CCBC Strategic Work Plan - WeTEC by fjzhxb


									Central Coast Broadband Collaborative (CCBC) Work Plan 2009 for the Central Coast Broadband Consortium
“For a Connected Central Coast”
May 1, 2009

Prepared by: Association of Monterey Bay Area Governments California State University, Monterey Bay Community Foundation for Monterey County On behalf of: The California Emerging Technology Fund and the Central Coast Community


Executive Summary
This document is a work plan for the Central Coast Broadband Consortium to achieve the goal of a connected Central Coast, addressing the telecommunications requirements, geographical challenges and diversity of the region. The goal is to plan for, build and connect the region’s disparate telecommunications networks and fulfill critical gaps, offering high speed Internet connectivity to ensure equity, access and digital literacy for all residents, businesses, government, education and other important civic and social services agencies and institutions in the region. The work plan provides an implementation framework for the Start-Up Phase of the Consortium (April 1st, 2009 through December 31st, 2009), with a recommended governance and organizational structure, and strategic priorities which will be finalized through preparation of the Consortium’s business plan and five-year strategic plan. It represents six months (October 2008 through March 2009) of intensive planning by a broad range of more than seventy stakeholders, representing a diverse cross -section of the public, private and civic sectors of the tri-county region of Monterey, San Benito and Santa Cruz counties, building upon years of work by community partners and champions. The planning process was convened by community partners – the Community Foundation for Monterey County, the Association of Monterey Bay Area Governments (AMBAG), California State University, Monterey Bay (CSUMB) – the Wireless Education and Technology Center (WeTEC). The project was supported by grants from the California Emerging Technology Fund (CETF) and the Community Foundation for Monterey County. The process and outcomes have positioned the region to organize itself strategically to benefit from many new initiatives at the state and federal levels, especially fo r the Federal Stimulus funding (American Recovery and Reinvestment Act). As a demonstration of an immediate benefit, the Consortium submitted information on eight high priority projects addressing public safety, education, economic development and research needs to CETF, which has been tasked by the Governor’s Office to inventory projects and assist regions in preparing competitive applications for funding. This document summarizes the results of the planning process, including the deliverables and recommendations of the three Work Groups: Governance, Applications and Technology. The Governance Work Group recommended the governance structure for the Start -Up Phase, which included the establishment of a Coordinating Council to oversee the preparation of the Consortium’s business plan, marketing and outreach plan, funding sustainability plan, and products that will provide the foundation for the preparation of the three to five year strategic implementation plan. These include completion and application of a rubric to identify and support priority projects through funding proposals and other means – especially those to reach underserved communities and individuals; completion of an inventory and analysis of network resources to identify additional priorities for expanding network access and use; and creation of an information and resources clearinghouse as a community-wide asset. The work of the Central Coast Broadband Consortium is underway. The Coordinating Council has selected CSUMB/WeTEC as the host agency to support the administration and operations of the Consortium during the Start-Up Phase. The Coordinating Council, CSUMB and the Consortium members are putting into place the structure, business plan and activities, including proactive outreach to the region’s elected officials and community leaders, to ensure that it will provide high value and multiple benefits to meet the region’s goals for connectivity, economic and community development.


Central Coast Broadband Consortium Work Plan 2009 Table of Contents
Introduction Central Coast Broadband Collaborative Planning Process: I. Overview of the Planning Process II. Governance Work Group III. Applications Work Group IV. Technology Work Group V. Next Steps VI. Outcomes to Date and Benefits of the Consortium p. 6 p. 7 p.10 p.13 p.14 p.16 p. 4

Special Thanks to: Judy Sulsona, Executive Vice President Community Foundation for Monterey County Arlene Krebs, Director, Wireless Education and Technology Center, CSU Monterey Bay Nick Papadakis, Executive Director Emeritus, AMBAG Jonathan Baptista, IT Specialist Project/Coordinator, CSU Monterey Bay All those who participated in the planning process, including Work Group Leaders, giving generously of their time, expertise, facilities and other assets – and to their organizations for their ongoing support, especially Dianne Harrison, President, CSU Monterey Bay Sunne Wright McPeak, President and CEO of CETF and CETF staff for their vision and commitment


Central Coast Broadband Consortium Work Plan 2009 “For a Connected Central Coast”
This document is a work plan for the Central Coast Broadband Consortium to achieve the goal of a connected Central Coast. The plan provides an implementation framework for the Start-Up Phase of the Consortium, with a recommended governance and organizational structure, and strategic priorities which will be finalized through preparation of the Consortium’s business plan and five-year strategic plan. The Work Plan represents six months (October 2008 through March 2009) of intensive planning by a broad range of stakeholders, representing the tri-county region of Monterey, San Benito and Santa Cruz counties, working as the Central Coast Broadband Collaborative. The Collaborative addressed the telecommunications requirements, geographical challenges, and diversity of the region, from the northern Santa Cruz mountains and coastal areas to Big Sur’s canyons and rugged coastline, to the remote rural areas of eastern and southern San Benito and Monterey counties, as well as the region’s cities, small communities, agricultural areas and open spaces. The Collaborative has transitioned to the Central Coast Broadband Consortium for the Start-Up Phase of implementation (April 1, 009 – December 31, 2009). The mission of the Consortium is: To plan for, build and connect the region’s disparate telecommunications networks and fill critical gaps so that they can become seamless, offering high speed Internet connectivity to ensure equity, access and digital literacy for all residents, businesses, government, education, libraries, non-profit and social services agencies. The Consortium’s work plan builds upon several years of work by community partners, led by the Association of Monterey Bay Area Governments (AMBAG) and the California State University, Monterey Bay (CSUMB) and its Wireless Education and Technology Center (WeTEC). This collaboration included the Central Coast Broadband Access Project, leading to a 2004 action plan (“A Call to Action: Increasing High-Speed Internet Access and Usage for Regional Economic Development in 2004”); five leadership forums; and community outreach and project initiatives. Several recent initiatives at the State level have created an opportunity to support the efforts of the Central Coast region. The California Business, Transportation and Housing Agency, in partnership with the Governor’s Cabinet and the Legislature, sponsored the Rural Economic and Health Vitality Project. Rural stakeholders throughout the State identified ubiquitous broadband access as one of the top policy priorities for rural economic competitiveness and quality of life – an essential 21st Century infrastructure for the information, services and digital tools increasingly critical for success in education, healthcare, jobs, economic opportunity, public safety and much more. The California Endowment and the Humboldt Area Foundation supported this initiative by investing to improve eHealth/telemedicine, economic development and other applications for underserved rural regions. The Vitality Project’s recommendations contributed to the policy agenda of the Governor’s newly formed Broadband Task Force and informed the establishment of the California Emerging Technology Fund (CETF) in 2006 by the California Public Utilities Commission, pursuant to the mergers of SBC 4

AT&T and Verizon-MCI. The mission of CETF is to bridge the Digital Divide and ensure that California is a global leader in the deployment and adoption of broadband. CETF has three priority areas for its grant awards: rural and remote communities and regions, disadvantaged urban neighborhoods, and access to technology for people with disabilities ( In August 2007, the Community Foundation for Monterey County hosted a Central Coast regional forum for the Rural Economic and Health Vitality Project, as part of The California Endowment’s Poder Popular program that is managed by the Community Foundation. The forum highlighted the recommendations of “A Call to Action.” In 2008, CETF initiated a series of regional roundtables with public and private sector leaders to reach agreement on priority strategies to expand broadband infrastructure and improve access to and use of innovative technologies for diverse and important applications. Due to the groundwork of the Central Coast region leaders, CETF partnered with the Community Foundation, AMBAG, and CSUMB to convene the Central Coast Regional Broadband Roundtable on June 20, 2008. The Roundtable brought together public and private sector leaders from the three counties to identify strategies and specific actions for broadband deployment and adoption. Another purpose of the meeting was to discuss ways to engage with CETF, the Broadband Task Force, the proposed California Telehealth Network and others, including educational institutions and private sector investors and service providers, on implementation initiatives. CETF then prepared a summary of the Forum proceedings that outlined next steps agreed upon by the partners and participants. Recommendations included continuing the convening process; identifying key gaps in the region’s broadband infrastructure; and developing a collaborative regional strategy for connectivity, access and use - addressing regional disparities and leveraging the many institutional and technological assets of the region. In the fall of 2008, CETF joined with the regional partners to support the next stage of implementation: a planning process to create the Central Coast Broadband Collaborative and preparation of its first -phase work plan. CETF provided a small grant to match a comparable grant from the Community Foundation for Monterey County, which served as the project manager. The three partners also contributed generous in-kind services and continued to play convening, facilitating and logistical support roles, assisted by a consultant. WeTEC’s website includes a record of all meeting notes and planning documents ( as well as other resource materials. Monterey County Business Council partner and ISP provider Redshift generously provided a wiki page website to facilitate inclusion and interaction: The following section summarizes the key aspects, products, and recommendations of the CCBC planning process, including start-up phase activities. The passage of the American Recovery and Reinvestment Act (ARRA) of 2009 as part of the Federal Economic Stimulus response is accelerating the opportunity for broadband connectivity in the Central Coast region. Partners continue to collaborate proactively with CETF, which is one of the lead entities for the state of California on broadband stimulus deployment efforts. The planning process and the implementation that is already underway truly represent a communitydriven collaboration of volunteers dedicated to the goal of a connected Central Coast and improved economy and quality of life for all its residents, communities and institutions. These Central Coast leaders represent public and private sector IT Directors, network administrators, economic development managers, CIOs, local government officials, business owners, healthcare providers, municipal services, and residents.


Central Coast Broadband Collaborative Planning Process
I. Overview of the Planning Process
The Central Coast Broadband Collaborative (CCBC) planning process was launched with its first meeting on October 24, 2008 at the Community Foundation offices in Monterey. The convening partners extended an invitation to all municipalities, educational institutions, and diverse public and private sector, profit and non-profit stakeholders. All the stakeholders working together comprised the members of the Central Coast Broadband Collaborative. The overarching goal of the planning process was to: Develop a plan to identify critical gaps in the region’s telecommunications networks, as well as a strategy to address the gaps, including deployment of infrastructure and innovative technologies for high-speed connectivity to ensure equity and access for all the region’s residents, businesses, educational, social services, governmental and other agencies and institutions. The plan will recommend the organizational structure and action steps to prepare and implement a long-term strategy and a business plan to sustain operations. At the October meeting, participants reviewed the draft work plan for the planning process that was developed based on the recommendations from previous roundtables and implementation activities. Three Work Groups were established to address the key issues in developing the strategic plan: Governance, Applications and Technology. Participants self-selected into a Work Group. Work Groups met or consulted and shared work products over the duration of the planning process. Three additional CCBC meetings were held in December (CSUMB), January (City of Watsonville) and February (community of Castroville), and team members presented project recommendations at the WeTEC conference at CSUMB on March 19th, 2009. Throughout the overall planning process, more than seventy participants were involved, representing the following sectors:        Education – K-12 and higher education, public and private Economic development and Business, including telecommunications providers Health Municipal (economic development, information services, public safety, emergency services, health, housing and community development, redevelopment, libraries) from all three counties and many cities throughout the region Transportation and regional planning Homeland security Foundations

CCBC participants covered a diverse range within these sectors, indicating a high level of support from their organizations and a blend of policy, technical and service delivery expertise:    CEOs, presidents and vice-presidents City, county and university I.T. staff, CIOs and directors Mayors and city managers 6

     

City council members and Board of Supervisor representatives K-12 representatives Emergency services and public safety officers Network engineers and administrators Nonprofits Concerned citizens

The following sections summarize the key deliverables for each Work Group.

II. Governance Work Group
Task: Develop the Governance Model and Regional Broadband Strategic Plan for the Central Coast Broadband Collaborative. The task of the Governance Work Group is to recommend a

formalized structure to institutionalize commitment to the policy process and the longer-term implementation of the regional broadband strategy. It will coordinate with the other two Work Groups to draft the Strategic Action Plan. Leads: Judy Sulsona, Community Foundation and Nick Papadakis, Executive Director Emeritus, AMBAG The Governance Work Group recommended the following Governance Structure for the CCBC, which includes the designation of a host agency to support the Collaborative during the Start-Up Phase, and which was adopted in early 2009: The Central Coast Broadband Collaborative will become the Central Coast Broadband Consortium.

Role of the Consortium:
    Serve as a facilitator, catalyst and advocate for regional collaboration and projects to meet regional goals of connectivity and access; Provide a clearinghouse for information including data on the region, best practices, and funding and partnership opportunities; Oversee implementation of the regional broadband strategy; and Assess project priorities.

The Consortium will not own or operate network assets. It will foster and support regional and local initiatives that meet the goals of networking the region, and help connect partners and assets to leverage the benefits of collaboration, especially for funders who are interested in partnership approaches and leveraging.

Legal Status: The Consortium will use a multi-phased organizational approach:
1. In the short term, operate under the auspices of a nonprofit organization (host agency) during the start-up phase (April 1, 2009 – December 31, 2009). 2. Incorporate as an independent nonprofit organization and evaluate the benefit of continuing to operate under the fiscal and administrative sponsorship of the original non-profit for a defined or undefined period of time. 3. Evolve into a staffed organization with its own administrative and fiscal operation.


Governing Body: While operating under the auspices of another nonprofit organization, the governing
body will be a Coordinating Council with a maximum of thirteen members, one or two of whom will also be members of one of the following initial working groups:    Technology Applications Planning and Resources Development, (replacing the Governance Work Group which will no longer be needed once the Coordinating Council is formed)

Other working groups may be created in the future as required by the growth and evolution of the organization and regional projects. The CCBC will also create a Marketing Work Group to develop a communications strategy and marketing and outreach plan. The primary role of the Coordinating Council will be to:     Ensure that the Consortium is fulfilling its mission; Develop the organization as a sustainable entity (develop bylaws, establish the Board, incorporate the organization, establish fees and income sources; create business and marketing plans); Provide oversight and cohesiveness to the working groups; and Communicate the work of the Consortium to stakeholders and to the community at large.

Membership. It was agreed that members of the Consortium will be institutions; individuals will not be
eligible for membership. The following sectors should be represented on the Council:       City and county governments and other public entities Business associations (not individual businesses) Hospitals K-12 schools districts (not individual schools) Institutions of Higher Education Nonprofit organizations

The CCBC participants selected the Coordinating Council representatives at its February 2009 meeting. Each Work Group selected two representatives to the Council and the overall CCBC selected and recruited the additional members to address gaps. The following criteria were used: each county and as many sectors as possible should be represented. Additional members can be added by the Council to fill in additional gaps or add expertise. As of April, 2009, the following are the members of the CCBC Coordinating Council: Member
Steve Blum John Grunder Kim Ha Curtis Hill Chip Lenno Nancy Martin Maggie Melone

Monterey Monterey Monterey San Benito Monterey San Benito Monterey

Wireless Association (President, Tellus Venture Assoc.) Director of IT Services, Monterey Institute of International Studies Director, Competitive Clusters Project, Monterey County Business Council Sheriff, San Benito County Acting CIO/CSUMB Executive Director, San Benito County EDC Executive Assistant to the CEO


Brad Smith - Chair Joel Staker Harold Wolgamott

Santa Cruz Santa Cruz Monterey

Clinica de Salud del Valle de Salinas Director, Technology Strategy, U.C. Santa Cruz Network Administrator, City of Watsonville Director, Special Projects, Emergency Services, City of Gonzales

Host Agency: The CCBC invited member organizations interested in being considered as host agency
of the Consortium’s Start-Up Phase I to submit a letter of interest, to provide support in the following areas: to act as fiscal sponsor, to develop a budget and provide financial management and reporting; to develop and submit proposal; to receive and account for gifts, grants and contributions; and to provide coordination capabilities, including meetings, website, maintaining contact lists, and liaison with Work Groups.

The Coordinating Council selected CSUMB as the host agency, based on its technology and communications expertise, depth of resources, and deep community connections. CSUMB will provide resources, IT and University services to the CCBC, and facilitate collaboration with the partners. CSUMB’s WeTEC Director Arlene Krebs will manage the operations of the CCBC on behalf of the host agency. Redshift, a member of the Monterey Business Council and a local ISP, will provide additional web-based support. .

Activities of the Coordinating Council: During the Start-Up Phase, from April through December
2009, the Coordinating Council, supported by CSUMB, will:          Evaluate the staffing needs and operating costs of the Consortium; Formalize the Consortium’s membership; Act as a clearinghouse for information about the work of the Consortium, and as a resource for proposals, planning, best practices and collaboration; Coordinate grant proposals for AARA funding and where appropriate, submit proposals; Develop a communications and marketing plan and introduce the mission of the Consortium to the community at large, particularly to local government and nonprofit officials; Develop a plan for assessing the viability and for implementing the projects (applications) prioritized by the membership; Develop a resource development plan; Develop a Fiscal Plan; and Develop the Consortium’s long-term organizational structure.

The Work Groups will continue to assist the Coordinating Council during the Start-Up Phase.

Fees: A membership fee will be assessed to help support the operation of the Consortium. Other

sources of income will be explored and recommended, such as work projects, grants, in-kind donations and in-kind matches.


III. Applications Work Group
Task: Identify opportunities and top priorities for application of broadband technologies.
The task of the Applications Work Group is to review the range of potential applications for broadband technologies in the region, including critical gaps and needs, and identify top priorities for types of applications and locations, especially underserved communities and groups. Leads: Arlene Krebs, CSUMB, and Bobby Lee, Director, Language Technology Services, Global Security and Engineering Solutions (Monterey County Business Council) The Applications Work Group generated two main products: a list of potential projects to be assessed for inclusion in the priority list of regional and local projects for building out the network, and a draft rubric that would allow CCBC members to rank and assess potential projects for the CCBC to support and advance. Towards the conclusion of the planning process, CCBC members added to the list or expanded upon the existing project concepts through proactive outreach to community partners, in order to create a fuller inventory of shovel-ready infrastructure projects that could be submitted to CETF as part of the State’s planning process for the American Recovery and Reinvestment Act of 2009 (see next section).

Project List: The base list includes a cross-section of projects by county, key underserved communities
and types. The projects emphasize:          Economic and community development impact; Opportunity to reach un-served and underserved communities; Green applications; Applicability as a test pilot; Partnerships; Projects that can be brought to scale across the region; Alignment with funding opportunities; Leveraging potential; and Opportunities to extend the service out from existing networks.

The following is the list of projects that was identified during the collaborative planning process:

Region-Wide: Monterey Bay Crescent Dark Fiber, and loop rings

From Santa Cruz to Monterey and connecting loops; to provide dark fiber connectivity among higher education entities (UCSC, CSUMB, Naval Postgraduate School, Monterey Institute of International Studies, MBARI, and CSU facility at Moss Landing and so forth). Would be a backbone for public sector communications (emergency services, homeland security, etc. Potential for new green data processing and storage industries, through redundant paths for “cyber infrastructure.” Some individual projects may be able to be addressed by the Ring Project. Finalize the project ranking rubric and process; develop a tool kit for application across the regions; provide technical assistance and outreach to community partners (municipalities, nonprofits) (see ment#Appendices) 10

Rubric Process

Monterey County: Big Sur Ryan Ranch Business Park Salinas Chinatown Revitalization Salinas Library Salinas Valley South Monterey County Center for Arts and Technology UC MBEST, Marina San Benito County: Hollister Airport and surrounding area County Santa Cruz County: 2120 Delaware Ave., City of Santa Cruz City of Watsonville Fire Dept. Santa Cruz County Scotts Valley Fire Dept. Davenport Area

Health clinic - opportunity to link with California Telehealth Network; Emergency services – Wildfire Protection Group Business and industry cluster development, community development CSUMB Service Learning Community Center for workforce development Library and multiple city Broadband bookmobile mobile WiFI hotspot project for extended service Would include Enterprise Zone communities, especially related to potential healthcare cluster, and small business/asset building in Greenfield and Gonzales linking with Watsonville-Pajaro Valley Workforce and economic development, for multimedia and digital arts technology access and training to underserved communities Monterey Bay Education, Science and Technology Center, UCSC

Industrial park, staging base for fire fighting, homeland security, workforce training for aero mechanics with Gavilan College, and disaster preparedness Network Operating Center and Infrastructure Business development area proximate to UCSC Non-trunked radio system with upgrades Fixed infrastructure for fire and law enforcement agencies for analog narrow band upgrades or P25 compliant hardware Upgrade for analog narrow banding Rural underserved

Draft Rubric: The draft rubric was developed as a framework to assist CCBC partners in assessing and
ranking potential projects that could be elevated as priorities for endorsement and support of the CCBC and other community partners. The rubric was developed around an initial set of criteria that would help proposals align with the requirements of funders such as CETF, and for other needs. The rubric is envisioned to be a web-based structure that is dynamic and stores information, and can be used on an interactive and iterative basis. The site will serve as a portal to information and maps for proposals, project planning and ranking. As information becomes available, the rubric can be filled in and the proposals evaluated. Using the process will help focus grant writing resources on regional and community priorities. 11

The rubric has several elements, and while it has been revised a few times, it will require several steps for it to be operational, both from a technical and policy standpoint. Discussions are ongoing about the ranking criteria and weighing and evaluation process. CCBC members noted that many rural areas don’t have access to web-based tools, which will limit their participation in the process. Proactive outreach and technical assistance will need to be provided to ensure equitable utilization and inclusion for projects. Developing and implementing the rubric is included as a possible project priority for seeking funding. A copy of the rubric is available on Project’s Wiki website: As the rubric is implemented, it will be used in concert with the information generated by the Technology Work Group, matched to priority gaps in availability of infrastructure. American Recovery and Reinvestment Act (ARRA) Process As noted, the CCBC planning process resulted in an initial list of potential priority projects. The passage of the American Recovery and Reinvestment Act (ARRA) of 2009 provided an immediate impetus to identify the most “shovel-ready” projects that might qualify for funding. CETF was tasked by the State CIO and the PUC to assist the State in gathering information about these types of projects as part of a statewide inventory that will document need and demand for the State’s share of funding. CETF has provided ongoing assistance to the CCBC on initial data requirements as well as the evolving nature of policy decisions regarding eligibility, application process, match requirements, potential state partners, and so forth. The CCBC, led by CSUMB, developed a list of eight projects in the Central Coast region derived from the collaborative planning process, which were submitted to CETF’s inventory in April 2009. The list included three public safety projects, one in each county (with multiple agencies), and five e conomic development/education/research projects, with individual projects in Monterey and San Benito counties. The Central Coast Fiber Crescent is a large scale, high priority project spanning Santa Cruz and Monterey counties that could provide multiple spin-off and connection opportunities throughout a large part of the region. Health-related projects were submitted directly to the California Telehealth Network. The following is the list of projects submitted; for detail on specific projects see the CCBC website: Public Safety:  Big Sur Fire Wildfire Protection Group  San Benito County and Hollister Disaster Preparedness  Santa Cruz County Fire Agencies Economic Development, Education, and Research:  Central Coast Fiber Crescent  Hollister Airport and Airport Business Parks Proposal  Hollister Business-Public Safety-Education  San Benito County Networking and Operating Center and Infrastructure  South Monterey County Center for Arts and Technology (SoMoCoCAT) CCBC’s next steps are to determine which project applications it will submit on behalf of the region. Applications are expected to be due sometime in June 2009; the process will be on a fast track. Some projects that were included on the CETF inventory may be submitted directly by applicants. CCBC’s focus will be on projects of regional impact and/or to assist local projects where capacity may be limited. CETF will fully endorse CCBC’s applications. Additional projects may have been submitted directly to 12

the State via the Business, Transportation and Housing Agency’s process to identify all potential shovel ready infrastructure projects (through Regional Economic Recovery Plans).

IV. Technology Work Group
Task: Identify and recommend feasibility study process of regional broadband connectivity, gaps, and cost estimates to build a regional broadband network, as well as provider to conduct the study. The task of the Technical Work Group is to scope out the process to identify gaps in the

region’s broadband infrastructure and cost estimates to build a complete regional broadband network including fiber. This could be accomplished through a pro bono feasibility study that would map and assess broadband connectivity and technical gaps within the region, and provide cost estimates. The Technical Work Group will identify the key partners who would be needed to provide information on: all existing networks, e.g., school districts and municipalities; key network nodes or hubs; locations for remote network sites; and the kinds of connectivity desired. The study will help develop a recommended business model for the regional network, and include estimated costs, potential partners and existing resources, and technical requirements. Work Group Leads: Jim Warner, Network Engineer/Disaster Planner, U.C. Santa Cruz, and Joel Staker, Network Administrator, City of Watsonville. Early discussions of the Technology Work Group focused on identifying the gaps in broadband infrastructure and access, matched to priority needs identified by the Applications Work Group. A recurrent challenge is that there is no complete map of existing broadband networks and gaps. Initial data gathering included documentation of K-12 networks and other institutional assets, and a review of potential resources such as the new California Telehealth Network. Discussions raised technical issues such as security concerns, confidentiality issues, lack of information from telecom providers, regulatory challenges (such as limitations with CENIC network access), and physical and geographic barriers.

Network Resources Inventory. The Work Group decided that rather than develop a map of network
gaps it would gather information to identify existing network resources. The CCBC could then determine highest priorities to fill gaps, matched to the information developed by the Applications Work Group, and best opportunities to build from existing network resources. The Work Group developed a simple template to inventory and map these resources, with a focus on hubs and potential hub sites and endpoints. The template was sent to the major network providers and institutions in the region in early March, working through networks such as AMBAG and the K-12 school districts to coordinate system information. Additional outreach will be needed to reach the K-12 sites in remote areas, and to fill in gaps. Information is currently being gathered and the Work Group will continue with the data gathering and analysis as part of the implementation phase. The City of Watsonville has offered to prepare the spreadsheet of the inventory and can provide GIS services for a nominal fee to map the appropriate inventory data. Not all data will be mapped due to security reasons. Gap information can be matched to the Applications Work Group project priorities. The data gathering can be done in phases. Redshift has set up a Wiki site to assist in the process. See: The Technical Work Group will also assist the Applications Work Group to develop the ranking system for the Rubric, and the Coordinating Council with the project evaluation process.


V. Next Steps
The draft CCBC Work Plan with recommended governance structure and implementation framework was presented at the WeTEC conference on March 19th, and the recommendations were adopted. The CCBC and CSUMB immediately moved to implementation, with the initiation of Start-Up Phase activities and to meet the time imperatives of the ARRA process. As noted, CCBC members coalesced rapidly to development project descriptions for submittal to CETF, as organized by CSUMB. In addition to the ARRA process, the Coordinating Council has initiated the CCBC work plan next steps, along with CSUMB, to prepare the Consortium’s Business Plan and 5-year Strategic Plan. The role of CSUMB as host agency will be to manage the logistics and administration of the CCBC during this transitional phase, and to lead and support the partners in the development of the CCBC’s Business Plan and Strategic Plan. The Business Plan will result in the CCBC’s finalized organizational structure, such as a 501 (c) (3); new name (if so determined), mission statement, budget, leadership and work group members; a model for sustainable funding and fundraising plan; and a communications and marketing plan. The Strategic Plan – a three to five year implementation strategy with budget - will be prepared using the information generated by the application of the project rubric; the analysis and mapping of the networks; and the ongoing work of the partners and CSUMB. CSUMB will organize and support the CCBC Work Groups to develop the products and deliverables for the Strategic Plan and operations of the CCBC. The following are the specific next steps to be addressed during the Start-Up Phase. Most of these activities will be concurrent. CCBC Business Plan and CCBC-CSUMB Agreement  Prepare the CCBC Business (Operations) Plan, including agreement between the CCBC and CSUMB as host agency for the Start-Up Phase roles, responsibilities and deliverables, budget and work plan.  Prepare and execute a written Memorandum of Agreement between the CCBC and CSUMB, to include: - Evaluation of staffing needs and operating costs of the CCBC (office space, utilities, administrative support, supplies and equipment) - Fiscal agreement - Timeline for preparing and implementing fundraising plan and marketing plan - Communications process with CCBC members and the Coordinating Council - Process for preparation of meeting minutes, reports, and so forth - Data base management including maintenance of rosters and mailing lists, and coordination with website manager - Process for coordination of work groups - Process for development of the Consortium’s long-term organizational structure, including 501 (c) (3)  Conduct marketing and outreach to elected officials, community members and other potential stakeholders and partners (see marketing plan below); conduct ongoing communications.  Define and formalize CCBC membership and organizational requirements.  Set Coordinating Council meeting schedule for 2009.  Add additional members to the Coordinating Council to fill gaps.  Conduct activities to move the Consortium to 501 (c) (3) status or other 14

CCBC Work Plan Submittal to CETF

Federal Stimulus Project Proposals (ARRA)

Marketing Plan, Outreach and Engagement

Planning and Resource Development Work Group - Funding Strategy and Clearinghouse

long-term structure.  Recruit Members for Planning and Resource Development Work Group and Marketing Work Group.  Prepare schedule and deliverables for all Work Groups to flow in Business Plan and Strategic Plan.  Develop a plan to assess the viability and for implementing the projects (applications) prioritized by the membership.  Submit the CCBC Work Plan to California Emerging Technology Fund.  Identify 3 top project priorities and prepare proposals on behalf of the Consortium.  Coordinate with CETF on co-branded annual conference and other activities.  Prepare and Submit Stimulus Grant Requests to U.S. Department of Agriculture, Rural Development (RUS) and the National Telecommunications and Information Administration (NTIA) for high priority regional and county projects identified through the CCBC planning process.  Track and report on status of proposals.  Recruit members for a Marketing Work Group.  Prepare marketing materials which include key elements of the Business Plan (leadership and partners, organizational structure, funding strategy; outcomes to date, including ARRA projects; costs and intended benefits; resources including partnership with CETF, vendors, and other funders and champions including elected officials.)  Design public outreach and engagement strategy, including local elected officials, city and county administrators, key institutions, the private sector, and the community at large.  Create a public awareness campaign about the resources and services of the CCBC, including promotion of the CCBC website/clearinghouse.  Recruit members for the Planning and Resource Development Work Group to identify possible funding sources and prepare a funding strategy, and design the resource and information clearinghouse as part of CCBC operations.  Develop a funding support plan, which could be generated from grants and fees for services such as proposal writing, project management, administration, conferences and trainings, assistance as a technology resource, and capacity building. Technical support for projects and overall operations will be donated by CCBC partners and members.  Develop a membership fee structure.  Identify other sources of revenue such as cash, in-kind, services and product donations.  Support the Coordinating Council in preparation of the 3-5 year Strategic Plan.  Develop a strategy for public/private partnerships to support CCBC funding applications, especially if a match is required.  Develop the Wiki website (or other website) to serve as a clearinghouse for information and resources on targeted regional data for planning and proposal/project development; broadband strategies, collaboration and funding opportunities; legislative and policy initiatives; and current CCBC projects. Coordinate with AMBAG, the region’s data center. 15

Applications Work Group - Rubric

Technology Work Group – Network Resources Inventory

Statewide Broadband Conference and other Events and Resources

 Finalize the project ranking rubric. Identify resources needed to complete and possible funding sources.  Utilize the rubric to assess and recommend projects.  Conduct capacity building and community outreach on the use of the rubric, especially for rural remote areas and underserved communities.  Determine whether the rubric process should be developed as a project for submittal to CETF (including capacity building and technical assistance).  Coordinate with the Technology Work Group to identify high priority projects.  Complete the inventory of network (both wireline and wireless) resources. Coordinate with Monterey Council Business Council to obtain information from its canvassing of large businesses/employers, and with key partners, including institutions and telecom providers.  Analyze the data; coordinate with the GIS Dept., City of Watsonville to prepare GIS map of network points and coverage.  Identify priorities for projects, in coordination with the Applications Work Group.  Collaborate with CETF to develop plans for an annual co-branded statewide broadband conference, to advance the role of CSUMB as a telecommunications leader and resource, and to generate revenues.  Focus on best practices, technology and network innovations and emerging trends, building on the expertise and successes of WeTEC.

VI. Outcomes to Date and Benefits of the Consortium
To date, the CCBC planning process and the early work of the Consortium has led to several tangible outcomes and immediate value-added for the Central Coast region:  Region is better organized to respond to ARRA and other opportunities, with a clear point of entry for state partners and the ability to provide integrated, strategic information about regional needs, priorities and resources;  Increased information and resource sharing;  Collaboration across sectors, communities and institutions and new partnerships;  Generation of support for network building, especially for project development and implementation;  Understanding of the potential for higher rankings by many funders for collaborative project proposals;  Commitment and leveraging of institutional resources, including valuable expertise and in-kind assets, from universities, private providers, municipalities, nonprofits and foundations;  An externally recognized strategic plan, increased regional identity, and process to achieve broadband connectivity. The Central Coast Broadband Consortium, with the dedicated partnership of the California Emerging Technology Fund, is fully engaged in designing the organizational structure, crafting a sustainable funding strategy, and developing the deliverables to create and implement an outcome-driven three to five year strategic plan for a connected Central Coast. The benefit of the Consortium is in the experience 16

and expertise of its cross-sector private and public leadership. The CCBC has served as a forum and a convenor, and will become an additional resource as one-stop center, connecting point and network that encompasses local, regional and national resources. The CCBC will identify and leverage funding mechanisms and support for projects, institutions, communities and the region. Additional tangible benefits of the CCBC, especially related to specific projects, will include:                Education and advocacy for broadband infrastructure, access and use; Ability to raise project visibility to funders and policy makers; Partnerships among local and regional entities (public and private); Partnerships with the vendor community; Assistance with fund raising and funding mechanisms; Feasibility studies; Technical design; Project analysis and design; Project coordination; Administrative support; Assistance with grantwriting; Fiscal support and oversight; Project evaluation; Champion for tri-county projects; Liaison with CETF, other foundations, funders and resource partners.

The Consortium will continue to engage the region’s leaders and communities in mobilizing to close the Digital Divide, thereby helping one another to attain a healthy and strong economy, equitable access to the benefits of technology, and improved quality of life for all. Information on the progress of the CCBC and opportunities for participation is available at or


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