100-121-57064 0.10 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-1860 Robert Clarke 100-1100-121-57064 23.87 Verizon Wireless Services, LLC 9913851582 09/11/2022 .805-588-4657 Frank Pacheco 100-1100-121-57064 4.64 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-9013 Jenny B 100-1100-121-57064 23.28 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7122 Maintenance #1 100-1100-121-57064 0.03 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7122 Maintenance #1 100-1100-121-57064 0.04 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-1900 Raymond Cano 100-1100-121-57064 51.72 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-9421 100-1100-121-57064 61.96 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-7285 100-1100-121-57064 61.96 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4423 Code Enforceme… 100-1100-121-57064 3.88 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-7163 100-1100-121-57064 170.53 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-2137 Alfredo Trejo 100-1100-121-57064 5.04 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-8119 PW & Parks On C…100-1100-121-57064 0.44 Verizon Wireless Services, LLC 9913851582 09/11/2022 .805-588-4657 Frank Pacheco 100-1100-121-57064 4.65 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7122 Maintenance #1 100-1100-121-57064 0.01 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7116 Maintenance Te… 100-1100-121-57064 7.60 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4423 Code Enforceme… 100-1100-121-57064 0.97 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7116 Maintenance Te… 100-1100-121-57064 7.60 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8474 Maintenance iPa… 100-1100-121-57064 7.60 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8671 Maintenance iPa… 100-1100-121-57064 7.60 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8432 Maintenance Ipa… 100-1100-121-57064 7.60 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4668 Mathew Goodwin 100-1100-121-57064 8.14 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-2137 Alfredo Trejo 100-1100-121-57064 8.69 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8474 Maintenance iPa… 100-1100-121-57064 9.50 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8671 Maintenance iPa… 100-1100-121-57064 9.50 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8432 Maintenance Ipa… 100-1100-121-57064 9.50 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8474 Maintenance iPa… 100-1100-121-57064 9.51 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8671 Maintenance iPa… 100-1100-121-57064 9.51 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8432 Maintenance Ipa… 100-1100-121-57064 9.51 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-7116 Maintenance Te… 100-1100-121-57064 22.81 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4423 Code Enforceme… 100-1100-121-57064 9.71 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-2137 Alfredo Trejo 100-1100-121-57064 11.17 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8474 Maintenance iPa… 100-1100-121-57064 11.40 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8671 Maintenance iPa… 100-1100-121-57064 11.40 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8432 Maintenance Ipa… 100-1100-121-57064 11.40 Verizon Wireless Services, LLC 9913851582 09/11/2022 .805-588-4657 Frank Pacheco 100-1100-121-57064 14.14 Verizon Wireless Services, LLC 9913851582 09/11/2022 805 697-6583 Claudia Orona 100-1100-121-57064 19.42 Verizon Wireless Services, LLC 9913851582 09/11/2022 805 697-6581 Mark Infanti 100-1100-121-57064 19.42 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-5942 Rec Department 100-1100-121-57064 19.44 Verizon Wireless Services, LLC 9913851582 09/11/2022 805 697-6584 Charlie Uhrig 100-1100-121-57064 19.66 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4668 Mathew Goodwin 100-1100-121-57064 4.71 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4668 Mathew Goodwin 100-1100-121-57064 10.50 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4423 Code Enforceme… 100-1100-121-57064 0.98 RingCentral, Inc. CD_000459491 09/15/2022 Subscription Fee- SIM 100-1100-121-57064 1,068.93 Cheryl Shallanberger INV0010421 09/19/2022 Employee Screening/DMA West…100-1100-120-51010 65.00 Level 3 Communications, LLC 601628740 09/23/2022 T-1 line 100-1100-121-57064 1,744.49 Department 1100 - Administration Total: 77,901.79
Department: 1200 - Planning & Building
Richards, Watson & Gershon A … 238474 08/10/2022 Professional Services 7/01/2022…100-1200-200-57012 1,350.00 22 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 3 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Staples Advantage 3515254460 08/10/2022 Supplies- Planning 100-1200-200-52003 73.06 Mintier Harnish, LP SolvangGPU-20 08/18/2022 General Plan Update 100-1200-200-57007 13,315.00 Richards, Watson & Gershon A … 238477 08/19/2022 Professional Services 7/01/2022…100-1200-200-57012 135.00 Staples Advantage 3516462108 08/26/2022 Supplies- Planning 100-1200-200-52003 160.15 Eddie Hsueh 18 09/06/2022 Eddie Hsueh Code Enforcement 100-1200-201-57063 2,778.75 Moore & Associates, Inc. 22.4864 09/06/2022 Postage 100-1200-200-52008 135.96 Urban Planning Concepts, Inc. 10688 09/07/2022 Urban Planning Concepts 100-1200-200-57016 12,012.50 Urban Planning Concepts, Inc. 10689 09/07/2022 Urban Planning Concepts 100-1200-200-57016 5,987.50 Willdan Engineering 002-27381 09/20/2022 Willdan Engineering 100-1200-210-57016 2,267.90 Willdan Engineering 00227382 09/20/2022 Willdan Engineering 100-1200-210-57016 4,468.75 Coast Range SYV, LLC INV0010429 09/21/2022 Permit Refund 100-1200-200-31035 3,920.00 Department 1200 - Planning & Building Total: 46,604.57
Department: 1300 - Parks and Recreation
Staples Advantage 3515780577 08/09/2022 Supplies- Rec. 100-1300-350-52003 -113.67 Staples Advantage 3515254461 08/10/2022 Supplies- PW/Rec 100-1300-350-52003 69.48 City of Buellton 2022-0823 08/23/2022 Shared Rec Expenses- Easter 100-1300-390-71010 158.91 Petty Cash INV0010387 08/25/2022 Petty Cash - Parking day/camp 100-1300-365-52005 50.00 Arturo Navarro Jr. INV0010381 08/26/2022 Recreation Programs- Softball 100-1300-360-52005 295.00 Doug Lazer INV0010383 08/26/2022 Recreation Programs- Softball 100-1300-360-52005 70.00 John H. Salter INV0010386 08/26/2022 Recreation Program- Softball 100-1300-360-52005 471.00 Frederick Paul Lageman INV0010385 08/31/2022 Professional Services 100-1300-350-57016 1,665.00 Shana DeLeon INV0010389 08/31/2022 Marketing/Advertising-Parks & … 100-1300-350-57001 472.50 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1300-365-52005 35.53 Christophe Millner INV0010419 09/12/2022 Recreation Programs- Tai Chi 100-1300-370-31008 70.00 Christophe Millner INV0010420 09/12/2022 Recreation Program- Kung Fu 100-1300-365-31008 458.50 Staples Advantage 3518170195 09/17/2022 Supplies- Recreation 100-1300-350-52003 20.46 Staples Advantage 3518170196 09/17/2022 Supplies- Recreation 100-1300-350-52003 7.88 Staples Advantage 3518170197 09/17/2022 Supplies- Recreation 100-1300-350-52003 31.45 Department 1300 - Parks and Recreation Total: 3,762.04
Department: 1400 - Tourism
Cogs & Marvel USA INV0010382 06/30/2022 Final Cogs & Marvel USA Paym… 100-1400-400-59010 82,878.84 Comcast 1629 08/15/2022 08/15/2022 Acct# 963061629 100-1400-400-59010 404.41 Griffin Publishing 5152 09/01/2022 Tourism/Marketing Expense 100-1400-400-59010 2,325.00 Solvang Hygge Huset LLC 1003 09/06/2022 Visitors Center 100-1400-400-59010 9,653.15 Visit the Santa Ynez Valley INV0010430 09/14/2022 SYVTBID- July (Collected in Aug… 100-1400-400-43020 -1,137.36 Visit the Santa Ynez Valley INV0010430 09/14/2022 SYVTBID- July (Collected in Aug… 700-1400-400-59016 55,730.64 Visit the Santa Ynez Valley INV0010430 09/14/2022 SYVTBID- July (Collected in Aug… 700-1400-400-61003 1,137.36 Cheryl Shallanberger INV0010421 09/19/2022 Employee Screening/DMA West…100-1400-400-59010 71.25 Cheryl Shallanberger INV0010421 09/19/2022 Employee Screening/DMA West…100-1400-400-59010 525.34 Cheryl Shallanberger INV0010421 09/19/2022 Employee Screening/DMA West…100-1400-400-59010 665.00 Solvang Danish Days Foundation INV0010426 09/19/2022 Grant Funding FY 2021-22 100-1400-400-59015 20,000.00 Department 1400 - Tourism Total: 172,253.63
Department: 1600 - Public Works/Engineering
Clean Machine Laundromat 6070-39 07/01/2022 Repairs & Maintenance- Vets Ha…100-1600-610-53003 28.50 SP Maintenance Services, Inc 84155 07/01/2022 Street Sweeping 100-1600-720-57022 3,875.84 Procare Janitorial Supply, Inc 153601 09/08/2022 Janitorial Supplies for the Annex 100-1600-630-52003 446.00 Cal-Coast Machinery Inc. 774478 07/19/2022 Repairs & Maintenance- SFP 100-1600-330-53003 456.53 Rafael Ruiz Janitor Service 1965 09/09/2022 Custodial Services 100-1600-400-57005 1,344.00 Rafael Ruiz Janitor Service 1966 09/09/2022 Custodial Services 100-1600-400-57005 1,200.00 Rafael Ruiz Janitor Service 1967 09/09/2022 Custodial Services 100-1600-400-57005 1,440.00 Cannon Associates 81217 09/22/2022 Pickle Ball Court - Grading Plan 300-1600-600-70105 656.50 Nielsen Building Material 51698 08/03/2022 Repairs & Maintenance- HCA 100-1600-310-53003 49.07 Procare Janitorial Supply, Inc 154252-1 08/05/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 80.04 Procare Janitorial Supply, Inc 154253-1 08/05/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 320.15 Valley Shield Termite and Pest … 13868 08/08/2022 Pest Management-HCA 100-1600-310-57057 100.00 Valley Shield Termite and Pest … 13874 08/08/2022 Pest Management-Vets Hall 100-1600-610-57057 100.00 Valley Shield Termite and Pest … 14003 08/08/2022 Pest Management-Vets Hall 100-1600-610-57057 100.00 Staples Advantage 3515254461 08/10/2022 Supplies- PW/Rec 100-1600-600-52003 69.49 Valley Shield Termite and Pest … 13880 08/11/2022 Pest Management-SFP 100-1600-330-57057 85.00 23 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 4 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Procare Janitorial Supply, Inc 154441 08/11/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 485.95 Procare Janitorial Supply, Inc 154442 08/11/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 284.84 Procare Janitorial Supply, Inc 154443 08/11/2022 Supplies- RR#2 100-1600-320-52003 485.95 Procare Janitorial Supply, Inc 154444 08/11/2022 Supplies- RR#2 100-1600-320-52003 227.87 Procare Janitorial Supply, Inc 154445 08/11/2022 Supplies- RR#2 100-1600-320-52003 480.22 Procare Janitorial Supply, Inc 154446 08/11/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 485.95 Procare Janitorial Supply, Inc 154447 08/11/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 284.84 Procare Janitorial Supply, Inc 154448 08/11/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 480.22 Nielsen Building Material 53445 08/12/2022 Repairs & Maintenance- HCA 100-1600-310-53003 18.17 DellaValle Embroidery 2857 08/15/2022 Application of Logo-Cano/Balco… 100-1600-605-52003 110.00 Aramark Uniform Service 5020074675 08/15/2022 Supplies- RR#1 100-1600-670-52003 261.88 Aramark Uniform Service 5020074679 08/15/2022 Supplies- RR#3 100-1600-680-52003 299.52 Aramark Uniform Service 5020074692 08/15/2022 Supplies- Vets, Annex, City Hall,… 100-1600-330-52003 43.13 Aramark Uniform Service 5020074692 08/15/2022 Supplies- Vets, Annex, City Hall,… 100-1600-610-52003 43.13 Aramark Uniform Service 5020074692 08/15/2022 Supplies- Vets, Annex, City Hall,… 100-1600-620-52003 43.12 Aramark Uniform Service 5020074692 08/15/2022 Supplies- Vets, Annex, City Hall,… 100-1600-630-52003 43.13 Valley Shield Termite and Pest … 13869 08/17/2022 Pest Management-HCA 100-1600-310-57057 100.00 Valley Shield Termite and Pest … 13872 08/17/2022 Pest Management-SFP 100-1600-330-57057 100.00 Valley Shield Termite and Pest … 13873 08/17/2022 Pest Management-SFP 100-1600-330-57057 100.00 Valley Shield Termite and Pest … 13875 08/17/2022 Pest Management-Vets Hall 100-1600-610-57057 100.00 Valley Shield Termite and Pest … 13986 08/17/2022 Pest Management-HCA 100-1600-310-57057 59.00 Tetra Tech, Inc 51937520 08/17/2022 Professional Services 100-1600-600-57016 4,800.00 Procare Janitorial Supply, Inc 154778 08/23/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 377.13 Procare Janitorial Supply, Inc 154779 08/23/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 455.74 Procare Janitorial Supply, Inc 154780 08/23/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 475.69 Procare Janitorial Supply, Inc 154781 08/23/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 129.73 Procare Janitorial Supply, Inc 154781-1 08/23/2022 Janitorial Supplies for the Restr… 100-1600-670-52003 27.61 Procare Janitorial Supply, Inc 154787 08/23/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 471.41 Procare Janitorial Supply, Inc 154789 08/23/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 341.80 Procare Janitorial Supply, Inc 154790 08/23/2022 Janitorial Supplies for the Restr… 100-1600-680-52003 465.87 Procare Janitorial Supply, Inc 154791 08/23/2022 Janitorial Supplies for Sunny Fie…100-1600-330-52003 130.91 Clean Machine Laundromat 6826-22 08/23/2022 Repairs & Maintenance- Vets Ha…100-1600-610-53003 75.00 Valley Shield Termite and Pest … 13871 08/24/2022 Pest Management-SFP 100-1600-330-57057 100.00 Procare Janitorial Supply, Inc 154782 08/24/2022 Supplies- RR#2 100-1600-320-52003 377.13 Procare Janitorial Supply, Inc 154783 08/24/2022 Supplies- RR#2 100-1600-320-52003 371.00 Procare Janitorial Supply, Inc 154784 08/24/2022 Supplies- RR#2 100-1600-320-52003 341.80 Procare Janitorial Supply, Inc 154785 08/24/2022 Supplies- RR#2 100-1600-320-52003 481.38 Procare Janitorial Supply, Inc 154786 08/24/2022 Supplies- RR#2 100-1600-320-52003 240.11 Valley Shield Termite and Pest … 13866 08/25/2022 Pest Management-Annex 100-1600-630-53003 75.00 O'Reilly Automotive Stores, Inc.… 4372-301485 08/25/2022 Repairs & Maintenance- HCA 100-1600-310-53003 33.36 Farm Supply Co 59587 08/25/2022 Repairs & Maintenance- HCA 100-1600-310-53003 21.50 Rafael Ruiz Janitor Service 1989 08/28/2022 Custodial Services 100-1600-400-57005 3,368.00 S.Y.R.W.C.D. ID #1 0001 08/31/22 08/29/2022 900 Alamo Pintado Rd. 100-1600-330-55002 4,191.08 Rafael Ruiz Janitor Service 1990 08/29/2022 Custodial Services 100-1600-400-57005 1,344.00 Rafael Ruiz Janitor Service 1991 08/29/2022 Custodial Services 100-1600-400-57005 1,200.00 Rafael Ruiz Janitor Service 1992 08/29/2022 Custodial Services 100-1600-400-57005 1,440.00 Rafael Ruiz Janitor Service 1993 08/29/2022 Custodial Services 100-1600-400-57005 300.00 O'Reilly Automotive Stores, Inc.… 4372-302247 08/29/2022 Vehicle Repairs & Maintenance-…100-1600-605-53008 46.85 Nielsen Building Material 56317 08/29/2022 Repairs & Maintenance- Annex 100-1600-630-53003 34.46 Herc Rentals Inc. 33134545-001 08/30/2022 Repairs & Maintenance- Roads 100-1600-690-53003 279.30 Cole Phillips 108 08/31/2022 Engineering Intern-Stipend 100-1600-600-57016 1,224.00 Valley Shield Termite and Pest … 14221 08/31/2022 Pest Management-SFP 100-1600-330-57057 100.00 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-310-53003 130.85 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-320-53003 142.29 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-330-53003 23.62 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-610-53003 218.68 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-620-53003 44.35 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-650-53003 4.31 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 100-1600-690-53003 18.07 Underground Service Alert of S… 22-2300821 09/01/2022 New Tickets - 17 100-1600-720-57028 12.00 24 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 5 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount D.L. Electric Inc. 22-531 09/01/2022 Repairs & Maintenance- Annex 100-1600-320-53003 257.93 Tetra Tech, Inc 51944592 09/01/2022 Professional Services 100-1600-600-57016 7,300.00 Underground Service Alert of S… 820220713 09/01/2022 New Tickets - 150 100-1600-720-57028 263.18 SP Maintenance Services, Inc 85334 09/01/2022 Street Sweeping and Sidewalk C…100-1600-400-57018 1,183.43 SP Maintenance Services, Inc 85334 09/01/2022 Street Sweeping and Sidewalk C…100-1600-720-57022 1,893.49 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-300-52015 134.55 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-300-52015 597.59 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-300-52015 301.79 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-300-52015 89.96 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-300-52015 107.63 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-690-52015 121.85 Jim's Service Center INV0010422 09/01/2022 Fuel - August 100-1600-690-52015 87.95 SiteOne Landscaping Supply, LLC 123050354-001 09/02/2022 Turff Repair- SFP 100-1600-330-57060 457.96 DellaValle Embroidery 2872 09/04/2022 Application of Logo- Ovesen/Ba… 100-1600-300-52003 77.00 DellaValle Embroidery 2872 09/04/2022 Application of Logo- Ovesen/Ba… 100-1600-605-52003 132.00 Rafael Ruiz Janitor Service 2000 09/05/2022 Custodial Services 100-1600-400-57005 1,200.00 Rafael Ruiz Janitor Service 2001 09/05/2022 Custodial Services 100-1600-400-57005 1,440.00 Rafael Ruiz Janitor Service 2003 09/05/2022 Custodial Services 100-1600-400-57005 1,344.00 Rafael Ruiz Janitor Service 2004 09/05/2022 Custodial Services 100-1600-400-57005 900.00 Comcast 8155 09/05/2022 09/05/2022 Acct# 8155 70 005 0228155 100-1600-610-55001 86.06 MNS Engineers, Inc. 81082 09/06/2022 SWMP Professional Services 100-1600-720-57016 11,672.50 MNS Engineers, Inc. 81083 09/06/2022 SWMP Professional Services 100-1600-720-57016 697.50 Valley Shield Termite and Pest … 14271 09/07/2022 Pest Management- SFP 100-1600-330-57057 100.00 Farm Supply Co 59823 09/07/2022 Repairs & Maintenace- Vets Hall 100-1600-610-53003 113.74 MNS Engineers, Inc. 81082- R1 09/07/2022 SWMP Professional Services 100-1600-720-57016 11,672.50 Todd Pipe & Supply S113806835.001 09/07/2022 Repairs & Maintenance- Vets Ha…100-1600-610-53003 28.36 Valley Shield Termite and Pest … 14269 09/09/2022 Pest Management 100-1600-310-57057 100.00 Valley Shield Termite and Pest … 14276 09/09/2022 Pest Management- Vets Hall 100-1600-610-57057 100.00 Cannon Associates 81700 09/09/2022 Lot 4 & 5 EV Charging Station D… 300-1600-600-70105 2,282.25 Cannon Associates 81703 09/09/2022 Design for City Hall Generator 300-1600-600-70105 1,214.75 Rafael Ruiz Janitor Service 2005 09/12/2022 Custodial Services 100-1600-400-57005 1,344.00 Rafael Ruiz Janitor Service 2006 09/12/2022 Custodial Services 100-1600-400-57005 1,440.00 Rafael Ruiz Janitor Service 2007 09/12/2022 Custodial Services 100-1600-400-57005 1,200.00 Rafael Ruiz Janitor Service 2008 09/12/2022 Custodial Services 100-1600-400-57005 3,368.00 Aramark Uniform Service 5020094885 09/12/2022 Supplies- RR#1 100-1600-670-52003 261.88 Aramark Uniform Service 5020094898 09/12/2022 Supplies- RR#3 100-1600-680-52003 299.52 Aramark Uniform Service 5020094915 09/12/2022 Supplies- Vets, Annex, City Hall,… 100-1600-330-52003 43.13 Aramark Uniform Service 5020094915 09/12/2022 Supplies- Vets, Annex, City Hall,… 100-1600-610-52003 43.13 Aramark Uniform Service 5020094915 09/12/2022 Supplies- Vets, Annex, City Hall,… 100-1600-620-52003 43.13 Aramark Uniform Service 5020094915 09/12/2022 Supplies- Vets, Annex, City Hall,… 100-1600-630-52003 43.12 Cannon Associates 81765 09/12/2022 Storm Drain Improvements 100-1600-720-70614 776.00 Southern California Gas Compa… 2500 09/13/22 09/13/2022 Acct# 194 215 2500 7 100-1600-610-55001 122.46 Herc Rentals Inc. 33166428-001 09/13/2022 Repairs & Maintenance- Roads 100-1600-690-53003 279.30 Staples Advantage 3518170199 09/13/2022 Supplies- Public Works 100-1600-600-52003 22.99 Valley Shield Termite and Pest … 14275 09/15/2022 Pest Management- SFP 100-1600-330-57057 100.00 Pacific Gas & Electric Company 5526 09/15/2022 09/15/2022 Acct# 3982645526 1 100-1600-690-55006 2,526.72 Pacific Gas & Electric Company 5526 09/15/2022 09/15/2022 Acct# 3982645526 1 100-1600-710-55001 2,526.71 Staples Advantage 3518170198 09/17/2022 Supplies-Public Works 100-1600-600-52003 46.32 Valley Shield Termite and Pest … 14368 09/19/2022 Pest Management- City Hall 100-1600-620-53003 95.00 Rafael Ruiz Janitor Service 2009 09/19/2022 Custodial Services 100-1600-400-57005 1,200.00 Rafael Ruiz Janitor Service 2011 09/19/2022 Custodial Services 100-1600-400-57005 1,440.00 Rafael Ruiz Janitor Service 2012 09/19/2022 Custodial Services 100-1600-400-57005 1,344.00 O'Reilly Automotive Stores, Inc.… 4372-306292 09/19/2022 Repairs & Maintenance- SFP 100-1600-330-53003 112.45 Farm Supply Co 60013 09/19/2022 Safety Gear 100-1600-605-51014 224.10 Southern California Gas Compa… 9410 09/20/2022 09/20/2022 Acct# 188 514 9410 6 100-1600-630-55001 14.79 Southern California Gas Compa… 9500 09/20/2022 09/20/2022 Acct# 098 214 9500 0 100-1600-620-55001 25.05 Department 1600 - Public Works/Engineering Total: 103,701.84 Department: 3500 - Solvang Mesa LLD
Francisco & Associates, Inc. 3622 08/22/2022 SM-LLMD Assessment Engineer… 205-3500-804-57016 2,500.00 BrightView Landscape Services 8012564 08/31/2022 Landscape Maintenance FY 22/… 205-3500-804-53005 7,167.00 25 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 6 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Pacific Gas & Electric Company 1052 09/13/22 09/13/2022 Acct# 9629631052 5 205-3500-804-55001 10.75 Pacific Gas & Electric Company 3384 09/13/22 09/13/2022 Acct# 8207963384 6 205-3500-804-55001 10.51 Pacific Gas & Electric Company 5240 09/14/22 09/14/2022 Acct# 0053695240 1 205-3500-804-55001 440.98 Pacific Gas & Electric Company 9335 09/14/22 09/14/2022 Acct# 5812399335 2 205-3500-804-55001 0.46 Department 3500 - Solvang Mesa LLD Total: 10,129.70
Department: 5000 - Transit
Moore & Associates, Inc. 22.4847 09/21/2022 SYVT Transit Development Plan 502-5000-850-57016 7,679.00 Roadrunner Management Servi… 6694 09/01/2022 Farebox 502-5000-850-35021 -5,207.61 Roadrunner Management Servi… 6694 09/01/2022 Comcast 502-5000-850-55003 105.00 Roadrunner Management Servi… 6694 09/01/2022 Roadrunner Annual Contract 502-5000-850-56010 57,104.13 Roadrunner Management Servi… 6695 09/01/2022 Fuel Reimbursement- August 2… 502-5000-850-52015 11,600.92 Moore & Associates, Inc. 22.4863 09/06/2022 SYVT Marketing 502-5000-850-57001 6,271.33 Moore & Associates, Inc. 22.4864 09/06/2022 SYVT Profesional Services 502-5000-850-57016 3,762.77 City of Lompoc Finance Dept. 9740 09/06/2022 City of Lompoc Transit Services 502-5000-850-56003 1,666.66 Department 5000 - Transit Total: 82,982.20
Department: 5100 - Water
Infosend, Inc 215797 06/30/2022 Utility Bill Printing/Supplies 500-5100-501-52004 1,174.42 GSI Water Solutions, Inc. 00662.001-29 07/01/2022 River Wells Project 500-5100-501-70852 2,427.50 GSI Water Solutions, Inc. 00662.001-30 07/01/2022 River Wells Project 500-5100-501-70852 3,330.00 GSI Water Solutions, Inc. 00662.002-2 07/01/2022 River Wells Project 500-5100-501-70852 3,707.50 FGL Environmental, Inc. 204665A 09/09/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 204667A 09/09/2022 Lab Testing 500-5100-501-57010 13.00 FGL Environmental, Inc. 206079A 09/09/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 206080A 09/09/2022 Lab Testing 500-5100-501-57010 13.00 FGL Environmental, Inc. 206536A 09/09/2022 Lab Testing 500-5100-501-57010 116.00 FGL Environmental, Inc. 206537A 09/09/2022 Lab Testing 500-5100-501-57010 30.00 FGL Environmental, Inc. 206538A 09/09/2022 Lab Testing 500-5100-501-57010 485.00 FGL Environmental, Inc. 206539A 09/09/2022 Lab Testing 500-5100-501-57010 132.00 FGL Environmental, Inc. 206540A 09/09/2022 Lab Testing 500-5100-501-57010 120.00 FGL Environmental, Inc. 206541A 09/09/2022 Lab Testing 500-5100-501-57010 354.00 FGL Environmental, Inc. 206542A 09/09/2022 Lab Testing 500-5100-501-57010 13.00 FGL Environmental, Inc. 206543A 09/09/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 206936A 09/09/2022 Lab Testing 500-5100-501-57010 51.00 FGL Environmental, Inc. 206937A 09/09/2022 Lab Testing 500-5100-501-57010 65.00 FGL Environmental, Inc. 207423A 09/09/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 207425A 09/09/2022 Lab Testing 500-5100-501-57010 13.00 FGL Environmental, Inc. 207949A 09/09/2022 Lab Testing 500-5100-501-57010 51.00 FGL Environmental, Inc. 207950A 09/09/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 209749A 09/22/2022 Lab Testing 500-5100-501-57010 312.00 Water Systems Consulting, Inc. 6765 07/01/2022 Water Master Plan - Hydraulic … 500-5100-501-57024 3,735.00 FGL Environmental, Inc. 209633A 07/15/2022 Lab Testing 500-5100-501-57010 51.00 FGL Environmental, Inc. 210456A 07/15/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 210458A 07/15/2022 Lab Testing 500-5100-501-57010 51.00 FGL Environmental, Inc. 210772A 07/15/2022 Lab Testing 500-5100-501-57010 13.00 FGL Environmental, Inc. 210773A 07/15/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 211045A 07/15/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 211047A 07/15/2022 Lab Testing 500-5100-501-57010 51.00 FGL Environmental, Inc. 211430A 07/29/2022 Lab Testing 500-5100-501-57010 103.00 FGL Environmental, Inc. 211432A 07/29/2022 Lab Testing 500-5100-501-57010 13.00 Infosend, Inc 218152 07/29/2022 Utility Billing Printing 500-5100-501-52004 574.21 Staples Advantage 3516462109 08/02/2022 Supplies- Water 500-5100-501-52003 436.38 Santa Maria Famcon Pipe & Su… S100084266.001 08/03/2022 Hydrant repair parts 500-5100-501-53003 16,905.98 Santa Maria Famcon Pipe & Su… S100084807.001 08/05/2022 Supplies- Water 500-5100-501-52003 258.60 Iflow Energy Solutions, Inc. 102234 08/09/2022 New 5/8 and 3/4 meters 500-5100-501-57030 6,500.00 Iflow Energy Solutions, Inc. 102234 08/09/2022 Meter replacement 500-5100-501-57030 262.93 Santa Maria Famcon Pipe & Su… S100083752.002 08/10/2022 spare brass fittings 500-5100-501-53003 619.56 USA Blue Book 075002 08/11/2022 Supplies- Water 500-5100-501-52003 184.79 USA Blue Book 076850 08/12/2022 Backflow Preventer Test Kit 500-5100-501-52003 2,389.23 Infosend, Inc 218930 08/12/2022 Utility Billing Printing 500-5100-501-52004 616.47 Comcast 0775 08/15/22 08/15/2022 Acct#939750775 500-5100-501-57064 47.88 26 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 7 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount USA Blue Book 078333 08/15/2022 Supplies- Water 500-5100-501-52003 799.41 USA Blue Book 079917 08/16/2022 Supplies- Water 500-5100-501-52003 154.07 Nielsen Building Material 54115 08/16/2022 Supplies- Water 500-5100-501-52003 101.53 Richards, Watson & Gershon A … 238475 08/19/2022 Professional Services 7/01/2022…500-5100-501-57012 247.50 Northern Tool & Equipment Co 50585361 08/19/2022 Repairs & Maintenance- Water 500-5100-501-53003 327.28 Nielsen Building Material 55212 08/23/2022 Repairs & Maintenance- Water 500-5100-501-53003 90.50 County of Santa Barbara 726 08/23/2022 Regional Water Efficiency Progr…500-5100-501-57016 4,199.00 USA Blue Book 090825 08/25/2022 Supplies- Water 500-5100-501-52003 647.03 Santa Maria Famcon Pipe & Su… S100086293.001 08/29/2022 new meter box 500-5100-501-52003 2,370.50 ReadyRefresh by Nestle 02H6702214026 08/30/2022 Supplies- Water 500-5100-501-52003 96.17 Egan de los Cabos INV0010384 08/30/2022 FY 2022-23 Landscape Rebate P…500-5100-501-70938 2,000.00 Advantage Group, The 146205 08/31/2022 Annual Renewal/Admin Flex Fee…500-5100-105-51005 13.55 S.Y.R.W.C.D. ID #1 5001 08/31/22 08/31/2022 1890 Old Mill Rd. 500-5100-501-55010 2,828.19 S.Y.R.W.C.D. ID #1 7501 08/31/22 08/31/2022 Alamo Pintado Rd. 500-5100-501-55010 1,767.62 D & H Water Systems, Inc I2022-1162 08/31/2022 Repairs & Maintenance- Water 500-5100-501-53003 4,893.29 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 500-5100-501-53003 163.51 ZWorld GIS 2022-0305 09/01/2022 Annual GIS Services 500-5100-501-57064 203.54 ZWorld GIS 2022-0324 09/01/2022 Annual GIS Services 500-5100-501-57064 82.07 Underground Service Alert of S… 22-2300821 09/01/2022 New Tickets - 17 500-5100-501-57028 12.36 Underground Service Alert of S… 22-2300821 09/01/2022 New Tickets - 17 500-5100-501-57028 12.00 Lanspeed 54708 09/01/2022 Products and Services 500-5100-501-57064 262.54 Lanspeed 54751 09/01/2022 Monthly Billing for September 500-5100-501-57064 465.05 Lanspeed 54752 09/01/2022 Monthly Billing September 500-5100-501-57064 19.41 Underground Service Alert of S… 820220713 09/01/2022 New Tickets - 150 500-5100-501-57028 271.14 Underground Service Alert of S… 820220713 09/01/2022 New Tickets - 150 500-5100-501-57028 263.18 Jim's Service Center INV0010422 09/01/2022 Fuel - August 500-5100-501-52015 422.67 Jim's Service Center INV0010422 09/01/2022 Fuel - August 500-5100-501-52015 477.93 Jim's Service Center INV0010422 09/01/2022 Fuel - August 500-5100-501-52015 340.41 Lanspeed 54736 09/02/2022 Products and Services 500-5100-501-57064 1,272.10 Allstar Heating & Air Conditioni… i30611 09/02/2022 Repairs & Maintenance- Water 500-5100-501-53003 466.87 Home Depot Credit Services 3512222 09/07/2022 Supplies- Water 500-5100-501-52003 466.54 Frank Pacheco INV0010394 09/08/2022 Education/FPacheco 500-5100-501-51012 125.00 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4659 Water On-Call Ph…500-5100-501-57064 0.18 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-6825 Keith Cote 500-5100-501-57064 23.43 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-5645 Andrew Guynn 500-5100-501-57064 31.26 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8264 Water iPad #3 500-5100-501-57064 38.01 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8659 Water iPad #1 500-5100-501-57064 38.01 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-6580 Water/SCADA Dia…500-5100-501-57064 65.27 Verizon Wireless Services, LLC 9913851582 09/11/2022 Cody Kephart- 805-325-0486 500-5100-501-57064 38.46 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4424 Mike Mathews 500-5100-501-57064 36.30 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-350-8659 Water iPad #2 500-5100-501-57064 38.01 Pacific Gas & Electric Company 0769 09/13/2022 09/13/2022 Acct# 4922450769 6 500-5100-501-55005 2,086.45 SiteOne Landscaping Supply, LLC 123340155-001 09/13/2022 Supplies- Water 500-5100-501-52003 180.96 Allstar Heating & Air Conditioni… i30735 09/15/2022 Repairs & Maintenance- Water 500-5100-501-53003 118.26 Pacific Gas & Electric Company 4776 09/16/22 09/16/2022 Acct# 8496674776 2 500-5100-501-55005 2,023.43 D & H Water Systems, Inc I2022-1243 09/19/2022 2 new analyzer sensors 500-5100-501-53003 4,062.18 Level 3 Communications, LLC 601628740 09/23/2022 T-1 line 500-5100-501-57064 217.20 Tyler Technologies, Inc 025-394285 10/01/2022 Utility Billing 500-5100-501-57064 20.00 Department 5100 - Water Total: 80,923.82
Department: 5200 - Sanitary Sewer
Infosend, Inc 215797 06/30/2022 Utility Bill Printing/Supplies 501-5200-502-52004 1,174.43 Infosend, Inc 218152 07/29/2022 Utility Billing Printing 501-5200-502-52004 574.20 Infosend, Inc 218930 08/12/2022 Utility Billing Printing 501-5200-502-52004 616.46 Comcast 0775 08/15/22 08/15/2022 Acct#939750775 501-5200-502-57064 18.13 DellaValle Embroidery 2860 08/16/2022 Application of Logo- Morss/Giac…501-5200-502-52003 148.70 Frontier Communications 7459 08/25/2022 08/25/2022 Acct# 805 688 7459 060995 5 501-5200-502-57064 93.01 Sunbeam Solar Technologies, In…JC2600x6Aug 08/28/2022 Sewer Line Replacement Project 804-5200-502-70105 3,290.00 Advantage Group, The 146205 08/31/2022 Annual Renewal/Admin Flex Fee…501-5200-105-51005 13.42 ZWorld GIS 2022-0305 09/01/2022 Annual GIS Services 501-5200-502-57064 77.08 ZWorld GIS 2022-0324 09/01/2022 Annual GIS Services 501-5200-502-57064 31.08 27 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 8 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Lanspeed 54708 09/01/2022 Products and Services 501-5200-502-57064 99.43 Lanspeed 54751 09/01/2022 Monthly Billing for September 501-5200-502-57064 176.12 Lanspeed 54752 09/01/2022 Monthly Billing September 501-5200-502-57064 7.35 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5200-502-52015 278.44 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5200-502-52015 304.33 Lanspeed 54736 09/02/2022 Products and Services 501-5200-502-57064 481.76 USA Blue Book 106078 09/09/2022 Small Equipment- WWTP 501-5200-502-52009 256.84 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-2137 Paul Matsukas 501-5200-502-57064 0.06 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-245-1207 Sewer iPad 501-5200-502-57064 38.01 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-9056 -WWTP On Call 501-5200-502-57064 11.41 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4664 Nathan Giacinto 501-5200-502-57064 4.06 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-2568 Trevor Holly 501-5200-502-57064 2.27 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-1898 Nick Rivera 501-5200-502-57064 21.76 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-5943 Jeff Morss 501-5200-502-57064 2.41 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8482 WWTP iPad 501-5200-502-57064 18.62 Procare Janitorial Supply, Inc 155101 09/14/2022 Supplies- WWTP 501-5200-502-52003 784.14 Staples Advantage 3518170193 09/15/2022 Supplies-WWTP 501-5200-502-52003 78.36 Level 3 Communications, LLC 601628740 09/23/2022 T-1 line 501-5200-502-57064 82.26 Tyler Technologies, Inc 025-394285 10/01/2022 Utility Billing 501-5200-502-57064 20.00 Department 5200 - Sanitary Sewer Total: 8,704.14
Department: 5300 - WasteWater
Comcast 0775 08/15/22 08/15/2022 Acct#939750775 501-5300-503-57064 39.50 Engel & Gray 28L00011 08/21/2022 Blanket PO for Sludge Disposal 501-5300-503-57020 678.69 Engel & Gray 28S00005 08/28/2022 Blanket PO for Sludge Disposal 501-5300-503-57020 745.76 Frontier Communications 2900 08/28/22 08/28/2022 Acct# 805 688 2900 110481 5 501-5300-503-57064 78.80 Oilfield Environmental & Compl…2204919 08/30/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 325.70 ReadyRefresh by Nestle 22H0018038034 08/30/2022 Supplies-WWTP 501-5300-503-52003 138.13 Advantage Group, The 146205 08/31/2022 Annual Renewal/Admin Flex Fee…501-5300-105-51005 13.63 Santa Ynez Valley Hardware INV0010393 08/31/2022 Monthly Billing- August 501-5300-503-53003 8.53 ZWorld GIS 2022-0305 09/01/2022 Annual GIS Services 501-5300-503-57064 167.92 ZWorld GIS 2022-0324 09/01/2022 Annual GIS Services 501-5300-503-57064 67.70 Lanspeed 54708 09/01/2022 Products and Services 501-5300-503-57064 216.59 Lanspeed 54751 09/01/2022 Monthly Billing for September 501-5300-503-57064 383.66 Lanspeed 54752 09/01/2022 Monthly Billing September 501-5300-503-57064 16.02 State Water Resources Control … INV0010373 09/01/2022 F. Pacheco OIT Certificate 501-5300-503-52002 95.00 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5300-503-52015 315.30 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5300-503-52015 143.00 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5300-503-52015 239.15 Jim's Service Center INV0010422 09/01/2022 Fuel - August 501-5300-503-52015 298.44 O'Reilly Automotive Stores, Inc.… 4372-303042 09/02/2022 Vehicle Repairs & Maintenance 501-5300-503-53008 19.35 Lanspeed 54736 09/02/2022 Products and Services 501-5300-503-57064 1,049.45 Farm Supply Co 59756 09/02/2022 Vehicle Repairs & Maintenance 501-5300-503-53008 592.61 Engel & Gray 29400013 09/04/2022 Blanket PO for Sludge Disposal 501-5300-503-57020 1,440.36 Kiza, Inc. 1216 09/06/2022 Monthly Internet Services- Aug… 501-5300-503-57064 300.00 Oilfield Environmental & Compl…2204759 09/07/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 263.75 Oilfield Environmental & Compl…2204760 09/07/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 310.70 Oilfield Environmental & Compl…2204444 09/08/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 325.70 Oilfield Environmental & Compl…2204601 09/08/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 325.70 Atco International l0602674 09/09/2022 Supplies- WWTP 501-5300-503-52003 333.11 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-1898 Nick Rivera 501-5300-503-57064 2.18 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-757-2137 Paul Matsukas 501-5300-503-57064 0.12 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-9056 -WWTP On Call 501-5300-503-57064 11.87 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-325-8482 WWTP iPad 501-5300-503-57064 19.39 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-5943 Jeff Morss 501-5300-503-57064 20.98 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-2568 Trevor Holly 501-5300-503-57064 22.26 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4664 Nathan Giacinto 501-5300-503-57064 22.79 Verizon Wireless Services, LLC 9913851582 09/11/2022 805-588-4424 Mike Mathews 501-5300-503-57064 4.03 Oilfield Environmental & Compl…2205352 09/19/2022 Blanket PO WWTP Lab Fees 501-5300-503-57010 343.55 28 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 9 of 12
Vendor Name Payable Number Post Date Description (Item) Account Number Amount Level 3 Communications, LLC 601628740 09/23/2022 T-1 line 501-5300-503-57064 179.18 Department 5300 - WasteWater Total: 9,558.60
Grand Total: 678,019.35
29 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 10 of 12
Report Summary
Fund Summary
Fund Payment Amount
100 - GENERAL FUND 424,699.39
205 - SKYTT MESA LLMD 10,129.70
300 - CAPITAL PROJECTS FUND 4,153.50
500 - WATER FUND 80,923.82
501 - WASTEWATER FUND 14,972.74
502 - TRANSIT FUND 82,982.20
700 - SYV - TOURISM BUS IMP DIST 56,868.00
804 - WWTP CAPITAL PROJECTS 3,290.00
Grand Total: 678,019.35
Account Summary
Account Number Account Name Payment Amount
100-1000-100-51012 Education 748.00
100-1000-100-52003 Supplies 37.17
100-1000-100-57015 Printing and Publishing 327.26
100-1000-100-57016 Professional Services 786.25
100-1000-100-63002 Audio/Video System R/M 4,258.00
100-1000-110-59005 Solvang School 5,000.00
100-1000-110-59013 Solvang Senior Center 60,000.00
100-1000-110-59038 SYV Therapeutic Riding Pr… 2,500.00
100-1100-105-51005 Retiree Medical/Dental/Li… 171.40
100-1100-120-43021 Accts Payable Discounts -14.66
100-1100-120-51010 Employee Screening 97.00
100-1100-120-52003 Supplies 459.61
100-1100-120-54002 Equipment 1,001.00
100-1100-120-57012 Legal Fees 38,596.50
100-1100-120-57015 Printing and Publishing 112.29
100-1100-120-57016 Professional Services 10,953.47
100-1100-120-60006 EOC Phone 42.75
100-1100-120-71009 Miscellaneous 400.00
100-1100-121-57064 IT Expenses 26,082.43
100-1200-200-31035 Application/Development… 3,920.00
100-1200-200-52003 Supplies 233.21
100-1200-200-52008 Postage 135.96
100-1200-200-57007 General Plan 13,315.00
100-1200-200-57012 Legal Fees 1,485.00
100-1200-200-57016 Professional Services 18,000.00
100-1200-201-57063 Code Enforcement 2,778.75
100-1200-210-57016 Professional Services 6,736.65
100-1300-350-52003 Supplies 15.60
100-1300-350-57001 P&R Marketing and Adver… 472.50
100-1300-350-57016 Professional Services 1,665.00
100-1300-360-52005 Recreation Programs 836.00
100-1300-365-31008 Recreation Fees 458.50
100-1300-365-52005 Recreation Programs 85.53
100-1300-370-31008 Recreation Fees 70.00
100-1300-390-71010 Buellton - Reimbursement… 158.91
100-1400-400-43020 TBID - Admin. Reimburse… -1,137.36
100-1400-400-59010 Tourism/Marketing Expen… 96,522.99
100-1400-400-59015 Danish Days 20,000.00
100-16002 REIMBURSEABLE A/P PA… 1,027.62
100-1600-300-52003 Supplies 77.00
100-1600-300-52015 Vehicle Fuel 1,231.52
100-1600-310-53003 Repairs and Maintenance 252.95
100-1600-310-57057 Pest Management 359.00
100-1600-320-52003 Supplies 3,005.46
100-1600-320-53003 Repairs and Maintenance 400.22
30 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 11 of 12
Account Summary
Account Number Account Name Payment Amount
100-1600-330-52003 Supplies 217.17
100-1600-330-53003 Repairs and Maintenance 592.60
100-1600-330-55002 Water and Sewer Charges 4,191.08
100-1600-330-57057 Pest Management 685.00
100-1600-330-57060 Turf Repair 457.96
100-1600-400-57005 Custodial-Restrooms 27,856.00
100-1600-400-57018 Sidewalk Cleaning 1,183.43
100-1600-600-52003 Supplies 138.80
100-1600-600-57016 Professional Services 13,324.00
100-1600-605-51014 Safety Gear 224.10
100-1600-605-52003 Supplies 242.00
100-1600-605-53008 Vehicle Repairs & Maint. 46.85
100-1600-610-52003 Supplies 86.26
100-1600-610-53003 Repairs and Maintenance 464.28
100-1600-610-55001 Utilities 208.52
100-1600-610-57057 Pest Management 400.00
100-1600-620-52003 Supplies 86.25
100-1600-620-53003 Repairs and Maintenance 139.35
100-1600-620-55001 Utilities 25.05
100-1600-630-52003 Supplies 532.25
100-1600-630-53003 Repairs and Maintenance 109.46
100-1600-630-55001 Utilities 14.79
100-1600-650-53003 Repairs and Maintenance 4.31
100-1600-670-52003 Supplies 2,760.45
100-1600-680-52003 Supplies 3,529.32
100-1600-690-52015 Vehicle Fuel 209.80
100-1600-690-53003 Repairs and Maintenance 576.67
100-1600-690-55006 Street Light Power 2,526.72
100-1600-710-55001 Utilities 2,526.71
100-1600-720-57016 Professional Services - S… 24,042.50 100-1600-720-57022 Street Sweeping 5,769.33
100-1600-720-57028 Underground Alert 275.18
100-1600-720-70614 Storm Drain Improvements 776.00
100-20037 Business Card Payable 6,482.72
100-23005 Alcohol/Liability Deposit 330.00
205-3500-804-53005 Open Space/Landscape Mt 7,167.00
205-3500-804-55001 Utilities 462.70
205-3500-804-57016 Professional Services 2,500.00
300-1600-600-70105 Projects -GEN FUND 4,153.50
500-5100-105-51005 Retiree Medical/Dental/Li… 13.55
500-5100-501-51012 Education 125.00
500-5100-501-52003 Supplies 8,085.21
500-5100-501-52004 Utility Bill Printing/Supplies 2,365.10 500-5100-501-52015 Vehicle Fuel 1,241.01
500-5100-501-53003 Repairs and Maintenance 27,647.43
500-5100-501-55005 Power for Pumping 4,109.88
500-5100-501-55010 Purchased Water 4,595.81
500-5100-501-57010 Lab Fees 2,874.00
500-5100-501-57012 Legal Fees 247.50
500-5100-501-57016 Professional Services 4,199.00
500-5100-501-57024 Studies 3,735.00
500-5100-501-57028 Underground Alert 558.68
500-5100-501-57030 Water Meter Replacement 6,762.93
500-5100-501-57064 IT Expenses - Water Fund 2,898.72
500-5100-501-70852 River Well Development 9,465.00
500-5100-501-70938 Water Conservation Progr… 2,000.00
501-5200-105-51005 Retiree Medical/Dental/Li… 13.42
501-5200-502-52003 Supplies 1,011.20
31 Expense Approval Report Payment Dates: 9/1/2022 - 9/30/2022 9/29/2022 3:38:38 PM Page 12 of 12
Account Summary
Account Number Account Name Payment Amount
501-5200-502-52004 Utility Bill Printing/Supplies 2,365.09 501-5200-502-52009 Small Equipment 256.84
501-5200-502-52015 Vehicle Fuel 582.77
501-5200-502-57064 IT Expenses - Sewer 1,184.82
501-5300-105-51005 Retiree Medical/Dental/Li… 13.63
501-5300-503-52002 Membership Dues 95.00
501-5300-503-52003 Supplies 471.24
501-5300-503-52015 Vehicle Fuel 995.89
501-5300-503-53003 Repairs and Maintenance 8.53
501-5300-503-53008 Vehicle Repairs & Maint. 611.96
501-5300-503-57010 Lab Fees 1,895.10
501-5300-503-57020 Sludge Disposal 2,864.81
501-5300-503-57064 IT Expenses - WWTP 2,602.44
502-5000-850-35021 Fare Box Revenue -5,207.61
502-5000-850-52015 Vehicle Fuel 11,600.92
502-5000-850-55003 Communications 105.00
502-5000-850-56003 Wine Country Express 1,666.66
502-5000-850-56010 Transit Contract 57,104.13
502-5000-850-57001 Marketing & Advertising 6,271.33
502-5000-850-57016 Professional Services 11,441.77
700-1400-400-59016 SYVTBID Payments 55,730.64
700-1400-400-61003 City Admin Fee 1,137.36
804-5200-502-70105 Projects -SEWER 3,290.00
Grand Total: 678,019.35
Project Account Summary
Project Account Key Payment Amount
**None** 671,076.82
Dist 6,942.53
Grand Total: 678,019.35
32 Basic Incident Date Original (Fd1.3):
Apparatus:
Santa Barbara County Fire Department
4410 Cathedral Oaks Road, Santa Barbara, CA 93110
805-681-5500
Solvang - Incidents by Unit and District
Incident District/Zone Total Incidents
Apparatus ID: E330
31 2
32 5
34 1
Total: 8
Apparatus ID: ME30
17 1
24 4
30 165
31 20
32 28
38 4
Total: 222
Total: 230
Report Filters
is between '7/1/2022' and '9/30/2022'
Report Criteria
Is In E30, ME30, E330, E230
Description
Solvang - Incidents by Unit and District
1 of 1 Printed On: 10/03/2022 05:42:55 PM
Agenda Item 4.e
33 Santa Barbara County Fire Department
4410 Cathedral Oaks Road, Santa Barbara, CA 93110
805-681-5500
Solvang - Response Time Report
Incident Date
(FD1.3)
Incident Primary Station
(FD1.4)
Fire Incident Type Response Mode To Scene Response
Time
Incident District/Zone: 30
07/01/2022 30 Dispatched and cancelled en route Emergency 07/03/2022 30 Dispatched and cancelled en route Non-Emergency 07/04/2022 30 Dispatched and cancelled en route Emergency 07/12/2022 30 Dispatched and cancelled en route Emergency 07/13/2022 30 Dispatched and cancelled en route Emergency 07/24/2022 30 Dispatched and cancelled en route Non-Emergency 07/27/2022 30 Dispatched and cancelled en route Emergency 07/31/2022 30 Dispatched and cancelled en route Non-Emergency 08/07/2022 30 Dispatched and cancelled en route Emergency 08/11/2022 30 Dispatched and cancelled en route Emergency 08/29/2022 30 Dispatched and cancelled en route Emergency, Downgraded to NonEmergency 09/14/2022 30 Dispatched and cancelled en route Emergency 09/25/2022 30 Dispatched and cancelled en route Non-Emergency 09/28/2022 30 Motor vehicle accident with injuries Emergency -0:00:48 07/04/2022 30 Public service Non-Emergency -0:00:49
09/04/2022 30 Assist invalid Non-Emergency -0:01:39
08/16/2022 30 No incident found on arrival at dispatch
address
Non-Emergency -0:01:40
08/11/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:01:45
07/10/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:02:28
-0:02:37
07/16/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:02:52
07/24/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:02:57
07/12/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:02
07/14/2022 30 Cooking fire, confined to container Emergency -0:03:03 07/05/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:04
09/06/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:07
08/20/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:13
09/30/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:26
07/29/2022 30 No incident found on arrival at dispatch
address
Emergency -0:03:27
09/13/2022 30 EMS call, excluding vehicle accident with Emergency -0:03:30 1 of 5 Printed On: 10/03/2022 05:45:57 PM
34 Incident Date
(FD1.3)
Incident Primary Station
(FD1.4)
Fire Incident Type Response Mode To Scene Response
Time
injury
08/18/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:34
08/17/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:35
08/12/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:38
07/04/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:38
08/24/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:39
08/17/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:40
07/18/2022 30 Service call, other Emergency -0:03:40
07/07/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:03:44
09/23/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:44
08/19/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:48
07/11/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:03:52
08/10/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:05
07/01/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:04:06
09/06/2022 30 Motor vehicle accident with injuries Emergency -0:04:09 08/13/2022 30 Motor vehicle accident with injuries Emergency -0:04:11 08/20/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:04:12
09/11/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:12
09/23/2022 30 Public service assistance, other Non-Emergency -0:04:14 07/29/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:15
07/01/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:04:20
07/17/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:21
09/26/2022 32 EMS call, excluding vehicle accident with injury
Emergency -0:04:21
09/28/2022 30 Dispatched and cancelled en route Emergency -0:04:30 09/19/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:31
09/09/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:04:31
08/20/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:33
08/28/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:34
09/29/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:34
08/11/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:36
08/03/2022 30 Emergency medical service, other Emergency -0:04:43 07/05/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:48
09/02/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:48
09/01/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:04:55
07/04/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:04:56
2 of 5 Printed On: 10/03/2022 05:45:57 PM
35 Incident Date
(FD1.3)
Incident Primary Station
(FD1.4)
Fire Incident Type Response Mode To Scene Response
Time
09/03/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:01
09/05/2022 30 Motor vehicle accident with no injuries. Emergency -0:05:01 08/19/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:05:01
09/16/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:04
08/06/2022 30 Public service assistance, other Non-Emergency -0:05:08 09/17/2022 30 Motor vehicle accident with no injuries. Emergency -0:05:10 09/19/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:10
08/10/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:13
09/21/2022 30 Passenger vehicle fire Emergency -0:05:14 07/01/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:20
08/25/2022 30 Emergency medical service, other Emergency -0:05:24 09/24/2022 30 Motor vehicle accident with injuries Emergency -0:05:24 09/20/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:27
09/02/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:31
09/17/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:32
07/14/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:37
07/21/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:38
08/29/2022 30 Emergency medical service, other Emergency -0:05:38 09/21/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:40
07/03/2022 30 Smoke detector activation due to
malfunction
Non-Emergency -0:05:41
09/12/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:44
08/21/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:44
07/04/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:05:50
09/28/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:05:52
07/28/2022 30 Gas leak (natural gas or LPG) Emergency -0:05:53 07/04/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:03
07/08/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:06:03
08/19/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:03
09/05/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:05
08/25/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:06
08/15/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:06
08/11/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:06:06
08/07/2022 30 Assist invalid Non-Emergency -0:06:15
09/05/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:06:17
07/06/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:28
07/13/2022 30 Public service assistance, other Non-Emergency -0:06:28 3 of 5 Printed On: 10/03/2022 05:45:57 PM
36 Incident Date
(FD1.3)
Incident Primary Station
(FD1.4)
Fire Incident Type Response Mode To Scene Response
Time
08/14/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:32
09/02/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:34
08/18/2022 30 Emergency medical service, other Emergency, Downgraded to NonEmergency-0:06:36 08/06/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:41
07/28/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:41
09/05/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:42
09/15/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:06:42
07/22/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:45
09/30/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:45
08/18/2022 30 Emergency medical service, other Emergency, Downgraded to NonEmergency-0:06:46 09/12/2022 30 False alarm or false call, other Emergency -0:06:47 07/15/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:06:47
07/29/2022 30 Public service assistance, other Non-Emergency -0:06:54 09/17/2022 30 Water or steam leak Non-Emergency -0:06:56 08/08/2022 30 Motor vehicle accident with injuries Emergency -0:07:05 07/13/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:07:05
07/15/2022 30 Mobile property (vehicle) fire, other Emergency -0:07:05 09/10/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:07:05
07/01/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:07:13
07/10/2022 31 Excessive heat, scorch burns with no
ignition
Emergency -0:07:19
09/04/2022 30 Public service assistance, other Non-Emergency -0:07:25 07/22/2022 30 Smoke detector activation due to
malfunction
Emergency -0:07:26
07/25/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:07:26
09/07/2022 31 Assist invalid Non-Emergency -0:07:28
09/22/2022 31 Motor vehicle/pedestrian accident (MV
Ped)
Emergency -0:07:28
09/12/2022 30 False alarm or false call, other Emergency -0:07:35 07/30/2022 30 Smoke detector activation due to
malfunction
Non-Emergency -0:07:35
07/08/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:07:35
08/07/2022 30 Assist invalid Non-Emergency -0:07:43
07/23/2022 30 Building fire Emergency -0:07:50
08/16/2022 30 Assist invalid Non-Emergency -0:07:52
08/29/2022 30 Water or steam leak Non-Emergency -0:07:56 09/24/2022 30 Medical assist, assist EMS crew Non-Emergency -0:08:05 08/30/2022 30 Power line down Emergency -0:08:10
09/11/2022 30 Public service Non-Emergency -0:08:17
09/29/2022 30 False alarm or false call, other Emergency -0:08:18 08/03/2022 31 EMS call, excluding vehicle accident with injury
Emergency -0:08:20
09/28/2022 30 Smoke detector activation, no fire -
unintentional
Emergency -0:08:26
09/05/2022 30 Good intent call, other Non-Emergency -0:08:34 4 of 5 Printed On: 10/03/2022 05:45:57 PM
37 Incident Date
(FD1.3)
Incident Primary Station
(FD1.4)
Fire Incident Type Response Mode To Scene Response
Time
Basic Incident Date Original (Fd1.3):
Incident District/Zone:
07/29/2022 30 Water or steam leak Emergency -0:08:38
08/06/2022 30 Public service assistance, other Non-Emergency -0:08:49 07/15/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:08:57
08/26/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:09:07
09/12/2022 30 Motor vehicle accident with injuries Emergency -0:09:13 07/09/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:09:22
07/15/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:09:23
09/04/2022 31 EMS call, excluding vehicle accident with injury
Emergency -0:09:32
08/16/2022 30 Alarm system activation, no fire -
unintentional
Non-Emergency -0:09:45
07/17/2022 30 Power line down Non-Emergency -0:09:52
08/03/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:09:58
07/14/2022 30 Rescue, EMS incident, other Emergency -0:10:00 07/03/2022 30 Public service assistance, other Non-Emergency -0:10:01 08/19/2022 31 EMS call, excluding vehicle accident with injury
Emergency -0:10:01
09/11/2022 30 False alarm or false call, other Emergency -0:10:02 08/27/2022 30 Assist invalid Non-Emergency -0:10:03
07/17/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:10:35
08/10/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:10:50
07/25/2022 30 Water or steam leak Non-Emergency -0:11:14 08/15/2022 30 Smoke scare, odor of smoke Emergency -0:12:16 09/27/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:12:27
08/19/2022 30 Public service assistance, other Emergency -0:12:28 08/09/2022 30 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:13:03
08/13/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:13:04
09/28/2022 31 EMS call, excluding vehicle accident with injury
Emergency, Downgraded to NonEmergency-0:13:07
09/11/2022 30 Power line down Emergency -0:14:52
08/04/2022 30 EMS call, excluding vehicle accident with injury
Emergency -0:16:29
07/06/2022 30 Public service assistance, other Non-Emergency -0:16:45 08/04/2022 30 Water or steam leak Non-Emergency -0:18:04 09/09/2022 30 EMS call, excluding vehicle accident with injury
Non-Emergency -0:22:16
08/13/2022 30 Motor vehicle accident with injuries Emergency 0:00:00 Report Filters
is between '7/1/2022' and '9/30/2022'
Report Criteria
Is In 30
Description
Solvang - Response Time Report
5 of 5 Printed On: 10/03/2022 05:45:57 PM
38 Agenda Item: 5
Solvang City Council STAFF REPORT
PREPARED BY: David Fleishman, City Attorney
MEETING DATE: October 10, 2022
SUBJECT: Approve Interim City Manager Employment Agreement with Bradley Vidro, and Adopt Resolutions 22-1195 and 22-1196 approving the Agreement and Signatories to Bank Accounts
RECOMMENDATION:
1. Review interim city manager employment agreement with Bradley Vidro, and adopt Resolution 22—1195 approving interim city manager agreement.
2. Adopt Resolution 22—1196 authorizing Bradley Vidro, Charlie Uhrig and Mark Infanti to be added as signatory to the City’s bank accounts with Montecito Bank & Trust DISCUSSION:
The City’s city manager resigned employment effective September 30, 2022. The City currently has a vacancy in that position, and Council gave direction to the City Attorney to seek a candidate to serve as interim city manager while the City undertakes a recruitment to fill the position on a regular basis.
Bradley Vidro, who previously served as Solvang’s city manager until his retirement at the end of 2018, has agreed to serve as interim city manager while the City undertakes the recruitment process. Because Mr. Vidro is a CalPERS retiree, there are restrictions on the number of hours he may serve as interim city manager, and on the compensation he may receive. The attached employment agreement sets forth those restrictions, which limit Mr. Vidro to serving no more than 950 hours in the remaining portion of FY22-23, and the compensation rate, which is stated as an hourly rate of $84.13. This is equal to the City’s established annual salary for the city manager position, calculated at an hourly rate.
In addition, Montecito Bank & Trust has requested specific designation of individuals with authorized access to the City’s bank accounts with that institution. As such, in accordance with existing City policy granting such authority to the mayor, mayor pro tem and city manager, staff recommends that the Council also adopt a resolution approving the addition of Bradley Vidro, Mayor Charlie Uhrig and Mayor pro tem Mark Infanti as authorized signatories to the City’s accounts ending in XXXXX6832 and XXXXX3849, and the removal of Xenia Bradford as an authorized signatory to those accounts.
ALTERNATIVES:
Council could decline to approve the employment agreement. This option is not recommended, as it would leave Solvang without a chief executive officer while a different path is being considered.
FISCAL IMPACT:
The overall fiscal impact will depend on the length of the services by the interim city manager. The hourly rate for this agreement is the same as the equivalent salary rate for the city manager position, but without associated benefits, so a cost savings is anticipated in an amount to be determined.
ATTACHMENTS:
1. Resolution 22-1195 and Interim City Manager Employment Agreement
2. Resolution 22-1196 Authorizing Bank Signatories
39 Interim City Manager Employment Agreement
RESOLUTION NO. 22-1195
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLVANG, CALIFORNIA
APPROVING AN EMPLOYMENT AGREEMENT WITH BRADLEY VIDRO TO SERVE AS
INTERIM CITY MANAGER
WHEREAS, Government Code Section 21221(h) of the Public Employees’ Retirement Law permits the City Council to appoint a CalPERS retiree to a vacant position requiring specialized skills during recruitment for a permanent appointment; and WHEREAS, Section 21221(h) further provides that such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long as it is a single appointment that does not exceed 960 hours in a fiscal year; and WHEREAS, the City Council desires, on an interim basis, to appoint Bradley Vidro, a retired annuitant, to the vacant position of city manager for the City under Government Code Section 21221(h), effective on October 11, 2022; and WHEREAS, an appointment under Government Code Section 21221(h) requires the retiree to be appointed into the interim appointment during recruitment for a permanent appointment; and
WHEREAS, the governing body by this resolution concurrently authorizes the search for a permanent appointment to the position of city manager; and WHEREAS, this Government Code Section 21221(h) appointment shall only be made once and therefore will end not later than the earlier of (i) the date a permanent appointment is made in the position, or (ii) when Vidro has worked 950 hours during fiscal year 2022-23; and
WHEREAS, the entire employment agreement between Bradley Vidro and the City, a copy of which is attached hereto as Exhibit “A”, has been reviewed by the City Council; and
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the base salary for this position as reflected on the City’s publicly available pay schedule is $175,000 and the hourly equivalent is $84.13; and WHEREAS, the hourly rate paid to Vidro under the employment agreement will be $84.13; and
WHEREAS, Vidro has not received and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compensation in addition to this hourly pay rate.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLVANG DOES HEREBY RESOLVE AS FOLLOWS:
40 Interim City Manager Employment Agreement
SECTION 1. The Recitals set forth above are true and correct and are adopted in support of the Council’s action herein.
SECTION 2. The City Council hereby certifies the nature of the employment of Vidro as described herein and detailed in the employment agreement attached as Exhibit “A”, and that this appointment is necessary to fill the critically needed position of city manager as soon as possible because the duties of city manager cannot be performed by existing City employees during such time as the City is seeking a permanent replacement in the position. Therefore, the employment agreement with Vidro is approved by the City Council, effective as of the date of this Resolution.
SECTION 3. The City Council directs the interim city manager to take such actions as are necessary to begin recruitment for a regular city manager.
SECTION 4. This Resolution has been reviewed for compliance with the California Environmental Quality Act (CEQA), and the CEQA guidelines, and the City’s environmental procedures, and has been found to be exempt pursuant to § 15061(b)(3) (general rule) of the CEQA Guidelines, because the City Council hereby finds with certainty that there is no possibility the passage of this Resolution will have a significant effect on the environment.
SECTION 4. That this Resolution is effective immediately upon adoption.
SECTION 5. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.
PASSED, APPROVED, AND ADOPTED on this 10th day of October, 2022. ______________________________
Charlie Uhrig, Mayor
APPROVED AS TO FORM: ATTEST:
______________________________ ______________________________ Dave Fleishman, City Attorney Annamarie Porter, City Clerk 41 Interim City Manager Employment Agreement
STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA )ss
CITY OF SOLVANG )
I, Annamarie Porter, City Clerk of the City of Solvang, California do hereby certifythat Resolution No. 22-1195 was passed and adopted by the City Council of the City of Solvang at a regular meeting of said City Council held on the 10th day of October 2022, and thereafter signed and approved by the Mayor and attested by the City Clerk, and that said resolution was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
Annamarie Porter, City Clerk
42 Interim City Manager Employment Agreement
Exhibit A
INTERIM CITY MANAGER EMPLOYMENT AGREEMENT
THIS AGREEMENT is made and entered into this 10th day of October, 2022, by and between the City of Solvang (hereinafter called "City") and Bradley Vidro (hereinafter called "Employee").
RECITALS
WHEREAS, the City desires to temporarily employ the services of Employee as Interim City Manager of the City of Solvang during the City’s recruitment for a regular City Manager; and
WHEREAS, the City Council deems the position of Interim City Manager to involve specialized skills; and
WHEREAS, Employee desires to be temporarily employed as Interim City Manager during such period.
NOW, THEREFORE, in consideration of the mutual covenants herein contained, the parties hereto agree as follows:
SECTION 1. DUTIES
The City hereby agrees to employ Employee as Interim City Manager beginning on October 11, 2022 to perform the functions and duties specified for the position of City Manager as currently in effect or as hereafter may be established by California law, City Charter, City ordinance, City resolution or other action of the City Council. Employee's schedule of work each day and week shall vary in accordance with the work required to be performed, but the City expects Employee to spend a minimum of 30 hours per week engaged in the duties of the position, during such hours as the City is open for business to the public or during such times as City Council meetings are held. It is also recognized that Employee may be expected to devote his time outside normal office hours to the business of the City and to that end, he will be allowed to establish an appropriate work schedule.
SECTION 2. COMPENSATION
In accordance with the limitations of Government Code Sections 7522.56 and 21221, the City agrees to compensate Employee for his services as Interim City Manager at the rate of eighty-four dollars and thirteen cents ($84.13) per hour, which is subject to withholding as required by law. The parties agree that the compensation paid to Employee is stated on an hourly basis only to conform with the provisions of Government Code Sections 7522.56 and 21221(h), and that Employee is intended to be, for all purposes, an “exempt” employee for purposes of the Fair Labor Standards Act. Employee shall therefore not be entitled to overtime payment for hours worked in excess of 40 in a work week. Employee shall complete such time records as may be required by the City to substantiate the time worked by Employee. Employee shall be paid at the same intervals that the other management employees of the City are paid. Pursuant to Government Code Section 21221, Employee shall not receive any benefits, incentives, compensation in lieu of benefits, or any other forms of compensation in addition to the hourly rate.
43 Interim City Manager Employment Agreement
The City recognizes that certain expenses of a non-personal but job-related nature are incurred by Employee, and the City agrees to reimburse or to pay said general expenses. The City shall reimburse Employee at the IRS standard mileage rate for any business use of his personal vehicle. The finance director is authorized to disburse such moneys upon receipt of duly executed expense or petty cash vouchers, receipts, statements or personal affidavits.
SECTION 3. TERM AND TERMINATION
Employee acknowledges that he serves at the pleasure of the City Council pursuant to Section 1-5A-1 of the Solvang Municipal Code, that no cause is necessary to terminate his employment and no specified term of employment is guaranteed or implied. The City or Employee may terminate this Agreement without cause at any time upon 30 days’ notice to the other. Without limiting the right of either party to terminate this Agreement upon notice, this Agreement shall terminate as of the earlier of (1) the effective date of an employment agreement for a regular City Manager, or (2) the date on which Employee has worked a total of 950 hours under this Agreement and any other employment agreement Employee may have had during the period July 1, 2022 to June 30, 2023 with another employer that is a member of the California Public Employees Retirement System. Should this Agreement be terminated by the City, Employee shall have no right of appeal of such termination, it being the intent of the parties that Employee is an “at-will” employee.
SECTION 4. INDEMNIFICATION
A. The City shall provide Employee defense and indemnification as set forth in Part 7, Division 3.6, Title 1 of the Government Code, specifically Government Code Sections 995 et seq. Notwithstanding anything to the contrary in this subsection, pursuant to Government Code Section 53243.1, if the City provides funds for the legal criminal defense of Employee, any funds provided for that purpose shall be fully reimbursed by Employee to the City if Employee is convicted of a crime involving an abuse of his office or position. Employee recognizes that the City shall have the right to compromise and settle all actions or proceedings in which the City is providing Employee a defense, even if Employee objects to such compromise or settlement.
B. In the event a court of competent jurisdiction or an authorized PERS representative determines Employee to be eligible for enrollment in PERS as an employee of the City, or determines Employee and/or the City to be liable for costs, expenses, penalties or other PERS-related liability arising from or related to Employee’s performance of the services pursuant to this Agreement, Employee shall indemnify, defend and hold the City harmless for payment of any employee and/or employer contributions for PERS benefits on behalf of Employee, as well as for the payment of any penalties or interest or other liability concerning such contributions or other PERSrelated liability that would otherwise be the responsibility of the City.
SECTION 5. GENERAL PROVISIONS
A. This Agreement sets forth and establishes the entire understanding between the City and Employee relating to the employment of Employee by the City. Any prior discussions or representations by or between the parties are merged into and rendered null and void by this Agreement. The parties by mutual written agreement may amend any provision of this Agreement during the life of the Agreement. Such amendments shall be incorporated and made a part of this agreement. 44 Interim City Manager Employment Agreement
B. This Agreement shall be binding upon and inure to the benefit of the heirs at law and executors of Employee.
C. The invalidity or partial invalidity of any portion of this Agreement will not affect the validity of any other provision. In the event that any provision of this Agreement is held to be invalid, the remaining provisions shall be deemed to be in full force and effect.
IN WITNESS WHEREOF, the above parties have executed this Agreement as of the date first written above. The Agreement shall be deemed ratified on the date it is approved by the City Council in a duly noticed meeting.
CITY OF SOLVANG
BY: Charlie Uhrig, Mayor
ATTEST:
_______________________________
By: Annamarie Porter, City Clerk
Bradley Vidro
By: Bradley Vidro
APPROVED AS TO FORM:
______________________________
By: Dave Fleishman, City Attorney
45 R 22-1196 Bank Account Signatories
RESOLUTION NO. 22-1196
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF SOLVANG, CALIFORNIA
AUTHORIZING SIGNATORIES TO CITY BANK ACCOUNTS WITH
MONTECITO BANK & TRUST
WHEREAS, by separate action of the City Council, the City Council has appointed Bradley Vidro to the vacant position of city manager for the City on an interim basis; and WHEREAS, the City maintains bank accounts with Montecito Bank & Trust ending in XXXXX6832 and XXXXX3849; and
WHEREAS, the City’s existing check authorization policy designates the mayor, mayor pro tem and city manager as authorized signatories to the City’s bank accounts; and WHEREAS, Montecito Bank & Trust has requested that the City provide explicit authorization to named individuals for access to the bank accounts listed above.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOLVANG DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The Recitals set forth above are true and correct and are adopted in support of the Council’s action herein.
SECTION 2. The City Council hereby authorizes the following individuals to be signatories for the City’s accounts with Montecito Bank & Trust ending in XXXXX6832 and XXXXX3849: Charlie Urhig, Mayor, Mark Infanti, Mayor pro tem, Bradley Vidro, Interim City Manager.
SECTION 3. The City Council hereby directs removal of Xenia Bradford as an authorized signatory to the bank accounts set forth in Section 2.
SECTION 4. This Resolution is effective immediately upon adoption.
SECTION 5. The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.
PASSED, APPROVED, AND ADOPTED on this 10th day of October, 2022. ______________________________
Charlie Uhrig, Mayor
APPROVED AS TO FORM: ATTEST:
______________________________ ______________________________ Dave Fleishman, City Attorney Annamarie Porter, City Clerk 46 R 22-1196 Bank Account Signatories
STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA )ss
CITY OF SOLVANG )
I, Annamarie Porter, City Clerk of the City of Solvang, California do hereby certify that Resolution No. 22-1196 was passed and adopted by the City Council of the City of Solvang at a regular meeting of said City Council held on the 10th day of October 2022, and thereafter signed and approved by the Mayor and attested by the City Clerk, and that said resolution was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
Annamarie Porter, City Clerk
47 Agenda Item: 6
Solvang City Council STAFF REPORT
PREPARED BY: Rodger A. Olds – Public Works Director
MEETING DATE: October 10, 2022
SUBJECT: Receive a Presentation of the Santa Barbara County Broadband Strategic Plan
RECOMMENDATION:
Receive a presentation on the final draft of the Santa Barbara County Broadband Strategic Plan.
BACKGROUND:
Broadband and the lack of quality internet access have been a discussion point across Santa Barbara County for many years. 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 (County Supervisor, Fourth District); Jenelle Osborne (Mayor, City of Lompoc); Alice Patino (Mayor, City of Santa Maria); and Paula Perotte (Mayor, City of Goleta). The ad hoc committee recommended the SBCAG Board of Directors’ support and encouragement to formalize a collaborative, regional approach to developing a broadband strategic plan between SBCAG, the County of Santa Barbara and the eight incorporated cities in the region.
On October 21, 2021, the SBCAG Board of Directors directed their Executive Director, Marjie Kirn, to coordinate with the eight cities in the county 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 their October 19 Board of Supervisors meeting. The SBCAG Board 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 May 22, 2022, the Solvang City Council authorized the Mayor to execute a Memorandum of Understanding with SBCAG, the County, and participating incorporated cities in the region to prepare a Broadband Strategic Plan and financially contribute $3,581.30 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 (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 final draft of the Santa Barbara County Broadband Strategic Plan. The presentation highlights the applicability of the Plan to the community. Council will have an opportunity to ask questions of SBCAG and consultant’s staff and take public comment. No actions by the City Council are recommended at this time.
ATTACHMENTS:
1. Draft Santa Barbara County Broadband Strategic Plan
48 Attachment 1
DRAFT
Santa Barbara Broadband Strategy
October 7, 2022
49 Santa Barbara Broadband Strategy 10052022
1 Executive Summary....................................................................................................................................... 4 Section 1: Introduction ................................................................................................................................. 4 Section 2: Project Scope and Approach........................................................................................................ 5 Stakeholder Summary................................................................................................................................... 6 Methodology for Outreach and Data Collection .......................................................................................... 6 Crowdsourced data............................................................................................................................... 7 In-person community engagement ...................................................................................................... 8 Geographic Information System (GIS) mapping tool data collection ................................................... 9 Section 3: Overview of Technologies..........................................................................................................10 The Broadband Concept & Architecture.....................................................................................................10 Broadband Network Architecture.......................................................................................................11 Transmission Mediums.......................................................................................................................13 Broadband Technologies Overview ............................................................................................................14 Digital Subscriber Line (DSL) ...............................................................................................................14 Data Over Cable Service Interface Specifications (DOCSIS)................................................................15 Fiber To The Home (FTTH) ..................................................................................................................15 Fixed Wireless Access (FWA) ..............................................................................................................16 Satellite ...............................................................................................................................................17 Section 4: Current Status and Findings of Broadband in Santa Barbara County........................................19 Santa Barbara Countywide Broadband Profile ..........................................................................................19 County Overview................................................................................................................................. 19 Broadband Needs Assessment............................................................................................................20 Santa Barbara County Unincorporated Area: Broadband Community Profile ...........................................25 Policy and Planning .............................................................................................................................31 Broadband Infrastructure ...................................................................................................................31 Community Services Districts (CSDs) ..................................................................................................33 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................34 Buellton: Broadband Community Profile....................................................................................................35 Community Overview .........................................................................................................................35 Broadband Needs Assessment............................................................................................................36 Policy and Planning .............................................................................................................................39 50 Santa Barbara Broadband Strategy 10052022
2 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................39 Carpinteria: Broadband Community Profile ...............................................................................................40 Community Overview .........................................................................................................................40 Broadband Needs Assessment............................................................................................................41 Policy and Planning .............................................................................................................................43 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................44 Goleta: Broadband Community Profile.......................................................................................................44 Community Overview .........................................................................................................................44 Broadband Needs Assessment............................................................................................................46 Policy and Planning .............................................................................................................................48 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................49 Guadalupe: Broadband Community Profile................................................................................................49 Community Overview .........................................................................................................................50 Broadband Needs Assessment............................................................................................................51 Policy and Planning .............................................................................................................................53 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................55 Lompoc: Broadband Community Profile.....................................................................................................56 Community Overview .........................................................................................................................56 Broadband Needs Assessment............................................................................................................57 Policy and Planning .............................................................................................................................59 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................60 Santa Barbara: Broadband Community Profile...........................................................................................61 Community Overview .........................................................................................................................61 Broadband Needs Assessment............................................................................................................62 Policy and Planning .............................................................................................................................64 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................65 Santa Maria: Broadband Community Profile..............................................................................................66 Community Overview .........................................................................................................................66 Broadband Needs Assessment............................................................................................................67 Policy and Planning .............................................................................................................................70 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................73 Solvang: Broadband Community Profile.....................................................................................................73 Community Overview .........................................................................................................................74 51 Santa Barbara Broadband Strategy 10052022
3 Broadband Needs Assessment............................................................................................................74 Policy and Planning .............................................................................................................................76 Key Opportunities and Priorities (in Alignment with Broadband for All) ...........................................77 Section 5: Assessment of Broadband Provider Landscape.........................................................................78 Broadband Provider Landscape in SBC .......................................................................................................78 Changing Roles............................................................................................................................................80 Challenges in the Permitting Process..........................................................................................................80 Section 6: Regional GIS Map Data Portal....................................................................................................81 Summary .............................................................................................................................................81 Data Library and Map Development...................................................................................................82 Recommendation: Maintain and Expand Usage of the Map Data Portal............................................83 Section 7: Strategic Priorities and Actions..................................................................................................83 Achieving Access Through Improved Broadband Infrastructure................................................................84 Characterize Broadband Network Needs ...........................................................................................84 Broadband Operating Scenario...........................................................................................................89 Accelerate Outcomes..........................................................................................................................92 Achieving Affordability and Adoption..........................................................................................................93 Support the Santa Barbara County Digital Equity Coalition................................................................. 93 Leverage Federal and State Programs to Increase Adoption Rates.....................................................94 Conduct a Last Mile Pilot ....................................................................................................................95 Achieving Redundancy and Resiliency........................................................................................................96 Create a Regional Organization ..........................................................................................................96 Identify and Prioritize Funding Opportunities....................................................................................98 Maintain Collaborative GIS Capability ................................................................................................98 Section 8: Opportunities and Benefits........................................................................................................99 Improve Safety and Security .....................................................................................................................100 Economic Development............................................................................................................................100 Achieving Digital Equity ............................................................................................................................102 Smart City Planning...................................................................................................................................103 Aspects of a Smart City .....................................................................................................................103 Healthy, Safety, and the Economy....................................................................................................104 Smart City Vision...............................................................................................................................104 Conclusion.................................................................................................................................................105 52 Santa Barbara Broadband Strategy 10052022
4 Appendices to be provided with final report............................................................................................106 Executive Summary
<INSERT>
Section 1: Introduction
The Santa Barbara County Broadband Strategy Project (SBCBSP) responds to the regional need for highspeed internet access, heightened and illuminated by the impacts of COVID-19. 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. SBCBSP funding comes from members of the Alliance and in part with 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 (INSERT footnote as defined by the California Public Utilities Commission (CPUC)) and to increase broadband adoption for the benefit of all Californians (INSERT footnote www.broadbandcouncil.ca.gov 2022). 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 (INSERT footnote: CBAP adopted on 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.
CBAP targets specific imperatives for closing the digital divide:
53 Santa Barbara Broadband Strategy 10052022
5 • 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 SBCBSP 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.
SBCBSP 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 initiative increasingly evaluate proposals on metrics that include collaboration between multiple entities. SBCBSP 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 SBCBSP 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 was scoped within 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 at times inhibit collaboration, performing the analysis from a regional perspective was necessary based on the interdependent reliance on a 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 original scope of the project 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 served to assess the overall status of the digital divide within the county and contributed to the formulation of the Santa Barbara County Digital Equity Coalition. 54 Santa Barbara Broadband Strategy 10052022
6 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 core stakeholder group was represented by the SBCAG Ad-Hoc committee, comprised of two county supervisors and three city council members, which provided an important interface between the project and SBCAG board and served as a conduit to city councils. The committee provided oversight and direction on a monthly basis 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 execution of the project scope and related activities. The EconAlliance team, with the support of staff from the Tribe, organized public forums within each of the cities and unincorporated areas of the county.
The project defined stakeholders as the representatives from 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.
Interested parties were all the community organizations, businesses and individuals whose input via the data collection process had the potential to influence outcomes and recommendations of the project.
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. 55 Santa Barbara Broadband Strategy 10052022
7 The consultant began the process by developing a communication plan to outline steps for community engagement; the goal of 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 ambitious timeline of the project.
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 The following subsections provide a more detailed view of the implementation of data collection methods.
Crowdsourced data
Crowdsourced data was drawn from two separate platforms with public access links on SBCAG’s Broadband Project webpage: a needs assessment survey and speed tests.
Media outreach efforts started in March and ran through May 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, a 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 were unable to take the survey, and it was determined that browser or security settings within their unique network would negatively impact access. Community members unable to participate online were able to call in to report their status of internet connection.
The needs assessment survey incorporates 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 56 Santa Barbara Broadband Strategy 10052022
8 business owner or potential owner, they were asked additional questions about their business. A participant could opt out of questions or could be taken directly to the end of the assessment in some cases. The length of 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. 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 total number of tests and unique analysis, as everyone aged 19 and older had the option to participate in additional business owner questions; only 68 opted in to fully complete the assessment. The data analysis for the needs assessment can be found 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. Speed test data is gathered through a product licensed by Breaking Point Solutions, LLC and marketed by GEO Partners, LLC. 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 data from this product informing SBCBSP was collected from March 2022 through July 2022. 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 sectors of the local community highly impacted by COVID-19. Forums assessed 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:
o SBCAG Ad Hoc committee held 7 meetings
o Technical Advisory Committee held 8 meetings
o Public forms totaled 12, with 5 of the forums providing Spanish interpretive services o Interviews and meetings with City staff, including formal and informal, approximately 50 in total
o Interviews and meetings with internet service provider (ISP) staff, 15 in total o City Council presentations for a total of 7
o 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 57 Santa Barbara Broadband Strategy 10052022
9 • 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 acceleration of infrastructure projects. Key outcomes of these interviews are discussed in Section 4, Current Status and Findings of Broadband in Santa Barbara County, and Section 5, Assessment of the Broadband Competitive Landscape. 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 and used the data to create 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 gathered from other reports and resources is identified in section 8 and are located in Appendix D.
The Geographic Information System (GIS) is a Map Data Portal intended to guide future planning and can be used by public sector staff. Some data collected for SBCBSP 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. Additional GIS data layers can be used to correlate the CPUC data and assist with expanding trusted local data to share at the state and federal levels. For this project, the map and layers were used for the analysis of the status of broadband now and in the future. Data will assist communities with the project prioritization, grant support, and the tracking and measurement, and identifying future opportunities to close the digital divide. 58 Santa Barbara Broadband Strategy 10052022
10 Source: https://www.broadbandmap.ca.gov/ 2020
When the FCC releases updated maps from broadband providers (e.g., the “location fabric”), this layer will be added to assist in the priority and planning process.
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). A higher network bandwidth enables higher speed for web surfing or higher video quality for streaming. Depending on the transmission medium (e.g., fiber 59 Santa Barbara Broadband Strategy 10052022
11 optic or wireless signals), a broadband network can reach speeds from dozens to hundreds of Mega bps (Mbps) or even Giga bps (Gbps)1
.
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
Importantly, the connection bandwidth available for a broadband service is shared among all services that are 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. To get the service, a link must be deployed between a customer premise and ISP’s Point-of-Prescence (POP).
Similar to other utilities (like water or electric services), there is not a 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:
1 1 Mbps = 1 million bits per second, 1 Gbps = 1 billion bits per second 60 Santa Barbara Broadband Strategy 10052022
12 High-level overview of a Broadband Network.
Customer Premises:
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 in addition provides users with local connections to access the internet, typically through a network cable or through a Wi-Fi connection.
Last-Mile/Access Network Segment:
The last-mile is the segment 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. The cost of the last-mile segment can be significant 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)
• Fixed Wireless Access (FWA)
• Satellite
Further description of these technologies is provided in the following section. 61 Santa Barbara Broadband Strategy 10052022
13 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 in a remote location or when 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 middlemiles 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. Each medium will have characteristics that make it suitable for specific situations. Transmission mediums can be classified into two types: wired and wireless. 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. Broadband networks that use existing copper wires usually require low investment. Some technologies that use copper wires (e.g., G.fast) 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 costs associated with fiber networks are the highest ranging from $40,000 to $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 62 Santa Barbara Broadband Strategy 10052022
14 cost or construction / deployment restrictions. Current systems offer remarkably high speeds depending on the frequency band and technology being utilized. 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 a 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 characteristics in terms of reliability, costs, reach, and bandwidth. 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. 63 Santa Barbara Broadband Strategy 10052022
15 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 cable modem, and the access node as 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 making use of the network simultaneously.
The following figure shows a high-level network access architecture for the 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.
64 Santa Barbara Broadband Strategy 10052022
16 FTTH is usually implemented through a passive optical network (PON) in which the fiber cable coming out 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 as Optical Line Terminal (OLT).
Several standards enclose this technology. The XGS-PON standard is based on 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 infrastructures such as electric poles and utility holes, which significantly reduces the CAPEX.
The following figure shows a high-level network access architecture for the FTTH technology.
FTTH high-level architecture.
Fixed Wireless Access (FWA)
FWA technology uses wireless signals to distribute services towards customer premises. There are various technologies to implement FWA. The first solutions were based on Time-division Multiple Access (TDMA) systems. However, due to the expansion and popularization of mobile 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.
65 Santa Barbara Broadband Strategy 10052022
17 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 is able to 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, 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. With Low Earth Orbit (LEO) satellites, located between 2,000 and 200 kilometers above the earth, high speeds at reasonable costs can be offered.
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, costs associated with satellite service are high with 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.
66 Santa Barbara Broadband Strategy 10052022
18 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.
67 Santa Barbara Broadband Strategy 10052022
19 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 in part 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 compiled from broadband service providers in the county 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, March 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 there is work to do, yellow suggests that work is in process or there is partial adoption of best practices, and green suggests that the best practice is in place and in alignment with broadband readiness.
Community forum summaries are presented in tables and community themes are identified, and an opportunities section for each community includes action items suggested to align with Broadband for All.
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
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 68 Santa Barbara Broadband Strategy 10052022
20 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 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, and Allan Hancock College in the northern region, along with a host of private universities. The county is bordered on the north by San Luis Obispo County and on the east by Ventura and Kern counties. State Highway 101 is the major transportation route. The county identifies, as do the communities, as having a Northern region and a Southern region.
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 employer to the region. Some unincorporated communities in the northern region are very remote and isolated such as Cuyama, New Cuyama, and Ventucopa to the east and Casmalia in 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 and serve as a major contributor and economic driver for the area.
The southern region starts at Gaviota and runs through Carpinteria at the southern border of the county. 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 south 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 southern region of the county are served by awardwinning Santa Barbara City College as well as 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 SBCBSP 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 further identifying potential areas of focus 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
69 Santa Barbara Broadband Strategy 10052022
21 • Speed Test Results
• Needs Assessment Survey Results
• Community Stakeholders Forums
The following subsections present the most relevant results from each of 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 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. 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.
CPUC Area 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
It is important to note that data presented in this section follows the CPUC convention described in the table above. Importantly, the SBCBSP is aligned with CBAP objectives, which establishes 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, the USDA grant applications require planning targets of 100/20 Mbps. Recent changes have been made by Federal and State funding agencies to keep pace with societal requirements to achieve digital equity.
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. 70 Santa Barbara Broadband Strategy 10052022
22 Broadband service availability in the County of Santa Barbara The maps above, in conjunction 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 population and household distribution according to broadband service availability:
Population and Household Distribution
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. 71 Santa Barbara Broadband Strategy 10052022
23 Finally, the analysis clearly identifies Priority Unserved areas in remote communities such as Casmalia, Los Alamos, Cuyama, Garey, and Sisquoc, which represent opportunities to partner in developing the last-mile network.
Speed Test Results
The speed test was launched in March 2022 and will collect data until early 2023. Speed test data is gathered through a product licensed by Breaking Point Solutions, LLC and marketed by GEO Partners, LLC. The available results provide insights regarding the current level of broadband service received by end customers.
Up to the generation date of this report, a total of 2493 speed tests have been collected in the period of 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:
72 Santa Barbara Broadband Strategy 10052022
24 • 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.
• 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.
As mentioned, SBCAG will continue to register speed tests through early 2023 with hopes of providing a more balanced county level set of 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 length of 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 differentiation between total number of tests and unique analysis, as everyone aged 19 and older had the option to participate in additional business owner questions; only 68 opted in to fully complete the 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 the respondents older than 19 years perceived that internet cost is too expensive. • 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.
4.8%
15.4%
37.2%
42.6%
13-18
19-39
40-65
65+
73 Santa Barbara Broadband Strategy 10052022
25 • Respondents indicated that the most important factors in internet service were reliability (32%) and price and speed (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. To achieve 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 development of the network required and work closely with SBCAG as lead on middle-mile and last-mile infrastructure planning and deployment.
There will be future decisions 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 next steps to last-mile implementation and the Broadband for All goal.
Speed Test Results
Speed testing was promoted throughout the county and data was grouped for analysis by location. Data for unincorporated areas was sorted through two methods depending on the community. Los Alamos provided a concentration of speed tests and so the data sort was completed using longitude and latitude parameters. In Santa Ynez and Los Olivos school district boundaries were used to provide clarity without overlapping \Solvang data.
Cuyama Valley
74 Santa Barbara Broadband Strategy 10052022
26 Santa Ynez
Los Olivos
0 5
10 15
20 25
30 1 2 3 4 5 6 7 8 9 10 11 12
Speed
Number of Tests Completed
Cuyama Joint Unified School District
Speed Test Summary
dl ul
0 100
200
300
400
500
600
700
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39
Speeds
Number of Tests Completed
College Elementary School District
Speed Test Summary
dl ul
75 Santa Barbara Broadband Strategy 10052022
27 *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 presents opportunities for the County or providers to prioritize last-mile connections to the remote regions to the east and should be a priority.
Los Alamos speed test data collected using longitude and latitude.
Orcutt
0 100
200
300
400
500
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Speeds
Number of Tests Comleted
Los Olivos Elementary School District
Speed Test Summary
dl ul
0 50
100
150
200
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 Speeds
Number of Tests Completed
Los Alamos Summary of Speed Tests
dl ul
76 Santa Barbara Broadband Strategy 10052022
28 Community Stakeholders Forums
In April and May 2022, community forums were held in several unincorporated areas of the northern region of the county: 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.
The tables below summarize the discussion points arising from the responses to the questions provided as well as contributions from audience members. Responses informed themes identified as broadband access gaps and community challenges in achieving Broadband for All and revealed quality of life impacts.
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.
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
0 100
200
300
400
500
600
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 Speeds
Number of Tests Completed
Orcutt Union Elementary School District
Speed Test Summary
dl ul
77 Santa Barbara Broadband Strategy 10052022
29 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 Los Alamos forum was moderated by the Broadband Consortium Pacific Coast 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
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 of the Santa Maria Valley YMCA. The event focused on in-depth discussion of infrastructure and the school district’s challenges reaching and serving their students. The school district serves students east of the 101 through 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 there is no other service 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
78 Santa Barbara Broadband Strategy 10052022
30 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 results of the survey 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, 35% depend on cell phone data. Only 30% have high speed which is only 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 was years of advocacy from within the community and by the BCPC, the results of these combined work efforts is a planned middle-mile fiber build from Santa Maria to Maricopa in Kern County. The build between Maricopa and New Cuyama is one of 18 priority projects in the queue to be built out first by the Golden State Connect Network. Included in the project is last-mile fiber to the home throughout New Cuyama.
Analysis for additional final mile opportunities along the route should be a priority for the County when last-mile 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.
79 Santa Barbara Broadband Strategy 10052022
31 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 the costs of a land line. For those utilizing satellite service in remote areas, uncertainty may be reduced, and connectivity is not guaranteed. It is worth noting that access is tied to quality of life and should be considered in County deliberations developing policies and priorities.
Unincorporated communities identified a lack of awareness of affordable programs as a challenge and some were not sure that they would be beneficial due to 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 necessary equipment to use the internet. Achieving digital equity in rural areas includes layers of challenges not noted in urban areas.
Policy and Planning
Project team members presented County staff with the same policy and permitting questions presented 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, March 2021.
County policymakers have taken a very proactive stance on the deployment of broadband 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 SBCBSP can be used to fill gaps as regional broadband planning efforts progress.
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 the development of a regional network connecting County facilities. To date, this network exists through the purchasing of lit fiber from several providers. 80 Santa Barbara Broadband Strategy 10052022
32 Conversations are underway related to the formation of a public-private partnership (P3) approach to receiving both service and benefit.
The Northern Santa Barbara County Fiber Loop– Santa Ynez Band of Chumash Indians (Tribe) In May of 2021, the Tribe completed their Broadband Strategy & Feasibility Study: Tribal Lands of Santa Ynez Band of Chumash Indians (see Appendix H). This work effort supported their grant funding applications, in partnership with the EconAlliance, to assess feasibility and cost analysis of building a fiber loop to connect their assets that would also benefit the communities of northern Santa Barbara County in potentially 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 knows 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 and provided challenges for regular day to day operations of education, healthcare and business operations, including security personal and first responders. Due to the Tribes active participation in the region, their ability to lead broadband work efforts on a 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 out 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 middle-mile broadband needs of northern Santa Barbara County.
In addition to the contributions to the middle-mile vision, the Tribe has also been developing proposals and acquiring assets for last-mile fixed point-to-point and wireless, including 2.5GHz from the FCC.
While this buildout is still in development, the Tribe anticipates that once completed, there will be 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 or the County’s priorities.
Vandenberg Space Force Base
With 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 both 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. In the works is the creation of a “mission development zone”, targeted infrastructure investments to improve regional transportation and incentives to spur commercial space activity.
Vandenberg’s infrastructure plans are generally closely held. However, in the Commercial Space Master Plan, a detailed list of infrastructure opportunities that will enhance regional broadband connectivity is 81 Santa Barbara Broadband Strategy 10052022
33 outlined. 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 as well as 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 participated 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, monitoring of water and wastewater, 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 quantity of service connections needed for last-mile planning in unincorporated communities.
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
No Assuming a Prop
218 vote that
moves our
wastewater
treatment efforts
forward is
No No
82 Santa Barbara Broadband Strategy 10052022
34 empty conduit for future
fiber installation?
approved by
voters, yes.
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 WiFi access?
Yes – 100% Not aware of
any. Perhaps the
businesses
downtown
would be, but
that is the extent
of it.
No No
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 83 Santa Barbara Broadband Strategy 10052022
35 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 capacity of County staff to participate in regional work efforts and/or 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/or 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/or community 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 either already have fiber infrastructure or there is fiber planned via the Golden State Connect Network, the city must take the opportunity to either directly engage or partner regionally to ensure the needs of the community are taken into consideration in regard to the quality of life and economic development. While not imminently poised to develop smart city planning, careful consideration and conversation must evolve to meet the community's future needs.
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
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. 84 Santa Barbara Broadband Strategy 10052022
36 Buellton is the second-largest city in the Santa Ynez Valley, with a population of 5,161. The average annual income is $105,694 and while there is a strong entrepreneurial spirit that 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 the presence of industrial districts housing approximately 50 light-industry facilities. The Hospitality industry and Retail 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.
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 of the 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 in nearby 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, as well as local communities. These facilities all rely on systems for patient care that require high-speed internet and strong infrastructure to function, especially during emergencies.
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. It shows most of the city in green, indicating that a 25/3 Mbps Service is accessible in a big portion of the county.
In terms of ISP presence, Comcast and Frontier are the major providers serving the community.
Although there is a high broadband availability reported by the CPUC data, Buellton community members indicate that the actual bandwidth received is low. 85 Santa Barbara Broadband Strategy 10052022
37 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.
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 making the connection with the internet.
86 Santa Barbara Broadband Strategy 10052022
38 Community Stakeholders Needs Assessment
A public forum was held on May 19th, 2022 at Oak Valley Elementary School to discuss and understand broadband status in Buellton. The central themes identified access and adoption as being 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 the community discussion that followed.
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 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.
The delay factor may prove to be significant for businesses that rely on the system for day-to-day operations. During the forum, economic development considerations were an important part of the conversation. It was noted that reliable connectivity plays a major 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 client base outside of the area and therefore need reliable service. Retail businesses within the community serve local customers and visitors and need their pointof-sale equipment to stay online.
The school district did an outstanding job connecting their students to devices and hotspots during the COVID -19 pandemic and 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 were never able to connect. While 87 Santa Barbara Broadband Strategy 10052022
39 this may not seem significant based on the overall population, this anecdote does not account for senior citizens or others who were also 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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table XXXX <INSERT> 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. Policy considerations such as a Dig Once policy, and the placing of conduit in the ground with every excavation are opportunities of interest as next steps. 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.
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 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 in 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 opportunities to partner 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:
88 Santa Barbara Broadband Strategy 10052022
40 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 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 and while telehealth was not directly addressed, it is an area of opportunity and should be considered when prioritizing future planning efforts. b) Assist with the promotion of 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 update and include analysis of smart city infrastructure c) Meet with major service providers and discuss barriers and necessary steps to reduce the 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 the community, it was reported during the community outreach that affordability is a barrier to accessing the internet and therefore community Wi-Fi would be a benefit for Carpinteria residents and a significant first step towards 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.
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
Carpinteria is located on the south coast of Santa Barbara County, approximately 12 miles southeast of Santa Barbara. The city covers 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 fivemember City Council, and a City Manager appointed by the Council. The Carpinteria City Council is composed of five Carpinteria citizens elected for four-year overlapping terms. The mayor and viceMayor are selected by the Council from among the membership and customarily serve two-year terms. 89 Santa Barbara Broadband Strategy 10052022
41 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. There is also Carpinteria Middle School, Carpinteria High School, Rincon High School (a continuation school) as well as Foothill High School (an alternative school). Additionally, Cate School, a private high school, is in the Carpinteria Valley.
Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Carpinteria is high. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal. 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.
Broadband service availability in City of Carpinteria
Speed Test Results
90 Santa Barbara Broadband Strategy 10052022
42 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 that there is 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.
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 biggest barriers for broadband adoption for some of the Carpinteria community members.
Panelists for the event included the executive director for the Children’s Project, the technical director for the Carpinteria Unified School District and a representative from the local Zumaya group. 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
91 Santa Barbara Broadband Strategy 10052022
43 • 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
While there is internet service in and around Carpinteria, the community states that there is a need for affordable access to the internet. During the pandemic, the school district found it necessary to station Wi-Fi service in certain 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, March 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.
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 and 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 a key piece of future policy and planning conversation and updates. Based on the location of the city and proximity to urban and unincorporated areas, they can play a key role in anchor institution connectivity and the larger 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
92 Santa Barbara Broadband Strategy 10052022
44 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 in the expansion of the Affordable Connectivity Program.
3) Requirements for Redundancy & Resiliency
a) Consolidate and create a full asset inventory that could be utilized for broadband infrastructure deployment.
b) Prioritize smart city planning in the General Plan and develop necessary and corresponding policies.
Goleta: Broadband Community Profile
The City of Goleta is well poised to lead the region in smart city planning and initiatives. While there are gaps in accessing internet service for some of the community, this will likely be addressed by the current major carriers in the near term. 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 cities 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 is able to 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
93 Santa Barbara Broadband Strategy 10052022
45 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 Pacific Ocean, home to, among others, staff and faculty of the nearby University of California, Santa Barbara, as well as 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 important 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 wellestablished 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 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 and administrative offices, as well as a number of 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, and the city continues to attract more interest from this industry.
Equalitech, a local non-profit, has served residents for over five years and through the pandemic providing no-cost computer access and digital literacy programming. 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, and yet 43% of households are eligible for the Affordable Connectivity Program (ACP), a benefit for low-income households as identified by federal program standards. Only 13% of eligible households are currently enrolled in an ACP program, leaving an affordability gap to be filled in efforts narrow the digital divide.
One fifth of the population of Goleta are children under the age of 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, and 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. 94 Santa Barbara Broadband Strategy 10052022
46 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. It shows most of the City of Goleta in green, indicating 25/3 Mbps service is accessible in the area. However, there are significant portions across the city, colored in red, identifying unserved areas.
COX Communications and Frontier are the major service providers for the city. Although there is a high broadband availability reported by the CPUC data, reliability of service to the community was identified as a need.
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.
95 Santa Barbara Broadband Strategy 10052022
47 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. In the area surrounding the Goleta Valley Cottage Hospital, there was a speed test posted by their network with a download of 844Mbps and upload of 328Mbps.
Community Stakeholders Needs Assessment
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 workforce as 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, 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 that followed.
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
96 Santa Barbara Broadband Strategy 10052022
48 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.
For the purposes of this document and reporting from the needs assessment date, the following zip codes were included: 93111 and 93117. 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 cost of living continues to rise.
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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table XXXX <INSERT> 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, although, based on conversations with city staff, the use of public money to establish infrastructure and asset ownership is not out of the question. Whenever 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
From a connectivity standpoint, the town is complete. Goleta, with City ownership of the 1,464 local streetlights, is well positioned to serve as a pilot for smart city technology. The “Old Town” area is a 97 Santa Barbara Broadband Strategy 10052022
49 specific area of interest where considerable planning and investment occur. Starting with the notion of providing free Wi-Fi in strategic public areas (Phase 1), a roadmap can be created where a grid of city assets (Phase 2 - community network connecting anchors) can evolve as well as the opportunity to deploy smart city technologies throughout (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 either through grant funding, private partnerships or both.
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. Consider the development of a smart city strategy to draw the link from current and targeted businesses.
b. Identify and support catalyst projects that benefit from smart city planning. c. Meet with major providers to discuss public/partnership opportunities and assess whether installation of city-owned conduit could rapidly move Goleta forward in smart city planning.
d. Prioritize infrastructure planning and necessary policies to reduce the barrier for 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. Important to note is that the school district did a major upgrade of their wiring during the pandemic to increase their 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 bolstering their resilience Timing of this is important as new developments are underway and the area within the city continues to grow.
98 Santa Barbara Broadband Strategy 10052022
50 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
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. Geographic significance to broadband infrastructure are arterials that enable the State’s middle-mile connectivity resulting in last-mile opportunities. 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 mostly 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 for support and regional education in the performing arts, emphasizing the need for highcapacity broadband connectivity.
Guadalupe is home to a high number of agricultural workers, and the dominant industries providing jobs in the city include agriculture, education, wholesalers and retail. Employers in the agriculture sector have identified a growing reliance on technology to communicate which will require employees to advance their digital literacy skills. The local school district is a major 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 distribution of produce. The retail sector reflects the local community and is comprised of small businesses owned by local entrepreneurs and their families.
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 access to broadband 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. The median age is 27.6 reflecting the youngest average age among Santa Barbara County’s municipalities. Over a third of the population are children under the age of 18, and according to the most recent U.S. Census 38% of the child population are living at or below the poverty line. Guadalupe Union School District reported that during the COVID-19 pandemic parents were able to attend school conferences and engage with educators in higher numbers because communication transitioned online and they were able to 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. Compared to countywide statistics, this is a significantly high number of enrollments in a benefit program designed to improve access to broadband through affordable plans and low-cost devices. 99 Santa Barbara Broadband Strategy 10052022
51 Broadband Needs Assessment
Broadband Service Availability
Based on all available data, broadband availability in the City of Guadalupe is extensive. The map displayed below was created using the public CPUC information available via the GIS Map Data Portal. 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.
In terms of 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.
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.
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52 Speed Test results across the City of Guadalupe
Speed test results did not reflect what was reported by the community during the outreach forums. The school district deployed 500 hot spots during the pandemic, the business community representative reported slow speeds or difficulty accessing service and the city reported a desire for more infrastructure. Of the 49 tests taken, speeds ranged from very slow to over 250mbps. Upload speeds ranged from very slow to over 250mbps.
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. Clearly, there is infrastructure within or around Guadalupe that provides 100/100Mbps service and it appears that it may not be accessible in certain areas of the community. Members of the community 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 to not be connected is due to affordability issues and 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. The first forum was moderated by Supervisor Lavagnino and participants included the Mayor of Guadalupe, president of the Guadalupe Business Association, the director of the Family Services Agency, the Superintendent of Guadalupe Union School District, a coexecutive 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 and 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
101
Santa Barbara Broadband Strategy 10052022
53 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
In addition, employers of the education sector have identified a growing reliance on technology by parents to communicate with their children’s teachers. 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 and for the most part, they are using phones to access the necessary information.
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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table XXXX <INSERT> informed key opportunities and priorities for the City of Guadalupe to improve redundancy and resiliency.
Conversations with community leaders suggest an interest in the development of infrastructure and policy that would 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
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54 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 potentially support Fiber to the Home. Charter Communications has shared with the city their fiber footprint:
Figure 1 City of Guadalupe - Charter Communications Fiber In recent years, the city has undertaken initiatives to provide the community Wi-Fi access in public places including recreation centers, libraries, and the senior center. Most recently, the Leroy Park initiative 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.
103
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55 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 as lack of equipment, lack of understanding of affordable and available programs and training on equipment that connects to the internet so it is important 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 as the regional lead on broadband planning to support staffing capacity
b. Focus on policy development that reduces the barriers to fiber broadband deployment including General Plan update alignments
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Santa Barbara Broadband Strategy 10052022
56 c. Meet with the major local service providers and gain a clear understanding of infrastructure available and determine what is needed for redundancy and resiliency d. Continue to engage with and track conversations and updates by 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 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 space port. To support workforce development, internet access and digital equity and inclusion initiatives are important to track.
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
The City of Lompoc is located nestled in the Santa Rita Hills, nearly equidistant to the city of Santa Barbara in the south, and the city of San Luis Obispo in the north. It is situated near the center of California’s coast along 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 Aug. 13, 1888. Before the city’s establishment, the construction of 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 more complete information on the city and its services: 636657286079970000 (cityoflompoc.com). Of major significance to Broadband for All goals is the presence of community Wi-Fi networks at local libraries and in public spaces.
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57 Currently, 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 when compared to other municipalities across the county; 27.8% of local community members are children under the age of 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, with major health centers Lompoc Valley Medical Center and Lompoc Health Center within the city limits, and additional private providers running their own 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 thirdlargest industry in Lompoc, with city staff serving the municipality and offices serving County departments housed within the city limits. Significantly, the Education sectors and Public Administration offer compelling benefits packages that include retirement planning and health plans. The fourth largest sector is Retail, comprised of a mixture of small businesses and large nationwide chains serving the needs of the local community.
The average household income is approximately $57,700, about $20,000 below the countywide average household income. Over a quarter of all children under the age of 18 are living 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) at 36% of total households, and of all the eligible households 30% are enrolled with ACP and therefore able to connect to a reduced-price or free internet plan at minimum designated speeds for equitable broadband access.
The rate of enrollment is on par with several North County zip codes, and surpasses enrollment rates in 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. It shows most of the City of Lompoc in green, indicating 25/3 Mbps Service is accessible. 106
Santa Barbara Broadband Strategy 10052022
58 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.
Community Stakeholders Needs Assessment
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Santa Barbara Broadband Strategy 10052022
59 The May 2022 public forum held in the city was moderated by the President of the local American Association of University Women (AAUW) and panelists included the deputy superintendent of the Lompoc Unified School District, Executive Director of the local YMCA, and a Lompoc librarian. The primary themes of the conversation were lack of awareness of affordability programs, internet access and safety.
The school district had a challenging time connecting the students during COVID and through a unique partnership with an energy company, were able to deploy hotspots throughout the city to ensure access for students. The library reported that their hot spot and computer checkout is a valuable program specifically for job seekers and others who lack connectivity. There is a need for additional equipment and training resources within the community as well as access to a community Wi-Fi system.
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. Access to the internet can be surmised as being cost as there is internet service 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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in 108
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60 Table XXXX <INSERT> informed key opportunities and priorities for the City of Lompoc to improve redundancy and resiliency.
Analysis shows that there are processes in place for broadband infrastructure development and policy alignment is good 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 microtrenching technology is excluded from the moratoriums. If not, this should be reviewed and updated as staff determine 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 deployment issue. As incumbent providers, the infrastructure provided by Frontier and Comcast within the city encompasses 100% of the community. With that said, there are some areas immediately adjacent to the city in the unincorporated areas that 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 placed an emphasis on 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 not only provides a connection to all city facilities but serves as a foundation for the municipal network as well.
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 in the support of a community Wi-Fi system that meets 100/100Mbps.
2. Affordability & Adoption
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61 a. Ensure capacity to seek grant funding and possibly private partners to rehabilitate current wireless infrastructure
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. Full assessment of connectivity of anchor institutions – benefits and opportunities. b. Explore public/private partnerships and develop a funding model to reduce city risk with aging infrastructure.
c. Explore Loan Loss Reserve funding from the State (SB156) to reduce city risk with aging infrastructure.
d. Continue safety, emergency response and cyber security in planning and policy deliberations as it relates 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, see 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 on 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 phase 1 and 2 for expanding access as well as 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
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, 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 sector and the retail sector are the first and third largest industry contributors to the local economy and serve both tourists and local 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, in 110
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62 addition to 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 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 are 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 that influence access and familiarity. Approximately 33% of people speak a language other than English in their homes, showing a significant population that benefit from multilingual resources. While the average annual income of $88,665 is over the statewide average,
12.3% of the population is considered to be living below the poverty line including 11.2% of all children under the age of 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
geochicoonline.maps.arcgis.com/apps/dashboards/a9378620990f4879a561f2bbc965541e (Aug 2022) The city of Santa Barbara benefits from a thriving non-profit sector that works alongside public institutions and private organizations for the benefit of the residents they serve. Collaborative efforts in the city of Santa Barbara are targeted and reach into communities through trusted networks. For example, children under the age of 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 nonprofit Partners in Education to promote digital connectivity and access to technology devices, an effort 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 to be 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. It shows most of the City of Santa Barbara in green, indicating 25/3 Mbps Service is accessible.
COX Communications and Frontier are incumbent ISPs in the area and the majority of the respondents are subscribers. Other providers include T-Mobile, Verizon Business, SpaceX Starlink. Some businesses and higher education offices utilize their own internet service. 111
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63 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. There are pockets showing 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 connection speeds were not consistent based on the provider. This is possibly due to equipment in use or the subscriber’s plan. Another example of inconsistent access speeds was between Foothill Road and State Street and 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 112
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64 less than 10Mbps download speeds and a nearby or neighboring property exceeding 100download Mbps. Broadband for All targets symmetrical 100/100Mbsp for all Californian’s.
Community Stakeholders Needs Assessment
The May 2022 public forum held in the city was moderated by Supervisor Das Williams and panelists included representatives of the Women’s Economic Ventures, Santa Barbara Unified School District, 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 that 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 city’s major 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 Looking at the needs assessment responses for community sentiment regarding access and affordability, the results showed the following total responses by zip code and percent as calculated by all responses.
Based on the responses received, more than 50% of the respondents have service that meets their needs and the majority of respondents 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 113
Santa Barbara Broadband Strategy 10052022
65 Guide for Local and Regional Government Leaders, CETF/Valley Vision, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table XXXX <INSERT> informed key opportunities and priorities for the City of Santa Barbara to improve redundancy and resiliency.
Analysis of responses to the survey reveals readiness to implement policy and planning efforts that improve the efficiency of infrastructure development, and it would be prudent to assess stakeholders’ willingness to support such efforts. 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 goals for broadband planning and development 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 capacity and reach of public-access internet and devices.
Building on the efforts already taking place at the city level and in partnership with the libraries and public entities, public access Wi-Fi planning would reach multiple city goals, including support of the downtown business district and reaching underserved areas of the city to further close the digital divide in Santa Barbara.
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 needed 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 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:
114
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66 1. Access (Capacity & Connectivity)
a. Municipal Wi-Fi for downtown business district that meets 100/100mbps– Phase 1 b. Explore partnerships with education and community centers to expand community WiFi- Phase 2
2. Affordability & Adoption
a. A community Wi-Fi system would benefit those unable to connect due to cost. b. Ensure capacity to seek grant funding in the area of ongoing maintenance and improvement to the library’s broadband infrastructure.
c. Identify what sort of partnership with the Santa Barbara Foundation and the Digital Equity Coalition there may be to support connectivity.
3. Requirements for Redundancy & Resiliency
a. Full assessment of connectivity of anchor institutions. b. Design last-mile fiber for city infrastructure
c. 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.
d. Smart city planning
e. 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. s.
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
The City of Santa Maria hugs the northern border of the county 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.
115
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67 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 Centers and Community Health Centers are supplemented by a large network of small businesses providing in-person health care services to the community, creating job opportunities in small and larger business environments. Over 500 retail establishments comprised of national chains and small, familyowned businesses thrive in Santa Maria and provide the community with competitive options for their shopping as well as a strong job market sector. There are more than 6,500 business licenses. In addition to the Santa Maria-Bonita Unified School District and the Santa Maria Joint Union High School District, Santa Maria is home to Santa Barbara Business College and Allan Hancock College, providing vocational and community education as well as 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 in the home, demonstrating a clear demand for multilingual resources promoting public programs and community engagement. Nearly one-third of the population are children under the age of 18 attending one of the seventeen elementary schools, four junior high schools, four high schools, or one technical school. Both school 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 technology support at age-appropriate levels as well as 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 with all services provided 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
116
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68 Based on all available data, broadband availability in the City of Santa Maria is high. The map displayed below was created using the public CPUC information using the GIS Portal Map. It shows most of the City of Santa Maria in green, indicating that a 25/3 Mbps Service is accessible in a big portion of the County. However, there are significant portions across the city, colored in red, that can be identified as unserved areas.
In terms of ISP presence, Comcast and Frontier are the major incumbent providers.
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.
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69 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 are 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.
For a community the size of Santa Maria, the needs assessment data sampling was not robust enough to draw solid conclusions yet additional data collection would likely reflect that currently a significant portion of the community lack access to affordable, reliable broadband.
Community Stakeholders Needs Assessment
In gathering information from stakeholders and the public at large, a public forum and 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, 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 118
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70 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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table XXXX <INSERT> informed key opportunities and priorities for the City of Santa Maria to improve redundancy and resiliency.
Analysis shows that 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. There are 8 fiber spur segments that tie into the ring providing network connectivity to city departments and locations and one additional segment currently under construction. The buildout of the fiber network is expected to continue for the next few years as the city grows and funding becomes available. 119
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71 Existing footprint of the Astound fiber network is shown in purple.
There are 39 city locations connected to the network through a combination of fiber, cable, Virtual Private Network (VPN), point-to-point microwave, and satellite connections. The fiber network is 10 Gigabit Ethernet (GbE) with the other locations connecting at speeds from 300Mbps to 5Gbps. 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) located 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 available rack space to accommodate the additional equipment to operate the RAN. It is also anticipated that some components of the RAN can run on the existing VM infrastructure.
Civic leaders are considerably involved in conversations 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 including:
access to government services; public safety enhancements; community development projects; recreation; education, arts, and culture; and environment. Ubiquitous network connectivity is foundational to these focus areas with the goal to create a mesh CBRS/Wi-Fi network across the city. It is anticipated that the wireless network will support:
• 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
120
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72 • 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 upon available funding at the time of the award.
From the standpoint of a broadband strategy, there is little interest by the city to take on the responsibility of broadband as a utility at this point. On the other hand, a primary focus will be the need access to computers 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 provide broadband accessibility, primarily in low-income neighborhoods with greater need. This would occur by providing free Wi-Fi in public places like public facilities and parks during set timeframes. In doing so, the Wi-Fi will also serve a secondary purpose – to provide 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,
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73 a. Survey respondents were asked several questions about internet availability including:
i. Do you have no internet availability or/and only dialup service? Yes/No • Results varied among tracts but on average 21.6% stated they had no internet access or only dialup 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 dialup; and
• Over 13,000 with just cellular service.
Key Opportunities and Priorities (in Alignment with Broadband for All) Developed in partnership with the city, the following next steps are recommended
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.
2. Affordability & Adoption
a. Engage school districts to champion the imperative for ubiquitous connectivity. b. Support the Digital Equity Coalition and CBOs in their development of strategies to increase ACP enrollment.
c. In partnership with the Chamber of Commerce and workforce development, seek funding to support the business needs of the community in regard to business growth and digital training.
3. Requirements for Redundancy & Resiliency
a. Apply for grant funding to build capacity within City staff to lead work efforts. b. 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.
c. Engage in and prioritize collaborative funding strategies to support last-mile projects to the unserved and underserved areas surrounding Santa Maria. d. Identify and support catalyst projects that will benefit smart city planning as it relates 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 important for 122
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74 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
The City of Solvang lies along State Route 246 approximately halfway between U.S. Highway 101 and State Route 154. Solvang is well-known destination of choice 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 and hotels, a full-service guest ranch, meeting facilities, plenty of restaurants and bakeries, retail shops, and the Solvang Theaterfest, a unique outdoor theatre.
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 and several senior living facilities, as well as offices for social service non-profit People Helping People.
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 in the Santa Ynez Joint Union High School District (U.S. Census 2020). The average household income is well above the federal poverty line, yet 7.3% of the Solvang population are 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. Of all households in Solvang, 20% are eligible for the Affordable Connectivity Program, and 7% of eligible households are actually enrolled (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. It shows most of the City of Solvang in green, indicating access to 25/3 Mbps Service. 123
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75 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 internet is prohibitive.
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 were low but were 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 124
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76 of 100/100 mbps. On average, residents report satisfaction with their level of service. What remains unknown, as mentioned in Section 2, 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 5th, 2022 in Solvang City Council Chambers to discuss and understand 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 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. The table below summarizes the discussion points arising from panelist responses to the moderators' questions, as well as contributions from audience members.
Responses informed the themes identified as broadband access gaps important to Solvang stakeholders and community members.
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, March 2021. Survey questions were adapted from the Guide and emailed to city staff for their direct input. Responses displayed in Table xxxx <INSERT> 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. While they have tracked rights125 Santa Barbara Broadband Strategy 10052022
77 of-way and easements, there is a gap in records of fiber lines or services that could limit efficiency in infrastructure development. The City of Solvang intends to adopt policies to track and develop comprehensive broadband connectivity throughout the city.
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 their priority to ensure 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. Rather, 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 increased connectivity is an important factor in increasing economic opportunities. Based on the top four economic industry sectors in Solvang, 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 how to access the internet appears to be 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 into GIS for future design and engineering. 126
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78 d) Develop and map city infrastructure that could be utilized for fiber installation, which may follow along 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 for deployment and opportunities for public-private partnerships.
h) 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 to the unserved and underserved. The lack of broadband access typically points to a marginal business case to incentivize the local service provider’s to deploy the necessary fiber infrastructure. Historically, there have been significant challenges nationwide in reaching lowdensity rural areas either due to topography and cost.
As a result, an industry transition is occurring where incumbent service providers may consider the public sector as a partner. 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.
This section aims to provide an assessment of 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 along with the technologies offered for end subscribers. In addition, it includes the percentage of the population and households served by each ISP. 127
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79 Internet Service Provider Technology Population Population (%) Households Households (%)
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%
Based on the results above, the following observations can be made • 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. It can be seen that areas with more than two ISPs offering services are very limited and scattered, 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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80 ISP concentration map in Santa Barbara County
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. To move forward, a definition of roles is required where an ISP can offer their services and innovate their capabilities, and the public sector is able to provide resources which 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 serve to 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 rules and regulations that are unique to 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 and then permit review may be delayed and the project becomes to cost prohibitive to continue.
The costliest aspect of a fiber installation project is the excavation for conduit installation and increases the risk of added project delays. In response to this awareness, California’s Assembly passed AB-41, expanding on the State’s existing dig once policy and requiring the Department of Transportation to not 129
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81 just notify broadband companies of a project and opportunity to install conduit, the department now must install conduit for fiber in priority areas by default. Replicating similar policies at the regional and local level would similarly be impactful with an increase in opportunities for collaboration.
Similarly, pole attachments are also becoming increasingly more challenging yet are important 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 expediate broadband installations.
Carriers reported that it is extremely 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 full 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 and in 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 is beneficial to serve as a catalyst for multiple providers to participate and share costs and establishes a planned approach to reduce the costs and disruption of construction.
• 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 history in the space of broadband, and c) the company is entrepreneurial by nature and flexible in providing support and developing a city driven business model. 130
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82 Data Library and Map Development
The Map Data Portal addresses the task of presenting societal need in the context of existing and potential broadband infrastructure. It consists of a data library and an interactive map portal through which the data is visualized.
The online GIS data library is comprised of three categories of materials, originally referenced 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 would 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 in a manner to represent desired facets, along with functionality including navigation, search, query, and export. To compare and align with the CPUC areas of need mapping, the interactive map can be used to discover and communicate how broadband service quality relates to CPUC-designated served and unserved areas. Reconnaissance spatial analyses are presented in Section 4 of this document, by the primary cities and the county as a whole.
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83 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 developed offers many potential applications going forward, which include measuring progress of work occurring in areas of digital inclusion, assisting in fiber asset management and operation, and aiding in the development of grants and applications for funding.
Absent use, the capability created will eventually be overcome by events as static data becomes outdated. Specifically, the platform requires support, maintenance, and continuous updates in capabilities to continue to leverage information shared and result in benefits to the region. Discussions required include:
Support – This platform has been designed to provide every city a map of priority areas and fiber infrastructure. The information collected should continue with additional sources of fiber maps, right of ways, and adoption status. Discussions should follow that examine the value of this platform in service to the cities and overall region.
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 the overall imperative, both in terms of legislation and outcomes to achieve Broadband for All.
Three primary goals for improving broadband services within Santa Barbara County are set forth below and are further elaborated in this section.
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84 • 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 nearterm 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 and particularly in the more rural areas of the county.
It is desired that jurisdictions 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 that include incumbent ISPs, future ISPs, and the State of California. Importantly, a robust middle-mile network will improve the economics of last-mile networks thereby 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 for the purposes of servicing the community.
For the public sector, middle-mile benefits include reduced costs for 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 and 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. 133
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85 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, which is 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. 134
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86 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. 135
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87 Middle-Mile Broadband Delta Analysis
Note: The 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 is planning a significant investment in the Santa Barbara County middle-mile network. With the initial network design understood, the conversation shifts to complementing the work being done by the State through analysis of 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 for 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. 136
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88 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).
Last-Mile Deployment Prioritization
A cluster analysis was performed to identify areas lacking access to 25/3 Mbps service based on CPUC Annual Collected Broadband Data from December 31st, 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 the Unserved and Priority Unserved population. The estimate of households lacking 25/3 Mbps service is 9,400.
Importantly, the CBAP initiative specifies a minimum download speed of 100 Mbps. The inference therefore that a substantially higher number of households in Santa Barbara County lack sufficient broadband service.
Last-Mile Broadband Delta Analysis
Several of the 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
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89 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
The areas of focus for last-mile network deployment are:
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 the development of 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 the funding options and stipulations and obligations associated with the receipt of funds.
The network scope is defined, often to comport to grant specifications, and encapsulates passive infrastructure (rights of way, conduit, poles, fiber cables, etc.) and active network infrastructure (fiber optic equipment) applied to either or both 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 owner of the broadband infrastructure, certain responsibilities, defined in partnership and/or operating agreements are in full effect and must be planned for 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.
It is important for county partners to begin thinking about the ramifications of different operating and governance models for Broadband Infrastructure.
In the context of Santa Barbara County, any reasonable broadband scenario will include two criteria:
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90 • 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: County (or Municipal) Ownership of Middle-Mile and Last-Mile Networks In this Broadband scenario, SBCAG implements a county-wide 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 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 the providers who utilize the network.
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 a city chose to act as an OAN provider.
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 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 stimulating retail service competition in Santa Barbara County. This ensures Broadband for All in the unserved areas of the 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 or city, oversees the construction activities. • SBCAG 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. 139
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91 Ownership Model
Operational Model
Santa Barbara County has stated no interest in becoming an ISPs or managing the network, therefore, a three-actor model is proposed. The model described below does not require SBC to perform the functions of an ISP.
Operating Model
• SBCAG (Owner): SBCAG or city is the owner of the open-access network and establishes the standard pricing structure and the terms of service. SBCAG negotiates and contracts with an OAN Operator to perform the operational activities. SBCAG or city has no operating responsibilities contract with ISPs or subscribers.
• OAN Operator (Third-party): A third-party entity outsourced by SBCAG or city 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
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92 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
Accelerate Outcomes
Alvina and Heide Toffler’s book, “Revolutionary Wealth,” (Toffler 2006) contrasts the speed in which various kinds of organizations public and private respond. It is no secret that change in the private sector can occur faster than in the public sector. With that said, the creation of and processes by which collaboration occurs provides the bridge and means to accelerate outcomes for all concerned. To accelerate outcomes the strategies will require the innovation that occurs throughout the private sector to be strategically coupled with the investment provided by the public sector via grants.
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. 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 wellbeing of our communities. Implementing 21st century technology solutions will not occur without the future infrastructure in place.
Focus Areas
As immediate next steps resources through Local Agency Technical Assistance Grants have been requested to accomplish the following:
• Formalize the countywide Broadband Alliance via a joint powers authority (JPA)and hiring of staff for initial capacity building.
• Complete a programmatic Environmental Impact Report (EIR) to remove obstacles for construction.
• Complete the high-level technical analysis to implement the strategy and validate feasibility and costs and available funding.
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93 • As feasible, align policies and permitting to expedite broadband builds.
Actions
To achieve accelerated outcomes civic leaders, public and private, must continue to communicate a sense of urgency. In addition, maintaining an overall regional approach will be necessary that includes collaborative coordination of activities, sharing of strategies and outcomes, and application / compilation of external best practices for quick start application, while leveraging available resources.
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) 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 partnership between organizations that have already gained trust with their members and can deliver culturally responsive programs and content that reflect community need.
A successful Digital Equity Coalition is led by an organization that has established relationships with organizations working closely in each community, and that is mission-driven and financially able to support convening efforts on a long-term basis. The Santa Barbara Foundation is a central convener in the county that has the time, staff, funding, and aligned mission to support digital equity initiatives led by community organizations, and with the support of the Broadband Consortium Pacific Coast, the Foundation has taken the lead to create a Digital Equity Coalition.
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 communitybased organizations that represent the needs of underserved communities. Coordinate within the K-12 education system, community colleges, libraries, and CBOs that already have access and inclusion goals and strategies to create a broad network.
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94 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 to overcome resistance and concerns with the use of 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 ubiquitous capability to assure no one is left unplugged in a time of need.
Actions
As next steps, the following actions are recommended:
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 would bolster investment in digital literacy 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 serve as a catalyst for 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. 143
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95 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 Conduct a Last-Mile Pilot
The purpose of a Last-Mile Pilot is 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. To achieve Broadband for All, especially in communities in need, a coordinated effort is necessary and includes the following activities:
• Public Sector Capacity Development –Technical Assistance Grants are being made available to deliver the needed resources.
Task Description - 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.
Task Description – Coordinate engagement of broadband providers to identify current levels of access, plans to increase levels of access, as well as the opportunities for new and expanded levels of services.
• Convening of Community Stakeholders – 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. 144
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96 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 in the process of applying for funding to cover a last-mile pilot – coordinate and leverage the results to replicate in additional last-mile priority locations. • Build 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 for 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.
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 deployment of last-mile, 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 within the county. SBCAG distributes local, state, and federal transportation funds and acts as a forum for addressing regional and multi-jurisdictional issues. Although this work currently focuses primarily on transportation, funding has been requested to broaden the work to include broadband planning and support through establishment of 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 3 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
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97 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 occur resulting 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 for revenue, and this activity will be the result of 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, and potential applicants can register to access 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.
Imperative
As new investment occurs and the acquisition of publicly owned broadband assets follows, an organizational construct is required for the oversight and maintenance of 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 already occurring 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 County as defined by the project MOU. In terms of capacity-building, conversations will follow defining roles and responsibilities for regional processes and sources of revenue required. 146
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98 Hub and Spoke: SBCAG, governance, municipalities’ participation Identify and Prioritize Funding Opportunities
With local and regional opportunities identified in this document, it is imperative that the MOU partners 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 it comes to securing grant funding as applications must show that work efforts are aligned at a local and regional level and to ensure there is 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 in a similar fashion 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 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
To track progress as the strategic plan is implemented and public and private sector investments are made, maintaining a centrally- administered map data portal is an important collaborative tool with regional benefits. The regional collaborative GIS will allow for SBCAG and public works and planning teams throughout the county to interact through a common platform. As work efforts continue to 147
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99 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 and finally for identifying priority areas and the development of grant funding. While aspects of the map may be shared externally and includes special considerations for privacy and to build trust with the private sector, this tool should be for internal agency use.
Actions
The crowdsourced GIS platform is a unique product of the Santa Barbara County Broadband Strategy.
The system is a functional prototype demonstrating the power of the tool 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. 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 creation of tools that support deployment of last-mile and middle-mile infrastructure, and increased adoption levels. GIS positions the public sector with the systems necessary to manage broadband infrastructure and adoption as a utility.
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 for continued use of the GIS platform, the following focus areas apply:
• Continue to collect maps related to public right of ways, local and otherwise • Continue to work with Cal Trans and share GIS information related to the Golden State Network • Collect and manage fiber maps from providers as well as new map information collected through the permitting process.
• Develop tools that assist in the process of estimating costs and applying for funding (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
What are the opportunities aligned with our recommendations and how will they benefit the region? (Develop introduction to this section build transition paragraph summarizing how ‘we got here’ and the why and next steps). <INSERT>
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Improve Safety and Security
An important aspect when considering broadband infrastructure planning and deployment is the important role the infrastructure plays in public safety, locally and regionally. Much of the planning that occurs in public safety involves what is known as the OODA loop, specifically, engage 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. Perhaps 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.
The existence of 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 which overall, increases and improves responder’s understanding of incident command. The broadband infrastructure provides immediate feedback from audio, video, environmental (air, water, seismic), and other kind of sensors to accurately convey what is occurring.
The obvious imperative is to keep the network operational and therefore the need for redundancy within the network. Redundancy can be achieved through network design where anchor institutions are interconnected with one another via a series of loops. The benefit of this is in the event a line is cut, service to the network is not lost. Resiliency, on the other hand, is achieved through the partnership with multiple broadband providers and hardening 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 and communication flowing within the response team as well as necessary communications with the community impacted.
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 growth 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. Without the infrastructure to provide reliable, affordable, high-speed internet businesses are tied to local customers and 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 major 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 ae located in a safe and enjoyable place to live. In addition to the award-winning research coming out of UCSB, the two county community colleges provide vocational and lower division education to thousands of local residents that in turn become employees and entrepreneurs of Santa Barbara County, and who need to be trained in 149
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modern technologies to stay competitive in the marketplace. Formerly analog vocations such as auto mechanics, construction, landscape, and agriculture are increasingly digitized, and the training programs preparing the labor force are as well. On-campus access and in-home access to technology and internet is imperative for success in the workforce, and research shows that smartphone and small device access is insufficient (A. Gonzales 2021: The Importance of Large-Screen Device Ownership). Elementary schools and high schools are increasingly tasked to begin technology familiarization and training at younger ages, and while some schools in the county adequately incorporate digital tools into the curriculum there are pockets in the county that 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 highcapacity infrastructure to carry them through their education. 1) Multitude of carriers
2) Attraction and diversification of business
Of the total respondents who took the needs assessment survey, 68 completed the section focused on business:
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):
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The responses show that there are businesses within Santa Barbara County that would benefit from access to faster reliable internet service.
Achieving Digital Equity
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 high-speed affordable internet, a device to connect to the service, and training and technology support that is responsive to the user’s level of need. The digital divide is the gap between those with access and capacity to use technology and those left out of opportunities provided by digital access. The digital divide disproportionately 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).
Despite the high number of connections that currently exist 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. Cost to access internet is prohibitive for some households 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. To educate households about these programs and support their enrollment, community organizations build on partner relationships to conduct outreach and provide technical assistance. 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.
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, yet research repeatedly links success outcomes to inhome 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 151
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& 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, and federal, state and philanthropic funding opportunities exist to expand these programs and to 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 serves as the catalyst for 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 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 manage the community’s energy flow efficiently. • 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 can 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.
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• 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 types of technologies, communities will improve infrastructure, public utilities, services, and decision-making that improves the quality of life.
Health, Safety, and the Economy
Smart city planning results in a host of benefits to local communities and economies in addition to 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 their futures 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 the daily lives of citizens 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 proper 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 will result in connecting as many residents as possible 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 the solid foundation for building smart solutions. A broadband strategy needs to be established for communities to work towards connecting as many citizens as possible. Once a broadband connection is available to all, 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 an important driver behind the planning process.
The Urban Sustainability Directors Network highlights 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 work together to create new 153
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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 for the adoption of new technologies in emerging markets. A reexamination 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
<INSERT>
Broadband for All
Decision matrix for strategy implementation:
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Appendices to be provided with final report
<INSERT>
Link to NDIA glossary - https://www.digitalinclusion.org/definitions/ Include list of terms used by the project
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 (BEAD
and other)
SB Foundation/
SBCAG
coordinantion; BCPC
supports
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SANTA BARBARA COUNTY
BROADBAND STRATEGIC PLAN
PROJECT
Connecting our Communities
1 PRESENTATION OUTLINE
• Project Overview and Timeline • Strategy Status • Project Highlights • Speed Test Summary • Recommended Local Actions • Recommended Regional Actions • Next Steps • Q&A 2 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
3 PROJECT
HIGHLIGHTS
Priorities identified and
grant ready!
Open
access GIS
mapping
Stakeholders
Data
• Aligning with State and
Federal efforts
• Open access GIS tool/map
development
• Captured community status
• Everyone wants reliable and
affordable internet
• Solvang is aligned to be a
partner in broadband
deployment
4 SPEED TEST SUMMARY
5 RECOMMENDED LOCAL ACTIONS- SOLVANG
6 Organize
Review/consider/adopt
• Develop full inventory of assets
• Dig once policy
• Prioritize broadband planning
• Raise community awareness
Apply for LATA funds
•Staffing & planning
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 community WiFi opportunities
Engage telecoms for
public/private opportunities
City staff leads
Affordability &
Adoption
Partner with Digital
Equity Coalition
Assist in the planning of
digital inclusion work efforts
Support grant work
efforts as a key partner
SB Foundation
coordinates/BCPC
supports
Redundancy & Resiliency
Planning
Meet with major providers to
discuss public/private
opportunities to accelerate
broadband deployment
Prioritize infrastructure
planning and policies to
reduce barrier for fiber
deployment
•Elected officials - lead
•Staff - implement
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
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
Q&A Thank you!
9