Earlier this year, we shared the story of Clarksville, Arkansas, and described how they used supervisory control and data acquisition (SCADA) to make efficiencies in their municipal electric utility. The resulting fiber optic infrastructure reduced energy costs and allowed them to better manage other utilities but also gave Clarksville the opportunity to explore high-quality connectivity for the community. Their investment is paying off and bringing new jobs to Clarksville.

Stepping Up Economic Development

In a recent press release, the Clarksville Regional Economic Development Organization (CREDO) announced that Monro Shoe has entered into a partnership with Clarksville Light & Water (CL&W), the city, and CREDO to expand its production and add 25 new positions. The community’s gigabit fiber optic network played an instrumental role in the expansion. In addition to better connectivity, CL&W will provide an energy audit to help the company cut production costs.

Serving The Clarksville Community

Clarksville’s population is just under 10,000 with Tyson Foods, Haines, and motor control manufacturing processor Balder as some of the largest employers. University of the Ozarks also employs many of the people in Clarksville. CL&W plans to connect the University to the network in the near future.

Community leaders wanted to be sure to use the network to serve all sectors of Clarksville when they pounded out their plans for the network in 2015. They chose to allocate a designated number of strands each for educational facilities, healthcare institutions, public safety needs, and government facilities. The municipal utilities used another segment, and a sizable segment was left open for future economic development use, such as the connectivity arrangement for Munro Shoes. As Clarksville’s network serves more entities we expect to see more positions added to the community; after all, they're just getting started.

This is the transcript for episode 274 of the Community Broadband Bits podcast. Justin Holzgrove and Joel Myer join the show from Mason County, Washington, to discuss how a publicly-owned network delivers high-speed Internet service throughout the county. Listen to this episode here.

Justin Holzgrove: They didn't bring pitchforks, but they brought their pens and they were ready to sign up with their checkbooks. And they said, "Bring it on. We want this now."

Lisa Gonzalez: This is episode 274 of the Community Broadband Bits podcast from the Institute for Local Self-Reliance. I'm Lisa Gonzalez. Public Utility District 3 in Mason County, Washington, delivers symmetrical gigabit connectivity to every customer in its service area. They have no speed, capacity or data thresholds. You have access to a gigabit regardless of whether you are in a rural area or within city limits and whether or not you're a household, business, or one of the ISPs that work with PUD 3. This week Justin Holzgrove and Joel Myer from PUD 3 in Mason County spent some time talking with Christopher about how the Public Utility District is working to bring high quality connectivity to each customer. In addition to describing their plan to build out and manage their network, Justin and Joel share the story of how connectivity has come to be offered from PUDs in Washington. Now here's Christopher with Justin Holzgrove and Joel Myer talking about Public Utility District 3 in Mason County, Washington.

Christopher Mitchell: Welcome to another edition of the Community Broadband Bits podcast. I am Chris Mitchell at the Institute for Local Self-Reliance up in Minneapolis. Today I'm speaking with Justin Holzgrove the Telecommunications and Community Relations Manager up at Mason County's Public Utility District number 3. Welcome to the show.

Justin Holzgrove: Hey how's it going?

Christopher Mitchell: It's going well. I'm excited to learn more about what you're doing. But first I have to introduce our other guest. Joel Myer the Public Information and Government Relations Manager at PUD number 3. Welcome to the show.

Joel Myer: Thank you it's a beautiful day in the Fiberhood.

Residents and businesses of Islesboro, Maine, are waiting eagerly to connect to their new Fiber-To-The-Home (FTTH) network this fall. Recently, the community finalized an important step when it signed an agreement with Central Maine Power Company (CMP).

One Piece Of A Larger Plan

In 2016, community leaders were already well into their efforts to bring better connectivity to the island community. They expected to lease poles from CMP to hang fiber, but CMP’s plans to install a new fiber optic line to enhance electric service soon became part of the community network design. The new cable installation was necessary to replace the original 1955 cable to the island and to to serve as a redundant line to a cable that was in stalled in 1992.

Network planners asked CMP to include a fiber line within the 3-mile undersea cable running across the Penobscot Bay. The community will lease CMP’s fiber, which will connect to the wider Internet on the mainland.

“We are delighted with CMP’s cooperation in providing our community with access to their fiber currently crossing Penobscot Bay,” said Islesboro Town Manager Janet Anderson. "This timely and affordable solution allows us to quickly complete our broadband internet system."

The Light At The End Of The Tunnel

Islesboro first began investigating how to improve Internet access on the island in 2012 with a Broadband Working Group. After three years of study, appealing to incumbents, and analyzing options, they decided to invest in publicly owned infrastructure and work with a private provider that will offer Internet access. The community voted to bond for the network, estimated to cost approximately $3.8 million.

Most people associate Pasadena with the annual Tournament of Roses parade and the Rose Bowl football game, but under the flowery surface, fiber is connecting Pasadena’s municipal facilities, businesses, and electric utility substations. Pasadena developed its fiber optic network to improve electric utility efficiency but also with an eye toward the future. When they invested in the infrastructure, community leaders anticipated that economic development would thrive in communities with ample high-quality connectivity.

Lori Sandoval, Telecom and Regulatory Administrator for Pasadena's Department of Information Technology was involved in the development of Pasadena's fiber network from the beginning and she shared the story with us. She also provided some lessons learned so other communities can get the most out of Pasadena's experience.

A Community Of Culture

The community of approximately 140,000 people was one of the first incorporated in what is now Los Angeles County and considered a cultural hub. IN addition to Caltech, Pasadena City College and the ArtCenter College of Design, the Pasadena Playhouse and several museums are there. JPL and Kaiser Permanente are two of its largest employers. Its school system, Pasadena Unified School District, extends beyond the reach of the city. Pasadena has been celebrated for its architecture, especially it 1930s bungalows and many historical estates.

How It All Started

In the mid-1990s, the community included construction of a fiber optic network in its strategic plan. Pasadena Water and Power had been using old copper lines for communications between substations and needed to replace them with something more reliable that also provided more bandwidth. During this same period, the City Manager’s Office was investigating ways to create new revenue and local businesses were finding that they could not obtain the Internet services they needed from incumbent ISPs.

The small seaside community of Lewes, Delaware, is considering investing in a Fiber-to-the-Home (FTTH) Internet network for connectivity to its 3,000 inhabitants.

Consideration

According to the Lewes Board of Public Works (BPW) General Manager Darrin Gordon, the city electric utility has a plan to connect to Fibertech Networks infrastructure, which reaches Lewes. Fibertech obtained a $1 million state grant in 2015 to expand its infrastructure in rural areas of Delaware.

BPW has been investigating the possibility of bringing high-quality Internet access to households and businesses for a while now. The BPW plan envisions a publicly owned network that connects to the Fibertech network and extends throughout Lewes that will be deployed in four phases. "The rolling deployment will help recover costs and help with funding the next phases," Gordon said. 

"We want to take it slow to ensure that whoever does take the service that it's the very best and everything we promised it was going to be," Gordon said. "We know that word of mouth around here can be the saving grace or the death knell."

BPW anticipates that the first phase could be finished as soon as four to five months from commencement and the second phase two months later. The first two phases will be aerial deployment with later phases consisting of underground plant.

The city is working with a consultant to estimate a final cost to make the investment and to determine what residents and businesses would pay for the service. BPW will survey customers to obtain a better idea of the amount of interest before moving forward.

Lewes, Delaware

Lewes describes itself as “the first town in the first state,” having started as a trading post by Dutch settlers in 1631. The community changed names and hands several times between the English and the Dutch; William Penn and gave it the name “Lewes” in 1682 and it’s kept the name ever since.

When Greeneville Light & Power System (GLPS) started bringing better connectivity to the local school system, it improved educational opportunities for kids in the Tennessee community. Now, the municipal utility plans to use the same approach to save lives by connecting emergency responders across the county.

Sparsely Populated

Rural Greene County, Tennessee, can’t attract national providers to invest in high-quality connectivity because it doesn’t have the population density ISPs look for to justify investment. According to GLPS General Manager Bill Carroll, the utility serves an average of 17 or 18 customers per mile. Greene County is approximately 650 square miles. Without a reason to bring better infrastructure to serve residential customers, national ISPs aren’t there to provide services to the police or sheriff facilities either.

GLPS will bring connectivity to Greene County 911, the Greenville Police Department, and the Greene County Sheriff’s Department. Each entity will pay for the construction of the fiber network to their facilities and pay a monthly fee to GLPS. The rate for their connectivity is based on a “per-mile” calculation, which allows GLPS to cover their costs; GLPS charges the school system the same way. Greeneville City Schools are saving approximately $50,000 per year, a significant savings in a town of 15,000 people.

GLPS will not act as an Internet Service Provider, but will allow public safety departments to cut down on expenses by eliminating leased lines. More importantly, the new network will be creating reliable connections. Greenville Police Department Captain Mike Crum said, “This partnership will truly save lives. That is a very difficult aspect to quantify when conducting a cost analysis.”

What The Future Holds

GLPS has no plans to expand their approach to serve residents and businesses throughout the county, but they haven’t ruled it out:

Carroll and his staff are assessing to determine if a project of that magnitude could be feasible and said they will bring that information to the Power Board as it becomes available.

Tupelo, Mississippi, received a special visit from President Franklin D. Roosevelt in 1935 to celebrate the community as the “First TVA City.” The title described the community’s new electrification by the Tennessee Valley Authority, an event that incorporated federal assistance, local workers, and the start of rural electrification. Now, Tupelo is aiming for publicly owned fiber.

Yesterday Electricity...Today Fiber

Community leaders haven’t decided on a model yet, but they recently expressed an interest in expanding the Tupelo Water & Light fiber optic loop that runs around the city. The exiting network provides communications and management between utilities substations. Their goal is to put the infrastructure in place and collaborate with a private sector provider to bring better connectivity to local residents and businesses.

The Daily Journal reported that the project is a priority for the current administration:

The mayor believes that an expansive fiber optic network in the city will boost Tupelo’s desirability, particularly for the young professionals he wants to call the city home.

“We want to provide the incentive for people that need that high speed Internet to live here,” Shelton said.

Once a robust fiber optic network is in place, Shelton’s administration has discussed the possibility of a partnership with a private provider who would actually offer the residential access and manage the customer base.

Tupelo, Lee County, Mississippi

The city used to be well known as a transportation hub in the days when railroad intersections created busy urban centers. In recent years, Tupelo has capitalized on its bragging rights as the birthplace of Elvis Presley and as the location of the Trace State Park. Hikers start or end their long journey on the Natchez Trace Parkway, a 444-mile trail that was used by Native Americans and Explorers. The trail is a historic trek attracting nature enthusiasts.

One Touch Make Ready (OTMR) policies are recognized as a way to cut down on the expense and the time it takes to deploy fiber optic networks. At least three sizable urban communities have adopted OTMR practices to streamline fiber optic construction and ensure consistent standards. For other communities looking at ways to encourage brisk fiber optic investment, it pays to study the language of OTMR resolutions and policies.

OTMR allows a pre-approved contractor to move cables belonging to more than one entity on one visit to the pole to make room for the new fiber optic cable. This is a departure from the old method, in which each entity takes turns visiting the pole in question to move only their wires. The old approach is time consuming because each entity must take turns in the order in which their wires are installed on the poles. If one entity causes a delay, every other entity that needs to work after them must also wait. What follows is a snowball effect and an entire project can fall far behind schedule.

San Antonio, Texas

San Antonio’s municipal utility, CPS Energy, adopted a broad set of pole attachment standards that include specific requirements for OTMR, including what needs to happen before, during, and after the process.

The standards lay out administrative procedures, technical provisions, and specific provisions for both wired and wireless attachments. It incorporates recommendations from the FCC on how best to expand broadband while also weaving in safety standards from the Occupational Safety and Health Administration (OSHA). In the introduction, CPS Energy writes:

From a holistic perspective, the Standards seek to balance the competing needs and interests of multiple communications providers to access and utilize CPS Energy Poles, while at the same time recognizing that the core purpose and function of these Poles is for CPS Energy’s safe and reliable distribution and delivery of electric services to CPS Energy customers. Hence, any use of CPS Energy’s Poles must at all times ensure the continued operational integrity, safety and reliability of CPS Energy’s Facilities, electric services, personnel and the general public.