Stakeholders will also often include representatives of:Police, fire, homeland security, and other public safety departmentsMunicipal/tribal department of economic developmentPublic and private electric utilities<strong>Community</strong> support organizationsChambers of commerceEconomic Development authoritiesRegional governmental committeesElected officials (mayors, councilmembers)By including members who bring not just technical experience, but the ability to speak for variousgroups and interests, the team will reflect true community engagement. Such broad involvement willultimately lead to better outcomes, because the team’s initiative will be the result of collaboration andcompromise among a variety of potentially competing interests.What’s Next?This concise guide has been written to help communities plan broadband initiatives, and become moreknowledgeable evaluators of broadband plans. Because vendors have an interest in presenting theirproducts and services in the best light, for example, the guide offers the tools communities need toappraise the promises they hear about proposed broadband projects.The guidebook is divided into chapters that survey a wide range of community broadband issues thatpublic sector entities have faced nationwide:Chapter 1: Determining Your <strong>Broadband</strong> Needs<strong>Broadband</strong> is not an end in itself. The value of broadband to local government and its citizens is itsability to reliably and consistently deliver applications—from Internet content and e-mail tovideoconferencing, Voice over Internet Protocol (VoIP), and distance learning. This chapter offersguidance to local governments on understanding their communities’ broadband needs, both on thesupply side (broadband availability) and the demand side (broadband use and adoption). It includesinformation about using the New Mexico <strong>Broadband</strong> Map to explore a community’s broadband services,a checklist-type matrix for listing the community’s current providers and services, and the potentialaggregate demand among government, public institutions, businesses, and other relevant users.Chapter 2: Identifying and Collaborating with Existing <strong>Broadband</strong> ProvidersWhile the incumbent cable and telephone providers are easy enough to identify, many localgovernments do not know about the full range of entities that are capable of delivering services,possibly in partnership with the community. This chapter explains what private providers may beavailable to public entities; how to approach them; and what to ask of them. The list of potentialproviders includes community non-profits, national non-profits, incumbent cable and telephoneoperators; entrepreneurial local and regional service providers; and others.NMBB Program: <strong>Community</strong> <strong>Broadband</strong> <strong>Master</strong> <strong>Plan</strong> <strong>Guidebook</strong> 2
Chapter 3: Understanding the True Availability of <strong>Broadband</strong> in Your <strong>Community</strong>Delving deep into the supply side of the broadband equation, we offer guidance on accurate broadbandmapping. Specifically, we explain the basic steps for how to ascertain the true availability of broadbandin a given community and how to verify the accuracy of the data collected by the state and published bythe federal government through the National <strong>Broadband</strong> Map. This is a critical issue, because in manycases the mapping data, which are published jointly by the National Telecommunications andInformation Administration (NTIA) and the Federal Communications Commission (FCC), have beeninsufficiently granular to give a local community a full picture of its broadband supply.As in other chapters, we provide a concise overview of the issue, and action-oriented checklists/matricesto help readers capture the essential information about their communities.Chapter 4: <strong>Broadband</strong> TechnologiesThis chapter provides a high-level primer of broadband technologies, from fiber-to-the-premises (FTTP)to satellite, with particular attention to fiber optics and emerging wireless broadband. We review theadvantages and disadvantages of the technologies, and discuss their abilities to support both evolvingcommunications requirements and consumer expectations.Chapter 5: Public-Private PartnershipsThis section of the guidebook surveys a range of factors to be analyzed as a community considersentering into a public-private partnership to develop a broadband network. The variety of public-privatepartnership models reflects the diversity of interests, goals, and resources among the manycommunities seeking to build high-speed networks for their citizens.Chapter 6: <strong>Broadband</strong> Funding MechanismsThe natural extension of a discussion of broadband network partnerships and business models is adiscussion of project funding mechanisms. This chapter presents strategies that local governments cantake to identify funding sources for community broadband projects, including federal E-rate subsidies,the U.S. Department of Agriculture’s Rural Utilities Service (RUS) loan and grant programs, other federalgrant programs, and other current and potential funding sources.Chapter 7: Benefits On and Off the Balance SheetAs with any significant public investment, a broadband initiative requires detailed financial analysis anda calculation of the potential return on investment. However, we believe that local governments shouldalso consider the “benefits beyond the balance sheet”—the intangible rewards that broadband offersthe community as a whole and might deliver to individual citizens. This chapter provides a generaldiscussion of the full range of quantifiable and non-quantifiable benefits that may inform a robust publicdiscussion of a community broadband initiative. The off-the-balance-sheet benefits include economicdevelopment, positive environmental impacts created by increased telecommuting, and improvededucational outcomes realized through delivery of innovative multimedia lessons.Chapter 8: Risks of <strong>Broadband</strong> InitiativesUnderstanding the risks inherent in pursuing a community broadband initiative is essential to asuccessful outcome. This chapter briefly introduces a range of potential risk factors that projectNMBB Program: <strong>Community</strong> <strong>Broadband</strong> <strong>Master</strong> <strong>Plan</strong> <strong>Guidebook</strong> 3
- Page 1 and 2: The New Mexico Broadband ProgramCom
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Chapter 6: Broadband Funding Mechan
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To prepare the most competitive Com
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telecommunications carriers in the
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Chapter 7: Benefits On and Off the
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evenue stream for the operator. By
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“Do you own a house or business i
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the many sides of economic developm
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and a computer controller for their
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Pacific Ocean in a submarine.” Us
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doctor annually, with 40 percent of
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50 percent at Johns Hopkins. 85 The
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Market or competitive risk is the r
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key public entities: County governm
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oth networks. The I-Net provides hi
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Municipal Wireless BroadbandSince 2
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Appendix A: Funding OpportunitiesWh
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RESTRICTIONS: The loan program is l
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“carry-over” funds (totaling $3
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Department of Agriculture, Rural Ut
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Department of Agriculture, Rural Ut
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historically been awarded for proje
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Kenrick (“Rick”) Gordon is the
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Brochure: http://www.rurdev.usda.go
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RESTRICTIONS: States must spend at
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FEMA - Emergency Management Perform
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money to Eligible Telecommunication
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FCC - Universal Service Fund, Rural
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FCC - Universal Service Administrat
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FCC - Universal Service Fund - Rura
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U.S. Treasury- New Markets Tax Cred
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Appendix B: Broadband DefinitionsBr
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Satellite broadband service availab
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kbpskilobits per secondLTELong-Term